This month, Public Management focuses on counties. While county chief appointed officials (CAOs) were eligible for full membership in ICMA in 1969, it was not until 1991 that the membership voted to change the name of ICMA to the “International City/County Management Association.” 

Effective governance at the local level is enhanced by ICMA members who serve county government. Counties are important partners in ensuring the safety and well-being of our residents, and, in much of the United States, they play a crucial role in supporting our local communities by providing essential services and infrastructure.

ICMA has a two-decade partnership with the National Association of County Administrators (NACA), which was formed before ICMA included “county” in its name. We continue to work with NACA and the National Association of Counties (NACo) as vital partners in our mission to improve local government management. Our collaboration has been—and continues to be—incredibly beneficial. By sharing best practices and supporting county administrators, we’ve collectively enhanced the effectiveness of local governance, ensuring our communities receive the best possible service.

ICMA President Tanya Ange, ICMA-CM—who is county administrator of Washington County, Oregon, and serves on the NACA executive board—was excited for this year’s county management issue of PM. “Much of what a county does to serve the community can seem invisible. Our goal is to make these efforts more visible and to highlight the unique and vital role counties play in our governance structure. In collaboration with NACA, we have gathered stories from county professionals across the United States. The work of counties often goes unnoticed while providing essential services and infrastructure, and this issue of PM is a wonderful opportunity to share these stories, lessons learned, and innovations.”

She continued, “Counties’ ability to collaborate effectively with cities, townships, boroughs, villages, special districts, as well as state and federal partners, ensures that we can address the diverse needs of our communities. By working together, we amplify our impact and drive innovation, creating resilient and thriving communities. As county administrators, we are committed to leading with dedication and professionalism, fostering partnerships that enhance the well-being of those we serve.”

My first local government internship was with Fairfax County, Virginia. Fairfax County has a history of exceptional professional managers, including former ICMA executive director Bob O’Neil! I worked in the office of research and statistics and learned a lot about elections, demographics, and the importance and complexity of accurate revenue forecasting. I had wonderful mentors who encouraged my pursuit of a career dedicated to professional local government.

As you read the articles featured this month, think about how these learnings could be applied in your setting. Best practices are often scalable and adaptable in smaller and larger jurisdictions; urban, suburban, and rural contexts; and across cities, counties, townships, boroughs, villages, and special districts. 

I like to encourage people to read with this question in the back of their mind: “This might work in my jurisdiction if …,” then consider what adaption might make the concept relevant. When we consider the ifs, we identify the possibilities, and this is where innovation begins.

PM is one of the many ways ICMA members learn from one another, and we appreciate the content you share here!

JULIA D. NOVAK, ICMA-CM, is CEO/executive director of ICMA.