of Texas at Dallas • Previously held positions: • Public Sector – Economic Development Manager for City of Carrollton, TX • Private/Chamber – Director of Marketing for Richardson Economic Development Partnership (Chamber of Commerce) • Certified Economic Developer (CEcD) • Leadership positions with International Economic Development Council (IEDC), current Vice Chair of Education and Certification Advisory Committee
about ordinary (and sometimes extraordinary) decisions in day-to-day life • There may be a difference between ethical behavior and LEGAL or ILLEGAL actions • Ethical behavior is about upholding higher standards or conduct rather than simply adhering to the rules or the law
primary beneficiary? 7. Will I feel okay and guilt free if I do this? 8. Is bias or emotion clouding my judgment? 9. Would I do it to my family and friends (or myself)? 10. Would the most ethical person I know do this? Source: International City Managers Association (ICMA) 2010
of “sharking” your neighboring communities’ companies • Different standards based on the degree of regional cooperation in your area • Can jeopardize professional relationships • Difference between a company approaching your organization first and you soliciting a competitor’s company
incentivize companies who want to come to your community that pay below a living wage? • What about companies that have a history of treating employees poorly? • What about environmental polluters? • What if your community really needs the jobs?
Avoid bad headlines and angry mobs • Gap between what the law defines as a conflict of interest for a public official and what a reasonable person may perceive to be a conflict of interest • Disclose any personal relationship in any instance where there could be even the appearance of a conflict of interest • If the conflict is significant enough that a rational person would question whether you are acting in the public’s best interest, consider disengaging from the process
REGIONS • IEDC’s Code of Ethics states that economic developers must not exploit the misfortune of federally declared disaster-impacted regions • This includes actively recruiting businesses from an affected community
promoted from the top and supported with policies and adequate resources • Three tools that can help support an ethical culture: • Code of Conduct • Legal approach • Values/ Customs-based approach • Ethics education and training • Performance assessments
practice with integrity, honesty, and adherence to the trust placed in them both in fact and in appearance. Authority Who is accountable for what? Purpose What is my intent? INTEGRITY Principles What I stand for?
hold themselves free of any interest, influence or relationship in respect to any professional activity when dealing with clients which could impair professional judgment or objectivity, or which in the reasonable view of the observer, has that effect. Conducting Official Duties with Bipartisanship Conflict of Interest
maintain in confidence the affairs of any client, colleague or organization and shall not disclose confidential information obtained in the course of professional activities. Try to Find the Most Effective Balance Reporting Requirements Confidentiality Privacy Concerns Data Sharing
cooperate with peers to the betterment of economic development technique, ability and practice, and to strive to perfect themselves in their professional abilities through training and educational opportunities. Sharing Knowledge and Information Efficiency Goes Up Productivity Rises Respect and Confidence in the Profession Grows
assure that all economic development activities are conducted with equality of opportunity for all segments of the community without regard to race, religion, sex, sexual orientation, national origin, political affiliation, disability, age or marital status.
abide by the principles established in this code and comply with the rules of professional conduct as promulgated by IEDC. Professional Conduct Act Ethically Behave Respectfully Teach Effectively Asses Fairly Act Professionally Solicit Feedback Support Peers Ensure Quality Provide Opportunities Learn Willingly Think Broadly
the Chief Financial Officer of a company which has resided in State ABC for the past five years. The company’s board recently began pushing for cost-cutting measures. Not wanting to lay off any employees, Drew is exploring what the state can offer through additional tax relief. However, upon meeting with the state, Drew discovers that State ABC is unwilling to grant him further tax breaks until the company reaches new growth targets. Not giving up, Drew is pursuing other avenues. During the company’s site selection process, there was a fierce incentive battle between State ABC and neighboring State XYZ. State XYZ also has lucrative incentives for relocation. Although Drew knows that the company’s potential relocation costs would far outweigh incentive benefits, he calls Mary, who works at the State XYZ Economic Development Office. He requests Mary to write a letter detailing what incentives they would be willing to offer. Mary talks further with Drew and suspects that he is not really serious about relocating and only wants the letter to bargain with State ABC on incentives. She refuses to write the letter and calls the State ABC Economic Development Office to alert them of what the company is doing.