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Call for Speakers

The goal of this Call for Speakers is to find the best combination of speakers to share their experiences for the sessions listed below.

  • All applications will be reviewed.
  • Potential speakers will be contacted for more information. 
  • Please note that application submittal does not guarantee selection.
  • Applications should be emailed to callforspeakers@icma.org
  • The Call for Speakers closes April 21.

We thank you in advance for your thoughtful application.

Please direct any questions to callforspeakers@icma.org.

 

Please note: We are unable to accept proposals for new educational sessions at this time.

Speakers are Being Sought for the Following Sessions:

Law enforcement and the manager's changing role

Managers need to be active partners with police chiefs to balance vision, management, transparency, public engagement, and mutual trust. Are the right questions being addressed? Do recruitment or training practices need updating? Explore techniques for optimizing community-police relations.

harnessing trends and emerging technology

How do you stay current on technology trends? How do you choose the right technologies? How do you fund new technologies? How do you effectively implement a new system and train your work force? Learn from different agencies that have tackled these issues with impactful results.  

crisis leadership: Rising to the challenge

Steering an organization through a major disruption can be a daunting challenge. Effective leadership strategies can make that prospect more manageable. Hear from managers that took leadership to the next level during a crisis; get tips on decisiveness, collaboration, and risk-taking.

Keep the peace: how to prepare for and manage protests

From Ferguson to Charlotte to the next city or town, we are living in a time of protests and demonstrations, and sometimes not peaceful ones. So how do you prepare your staff and community for safe accommodation of organized or spontaneous free speech?

managing misinformation and restoring the value of truth

Cities miss opportunities to manage their message and are often ill-prepared to respond to inaccurate information about the organization. This session will review examples and discuss strategies on how to prevent inaccuracies and respond to them if they arise.

reconnecting the individual to the community

The 2016 U.S. elections and dialogue have confirmed that divisions and isolation have outpaced our current practices for engagement and inclusion within the community. Learn how to respect and serve isolated or divided community members and frame issues in a way that reduces barriers and reconnects communities. 

what happens when the world comes to your doorstep?

Learn how to prepare those working on the front lines of your organization and collaborate with the community when world issues like immigration, the environment, international trade, or other controversial matters are brought forward to your local government to address. How can you temper an issue and get a true analysis and then create community advocates and spokespersons to nurture understanding? 

10 Things I wish i knew

Navigating a career in local government can be tricky, not only professionally, but personally as well. In this session, hear experienced managers share the 10 things they wish they knew at the beginning of their careers.

managing up and leading down

This session will advise how to break the vicious cycle of NOT empowering or giving opportunities to those who want to gain experience. Learn how to prevent “pulling up the ladder” from direct reports and how to have critical conversations to get managers to "lower the ladder."

Long-term forecasts for counties and cities: they work!

Basing next year’s budget on this year’s budget doesn’t always produce the best results. Yuma County, Arizona, has developed a long-term fiscal forecast to show the effect of pay increases, new debt, pension costs, and inflation. Learn how fiscal forecasts help make smart sustainable budget decisions.

preventing a mental, emotional, and behavioral health crisis through integrated treatment

Why should managers get involved?  In the U.S., 1 in 5 adults (43 million) have a mental condition. Ten million adults have co-occurring mental health and addiction disorders. Come learn why your community needs to be involved in a coordinated response to community health.  

maximizing resources in smaller communities

Smaller communities (under 25,000) can maximize resources and expand their “bandwidth” through shared services agreements, public-private partnerships, community volunteers, and other innovations. Come learn how to make the most of available resources and address challenges in the process.

your town's not too small to plan

In this session, you’ll learn how small communities can effectively and realistically plan by incorporating an understanding of community resources into the visioning and strategic planning process. We’ll focus on communities under 25,000 population, highlighting how to identify local resources and manage citizen expectations.

Informed Policy-Making: Engaging Elected Officials in Performance Management

Scorecards and performance benchmarks help elevate the discussion among managers and department heads, but they often remain on the sidelines of key policy-making discussions with elected officials.  How can you put this data to most effective use with your board without leaving them bored?  How do you move beyond the budget crisis of the day to consideration of broader outcomes?  What happens if those elected officials are also in charge of departments?  Explore how you can engage these key stakeholders as part of your efforts at continuous organizational improvement.

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