We may often forget why the ICMA Code of Ethics was so important to those first ICMA members. When you look at United States history during the early twentieth century, corruption and scandals were common at all levels of government. It was against this backdrop that those first professional city managers sought to differentiate themselves and the council-manager plan from what people saw in other local governments. The adherence to the Code outlining the profession’s values became a distinguishing and defining characteristic of ICMA members.

With its 13 tenets, the 1924 ICMA Code of Ethics established the ethical foundation for what it means to be a professional city and county manager. Over the years, we have built upon that strong foundation.

I was fortunate to begin my career in local government under the tutelage of Dallas city manager Scott McDonald, assistant city manager George Shrader, assistant city manager Gene Denton, and assistant to the city manager Jim Favor. Since I aspired to be a city manager, they encouraged me to join ICMA.

Upon joining, I reviewed the tenets and guidelines of the Code. It was evident to me that the Code was not a list of rules and regulations, rather the tenets were principles that should be ingrained into the character of every ICMA member. Those principles should be seen in every aspect of our life, professionally and personally.

In 1973, I accepted my first city manager position. The city had changed forms of government and adopted the council-manager plan, and I was their first city manager. I learned the importance of the Code and its application in real-life situations.

There are three ethical examples that I dealt with in my career that stand out to me as I reflect:

1. Vendor Relations

Soon after I arrived in my first city, I received a call from an elected county official. He wanted to introduce me to a vendor who provided the county with a number of products. The first question the vendor asked me was “What is your home address?” I asked him why and he said he wanted to send a box of cheese to my home.

The Code immediately came to mind and I told him, “That is not how we do business.” A few months later, I found out the man was an undercover agent. There were 75 individuals arrested and charged with accepting bribes. The county official who called me was one of those charged with accepting bribes.

2. Doing the Right Thing Knowing There May Be Consequences

A few years later, I received a call from a prominent businessman who represented a number of individuals who owned properties in the downtown area of the community where I served. He said that one of his clients owned a building where the hardwood floors had buckled and believed it was the city’s responsibility to fix the wooden floors since storm water had been captured under the building, causing them to warp.

I asked the city’s insurance carrier and the city’s consulting engineer to review the claim and determine its validity. Both came to the same conclusion: it was neglect by the property owner, not the city, that caused the floors to buckle. I called the businessman and told him that the city would not pay the claim.

A few days later, I was invited to a meeting in the rental agent’s office. He wanted me to explain to the property owner, who happened to be an influential individual, why the city had denied the claim. The agent was on a speaker phone with his client when I entered the room. I explained the denial. The client asked his rental agent who was going to pay for the damage done to the building, and the agent replied that it would be the client’s responsibility since the client did not carry that type of insurance on his properties.

A few days later, the mayor was in my office. He said that I made the right decision and remarked, “Remember that your ethical decisions often have consequences.” The elected body stood behind my decision and did not pay the claim, and the community took notice that my ethics were not for sale. The Code had provided the guidance I needed in handling the situation.

3. The Meaning of Political Neutrality

Tenet 7 of the Code about political activity states: “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.” It is interesting to compare this section of the current version of the Code to the section on political activity in the 1924 version. The 1924 version of the Code simply stated: “No City Manager should take an active part in politics.”

When I came to Florida, the political landscape had begun to shift. The ethical dilemma that I wrestled with was whether to register with a specific political party. I determined that registering with one of the major political parties would hinder my effectiveness in making policy recommendations to the city council. Therefore, I decided to register as “no political affiliation (NPA).” That meant that I gave up my right to participate in party primary elections.

Many years ago, I had an elected official who stated that they knew how I voted. My response was “no, you don’t!” They said that my wife was affiliated with a specific political party, but I reminded them that my wife is an independent thinker, and she preserved her right to participate in the nominating process. I reminded the elected official that I had chosen to be an NPA in order to not be tagged as a member of a specific party or political philosophy.

One of the roles that a manager plays in today’s political environment is that of a bridge builder. In my career, I worked with governing bodies that were divided. Since I was viewed as nonpartisan and politically neutral, it enabled me to help them reach consensus.

Conclusion

I learned early in my career that the public does not separate our private and public life. Our public and private activities not only reflect on ourselves and our families, but also on the local government that we serve, as well as our profession. Our adherence to the Code, both personally and professionally, should be evident to our governing bodies, our fellow workers, our professional colleagues, and to the community. Throughout my career, the principles embedded in the Code have served to guide my conduct as a professional manager and as an individual.

KEN PARKER, ICMA-CM worked in the public sector for over 43 years until his retirement, serving three cities as their city manager. He is currently an ICMA senior advisor in Florida.