In commemoration of ICMA’s 100th anniversary, I asked local government colleagues across the nation, including those who serve with me on the ICMA Task Force on Women in the Profession, to describe memorable moments, including reflections on how times have changed as well as meaningful advice and insights that made an impact on them. Here are our stories. –Pamela Antil

CommunicatING WITH RESIDENTS

At the beginning of my career in the 1980s, we primarily received communication about issues in the mail in the form of letters. In the world of local government, there was no such thing as e-mail. In fact, at that time, large private sector companies like IBM and the U.S. Department of Defense were the only entities that used it, to run internal networks. This all changed in the early 1990s when e-mail became available between organizations through a new thing called the “Internet.”

E-mail was an awesome concept at the time, but it also created a lot of new questions. We began to receive “e-mail letters” from community members and struggled to decide what to do with them.

Should e-mail be considered a formal interaction with the city like a regular mailed letter? Should we answer the e-mail with an e-mail or a letter (honest to goodness!). Were e-mails subject to the open records law? And so on. We even had meetings about these looming questions. These meetings were important—the attorneys were there!

We used to answer all letters to the city within seven to 10 business days. Today, we know that the average person expects to receive a reply to his or her message within about two hours. E-mail is one of the technology advancements that certainly changed the way and the speed in which we communicate in local government.

Pamela Antil, ICMA-CM
Assistant City Manager
San Jose, California
(Pamela.Antil@sanjoseca.gov)
She serves as chair of the ICMA Task Force on Women in the Profession.

 

 

Alex McIntyre
City Manager
Menlo Park, California
amcIntyre@menlopark.org

Gender Discrimination

Years ago, I was once asked in an interview if wearing a skirt made it hard for me to do my job. At first, I was confused by the question, because I was not having any trouble with the suit and felt confident in how the interview had been going. The sad part is that this question came from a tenured manager.

I answered the question by stating I was not sure what thatwearing a skirtwas implying about the job or my abilities to do the work in a professional manner. The conversation thereafter confirmed it was about being a female in the management role.

I was later offered the job and declined it. A male was offered the job, however, at significantly more money and with no significant resume differentials. Unfortunately, this one experience opened my eyes and made me aware for the first time that there is still discrimination out there in the workforce related to gender.

I had not really seen it up to that point in my career, and for this I was fortunate. I had always felt that I was an equal when competing for roles for local government positions because of the foundation of education and experience that brought my resume to the top of the list.

Today, I feel this continues to be the case. I have enjoyed increased responsibilities throughout my career, and I continue to develop my professional skills to meet the ever-changing environment of our profession. Local government offers women a great career and the diversity of experiences that come with working with people of all ages, backgrounds, and cultures.

It has truly enriched my life and allows me to work on my passion of helping others, skirt or pants!

 

 

Melissa Mundt, ICMA-CM
Assistant City Manager
Ames, Iowa
mmundt@city.ames.ia.us

Technology

When I started work at the city of Palo Alto in 1995 as a lifeguard, we had no Internet service or computers at the swimming pool. In 2002, when I became the program manager, we still didn’t have either one. The drop-in tickets and fees were collected with cash registers that were from the 1980s.The gentleman who serviced the machines would always say that they were the finest for the time and how impressed he always was with how they lasted so long. He would tell me this every other day when he would come to fix them (yes, that’s true, every other day).In the end, by 2004 we had Internet service, computers, and a point-of-sales software system. These systems increased our controls and accounting. Occasionally, I do miss the early morning calls from lifeguards telling me the machines aren’t working.

 

 

Khashayar “Cash” Alaee
Senior Management Analyst
Palo Alto, California
khashayar.alaee@cityofpaloalto.org

A Tired Question

I have worked for three small rural counties in Virginia and in each case, I was the first female county administrator who the governing body hired. Also, in each case, the first question asked by the local newspaper reporter was some variation of, “How does it feel to be the first female county administrator hired?”And in each case, I responded with some variation of, “Well, I hope that the governing body hired who they thought was the best person for the job!” I’m hoping that if I ever change jobs again, and happen again to be the first female county administrator or city manager for that locality, this same question will not be the first one asked! That would show progress.

 

Brenda Garton, ICMA-CM
County Administrator
Gloucester County, Virginia
bgarton@gloucesterva.info

Budgetary Finesse

Some things in our profession have changed significantly, like being tethered to our e-mail and calendar by a smartphone versus pulling out a Day-Timer (remember those hardcopy appointment calendars?).ÊOne thing that I’m fairly certain remains the same is the combination of fear and excitement upon starting one’s first local government management position.

During my first week on the job as assistant town manager in Massachusetts I remember being overwhelmed.ÊDid my boss know more about my capabilities than I did?ÊAt one of the first meetings I attended with him, he presented to the town finance committee. He was a great speaker, but his knowledge of the town and detailed financial information was incredible . . . all without notes.

I wondered if I would ever be able to rattle off budget numbers and project details like that.ÊWhat if I couldn’t?

Preparing the budget was dropped squarely in my lap the following week, and I then spent countless hours doing something I had never done before. Less than six months later, I was making my own presentation to the finance committee.ÊLow and behold, I didn’t need my notes!

 

Mary Jacobs, ICMA-CM
Assistant City Manager
Sierra Vista, Arizona
Mary.Jacobs@SierraVistaAZ.gov

The Lighter Side

At a city council goal-setting session in 2006, staff introduced a reorganization of our community’s environmental services division that would be reporting directly to me. During public comment at the session, one of our “regulars”an older gentleman named Petergot up to speak.

He said he did not support the new division because he felt that it would end up costing more money; it meant bigger government and would be unnecessary. Then he said, “Now, this isn’t about Karen. I like Karen. She’s attractive and competent.”

At that point, I remember staring at my shoes trying desperately not to react. I snuck a glance up at the council, who were all actively trying not to look at me. I could feel all the department heads around me almost shaking trying not to laugh out loud.

I don’t remember what else, if anything, Peter said. I just remember thinking, “Why do they never say ‘competent’ first?”

After the session—where the council wholeheartedly endorsed the new division—the councilmembers couldn’t wait to tell me how proud they were of their competent assistant city manager, and they and my coworkers made incessant fun of me for quite some time after that. I took it in stride.

It occurred to me that such a comment would never be made if I were male. It’s frustrating to think that even now, regardless of how far we have come, females are judged first on their looks and, well, just being female.

But the fact that I was teased by everyone else in the room made me shift from being anywhere near angry about it to viewing it in a different light: utterly ridiculous. Sometimes laughing things off is the best way to handle them.

And Peter? He was always kind to me, perhaps because of how, um, competent he thinks I am.

 

Karen Pinkos
Assistant City Manager
El Cerrito, California
kpinkos@ci.el-cerrito.ca.us

Integrity First

Thanks to the advice from a former boss, I have been able to survive the tough challenges that come with a career in local government. On my last day at work as an assistant to the city manager, he walked into my office to wish me well. “Remember,” he solemnly stated, “If you lose your job you can always find another; but if you lose your integrity, you will lose everything.”

Although I understood his message, nothing prepared me for the constant public scrutiny that plays a major role in a manager’s typical workday. Regardless, amidst tough economic times, I managed to succeed by maintaining a professional demeanor, using new innovations, and taking responsibility when implementing unpopular decisionsall without compromising my integrity.

I have had the privilege of managing three communities and have shared his words of wisdom all along the way.

 

Jane Bais-Disessa
City Manager
Berkley, Michigan
jbais-disessa@berkleymich.net

A Balanced Life

I’ve served as a city manager in three cities, and as a working mother of two school-age children, I am often asked how I balance the demands of the manager role with the competing expectations of motherhood. One key for me is having a supportive city council.

I have always been up-front with the councils I’ve served, and it starts with the interview. During an interview, I tell councilmembers that I have a family and family time is an important consideration for me.

I have been fortunate to work for councilmembers who have appreciated that I have children, and all of the councils have encouraged me to live a balanced life. Councilmembers I have worked with appreciate managers who bring a community perspective to the job and that includes the reality of being a working parent.

Linda Kelly, ICMA-CM
town manager
Windsor California
lkelly@townofwind sor.com

A Supportive Environment

I received some good advice early in my career: If you have opportunity to work for a boss who will give you opportunities to grow, do it! What does this mean? Seek a boss and organization that will let you “take a project and run with it,” while at the same time offering you consultation and guidance.

A boss who lets you take the reins will allow you to experience the world of work in a way that is most meaningful. When considering entry-level manager positions, an organization where the C-M form of government is strong will likely be a more supportive environment as you develop your career. Related to a strong council-manager government, a boss who is powerful in the organization (a long-tenured manager, a manager with a solid track record, and so forth) can provide you with stability as you manage the risk that sometimes comes with our positions.

 

Laura Fitzpatrick, ICMA-CM
assistant city manager
Rio Rancho, New Mexico
lfitzpatrick@ci.rio-rancho.nm.us