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Annual Leadership Institute

The Annual Leadership Institute provides an opportunity to connect members across generations and experience levels who share an interest in and commitment to leadership development.

Registration 

Register for this offering when you register for the ICMA Annual Conference. Registration for the ICMA Annual Conference opens every year in June.

This institute limited to 45 participants.

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The ICMA Leadership Institute provides an opportunity to connect members across generations and experience levels who share an interest in and commitment to leadership development. Each year, the Institute features distinguished presenters who will lead a discussion of contemporary leadership challenges within the current fiscal environment. The Institute is highly interactive and will provide a framework for understanding current issues. Participants should come ready to engage in the critical examination of leadership and discuss what it means to be a public manager in this century. Each registrant receives a copy of the speaker’s book, as applicable. Preregistration is required. 

The Institute requires a separate registration fee of $199. Preregistration is required and early registration is recommended as space is very limited. Preference will be given to ICMA SEI graduates, leadership development program graduates, senior credentialed managers, and first-time administrators.

  

PAST INSTITUTES

4th Annual Leadership Institute
Sunday, September 14, 2014
100th Annual Conference, Charlotte, North Carolina

Political Astuteness
Bridging the Gap between Political Acceptability and Administrative Sustainability 

The focus of the fourth ICMA Annual Leadership Institute is the importance of bridging the gap between Political Acceptability and Administrative Sustainability and three associated leadership challenges. Specifically we will be working to understand:

  1. The need for Increasing skill among department directors to work the arena between politics and administration;
  2. Increasing challenge of dealing with problems that span jurisdictional boundaries;
  3. Challenge of engagement in an era when legitimacy for governing institutions is diminishing.

During this provocative session Debra Figone, retired City Manager, San Jose, California,  Randy Reid, ICMA SE Regional Director and Practitioner In Residence Bob Graham Center FSU and Michael Wilkes, City Manager, Olathe, Kansas will join John and provide case studies of the leadership challenges listed above.

Participants will be expected to come ready to do the work of leadership  and engage in the challenge of developing a set of skills/mindset needed to bridge the gap between political acceptability and administrative sustainability.

Required reading: “Contemporary Challenges in Local Government: Evolving Roles and Responsibilities, Structures, and Processes”, written by John Nalbandian, Bob O’Neill, Michael Wilkes, and Amanda Kaufman in Public Administration Review Volume 73, Issue 4, pp. 567–574, July/August 2013.

Addresses Practice Group 2: Policy Facilitation. This institute can help fulfill your annual professional development requirements as outlined in the guidelines for Tenet 8 of the ICMA Code of Ethics.

Limited registration: Due to the highly interactive nature of this Institute, registration will be limited to 45 participants. 

Institute leader: John Nalbandian, professor of public administration, University of Kansas, Lawrence, Kansas

3rd Annual Leadership Institute
September 22-25, 2013
99th Annual Conference, Boston, Massachussetts 

Politically Acceptable and Administratively Feasible: Governing Body and Staff in Partnership

The institute will focus on the political values that underpin community building and public policy making, and on the different perspectives that elected officials and professional staff bring to governing processes. The political values—representation, efficiency, social equity, and individual rights—reinforce democratic government, and politics is a process that determines how those values should be allocated in a community. A healthy governing body–staff relationship is enhanced by an understanding that there are no “correct”  answers to conflicts in political values. One major challenge to such a relationship, however, is that council and staff operate within different “constellations of logic,” so translators are needed to help join the arenas of “political acceptability” with “administrative feasibility.” Using case examples and exercises as well as a lecture format, the institute will explore the values and attributes of the highperforming council, and differences in council-staff perspectives.

Addresses Practice Group:

Institute Leader: John Nalbandian, professor of public administration, University of Kansas, Lawrence, Kansas

2nd Annual Leadership Institute
Saturday, Oct. 6, 2012, 8 a.m.–noon, Session 1
Saturday, Oct. 6, 2012, 1–5 p.m., Session 2
98th Annual Conference, Phoenix, Arizona

Session 1: Public Interest, Public Reason, and Public Value

This session will provide a framework for understanding current issues. Participants will examine the kinds of roles, responsibilities, and skills that will be valued in local government professionals in the next 5–10 years, and will chart out the expectations and obligations that elected officials and professional staff might have of each other..

Institute Presenters: Barry Quirk, PhD, chief executive, London Borough of Lewisham, United Kingdom, and past president and chairman ofSolace; andJohn Nalbandian, professor of public administration, University of Kansas, Lawrence, Kansas

Session 2: Powerful Conversations: How Public Sector Leaders Should Communicate

This second session will introduce topics and ask some of our colleagues to serve as “provocateurs,” creating a platform for small-group conversation and response. This session will test us and help frame our leadership response when the going gets tough.

Discussion Topic 1: Managing Relationships with City Councils

What happens when your core values as a professional are being stepped on by elected officials with whom you work? When do you give voice to the discrepancies you see? What actions are you willing to take when your personal “line in the sand” is crossed?

Discussion Topic 2: Women Leading Government

This discussion of the unique opportunities, challenges, and perspectives of women in local governments asks, Does work life balance exist? Do men and women lead differently?

Discussion Topic 3: "The 3 R's of DAOs" (role, relationship, and responsibility of deputies, assistants, and others)

Assistants have a special responsibility to the organization and the manager: to ask the tough questions and have critical conversations. How do you tell the truth and keep your job?

1st Annual Leadership Institute
Sunday, Sept. 18, 2011, 8–11:30 a.m
97th Annual Conference, Milwaukee, Wisconsin

Leadership: Using the Triangle of Public Interest, Public Reason, and Public Value

Join two distinguished presenters in a discussion of contemporary leadership challenges within the current fiscal environment. There is growing disconnect between political and administrative arenas, and the resultant “gap” between what is politically acceptable and administratively feasible becomes a real challenge for public managers to bridge. The gap concept is interesting because as faith in our traditional institutions diminishes, other institutions are “invited” into the gap, creating incredible complexity and, with it, the need for more engagement to bring order to the chaos. This highly interactive session will provide a framework for understanding current issues. In addition, it will invite participants to examine the kinds of roles, responsibilities, and skills/assets that will be valued in local government professionals in the next 5–10 years, and will also chart out the expectations and obligations that elected officials and professional staff might have of each other in a model relationship.

Each registrant will receive a copy of Barry Quirk’s book, Re-imagining Government: Public Leadership and Management in Challenging Times. Participants should come ready to engage in the critical examination of leadership and discuss what it means to be a public manager in this century.

Addresses Practice Groups: 6 (Initiative, Risk Taking, Vision, Creativity, and Innovation) and 13 (Strategic Planning)

Institute Presenters: Barry Quirk, chief executive, London Borough of Lewisham, England, and past president and chairman of the Society of Local Authority Chief Executives (United Kingdom); John Nalbandian, professor, Department of Public Administration, University of Kansas, Lawrence, Kansas

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