Fifty years ago, a small band of women and some key men did something revolutionary at the University of Kansas (KU). They organized a conference called Women in Administration: Public Management in the ’70s. Fast forward to 2024, a much larger group of women leaders and the KU School of Public Affairs and Administration organized an anniversary conference to celebrate the first one. The room had several hundred women government leaders rather than the few that were present in 1975. Women have clearly established a place as leaders in government and will continue to do so well into the future.

The conference is now an annual event known as Inspiring Women in Public Administration, and while inspiration is found in the content and conversation, understanding the context of this important event is important. History needs to be remembered so we can appreciate the present and move forward even more solidly into the future. While 50 years ago may sound like a long time ago, it is within our lifetime, and the trajectory of women in leadership in local government continues to rise.

In the mid-’70s, there were few women in leadership roles in public service. Some determined women were mayors. (The first woman mayor in the country was Susanna M. Saltar, elected as mayor of Argonia, Kansas, in 1887.) In 1975, there were several other “first women mayors” in cities ranging from San Antonio, Texas, to Canton, New York. As for women holding the top executive job in local, state, or federal government, there were so few they would not even have filled one table at the conference.

At that time, women were required to wear skirts to work in most places. Today, it is a choice. Until 1974, when the Equal Credit Act was enacted, women had to have their husbands or fathers sign for them to get a credit card or open a bank account. It was legal to terminate women who became pregnant until the Pregnancy Discrimination Act was passed in 1978. Sexual harassment was commonplace in many workplaces and not declared illegal until 1986 in the landmark Supreme Court case Meritor Savings Bank v. Vinson. Women were routinely paid less than men for doing the exact same work, with the rationale that “men have a family to support,” not even thinking that women do also, and certainly, that should never have been the consideration!

The 1975 conference had some outstanding speakers, including Cissy Farenthold, a 1974 candidate for governor of Texas who spoke on women as a force for change in government.” Margaret Jordan, district attorney of Johnson County, Kansas, spoke on career opportunities in public management. Jimmy Carter happened to be in the area and was invited by MPA Program Director Robert Denhardt to speak, and he did so by sharing the wisdom of his mother Lillian Carter, well known for her public service.

The numbers today show progress. We would say “not enough,” but progress it is. The International City/County Management Association (ICMA) tracks the gender of city/county managers. The 1976 report by ICMA’s Task Force on Women stated that only 36 out of 2,802 chief administrative officers in the United States and Canada were women at that time. ICMA data indicates that in 2019, 19% of local government chief administrative officers were women, and in 2024, 23.3% were women.

While progress seems slow, the numbers continue to grow, and we all envision a day when there is equality at the highest levels of government.

At the 2024 conference, one session asked participants to visualize the future for women in government. Two key questions were asked: What is true today that you hope will still be true in 25 years? What is not true today that you hope will be true in 25 years? The following is a synopsis of participants’ answers.

What is true today that women at the conference hope will still be true 25 years from now?

A strong focus on training and professional development. 

As was the case at the 1975 conference, this remains a core interest and need. Women leaders have helped create this focus over the years and want it to continue well into the future. They recognize it as important not only for one’s individual and professional growth, but for the well-being of the public agency.

Women supporting other women in the rise to the top. 

There are now many formal as well as informal networks of women set up for supporting each other, providing mentoring and peer support. The Women Leading Government organizations in many states, with the first initiative established in California in 2006, have provided the springboard for many women leaders. Women’s focused groups within professional associations, from engineers to police chiefs, are formalized means of creating networking opportunities that mirror the longstanding informal networks that men have had throughout their careers. These formalized networks have become a cornerstone of leadership development, peer mentorship, mutual encouragement, career advancement, getting through tough times, and simple solidarity. Networking is a fundamental practice that women have embraced and formalized. This has been an important step in moving away from negative stereotypes about women supporting each other.

Gaining a seat at the table. 

Women are in top leadership roles. Maintaining that momentum and growing the number of women decision-makers was identified as vital for sustained progress. Representation is key in shaping policies and organizations.

Flexibility in the workplace. 

With women in leadership roles, even prior to the pandemic and broadly applied remote work, workplace flexibility has become part of organizational life. It helps with balancing work with family or personal life. Flexibility is appreciated by the women at the conference as something that is true today, and it remains a priority for the future as well.

Diversity and inclusion in leadership. 

Not only do women want a seat at the table, the women at the conference believe that diversity in leadership is critical. Having leaders with a range of experiences and perspectives in high-level positions is important for the well-being of our organizations, communities, the people we serve, and our employees.

What is not true today for women in public administration that women at the conference hope will be true 25 years from now?

More women in leadership. 

Over the next 25 years, it is hoped that many more women will rise to the top of our public organizations and serve in all leadership roles. As women gain these leadership positions, they will influence how fast the numbers grow. A seat at the table is just the start. Being a top decision-maker who can influence the future is a critical way forward.

Diversity in leadership. 

More remains to be done, particularly women of color in leadership positions, and it is hoped that the future will see many women of color in the top jobs.

Equal pay. 

We are not done with equal pay. It was identified by women at the conference as a significant issue to remain focused upon. It is hoped that well within the next 25 years pay equity will be a reality for women in public administration.

No longer feeling like we have to prove ourselves because of our gender. 

Many women feel they still need to prove their worth and capabilities, especially in male-dominated fields. The women in the room want to be respected based on their abilities, skills, and achievements; not second-guessed because they are women. They hope this notion of “proving yourself because you’re a woman” diminishes over time and that the expectation of respect for all becomes embedded, rather than having to fight for it.

A safe workplace. 

Women cited the hope for safe and secure workplaces. This was stated for both physical and psychological safety, particularly regarding freedom from harassment or bias.

Conclusion

There is power in women supporting women. This theme surfaced frequently. We are connected by our unique set of experiences and aspirations. Women decision-makers, top leaders, and elected officials all can and do influence and help create the future. The numbers in the top jobs are rising, and it will take encouragement from current leaders—both women and men—in public administration professions to make even greater gains.

Many women at the conference shared stories of how women mentors and colleagues helped them seize opportunities and navigate challenges. Equal pay, workplace flexibility and safety, diversity in leadership, and many more issues will be important topics of discussion and work. Nothing happens by hoping, but hope is an important foundation for action.

Twenty-five years from now, our own hope is that top leadership positions in public agencies are comprised of many women—at least half. That is plenty of time to get there. Women will need to be our own champions for us to attain the “true tomorrow” vision.

As the first woman to hold the position of prime minister in the United Kingdom, Margaret Thatcher said, “Don’t follow the crowd. Let the crowd follow you.”

JULIA D. NOVAK, ICMA CM, is the CEO/executive director of ICMA and a former city manager.
 

JAN PERKINS, ICMA CM, is vice president of Raftelis and a former city manager.

The authors wish to express their appreciation to the University of Kansas School of Public Affairs and Administration (SPAA) and the Public Management Center (PMC). Leadership for the 2024 Inspiring Women in Public Administration Conference was provided by Dr. Marilyn Goodyear, interim PMC director and associate professor; and Dr. Maja Holmes, director and professor of SPAA. They provide unwavering commitment to professional management and growing the numbers of women in executive level positions in public service. Thank you to Sara O’Keeffe who beautifully captured in visual images the visions of the women at the 2024 Inspiring Women in Public Administration Conference.