This Ethics Review is for both potential FCCMA members and current members. Proceed by reading the first two tenets and case study below, then proceed to the multiple choice question on the next page. Once you have reflected on the question, please select your answer and review the correct choice. Continue through the entire course and fill out the form at the end, so FCCMA will have a record that you completed the review. FCCMA will issue you an Ethics Certification. For questions contact 850.222.9684.

Ethics Tenets 1 & 2

• Tenet 1: Be dedicated to the concepts of effective and democratic local government by responsible elected officials and believe that professional general management is essential to the achievement of this objective.
• Tenet 2: Affirm the dignity and worth of the services rendered by government and maintain a constructive, creative and practical attitude toward local government affairs and a deep sense of social responsibility as a trusted public servant.

Guideline 

Advice to Officials of Local Governments: When members advise and respond to inquiries from elected or appointed officials of other municipalities and counties, they should inform the administrators of those communities.

Case Study

 A regional league of cities has been formed by the municipal officials of a three-county area. The purpose of the group is to learn from one another, to collectively take legislative positions for their region on municipal issues, and to work on regional issues when appropriate. The county officials of the three counties are also included in social functions, which generally occur twice a year. You are one of the county managers, and you generally attend the functions with members of your commission. While at one of the dinners, you are approached by a councilwoman from one of the cities (not in your county). You have previously met, and had a cordial discussion at that time. She asks if she can talk to you about the mayor of her city, and the mayor’s relationship with the city manager. She is troubled by what she takes to be micromanaging on the mayor’s part, in that the mayor frequently argues very minute points with the manager at their weekly meetings. After talking about this for a few minutes, she asks if there are resources, or what you might recommend.