“I’m surprised you didn’t apply. You would have been great.” These were the heartbreaking words I heard from my boss seven years ago.

I had just sat on a hiring panel for a position I had been doing for the last eight months and we had just selected who we would be making an offer to. It was a significant promotion, the next step in my city management career, and a position I wanted immensely. But I did not apply. The position had years of experience I did not meet, and even when the first recruitment fell through, and I started hinting that I was interested, there was no conversation, and it was reposted with the same requirements. I saw this as an indication that my boss simply wanted something different and resigned myself to sitting at the other side of the table to ensure we selected someone amazing.

It would be four years before I realized my experience was not abnormal. Across the board, women are less likely to advocate for themselves in their careers and less likely than their male counterparts to apply for positions where they do not meet all the requirements. This phenomenon is not new and over the last few decades the “fix” has largely been rooted in teaching women to have more confidence, to let go of perfectionism, and to open themselves to more risk. While this is certainly meaningful dialogue that should occur, it misses the persistent workplace dynamics that also contribute.

A 2023 study published in the British Journal of Social Psychology, outlined how workplace culture perpetuates this experience. ¹ Risk aversion and lack of advocacy are dependent on women’s professional experiences. If leaders in their organizations are not actively seeking their advice and input, women are more likely to experience imposter syndrome. While there were no differences found in willingness to take initial risks by men and women, men were far more likely to report positive responses to their risk-taking than their female counterparts, and thus were more willing to take further risks to advance their careers.

ICMA founded its Task Force on Women in the Profession back in 1974, when only one percent of chief administrative officers (CAO) were women, and while tremendous growth has happened in that time, at 23% of CAOs worldwide, women are still disproportionately represented in this top position. While certainly there are many reasons this number remains low, given my personal experience and the emerging research into workplace gender inequality, I cannot help but wonder if things would be different if we all just made it a point to speak up.

That day seven years ago transformed my leadership approach. I am conscious about speaking up. I actively solicit input from my employees and provide them with regular coaching. I make it a point to discuss growth opportunities with them, including letting them know when I believe they are ready to advance, even if they do not yet see it.

I also teach them to advocate for themselves, letting them know that not every boss will initiate or be receptive to these discussions, but that does not make these discussions any less valuable or important. I teach them to assess not only themselves but also their organizations, and while they should learn whatever they can from every boss, they should seek managers that advocate for them.

If we truly want to develop our next generation of CAOs, particularly female CAOs, it is essential that we recognize that our organizations must commit to supporting these emerging managers with the same vigor that they support our communities.

KAYLA BARBER-PERROTTA is deputy city manager of Albany, Oregon, USA. She helped found the award-winning Brighton Performance and Leadership Academy. She is a 2020 ELGL Traeger Award winner and a 2024 ELGL Top Local Government Influencer. Kayla is also an active contributor to the ELGL Morning Buzz series and writes organizational culture and leadership content on LinkedIn .

 

Economic development is a team sport. Sometimes it feels like a solid rushing offense, steadily grinding away, down after down, to score the touchdown business recruitment project. Other times it’s a quick and nimble basketball team that expertly addresses its existing business community needs to capitalize on expansion opportunities. Occasionally, it feels like a strong farm system, ensuring a steady supply of talent is readily available to meet employer needs and promote innovation. Regardless of your preferred sports analogy, city/county managers are in a critical position to design and execute strategies that foster robust environments conducive to economic development.

Leverage Local Spending

A significant portion of our budgets include contracting for purchases of goods and services. The volume of procurements and specifications may result in purchasing from large national or global businesses. However, local companies may offer better service and higher quality products due to their proximity and vested interest in maintaining a good reputation within the community. Buying from local businesses helps sustain and create jobs within our communities, stimulating our local economy.

Many governing bodies have adopted and refined local business procurement preference programs as awareness and advocacy for the potential economic impact has grown. For more than 30 years, the city of San Antonio has implemented the Small Business Economic Development Advocacy (SBEDA) program, which encourages local spending by giving preference to local small, minority-owned, and women-owned businesses in city contracts.

This program helps ensure that a larger portion of municipal spending benefits local enterprises. In 2023, approximately 57% (roughly $330 million) of the city of San Antonio’s contract payments went to 517 different local small, minority-owned, and women-owned businesses. Contracting with these businesses helped build their capacity, resulting in business growth and job creation.

These policies may at times seem at odds with efficiency expectations of public managers, but these concepts are not mutually exclusive. While prioritizing local companies, public managers should ensure transparency, fairness, and competitiveness in procurement processes to avoid potential downsides like favoritism or inefficiency. Balancing these considerations can help maximize the benefits while maintaining integrity in procurement practices.

Build for Growth

The planning, design, and delivery of capital projects is a significant portion of our work as public managers. Although the primary beneficiaries of these projects may be our current residents, infrastructure development is also a cornerstone of economic growth. Upgrading and maintaining roads can reduce transportation costs and improve access to markets, making a city more attractive for businesses. Developing efficient public transit systems can enhance connectivity within the city, making it easier for employees to commute and for customers to access businesses. Ensuring a stable and affordable energy supply is crucial for businesses, especially those in manufacturing and tech industries.

Originally a military base, Brooks City Base in San Antonio was transformed into a mixed-use community through strategic planning and investment in infrastructure. This development included upgrading roads, enhancing public transit options, and ensuring a robust energy supply and telecommunications infrastructure. As a result, Brooks City Base has attracted a variety of businesses, from biotech firms to educational institutions, creating over 7,000 jobs and demonstrating how thoughtful infrastructure investments can drive economic growth and community revitalization.

Companies often cite development costs as key factors influencing their expansion decisions. Like the private sector, we must also prioritize our infrastructure investments. Our opportunity rests in adding an economic planning and development lens when evaluating and prioritizing capital projects.

Built It and They Will Come

One of the few factors that may outweigh infrastructure limitations is a community’s talent pool. Local governments can play a pivotal role in promoting workforce development to help close skills gaps and create opportunities for hard-to-serve groups to improve their economic standing, while cultivating the talent needed by local employers. Some simple straightforward approaches to financial support include grants, scholarships, and low-interest loans to individuals seeking training and tax incentives, or subsidies to businesses that invest in employee training programs.

While local governments often lack the resources to support financial investments in workforce development, San Antonio voters have repeatedly approved sales tax ballot initiatives to invest in education and training that benefits individuals from early childhood through adulthood. The program PreK 4 SA provides high-quality prekindergarten education to three- and four-year-olds, laying a strong foundation for lifelong learning. Celebrating its tenth year, this program is championed by the local business community and incorporates family well-being and social-emotional learning as distinguishing characteristics.

Another program, SA: Ready to Work, provides training opportunities and wraparound support to residents, helping them secure better-paying jobs and advance their careers. Since its inception just two years ago, this initiative has placed over 1,100 residents into high-quality jobs. On average, their wages are three times higher than before they entered the program, and nearly 60% are under the age of 35, with plenty of years to continue growing their careers and wages. Together, SA: Ready to Work and PreK 4 SA create a comprehensive approach to workforce development, addressing both immediate job training needs and long-term educational foundations.

Leveraging our role as community conveners can also make meaningful progress within our community’s workforce development ecosystem. As public managers, we can work with local businesses to identify skill gaps and collaborate with schools, colleges, universities, and training providers to develop curricula that align with local industry needs. We can establish industry advisory boards to ensure training programs are relevant and up to date. By addressing the specific needs of local employers and creating opportunities for all residents to develop skills, we can foster a more resilient, inclusive, and prosperous community.

Conclusion

My professional experience with economic development began 15 years ago with a temporary assignment to support a project in need of additional resources. To conclude the sports team analogies, this experience might best be described as dropping a quidditch player onto a soccer field. City executives saw the transferability of my skills to the economic development realm and over the years, this work has helped me understand my community’s assets and opportunities. Most importantly, it’s allowed me to leverage public management skills and practices to influence the economic well-being of our residents. Whether budgets and resources are significant or scarce, focusing on improving economic outcomes is the key.

 

ALEJANDRA "ALEX" LOPEZ is assistant city manager of San Antonio, Texas.

We like to write articles encouraging people to seek their dream job in local government management. We need excellent leaders as our city, town, and county managers. But, if one were to set out to design a senior management role that would generate lots of pressures and conflict, it might look a lot like the chief administrative officer (CAO) position in local government.

In this article, we address some of the realities that a CAO can find themselves facing. It is not to discourage anyone, but rather to examine how one should react to various pressures when things get tough. The position can be a recipe for a stress souffle:

• Start with five, seven, or nine elected bosses who may know little about public administration, may not like each other much or see eye to eye on major policy issues, and can fire the city/county manager at any time with or without cause.

• Add a maze of laws, rules, regulations, and rulings from federal, state, and regional agencies and courts and the legacy work of numerous previous councils and administrations.

• Mix in wide-ranging responsibilities for a host of critical safety, quality-of-life, land-use, and infrastructure services with more than a sprinkling of hot-button social issues that defy solution.

• Thin it with very real resource limitations and a lack of control over revenues.

• Fold in an often suspicious and demanding public with scant understanding of the constraints and system in which the CAO operates and a generally unionized workforce that feels underappreciated and underpaid (often because it is).

• Bake it in the heat of a polarized political environment, constant media and social media scrutiny, and negative commentary and sunshine laws requiring that almost everything the manager thinks, says, or writes is in the public domain.

• Voila!

How Hard Can It Be?

This job is not for the faint of heart. There are countless easier ways to make a living these days, even while providing public service.

The city/county manager plays a crucial role in making local representative democracy work and ensuring that effective, efficient, and equitable services are provided within the means of the city, town, or county. Local government management is noble, demanding, and satisfying in ways that many professionals cannot fully appreciate.

It is often said that there is no one best CAO profile because success in the position is so dependent on the fit between the manager, council, staff, and community served. However, these relationships are in constant flux. No matter how well suited the manager may seem on the day of hiring, the situation can be very different once a person assumes the role, as elections change the composition of the council and events shape the city government.

The first month or even year can be smooth, but inevitably there will be conflict, controversy, and stress — guaranteed! At times, the pressures may be so great that the manager cannot perform satisfactorily and needs to move on for their own well-being and the community’s good. There are other times when the professional manager must dig in and steer the city through the rough seas to safe harbor.

But how do you know when it is best to stick it out no matter how difficult the challenges are or when to seek your next opportunity?

Ethical Guidance

ICMA’s Code of Ethics offers a guideline on the length of service, which is instructive. It suggests a minimum of two years of service in a position as an appointed city/county manager or chief administrative/executive officer. The guideline qualifies this advice by acknowledging that in limited circumstances it may be in the interests of the local government and the manager to separate earlier than two years. The examples that are given include a council’s refusal to honor the terms and conditions of the manager’s employment, a vote of no confidence in the manager, or serious personal issues. It goes on to stress that short tenure should be the exception rather than a recurring experience.

When to Stay

There are many situations when the city/county manager may consider leaving:

• It is not uncommon for one or more elected leaders to take an active dislike to the manager. This can create very unpleasant meetings and public displays of disrespect.

• There will be times that the council refuses the manager’s recommendations, resulting in very negative consequences, such as budget deficits, litigation, union actions, and social unrest.

• Council-appointed commissions and committees and various citizen groups can become highly critical of the manager and make a lot of noise in the media and on social media, as can gadflies and city critics.

• A council can become so divided that the city manager spends virtually all of their time performing shuttle diplomacy between factions and urging council members to do their jobs as legislators and stop spending their time on political infighting.

• A staff service failure or scandal can lead to public calls for the city manager’s resignation.

• Some councilmembers may seek to direct the city manager’s actions in the administrative realm well outside of their policy duties. This can include overt direction to hire or fire employees or contract with or cease contracting with certain businesses.

Even so, stay. As difficult and unpleasant as these scenarios are, the CAO should remain in place to guide the council, staff, and community for civic progress — despite the heat!

Our profession is premised on the fact that a well-trained, experienced, and ethically grounded city manager is best positioned to advise the elected representatives of the people (the city council or board of supervisors), while skillfully managing the staff to carry out the policy directives of that body. That is the value-added proposition of professional city management that plays out daily across the nation and globe. When the going gets rough, the city manager’s leadership is especially needed.

Veteran city manager Mark Scott says, “I think of all the times I have drafted resignation letters only to throw them out at morning’s light. Then I make a list of all the reasons and conditions under which staying makes sense. Putting up with the traumas and dramas of the job is much easier when staying is intentional — not just something imposed by others.”

That said, city managers should take steps to avoid cynicism, burnout, and physical and mental health problems. Such steps include seeking mentors/coaches for support, separating their personal lives from their public positions, staying close to family and friends, exercising and vacationing regularly, eating right and avoiding self-medication, and seeking counseling if needed.

Our colleagues can especially be great sources of solace and support in the face of public and private stresses associated with our jobs. Who more than our peers can understand the pressures we face?

When to Go

While the council, staff, and/or community may need the leadership of the city/county manager amid a lot of adversity and disruption, there are scenarios that suggest it is indeed time to exit the position:

• If the council and/or staff have lost confidence in you, for whatever reason, you can no longer be effective.

• If staying in the position ethically compromises you due to corruption by the city council.

• If you lose all passion for the work and cannot summon the energy and fortitude to lead.

• If you are physically ill or emotionally distressed and cannot meet the demands of the position.

• If you become bored of the work and are simply going through the motions.

• If the council refuses to fully honor your employment agreement.

• If spousal or familial needs require a change.

The threshold question you must answer: Can you fully and honorably discharge the duties of your pivotal role, or would the council, staff, and community be better served in selecting a new manager?

It is perfectly acceptable to leave a CAO position for one that provides greater challenge, responsibility, and remuneration. Just keep in mind the two-year minimum tenure ICMA guideline and that real culture change in an organization often takes five to seven years. Your true legacy as a city manager is the strength of the organization when you leave.

When you make the decision to move on, think through how you’ll communicate your decision. Be sure to draft a brief, clear, and positive statement expressing your gratitude for the opportunity to serve and thanking the many people with whom you worked in the community. Resist the temptation to assign blame if your departure is due to poor elected leader behavior or weak governance. Take the high road.

Prepare for an Exit Even If It Is Not Imminent

Unexpected things happen. Even when things appear to be going well, circumstances can quickly come about that require an exit. You might have to draw the line on an ethical issue, find the discord too disturbing, or be taken by surprise with a firing even if you thought your relationships with councilmembers, staff, and community stakeholder groups were positive. An early mentor said, “Be committed to the job, but always have at least one toe out the door.” Do not think that this job is the only one you will have or must have. Be prepared for your future.

There are some things you can do in advance to prepare yourself and your family for future changes and to create less disruption on the home front.

Ensure that you have a severance clause.

A severance clause providing six to 12 months of salary and benefits upon termination is the most important component of any employment agreement. An adequate severance clause protects managers and their families and provides for a somewhat more orderly transition upon being terminated.

Accrue sufficient savings.

Sometimes it can take a year to find another job. If you have a severance of at least six months’ salary and benefits to cover basic expenses, you will still need another six months of savings to provide a basic financial safety net, plus peace of mind as you search for a new position.

Protect your reputation.

You want to retain your reputation as an ethical professional. It is your key asset. If you are well-regarded in the profession and have a reputation for doing the right thing and serving your community and organization well, you can successfully find another position and continue to contribute.

Maintain positive relationships with colleagues.

Other agencies will ask about you as you apply for positions. They will seek out colleagues inside and outside your former organization for information about you. It is imperative that you focus on positive relationships with colleagues (as well as executive recruiters) while on the job. If you are terminated or decide to leave, it is difficult to repair relationships if they are already damaged within the organization. Moreover, positive relationships help preserve your sanity in tough times.

Have the conversation with family about what would make you leave.

Don’t wait until you are under duress to have the conversation with people who matter to you. Talk with your partner, other family members, or an informal coach about any circumstances that may cause you to consider leaving your position. These conversations will help you think through the issues that we have identified.

In short, don’t wait until you are confronted with the reality of having to quit or be fired before you take steps to prepare for that potential. This is sound advice regardless of one’s profession but is particularly important in the top seats of local government.

At the End of the Day, It’s All About Service

We prepare for and accept these demanding jobs as city and county managers because we can help shape communities for greater safety, health, quality of life, and sustainability. No matter how altruistic our intentions, our hopes and dreams for cities may not be achieved. The pressures on most city/county managers are often enormous and ever-present.

Knowing when to stay and lead in the face of headwinds and when to recognize that it is time for new leadership in the position takes self-knowledge and the ability to think objectively about the needs of your city or county. You are not alone if you find yourself contemplating these questions. You have a lot of company. Use what is best for your community as your north star and be mindful of your own health. You will then decide correctly.

 

ROD GOULD, ICMA-CM is chairman of the board of HdL Companies, a former ICMA Executive Board member, retired city manager, consultant, and supporter of all those who toil in local government service. (rodgould17@gmail.com)

DR. FRANK BENEST, ICMA-CM (RETIRED) is a retired city manager and currently serves as a local government trainer and ICMA’s liaison for Next Generation Initiatives. He resides in Palo Alto, California. (frank@frankbenest.com).

JAN PERKINS, ICMA-CM is vice president of Raftelis, a local government management consultant and facilitator, retired city manager, and a believer in good government and in the city management profession. (jperkins@raftelis.com)

 

 

Don’t miss the opportunity to network with your peers in Pittsburgh--a contemporary leader in technology and green architecture--and discover how to transform an underserved city to create a vibrant, thriving, and equitable community. Hear Marc Ott, ICMA CEO/ED share more insights on this unique experience and opportunity.

Register for the 2024 ICMA Annual Conference, the largest gathering of local government leaders in the world.

With an impressive lineup of top-level speakers, a host of new learning and networking opportunities, and an exhibit hall jam-packed with local government solutions, consider the following reasons why you should join us in Pittsburgh:

1.  Curated Content on Essential Topics: Sharpen your expertise with robust programming that includes 110 education sessions, keynotes, game-changers, micro-certifications, mobile workshops, and much more.

ICMA-CMs: All session tracks have been aligned with ICMA’s 14 Practices for Effective Local Government Management and Leadership

Planners: ICMA has registered with the American Planning Association (APA) to provide certification maintenance (CM) credits. AICP members can earn CM credits for approved programs at the ICMA Annual Conference.

2. Ensure Your Organization’s Competitive Edge: Maximize Your ROI and Bring Your Team to ICMA!

Bring your team to ICMA 2024 and get a leg up on the competition. ICMA’s annual conference is the local government event of the year, offering unparalleled education and networking opportunities to build your bench. We make it easy for you to bring your team to ICMA2024 and save! Register two or more and save 15% off each registration!

3. Valuable Connections with Your Peers

Expand your network while collaborating with fellow attendees in the exhibit hall or connecting during special experiences at the conference and around Pittsburgh.

Receptions, Luncheons, Roundtables, Affiliate Events…Oh My!

• ICMA Opening Party
• Exhibit Hall Grand Opening Reception
• Tuesday Night Networking Event

Affiliate Events

• Local Government Hispanic Network (LGHN) Annual Dinner/Reception
• LGHN/NFBPA/NACA/I-NAPA Annual Reception
• Affiliates Reception with I-NAPA, LGHN, and NFBPA

Sporting Events: Pickleball, Pickup Soccer, Kayaking, Fishing and a 5K!

4. Experience Local Government Firsthand in Pittsburgh and Its Surrounding Communities

Check out Mobile Workshops

5. The Latest and Greatest Innovations

Solve your organizational challenges, advance your career, and create positive impact for your community with products and services from 200+ exhibitors in the exhibit hall.

6. Proven Strategies and Insights

Learn smart approaches to civic engagement, downtown revitalization, economic development, and other important issues, delivered by a dynamic lineup of speakers.

7. Sharpen Your Focus: Earn an ICMA Micro-certification and build your skills at workshops

• Public Engagement for Solving Stubborn City Problems | Presenter: Tracy Colunga
• Leader as Coach: Inspire Your Team to Exceed Expectations | Presenter: Brian Bullock
• Politics and Administration: Bridging the Gap | Presenters: John Nalbandian, Ph.D. and Michelle Ferguson
• Sustainovation: Building Sustainable Innovation – One Creative Idea at a Time | Presenter: Nicholas Kittle
• Skills and Tools for Successfully Managing Local Government Technology | Presenter: Marc Pfeiffer

Best value rates expire August 14! Register now.

 

Fifteen cities, towns, and counties representing diverse populations, geographies, operating budgets, and other local conditions have been selected for ICMA’s 2024 Economic Mobility and Opportunity Peer Learning Cohort and Grant Program. In addition to professional development and networking opportunities for their team leaders, the selected local governments will each receive a $20,000 grant to advance a local assessment, planning process, or program aimed at boosting upward mobility of residents. This program from ICMA is made possible by support from the Gates Foundation’s Economic Mobility and Opportunity (EMO) program.

Economic mobility refers to the ability of individuals and generations to move up the economic ladder over time, a concept often explained colloquially as “doing better than your parents.” While economic mobility is frequently associated with income, several factors can influence an individual’s economic mobility outcome, and local governments are uniquely positioned to influence conditions that make it possible for all residents and households to access opportunities and get ahead. The following local governments were selected through an application process that gauged understanding of local needs and readiness to implement EMO strategies through the cohort program and beyond:

• Prescott Valley, AZ
• Needles, CA
• Redwood City, CA
• Miami Gardens, FL
• Newton, KS
• Gaithersburg, MD
• Lisbon, ME
• Tunica County, MS
• Thomasville, NC
• Washington County, OR
• La Marque, TX
• Denton, TX
• Charlottesville, VA
• Danville, VA
• Eau Claire, WI

Over the next several months, with leadership support from ICMA members, the selected local governments anticipate undertaking such activities as service gap assessments, community needs assessments, action planning, and pilot programming to address local challenges surrounding housing affordability, workforce development opportunities, household financial security, and other needs of their vulnerable populations.

ICMA will be featuring the ongoing work and findings from these local governments, as well as guidance from expert EMO practitioners and evidence-based tools and resources, in additional programming and engagement opportunities to be rolled out through our partnership with the Gates Foundation. Visit the website for the latest offerings.

On June 11, 2024, ICMA canvassed 1,931 ballots cast by ICMA members who are eligible to vote based on the criteria outlined in ICMA’s Constitution. Through this ballot, Corporate (voting) members elected vice presidents from each of ICMA’s six regions to serve the 2024-2027 term on the ICMA Executive Board.

Incoming Regional Vice Presidents

The six newly elected vice presidents will be inducted and take office at the ICMA Executive Board meeting during the 110th ICMA Annual Conference in Pittsburgh/Allegheney County, Pennsylvania

• International: Lungile Dlamini, CEO, Municipal Council of Manzini, Eswatini (Africa)
• Midwest: Cynthia Steinhauser, deputy city administrator, Rochester, Minnesota
• Mountain Plains: Sereniah Breland, city manager, Pflugerville, Texas
• Northeast: Brandon Ford, assistant township manager, Lower Merion Township, Pennsylvania
• Southeast: Chelsea Jackson, deputy city manager, Douglasville, Georgia
• West Coast: Elisa Cox, assistant city manager, Rancho Cucamonga, California. 

Three Corporate members served on the canvassing committee to witness the vote tally and certify the election results: Billy Peppers, city manager, Canton, Georgia; David Milliron, city manager, North Bend, Oregon; and Tom Klein, county administrator, Montgomery County, Indiana.

Background: 2023-2024 Regional Nominations and Annual Election Process

Twenty-two candidates applied and were interviewed by a nominating committee in each of ICMA’s six regions. The six regional nominating committees were composed of state/country and affiliate association leaders in the region and/or representatives appointed by them. Each committee nominated one individual to appear on the election ballot. Candidates not selected also had an opportunity to appear on the ballot via the petition process, although no candidates exercised that option.

Plan for this Opportunity: ICMA Executive Board Service

Every year, each region has one regional vice president position become available. The upcoming 2024-2025 regional nominations process will launch after the conclusion of the 2024 ICMA Annual Conference in Pittsburgh/Allegheney County, Pennsylvania. ICMA encourages members who are interested in serving their peers in the profession and their associations to consider pursuing this opportunity. State/country associations and affiliate organizations are important partners with ICMA and are asked to identify and develop future leaders to serve on the ICMA Executive Board.

To learn more about the demands and opportunities of serving on the board, members can reach out to current ICMA regional vice presidents, their state/country association president, affiliate organization president, and/or ICMA regional director. A list of contacts can be found on the Leadership/Liaison Directory.

The 21-member ICMA Executive Board consists of a president, a president-elect, a past president, and 18 regional vice presidents.  There are six regions and each region is represented by three regional vice presidents. Regional vice presidents serve three-year terms.

Resources

Learn more about the expectations of board service, the regional nominations and election process, and requirements to serve on the ICMA Executive Board.

In the intricate tapestry of local government, there exists an incoming meteor that must not be ignored—workforce development. Behind the scenes of every municipal initiative, from revitalizing neighborhoods to enhancing public services, lies a resolute team of individuals whose expertise and commitment drive momentum and progress. Yet, as the landscape of public service evolves and challenges grow increasingly complex, the need for robust workforce development initiatives within local government become ever more apparent.

While workforce development may be intertwined with some of the more basic principles surrounding employee management, at its core workforce development encompasses strategies and programs aimed at attracting, retaining, and empowering talent to effectively address the ongoing and diverse staffing needs of local governments. It goes beyond traditional training initiatives, encompassing strategic recruitment efforts, talent management, succession planning, and fostering a culture of continuous learning and innovation. Whereas traditional training is aimed at helping employees gain foundational skills and knowledge for their current job, workforce development is focused on preparing employee groups for promotions or shifting to other classifications of greater need. These practices must also be focused on the local labor pool to enhance knowledge, skills, and abilities to address current or projected vacancies in their area’s municipalities.

As local governments navigate the complexities of the 21st century, the importance of workforce development as a cornerstone of effective governance cannot be overstated. The Great Recession began to erode the perception of security within government jobs and was further impacted negatively as a result of the recent pandemic. Additionally, unemployment numbers continue to be at 30-year lows, driving up private sector salaries and making it extremely difficult for governments to compete. Further, the pandemic supercharged work-from-home alternatives, which do not mesh well with government operations needing on-site staff. Finally, the ongoing retirements of experienced employees as part of the Silver Tsunami continues to create vacancies in volumes that cannot be re-filled easily.

These factors underscore the critical need for workforce development, which may be the only viable option available to some public agencies. By investing in the development and empowerment of their most valuable assets—employees—local governments can seek to build stronger, more resilient communities equipped to thrive in an ever-changing world.

Here are some ways to start or improve workforce development within your agency:

1. Recruitment and Screening. This encompasses sophisticated methods for recruiting, assessing, and recommending diverse candidates for a wide range of positions, spanning from beginners to seasoned experts, for full-time, part-time, and seasonal employment. Agencies can arrange job fairs and adjust office facilities for informal in-person evaluations and interviews, fostering chances to disseminate information about salaries, job market dynamics, and comparisons to other employment opportunities. Elevated recruitment strategies can also involve reaching out to veterans and individuals returning from service, leveraging their valuable expertise to enrich the local workforce.
    
2. Pre-employment education and ability enhancements. This involves offering short-term instructional opportunities for those facing unemployment or underemployment, aimed at equipping individuals with the necessary skills to swiftly enter high-growth, high-demand professions. Additionally, there are longer-term development options tailored for workers displaced due to technological advancements for facilitating reintegration into the workforce. Certification programs offer alternative educational paths, complementing comprehensive initiatives such as those in science, technology, engineering, and mathematics (STEM). Further, registered apprenticeship programs provide a structured framework for career advancement, enabling both current and prospective employees to understand the blend of classroom learning and practical guidance essential for success in designated roles or for securing promotions. Many organizations have documented the effectiveness of formal apprenticeship programs in bolstering recruitment and retention rates.
    
3. Incumbent employee retention and upskilling. Besides targeting new talent pools, many states and local governments prioritize incumbent worker training as a pivotal component of their workforce development approach. Lifelong learning has emerged as the standard, with ongoing skill enhancement, commonly known as “upskilling,” being essential for keeping abreast of technological advancements and shifts in practices. Implementing these strategies can also serve as a safeguard during economic downturns, as employees who fail to display the necessary skills or adaptability may face layoffs.
    
4. Transitioning employees. Workforce transition involves aiding workers in progressing to the next phase of their career or transitioning to a new, related career path. This encompasses transferring employees to separate roles within the same organization or supporting former employees as they transition to new positions elsewhere. Relevant actions may entail providing career guidance and evaluation, assisting with resume writing and interview preparation, cultivating professional networks, refining job search skills, targeting local job markets, utilizing assessments to gauge personal strengths, offering specialized training, and providing income support for transitioning workers.

 

Shane Silsby’s new book, Managing for Meteors: Preparing Local Government Leaders Before the Impact, was written to help cities and counties with development of leaders new to government or new to leadership in government.

 

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Listen to Shane Silsby and Iris Lee, public works director of Seal Beach, California, on ICMA's Voices in Local Government podcast as they discuss professional development, permitting complaints, and capital project envy. 

 

The 110th ICMA Annual Conference will take place September 21-25, 2024, at the  David L. Lawrence Convention Center in Pittsburgh/Allegheny County, Pennsylvania. Here are a few ways to save and go:

1. Apply for a conference scholarship! In order to help members experience the difference that the ICMA Annual Conference has made for so many others, ICMA offers the opportunity to apply for conference assistance. Check with your state association for other scholarship opportunities.*
2. Bring more people, save more money! Team/group registrations are available for two or more registrants.
3. Now is a great time to join ICMA! If you have never been a member of ICMA, join ICMA and save 50% on your first year's membership dues and attend the conference at the member rate (a savings of up to $600). (ICMA members: pass this information on to your colleagues who have been interested in joining and attending #ICMA2024.)
4. Entry level, mid-level managers, department heads: Get $300 off the conference rate!*
5. First-time annual conference attendee in the conference region: Get $200 off the conference rate.*

Discounts can be combined for even more savings.

*On the registration page, click “View Other Pricing Options.” These discounts apply to ICMA members only.

6. Register early! Best value rates end August 14.

Ready to secure your spot for #ICMA2024 and save? Register today!