This paper presents the findings of research which examined the impacts of a programme of ethics regulation introduced in England in the year 2000 (the `ethical framework'), which was intended to improve the conduct of elected local councillors. We found that the ethical framework had contributed to improved behaviour, but the impacts have been highly uneven between councils, reflecting the wider contextual conditions – managerial, political and social – which shape behaviours in particular organisations. In some councils, we observed monitoring officers, leaders and party groups working together pro-actively to maintain high standards, underpinned by a strong, positive identification with the council as a civic institution. In those local councils suffering persistent issues with councillor conduct, these processes tended not to be operating. Our research also highlights the particular challenges that arise with regulating conduct in a party political context.
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