The ICMA Executive Board directed the organization's Governmental Affairs and Policy Committee (GAPC) to produce annual policy white papers, depending on resources available and the topics that require a managerial perspective.  ICMA and the GAPC select key policy issues to which ICMA members bring an important perspective and produce white papers on these issues for general release to ICMA membership, other Big 7 organizations, and the general public.

ICMA's Policy Papers

• Blockchain Technology: Local Government Applications and Challenges (November 2018) 
• Public-Private Partnerships (P3s): What Local Government Managers Need to Know (December 2017)
• Infrastructure Financing: A Guide for Local Government Managers (January 2017)
• Municipal Bonds and Infrastructure Development - Past, Present and Future (August 2015)
• Leveraging Local Change: The States' Role (May 2014) 
• Management's Perceptions of Annual Financial Reporting White Paper (December 2013)
• Striking a Balance: Matching the Services Offered by Local Governments with the Revenue Realities (December 2012)
• Coping with Crisis: How are Local Governments Reinventing Themselves in the Wake of the Great Recession? (December 2011)
• 211/311: Is There a Case for Consolidation or Collaboration? (July 2010)
• Measuring the Results of Economic Stimulus Investments: Local Government Leading the Way (October 2009)
• Restoring the Intergovernmental Partnership: What Needs to Change(July 2009)
• Immigration Reform: An Intergovernmental Imperative (December 2008)
• A Networked Approach to Improvements in Emergency Management (August 2006 with April 2009 update)
• Emergency Management and Homeland Security (An Overview) (August 2006)

Other White Papers

• Navigating the Fiscal Crisis: Tested Strategies for Local Leaders (January 2009)
• Navigating the Fiscal Crisis: An Introduction for Elected Officials (2009)
• A Proposal for an Intergovernmental Policy Council 
  This proposal was created by ICMA and with the support of NACo and NLC.  The proposal outlines ideas on how to rebuild the intergovernmental partnership between the federal, state, and local governments.

As a whole generation of baby boomers begins to retire, we in local government are searching for energetic learning-oriented younger workers and talented second- or third-career older workers. Public service is a wonderfully fulfilling career for a number of reasons:

1. Meaningful, Challenging Work

Local government service is inherently meaningful because our work is related to building and improving communities. Police officers, fire fighters, paramedics, and building inspectors keep us safe. Engineers and public works staff build and re-build the physical infrastructure. City and county planners help envision and shape future community growth. Recreation, arts and culture, and library professionals enhance community life. City, town, and county management takes the aspirations of residents and the policy goals of the elected governing board and puts those aspirations and goals into action.

Public service at the local level is also fulfilling because employees see the fruits of their labors. On a daily basis, local government employees see street and other infrastructure improvements; new buildings coming out of the ground; safety improvements; and happier, more fulfilled children, families, and senior residents.

Public service at the local level is also challenging work. The efforts of local government workers happens in the context of local government, where everyone gets to participate, and everyone has a say.

Every day presents new challenges, new problems, and lots of stimuli.

2. Financial Benefits

Local government service offers salaries that are now competitive with the private sector and benefits that are often better. Public agencies need employees with all kinds of talents, skills and occupational interests. Below are samples of positions and recent salaries offered by an average small-to-mid-sized city or county:

As you can see, local government offers employment in many, many disciplines.

3. Steady Demand for Services

Another reason to consider a career in local government is that the public needs, wants, and demands services. Residents typically do not ask their local government to reduce library, police, or fire services; public works; utilities; park and recreation; or other programs.

While local government may have to cut programs from time-to-time because tax or other revenues decline, the demand for services remains steady.

4. Learning Abounds

Local governments operate in a very dynamic environment. Changing resident demands, new federal and state laws and regulations, technology advances, demographic changes, new value trends, and other societal forces often make technical skills obsolete. Consequently, local governments need agile learners who are eager to pick up new ways of doing business or delivering services. Simply put, we are looking for young people and second- and third-career people who provide "learn-how" as well as "know-how" to our public organizations.

5. Plenty of Opportunities

Again, longtime baby-boomer employees (born 1946-1964) are now retiring. Local government needs a new generation of younger workers as well as those considering second or third careers. Consider local government if:

• You want meaningful and challenging work.
• You want to make a difference and build and improve communities.
• You want a competitive salary and good benefits.
• You are interested in learning.

Come join us in making a difference in your own backyard!

Nominations Open March 31, 2025—April 25, 2025

Honorary membership in ICMA is awarded to an individual outside of the profession of local government management because of his or her distinguished public service and contributions to the improvement and strengthening of local government. 

Individuals eligible for Honorary membership include, but are not limited to, academic leaders, elected officials, and civic leaders. Criteria include:

• Contributions to strengthening the structure of local government.
• Leadership in increasing citizen understanding of the governance and management of local government.
• Initiatives that brought about improvement and development of local government managers.
• Programs, writing, or general career contributions that have enhanced the responsiveness and effectiveness of local government.

In summary, the candidate must have made a considerable contribution either to the improvement of local government and local government management or to the public's understanding and appreciation of responsive and well-managed local government.

A nomination for Honorary membership can be made by any voting member of ICMA and should be e-mailed to awards@icma.org. See the list of past recipients, including the 2022 recipient: Alison McKenney Brown (Lakewood, Colorado).

Honorary Membership Nomination Form 

Honorary membership is conferred by a vote of ICMA Corporate members, and nominations are solicited annually in the spring. In June, a vote of the ICMA Executive Board determines which nominee or nominees will be proposed to members for formal acceptance by a vote of the membership. Recipients are honored during the ICMA Annual Conference.

Contact Joyce Lee, senior program manager, at 202/962-3625 or jlee@icma.org with questions or for more information.

The ICMA Senior Advisor program (formerly Range Rider Program *) is a joint activity of ICMA and state sponsors established by the ICMA Executive Board in 1974 to make the counsel, experience, and support of respected, retired managers of the profession available to members. Currently 114 Senior Advisors in 30 states provide a highly valued service by volunteering their time to offer confidential professional and personal support and advice.

Senior Advisors are selected jointly by the state sponsor and the ICMA Executive Director. Although they are expected to be visible, accessible and responsive to members and association needs, Senior Advisors are unpaid volunteers who pursue other activities while in retirement and thus are not “full time.” Expenses are shared by ICMA and the sponsoring state organization. The expenses allocated depend on the size of the state, the number of Senior Advisors and funds available from the sponsors.

Senior Advisors are available to meet periodically with members in their states or areas to discuss the profession and their concerns as members. Discussion topics range from relations with elected officials, overall management questions, relations with ICMA, responses to local controversies such as referenda on the council-manager plan, to career development.

Senior Advisors are friends, colleagues, and advisors to the profession—not consultants. The Senior Advisor program is designed to help with personal and professional issues, not to provide technical assistance or solve substantive problems in a local government. However, Senior Advisors may consult with local governments as individuals, on a part-time basis, as long as the consulting does not impair the effectiveness of the Senior Advisors. Senior Advisor guidelines contain advice for Senior Advisors who do part-time consulting.

Senior Advisors may also help communities interested in creating a professional local government management position, including adoption of council-manager government.

Members with questions on the Senior Advisor program can contact Senior Advisor Program Coordinator, Pam Brangaccio at (727) 204-8095 or e-mail pbrangaccio@icma.org.

Guidelines Manual Roster

*2013-2014 Program Review

As part of a review of the program in its 40th year, the ICMA Executive Board, in February 2014, approved changing the name from Range Riders to Senior Advisors to better describe the role and its primary emphasis on providing members with advice and support.