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people not to accept their government's decisions as fair. A democratic bovernment does <br />not thrive when there is a lack of trust in those who govern it. <br />Other goals of a local government ethics probram include (1) to stop ethical <br />inisconduct before it becomes criminal inisconduct, and (2) to establish best practices and a <br />health7T ethics environment at the level where most elected officials learn the ropes. Local <br />government is where the individuals who become our state and federal representatives too <br />often experience their first poor ethics environment, learn the wrong rules, misplace their <br />loyalty, and begin to f'eel a special entitlement. Eff'ective local boverninent ethics prob ams <br />indirectly create healthy ethics environments in state and federal bovernment organizations, <br />as well. <br />Finally, government ethics is not a policy, but a process. This process complements <br />procurement, grant, and land use processes and, like them, is essential to accountability and <br />democracy. <br />1. Fiduciary Duty <br />One reason that government ethics is described in terms of obli�ations is that government <br />officials have a fiduciary duty or ol�ligation to�z�ard the community for which they �vork. The <br />obligation government ofiicials have toward the community is unlike any other obligation. <br />Go�•ernment ethics deals �vith conflicts that sometimes arise between this special obligation <br />and an official's other obligations. <br />Another way of understanding an official's fiduciary duty is by looking at it from the <br />point of view of the public. The public elects representatives who spend the public's money <br />and make decisions about the community which affect its residents' lives. Our <br />representative system can work only if the public has confidence that its representatives, and <br />those appointed or hired by its representatives, are seelang to benefit the community rather <br />than themselves and those with whom they have special relationships. <br />We cannot know much about the character of those who work in our local <br />government, and we cannot expect our representatives, or those they appoint to office, to <br />be as competent as we would like, or have as good judgment as we would like, but we can at <br />least expect them not to misuse their office to benefit themselees or those to whom they <br />have personal obligations that conflict with their obligations to the community. <br />