Seeking a new career after military service is one of the hardest challenges a veteran can face. While searching for a new career may be challenging remaining aggressive in your job search along with networking is the key to success. It is highly recommended that you review this publication before you embark on your job search.
Download the Veterans Guide to Finding a Job in Local Government
Most Local government job postings are located on nearly every local government website, many of these job postings are aggregated within local government association and national recruitment firm sites. ICMA has put together a resources page for employment where many useful tools and examples can be found to include, skills translators, resume examples, local government job boards, interview information, and networking and coaching information.
Learn more about Veteran Employment
Review the information on these sites for templates and future applications. Whenever possible, insert a civilian job title that aligns with your military job title. For instance, the title of Commander might be replaced with Director or Chief Executive Officer, or an Operations Officer might be replaced with Chief Operations Officer (COO).
Additional Resources
The purpose of the work plan is to ensure an enriching professional learning experience for the fellow. They include details on fellowship goals, mentor assignments, fellowship structure, etc..
Fellowship Structures
Specialized |
The fellow spends the entire cohort in a particular department, e.g. the City Manager's Office, Office of Emergency Management. If you go this route, it's still important to ensure the fellow has exposure to all facets of the organization and its goals/mission. |
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Rotational |
In the course of a cohort, the fellow rotates through specific departments. Typically, the fellow goes through four, four-week rotations within the city/county, with one of the four rotations being in the city/county manager's office. |
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Rotational(looselyorganized) |
The fellow is assigned to general areas and also assigned to projects as needed. For example, the fellow may be assigned to the manager's office part-time and a department that needs management assistance part-time. Or, the fellow may be assigned to rotate through functional areas such as general city/county administration, growth management and the environment, health and human services, and strategic organizational improvement yet still be assigned projects outside of these areas. |
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Project-based |
Fellows are assigned projects and move around as needed. Projects can be identified during the interview process. |
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Components of a Successful Fellowship
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Initial interviews/meetings should include the manager (if possible).
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Goals that both the fellow and host community hope to accomplish should be discussed (preferably before the fellow arrives) during the first week.
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Fellows and the purpose of their fellowships should be introduced to department heads, elected officials, staff, and community leaders. This includes a deliberate and conscious distinction and discussion about the duties of a fellow versus the duties of an intern.
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Fellows should receive continuous mentoring with follow-up by one individual (preferably the County/City Manager or another prominent manager such as the assistant manager or an experienced department head), at least once a month, if not more.
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Fellows should be allowed to attend some senior management meetings, advances/retreats, etc.
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Fellows should be allowed to attend council/commissioner meetings, citizen groups, etc. to gain exposure to elected officials and citizens.
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Fellows should be encouraged to take advantage of professional development opportunities (conferences, training, networking, etc.).
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Assignments should be practical, management-level projects that give fellows insight into what it means to be a manager.
