This month’s PM takes you “inside ICMA” and it’s a topic that truly resonates with me! I joined the organization just three short months ago and I have been on my own “learning journey” into what we do, why we do it, and how we do it—and the team here at ICMA has been doing it while responding to a changing fiscal landscape for this organization. I have learned a lot, and there is so much more to learn, but here are some takeaways I want to share with you from my little corner of ICMA.

I have been most impressed by the staff in this organization and their commitment to ICMA. They are passionate about what we do, and they are eager for you to sense their connection to you and their support for what you do for your local community and society as a whole. Our job is to support all of you, and that is saying something considering the wide range of communities you serve.

Prior to joining ICMA, I served as a consultant and would use an analogy of Maslow’s Hierarchy of Needs in thinking about local jurisdictions. We know you have to take care of each basic level before moving toward self-actualization. My former colleague at Raftelis, Julie Gieseke, created an image to visualize this idea of Maslow on local governments. It’s a great tool to talk through where the programs, services, activities, and policies of your jurisdiction align in these five basic areas. Where are you on the journey and what are your aspirations?

How we serve our members as they move from caring for basic infrastructure and safety needs to creating community, winning awards, and ultimately “self-actualizing” is one of the ways we honor the diversity of our members. The key is that each level is supported by the previous level. It’s not about safety or self-actualization—you can’t focus on aspirational policy goals if your local community is not safe—it’s about safety and self-actualization. Our work at ICMA is all about that “and.” While we focus on the basics of local government service delivery, we also focus on developing the leaders who lead these communities. We are here to support your development as leaders so that you can be the best leader for your unique context.

We also recognize that one of the most important roles we can play at ICMA is to connect you with one another—convening people, bringing together good ideas. This is where we help you help each other lead and manage the challenging issues you face. ICMA is your community, and the team here wants this to be a place where you find connection and resources, as well as a place where you contribute and engage with one another.

The biggest expression of our work is how we connect with you and connect you to one another through our conferences. We had two Local Government Reimagined Conferences in early 2025, and our team is working on the details to make sure our ICMA Annual Conference in Tampa is a smashing success. Registration opens on June 25. (Check out the Preliminary Program!) The Conference Education Committee (your colleagues) have worked hard to put together a meaningful program for you, and I think you will enjoy being together in Tampa.

My first ICMA conference was in San Diego, California, 39 years ago. Since that time, I think there were only two conferences I missed, not counting the COVID virtual experience. Every year I look forward to the connections I’ll make, the inspiration I’ll find, and the sense of community I’ll experience at the Annual Conference. I hope you will find those things in Tampa with me this year.

ICMA is a complex organization with 91 staff members determined to contribute to the value of your membership. The more you engage with ICMA, the more you will see how excited our team is to be of service to those who serve at the core of better communities.

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