We like to believe that we can plan for a desired future, but the reality is that we live in a complex world where many things are out of our control. I do not believe in traditional strategic planning as the means to overcome that uncertainty. I instead believe that scenario planning is the best way to realistically develop contingencies for likely futures. We have to be adaptive and organic and this mind set is in part necessary to be innovative.

How much change has the organization undergone during your time as manager?
I would say that it has undergone quite a bit of change in terms of our approach to work, increased personal and professional development of staff and the enhanced quality of our service to the community.

When I joined the City, I found a great organization with wonderful people who were committed to providing excellent service to our residents.

In Part I of the Ten Faces of Innovation book review we explored Kelley’s description of the three learning personas. In Part II we delve into the Organizing Personas that Kelley describes: The Hurdler, The Collaborator and The Director.

“Dwindling revenue coupled with increased demand for services is something I see in many cities and counties, and it’s pushing us to be creative, flexible, and collaborative,” responds Jacobs, when asked about the challenges facing managers today. “This is a good thing, but it makes our task more challenging.”

Like many other local governments, Albemarle County is anticipating a “retirement tsunami” in the near future.