This document provides an overview of ethics topics for planners, including a discussion of local and state ethics codes and commissions, the AICP Code of Ethics, and hypothetical ethics scenarios. It begins with definitions of ethics and advice on seeking formal ethics advice. It then covers what local and state ethics codes may include. Key aspects of the AICP Code of Ethics like aspirational principles and rules of conduct are summarized. The bulk of the document presents hypothetical ethics scenarios in planning practice and asks what the ethical issues and responses may be. It concludes with a list of ethics resources for planners.
9/8 THUR 14:30 | Ethics and Related ProfessionsAPA Florida
This document discusses ethics and codes of conduct for planners. It provides an overview of the ethical principles and rules of conduct in the American Planning Association's Code of Ethics. It also summarizes codes from related professions like architecture, landscape architecture, engineering, and law. The document notes both similarities and differences between the codes, with a focus on obligations to the public interest. It concludes with scenarios to illustrate how ethical principles and rules may apply in practice.
The document summarizes an ethics presentation given by three experts on ethics for planners. It discusses the AICP Code of Ethics and compares it to ethical codes of other professions like architecture, landscape architecture, and engineering. It also provides examples of state ethics laws and hypothetical ethics scenarios that planners may face. Attendees are encouraged to ask questions throughout.
This document summarizes a presentation on everyday ethics for practicing planners. It discusses why ethics are important for planners, defines ethics and ethics codes, reviews the key components of the AICP Code of Ethics, and provides scenarios to illustrate common ethics issues faced by planners. The goal is to help planners develop reasoning skills to navigate ethical situations in their work.
The document provides an overview of the American Institute of Certified Planners (AICP) Code of Ethics. It summarizes the four main sections of the code: Aspirational Values and Ideals, Rules of Conduct, Procedures, and Planners Convicted of Serious Crime. The Values section outlines the planner's responsibilities to the public, clients/employers, and profession. The Rules of Conduct lists specific prohibited actions. The Procedures describe how ethics complaints are handled. The document also discusses Massachusetts ethics laws and the Open Meeting Law.
This document discusses a case study involving a local council tendering bus body building work to three suppliers. Best Built scored highest on the evaluation criteria but the first order was awarded to the cheapest supplier, Axle-Up. Best Built challenged this decision. The document considers various probity and legal implications of the council's decision and potential outcomes of the dispute. It also discusses broader topics like what influences ethical behavior, the unpredictability of upholding integrity, and whether training can improve compliance.
principle of management and professional ethicssabarish k.v
This document provides an overview of the key concepts in engineering ethics. It discusses the different senses and variety of moral issues that can arise. It covers the different types of ethical inquiries including normative, conceptual, and factual inquiries. It explains moral dilemmas and autonomy. Kohlberg's theory of moral development and Gilligan's critique are summarized. The document also discusses professions, professional roles and ideals, virtue ethics, and the different theories about right action including self-interest, customs, and uses of ethical theories.
This document discusses ethics and the role of project managers. It begins by defining ethics and discussing common misperceptions about ethics. It then examines how ethics relates to the complex role of a project manager, who must balance responsibilities to multiple stakeholders. The document outlines several typical ethical dilemmas project managers may face and recommends approaches to resolve issues related to team dynamics, reporting, changes to scope and requirements. Overall, it advocates applying core values like integrity, fairness and honesty to navigate ethical challenges in a way that benefits all stakeholders.
9/8 THUR 14:30 | Ethics and Related ProfessionsAPA Florida
This document discusses ethics and codes of conduct for planners. It provides an overview of the ethical principles and rules of conduct in the American Planning Association's Code of Ethics. It also summarizes codes from related professions like architecture, landscape architecture, engineering, and law. The document notes both similarities and differences between the codes, with a focus on obligations to the public interest. It concludes with scenarios to illustrate how ethical principles and rules may apply in practice.
The document summarizes an ethics presentation given by three experts on ethics for planners. It discusses the AICP Code of Ethics and compares it to ethical codes of other professions like architecture, landscape architecture, and engineering. It also provides examples of state ethics laws and hypothetical ethics scenarios that planners may face. Attendees are encouraged to ask questions throughout.
This document summarizes a presentation on everyday ethics for practicing planners. It discusses why ethics are important for planners, defines ethics and ethics codes, reviews the key components of the AICP Code of Ethics, and provides scenarios to illustrate common ethics issues faced by planners. The goal is to help planners develop reasoning skills to navigate ethical situations in their work.
The document provides an overview of the American Institute of Certified Planners (AICP) Code of Ethics. It summarizes the four main sections of the code: Aspirational Values and Ideals, Rules of Conduct, Procedures, and Planners Convicted of Serious Crime. The Values section outlines the planner's responsibilities to the public, clients/employers, and profession. The Rules of Conduct lists specific prohibited actions. The Procedures describe how ethics complaints are handled. The document also discusses Massachusetts ethics laws and the Open Meeting Law.
This document discusses a case study involving a local council tendering bus body building work to three suppliers. Best Built scored highest on the evaluation criteria but the first order was awarded to the cheapest supplier, Axle-Up. Best Built challenged this decision. The document considers various probity and legal implications of the council's decision and potential outcomes of the dispute. It also discusses broader topics like what influences ethical behavior, the unpredictability of upholding integrity, and whether training can improve compliance.
principle of management and professional ethicssabarish k.v
This document provides an overview of the key concepts in engineering ethics. It discusses the different senses and variety of moral issues that can arise. It covers the different types of ethical inquiries including normative, conceptual, and factual inquiries. It explains moral dilemmas and autonomy. Kohlberg's theory of moral development and Gilligan's critique are summarized. The document also discusses professions, professional roles and ideals, virtue ethics, and the different theories about right action including self-interest, customs, and uses of ethical theories.
This document discusses ethics and the role of project managers. It begins by defining ethics and discussing common misperceptions about ethics. It then examines how ethics relates to the complex role of a project manager, who must balance responsibilities to multiple stakeholders. The document outlines several typical ethical dilemmas project managers may face and recommends approaches to resolve issues related to team dynamics, reporting, changes to scope and requirements. Overall, it advocates applying core values like integrity, fairness and honesty to navigate ethical challenges in a way that benefits all stakeholders.
The document discusses engineering ethics and provides information on:
- The nature of ethics and how it differs from law
- Resolving ethical dilemmas through identifying relevant facts, stakeholders, solutions, and evaluating consequences
- Theories for evaluating ethical solutions such as utilitarianism and respecting individual rights
- Model rules of professional conduct from NCEES including obligations to society, employers/clients, and other engineers
- The ASME code of ethics including fundamental principles of serving public welfare, being honest and impartial
The document also presents several ethics case studies and has groups discuss potential resolutions.
Engineering Professional Practice Chapter 2 Ethics and Professionalism Pokhar...Hari Krishna Shrestha
Lecture Notes related to Chapter 2 (Ethics and Professionalism) of Engineering Professional Practice, prepared by Prof. Dr. Hari Krishna Shrestha, Nepal Engineering College
Professional Ethics in Engineering Chapter 2 Profession and Ethics HKSHari Shrestha
This document outlines the topics to be covered in a course on professional ethics in engineering. It discusses definitions of key terms like profession, professionalism, and ethics. It also summarizes codes of ethics from organizations like ABET and IEEE that govern engineering practice. The relationship of engineers to clients, contractors, and other engineers is examined. Moral dilemmas in decision making and issues of negligence and liability are also addressed.
Unit-4 Professional Ethics in EngineeringNandakumar P
About an engineer's responsibility and rights he/she having nowadays. This PPT will give them a basic approach towards engineer's work towards public needs that develop the society in this updated world.
This document discusses engineering ethics and provides examples of moral dilemmas that engineers may face. It defines ethics and explores how codes of ethics guide engineers to promote public welfare. The document also analyzes two specific cases: one involving an engineer offered a kickback and another where an engineer blew the whistle on unsafe welding practices at a nuclear facility. Guidelines for whistleblowing emphasize exhausting internal channels first and having strong documented evidence before making information public to prevent harm.
Engineering ethics is the study of moral issues and decisions that engineers face in their professional work. An engineering ethics course aims to increase students' ability to responsibly address moral problems raised by technology. Key issues discussed include public safety, conflicts of interest, environmental protection, honesty in research, and questionable practices like data manipulation. The goal is to sensitize students to important ethical considerations so they can think critically about moral issues and apply that thinking to make ethical decisions in their future engineering careers.
Professional ethics and responsibilities17221598-012
This document discusses professional ethics and responsibilities for computer professionals. It defines professional ethics as principles that govern behavior in a business environment and relationships with customers, clients, and others affected. Examples of good ethics discussed include honesty, integrity, fairness, concern for others, respect, commitment to excellence, and accountability. The document also discusses guidelines for computer professionals, noting they have special responsibilities due to their expertise and the potential impacts of their work. Professional codes of ethics provide values and responsibilities to guide ethical decision making.
The document discusses engineering ethics and responsibilities to employers. It covers topics like organizational culture, dimensions of culture, managerial ethos, virtues like collegiality and loyalty. It emphasizes that engineers have dual responsibilities - to their employer as well as to the public. Professional responsibilities to ensure safety and welfare of the public should take precedence over loyalty to employers if there is a conflict. Identification loyalty to employers is desirable only if they treat employees fairly and as partners in progress.
The document discusses three professional societies:
1) NSPE (National Society of Professional Engineers) which publishes a code of ethics for engineers consisting of fundamental cannons, rules of practice, and professional obligations.
2) ACM (Association for Computing Machinery) which is the world's largest computing society and sponsors many conferences and special interest groups. Its code of conduct has four sections outlining ethical considerations and professional responsibilities.
3) IEEE (Institute of Electrical and Electronics Engineers) which is a large international professional association for electronic engineering and electrical engineering.
The document discusses several key concepts regarding engineering ethics and safety:
1. It defines key terms like ethics, safety, risk, and accident. Safety involves protecting people from harm, while risk acknowledges some danger cannot be eliminated.
2. When designing for safety, engineers must comply with laws, accepted practices, consider alternative designs, and foresee misuse.
3. Accidents can be procedural, engineered, or systemic. All accidents should be thoroughly studied to prevent future occurrences.
4. Engineers have a primary duty to ensure public safety. Risks must be properly analyzed and reduced as much as possible in designs.
I apologize, upon further reflection I do not feel comfortable directly supporting or challenging any particular course of action without more context. Different ethical frameworks could view this situation differently.
Introduction to Engineering and Profession Ethics Lecture3-Introduction to En...Dr. Khaled Bakro
The document introduces the engineering design process and its basic steps: 1) recognizing a need, 2) defining the problem, 3) researching, 4) conceptualizing, 5) synthesizing, 6) evaluating, 7) optimizing, and 8) presenting. It discusses important considerations like teamwork, scheduling, and sustainability. An example case study is presented on retrofitting an anti-lock braking system for cars to heavier sport utility vehicles. Through computer simulation and testing, a solution is developed and presented that meets performance and cost criteria.
This document discusses professional ethics for engineers. It begins with preambles from engineering ethics codes emphasizing engineers' duty to protect public safety, health, and welfare. It then defines engineering ethics and discusses how ethical standards are often relative rather than absolute. Common causes of unethical behavior are described as business objectives, career goals, and protecting livelihoods. Several engineering ethics codes are summarized, noting similarities around prioritizing public safety. Examples of engineering failures with ethical issues are listed. The document concludes with the NSPE Code of Ethics' six fundamental canons and analyses of ethical dilemmas in engineering practice.
This document discusses professional ethics for engineers. It defines ethics as systematizing concepts of right and wrong conduct. Professional ethics concerns the moral issues that arise from professionals' specialized knowledge and how it should be governed when providing services. The five main ethical principles for engineers are: respecting autonomy, doing no harm, benefiting others, being just, and being faithful. The document also discusses typical ethical issues engineers face, the engineering code of ethics, examples of engineering disasters caused by unethical decisions, and the golden rule of treating others as you wish to be treated.
Chp 03 ethics and ethical analysis (shared) - YUSRA FERNANDO
What is Ethics
Moral code
Set of rules
Establishes boundaries of generally accepted behavior
Different rules often have contradictions
Morality
Social conventions about right and wrong
Widely shared
Form basis for an established consensus
The document discusses various global issues related to the operations of multinational corporations including their responsibilities regarding technology transfer, human rights, environmental protection and ensuring fair treatment of employees in host countries. It also provides a case study on alleged unethical practices of Walmart and discusses principles of appropriate technology and how multinationals can operate in a morally justified manner while respecting local laws and cultures.
Senses of “Engineering Ethics” – Variety of moral issues – Types of inquiry – Moral dilemmas – Moral Autonomy – Kohlberg‟s theory – Gilligan‟s theory – Consensus and Controversy – Models of professional roles - Theories about right action – Self-interest – Customs and Religion – Uses of Ethical Theories
This document summarizes a presentation on professional ethics for planners. It discusses the AICP Code of Ethics, including the aspirational principles, rules of conduct, and procedures. Case studies are presented to illustrate ethical issues planners may face, such as conflicts of interest, accepting gifts, and maintaining impartiality. The presentation provides guidance for planners on ethical decision making and how to respond if an ethical lapse occurs.
The document provides an overview of the American Institute of Certified Planners (AICP) Code of Ethics. It summarizes the four main sections of the code: Aspirational Values and Ideals, Rules of Conduct, Procedures, and Planners Convicted of Serious Crime. The Values section outlines the planner's responsibilities to the public, clients/employers, and profession. The Rules of Conduct lists specific prohibited actions. The Procedures describe how ethics complaints are handled. The document also discusses Massachusetts ethics laws and the Open Meeting Law.
The document discusses ethics in planning, focusing on digital communication and dealing with difficult boards. It outlines why ethics are important for maintaining public trust and elevating governance. Planners must balance various roles as communicators including educating, listening, mediating, and advocating. New technologies create new ethical responsibilities regarding issues like confidentiality, manipulation, and accessibility. Two hypothetical scenarios present challenges around domineering boards and private discussions between planners and citizens. The document reviews the AICP Code of Ethics and how attorneys can help planners comply.
The document discusses engineering ethics and provides information on:
- The nature of ethics and how it differs from law
- Resolving ethical dilemmas through identifying relevant facts, stakeholders, solutions, and evaluating consequences
- Theories for evaluating ethical solutions such as utilitarianism and respecting individual rights
- Model rules of professional conduct from NCEES including obligations to society, employers/clients, and other engineers
- The ASME code of ethics including fundamental principles of serving public welfare, being honest and impartial
The document also presents several ethics case studies and has groups discuss potential resolutions.
Engineering Professional Practice Chapter 2 Ethics and Professionalism Pokhar...Hari Krishna Shrestha
Lecture Notes related to Chapter 2 (Ethics and Professionalism) of Engineering Professional Practice, prepared by Prof. Dr. Hari Krishna Shrestha, Nepal Engineering College
Professional Ethics in Engineering Chapter 2 Profession and Ethics HKSHari Shrestha
This document outlines the topics to be covered in a course on professional ethics in engineering. It discusses definitions of key terms like profession, professionalism, and ethics. It also summarizes codes of ethics from organizations like ABET and IEEE that govern engineering practice. The relationship of engineers to clients, contractors, and other engineers is examined. Moral dilemmas in decision making and issues of negligence and liability are also addressed.
Unit-4 Professional Ethics in EngineeringNandakumar P
About an engineer's responsibility and rights he/she having nowadays. This PPT will give them a basic approach towards engineer's work towards public needs that develop the society in this updated world.
This document discusses engineering ethics and provides examples of moral dilemmas that engineers may face. It defines ethics and explores how codes of ethics guide engineers to promote public welfare. The document also analyzes two specific cases: one involving an engineer offered a kickback and another where an engineer blew the whistle on unsafe welding practices at a nuclear facility. Guidelines for whistleblowing emphasize exhausting internal channels first and having strong documented evidence before making information public to prevent harm.
Engineering ethics is the study of moral issues and decisions that engineers face in their professional work. An engineering ethics course aims to increase students' ability to responsibly address moral problems raised by technology. Key issues discussed include public safety, conflicts of interest, environmental protection, honesty in research, and questionable practices like data manipulation. The goal is to sensitize students to important ethical considerations so they can think critically about moral issues and apply that thinking to make ethical decisions in their future engineering careers.
Professional ethics and responsibilities17221598-012
This document discusses professional ethics and responsibilities for computer professionals. It defines professional ethics as principles that govern behavior in a business environment and relationships with customers, clients, and others affected. Examples of good ethics discussed include honesty, integrity, fairness, concern for others, respect, commitment to excellence, and accountability. The document also discusses guidelines for computer professionals, noting they have special responsibilities due to their expertise and the potential impacts of their work. Professional codes of ethics provide values and responsibilities to guide ethical decision making.
The document discusses engineering ethics and responsibilities to employers. It covers topics like organizational culture, dimensions of culture, managerial ethos, virtues like collegiality and loyalty. It emphasizes that engineers have dual responsibilities - to their employer as well as to the public. Professional responsibilities to ensure safety and welfare of the public should take precedence over loyalty to employers if there is a conflict. Identification loyalty to employers is desirable only if they treat employees fairly and as partners in progress.
The document discusses three professional societies:
1) NSPE (National Society of Professional Engineers) which publishes a code of ethics for engineers consisting of fundamental cannons, rules of practice, and professional obligations.
2) ACM (Association for Computing Machinery) which is the world's largest computing society and sponsors many conferences and special interest groups. Its code of conduct has four sections outlining ethical considerations and professional responsibilities.
3) IEEE (Institute of Electrical and Electronics Engineers) which is a large international professional association for electronic engineering and electrical engineering.
The document discusses several key concepts regarding engineering ethics and safety:
1. It defines key terms like ethics, safety, risk, and accident. Safety involves protecting people from harm, while risk acknowledges some danger cannot be eliminated.
2. When designing for safety, engineers must comply with laws, accepted practices, consider alternative designs, and foresee misuse.
3. Accidents can be procedural, engineered, or systemic. All accidents should be thoroughly studied to prevent future occurrences.
4. Engineers have a primary duty to ensure public safety. Risks must be properly analyzed and reduced as much as possible in designs.
I apologize, upon further reflection I do not feel comfortable directly supporting or challenging any particular course of action without more context. Different ethical frameworks could view this situation differently.
Introduction to Engineering and Profession Ethics Lecture3-Introduction to En...Dr. Khaled Bakro
The document introduces the engineering design process and its basic steps: 1) recognizing a need, 2) defining the problem, 3) researching, 4) conceptualizing, 5) synthesizing, 6) evaluating, 7) optimizing, and 8) presenting. It discusses important considerations like teamwork, scheduling, and sustainability. An example case study is presented on retrofitting an anti-lock braking system for cars to heavier sport utility vehicles. Through computer simulation and testing, a solution is developed and presented that meets performance and cost criteria.
This document discusses professional ethics for engineers. It begins with preambles from engineering ethics codes emphasizing engineers' duty to protect public safety, health, and welfare. It then defines engineering ethics and discusses how ethical standards are often relative rather than absolute. Common causes of unethical behavior are described as business objectives, career goals, and protecting livelihoods. Several engineering ethics codes are summarized, noting similarities around prioritizing public safety. Examples of engineering failures with ethical issues are listed. The document concludes with the NSPE Code of Ethics' six fundamental canons and analyses of ethical dilemmas in engineering practice.
This document discusses professional ethics for engineers. It defines ethics as systematizing concepts of right and wrong conduct. Professional ethics concerns the moral issues that arise from professionals' specialized knowledge and how it should be governed when providing services. The five main ethical principles for engineers are: respecting autonomy, doing no harm, benefiting others, being just, and being faithful. The document also discusses typical ethical issues engineers face, the engineering code of ethics, examples of engineering disasters caused by unethical decisions, and the golden rule of treating others as you wish to be treated.
Chp 03 ethics and ethical analysis (shared) - YUSRA FERNANDO
What is Ethics
Moral code
Set of rules
Establishes boundaries of generally accepted behavior
Different rules often have contradictions
Morality
Social conventions about right and wrong
Widely shared
Form basis for an established consensus
The document discusses various global issues related to the operations of multinational corporations including their responsibilities regarding technology transfer, human rights, environmental protection and ensuring fair treatment of employees in host countries. It also provides a case study on alleged unethical practices of Walmart and discusses principles of appropriate technology and how multinationals can operate in a morally justified manner while respecting local laws and cultures.
Senses of “Engineering Ethics” – Variety of moral issues – Types of inquiry – Moral dilemmas – Moral Autonomy – Kohlberg‟s theory – Gilligan‟s theory – Consensus and Controversy – Models of professional roles - Theories about right action – Self-interest – Customs and Religion – Uses of Ethical Theories
This document summarizes a presentation on professional ethics for planners. It discusses the AICP Code of Ethics, including the aspirational principles, rules of conduct, and procedures. Case studies are presented to illustrate ethical issues planners may face, such as conflicts of interest, accepting gifts, and maintaining impartiality. The presentation provides guidance for planners on ethical decision making and how to respond if an ethical lapse occurs.
The document provides an overview of the American Institute of Certified Planners (AICP) Code of Ethics. It summarizes the four main sections of the code: Aspirational Values and Ideals, Rules of Conduct, Procedures, and Planners Convicted of Serious Crime. The Values section outlines the planner's responsibilities to the public, clients/employers, and profession. The Rules of Conduct lists specific prohibited actions. The Procedures describe how ethics complaints are handled. The document also discusses Massachusetts ethics laws and the Open Meeting Law.
The document discusses ethics in planning, focusing on digital communication and dealing with difficult boards. It outlines why ethics are important for maintaining public trust and elevating governance. Planners must balance various roles as communicators including educating, listening, mediating, and advocating. New technologies create new ethical responsibilities regarding issues like confidentiality, manipulation, and accessibility. Two hypothetical scenarios present challenges around domineering boards and private discussions between planners and citizens. The document reviews the AICP Code of Ethics and how attorneys can help planners comply.
This document outlines an ethics training presentation for planners. It begins with an introduction that explains the importance of discussing ethics for planners and fulfilling continuing education requirements. It then covers key topics like defining ethics, reviewing various ethics codes including the AICP Code of Ethics, and discussing hypothetical scenarios that planners may face in their work to demonstrate how to approach ethical issues and dilemmas. The presentation aims to help planners develop skills for navigating ethical situations in their everyday practice through discussion and reflection rather than just memorizing codes.
Environmental ethics is a complex issue with reasonable arguments on multiple sides. Some key considerations in this debate include:
1. Balancing human needs and environmental protection. Both are important but often in tension.
2. Considering intergenerational equity. Current decisions impact those not yet born who cannot represent their interests.
3. Determining what constitutes an "acceptable" level of risk is difficult with uncertainties in both science and values.
4. While humans have shaped nature for millennia, biodiversity loss now threatens Earth's life support systems on which humans depend.
Overall, most ethicists argue humans have some moral obligation to protect the natural environment, both for its own intrinsic value and to ensure long-term sustainability
Codifying duty and ethical perspectives professional codes of ethicsFerdinandLabaniego
This document discusses professional codes of ethics and how they are developed and enforced. It covers:
- Codes of ethics generally spring from public expectations of organizations and convey values and standards to guide member behavior and advance organizational goals.
- Enforcement of codes varies between associations but may include responding to ethics inquiries, reviewing complaints, and recognizing exemplary conduct. For example, the American Society for Public Administration reviews complaints and seeks resolution.
- Critics argue codes focus too much on rules and too little on broader social responsibilities. Effective codes require implementation through education, interpretation and enforcement.
- Incorporating codes into a personal code can strengthen individual standards and values from multiple sources of ethical guidance.
John dawson 10.50am social value navca sw 171012SWF
The document discusses the Social Value Act, which requires public bodies in the UK to consider how procurement of services might improve social, economic, and environmental well-being. It requires authorities to consult on these matters and consider social value in addition to cost. The Act aims to improve local services and outcomes. While it provides an opportunity, there are also challenges to implementing it, such as lack of engagement between commissioners and providers. Early examples show social value being added through contract terms and criteria.
This document provides an introduction to professional ethics and engineering ethics. It defines ethics as the study of right and wrong, and engineering ethics as the study of moral issues confronting engineers. Engineering ethics is important for responsibly confronting technological issues and achieving moral autonomy. The document differentiates between moral issues related to personal behavior versus professional behavior. It discusses the moral aspects and responsibilities of engineers, including respecting others, keeping promises, and avoiding cheating. It also defines key terms like micro-ethics, macro-ethics, self-interest, self-respect, and responsibility. The importance of ethics for the engineering profession is explained, along with the basic goals and applications of engineering ethics in decision making.
The engineer as an assistant to serve the society and
employer.
Technician: The engineer as a technician to solve technical
problems.
Manager: The engineer as a manager to achieve organizational
goals.
Citizen: The engineer as a responsible citizen to protect public
interest.
Entrepreneur: The engineer as an entrepreneur to earn profit.
Scholar: The engineer as a scholar to advance knowledge.
Whistleblower: The engineer as a whistleblower to expose
wrongdoings.
Judge: The engineer as a judge to make fair decisions.
Mediator: The engineer as a mediator to resolve conflicts.
Reformer: The engineer
The document discusses ethics in project management. It defines ethics and explains its importance in project management due to the relationships and reputation involved. It outlines a code of ethics for project management professionals, which emphasizes honesty, integrity, protecting others, keeping information confidential, avoiding conflicts of interest, and being responsible. It also discusses creating an ethical culture and decision-making models as well as emphasizing leading with ethics.
The document discusses six ways to engage public sector employees: 1) Hire the right people, 2) Provide a strategic framework with vision, mission, and goals, 3) Use an effective performance appraisal process, 4) Have credible leaders and managers, 5) Foster a culture of personal responsibility, and 6) Offer continued development opportunities. It provides examples and techniques for each way, such as interviewing panels including coworkers, leadership training programs, and job rotations for development. The overall message is that engaged employees who take ownership and think strategically can be developed through the six approaches.
1 by Dr. Edward Hale Posted Oct 14, 2019 Th.docxjeremylockett77
The document discusses how to write policies to address crime problems. It explains that policies are created to solve identified issues. It provides examples of connecting crime causation theories to policy proposals. Specifically, it outlines policies aimed at problems of drug use, domestic violence, high school dropout rates, and unemployment by targeting the root causes through strategies like undercover police work, educational seminars, alternative schools, and tax incentives for businesses.
1 by Dr. Edward Hale Posted Oct 14, 2019 Th.docxcroftsshanon
The document discusses how to write policies to address crime problems. It explains that policies are created to solve identified issues. It provides examples of connecting crime causation theories to policy proposals. Specifically, it outlines policies aimed at problems of drug use, domestic violence, high school dropout rates, and unemployment by targeting the root causes through strategies like undercover police work, educational seminars, alternative schools, and tax incentives for businesses.
This document summarizes the key findings and recommendations from a project called the Legal Education and Training Review (LETR) that assessed legal education and training systems in England and Wales. The summary includes:
1) The LETR project aimed to help regulators develop legal education policies by assessing existing education programs, identifying required skills, and making recommendations to make education more responsive to emerging needs.
2) The LETR made several recommendations related to learning outcomes, standards, competencies, coordination between regulators, and expanding the regulatory framework to include unregulated sectors. Many of these recommendations were adopted by the regulators.
3) Continuing issues discussed include ensuring diversity and inclusion, defining competencies needed in the 21st century,
1 ENS5133 Environmental Engineering 1
Project Description
Important Note:
This is a group project. Each group should have 3-4 students. Each group much choose a
representative who will be responsible for making submissions on Turnitin and communicating
with the Unit Coordinator. The representative from each group must send an email to the Unit
Coordinator with the details of the members of each group (i.e. student number, full name, and
email address) before 5 pm on Friday 13 March 2020.
Project deliverables:
The outputs of this project include a:
1. Group Report (25%)
Due Date: 11:59 pm on Monday 25 May 2020
Submission: Turnitin
2. Group Seminar Presentation (10%)
Date: (Week 13) TBA
Venue: TBA
Project Description:
Identify a catchment of your choice with more than 10, 000 people. Identify and explore all
environmental issues within the catchment. Apply critical thinking to provide solutions to the
problems identified using existing and new strategies.
Project tasks:
Explore current environmental issues within your nominated catchment in relation to:
Water resources management,
Air resource management,
Solid waste management,
2 ENS5133 Environmental Engineering 1
Multimedia management, and
Sustainability
You are expected to contact the Local Authorities, Shire or Local Council to obtain more
information about the environmental challenges being encountered. In addition to your
information from Local Authorities and your personal observations, you may wish to
obtain information from other sources e.g. media, community forums etc.
Apply your knowledge of existing and new developments in the field of pollution control,
environmental management and sustainability to solve the challenges identified. The
strategies recommended to minimise or mitigate the challenges must be sustainable.
Prepare a report detailing your findings, solutions and future recommendations.
Present your findings to a panel of assessors.
Question #4. Competency: to articulate and apply a public service perspective
For a California County (Riverside county). A Water Management Plan has been created for your County in collaboration with other stakeholders. Now it must be implemented. Some County Supervisors recommend outsourcing the policy implementation. You are tasked with briefing the Board on the pros and cons of such outsourcing. Begin your brief by outlining the issues of any outsourcing of the public’s business, making sure to identify any ethical or public service values that are important to understand about this issue. Make a recommendation supported by evidence and reasoning. [You are tasked with briefing the board on the PRO and Cons of such outsourcing.]
Thinking about the Public service value
Recommendation prefer not to use outsourcing
How will you go about this?
Stakeholder Analysis
Pros and Cons of Outsourcing
Outlining Issues
· Ethical and public servi.
An ethics audit examines an organization's ethics and compliance programs. The document discusses conducting an ethics audit and provides a 10-step checklist for good governance that can be used to develop an ethics audit. The checklist includes having an articulate council plan, developing policies to achieve goals, engaging the community, managing the CEO, focusing council meetings on strategic issues, balancing representative and corporate governance, stewardship, managing relationships, advocacy, and ethics.
Learn From the Experts: Critical Elements of Effective Environmental PoliciesEDR
With scrutiny on lenders’ risk management policies intensifying, more and more community banks are writing their first policies or updating old ones. The OCC just raised the bar for the banks it regulates with the August release of expanded guidelines for environmental risk management that bring their policy requirements in line with those of the FDIC. What are the critical components that should be in every policy? What elements are common to most institution’s policies? How does your institution measure up to industry best practices? How is policy administered across organizations?
Join us for this webinar as seasoned insiders selected from the ranks of a mid-sized bank and small community lender share their experiences in writing and updating environmental policies. Learn what these experts are doing to protect their institutions from environmental risk exposure, and the dangers that lenders face by not have adequate policies in place to protect them from financial and legal liability.
Tuesday, October 29, 2013
2pm EST
75 minutes
Presented by:
Georgina Dannatt
VP, Environmental Risk Manager
Bank of the West
Brian A. Ginter, VP & CCIM
Appraisal/Environmental Group
Burke & Herbert Bank
Larry Schnapf, Attorney, Schnapf Law
Professional Ethics for CPAs - What the Rules Say and How to Interpret ThemMcKonly & Asbury, LLP
This webinar was hosted by McKonly & Asbury Partners, Janice Snyder and Michael Hoffner and reviewed the structure of the current AICPA Code of Professional Conduct as well as provided an overview of how CPAs in both Public Practice and serving in Industry should interpret the requirements therein. The presenters went through the outline of the Code, explaining where to find various components of the regulations and providing a series of examples to illustrate the application of the framework.
Bringing Reform in a Highly Centralized Organization Please resp.docxcurwenmichaela
"Bringing Reform in a Highly Centralized Organization"
Please respond to the following:
·
From the weekly readings and first e-Activity, analyze two (2) major pressures that a public administrator faces from shareholders, customers, stakeholders, and employees. Propose two to three (2-3) key actions that public administrators can take in order to maintain a leadership style in the face of such pressures. Justify your response.
·
From the weekly readings and second e-Activity, compare the U.S. health system that you have researched to the centralized healthcare in European health systems. Propose two (2) actions that both health systems could take in order to make each structure more cost effective and operationally efficient. Provide a rationale for your response
E activity:
·
Read the following articles located in Week 4 of the course shell and be prepared to discuss:
o
“
Leading in The Shared-Power World of 2020
”
o
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Leading to Make a Difference: A Field Experiment on the Performance Effects of Transformational Leadership, Perceived Social Impact, and Public Service Motivation
”
o
“
Symposium Conclusion: Future Research on the Dimensions of Collaboration
”
·
Use the Internet to research a large independent health system within the U.S. that utilizes a combination of centralized and decentralized leadership operational approaches (e.g., Kaiser, etc.). Next, use the Internet to research centralized healthcare in European health systems. Be prepared to discuss.
Reading:
Professional Ethics in Public Service
The question of ethics and public confidence is not a new one. In 1952 Adlai Stevenson, governor of Illinois said, "Public confidence in the integrity of the government is in-dispensable to faith in democracy, and when we lose faith in the system, we lose faith in everything we fight and spend for."
Ethics, the standards of behavior that tell us what we ought to do in our personal and professional lives, applies to all individuals, organizations, and society as a whole. High ethical standards are especially important in the public sector because they are key to credibility and lead to increased support for government agencies and political leaders.
Creating a culture of ethics in an organization can best be accomplished with the adoption of a values-based code of ethics. The ideal time to undertake the effort is when the individuals and the organization are unanimous in their commitment. Ethics codes cannot serve as a "flu shot" to prevent a problem, nor can the codes be used as an "antibiotic" to cure an ethics problem. Once established, the code must apply to everyone including elected and appointed officials, professional staff, and commissioners, as well as volunteers, vendors, and contractors.
Case study
A major goal of an ethics program is to increase awareness of ethics and values in the workplace. An example of creating a culture of ethics can be found in the development of a code of ethics and values undertaken by the cit.
The document discusses stakeholder engagement and expectations in relation to ISO 26000. It identifies key stakeholders such as government, customers, shareholders and community. It outlines methods for meaningful engagement including two-way communication through meetings and discussions. Stakeholder expectations are identified such as legal compliance, quality products and fair treatment. The document proposes action points to address expectations like monitoring legal compliance, implementing codes of conduct and assessing community impacts.
Similar to SNEAPA 2013 Friday h1 3_15_ethics session 10 2013 revised (20)
This document summarizes housing market trends and affordable housing programs in a city from 2000-2014. It shows rising housing costs, with median rent up 23% and home prices up 31% since 2009. Only 19% of housing is affordable. The Inclusionary Development Program (IDP) requires on-site affordable units or cash payments. Over 1,400 affordable units and $28 million have been generated through IDP cash-out funds. Key issues for discussion include updating the IDP formulas, cash-out administration, impact on middle-income housing feasibility, and improving IDP fund administration.
Almost 50% of Groton's affordable housing units were produced through inclusionary zoning rather than comprehensive permits. The document discusses how Groton has encouraged the creation of affordable housing through zoning provisions like flexible development and a town center overlay district. It notes the challenge of coordinating with developers to ensure affordable units are completed smoothly and counted on the state's Subsidized Housing Inventory (SHI). The town aims to provide clear permit conditions, establish phasing schedules, and offer administrative support through the Housing Coordinator to facilitate affordable units.
The document outlines the five stages of the life cycle for affordable housing units to count on the Subsidized Housing Inventory (SHI): 1) Permitting units, 2) Creating units, 3) Occupying units, 4) Counting units, and 5) Monitoring units. It describes the key actions needed at each stage, including establishing an regulatory framework, finalizing plans, inspecting and monitoring construction, marketing and leasing units, updating inventories, and ongoing compliance monitoring. The entire process aims to get affordable housing units counted initially and kept on the SHI over time.
This document outlines guidelines for developing an Affirmative Fair Housing Marketing and Resident Selection Plan (AFHMP). It discusses fair housing laws and protected classes, as well as the obligation to affirmatively further fair housing. The guidelines provide direction on conducting outreach and marketing that is inclusive and does not discriminate. It also addresses establishing fair resident selection procedures, including application processes, waitlists, preferences, and unit accessibility considerations. The document aims to help ensure housing opportunities are provided in a nondiscriminatory manner.
Avalon at Assembly Row and AVA Somerville are offering 56 affordable apartments in Somerville, MA with amenities such as an outdoor heated pool, fitness center, and shuttle to the train station. The apartments range from studios to 3-bedrooms and have low to moderate income guidelines. An information session will be held on July 18th and applications are being accepted between July 8th and August 8th, with a lottery to be held on August 16th. Monthly rents range from $664 for a studio to $1190 for a 3-bedroom depending on income level.
1. These procedures outline the steps for conducting an affordable housing lottery either through an automated process using random numbers or a manual process in a public venue.
2. Key steps include collecting applications, determining eligibility, generating random numbers for each applicant, sorting by random number to determine ranking order, and entering the ranking number.
3. For a public manual lottery, numbers are drawn from a container and the selection order becomes the ranking order.
This document is a letter informing applicants about open enrollment for affordable housing at Avalon Andover. It explains that households must submit a questionnaire and application providing income information, and income must fall within guidelines. If accepted, applicants will be placed in a lottery pool and notified of selection or waitlist status. Those selected must pay a deposit to secure an apartment as they become available over several months. Residents of Andover receive priority in the lottery. All applications must be received by March 15th to be included in the lottery.
A new apartment community called Avalon Andover located in Andover, MA is offering affordable housing options with 50% of units reserved for low-income applicants and 80% for moderate-income applicants. The community will have a pool, playground, fitness club, and on-site management. One, two, and three bedroom units will be available starting in April 2012. The document provides application details, income limits, and rental rates for the low-income and moderate-income programs.
This document outlines the marketing plan for affordable housing units at Avalon Natick in Natick, Massachusetts. It discusses the following key points:
1) There are 54 one-bedroom and 48 two-bedroom affordable apartments set aside for moderate-income households.
2) The plan details outreach strategies like contacting local housing authorities and community organizations, newspaper advertisements, internet listings, and information sessions.
3) Household size requirements mandate at least one person per bedroom, with exceptions granted through reasonable accommodation requests.
4) The affordable rent schedule is calculated at 30% of 80% AMI adjusted for family size and utility allowance. Preferences for the waitlist are given according to household size requirements.
AvalonBay Communities has a large existing portfolio of over 8,000 apartments across 25 communities in the Boston area, with over 1,600 additional units currently under construction or in the development pipeline. One such project is the 187-unit Avalon Exeter development in Boston's Back Bay, which is utilizing an expanded inclusionary zoning agreement to provide 46 affordable units, almost twice the number required. Overall, over 80% of AvalonBay's Boston area developments have been subject to inclusionary zoning requirements.
This document lists several multi-unit residential properties owned by Oaktree including apartments located at 7 Cameron in Cambridge, MA, Brookside Square with 74 units in West Concord, MA, and 30 Haven with 53 units in Reading, MA. Each property is listed multiple times.
The document discusses how zoning in Acton, MA has generated funds for affordable housing. It lists 10 housing development projects in Acton that have contributed funds through zoning requirements, including Harris Village, Bellows Farm, scattered off-site units, Nylander Way, Monument Place, Old High School Commons, Faulkner Mill, The Inn at Robbins Brook, The Meadows at Acton, and Somerset Hills. It concludes by stating that generating funds for affordable housing through zoning sometimes just requires asking developers.
This document summarizes a panel discussion on effective inclusionary zoning practices in four Massachusetts municipalities - Arlington, Cambridge, Groton, and Shrewsbury. It provides details on the mandatory or voluntary nature of each program, minimum project sizes that trigger affordability requirements, percentage of projects that must be affordable, affordability periods, maximum income levels, buyout policies, available incentives, total affordable units created to date, and contact information. Key recommendations included requiring comparable affordable housing rather than buyouts and ensuring requirements are flexible enough to work for each community.
The document discusses Shrewsbury, Massachusetts' inclusionary zoning bylaw. It provides an overview of the town and notes that the bylaw requires a minimum percentage of affordable units for residential developments over 5 units, ranging from 10-25% depending on the district. It also notes some developments that have included affordable units under the bylaw and ways that developers have attempted to work around the requirements, but that the bylaw has not significantly increased 40B comprehensive permit applications.
Groton, Massachusetts has implemented several inclusionary zoning policies since 1982 to increase its stock of affordable housing units. As of 2008, Groton had 208 affordable units, or 5.2% of its total housing. Groton's zoning bylaw requires developers to provide affordable units for projects over a certain size threshold. For example, flexible developments over 10 units must provide 15% affordable units. The Town Center Overlay District also requires 15% affordable units for projects over 6 units. Groton faces ongoing challenges like increasing accessible and rental units, and addressing temporary housing needs on a regional level.
The document summarizes housing affordability and inclusionary zoning policies in Cambridge, Massachusetts. It states that median market rents for one to three bedroom units range from $1,224 to $3,200, while median market home sales prices are $510,000 for condominiums and $858,300 for single family homes. Cambridge's inclusionary zoning ordinance requires 15% of units in new developments be made affordable, offers a density bonus, and targets affordability to households earning 65% or less of the area median income. The document provides details on several recently completed inclusionary housing developments that include affordable rental and ownership units.
This document summarizes a conference on inclusionary zoning held by the APA-MA. It outlines the key initiatives of the Massachusetts Department of Housing and Community Development (DHCD) including expanding housing opportunities and ending homelessness. It then discusses the Local Initiative Program (LIP), which allows locally initiated affordable housing developments to count toward state housing targets. It notes the requirements for LIP units to count, including long-term deed restrictions, fair housing marketing, and affordability for low-income residents. Finally, it emphasizes the importance of political will, planning, capacity building, and relationships to support affordable housing development.
The document provides an overview of preparing for and taking the AICP exam. Key points include:
- The exam tests both planning knowledge (40%) and skills (60%) across history, law, plan making and implementation, functional areas of practice, and spatial areas.
- Eligibility requires a combination of education and professional planning experience. Registration is through APA and exams are administered by Prometric on computer.
- Exam preparation involves studying a wide range of planning topics as well as taking practice tests. Test-taking strategies emphasize completing the exam multiple times while guessing on unknown questions.
- Sample exam questions cover topics like industry classification systems, takings case law, ethics principles, census data,
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🌟 Find Your Balance with Oree Reality
Happy International Yoga Day! 🌿 At Oree Reality, we believe in the harmony of mind, body, and home. Just as yoga brings balance and peace, finding the perfect home can do the same for your life.
Here we will discuss the real estate investment checklist that will help you make an informed decision when investing in Indore.
Real estate investment is a popular way to grow your wealth and secure your financial future. It involves buying, owning, and managing a property for the purpose of generating income or appreciation.
We are delighted to present our latest commercial project, "Unity One," developed by TR Constructions and marketed by Sunil Agrawal and Associates.
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To provide an overview of the changes brought by the new Strata Management Regulations 2015 which will have impact on Property Management Practitioners
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Homes in Cumbria Presentation to assist youAskXX.com
Comprehensive Description of Homes in Cumbria Presentation
The "Homes in Cumbria" presentation provides an in-depth look at the real estate market in Cumbria, covering a wide range of topics relevant to prospective buyers and sellers. The presentation aims to explore various types of properties, property values, popular areas, and amenities, as well as offer guidance on selling properties and address frequently asked questions.
Welcome to Property in Cumbria
The introduction sets the stage by highlighting Cumbria's natural beauty and diverse property market. It outlines the main topics to be covered: property types, values, areas, amenities, FAQs, and tips for selling properties.
Presentation Overview
This section provides an overview of the entire presentation, detailing what the audience can expect. It introduces the types of properties available, property values in different areas, answers to common questions, and tips on selling property in Cumbria.
Property Types
Cumbria offers a wide range of property types, each catering to different preferences and lifestyles. This section dives into the specifics of each type:
Houses: Ranging from traditional cottages to modern mansions, houses in Cumbria come in various architectural styles including Tudor, Gothic, Victorian, and Arts and Crafts.
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Houses
This section provides a detailed look at the different types of houses in Cumbria:
Traditional Cottages: Often dating back to the 18th and 19th centuries, these homes feature stone or brick exteriors and thatched or slate roofs.
Modern Mansions: These houses boast large windows, open floor plans, and amenities like swimming pools and home theaters.
Architectural Designs: A variety of architectural styles are highlighted, each with unique features and characteristics.
Flats
Flats are a popular choice for those looking for convenience and low-maintenance living. This section covers:
Studio Flats: Compact and designed for simple living, ideal for young professionals and single individuals.
One-Bedroom Flats: Suitable for couples and small families, offering more space than studio flats.
Luxury Flats: High-end living spaces with premium amenities such as swimming pools, gyms, and concierge services.
Bungalows
Bungalows are explored in detail, highlighting their appeal for those seeking single-story living. Types of bungalows discussed include California bungalows, Craftsman bungalows, and English bungalows, each with distinctive design elements.
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Explore Star Home Avenue: Luxury Living in the Heart of the CityDhivyabharathiDurai
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Indore is one of the fastest-growing cities in India, with a rapidly expanding economy and a booming real estate market.
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Expressways of India: A Comprehensive Guidenarinav14
India’s expressway network is a testament to the nation’s dedication to improving infrastructure and connectivity. These high-speed corridors facilitate seamless travel across vast distances, reducing travel time and fuel consumption
1. ETHICS
FROM TO LOCAL CODES TO THE
AICP WITH A STOP AT THE
ETHICS CASE OF THE YEAR & MORE
So uthe rn N w Eng la nd A e ric a n Pla nning
e
m
A s o c ia tio n Co nfe re nc e – M , CT, RI
s
A
Cha p te rs
W
orcester M October 17 & 18, 2013
A–
Robert P. Mitchell FAICP, Planning Consultant &
Trainer- Boston MA
Dwight H. Merriam FAICP, Partner
Robinson & Cole
Hartford CT
2. Ethics
“Ethics is a system or code of morals of a
particular person, group or profession.”
Webster’s
“Always do right. This will gratify some
people and astonish the rest."
Mark Twain
“Ethics are what you have when no one is
looking.”
Unknown
3. Advice On Ethics - Disclaimer
This session has been created to provide general education
regarding the AICP Code of Ethics.
Though examples, sample problems, and question and
answer sessions are an important part of illustrating
application of the code’s provisions, all certified planners
should be aware that “Only the Ethics Officer [Chief
Executive Officer of APA/AICP] is authorized to give formal
advice on the propriety of a planner’s proposed conduct.”
(AICP Code of Ethics, Section C3).
If you have a specific question regarding a situation arising in
your practice, you are encouraged to seek the opinion of the
Ethics Officer.
5. Ethics Code
Adoption Issues
W adopt –
hy
Ethical “high ground”
Response to recurring problem or one time problem
Public Trust
Lack of other state or local code for guidance
W adopts –
ho
Local custom
City/county charter
Adopted by public body/citizens/other?
W
hat to adopt –
If state does/does not have applicable ethics code
Aspirational versus regulatory
Topics to include:
6. Ethics Codes
What Might they Include?
Purpose/goals
Values behind the
code
Who it applies to
Definitions
Strategies for
addressing ethical
problems
Confidential
information
Gifts/gratuities
Conflict of interest
Assessment
mechanism
Complaint process,
if any
Enforcement
Ethics training
7. Examples of State - Local Ethics
Commissions & Codes
Cities/Towns
West Hartford Connecticut
Monroe, Connecticut
Springfield, Massachusetts
Londonderry, New Hampshire
State Ethics Commissions
Massachusetts Ethics Commission
Rhode Island Ethics Commission
Connecticut Office of State Ethics (state officials only)
California Fair Political Practices Commission & Attorney General
Pennsylvania State Ethics Commission
8. APA Ethical Principles in Planning
A guide to ethical conduct for all who participate
in the planning process
Pursue & faithfully serve the public interest
(7 actions listed)
Strive to achieve high standards of integrity &
proficiency to maintain public respect for the
planning process
(13 actions listed)
9. The AICP Code
Code of Ethics and Professional Conduct
Current Code - Adopted 2005; Revised 2009
(Ethics Codes for planners go back to 1959)
4 sections:
A.
B.
C.
D.
Aspirational Values & Ideals
Rules of Conduct
Procedures
Planners Convicted of Serious Crime
10. AICP Code of Ethics
Aspirational Principles of the Code
Responsibility to the Public – 8 principles
Responsibility to Clients and Employers - 3 principles
Responsibility to the Profession & Colleagues – 10
principles
Rules of Conduct
24 separate rules to adhere to
11. A.1 - Our Overall Responsibility
to the Public
“Our primary obligation is to serve the public
interest and we, therefore, owe our allegiance to
a conscientiously attained concept of the public
interest that is formulated through continuous
and open debate. We shall achieve high
standards of professional integrity, proficiency,
and knowledge. To comply with our obligation to
the public, we aspire to the following principles:
Eight Principles are Listed
12. A.2 - Responsibility to Our Clients
and Employers
We owe diligent, creative, and competent
performance of the work we do in pursuit of
our client or employer’s interest. Such
performance, however, shall always be
consistent with our faithful service to the public
interest.
Three Principles are listed
13. A.3 - Our Responsibility to Our
Profession and Colleagues
We shall contribute to the development of, and
respect for, our profession by improving
knowledge and techniques, making work
relevant to solutions of community problems,
and increasing public understanding of
planning activities.
Ten Principles are listed.
14. Code B - Rules of Conduct
We adhere to the following Rules of Conduct,
and we understand that our Institute will
enforce compliance with them. If we fail to
adhere to these Rules, we could receive
sanctions, the ultimate being the loss of our
certification.
Note: there are 26 separate rules under this section.
15. Code C - Procedures
Code Procedures:
Describe the way that one may obtain either a
formal or informal advisory ethics ruling, and
Detail how a charge of misconduct can be
filed, and
Describe how charges are investigated,
prosecuted, and adjudicated.
16. Code C - Procedures
Informal and Formal Advice
Only the Ethics Officer, who is the APA
Executive Director, is authorized to give advice
Formal advice is Binding
Formal Advice: Findings within 21 days
Forwarded to the Ethics Committee
17. Code D – Conviction of Serious Crimes
Automatic suspension from AICP if convicted
Duty to Notify Ethics Officer if convicted
Petition for reinstatement procedures
Publication of name & crime of AICP planners
19. Ethics “Case of the Year”
Issues
Director of Planning in a modest-sized city is an
architect and AICP planner.
Strong civic life and character, but there are tough
issues – a downtown bypass, and extension of
urban growth boundary.
Mayor and City Council relationship fractious.
Director & City Manager relationship changing
Pro-development new City Council members
20. 1.1 “Smart Politics” vs. Big Politics
Pressure to “grandfather in” incomplete
environmental zoning overlays
Credibility of Planning Director could be hurt by
change of position on the issue.
State case law unclear, but “deemed approved”
laws have failed recently.
W options does the P
hat
lanning Director have
for acting ethically?
21. 1.2 “Smart Politics” vs. Big Politics
New satellite community adjacent to low-quality
wetlands
City Manager instructs Director to tell developer
that proposed expansion must be redesigned, to
avoid wetland impacts entirely.
In earlier private practice role, Director had
successfully argued that the same area didn’t fall
within preservation regulations.
W options does the P
hat
lanning Director have for
acting ethically?
22. 1.3 “Smart Politics” vs. Big Politics
Staff planner recruited as “Policy Advisor”,
expeditor.
Advisor suggest adopting several components of
plan separately, to avoid state enabling legislation
“straitjacket”.
Director disagrees, things get a little personal.
Are the two planners acting ethically with regard to
the issue and to each other?
23. 1.4 “Smart Politics” vs. Big Politics
The City Manager does not want the community
“tied up” on these issues of climate change,
sustainability and public safety, and wants them
moved to a decision by the elected officials as
quickly as possible.
He told the two, “Just get it done! “
Can the positions of these two AICPplanners
on the issue be ethically reconciled?
24. 2.0 Job Hunting
Increasingly fractious political environment, quiet
job search begins, among long-term confidants.
Because of her strong reputation, a head hunter
representing large firm seeks her out, commits to
confidentiality.
W can she say about her work with the city,
hat
pending m
atters (including developm proposals)
ent
and advice that she has given the M
ayor, City
Council and the City M
anager, both publicly and
behind closed doors?
25. 3.0 Interim Director
Director leaves for another job.
Assistant Planning Director appointed as
Interim, is interested in job permanently.
Policy Advisor and Planning Director from an
other town emerge as candidates emerge.
City Manager alone appoints new director.
H m
ow ight the three aspirants’ best conduct
them
selves and what m
ight they say about each
other should they be asked by the City M
anager?
26. 4.0 “Confidential” Discussion
In a private discussion, Mayor praises Policy
Advisor, cites his (the Mayor’s) influence over City
Manager in selecting new Planning Director.
Mayor’s supporter, local developer, “agrees” with
him, mayor hints.
Policy Advisor directs Interim Director to change
recommendation in favor of developer. Interim
Director makes the change.
W ethical issues are raised in this scenario? H
hat
ow
should the players respond?
27. 5.0 Back in the Private Sector
Former Planning Director now in charge of
design and planning at a global firm, territory
includes former community.
Her hire may secure contract for several
suburban projects in the area.
Developer of these projects praises her work on
wetland issues in previous projects, mentions he
is looking forward to the same “outcomes”.
W ethical issues are presented and how should
hat
they be addressed?
28. Other Ethics’ Cases
Public
Private Sector
You are a public sector planner working with a
consultant firm on your town’s new master plan
Before the plan is completed the consulting firm
offers you a position with them
---------------------------------------------------------------- Are there ethical considerations that would
prevent you from accepting this position?
Is there a way you could accept the position
without compromising your ethics?
29. Community Values
You are a consultant working in a city with 40% Hispanic population
City council and manager are all Anglos
Your job is to draft new zoning to lower densities from future in-fill
projects in older neighborhoods
The first neighborhood chosen for study is Hispanic
City wants to limit overnight on-street parking, expansion of nonconforming houses, limits on # of bedrooms
Residents claim discrimination. Census data indicates this
neighborhood has larger families than Anglo neighborhoods.
You schedule meeting with city officials to discuss this issue. After
the meeting, you believe neighborhood concerns are well founded.
What are your ethical obligations?
30. Socializing
You are a public sector planner but have a number of friends
who are consultants. They may buy drinks or dinner, but you
will also sometimes buy.
As a public sector planner, is it unethical to pal around with
private sector friends who pick up the tab occasionally?
On a related topic, what if a planner is at a conference with
several of the consultants that he/she works with and is
invited to go to dinner? One of the consultants picks up the
tab. Another pays for cabs. A third picks up drinks after
dinner.
Is there any conflict? Is there a more ethical way to handle
these situations?
31. Final Ethics Case!!
You are attending an ethics training for the required 1.5
hours of CM credit.
30 minutes into the session your boss calls asking you
to take care of a problem.
You spend the next 45 minutes out in the lobby trying to
solve the problem then rush back in for the last 15
minutes of the Ethics program.
You make the call … Can you record the session on
your CM log?
32. Ethics - Resources
AICP Code of E
thics www.planning.org/
ethics/
index.htm
American Planning Association – E
thical P
rinciples of P
lanning
www.planning.org/
ethics/
ethicalprinciples.htm
MA State Ethics Commission www.mass.gov/
ethics
Vermont Land Use Education & Training Collaborative – R
ules of
P
rocedures & E
thics M
anual www.vpic.info/
pubs/
rules_proc.pdf
Rhode Island Ethics Commission - www.ethics.ri.gov
Connecticut Office of Ethics http:/www.ct.gov/
/
ethics/
site/
default.asp
RI League Of Cities & Towns – E
thics Guide for
M
unicipal Officials www.rileague.org
Institute of Local Self Government – Developing a
L
ocal Agency E
thics Code
www.ca-ilg.org/
ethicscodes
Editor's Notes
The Director of Planning and Development for a modest-sized city is a registered architect and also an AICP planner. She worked with a series of local firms before being asked to assume her current position about five years ago. The community has an excellent quality of life, an engaged citizenry, a strong economy and good public services. It is known for balancing its sense of history, environmental stewardship, support for new development and vigilance regarding public spending. Contentious issues such as completion of a long-delayed “missing link” of the downtown bypass, approval of a satellite new community that required extension of the city’s urban growth boundary and enactment of a series of environmental zoning overlays have all been touted as proof that the community is one where citizens both care and can get things done. All, however, revealed deep divisions in the community and hard feelings linger.
The Director has a good relationship with the City Manager who hired her. The relationship between the Mayor and City Council has often been fractious. From the beginning of her appointment, she and the City Manager have typically discussed pending recommendations from her Department or the Planning Commission before public hearings or before recommendations are made public. The City Manager has cited the Mayor and Council’s “Operating Goals” as his justification, noting that the goals are adopted after a very public process every two years after newly elected counselors take office. He also notes that he has such conversations with all of his directors, from the Fire Chief to the City Engineer. He regards the city’s Comprehensive Plan as a “guide” even though state law mandates that it has the force of law.
The fall election brought five new Councilors to the nine-person Council. They elected a new Mayor in the first council meeting of the newly formed council in January. The new Councilors ran on a platform that emphasized the need for jobs and growth, criticizing several incumbents as “hiding behind good intentions and using delay to stop development.” The recently adopted environmental zoning overlays were cited as an example of “unnecessary governmental overreaching.” Some of the incumbents lost their re-election bids while others retained their seats. The new Operating Goals, adopted with more than the usual debate and many 5-3 votes (and several 4-4 votes broken by the Mayor), are unabashedly pro-development. They include a commitment to evaluate all regulations with regard to their effects on growth, tax base, and the city’s future. The Planning Director was not a target by any candidates in the campaign, having worked on several of the city’s major development projects, including early work on the satellite community, while in private practice. She also served on the boards of preservation, waterfront and civic associations.
The City Manager often spoke to his team of directors about the need to play smart politics so that they can avoid being pulled into the Big Politics of the Mayor and Council. During the several months since the election, the Executive Director has noticed several changes in the City Manager and his management techniques. His requests for information now seem more urgent and his positions on cases and policy recommendations are privately argued with increased stridency. In individual and group meetings, Operating Goals and smart politics increasingly are mentioned to justify his instructions to his directors.
She disagrees with him on two major issues:
The City Manager, with the City Attorney’s support, has taken the position that any development application that was filed prior to the effective date of the new environmental zoning overlays – regardless of whether it had yet been found complete—constitutes a vested right and is not subject to compliance with the new regulations. Several parties have made clear their intentions to file suit regarding this interpretation. The City Manager instructed the Executive Director to issue interim regulations consistent with his interpretation until a decision has been rendered by a court of competent jurisdiction. She believes, and stated at several public meetings when the revisions were under consideration, that the city’s consistent practice has been to grandfather only complete applications. She believes her credibility would be seriously undermined if she now changed her opinion. The state’s case law is admittedly unclear on this matter and several efforts to create a “deemed approval” law by the state legislature have failed.
The second issue also relates to the new overlays and, specifically, the satellite community on which the Executive Director had worked while in private practice. The town center was built on an oxbow of the old river channel. As the planner on the project team, she analyzed the quality of three acres of seasonal wetlands along the oxbow and successfully argued that they were of such low quality that they did not fall within federal, state or local regulations. She received concurrence from the responsible officials at all levels. The area is represented by one of the incumbents who successfully retained his seat, as the voters in his district are strong environmental advocates. The developer of the satellite community is now ready to begin construction on Phase II, directly adjacent to the low quality wetlands. The City Manager instructed the Planning Director to tell the developer that he must avoid wetland impacts entirely and further instructed her to write a report with findings that justify requiring a project redesign. She told the City Manager that she cannot do so given her prior, well-known professional position on the issue. Her latest meeting with the City Manager ends with his comment: “Just figure it out.”
In July, several months after the wetlands incident, the City Manager promoted an AICP Planner from the Planning Director's staff to serve as his “Policy Advisor,” with responsibility for all policies other than those having to do with budget, fire, police and EMS. In his three years in the Planning and Development Department, the new Policy Advisor developed an excellent reputation as an “expeditor,” with an ability to cut through red tape. In creating the position, the City Manager cited the increasing needs of city council, as the ongoing regulatory reform identified regulations that need to be eliminated, significantly modified, or even added. (The latter are clearly an unintended effect of the new councilors’ efforts to reduce regulations.)
The new Policy Advisor convinced the City Manager that one way to get these regulations to the City Council on a fast track is by following the same approach used for the transportation plan. The transportation plan has long been adopted separately from the comprehensive plan, but made legally a part of the comp plan through a city council resolution at the end of the process. The Policy Advisor believes a similar approach could be used for climate change, public safety, and sustainability plans, freeing the three plans from the “straitjacket” of the state’s enabling legislation for the comp plan. The Executive Director, when asked by the Mayor at a Council Meeting about this approach, indicated that she does not believe that it meets state law, distinguishing the transportation plan as mandated by federal law while these three new plans have no such mandate.
In private discussions, the dispute became a bit personal. The Executive Director noted that the Manager’s Policy Advisor has limited experience, primarily only permit work, while he criticized the Planning Director as being trained only as an architect without any real claim to planning expertise.
The City Manager does not want the community “tied up” on these issues of climate change, sustainability and public safety, and wants them moved to a decision by the elected officials as quickly as possible. He told the two, “Just get it done! “
Near the end of the year, with the increasingly fractious City Council and increasingly unsupportive City Manager, the Planning Director decides to quietly begin the process of seeking another job. She wants to stay in the same community although she is willing to travel in any new job and is also willing to consider telecommuting for a firm without a local office. She is widely respected among public, private and community groups, has a good reputation among her peers in both the architecture and planning professions, and sees her biggest short term challenge keeping her job search confidential. She begins to map out a strategy and limits her conversations to several long-term confidants.
An opportunity presents itself very quickly, as a head-hunter contacts her based on her reputation, not knowing that she has quietly begun searching for another position. He, too, is committed to confidentiality by his client, and is only able to tell her that he is representing a large North America-based planning, architecture and engineering firm seeking a Principal in charge of their planning business line for North America. She wants to do the right thing.
With the Planning Director’s sudden departure at the end of the year, the City Manager appoints her assistant as the Interim Director. He is interested in getting the job permanently. He has applied to take the AICP exam, has been approved as eligible and intends to take the exam in the next cycle. He understands the city bureaucracy, and has been instrumental in the success of the new regulatory reform initiative, receiving compliments from those across the political spectrum of the community. The City Manager’s Policy Advisor is also known to be very interested in the job and the City Manager and the council majority have come to respect him as rapid progress, indeed, has been made on the climate change and sustainability plans and both will be presented to the council soon after they reconvene in the new year. A third potential applicant, a well-respected Planning Director from a small, high-income suburb adjacent to the region’s airport, is a close friend of the City Manager’s family and has privately and confidentially made known her interest to his family members. She is AICP. An effective voice in the region, she was a leader in the effort to build a new Denver-style airport on the grounds that it would be a job-creator. (It would also relieve her suburban community of the problem of noise caused by being in the flight path of one of the major runways.) The city’s position – to keep the airport in place and connect it to downtown via BRT or LRT – is well-established. The selection of a new Planning Director will be made by the City Manager without any requirement of confirmation by any elected body.
The Policy Advisor is approached by the Mayor who, in a private discussion, suggests that he has great influence with the City Manager over his selection of a new Planning Director. He praises the planner’s work on both permits and regulatory reform. He notes that one of his biggest financial supporters, a local developer, agrees with him. The Policy Advisor knows that the developer is awaiting council action (after staff recommendation) on a regulatory change that would significantly increase the size and profitability of a pending development. The Policy Advisor makes no commitment, expresses his thanks to the Mayor for his kind words, and, as requested by the Mayor, does not mention the “confidential” discussion with anyone, including the City Manager. Acting on behalf of the City Manager and using the “Operating Goals” rationale, he directs the Interim Planning Director to change his recommendation to permit greater lot coverage and FAR in the regulations that will apply to the developer’s property. Not wanting to risk angering the City Manager at this time, the Interim Director makes the changes.
Early in the New Year, the former Planning Director has been hired by the global firm and assigned responsibility for design and planning for a multi-state area, including her community. They are particularly pleased because her hiring was considered to be important to securing a contract for a series of large, new suburban community projects in several metropolitan areas based on the success of the satellite community that was part of her earlier work. The same developer has partial interests in the new projects and respected her work as both an architect and, later, as Director of Planning and Development for the city. He still remembers her key role and persuasion in securing the original agreement on the contested wetlands and knows that a couple of the new projects have similar wetland issues that have only become more contentious over time. In his first meeting with the team of consultants, he turns to her and quips: “We’re looking forward to more of your great work, with exactly the same outcomes.” Her AICP-CEP environmental planner asks, “What did he mean by that?”
If possible, each should pay for their share of the cost. Sometimes, it may be impractical – try to keep track of whose turn it may be the next chance you get. Be aware of both circumstances and perceptions. If you are actively interviewing consultants for contract, avoid the situations you have referred to at least until all decisions have been finalized. Following other best practices could also assist in creating fair treatment. For example, you might consider answering consultants’ question about an RFP you have issues by establishing a requirement that all questions be submitted in writing by a specific date, and distribute all of the questions and answers to all consultants who responded to the RFP.