The relationship between the manager and the governing body is crucial to the organization’s success. Honesty, transparency, and authenticity are keys to a productive relationship while dysfunction and trust issues in this relationship will likely inhibit organizational and community well-being. Since this relationship is so critical to the organization, each of the articles below offers guidance and advice on strengthening the manager-governing body dynamic.
Applicable Tenets and Guideline
Tenet 1. We believe professional management is essential to efficient and democratic local government by elected officials.
Tenet 5. Submit policy proposals to elected officials; provide them with facts, and technical and professional advice about policy options; and collaborate with them in setting goals for the community and organization.
Tenet 6. Recognize that elected representatives are accountable to their community for the decisions they make; members are responsible for implementing those decisions.
Tenet 10. Resist any encroachment on professional responsibilities, believing the member should be free to carry out official policies without interference, and handle each problem without discrimination on the basis of principle and justice.
Guideline on Information Sharing. The member should openly share information with the governing body while diligently carrying out the member’s responsibilities as set forth in the charter or enabling legislation.
PM Magazine Articles
- Whose Lane Is It? (March 2024)
- What’s on Your Wall? (May 2021)
- Do You Take the Code of Ethics for Granted? (December 2020)
- Ethics on the Global Stage (April 2020)
- Surviving the Election Season (July 2019)
- Ethics Disaster Preparedness (June 2018)
- Making Democracy Work (February 2018)
- Stay in Your Own Lane (December 2017)
- Upstream Challenges (June 2015)
Topics of Interest
Access ethics advice along with real world examples published in P.M. magazine. Can't find your issue and in need of ethics advice? ICMA members can contact Jessica Cowles, ICMA's ethics director, at jcowles@icma.org.
Advocacy for Issues of Personal Interest
Political neutrality has been a long-held value of the local government management profession and has been included in every version of ICMA’s Code of Ethics
Investments
Serving a public organization often provides employees with access to confidential information or knowledge of news before it is made public.
Appointment Commitment
Before making a commitment to a new professional opportunity, a member has the responsibility to thoroughly evaluate the position, organization,
Leadership
Because ICMA members hold positions of public trust, their conduct influences public confidence in the organization as well as in the local government management profession.
Ballot Measure Issues
Tenet 7 of the ICMA Code of Ethics draws a distinction between activities on behalf of a candidate for elected office (such activities are not permitted)
Length of Service
A member is responsible for carefully and thoroughly investigating a position and community before accepting an offer of employment.
Conflicts of Interest
A conflict of interest, in its simplest form and by its very definition, occurs when your personal interests or loyalties compete with your professional obligations.
Personal Relationships
When a member engages in a personal relationship in the workplace, it runs contrary to the member’s ethical duty as outlined in Tenet 3 to maintain public trust and confidence
Consulting and Outside Employment
Members serving in local government may leverage their expertise to serve as a consultant or engage in other paid outside employment if the activity does not create a conflict
Personnel and Equal Opportunity Issues
ICMA members have an ethical obligation to further their own individual professional development to enhance their ability to effectively serve their organization
Credentials/Resumes
How a member represents his or her qualifications and experience on a resume and when applying for ICMA’s Voluntary Credentialed Manager program reflects on a member’s integrity.
Policy Issues
Members must be mindful at all times of the appropriate roles and responsibilities of elected officials and professional staff.
Dual Roles
There may be situations where a member serves in more than one position even for a short period of time. If faced with this circumstance,
Political Activity
Political neutrality is the cornerstone of the local government management profession and has been a core value in every version of the Code of Ethics since membership first adopted it in 1924.
Elected Official Relationships
The relationship between the manager and the governing body is crucial to the organization’s success.
Professional Respect and Courtesy
Professional courtesy extends beyond interactions with elected officials and the public. If a member of a colleague’s governing body contacts you for advice, or you respond to the inquiry,
Employment and Compensation Issues
Since the local government manager is usually the most highly compensated employee in the organization, the pay offered to attract, retain, or sever ties with them is a highly visible, sensitive, and sometimes political issue.
Recall Elections
All members working in service to a local government, whether it is on a full-time, part-time, or interim basis, are expected to adhere to Tenet 7 and its commitment to political neutrality.
Endorsements and References
All members working in service to a local government, whether it is on a full-time, part-time, or interim basis, are expected to adhere to Tenet 7 and its commitment to political neutrality.
Recruitment
Selecting a chief administrator is perhaps the most important decision elected officials will make for their community.
Equity and Inclusion
ICMA was founded with a commitment to representative local government with a dedication to promoting efficient and effective public services.
Reporting Unethical Conduct
Principle-centered leadership based on the highest standards of personal and professional conduct is the foundation of the local government management profession.
Fundraising
ICMA members may be asked to raise funds for ballot initiatives, community projects, and other interests.
Running for Elected Office
Tenet 7 reminds members in service to a local government regardless of whether it is on a full-time, part-time, or an interim basis to “refrain from all political activities
General Ethics Guidance
It can be helpful to review dilemmas your peers in the local government management profession have faced and how they have navigated those issues.
Social Media
Social media channels are an efficient tool for distributing the public information that local governments generate.
Supporting a Candidate for Elected Office
Tenet 7 reminds members in service to a local government regardless of whether it is on a full-time, part-time, or an interim basis to “refrain from all political activities
Interim/Retired Managers
Whether you are a long-time manager who is embarking on retirement and perhaps transitioning to a second career, or you are testing the waters in another field,
Volunteer Service
The commitment to service inspires local government professionals to volunteer their personal time to community-based organizations.
