In August 2023, I walked into Village Hall in Roselle, Illinois, to begin what would become a defining moment in my career. I had arrived in the United States from Nigeria just days earlier to begin my master of public administration degree program at Northern Illinois University. 

With no U.S. experience, no network, and no guarantee of opportunity, I became the first international student from NIU’s MPA program to secure a municipal internship in their first semester. That village’s decision changed my life and, in many ways, it redefined what’s possible in the American local government workforce.

Today, I serve as the only international student in the 2025 ICMA Local Government Management Fellowship, supporting community planning and policy development for the borough of State College, Pennsylvania. My journey—from Nigeria to Roselle to State College—is more than personal. It’s a workforce strategy waiting to be scaled.

The Case for International and Immigrant Talent

Local governments across the country face staffing shortages, generational transitions, and a growing demand for more inclusive service delivery. Yet while workforce strategies often focus on recruitment or retention, one opportunity remains widely underexplored: the international student and immigrant talent pool.

These professionals—many of whom are earning master’s degrees in public administration, policy, urban planning, or public health—are highly trained, deeply motivated, and often come with a wealth of lived experience navigating complex systems. What they often lack is access.

What International Talent Brings to Local Government

1. Cultural Fluency and Empathy 

Immigrant professionals are well-positioned to understand the nuanced needs of diverse communities. In Roselle, my Nigerian background helped me connect with residents and stakeholders in meaningful ways, whether I was updating municipal code or helping craft community outreach language.

2. Systems Thinking from Global Perspectives 

My prior work in Nigeria gave me insight into how different nations approach governance, budgeting, and policy execution. That global lens has informed how I now evaluate zoning ordinances, rental licensing frameworks, and housing policies in Pennsylvania.

3. Adaptability and Resilience 

Starting from scratch in a new country—culturally, academically, and professionally—requires a level of grit that translates directly to high-stakes, high-impact municipal work.

The Challenges We Face

Despite these strengths, international students and immigrant professionals often remain sidelined due to:

Work Authorization Constraints: Many municipalities are unfamiliar with F-1 OPT/CPT programs or H-1B pathways and avoid hiring otherwise qualified candidates due to perceived risk.

Credential Bias: Degrees or leadership experience from abroad are frequently discounted or misunderstood in hiring decisions.

Unclear Advancement Pathways: Even when hired, immigrant staff are rarely tracked into leadership pipelines or succession planning programs.

Isolation in the Workplace: Without peer networks or visible role models, retention becomes harder, and leadership potential is left unrealized.

Roselle Took a Chance and It Paid Off

What makes the village of Roselle exceptional is not just that they gave me an opportunity, but also how they integrated me meaningfully into the fabric of municipal work. During my internship, I had the opportunity to be involved in contract negotiations and renewal discussions, contribute to policy updates and municipal research projects, support code modernization efforts, and assist with improvements to the village’s records management system through the implementation of Laserfiche. These were not theoretical assignments, but real-world experiences that allowed me to better understand the complexity and responsibility of local governance.

This opportunity was made possible through Northern Illinois University’s MPA internship placement initiative. This long-standing program actively connects students with local municipalities through a structured and viable matching process. The support and relationships fostered by NIU’s department of public administration continue to play a critical role in helping emerging professionals gain early exposure to public service careers.

Roselle’s decision to invest in an international student during their first year in the MPA program reflects a broader vision of workforce development—one that embraces talent, regardless of origin, and recognizes the potential impact of inclusive hiring practices.

What Local Governments Can Do Today

To reimagine the local government workforce in ways that are sustainable, equitable, and future-ready, we must act intentionally:

1. Create Internships Open to International Students. 

Partner with local universities’ international student offices and clarify work authorization options (CPT/OPT). Start with project-based work and track success stories.

2. Invest in Onboarding and Mentorship. 

Offer early-career international hires support in understanding municipal norms, public sector culture, and leadership development opportunities.

3. Review HR Policies on Sponsorship. 

Consider whether your municipality may qualify as a cap-exempt H-1B sponsor through partnerships with universities or nonprofits. Even if cap-exemption is not available, local governments can still file under the regular H-1B lottery system, which remains a viable option for recruiting high-potential international talent.

4. Showcase Immigrant Staff Contributions. 

Highlight immigrant team members in newsletters, on staff pages, or during onboarding events. Visibility increases belonging and retention.

5. Engage Associations like ICMA and NFBPA. 

Encourage national organizations to create fellowships, training tracks, and mentorships that actively recruit international and immigrant professionals.

A Final Reflection

The borough of State College made a thoughtful and forward-looking decision when they welcomed me as a Local Government Management Fellow—fully aware of my international background. At a time when many municipalities might hesitate due to visa concerns, they chose to see potential instead of barriers. That decision wasn’t just inclusive—it was visionary. It reflected a belief that borders do not define leadership in local government, but rather passion, perspective, and a commitment to public service.

My journey from arriving in the United States with nothing but conviction to contributing to high-impact municipal projects in Roselle, and now supporting community planning in State College underscores what becomes possible when institutions choose to invest in potential, not just precedent.

For every international student who dreams of making a difference through public service, there must be a local government willing to open the door. Let this be a call to action: the future of local government leadership is already here. It speaks many languages, holds many passports, and carries with it a vision that is global in origin but deeply local in impact.

MICAH ERADIRI is an ICMA Local Government Management Fellow with State College, Pennsylvania. Originally from Nigeria, he also leads the Rose Eradiri Foundation, which provides educational funding for disadvantaged students in Nigeria.