In communities across the country and within ICMA, we are committed to attracting and developing the next generation of local government professionals, including individuals entering the field from nontraditional backgrounds.

ICMA encourages diverse pathways into public service through a number of initiatives, such as ICMA student chapters and complimentary professional development resources for student members, two fellowship programs (Local Government Management Fellowship and one exclusively for military veterans), the Bob Turner Program, the John Garvey Scholarship, and the Emerging Leaders Development Program. 

As new people explore careers in local government management, questions often arise about political activity and the ethical obligations associated with public service. One question has surfaced frequently in recent conversations with members: Can I work in local government and run for or hold elected office at the same time?

The answer in Tenet 7 of ICMA’s Code of Ethics on running for office is clear:

“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.”

This requirement reflects the profession’s longstanding commitment to political neutrality, professional credibility, and public trust.

What Political Activities Meet Ethical Obligations?

Robust next-generation initiatives are helping attract talented professionals to local government from a wide range of backgrounds and career paths. Many bring a strong commitment to public service and a desire to make a difference in their communities.

Ethics conversations with students, fellows, emerging leaders, and other new professionals reveal a common thread: they are community-minded, civically engaged, and eager to contribute. As more people enter local government from a variety of professional backgrounds, questions naturally arise about the profession’s ethical obligations and the role political activity can play while serving in a local government position.

As ICMA’s Breaking into Local Government: A Guidebook for Career Transitions notes:

“No longer does the basic career path start with traditional graduate programs from which interns can grow into the positions of management analyst, assistant to the chief administrative officer (CAO), assistant CAO, and ultimately CAO. Because of budget constraints, staff reductions, and a general reinvention of the way we work, today there are many ways to get to the top administrative position in local government.”

As the profession evolves, understanding the ethical expectations in local government becomes increasingly important. Tenet 7’s broad principle of “Refrain from all political activities which undermine public confidence in professional administrators” includes guidelines on personal advocacy of issues, elections generally, governing bodies, elected executives, the organization’s form of government, and presentation of issues.

There are two key dimensions to consider within the boundaries of political activities:

The elections guideline: “Members share with their fellow citizens the right and responsibility to vote” and it is paired with the responsibility to “not impair their effectiveness on behalf of the local governments they serve.” This means any political activity the member may choose to engage in must be viewed through the lens of ensuring it is a credit to the organization they serve.

The personal advocacy of issues guideline: “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.” ICMA offers several resources on this topic, including the members-only recorded webinar on balancing political activity with personal advocacy and its resource list as well as the PM article, “What If I Want to March?”

Which Tenets Apply to Different Categories of Membership?

At its core, the Code of Ethics is a statement of principles for practitioners in local government, and this shapes its applicability. Understanding which tenets apply begins with the distinction between members who are considered “in service” and those who are “not in service.”

In Service: ICMA’s Rules of Procedure for Enforcing the Code of Ethics defines “in service” as all ICMA members employed in local government who are required to adhere to the entire Code. This employment includes interim, part-time, or full-time service, as well as ICMA senior advisors since they support members. This means a member who is a manager, deputy, assistant manager, assistant to, department director, and intern or fellow who works in local government is expected to follow the entire Code, including Tenet 7 on political activity.

Not in Service: Defining a member who is “not in service” means those who are not employed in local government and are only required to follow Tenet 1 (the commitment to professional management) and Tenet 3 (honesty and integrity). Some examples in this category are life or retired individuals, professors, or others employed in different branches of government or sectors.

Sometimes people are surprised to learn that we do have elected officials who choose to join ICMA. They typically consider themselves allies of professional management where the community they represent does not have a paid administrator. ICMA does not consider serving as an elected official “in service” and thus these individuals are also excluded from all Tenets except 1 and 3.

Why Does the Profession Have Limitations on Working in Local Government and Holding Elected Office at the Same Time?

For many, understanding why the Code prohibits running or holding elected office in their home community and being a local government employee elsewhere at the same time is intuitive. There are no exceptions and this applies if it is an elected school board position, or other local, state, or federal office.

For some newcomers, particularly individuals entering local government from other fields, these restrictions may come as a surprise. Understanding the reasoning behind them is as important as understanding the guideline itself.

While the Code’s first version in 1924 stated, “No city manager should take an active part in politics,” the environment facing our members today is often more complex, as issues that were once viewed through a policy lens can quickly become associated with partisan politics.

The profession’s roots trace back to the progressive reform movement, when communities sought professional administrators who could focus on effectiveness, efficiency, and public service rather than political interests, and established a structure (the council-manager form of government) that allowed for this possibility. Political neutrality remains a cornerstone of professional local government management because it helps preserve public trust and confidence in administrative decision-making.

When someone works in local government and volunteers to run for office, they may see a problem and want to be part of the solution by making decisions as a governing body member. While I understand their public service motivation, this may create unnecessary risks where they work. For example, consider these “what if” scenarios:

• The community where you work declines to support a state senator’s initiative, while that same senator is in a position to influence funding decisions for a much-needed project for the organization at home.

• Your home community’s governing body adopted a resolution to support a federal initiative and the governing body where you work is vehemently opposed to it.

• The community where you work has a provision in the organization’s personnel manual that your home community sees as inflammatory and you receive the blame.

• A nonprofit or advocacy group feels aggrieved by a decision from the organization where you work and uses social media to call you out personally.

Although these situations may never arise, the profession’s ethical standards are designed to protect public trust by preventing both actual conflicts of interest and situations that could compromise—or appear to compromise—a member’s objectivity, effectiveness, or commitment to the organization they serve.

A Shared Responsibility to Our Colleagues

The Code of Ethics does not require restraint in all political activities but adds an important dimension to consider in a profession grounded in public service and ethics.

As we welcome new professionals to local government management, we must remind them why political neutrality matters, including the principle that local government professionals cannot serve as employees in one organization while simultaneously serving as elected officials—be it a mosquito abatement district, school board, water board, or another governing body. Understanding that distinction helps protect public trust and reinforces the values that define the profession.

JESSICA COWLES is ethics director at ICMA (jcowles@icma.org).