This internship resource was revised and updated in 2012 by combining and amending two existing ICMA resources, the Model Internship Guidelines and the Internship Toolkit. Special thanks to the 2011–2012 ICMA Task Force on Internships that reviewed these two resources by streamlining existing content and adding new sections where necessary. 

Keeping with the goals of both original documents, this new resource is intended to help local government managers and MPA programs work together to develop meaningful internship opportunities that benefit both students and the local governments.

Content highlights:

  • Choosing the Type of Internship
  • Attracting the Best Talent
  • Compensation and Financial Considerations
  • Supervising and Evaluating Interns
  • Top Ten Best Practices

With case studies that highlight the transition of nontraditional managers into professional administrator positions, this guide provides a number of resources in the appendix that will help those who aspire to follow the same career path. Cases include career changers entering the profession from the private sector, military, and other government sectors. In addition, survey results are included and analyzed reviewing the paths respondents took to enter the profession, transferable skills, reasons for changing, first positions held in local government, and more. This guide is the culmination of the work that was done by ICMA member volunteers over a two-year period.

This complimentary handbook is intended to highlight the value of a formal manager evaluation process and to assist local elected officials in the design of an effective evaluation tool. Local government managers and administrators are encouraged to reference and review the handbook with an eye toward working with their elected bodies to develop formal, mutually-agreed upon processes for their own evaluations.

Not an ICMA Member? Download your copy here. 

Job hunting can be time-consuming and anxiety-producing! Let us help you in your hunt with the ICMA Job Hunting Handbook. Because job hunting is a fact of life for virtually every university graduate and local government professional, the ICMA Board appointed a Task Force on Job Hunting Resources to review ICMA’s Job Hunting Handbook and expand its focus to include recent graduates and young professionals as well as experienced managers.

This handbook includes a discussion of:

  1. Planning your job-hunt
  2. Finding job vacancies
  3. Creating your resume and cover letter
  4. Preparing for interviews
  5. Negotiating compensation
  6. ...and more!

*This publication is a benefit to ICMA members.

The prospect of there being a shortage of local government professionals who are ready to take over leadership roles for retiring managers is a very real and significant issue for the local government profession. This is an issue that is also widespread, as it is estimated that half of the 20.6 million government workers in this country are forty-five years of age or older (Nelson A. Rockefeller Institute of Government). Since its formation in 2001 and through the dedicated leadership of Frank Benest, the PNG initiative has developed valuable resources for current managers to prepare, develop, and motivate the next generation of government workers. “Local Governments Preparing the Next Generation: Successful Case Studies” was assembled for the purpose of showcasing all the hard work being done by cities to help attract and prepare the next generation of local government professionals. The guidebook highlights programs being used by local governments who believe it is their responsibility to mentor young and mid-career professionals. It is our goal for this guidebook to be used as a resource for cities to use when inspiring their own programs designed to prepare the next generation. Ken Pulskamp Ciuty Manager, City of Santa Clarita February 2007

Building the Leadership Pipeline examines innovative approaches to developing tomorrow's leadership pipeline. The report highlights six local government case studies, including Anaheim, California; the Cal-ICMA Coaching Program; Plano, Texas; Roseville, California; Three Florida Cities' Internship Program; and the Virginia Beach, Virginia, Police Department.  Members will find the report useful as a case-study resource on how to develop the next generation of talent in their communities.

The study, which was conducted by Independent Researcher Dr. Mary B. Young and based on interviews with 35 organizations at all levels of government, was sponsored by CPS Human Resource Services and the International Public Management Association-HR in partnership with ICMA and the National Association of State Personnel Executives.

Dr. Young and Bob Lavigna, Senior Manager for Client Services, CPS Human Resource Services, discussed the study findings and recommended actions for local governments at the 2005 ICMA Annual Conference.

This report includes specific suggestions for local governments in the areas of public education, involving
the public in accomplishing stormwater goals, eliminating illicit discharges, reducing runoff from construction
projects and new development, and preventing pollution caused by local government operations. (20 pp.)

This report examines the economic and noneconomic benefits of waterfront redevelopment, the roles that local
governments must play in that process, the advantages of establishing partnerships among various stakeholders, and the particular characteristics of major waterfront landforms. These topics are illustrated by numerous case studies of successful projects, strategies, and innovative tools. (20 pp.)

This report provides background information on performance-based contracting and describes how even the
smallest local government can use performance-based contracting to improve the quality of services it
purchases. (19 pp.)

This report describes early warning systems in terms of the problems they are designed to address, explains their potential contributions to police accountability, discusses the administrative issues related to their implementation, and assesses their effectiveness by examining the early warning systems in two different police departments. (14 pp.)

Pages

Advertisement