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ICMA members have an ethical obligation to further their own individual professional development to enhance their ability to effectively serve their organization as well as ensure their organization’s personnel decisions are based on fairness and impartiality.

It is important to recall that hiring systems based on political patronage, the definition of “who you know” instead of “what you know,” helped propel ICMA’s founding. Hiring decisions first appeared in the ICMA Code of Ethics in the 1938 version, “The city manager handles all matter of personnel on the basis of merit. Political, religious, and racial considerations carry no weight in appointments, salary increases, promotions, and discipline in the municipal service.” The guideline on equal opportunity was added in 1972 and was last revised in 2023.

Applicable Tenets and Guidelines

Tenet 8. Make it a duty continually to improve the member’s professional ability and to develop the competence of associates in the use of management techniques.

GUIDELINES

Self-Assessment. Each member should assess his or her professional skills and abilities on a periodic basis.

Professional Development. Each member should commit at least 40 hours per year to professional development activities that are based on the practices identified by the members of ICMA.

Tenet 11. Manage all personnel matters with fairness and impartiality.

Guideline on Diversity and Inclusion. It is the member’s responsibility to recruit, hire, promote, retain, train, and support a diverse workforce at all levels of the organization.

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Relationships in the workplace

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 in the position as well as the member’s responsibility to mitigate the organization’s exposure to legal and financial risks.

Members have been sanctioned for the following personal relationships:

A manager was not forthcoming with the governing body about her romantic relationship with the assistant manager until an anonymous letter prompted her to disclose it. This delay created the opportunity to place employees who were aware of the relationship in a difficult position and the relationship itself exposed the organization to significant legal and financial risks.
An assistant manager failed to disclose an ongoing romantic relationship with his supervisor until an anonymous letter prompted him to do so. This relationship had the potential to strain the effective working relationships between the assistant manager and the other employees who report to the manager by causing unnecessary conflict within the organization due to the appearance of him receiving special treatment.
A manager had a personal relationship with a subordinate employee for whom he made decisions on performance, promotions, and compensation. The manager and the subordinate employee lived together for at least the last six months of his tenure as the manager while he was her direct supervisor.
A manager had a romantic relationship with a subordinate employee and later disclosed the matter to the governing body after the couple began dating. Throughout the course of the relationship, the member provided salary increases to the employee and performance evaluations.
An administrator engaged in a personal relationship with a subordinate employee for approximately four months.
A manager engaged in a personal relationship with a subordinate employee, failed to make timely disclosure of the relationship to the governing body, and took no steps to resolve the ethics issue the conduct created.

Applicable Tenet and Guideline

Tenet 3. Demonstrate by word and action the highest standards of ethical conduct and integrity in all public, professional, and personal relationships in order that the member may merit the trust and respect of the elected and appointed officials, employees, and the public.

Guideline on Relationships in the Workplace. Members should not engage in an intimate or romantic relationship with any elected official or board appointee, employee they report to, one they appoint and/or supervise, either directly or indirectly, within the organization.

This guideline does not restrict personal friendships, professional mentoring, or social interactions with employees, elected officials and board appointees.

Disclosure of personal conflicts

When a member has a conflict of interest in appearance or actuality or has received personal financial gain as a result of a relationship with an individual or organization, the member has an ethical obligation to disclose the potential conflict to the organization, as well as follow the organization’s appropriate policies and/or procedures in place as well as state law.

Applicable Tenet and Guideline

Tenet 12. Public office is a public trust. A member shall not leverage his or her position for personal gain or benefit.

Guideline on Personal Relationships. In any instance where there is a conflict of interest, appearance of a conflict of interest, or personal financial gain of a member by virtue of a relationship with any individual, spouse/partner, group, agency, vendor or other entity, the member shall disclose the relationship to the organization. For example, if the member has a relative that works for a developer doing business with the local government, that fact should be disclosed.

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, it is critical to make a transition with your reputation intact, do no harm to the profession, and uphold your commitment to the profession’s ethical values.

Members who are permanently retired or no longer in service to a local government are required to adhere to Tenets 1 and 3 of the ICMA Code of Ethics. All members in service to a local government, whether it is on a full-time, part-time, or interim basis must follow all 12 tenets of the Code.

Advice on some common challenges interim or retired members may encounter follows:

Political Activity
Former managers and assistants who want to run for elected office or engage in political activity in the community they recently served should refrain from using their former official title, always demonstrate respect for their successor, and be accurate and fair in their presentation of information. ICMA senior advisors should be sure to discuss their plans with their state association president before taking any action.

Employment Opportunities
Because of their talents and knowledge of local government, members have been actively recruited for positions in financial services, management consulting practices, engineering, law, development corporations, and telecommunications as examples. In many cases, there are few ethical concerns because there is no nexus between the former and new employer.

Ethical issues do arise if the member is recruited to join the firm closely following a project, negotiation, or controversial interaction between the local government and the firm. For example, a manager was recruited to join a firm shortly after the member finished negotiations on behalf of the local government to bring the firm’s corporate headquarters to the community. Accepting an offer under those circumstances could result in questions from the public about when the manager was first recruited and whose interests the manager represented during those negotiations. Members are advised to be careful about the timing of such moves and to be cognizant of creating the appearance of a conflict of interest.

Representing a client before the governing body or agency
While it is not a violation of the Code to represent a client before the governing body or agency where you previously served as the manager, think about whether your presence before the agency creates the appearance of impropriety, undermines the integrity of the process, or the credibility of your former employees. As a result of your relationship with the employee, will you be afforded special treatment or otherwise gain an unfair advantage? Do you have “insider” information that may unfairly benefit your client? One former manager who went to work for a firm who did business before the local government opted to stay behind the scenes and let other staff take the lead role in representing the client at meetings with staff or hearings.

Interim assignments
Regardless of the length of the assignment, an ICMA member working for a local government whether it is on a full-time, part-time, or interim basis is expected to follow all 12 tenets of the ICMA Code of Ethics. Members should not accept an interim assignment if they are serving as an elected official or plan to run for elected office. Members should refrain from any political activity on behalf of a candidate for any elected office while serving in an interim position.

Relationships with a former community

Retired managers who choose to live in the community following the end of their employment have a unique perspective. They have much more detailed knowledge about the organization’s operations and finances than the average resident. There is also the added layer of needing to provide the successor with the space and freedom to manage the organization, and that may mean making decisions that are different from the predecessor’s approach. The retired manager’s opinion may also still carry a lot of weight with the members of the governing body and staff who now report to someone new.

Retired managers have an ethical obligation to ensure any public commentary they choose to make about their former organization, or its staff, does not undermine their successor, is both factual and professional, and adheres to Tenets 1 and 3 of the Code. Finally, before a retired managers decide to insert themselves in a community discussion, they should consider how they would feel if their predecessor had taken this action when they were in the manager’s position.

Applicable Tenets and Guideline

Tenet 3. Demonstrate by word and action the highest standards of ethical conduct and integrity in all public, professional, and personal relationships in order that the member may merit the trust and respect of the elected and appointed officials, employees, and the public.

Guideline on Public Confidence. Members should conduct themselves so as to maintain public confidence in their position and profession, the integrity of their local government, and in their responsibility to uphold the public trust.

PM Magazine Articles

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.

Any local, state, or federal issue has the potential to be both galvanizing and polarizing in the community and within a member’s own organization. A commitment to political neutrality ensures the member is always seen as objective and fair as well as the source of unbiased information.

ICMA’s Committee on Professional Conduct, the Executive Board subcommittee that determines whether a member’s conduct has violated the Code, has consistently concluded a member cannot effectively serve the organization when the member engages in political activity such as endorsing candidates, writing an article supporting the candidate, making financial contributions to candidates, or running for office themselves. A member has the right and responsibility to vote for candidates for elected office but may not financially support or endorse candidates for any local, state, or federal office.

Tenet 7 and its guidelines have been revised over the years to provide a framework for members on how they may engage while maintaining their commitment to the highest ethical standards expected of individuals working in service to a local government.

Applicable Tenet and Guidelines

Tenet 7. Refrain from all political activities which undermine public confidence in professional administrators. Refrain from participation in the election of the members of the employing legislative body.
GUIDELINES
Elections of the Governing Body. Members should maintain a reputation for serving equally and impartially all members of the governing body of the local government they serve, regardless of party. To this end, they should not participate in an election campaign on behalf of or in opposition to candidates for the governing body.
Elections of Elected Executives. Members shall not participate in the election campaign of any candidate for mayor or elected county executive.
Running for Office. Members shall not run for elected office or become involved in political activities related to running for elected office, or accept appointment to an elected office. They shall not seek political endorsements, financial contributions or engage in other campaign activities.
Elections. Members share with their fellow citizens the right and responsibility to vote. However, in order not to impair their effectiveness on behalf of the local governments they serve, they shall not participate in political activities to support the candidacy of individuals running for any city, county, special district, school, state or federal offices. Specifically, they shall not endorse candidates, make financial contributions, sign or circulate petitions, or participate in fund-raising activities for individuals seeking or holding elected office.
Elections relating to the Form of Government. Members may assist in preparing and presenting materials that explain the form of government to the public prior to a form of government election. If assistance is required by another community, members may respond.
Presentation of Issues. Members may assist their governing body in the presentation of issues involved in referenda such as bond issues, annexations, and other matters that affect the government entity’s operations and/or fiscal capacity.
Personal Advocacy of Issues. Members share with their fellow citizens the right and responsibility to voice their opinion on public issues. Members may advocate for issues of personal interest only when doing so does not conflict with the performance of their official duties.

PM Magazine Articles

Gift giving and receiving becomes a focus of renewed attention in December, but it is an issue that requires diligent attention for members any month of the year. Local government employees, from the manager to the road crew, work very hard to improve the lives of residents. Sometimes residents or vendors want to thank employees for their service by giving them a gift and/or gratuity. Whether it comes in the form of sporting event tickets or homemade baked goods, gifts can easily create the appearance that such a "thank you" will translate into special treatment later.

Managers are reminded to consider how their approach to gifts sets the tone for the organization and that creating an internal policy, with assistance from Tenet 12 of the ICMA Code of Ethics, can be helpful to guide all employees on what they can accept and what they need to respectfully decline. In addition, many state laws address gifts in the workplace and members should ensure their conduct complies with any applicable laws or regulations.

Applicable Tenet and Guideline

Tenet 12. Public office is a public trust. A member shall not leverage his or her position for personal gain or benefit.

Guideline on Gifts. Members shall not directly or indirectly solicit, accept or receive any gift if it could reasonably be perceived or inferred that the gift was intended to influence them in the performance of their official duties; or if the gift was intended to serve as a reward for any official action on their part.

The term “Gift” includes but is not limited to services, travel, meals, gift cards, tickets, or other entertainment or hospitality. Gifts of money or loans from persons other than the local government jurisdiction pursuant to normal employment practices are not acceptable.

Members should not accept any gift that could undermine public confidence. De minimus gifts may be accepted in circumstances that support the execution of the member’s official duties or serve a legitimate public purpose. In those cases, the member should determine a modest maximum dollar value based on guidance from the governing body or any applicable state or local law.

The guideline is not intended to apply to normal social practices, not associated with the member’s official duties, where gifts are exchanged among friends, associates and relatives.

PM Magazine Article

It can be helpful to review dilemmas your peers in the local government management profession have faced and how they have navigated those issues. Keep in mind, ICMA ethics staff are available to confidentially discuss the issue and offer advice for consideration.

Examples of real scenarios members have faced and tips on ethical decision-making are highlighted in the articles below.

PM Magazine Articles

ICMA was founded with a commitment to representative local government with a dedication to promoting efficient and effective public services. To fulfill this commitment, ICMA works to maintain and enhance public trust and confidence in local government, achieve equity and social justice, affirm human dignity, and improve quality of life.

Members of ICMA dedicate themselves to the faithful stewardship of the public’s trust in striving for management excellence as outlined in ICMA’s Declaration of Ideals (below):

Provide an environment that ensures the continued existence and effectiveness of representative local government and promotes the understanding that democracy confers privileges and responsibilities on each citizen.
Recognize the right of citizens to influence decisions that affect their well-being; advocate a forum for meaningful citizen participation and expression of the political process; and facilitate the clarification of community values and goals.
Respect the special character and individuality of each community while recognizing the interdependence of communities and promoting coordination and cooperation.
Seek balance in the policy formation process through the integration of the social, cultural, and physical characteristics of the community.
Promote a balance between the needs to use and to preserve human, economic, and natural resources.
Advocate equitable regulation and service delivery, recognizing that needs and expectations for public services may vary throughout the community.
Develop a responsive, dynamic local government organization that continuously assesses its purpose and seeks the most effective techniques and technologies for serving the community.
Affirm the intrinsic value of public service and create an environment that inspires excellence in management and fosters the professional and personal development of all employees.
Seek a balanced life through ongoing professional, intellectual, and emotional growth.
Demonstrate commitment to professional ethics and ideals and support colleagues in the maintenance of these standards.
Take actions to create diverse opportunities in housing, employment, and cultural activity in every community for all people.

ICMA completed its three-year review of the Code dedicated to focus on better integrating the profession’s long-standing ethical commitment to diversity, equity, and inclusion into the 12 tenets in June 2023.

As background, the Board adopted a statement in June 2020 that included several steps ICMA would take with one action specific to ethics:

“The local government management profession and ICMA were founded on a Code of Ethics and a Declaration of Ideals, which demand that we serve the best interests of all, achieve equity and social justice, and act with integrity so that we may earn the trust of all those we serve. Addressing systemic racism is our ethical obligation. We will revisit our Code of Ethics to better integrate our ethical commitment to racial justice and equity into the very fiber of the 12 tenets.”

The project scope of work included the following steps with the assistance of a consultant team:

Conducted an environmental scan to learn how other professional associations are addressing equity and racial justice in their codes.
Convened focus groups to help shape a survey to membership.
Facilitated discussions: in-person meetings and virtual sessions.
Developed a survey to send to all members to gauge ways to strengthen the Code’s commitment to equity and social justice and the ethical responsibility of members to serve the best interests of everyone living in their communities.
Prepared a report for the Committee on Professional Conduct (CPC) and Board summarizing recommended changes to the Code.
Developed a member communications strategy for proposed Code changes.

Engaging members in discussion was a crucial component of the effort to review the language in the Code. ICMA facilitated 17 sessions and heard from over 600 members who shared their perspectives. The discussions focused on four tenets and some of the corresponding guidelines that participating members identified as most relevant to the profession’s continued commitment to diversity, equity, and inclusion that shaped the survey that was sent to membership in July 2022.

The consultant team briefed the CPC on its initial survey analysis then presented to the Board its preliminary survey results where the board offered feedback. The CPC refined its recommendations during its meetings in October and November.

Revisions to tenets of the ICMA Code of Ethics require the approval of a majority of corporate members voting while the board has the authority to revise the guidelines. In December 2022, the board approved the CPC’s recommendation to place four changes to the tenets of the Code before the members for consideration. The CPC also provided recommended changes to the guidelines for the board’s consideration after the results of the member vote on the tenets were available.

An election to revise language in Tenets 1, 4, 9, and 11 was open March 1-31, 2023, to voting members. In early April 2023, ICMA canvassed 2,544 ballots cast. Via this special election ballot, 84% of corporate members approved the proposed changes. Notably, this special election holds the distinction of having the highest participation rate (31%) in ICMA’s online voting history. The board voted to approve the changes to the associated guidelines at its June 2023 meeting.

Applicable Tenets and Guidelines

Tenet 1. We believe professional management is essential to effective, efficient, equitable, and democratic local government.

Tenet 4. Serve the best interests of all community members.

Guideline on Effects of Decisions. Members should inform the appropriate elected or appointed official(s) of a decision's anticipated effects on community members.
Guideline on Promote Equity. Members should ensure fairness and impartiality in accessing programs and services and in the enforcement of laws and regulations. Members should assess and propose solutions to strive to eliminate disparities.

Tenet 9. Keep the community informed on local government affairs. Encourage and facilitate active engagement and constructive communication between community members and all local government officials.

Guideline on Engagement. Members should ensure community members can actively engage with their local government as well as eliminate barriers and support involvement of the community in the governance process.

Tenet 11. Manage all personnel matters with fairness and impartiality.

Guideline on Diversity and Inclusion. It is the member’s responsibility to recruit, hire, promote, retain, train, and support a diverse workforce at all levels of the organization.

Resources

PM Magazine Articles

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. Keep in mind that demonstrating the highest standard of personal and professional conduct requires a commitment that goes beyond what may be legally required.

For members working as managers, there is the added responsibility of understanding that their personal and professional conduct sets the ethical tone for the entire organization. Each of the articles below offers guidance and advice on strengthening this commitment to ethical leadership.

Applicable Tenets and Guidelines

Tenet 1. We believe professional management is essential to effective, efficient, equitable, and democratic local government.

Tenet 2. Affirm the dignity and worth of local government services and maintain a deep sense of social responsibility as a trusted public servant.

Tenet 3. Demonstrate by word and action the highest standards of ethical conduct and integrity in all public, professional, and personal relationships in order that the member may merit the trust and respect of the elected and appointed officials, employees, and the public.

Guideline on Public Confidence. Members should conduct themselves so as to maintain public confidence in their position and profession, the integrity of their local government, and in their responsibility to uphold the public trust.

Tenet 8. Make it a duty continually to improve the member’s professional ability and to develop the competence of associates in the use of management techniques.

Guideline on Self-Assessment. Each member should assess his or her professional skills and abilities on a periodic basis.

Guideline on Professional Development. Each member should commit at least 40 hours per year to professional development activities that are based on the practices identified by the members of ICMA

PM Magazine Articles

PM Magazine

ETHICS MATTER! Honesty and Integrity: The Core of the Public Service Calling

October 31, 2023

Tenet 3 offers guidance to merit trust and confidence placed in local government professionals.

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