Management
List each question number you are responding to, followed by your response to that question, for all the required questions.
1. What competing values are in conflict as Reva Reed, the city manager, makes her decision?
2. What should Reed do? What would you do in her situation? Are there alterna- tives that she is overlooking? What previous actions might she have taken? Would the ICMA Code of Ethics with Guidelines offer any assistance to the city manager as she makes her decision? Is there one correct ethical course of action that presents itself to you, given what you know of the case?
3. Assuming Reed resigns, is her desire for post-resignation control over subse- quent events justified? Is there a time when a person in a difficult situation needs to just let go and move on?
4. If we assume City Manager Reed was not legally culpable for the crimes com- mitted by the CFO, does that assumption help you to decide what her course of action should be? Conversely, if we assume that she was legally culpable for not adequately supervising the actions of the CFO, does that change your decision?
5. What were some of the obstacles and opportunities that you identified to solve the decision problem?
6. Would the city’s reputation be harmed whether or not Reed left? Would it be hurt less if the city manager resigns or if she is fired? Would you expect the damage to be short term or long term?
7. For a city manager, what are the advantages and disadvantages to resigning, to retiring, and to being fired? What severance provisions might her employment contract include?
8. If Reed had the option to retire—eligibility in terms of years on the job and her age—and her future employment was not of concern, how might that affect her decision?
9. In general, what can we learn from the experiences of those involved in this case?
10. What did you find most interesting about the case or cases assigned for this part?
11. What question did you really struggle with?
12. What was your reaction to the actual case outcome?