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In local government, change is constant, but so is the opportunity to grow with it.

Succession and workforce transition planning helps local procurement offices stay on track — whether a team member is retiring, earning a promotion, or moving on to a new opportunity. These transitions can feel uncertain, but they also open the door to something valuable: a chance to build a stronger team.

For city and county leaders, the goal isn’t to avoid change; it’s to build confidence and be ready for it.

Start With What You Already Know About Your Team

Every team already has the insight into how each part and person functions. It’s just a matter of stepping back and asking a few key questions:

• Which roles are essential to keeping operations running smoothly?
• Where does institutional knowledge or experience sit within your team?
• Who is ready, or nearly ready, to take on greater responsibility with the right training?

Sometimes the most valuable insights come from conversations with your team and a clear understanding of how the work really gets done. When leaders understand their staff’s needs, transitions tend to be smoother and less disruptive to short- and long-term organizational goals.

One of the biggest advantages a team can have is shared understanding. When knowledge is dispersed within a group rather than sitting with a single person, it creates flexibility, confidence, and continuity. It also makes onboarding and transitions feel more manageable.

This can be as simple as:

• Encouraging team members to find ways to share institutional knowledge.
• Creating clear, practical documentation that people use.
• Building in time for mentoring or shadowing when possible.

These small, consistent efforts add up. Over time, they create a team that can step in for one another and keep things moving forward.

One of the most positive types of transition is when someone grows into a new role within your organization. Internal movement, whether it’s a promotion, a lateral shift, or a new opportunity, helps retain talent while building stronger connections across departments.

This signals growth opportunity within your organization. Leaders can nurture that growth by maintaining open communication and bringing flexibility to role transitions. When departments collaborate and invest in employee development, the organization as a whole becomes more resilient and adaptable.

As communities evolve, so do the needs and roles of local government. Transitions create a natural moment to pause and ask: How does this role need to look now?

In some cases, that may mean:

• Expanding responsibilities.
• Shifting priorities.
• Bringing in new skills or perspectives.

Rather than simply replacing what was there before, organizations can use these moments to better align roles with current and future needs.

Clear communication makes change easier to navigate. A quick check-in with your team, a thoughtful acknowledgment of someone’s contributions, or a clear plan for what comes next can go a long way in maintaining stability.

People don’t expect leaders to have every answer, but they do look for reassurance that there is a clear path forward. As organizations navigate transitions, it’s essential to prioritize training and knowledge sharing when handing off positions to new employees.

We encourage offices to take advantage of NASPO’s training opportunities, resources, and professional development funds available to members, which provide annual funding for each state to invest in ongoing learning and skill building.

To further support procurement professionals, NASPO has developed the resource from the 2024 Partnership Forum on Navigating Workforce Challenges and a Talent Management Roadmap to support your efforts and strategy.

Additional NASPO-developed resources include:

• Educational resources.
• Procurement U courses.
• Internships.

Moving Forward

At its core, local government is about people — both in the communities they serve and the teams that make that service possible. When organizations invest in their people, share knowledge, and support growth, transitions become less about disruption and more about progress.

And over time, that’s what builds teams that are not just prepared for change, but strengthened by it.

Additional Resources

Procurement U: Hiring and Retaining Diverse Talent
Procurement U: Internships: Developing a Pipeline in Your State
NASPO Pulse Blog: The Potential of Skills-Based Hiring in Public Procurement
NASPO Pulse Blog: Unlocking Career Pathways Through Talent Development
NASPO Procurement Guide for Executive and Legislative Leadership