PM Magazine, April 2025: County Management

County Administrator

Franklin County, Ohio, USA Read

COUNTY MANAGEMENT

Kenneth N. Wilson

the Potential of Social Media Influencers

Combining innovation with proven crisis communications practices

Kehaulani Cerizo and Christopher Mannino

Studies in County Management

A look at how three counties are making positive change for their residents: the transformation of an aging nursing home, providing easier access to county services, and an IT apprenticeship program to foster career development for residents.

Jane Klekamp, Kenneth N. Wilson, and Kevin Lavoie

and Policies Pave the Way for Electric Vehicles

Free technical assistance from the Charging Smart program helps communities access the benefits of local electric vehicle adoption.

Zack Loehle

Building a talent pipeline for the future of

Exploring

How

Jessie

Celebrating County Management

Sharing stories, lessons learned, and innovations in county governance in this month’s issue of PM

BY JULIA D. NOVAK, ICMA-CM

JULIA D. NOVAK, ICMA-CM, is CEO/executive director of ICMA.

This month, Public Management focuses on counties. While county chief appointed officials (CAOs) were eligible for full membership in ICMA in 1969, it was not until 1991 that the membership voted to change the name of ICMA to the “International City/County Management Association.” Effective governance at the local level is enhanced by ICMA members who serve county government. Counties are important partners in ensuring the safety and well-being of our residents, and, in much of the United States, they play a crucial role in supporting our local communities by providing essential services and infrastructure.

ICMA has a two-decade partnership with the National Association of County Administrators (NACA), which was formed before ICMA included “county” in its name. We continue to work with NACA and the National Association

The work of counties often goes unnoticed while providing essential services and infrastructure, and this issue of PM is a wonderful opportunity to make these efforts more visible.

Public Management (PM) (USPS: 449-300) is published monthly by ICMA (the International City/County Management Association) at 777 North Capitol Street. N.E., Washington, D.C. 20002-4201. Periodicals postage paid at Washington, D.C., and at additional mailing offices. The opinions expressed in the magazine are those of the authors and do not necessarily reflect the views of ICMA.

COPYRIGHT 2025 by the International City/County Management Association. All rights reserved. Material may not be reproduced or translated without written permission.

REPRINTS: To order article reprints or request reprint permission, contact pm@icma.org.

SUBSCRIPTIONS: U.S. subscription rate, $60 per year; other countries subscription rate, $155 per year.

Printed in the United States.

Contact: 202/289-4262; subscriptions@icma.org.

POSTMASTER: Send address changes to Public Management, ICMA, 777 N. Capitol Street, N.E., Suite 500, Washington, D.C. 20002-4201.

ARTICLE PROPOSALS: Visit icma.org/writeforus to see editorial guidelines for contributors. For more information on local government leadership and management topics, visit icma.org.

of Counties (NACo) as vital partners in our mission to improve local government management. Our collaboration has been—and continues to be—incredibly beneficial. By sharing best practices and supporting county administrators, we’ve collectively enhanced the effectiveness of local governance, ensuring our communities receive the best possible service.

ICMA President Tanya Ange, ICMA-CM—who is county administrator of Washington County, Oregon, and serves on the NACA executive board—was excited for this year’s county management issue of PM. “Much of what a county does to serve the community can seem invisible. Our goal is to make these efforts more visible and to highlight the unique and vital role counties play in our governance structure. In collaboration with NACA, we have gathered stories from county professionals across the United States. The work of counties

Public Management (PM) icma.org/pm

ICMA

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ADVERTISING SALES: Justin Wolfe, The YGS Group 717-430-2238 justin.wolfe@theygsgroup.com

ICMA MEMBER SERVICES: 800.745.8780 | 202.962.3680 membership@icma.org

Creating and Supporting Thriving Communities

ICMA’s vision is to be the leading association of local government professionals dedicated to creating and supporting thriving communities throughout the world. It does this by working with its more than 13,000 members to identify and speed the adoption of leading local government practices and improve the lives of residents. ICMA offers membership, professional development programs, research, publications, data and information, technical assistance, and training to thousands of city, town, and county chief administrative officers, their staffs, and other organizations throughout the world.

Public Management (PM) aims to inspire innovation, inform decision making, connect leading-edge thinking to everyday challenges, and serve ICMA members and local governments in creating and sustaining thriving communities throughout the world.

often goes unnoticed while providing essential services and infrastructure, and this issue of PM is a wonderful opportunity to share these stories, lessons learned, and innovations.”

She continued, “Counties’ ability to collaborate effectively with cities, townships, boroughs, villages, special districts, as well as state and federal partners, ensures that we can address the diverse needs of our communities. By working together, we amplify our impact and drive innovation, creating resilient and thriving communities. As county administrators, we are committed to leading with dedication and

PRESIDENT

Tanya Ange*

County Administrator Washington County, Oregon

PRESIDENT-ELECT

Michael Land*

City Manager Coppell, Texas

PAST PRESIDENT

Lon Pluckhahn*

City Manager

Vancouver, Washington

VICE PRESIDENTS

International Region

Colin Beheydt

City Manager Bruges, Belgium

Doug Gilchrist

City Manager

Kelowna, British Columbia, Canada

Lungile Dlamini

Chief Executive Officer

Municipal Council of Manzini, Eswatini

Midwest Region

Michael Sable*

City Manager Maplewood, Minnesota

Jeffrey Weckbach

Township Administrator Colerain Township, Ohio

Cynthia Steinhauser*

Deputy City Administrator Rochester, Minnesota

Mountain Plains Region

Dave Slezickey*

City Manager The Village, Oklahoma

Pamela Davis

Assistant City Manager Boulder, Colorado

Sereniah Breland

City Manager Pflugerville, Texas

Northeast Region

Dennis Enslinger

Deputy City Manager Gaithersburg, Maryland

Steve Bartha*

Town Manager Danvers, Massachusetts

Brandon Ford

Assistant Township Manager

Lower Merion Township, Pennsylvania

Best practices are often scalable and adaptable.

professionalism, fostering partnerships that enhance the well-being of those we serve.”

My first local government internship was with Fairfax County, Virginia. Fairfax County has a history of exceptional professional managers, including former ICMA executive director

Bob O’Neil! I worked in the office of research and statistics and learned a lot about elections, demographics, and the importance and complexity of accurate revenue forecasting. I had wonderful mentors who encouraged my pursuit of a career dedicated to professional local government.

As you read the articles featured this month, think about how these learnings could be applied in your setting. Best practices are often scalable and adaptable in smaller and larger jurisdictions; urban, suburban, and rural contexts; and across cities, counties, townships, boroughs, villages, and special districts. I like to encourage people to read with this question in the back of their mind: “This might work in my jurisdiction if…,” then consider what adaption might make the concept relevant. When we consider the ifs, we identify the possibilities, and this is where innovation begins.

PM is one of the many ways ICMA members learn from one another, and we appreciate the content you share here!

Southeast Region

Jorge Gonzalez*

Village Manager

Village of Bal Harbour, Florida

Eric Stuckey

City Administrator Franklin, Tennessee

Chelsea Jackson

Deputy City Manager

Douglasville, Georgia

West Coast Region

Jessi Bon

City Manager

Mercer Island, Washington

Nat Rojanasathira*

Assistant City Manager Monterey, California

Elisa Cox*

Assistant City Manager

Rancho Cucamonga, California

*ICMA-CM

** ICMA Credentialed Manager Candidate

ICMA CEO/ Julia D. Novak, ICMA-CM Executive Director

Managing Director, Lynne Scott lscott@icma.org

Brand Management, Marketing, and Outreach

Senior Managing Editor Kerry Hansen khansen@icma.org

Senior Editor Kathleen Karas kkaras@icma.org

Graphics Manager Delia Jones djones@icma.org

Design & Production picantecreative.com

Local Government’s Ethical Commitment to Serving the Needs of the Entire Community

How ICMA’s grant funding on economic mobility and opportunity helps organizations fulfill this purpose

BY JESSICA COWLES AND LAURA GODDEERIS

The Ethical Imperative

Most local government mission and vision statements emphasize a commitment to serving the whole community. This means administrative efforts today examine and assess potential impacts in providing equal access to programs and services, as well as enforcing laws and regulations.

A tool to guide members in this responsibility is the ICMA Code of Ethics and Declaration of Ideals. They were adopted in 1924 and 1981, respectively, and together set the standard for excellence in local governance. We recently celebrated March as Ethics Awareness Month, where one facet is to enhance public trust as the currency for those who choose public service.

One of the profession’s leading values to do so is “Serve the best interests of all community members,” as Tenet 4 reminds us. Its guidelines help operationalize this fundamental principle for local government:

JESSICA COWLES is director of ethics at ICMA (jcowles@icma.org).

LAURA GODDEERIS is director of research at ICMA (lgoddeeris@icma.org).

Effects of Decisions. Members should inform the appropriate elected or appointed official(s) of a decision’s anticipated effects on community members.

Promote Equity. Members should ensure fairness and impartiality in accessing programs and services and in the enforcement of laws and regulations. Members should assess and propose solutions to strive to eliminate disparities.

The Declaration of Ideals has key areas of note to serve the community’s needs:

Members of ICMA dedicate themselves to the faithful stewardship of the public trust and embrace the following ideals of management excellence, seeking to: … Recognize the right of citizens to influence decisions that affect their

well-being; advocate a forum for meaningful citizen participation and expression of the political process; and facilitate the clarification of community values and goals.

Respect the special character and individuality of each community while recognizing the interdependence of communities and promoting coordination and cooperation.

Seek balance in the policy formation process through the integration of the social, cultural, and physical characteristics of the community…

Advocate equitable regulation and service delivery, recognizing that needs and expectations for public services may vary throughout the community…

Take actions to create diverse opportunities in housing, employment, and cultural activity in every community for all people.

Defining the Concept of Economic Mobility

As the United States continues adjusting to shifts in priorities at the federal level that may impact support for public programs, ICMA members and their local governments remain steadfast in their commitment to serving their communities and creating opportunities for residents to thrive. We heard this firsthand from the hundreds of members gathered at ICMA’s recent Local Government Reimagined Conference in Denver in February.

The membership’s commitment to these ideals aligns with research that shows the importance of local systems and conditions in shaping the ability of future generations to learn, earn, and get ahead.1 And this commitment has never been more important. Opportunity Insights, the nonpartisan nonprofit based at Harvard, has been tracking the so-called fading American Dream: “Ninety percent of children born in 1940 grew up to earn more than their parents. Today, only half of all children earn more than their parents did.” 2

This succinct data outlines the problem we face in local government. While that statistic is bleak, the positive is that every day holds the possibility of uplifting the communities we serve. Partnerships are essential to this work and require collaboration among businesses, community and advocacy groups, and individual residents, as well as local and state government.

With support from the Gates Foundation’s Economic Mobility and Opportunity (EMO) Program, ICMA continues to equip local leaders with resources that can advance these priorities. It is important to note that no membership dues or federal funding have been expended on this effort. Through ICMA’s EMO efforts, made possible by a series of grants from the foundation, we aim to raise awareness among local decision makers about opportunities to influence conditions that make it possible for all residents to move up the economic ladder for healthier, prosperous lives.

In local government, managers are always very careful to be good stewards of financial resources, and this may lead the organization to be risk averse. One aspect of our EMO initiative, a peer learning cohort and mini grant program, allows communities to experiment with innovative solutions and take calculated risks showing the role of local government in tackling these big challenges.

Local Governments, Universities, and Associations Commit to Uncovering Solutions

ICMA will soon announce the next 15 local governments selected for the 2025 cycle of this popular cohort program. The 25 localities engaged in 2023 and 2024 cohorts have included rural and urban communities; towns, cities, and counties; and small to large geographies and populations.3,4

The teams of local government leaders and community partners focused on specific challenges related to housing, retaining young and talented individuals to stay in the community, job opportunities and business development, engaging vulnerable populations, as well as supporting working families. These communities carved out appropriate and feasible roles for their local governments relative to other types of partnerships with varying budgets, authorities, and expertise.

We are also encouraged by the next generation of public administrators’ commitment to these ideals. Teams of MPA students at California Lutheran University, the University of Central Florida, and Grand Canyon University are partnering with local governments to conduct assessments and identify strategies around improving residents’ access to workforce development opportunities, as well as qualityof-life essentials like healthy food or broadband access. ICMA is currently accepting ideas for other university-local government partnerships for student teams to address this fall with support of small grants.5

ICMA is not alone in supporting local leaders in leveraging their influence to forge partnerships that advance

EMO strategies. Our colleagues at the National League of Cities, National Association of Counties, the National Association of Latino Elected and Appointed Officials, the African American Mayors Association, and other organizations serving local decision makers are also offering resources to their members.6

Explore Novel Engagement Opportunities

Next month presents an exciting opportunity for ICMA members and other local leaders, including representatives from our peer organizations, to convene for a new national conference that spans the many sectors and roles involved in EMO. Join us in Baltimore, Maryland, USA, to grow your network and participate in educational sessions and site visits focused on local collaborations to address tactical issues like improving access to childcare, supporting small businesses, financial empowerment, and creating career pipelines, as well as strategic guidance on using data and storytelling as a part of this work. Registration for the conference—taking place May 21–23—is free and more information about the program is available at emoconference.org.

In the coming weeks, ICMA will launch our most significant EMO offering yet: a pilot program to place and support executive-level staff positions focused on EMO leadership in small and mid-sized local governments across the United States for a period of at least two years. The grant-funded program will also equip these senior EMO leaders with resources, training, and networking to boost their local capacity. Through an application process opening this month, ICMA expects to select 15 local governments to receive funding to hire these positions. Guidance on where and how to apply will be available at icma.org/emo. It will take the collective commitment of all institutions from local governments to universities and nonprofits to find solutions that ensure all people can achieve a reasonable standard of living with the dignity that comes from having power over their lives and being engaged in and valued by their community.7 The ICMA Code of Ethics and Declaration of Ideals provide excellent guidance for local government managers in making certain that we ensure equal access to programs and support to all residents so that our entire communities may prosper.

ENDNOTES AND RESOURCES

1 https://opportunityinsights.org/wp-content/uploads/2018/10/ atlas_paper.pdf

2 https://opportunityinsights.org/

3 https://icma.org/page/icma-economic-mobility-and-opportunity2023-cohort

4 https://icma.org/page/icma-economic-mobility-and-opportunity2024-cohort

5 https://icma.org/sites/default/files/2025-03/Fall%202025%20ICMA%20 Student%20Engagement%20RFA_0.pdf

6 https://usprogram.gatesfoundation.org/news-and-insights/articles/ empowering-local-governments-to-accelerate-economic-mobility

7 https://www.mobilitypartnership.org/restoring-american-dream.html

Helping City/County Employees Find Financial Security

ICMA paves the way for loan forgiveness and lower monthly payments with Savi.

In today’s challenging economic climate, financial security feels increasingly out of reach for many professionals, especially those burdened by student loan debt. For local government employees, this burden can significantly impact their ability to save for retirement and build a stable future. Fortunately, nearly all city employees qualify for valuable loan forgiveness programs like Public Service Loan Forgiveness (PSLF), but navigating these systems can be daunting.

“We are very excited to partner with ICMA and the amazing network of towns, cities, and counties they represent. Public servants deserve strong benefits, and by supporting student loan forgiveness for employees, we can truly help to change lives.”

—Aaron Smith, co-founder of Savi

ICMA, committed to supporting its city employees’ financial well-being, continues its strategic partnership with Savi, a leading student loan benefits provider. Savi simplifies the process of maximizing savings through federal and state forgiveness programs. Offering tiered service levels, including a free option and deeply discounted comprehensive support for ICMA members and their staff, Savi provides crucial clarity and assistance in a landscape of ever-changing student loan policies.

Savi has already identified over $4 billion in projected loan forgiveness for its users, with an average reduction of $187 per month in student loan payments. This translates to real, tangible relief for individuals and families. Moreover, while only 2.3% of processed Public Service Loan Forgiveness (PSLF) applications have been accepted since November 2020,1 Savi’s streamlined forms and expert debt navigators boast an impressive 99% application acceptance rate.

The Importance of Student Debt Relief for Government Professionals

The Mission Square Research Institute reports that “public sector staff are more likely to view student loan debt as a major factor in considering whether to seek other employment (38%) compared to private sector staff (25%).” 2

This highlights the correlation between financial stress and employee retention. By providing access to Savi, ICMA

empowers city leaders to address this critical issue head-on.

Furthermore, the research indicates a significant information gap: “Only 29% of public sector employees report their employers informing them about Public Service Loan Forgiveness programs.” 3 ICMA is bridging this gap, proactively promoting Savi as a vital resource, enabling employees to leverage these programs and achieve their long-term financial goals, including retirement planning.

Call to Action

For Government Leaders: To enhance your employee benefits package and foster financial well-being, contact Tony Raffa, director of business development at Savi, at tony@bysavi.com.

For Government Employees: To access this valuable benefit, please reach out to your organization’s department head or human resources office.

About Savi

Savi is a social impact technology startup in Washington, D.C., working to solve the student debt crisis affecting 46 million borrowers by helping them discover new repayment and loan forgiveness options. Founded by long-time student loan experts and advocates, Savi is a public benefit corporation that works with employers, membership organizations, and financial institutions to provide our service as a unique student loan benefit.

RESOURCES AND ENDNOTES

1 Hanson, Melanie. “Student Loan Forgiveness Statistics” EducationData.org, August 28, 2024, https://educationdata.org/student-loan-forgiveness-statistics

2 Young, Gerald. “Student Debt Impact on Public and Private Sector Employees” MissionSquare Retirement, October 22, 2024, https://www.missionsq.org/ about-us/news-and-updates/media-inquiries/news-20241022-studentdebtmaj orsourceeconomicstressmsristudy.html

3 Ibid.

Learn More through this Free Webinar Presented by Savi: How to Achieve Your Financial Goals through Student Debt Savings and Forgiveness April 10 · 2:00–3:00 p.m. ET

Maximizing Student Loan Repayment Benefits with

Join Savi and ICMA on April 10th, 2025, at 2:00 PM EST for a webinar on tackling student debt for local government employees. Learn how Savi’s proven approach simplifies Public Service Loan Forgiveness (PSLF) and empowers employees to achieve lasting financial security. Don’t miss this chance to bridge the information gap and support your team’s financial well-being. Scan the QR Code below to registe r!

of PSLF applications have been accepted since 2020 2%

FOR YOU

Calendar of Events

Gettysburg Leadership Institute

June 11-13, 2025 · Gettysburg National Park, Pennsylvania

Each year, a small group of senior local government managers meets to study the leadership lessons of Gettysburg. This is a unique opportunity to join colleagues in an exploration of personal leadership, organizational effectiveness, and the lessons of history.

Application period closes April 25 · icma.org/gettysburg

UPCOMING EVENTS

Local Government Reimagined Conference

April 2–4 | Milwaukee, Wisconsin, USA

Improving Your Jurisdiction’s Development Review Process

April 3 | Webinar

Effective Supervisory Practices Training Series (Spring 2025)

April 9–June 18 | Online Training

NFPBA Forum 2025

April 9–13 | Conference

Community Engagement: Turning Public Participation into Meaningful Impact

April 10 | Free Webinar

AI-Powered Governance: Transforming Strategic Planning in Local Government

April 16 | Free Coaching Webinar

Navigating Urban Change in 2025

April 17 | Free Webinar

Addressing the Rise of Incivility: A Town Hall Event

April 22 | Free Hybrid Event (In-Person & Online)

Solace in the South Conference ‘25

April 24 | Conference

Modernizing Budgeting: A Transformational Shift to Priority-Based Budgeting

May 2–22 | Certificate Program

Misinformation Management: Protecting Public Trust

May 8 | Free webinar

Experience Our Premier Self-Paced Courses

Managing Public Relations with your Elected Officials

May 13 | Webinar

2025 IIMC Annual Conference

May 18 | Conference

National Economic Mobility and Opportunity Conference

May 21–23 | Baltimore, Maryland | Free Registration

51st CAMA Conference and Annual General Meeting

May 26–28 | Global Event

A Budgeting Guide for Local Government Three-Part Series (Spring 2025)

May 29–June 12 | Online Training

Discover how our programs can elevate your team’s performance. Get hands-on with a 30-day free trial of our most popular courses:

• Council Orientation Program

• Ethics 101

• Fundamentals of Local Government

Ready to start? Visit icma.org/test-drive to request your trial access. Our team will follow up with everything you need to get started.

For a full listing of events and details, visit icma.org/events. Shop all courses at learning.icma.org.

Unmasking Autism in Public Leadership

Finding my

BY ADAM KOFOED

West Branch, a place where I could unmask, be myself, and be embraced for who I truly am.

How do you wake up one day and realize you’re autistic? The truth is you don’t become autistic, you always were. But for some of us, survival meant learning to mask our autism traits so well that we are unable to recognize who we truly are.

That realization hit me just four months ago. In our field, we navigate immense pressures—budget crises, community conflicts, unexpected tragedies. I’ve weathered my share, including the sudden death of a mayor in my first town. I’ve served three years of active duty in the U.S. Army, earned an undergraduate and master’s degree while raising two children, and built a career as a city administrator. By all accounts, I was thriving.

So how could someone like me have autism? For years, I coped by pushing through, running on a 24/7 adrenaline high. But a particularly stressful event, along with two of my children needing therapy for their basic development, disrupted my usual coping mechanisms, and something shifted. I began to wonder: Could I be autistic like my younger brother? I hesitated before voicing the thought aloud. When I finally asked my wife, she laughed and said, “Um, yes, I’ve always known you had a bit of the ‘tism.” Her casual acknowledgment floored me as I had begun following an online group of autistic adults whose diagnosis resulted in divorces.

But self-acceptance wasn’t immediate. I started therapy, hoping the feeling would pass. Instead, each day my autism became more undeniable. Suddenly, familiar sensations overwhelmed me—the sound of water hitting the sink felt like a piercing alarm, the shower spray forced me to squint, and the whir of an exhaust fan made me instantly angry.

When I told my family, their reactions were mixed, mirroring my own confusion. They had never seen the signs because I had learned to suppress them. Growing up in a small-town, small-business family in the 1990s, masking wasn’t just a habit, it was survival. I learned early that showing excitement could lead to ridicule; that teachers and classmates dismissed my restlessness as having ants in my pants. So, I adapted each time a

moment like this occurred. I learned to survive and be normal.

By high school, I was scripting my speech in my head before speaking, ensuring I met expectations. Eye contact, once impossible, became a rehearsed performance. And trust? That was something I extended to no one.

But when I could no longer maintain the mask, I retreated to hiding in closets at home, at my parent’s house, even at work. The overstimulation was too much. The embarrassment, unbearable. Eventually, I realized I had to be upfront with my staff and city council before they grew too concerned. It felt all too obvious, and I felt I did not have the choice in hiding it anymore.

What happened next surprised me. Eventually, several councilmembers personally texted me with their support, and when I told my staff, they clapped. The moment was

ADAM KOFOED is city administrator of West Branch, Iowa.

Pathway at the Herbert Hoover National Historical Site in West Branch, Iowa. Photo source: National Park Service.

overwhelming. For the first time, I saw that I was in a safe space. And I knew that so many adults like me never find that kind of acceptance.

I can’t tell my autistic colleagues whether they should come out in their own workplaces. That decision is deeply personal. But I can encourage them to find their own West Branch—a community where they feel seen, accepted, and supported. Their ability to see the world in a different lens is valuable to any municipal government looking to have an edge over others.

West Branch, Iowa, has long been a place where humanity prevails. As a Quaker community, it played a

Q&A with Adam

Were there particular situations where masking felt most necessary?

pivotal role in the Underground Railroad, with residents risking and, in some cases, losing their lives for the sake of justice. West Branch shaped a young orphan named Herbert Hoover who defied all odds to become president of the United States. And today, that same spirit of acceptance is making history again, as West Branch becomes home to the first known openly autistic city administrator.

To my fellow public servants on the spectrum: You are not alone. I see you. I support you. And I hope you, too, find your West Branch, a place where you can unmask, be yourself, and be embraced for who you truly are.

I often mask in one-on-one conversations—small talk doesn’t come naturally to me. We all know the weather, so why talk about it? I also struggle with the give-and-take of relationships.

With staff and council, my guard is high. I have a strong team, but I’ve instinctively assumed that when someone asks a question, they are against the idea— or against me. That mindset helped me overprepare and succeed, but rewiring that thought process will take time.

How did it feel to receive your diagnosis?

At first, I felt a strange sense of clarity—my life suddenly made sense. But then came embarrassment and fear that people would use it against me. I also misunderstood autism as an all-or-nothing condition, not a spectrum.

Over time, I’ve come to understand myself better, though I still have moments of anger. Looking back, I realize how much I masked as a child. One of many examples, I vividly remember being told I had “ants in my pants” because I couldn’t sit still. That was just the common response to neurodiversity but it was incredibly hurtful to me as a child.

Oftentimes when first telling others about one’s autism diagnosis, there is some education involved, as many people don’t fully understand what autism is and the fact that it presents differently from person to person. How did you explain your autism diagnosis to your staff and city council?

I haven’t explicitly disclosed it. Instead, I introduced a training called Reset 2025 to improve workplace culture. I shared that I would be attending regular

health appointments and explained my challenges—like distinguishing between a directive and a heads-up conversation, or between an employee venting versus a complaint. Staff read between the lines and clapped. I haven’t verbally spoken about it to my council yet. Writing is easier than speaking about it. My advice? Start with those you trust and show your commitment to personal growth. People are more supportive when they see effort. Let them absorb it before diving into details. Autistic people often walk a fine line—too guarded or too open. I overshare, so I’m giving it time before revisiting the conversation with council.

How can we best support colleagues with autism? First, recognize that autism is a spectrum—everyone’s experience is different. Verbal and written support matter as many autistics are embarrassed and feel alone. More broadly, integrating mental health into workplace conversations would help everyone. The more we normalize discussing neurodiversity, the better our teams will communicate and collaborate to strengthen our communities.

How has unmasking impacted your mental health and self-esteem?

Self-esteem is still a work in progress. Masking feels natural, and I sometimes worry I’m not unmasking enough. The biggest shift has been in my energy levels. I no longer burn all my energy trying to “fit in,” which has pulled me out of a constant fight-or-flight mode. That’s made me more present at home. My wife’s mood has improved; my three-year-old, whom we suspect also has autism, has started to talk and read for the first time; I’m building a stronger bond with my nine-year-old; and my thirteen-year-old has gained confidence. Being in the moment has changed everything.

Cultivating Tomorrow’s Local Government Visionaries

Announcing the 2025 Class of Leadership ICMA

ICMA is proud to announce the 2025 Class of Leadership ICMA, a one-year program designed to develop key competencies for local government professionals, including leadership, ethics, team building, advocacy, communication, strategic planning, and innovation.

Selected participants join a cohort of early career leaders to engage in a series of instructor-led courses, self-paced materials, in-person meetings, and a capstone project. All Leadership ICMA graduates receive one year of experience “credit” toward the ICMA Voluntary Credentialing Program.

Anthony Armstrong Director of Planning and Development Services College Station, Texas

Jorge Chamorro Public Services Department Director Salt Lake City Corporation, Utah

Jennifer Arnold Director of Planning McKinney, Texas

Shannon Aulabaugh Communication Manager Boulder, Colorado

Ashley Bernal Assistant Town Manager Belleair, Florida

Jennifer Blalock Director, Organizational Development Savannah, Georgia

Demetrius Bynes Director of Human Resources Statesboro, Georgia

Susana Carbajal Assistant City Manager Austin, Texas

Jessica Carpenter Director of Community Experiences Coppell, Texas

Jessica Clarke Assistant to the City Manager Georgetown, Texas

Christina Cornwell Director/Emergency Manager Laurel, Maryland

Corey Costelloe Assistant City Manager Tehachapi, California

Tyler Deems City Manager Sandy, Oregon

Douglas Ferrall Assistant County Administrator –Community Services Calhoun County, Michigan

Devon Fields

Deputy City Manager – Operations Chelsea, Massachusetts

Molly Fitzpatrick

Deputy Town Administrator Westwood, Massachusetts

Seth Floyd

Director of Community Development Las Vegas, Nevada

Kristen Gorham

City Manager Chamblee, Georgia

Brian MacDonald

Director of Parks, Recreation and Community Services Tracy, California

Tiesha Mosley

Matthew Graham

Assistant County Administrator Board of County Commissioners Martin County, Florida

David Gray

Director, Homeless Strategy Office Austin, Texas

Sammara Green Searles

Community Engagement Director Raleigh, North Carolina

Jackie Rocco

Assistant City Manager West Hollywood, California

Director of Parks and Recreation Franklin, Virginia

Charles Heaton

Director of Public Works Blair, Nebraska

Michele Sanchez

Assistant City Manager Pilot Point, Texas

Brian Hoben

Brian Staley

Public Works Director Adams County, Colorado

Bobby Tech

Director of Community Services Pasco County, Florida

Angela Holmes

Assistant City Administrator Westbrook, Maine

Michelle Huck

Deputy County Manager Sullivan County, New York

David Irizarry

City Administrator Victor, Colorado

Myles Tucker

Support Services Manager Needham, Massachusetts

Rupa Venkatesh

Assistant City Manager Fort Collins, Colorado

Joe Walsh

Community Services and Strategy Director Washougal, Washington

Lisa Wilson

Director of Gang Reduction & Youth

Stone James

Development Strategies Philadelphia Police Department, Pennsylvania

City Manager Twentynine Palms, California

Patrick Jones

County Administrator Sauk County, Wisconsin

Jill Wolf

City Administrator Luverne, Minnesota

Director of Public Safety and Chief of Police Perrysburg, Ohio

Robert Wolfe

Town Manager Cheraw, South Carolina

Harnessing the Potential of Social Media Influencers

Combining innovation with proven crisis communications practices

BY KEHAULANI CERIZO AND CHRISTOPHER MANNINO

It is one thing for government officials to respond to different levels of disasters, critical incidents, and emergencies grounded in reality. It is another entirely to manage social media-driven conspiracy theories and rampant misinformation sweeping through communities already reeling from devastation.

During the deadliest wildfires in the United States in more than a century, public information officers (PIOs) in Maui County, Hawaiʻi, USA, were forced to address both of these challenges— simultaneously.

As they worked tirelessly to manage the practicalities of a major disaster response—communicating about safe water sources, open shelters, and food distribution hubs—they also found themselves battling an onslaught of misinformation. Conspiracy theories claiming that blue space lasers were behind the fires, or that the Federal Emergency Management Agency (FEMA) was on Maui

Lahaina fire, Maui County, Hawaii, USA

to seize land, blazed through communities. Counteracting these falsehoods became just as critical as managing the disaster response itself.

Plato once said that crises can drive innovation. Perhaps for the first time during a major U.S. disaster, government PIOs leveraged hyperlocal social media influencers to counter misinformation and deliver crucial updates to tens of thousands of residents and visitors.

A November 2024 Pew Research Center survey found that 21% of U.S. adults regularly consume news from social media influencers—a figure that jumps to 37% among those aged 18 to 29.1 Social media influencers are having a tangible, measurable impact on the public’s perception of government response to disasters and crises.

While mainstream media played its part, vetted social media influencers proved to be

decimating thousands of structures in a matter of hours.

The urban conflagration in historic Lahaina town, once the capital of the Hawaiian kingdom, was the result of a downed power line that was re-energized by accident, according to the U.S. Bureau of Alcohol, Tobacco, Firearms and Explosives Origin and Cause Report released in 2024.2

What most people reading headlines around the world did not see was the unprecedented volume of media inquiries, social media posts, and targeted misinformation campaigns that created a different type of firestorm attempting to sway public opinion about the government’s response.

Emergencies can become a breeding ground for political exploitation, disaster opportunists seeking donations, clout chasers capitalizing on the tragedy, and clickbait content flooding social media to boost followers, and each took place as Maui worked to respond to the devastation.

faster, more effective, and even more ethical when debunking myths in real time, especially on the platforms where most Americans consume news today.

Going Viral during Devastation

The world was watching when a firestorm funneled into West Maui, fueled by 80 mph winds, claiming 102 lives, leaving two residents unaccounted for, and

Chinese and Russian bots infiltrated comments and worked to shift Hawaiʻi’s political balance and sow seeds of government distrust.3 As that onslaught took place, rumors spread rapidly across Maui’s tri-island county of 160,000 residents, tens of thousands of visitors—and beyond. Among them:

• Government leaders were supposedly launching blue space lasers to start the fires and construct smart cities.

• FEMA was falsely accused of planning land grabs.

• A viral hoax claimed that Maui County was covering up fire fatality numbers on hundreds of children who stayed home from school on August 8, 2023, due to weather.

The seaside town of Lahaina’s famed Front Street after the devastating fires in August 2023.

The spread of these falsehoods had profound consequences, with residents sharing them on social media, organizing protests, and even making threats of violence. The sheer volume of fake news made it difficult for the small team of local PIOs to keep up, but their efforts to combat misinformation were just as urgent as other critical responses to the disaster.

The Impact of Hyperlocal Influencers

Within 24 hours of the first of four blazes on August 8, 2023, Maui PIOs had pushed out nearly two dozen press releases and more than 40 social media posts and stories. During these early moments, one of the PIOs tasked with managing social media noticed that a local influencer, 808 Viral, had posted a message commending the communications team for its efforts.

As the death toll climbed and the scale of the disaster became clearer, the volume of misinformation and conspiracy

theories rose in tandem.

Recognizing that traditional news releases and social media posts alone were not enough to counter the flood of inaccuracies being promoted online, Maui’s social media PIO turned to an unconventional strategy— fighting misinformation on its own turf. The county PIO enlisted the help of 808 Viral founder Daniela Stolfi-Tow to combat misinformation and amplify factual updates. What followed was a collaborative, grassroots effort to debunk key conspiracy theories, with a focus on impacting the local population and visitors, the audiences that mattered most.

Maui PIOs strategically partnered with four key hyperlocal influencers, with followings ranging from 40,000 to 433,000. These influencers played a pivotal role in combating rumors using:

• First-person reporting.

• Investigative journalism.

• Photography and illustrations.

• Satirical videos.

For example, when one post claimed the mayor was evicting residents to make way for a recovery headquarters in Lahaina, 808 Viral refuted it by showing tenant-rental agreements. When a farright “disaster chaser” from Kentucky claimed to be camping on the beach to “expose the government,” a video from 808 Viral caught him being confronted by a local resident, revealing he was actually staying in a luxury

hotel. Stolfi-Tow also shared a strategic satirical video featuring stock images of Hawaiian native Jason Momoa to humorously dismiss the idea of blue space lasers, which helped quell public anxiety.

In addition to these efforts, 808 Viral shared crucial FEMA information, corrected widespread misconceptions, and provided clear resources for residents in need.

Stolfi-Tow’s influence went beyond debunking false claims. She also helped the county’s social media PIO navigate the influencer landscape, advising on which voices to amplify and which to avoid based on their credibility, ethical standards, and past demonstrated biases.

21% of U.S. adults regularly consume news from social media influencers—a figure that jumps to 37% among those aged 18 to 29.

Collaborating with local influencers helped transform a potentially adversarial relationship into a cooperative one, ultimately ensuring accurate information reached those who needed it most.

For instance:

• Local influencer Blake Ramelb posted a viral video saying the county was suppressing air quality data.

After direct outreach from the county PIO, he deleted the

original post and posted an accurate video, directing his followers to the actual sources for air quality data—while mainstream media outlets refused to retract their own misleading stories.

• Big-wave surfers and influencers Zane and Matty Schweitzer, who initially criticized the county’s response, were invited to press conferences as “citizen journalists.” They soon began sharing vital updates with their combined 91,000+ followers, amplifying county messaging to a wider audience.

None of the influencers with whom the county collaborated received financial or other compensation from the county. Instead, the incentive was aiding their community in a time of great need, direct access to county PIOs and the chance to break exclusive information.

Social media influencers are having a tangible, measurable impact on the public’s perception of government response to disasters and crises.

This was granted only to influencers who demonstrated a genuine commitment to sharing reliable updates with their followers, and they were designated by the county to be “citizen journalists,” receiving the same support as traditional journalists.

The Shifting Media Landscape

The wildfires in Maui highlighted the power of social media to inform the public during a crisis. Residents and visitors needed critical, accurate information—and they needed it swiftly.

A 2022 Reuters Institute Digital News report revealed that social media is the most common source of news for people in countries like the United States, the United Kingdom, and others.4 Platforms like Facebook, YouTube, and X remain dominant, while younger users increasingly turn to visual platforms like TikTok and Instagram. The rise of citizen journalism on social media—where ordinary people

report news firsthand—has revolutionized how information spreads, particularly during emergencies. With traditional media facing challenges like budget cuts and reduced accessibility, social media has stepped in to fill the gap, providing on-demand updates in digestible formats. While traditional media still plays a vital role, social media’s dominance as a news source continues to grow. This trend is expected to persist, as these platforms become even more integrated with real-time news

reporting. Adapting to an evolving landscape is crucial for maintaining public trust and ensuring reliable information reaches the public.

Maintaining a Traditional Communications Strategy while Innovating

While hyperlocal social media influencers proved to be a powerful tool in countering misinformation during the Maui wildfires, especially among residents and visitors, intentionally engaging with vetted influencers was not a stand-alone solution. Instead, it was integrated into a broader framework of proactive and strategic messaging.

Managing misinformation is not just about responding to falsehoods—it’s about preempting them. Effective crisis communication hinges on the ability to rapidly disseminate accurate and comprehensive public information, establishing the government entity as the most reliable and credible

The rise of citizen journalism on social media— where ordinary people report news firsthand— has revolutionized how information spreads.

source of information. This capability is largely dependent on having a well-structured crisis communications plan and a team trained to execute it effectively, 24 hours a day. Even among those organizations that have such plans, infrequent implementation can undermine the ability to respond efficiently when a crisis occurs.

A well-structured crisis communication plan must establish clear strategic objectives, define target audiences,

assign responsibility for messaging, and outline a streamlined process for vetting information and disseminating it rapidly. To ensure these strategies remain practical and actionable in real-world scenarios, regular training—including communications-focused exercises and procedural reviews—is essential.

Releasing information: A Decision-making Framework

One of the most effective ways to preempt misinformation is to position the government entity as a consistent and reliable source of information. This requires real-time information sharing, a practice that often runs counter to leaders’ initial instincts. Concerned about revealing too much, providing inaccurate details, and even flaming public concern, some officials default to withholding information altogether—a

strategy that generally backfires. Instead, leaders can employ a structured decision-making framework to determine what should be shared, balancing transparency with responsibility. A practical approach to evaluating whether information should be released publicly involves four key criteria:

1. Legal protection. Is the information legally protected?

2. Operational security. Will sharing it compromise an ongoing investigation or public safety operation?

3. Privacy considerations. Would disclosure infringe on a reasonable expectation of privacy or violate personnel policies?

If the answer to those questions is “no,” the overriding consideration is:

4. Public benefit. Does the information serve the public interest, either by

Aerial view of a commercial area in Lahaina on August 9, 2023, courtesy of the Civil Air Patrol.

Oprah Winfrey touring the county Red Cross shelter.

ensuring safety/well-being or by fostering trust through transparency? If the answer is “yes,” it should be shared.

Proactively messaging early in a crisis requires carefully crafting language, especially when information is reasonably believed to be true but verification is still underway. When any level of uncertainty exists, qualifying language such as, “At this time it is believed…” can be used to share information responsibly.

As another example, instead of withholding the number of victims until a final count is confirmed—a process that can take days, weeks, or longer— proactive communication

Tips for Engaging Social Media Influencers

• Vet influencers for credibility, checking for extreme views, misinformation, or clear agendas. Prioritize those who correct inaccuracies.

• Build trust by finding common ground. Ask about trending concerns, misinformation, and which influencers they trust.

• Monitor social media trends to understand public concerns and shape messaging accordingly. Treat your platform like a newsroom.

• Include influencers in press events by granting access and credentials, positioning them as citizen journalists.

• Create engaging content by collaborating on short-form videos and reels covering key crisis updates like FEMA, food, water, and shelter.

• Offer exclusive content to trusted influencers to amplify accurate information effectively.

involves releasing verified figures as they become available while clearly stating that the numbers may rise.

Even when information meets the criteria favoring public release, leaders unaccustomed to proactively releasing details may hesitate. In such cases, one final question should be considered: Will the information eventually become public anyway? If disclosure is inevitable through freedom of information requests or the legal process, proactive transparency is generally the best course of action. By preemptively releasing details, organizations can help guide the narrative, foster public trust, and mitigate potential fallout from delayed or reactive disclosures. Transparent communication demonstrates accountability and helps prevent misinformation, speculation, and erosion of confidence in governance.

In cases where the agency itself is the subject of the crisis due to alleged wrongdoing, however, decisions regarding the release of information should always be made in consultation with legal counsel.

The lessons learned from the Maui wildfires provide a critical case study for public information officers, government leaders, and crisis communicators. In an era where misinformation can spread at an unprecedented rate, the ability to guide the narrative is not just a helpful skill—it is a necessity. By combining proactive transparency, structured decision-making, and strategic partnerships with influencers

and other trusted voices, government agencies can better safeguard public trust, protect their communities, and ensure that truth prevails in the aftermath of disaster.

RESOURCES AND ENDNOTES

1 Stocking, G., Wang, L., & Mic. (2024, November 18). America’s news influencers: The creators and consumers in the world of news and information on social media. Report. Pew Research Center.

2 Maui Now. (2024, September 25). County’s MFD receives ATF report; Public release set for next week. Retrieved from https://aws.mauinow. com/2024/09/25/countys-mfdreceives-atf-report-public-release-set-fornext-week

3 Hawaiʻi News Now. (2023, September 13). Researchers: Disinformation campaign spread after wildfires slowed disaster response. Retrieved from https://www.hawaiinewsnow. com/2023/09/13/maui-wildfiredisinformation-linked-china-russia/

4 Newman, N., Fletcher, R., Schulz, A., Andı, S., Robertson, C. T., & Nielsen, R. K. (2022). Digital news report 2022. Reuters Institute for the Study of Journalism. Retrieved from https:// reutersinstitute.politics.ox.ac.uk/sites/ default/files/2022-06/Digital_NewsReport_2022.pdf

KEHAULANI CERIZO, Maui native, is the senior communications and government affairs officer who led the County of Maui’s social media platforms during the 2023 Maui wildfires. A former award-winning journalist with 15 years of experience, she brings breaking news strategies to government communications in both emergency response and daily operations.

CHRISTOPHER MANNINO is the vice president of Julie Parker Communications, a crisis communications firm specializing in government organizations. A former Chicago-area police chief, he brings 25 years of law enforcement experience to his work in strategic communications and crisis management.

A look at how three counties are making positive change for their residents: the transformation of an aging nursing home, providing easier access to county services, and an IT apprenticeship program to foster career development for residents.

Case Studies in County Management Creating New Models of Care

A dynamic community services center that fosters interactions between young children and older adults, with housing for those in need

BY JANE KLEKAMP

When I assumed the role of administrator for La Crosse County, Wisconsin, USA, we faced a significant challenge: we owned a nursing home that, while highly regarded for the quality of care it provided, was housed in an aging, institutionalstyle building, half of which sat empty.

This left us at a crossroads. The long-term care model had evolved beyond what our facility could offer. Many of our peer counties had chosen to exit the nursing home business entirely, given its complexities. However, we knew that was not the right path for La Crosse County.

We recognized that the need for long-term care in our community was only growing and presenting new challenges. Supporting caregivers— both paid professionals and family members—had to be a priority. At the same time, we sought opportunities to create new forms of supportive housing that traditional nursing homes did not provide.

Two years later, that aging nursing home is being transformed through a $20 million renovation into a dynamic community services center. The project is nearing completion, with a grand opening scheduled

La Crosse, Wisconsin, USA

for early 2026. Our hope is that this initiative will serve as a model for other counties looking to reimagine their public services.

At the heart of the project will be an intergenerational center. This will mean a daycare for about 60 kids, in a shared space with an adult day center for older adults, many with mild to moderate dementia. County employees will receive priority access to the daycare slots.

Most of our care work is performed by women, many of whom finish their paid shifts only to begin unpaid caregiving responsibilities at home, whether for children or aging family members. The intergenerational center

will offer a new way to support caregivers of older adults alongside a traditional daycare. We believe that fostering interactions between young children and older adults will enrich both groups.

Meanwhile, another part of our renovated building will feature a dementia crisis stabilization unit. This unit will provide specialized, short-term stays for individuals experiencing dementia-related crises, helping to stabilize their condition while long-term care solutions are developed. This is a need we expect to grow as our population ages.

The existing residents of our nursing home will receive

renovated rooms as part of our project, and another wing will be redeveloped into a community-based residential facility. Finally, another wing of the old nursing home building is being renovated into 10 units of supportive housing for people experiencing homelessness. We see this as fitting perfectly into the nursing home’s original mission of providing shelter for those in need.

Bringing all these services under one roof has required extensive collaboration but the most important ingredient has been a willingness to experiment. By reimagining our nursing home, our county has demonstrated what’s possible

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when local governments take bold steps to meet community needs. It’s a model we hope we can apply to other projects, and one I hope other counties will seek to replicate.

JANE KLEKAMP is county administrator of La Crosse County, Wisconsin.

Enhancing Community Well-Being Through Accessibility

Franklin County’s commitment to meeting residents where they are

BY KENNETH N. WILSON

The fundamental responsibility of any government is to create conditions that enable residents to thrive. In an ideal world, success would be determined by individual effort and the strength of one’s ideas and character. However, we know that opportunity is not equally distributed. Many of our neighbors face financial hardship for reasons beyond their control, limiting their access to the resources necessary to prosper.

Recognizing this challenge, the Franklin County Board of Commissioners in Central Ohio has prioritized creating equitable opportunities for residents to flourish in four key areas: personal growth, professional growth, financial stability, and overall health and well-being. They are dedicated to serving, supporting, and uplifting all residents through a government rooted in respect, equity, and human-centered care.

Guided by their core principles—community safety and security, job creation and economic development, health and human services, environmental sustainability, fiscally responsible government operations, and racial equity— the commissioners and county administration work to ensure that every resident’s fundamental social, economic, wellness, and environmental needs are met.

A Community Driven to Reduce Poverty

With a steadfast commitment to innovation, sustainability, and fiscal responsibility, Franklin County strives to build a stronger, more inclusive, and thriving community where everyone can prosper.

That’s why we developed Rise Together: A Blueprint for Reducing Poverty in Franklin County through the leadership of the county commissioners, business advisors, and community stakeholders. This initiative addresses poverty and systemic inequities that hinder residents and their children from accessing opportunities. At its core, Rise Together is a collaborative effort inviting residents to help shape solutions to foster their productive, prosperous, and thriving future.

From these numerous discussions, two key initiatives—Mobile Units and One Door—were born. Both are designed to enhance accessibility and streamline services for those who need them most. Franklin County residents repeatedly emphasized the need for more accessible support systems, and these initiatives directly respond to those calls to action.

Mobile Units: Bringing Essential Services to the Community

The Franklin County Commissioners’ Mobile Units represent a shift toward innovative service delivery models that meet the needs of a diverse population, including those in underserved municipalities, villages, and human service deserts. These

units embody a human-centered approach to bringing essential services directly to residents, eliminating systemic barriers and promoting a welcoming, private environment for productive community engagement, all to find a path forward for every individual’s unique needs. Through the mobile units, residents can access a full array of services from Franklin County Health and Human Services agencies, anything from basic needs like food, housing, and health coverage to job training, legal assistance, childcare, aging resources, and so much more. By being mobile, these units can quickly adapt to changing community needs and emergencies, providing timely assistance where needed, unconstrained by the limitations of a fixed location. They also play a critical role in addressing social determinants of health and bridging accessibility gaps identified and voiced in the Poverty Blueprint, known as the People’s Plan. Learn more at jfs.franklincountyohio.gov/ mobile-unit.

One Door: A Seamless, Dignified Approach to Human Services

One Door is a transformative initiative designed to simplify access to essential health and human services for Franklin County’s 1.4 million residents.

By consolidating services from five key agencies—the Office on Aging, Child Support Enforcement Agency, Job and Family Services, Justice Policy and Programs, and Veterans Services—into a single, integrated system, One Door ensures that residents receive coordinated support with efficiency, dignity, and kindness.

“One Door isn’t just about providing services; it’s a philosophy rooted in equity and designed to empower every resident,” said board president commissioner Erica C. Crawley. “This initiative is a game changer, meeting residents where they are with dignity, compassion, and opportunities to thrive.”

Navigating multiple agencies to access critical services can be time-consuming

and frustrating for anyone.

One Door streamlines this process by prioritizing individuals’ needs under one roof. A shared electronic needs assessment and triage tool facilitates seamless management between agencies, ensuring faster, more comprehensive support for individuals and families, with less duplicative paperwork, appointments, and frankly, less running around to each agency site.

“This initiative reflects Franklin County’s dedication to serving residents in transformational ways,” said commissioner Kevin L. Boyce. “The One Door approach creates a healthier, more resilient community by ensuring critical services are accessible, efficient, and impactful.”

A Commitment to Innovation and Measurable Impact

With 43% of residents requiring resources from multiple agencies, these initiatives are about more than just improving accessibility. They offer hope by boosting economic mobility and enhancing inter-agency communication and are grounded in positive, measurable outcomes. By aligning public policies with unified messaging, residents spoke, and the commissioners listened by strengthening their commitment to innovation and community welfare.

“While many in our community continue to face challenges, One Door and the Mobile Units are about breaking down barriers and building a system that works for everyone,” said commissioner John O’Grady. “These initiatives are a direct

investment in helping families and creating pathways to success.”

Through these forwardthinking initiatives, Franklin County is setting a new standard for public service that prioritizes accessibility, equity, and the well-being of every resident—after all, that’s the job of county government.

KENNETH N. WILSON has served as administrator of Franklin County, Ohio, since 2015, overseeing 15 agencies, 1,400+ employees, and a $2 billion budget. He currently serves as president of the National Association of County Administrators and vice chair of the National Association of Counties.

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IT Apprenticeship with the Board of County Commissioners

A unique opportunity that provides training and career development for residents while they work for the county.

BY KEVIN LAVOIE

While some mothersin-law can be intrusively opinionated, others will caringly offer sage advice that can change your life. Just ask Janisa Allen and Draelind Cannon. Both learned about the IT apprenticeship program for Montgomery County, Ohio, USA, from their mothersin-law, and now they are the very first apprentices working in the Board of County Commissioners (BCC) IT Department.

Both Allen and Cannon started in the very first cohort of the IT Fundamentals course offered at the Employment Opportunity Center (EOC) at Westown Shopping Center on Third Street in west Dayton. A partnership between Sinclair College and Montgomery County, the process starts with an aptitude test that helps determine if IT is right for the candidate. A three-credithour IT Fundamentals course then follows at the Westown EOC.

Qualified individuals can get funding for the program through the Workforce Innovation and Opportunity Act and other grants. After the initial class at the EOC,

students can advance to more Sinclair College courses either online or on campus.

“We knew we wanted to create a unique opportunity for Westown that would meet a community training need and set residents up for well-paying careers,” said county commission president Judy Dodge. “There weren’t a lot of opportunities for IT training in west Dayton. We have now completed nine cohorts of this introductory class. Businesses in our area need to hire IT professionals, so it’s a winwin for everyone.”

Promising students can advance to a paid apprenticeship after just a few months and can work while they complete their associate degree. Allen is working full-time on the IT Service Desk. Cannon is leaving a second job so he too can work full-time with BCC IT while he completes the 61 credits needed for his associate degree from Sinclair.

“We wanted to make an impact in the community that would remove some barriers to help residents obtain and sustain gainful

employment,” said assistant county administrator Chris Williams.

“We had hoped this program would help us fill some IT vacancies within our department,” said Jim Brandenburg, director of BCC IT. “We’ve had 33 students pass the IT Fundamentals course at Westown, and eight of them

are currently enrolled at Sinclair College to continue their IT education. Even if they don’t wind up working with us, this is a great county success story because if fills a big need for our community.”

After earning an IT Fundamentals certificate through the Westown program, students choose one of five fields of specialization.

They can go into paths for network engineering, cyber security, software development, user support, or system administration.

“I am their point of contact at Sinclair,” said Dawn Warner, apprenticeship program manager. “I make sure they know which courses they need to register for, help them register if needed, make sure their funding is in line, walk them though how to get their textbooks, and answer any questions they have about their classrooms or professors.”

While Sinclair College has nine apprenticeship programs approved with the state of Ohio, most of them are in manufacturing or the building environment (HVAC/

construction). “They [Janisa and Draelind] are pioneering a brand-new model of training,” Warner said. “They are the first IT apprenticeship students in the area that I’m aware of.”

The county customizes the work experience for each apprentice to ensure that it is relevant to what they are learning through Sinclair College. To find out more about Montgomery County’s workforce opportunities, go to thejobcenter.org.

KEVIN LAVOIE is director of communications for Montgomery County, Ohio.

Draelind Cannon and Janisa Allen work together on a screen in the BCC IT Department.

Uchenna Youngblood shows a panel in a server room to Janisa Allen and Draelind Cannon.

County Plans and Policies Pave the Way for

Electric Vehicles

Free technical assistance from the Charging Smart program helps communities access the benefits of local electric vehicle adoption.

Electric vehicle (EV) adoption is growing fast in the United States, with more EVs on the roads every day. In fact, there could be as many as 42 million EVs by 2035.1 The trend is global, and accelerating. In 2023, EV sales grew by 35% compared to the previous year, and 600% compared to sales five years prior.2 That’s a lot of EVs.

BY ZACK LOEHLE

Four in ten Americans now say they are very or somewhat likely to seriously consider an EV, citing reasons including helping the environment and saving money on gas.3 Other benefits of EVs include the fact that they contribute to cleaner air and healthier communities,4 and offer opportunities for economic development in jurisdictions that embrace them.5 To date, companies have invested over $200 billion in manufacturing and deployment of EVs, an investment that has created over 240,000 jobs across the country.6 While federal EV funding has recently become uncertain, local governments have made considerable progress in accelerating the deployment of charging infrastructure.

Many local governments have partnered with the Interstate Renewable Energy Council (IREC) through an initiative called Charging Smart, through which they receive free technical assistance to improve local practices, including removing regulatory barriers around planning, zoning, and permitting, as well as procurement of vehicles, funding, and community engagement.

Local governments have an important role in supporting the build-out of both public and private charging infrastructure, ensuring that opportunities to utilize EVs are widely available to community residents and adopting EVs in their own fleets. For many counties across the United States, work to accelerate EV deployment has become a high priority. Below are three examples of counties receiving free technical assistance to implement measures that enhance EV preparedness.

Driving Rural Economic Development: Wise County, Virginia, USA

Located in southwestern Virginia, Wise County has a long history as an energy community. This rural county has been home to coal mines since at least the 1890s. Now, Wise County is shifting to EVs and other technologies, like solar, to diversify its economy and meet the needs of its residents, with particular

focus on the tourism and manufacturing sectors.

“We want to retain energy as one of our key target industries,” said Brian Falin, Wise County’s industrial development supervisor. “We want to keep EVs—whether it’s the vehicles themselves or the manufacturing of the components that go into those vehicles—as one of our focuses.”

Wise County is working with Virginia Clean Cities7 as part of the Charging Smart program8 to make it easier, cheaper, and more attractive to deploy EV charging infrastructure. Lack of adequate charging infrastructure is one of the main barriers to people adopting EVs.9 Furthermore, installing new EV chargers can be a complicated, expensive process, as developers work through municipal ordinances and requirements designed without EV chargers in mind. Through the Charging Smart program, Wise County aims to streamline the installation process and provide support for local governments seeking to boost tourism.

“We definitely want to install some more public charging stations out there, as well as to encourage our private folks to install them,” said Natalie Chapman, Wise County economic development supervisor. The county has streamlined its EV charger permitting process to facilitate more installations.

The EV chargers are also aiding downtown redevelopment efforts. Towns like St. Paul

and Big Stone Gap, Falin said, “are doing a lot of great things to make their downtown areas more walkable and more attractive with amenities.” As part of those efforts, the towns are working to add public charging stations, encouraging travelers to stop and shop while their car recharges. A 2024 study found that adding EV chargers to downtown business districts created a noticeable increase in visitor spending,10 making EV infrastructure a smart addition to economic development plans. By updating its practices through the Charging Smart program, Wise County aims to support these local efforts, both by enabling a wider network of EV charging—including at popular trailheads and hotels— and by providing templates and resources for other municipalities to use. County development officials are also interested

in the Charging Smart program for another reason: an “EV friendly” designation sends a message to manufacturers that the county is a good place to set up shop. Wise County’s approach is shaped by its previous experience with the SolSmart program, which provides similar assistance to remove unintended barriers to solar deployment.11

Wise County earned SolSmart’s prestigious gold designation in 2021. Since then, the county has increased the number of solar developments, including 10 utility-scale solar power installations expected to provide approximately $150,000 to the county in tax revenue. Another project, the Wild Cat Solar Project, will repurpose a former coal mine and is estimated to have an over $2 million economic impact over the project’s lifetime. By laying the administrative groundwork through the SolSmart program, Wise County prepared itself for these kinds of investments.

Now, Wise County aims to accomplish something similar with EVs. “From a public relations standpoint, it paints a good picture of the county, that we are looking to make new advances when it comes to energy,” Falin said. That message, he added, is “attractive to industries that are in the manufacturing sector for [EV] components.”

By expanding EV charging infrastructure across its jurisdiction, Wise County is

supporting its residents while also maintaining the area’s rural character.

Planning for Growth:

City and County of Denver, Colorado, USA Denver, Colorado, is growing fast, with the population of the metropolitan area projected to reach 3.6 million by 2030.12

Based on national EV adoption forecasts from the National Renewable Energy Laboratory, local officials expect Denver to have one of the largest and fastest-growing EV markets in the United States.13 Staff at Denver’s Office of Climate Action, Sustainability, and Resiliency, working in tandem with the transportation and other planning departments, are taking action to make sure the county is ready for that influx of people and electric cars.

“We see that transition [to EVs] happening faster and faster every year,” said Rebecca Coalson, energy project manager. “Really, as a city, we view our role as supporting not just that transition, but also supporting the infrastructure

changes that need to happen as well.”

One of the first ways to do this is to encourage private developers to add EV charging stations wherever it is commercially viable to do so, particularly in the dense city center. That includes converting street parking spaces to support EV charging; planned updates to permitting for chargers, in order to streamline the process and remove barriers; and working with the local utility to

resolve grid capacity issues.

“One of the things we’ve been focusing on is, ‘What are ways we can really incentivize the private sector to come in and install chargers at places where they’re needed?’” said Hayden Hogoboom, energy project coordinator. By clarifying and streamlining relevant inspection and other policies, Denver can make it easier and more profitable to install EV charging infrastructure.

Collaboration and outreach— with the local utility, the public, and other metropolitan municipalities—is essential to the success of these efforts. Like Wise County, Denver is receiving free technical assistance through Charging Smart. The city and county are working with experts at Drive Clean Colorado to enhance local processes; benefit from peer learning opportunities; and implement national best practices in EV zoning, inspection, and more.14 By leveraging this external support, Denver avoids having to reinvent the wheel, while simultaneously ensuring that the county is implementing policies that benefit its residents. That

Public EV charging stations under a solar carport in Denver, Colorado.

Photo: City and County of Denver, Office of Climate Action, Sustainability, and Resiliency

Kane County Board Member, Chris Kious, poses with a newly installed EV charger. Photo: Environmental and Water Resources Department of Kane County, IL

includes efforts to fill the gaps in private investment.

In 2020, Denver residents voted to create a climate protection fund, a sales tax that generates $40 million annually for projects including EV infrastructure. The Office of Climate Action, Sustainability, and Resiliency is using money from the fund to install public charging stations in areas that are lagging in private investment.

“We are trying to focus on filling the gap between where the private industry may not necessarily be going,” said Coalson, “in neighborhoods that don’t have the business case…but still need access to that charging, either because of a high renter population or because of just a very suburban population that doesn’t have access to single-family home charging.” By increasing the number of EV charging stations on public property, the city and county can address access in areas that the market has not yet served.

Denver’s work to expand EV chargers is part of a broader vision for cleaner, easier, and more environmentally friendly transportation. The city and county are working to expand the local network of bike and pedestrian trails, the number of transit routes, and generally give people more options to travel around the city. As Denver prepares for the future and the many residents expected to move to the area, EVs are a critical link in this diverse mix of transportation modes.

Achieving Sustainability Goals: Kane County, Illinois, USA

Kane County, Illinois, is getting hotter. Not just as a desirable place to live (this Chicago

suburb expects a 6.5% increase in population—over 30,000 people—in the next five years), but also in terms of climate. Temperatures over 95°F are growing more common, as are heavy precipitation events, and the allergy season is growing longer. These changes represent the immediate impacts of climate change.15 In 2024, Kane County adopted a Climate Action Implementation Plan to make the city more sustainable. Transportation is the single largest source of CO2 in Kane County, and EVs are a key part of addressing those transportation emissions.

Even before adopting the climate plan, Kane County was interested in EVs. The county installed its first public charger as far back as 2012, and in August 2024, earned a silver “EV ready community” designation from the Metropolitan Mayors Caucus as part of a Charging Smart-affiliated program to help Chicago-area local governments prepare for the growth of EVs.16

As a result of the EV Readiness program, Kane County staff implemented measures that govern the growth and placement of EV infrastructure, in keeping with the county’s plans for development. County staff can say, for instance, “that chargers are needed in more places, and that we have the background to support that through these ordinances,” said Sarra Hinshaw, Kane County’s sustainability manager.

As county staff enact the measures listed in its climate action implementation plan, this previous work to support EV charging is giving them a leg up. “Going through some of our climate action plan’s actions, I was like, ‘Oh, I already did that

with the Mayors’ Caucus; I did that with the Mayors’ Caucus; oh, that one’s check-marked, too.’ It extremely helped accelerate accomplishing the plan,” said Hinshaw.

As Kane County works to accomplish its sustainability goals and reduce emissions by 25% by 2030, staff are also making sure that people connect with the numerous other benefits of EVs. That includes educating students at a local community college about job opportunities in the EV sector, as well as making sure the county is able to meet the needs of incoming residents as it grows. By preparing for EVs, Kane County is preparing for the future.

ICMA is an outreach partner supporting the Charging Smart program. We encourage local governments to reach out and learn more at chargingsmart.org

ENDNOTES AND RESOURCES

1 https://www.nrel.gov/docs/ fy23osti/85654.pdf

2 https://www.iea.org/reports/global-evoutlook-2024/trends-in-electric-cars

3 https://www.pewresearch.org/shortreads/2023/07/13/how-americans-viewelectric-vehicles/

4 https://pmc.ncbi.nlm.nih.gov/articles/ PMC9934249/

5 https://www.nature.com/articles/ s41467-024-51554-9

6 https://evjobs.bgafoundation.org/

7 https://vacleancities.org/chargingsmart-project/

8 https://energy-ready.org/charging-smart

9 https://www.pewresearch.org/shortreads/2023/07/13/how-americans-viewelectric-vehicles/

10 https://www.nature.com/articles/ s41467-024-51554-9

11 https://solsmart.org/designee/ wise-county

12 https://www.metrodenver.org/regionaldata/demographics/population (see Figure 8, page 17)

13 https://www.nrel.gov/docs/ fy23osti/85654.pdf

14 https://drivecleancolorado.org/ resources/charging-smart/

15 https://www.kanecountyil.gov/ sustainability/Documents/ClimateAction/Kane%20County%20Climate%20 Action%20Implementation%20Plan%20 061024%20REDUCED.pdf

16 https://mayorscaucus.org/caucuscomed-announce-12-ev-readycommunities/

ZACK LOEHLE is communications manager at the Interstate Renewable Energy Council.

EV chargers in Kane County, Illinois. Photo: Environmental and Water Resources Department of Kane County, Illinois

Connecting Early Career Professionals with Opportunities in County Government

BY TRACY MILES

Building a talent pipeline for the future of local government in North Carolina and beyond

The strength of our communities depends on the people who serve them, and attracting and retaining the next generation of public servants is one of the most critical challenges facing local government. I have spent the better part of a decade supporting early career public servants and those navigating career transitions into local government, all while building my path in public service.

I’ve seen firsthand why local government careers matter and what it takes to prepare the next generation for the opportunities and challenges of public service. We must cultivate emerging leaders who bring fresh perspectives, technological fluency, and a passion for service to sustain good governance. So, how do we inspire emerging professionals to invest their time and talents into a career in public service?

The Need for Talent and Innovation

Local governments across the country are experiencing a growing talent gap. In North

Carolina, many of our local government leaders (city and county managers, assistant managers, and department directors) are eligible for or close to retirement. Increased employee turnover rates and a lack of succession plans within the public sector put our local governments at risk of losing institutional knowledge, and strain their ability to meet the evolving needs of their communities.

The solution? An approach to talent development that prioritizes mentorship, access, and opportunity. We must invest in intentional talent development—expanding career pathways, fostering mentorship, and creating programs that connect early career professionals with opportunities in public service.

Attracting young professionals also means adapting to changing workforce expectations. Digital adoption, remote work options, encouraging support networks, and professional development initiatives are essential for engaging Gen Z and millennials in public service careers.

Investing in Future Leaders

Exploration of career pathways, mentorship, and training programs help cultivate the next generation of government leaders. Yet, how do we reach individuals early enough in their academic and professional careers to spark interest?

In North Carolina, many organizations are asking this very question and seeking solutions, including:

Lead for North Carolina (lfnc.sog.unc.edu): A fellowship program connecting recent bachelor’s-level graduates with city and county governments across the state.

North Carolina City and County Management Association (NCCCMA) (ncmanagers.org): Offers coaching, professional development, and networking opportunities.

North Carolina Association of County Commissioners (NCACC) Strategic Project Coordinator Program (ncacc.org/spcprogram): Full-time position placement

that provides professional development and training to master’s-level graduates and connects them with counties to provide capacity and technical assistance.

At the national level, ICMA’s Local Government Management Fellowship (icma.org/lgmf) prepares early career professionals for leadership roles.

These programs provide valuable insights into government operations, build professional networks, and equip individuals with the skills needed for public service careers. They are instrumental in addressing workforce shortages and preparing the next generation of leaders.

Case Study: NCACC Strategic Project Coordinator Program

Recognizing the need to build a strong talent pipeline, the NCACC launched its Strategic Member Services department and the Strategic Project Coordinator (SPC) Program in 2022. This initiative connects recent master’s-level graduates

with early career opportunities in county government, ensuring local communities benefit from emerging talent and ideas. Participants gain hands-on experience, mentorship, and a pathway into long-term government careers.

The SPC Program is a mutually beneficial program designed to engage early career professionals—or those exploring a transition into local government—who hold a master’s degree and are interested in county government. These individuals manage and support specific projects that deliver capacity assistance and technical support to North Carolina counties. This cohort-based program provides meaningful experiences for emerging professionals to grow their peer learning and professional networks in local government, inspiring their continued commitment and investment in county government.

Unlike internships, SPCs receive professional development and training that enable them to engage in substantive work with counties. They benefit from strong peer and professional support networks within NCACC, and receive guidance from experienced public servants.

Key features of the SPC Program include:

• Hands-on experiences with strategic projects across North Carolina counties.

• Cohort-based learning that fosters peer mentorship and networking.

• Utilization of American Rescue Plan Act (ARPA) funds to support workforce development.

• Strong career outcomes: Through three years, 75% of alumni have secured roles in local government.

In its first three years, the SPC Program provided capacity and technical assistance to 30 North Carolina counties, helping to

toward discovering their next career move within county government. The program’s open-ended structure allows participants to build their county government networks while exploring various local government roles and finding the right career fit.

Curtis Potter, county manager and county attorney for Washington County, welcomed the assistance of an NCACC strategic project coordinator in late 2023. Two years later, the county hired the SPC into a full-time position as economic and strategic development director.

“It helps develop a natural springboard for talented and interested individuals who want to learn more about what it could be like to work in local government to get an opportunity to actually do so,” Potter said of the SPC Program. “Sometimes it can be hard to break into various sectors of local government and [the program] provides a great opportunity.”

“And from the counties themselves, it takes a lot of time to find and recruit qualified and competent individuals to perform some of the work that we’re ultimately accountable for. So having a pre-vetted source of individuals that we know and can rely on—and

internship or fellowship; it’s a structured career development experience. Participants receive professional coaching, exposure to high-impact projects, and engagement with county leadership, positioning them for long-term success in government. We are not just filling jobs through this initiative; we are building a movement of dedicated, innovative public servants.

The Call to Action

There was incredible thought and initiative behind leveraging ARPA funding to seed an innovative, creative, and forward-thinking way to support the future of public service in North Carolina through the SPC Program.

This focus is crucial because strong succession planning within local government directly impacts turnover rates and ensures future leaders are well-prepared for the challenges ahead. Succession planning can also create job satisfaction for seasoned professionals by creating a pathway for institutional knowledge to be passed from one workforce generation to another. It’s an investment of time, and one we can’t afford not to make.

To build a pipeline of capable leaders, we must create entry points into our organizations and provide mentorship, hands-

on experiences, and a deep understanding of the challenges they will face, equipping them to step confidently into leadership roles when the time comes. This is especially important given the turnover trends in North Carolina’s local governments. Institutional knowledge is vital, and adaptive leadership requires us to be intentional about preserving it for the future by building the next generation of capable, knowledgeable, and resilient leaders.

Early career professionals bring passion, innovation, and fresh perspectives to public service, and investing in their success strengthens our local governments. Building a talent pipeline isn’t just about bringing people into public service; it’s about creating space for them at the decision-making table, providing mentorship, and helping them see their strengths and potential as they take the next step in their careers as public servants.

REFERENCES

Avolio, B.J., & Gardner, W.L. (2005). Authentic leadership development: getting to the root of the positive forms of leadership. The Leadership Quarterly, 16 (2005), 315- 338.

Evan M. (n.d.). Human Resources Management in public service. Fredericksen, E. (2010). When the music

stops. State and Local Government Review, 42(1), 50–60.

Gardner, W.L., Cogliser, C.C., Davis, K.M., & Dickens, M.P. (2011). Authentic leadership: a review of the literature research and agenda. The Leadership Quarterly, 22(6), 1120-1145.

Getha-Taylor, H., Fowles, J., Silvia, C., & Merritt, C. C. (2015). Considering the Effects of Time on Leadership Development: A Local Government Training Evaluation. Public Personnel Management, 44(3), 295-316.

Hassan, S., DeHart‐Davis, L., & Jiang, Z. (2019). How empowering leadership reduces employee silence in public organizations. Public Administration, 97(1), 116–131.

Ibarra, P. (2005). Succession planning: an idea whose time has come. Public Management. (January-February 2005), 18-24.

Kaufmann, W., Borry, E. L., & DeHart‐Davis, L. (2018). More than pathological formalization: Understanding organizational structure and Red Tape. Public Administration Review, 79(2), 236–245.

Jarrell, K., & Pewitt, K. (2007). Succession planning in government: case study of a medium-sized city. Review of Public Personnel Administration, 27(3), 297-30

Ritchie, Christina E. (2007). Has Anyone Heard the Alarm?: Succession Planning. Popular Government 72(2), 26-33.

Succession planning in local government and the impact on Organizational Commitment. icma.org. (n.d.). icma.org/blog-posts/ succession-planning-local-governmentand-impact-organizational-commitment

TRACY MILES is the Strategic Member Services cohort manager at the North Carolina Association of County Commissioners, as well as an adjunct professor in the MPA program at University of North Carolina Chapel Hill.

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Reflections on County Innovations

Exploring emerging trends and solutions from the 2024 NACA Idea Exchange

BY JOHN KOVARI

The 2024 International City/County Management Association (ICMA) Annual Conference, held in Pittsburgh, Pennsylvania, brought together thousands of local government professionals from around the world to connect and learn from one another about emerging trends and challenges facing our local communities. While the vast majority of attendees come from a municipal background—simply because of the higher tally of municipal governments compared with other units of local government—many county officials aptly point out that the “C” in ICMA stands not only for “city” management but “county” management as well. After all, the United States has over 3,200 counties and county equivalents.

The ICMA Annual Conference is thus a perfect venue to host the annual board meeting of the National Association of County Administrators (NACA), as well as their Idea Exchange, which “provides an opportunity for county officials from across the country to discuss issues specifically relevant to counties in an informal setting.” County administrators from across the country were in attendance, with over half of the states represented, and participated in the two-day set of Idea Exchange meetings.

For an academic like me, who was generously granted a scholarship to attend the conference from the family of David J. Krings (who served in important roles in both ICMA and NACA), being able to attend the conference and talk directly with movers and shakers in the field is like being in a goldmine of information and expertise. It not only helps inform my own research agenda, but more importantly allows me to share with my students the vital importance counties play in the provision of public services, as well as the meaningful opportunities counties offer as they embark on their future careers.

The following is a summary of the Idea Exchange, along with some reflections of an academic who specializes in local government administration.

In terms of the format of the Idea Exchanges, which were facilitated by current NACA President Kenneth Wilson (county administrator, Franklin County, Ohio) and President-elect Betsy Keller (chief administrator, El Paso County, Texas), attendees were provided a breakdown of key topics the group would consider. The president and president-elect presented a brief opening statement about each topic and then opened the floor for attendees to share individual stories, anecdotes, ideas and innovations, and feedback. Overall, the contributions were especially robust and, while sometimes brief, incredibly detailed and direct, which offered the opportunity for nearly all members to add meaningfully to the conversation.

Key topics covered courts and jails, climate and

sustainability, the American Rescue Plan Act, innovation, workforce recruiting and retention, infrastructure development, county board orientation, and economic mobility and housing. I’ll cover each topic in more detail and offer some summary reflections.

Courts and Jails

In a time of increasingly tight fiscal conditions, especially post-pandemic, the conversation on this topic centered around ideas for cost reductions while maintaining service levels. Speakers highlighted the need to address recidivism and re-entry challenges to prevent long-term cost increases. This included but was not limited to providing enhanced mental health services not only to deputies but inmates as well. Interestingly, the conversation turned to jail medical costs, and a vigorous conversation about outsourcing emerged. While some counties recounted successes contracting out with private firms, others shared their outsourcing challenges, and some talked about how they created cost savings from providing services in-house. While no defining consensus or panacea emerged, what did stand out was that there is ample room for additional research and exploration of options in this area. The academic literature suggests that a combination of outsourcing and in-house service provision can often lead to service quality consistency, but there is still no one-size-fits-all solution identified in this situation and perhaps NACA can facilitate additional attention to this intriguing dilemma.

3,200 Number of county governments in the United States 58,000

Number of 58,000 elected county officials

3 to 47 Range of county governing board size

Climate and Sustainability

The effects of climate change are increasingly focusing the attention of local leaders to address this issue with novel ideas and solutions. Speakers provided an array of projects aimed at tackling the problem, from implementing programs to increase the urban tree canopy (to help cool paved areas) to providing high-tech options to reduce emissions from landfills. One particularly innovative program renovated landfill operations to convert trash into aviation fuel.

Given the heightened political nature of climate change policy, it was perhaps unsurprising to learn that while the majority of counties in attendance did not have a formal climate action plan, several counties did have individual rules and policies aimed at promoting environmental sustainability. The key takeaway from this topic is that many counties are utilizing creative solutions to address environmental challenges and developing opportunities for innovation are available for discovery.

American Rescue Plan Act

The American Rescue Plan Act (ARPA) provided billions of dollars of intergovernmental aid to county governments to help local communities recover from the recent pandemic. While the regulatory rules governing aid disbursement were a chief concern among the speakers, several highlighted key strategies for fostering successful projects (whether they are general infrastructure, public health, and/or economic recovery) in their jurisdictions. Two standouts are worth mentioning, including the helpfulness of partnering with grassroots organizations and focusing on outcome/ performance measurements. One standout project worth sharing is how one county utilized ARPA funding to promote DEI principles and help reduce the law enforcement employment disparity there by funding paid training for recruits and outreach efforts to highlight employment opportunities in diverse-rich communities.

General Innovations

In perhaps the most varied topic discussed, county administrators shared a smorgasbord of ideas about how their governments strategically invested in projects aimed at reducing long-term costs and improved resident involvement. Projects ranged from affordable housing solutions to creating entities for increased citizen engagement to converting fleets and solid waste machinery to electric (saving bundles in gasoline costs). One standout from this section highlighted how partnering with nonprofit organizations to increase the number of case managers led to a decrease in the length of homelessness by 32 days. Overall, the takeaway here is that while the conventional wisdom holds that government is a too-rigid, processdriven institution, county administrators are increasingly innovating in high numbers, across various policy areas, with increasing success. As Michael Lewis writes in The Fifth Risk, while there is no Oscars equivalent for governments, that doesn’t mean extraordinary things aren’t happening in the public sector—and highlighting these projects more could be a boost to the public dialogue.

Workforce Recruiting and Retention

In the wake of a new office culture following the pandemic, organizations and businesses are increasingly struggling to adapt to a more demanding workforce, and local governments are no stranger to this dilemma. One might think that compensation alone would be the inevitable central focus, but the Idea Exchange highlighted how nuanced

solutions about compensation and benefits packages have yielded results in recruiting and retaining talented staffers. Ideas included tuition reimbursement (albeit with maximum levels linked with in-state tuition levels), mental health insurance benefits, parental leave, salary/benefit statements and transparency, compensation benchmarking, succession planning, and early recruitment and school outreach. One novel idea from Illinois worth mentioning is how the job tier system was remodeled to allow for step increases for employees (e.g., from IT tech 1 to 2) without the need for a job vacancy. This allows for employee promotion based on years of service instead of simply waiting for a higher position to become available. Attendees voiced a recurring challenge of recruiting and retaining employees particularly in the areas of urban planning and finance, with some ideas explored about how internships and student involvement might increase the job base there.

Infrastructure (Broadband) Development

The availability of ARPA funds, particularly for broadband development in rural communities, continues to provide opportunities as well as challenges for county governments and administrators. Private property limitations, permitting requirements, and telecom rules and regulations can complicate build outs of fiber cabling and improving internet access for millions of residents. The highlight of this section can best be summarized by the need for partnerships, including not only public-private partnerships

(P3) with organizations like Comcast and Engie, but also city-county partnerships.

County Board Orientation

With more than 3,200 county governments in the United States, which are governed by boards ranging in size from three to 47 (there are over 58,000 elected county officials), one might conclude that educating newly elected members, who often have a steep learning curve, is a perhaps Herculean task. County administrators are required to walk a fine line with educating their “bosses” and highlighting the challenges and practices of the organizations they manage. In exploring this endeavor, some speakers highlighted a few best practices – including rebranding “orientations” as “trainings” which fosters less HR-related technospeak and more program and policy-based discussions, to inviting electeds to visit various departments in person (and in one inventive case inviting members to a meal in the jail).

Economic Mobility and Housing

According to the U.S. Department of Housing and Urban Development, more than 653,000 people experienced homelessness in 2023, up roughly 12% from the previous year. It goes without saying that this situation places increasing strain on county services. The Idea Exchange highlighted several initiatives some counties are pursuing to help curb this troubling trend. A few standouts include counties providing micro-conferences on financial literacy and workforce skill development, utilizing community development

block grant (CDBG) funding for micro-enterprises, and a specialized focus on combining jail re-entry services with food banks and job training programs. A common thread highlighted throughout was the need for counties to identify synergies across similarly focused agencies to create redundancies/meeting points for service provision.

Summary and Conclusions

During my time at the ICMA Annual Conference and NACA Idea Exchange, I was delighted and astounded at the level of communication and openness to collaborate and share experiences about county successes and challenges. NACA is an organization that has no lack of innovation, expertise, and networking opportunities for the country’s top county leaders.

When former Supreme Court Justice Louis Brandeis praised American federalism and the ability for states to be “laboratories of democracy,” he probably didn’t have this conference explicitly in mind, but the NACA Idea Exchange is a prime example for the ideal he espoused: governments can and do come together to share their best practices and problem solve in order to provide the best possible outcomes for their residents.

JOHN KOVARI is a professor of political science and public administration at the University of WisconsinLa Crosse and co-author of ICMA’s new publication, Tax Increment Financing: A Practical Guide for Analyzing TIF Risks, Benefits, and Outcomes.

Building Tomorrow Today with Strategic Foresight

How long-term planning and community collaboration are shaping Kent County’s path to 2050

BY JESSIE HARRIS AND AL VANDERBERG

Picture your community in 2050. What do you see? Thriving main streets, green spaces for families, or innovative technology keeping everyone connected and safe? Perhaps, as you look around, you sense something deeper—a quiet confidence that has taken root over the years; the sense of a community that was thoughtfully planned and grew stronger together.

I’m sure many of you have had moments at work where you thought, “Wow, it would be really nice to have a crystal ball right now.” But even if we had a glimpse of what’s coming, we would still face the question of what should happen, rather than just what could happen.

Long-range future planning isn’t about predicting exact outcomes or following a single path forward; it’s about the vision and courage to ask, “What becomes possible if we aim higher?” and “How can we best prepare for whatever might come?”

West Michigan and Kent County are known throughout the state and beyond as a special place where unique and impactful trisector collaboration occurs regularly. This unique culture has led to innovative programs and world-class public venues for arts, culture, sports, and entertainment. Most public, nonprofit, and private organizations use strategic planning to guide their goals, and collaborations often emerge organically when multiple groups realize they are working toward similar initiatives.

In an era of rapid change and emerging challenges, strategic foresight is both an opportunity and a necessity. For local governments balancing a plethora of community demands, this raises the question: Are we all pointed in the same direction?

Enter the Kent County 2050 “Headwater” Framework, a unifying vision guiding our region for the next 30 years. This framework acts as a “north star,” aligning efforts toward a brighter future. Developed by the Kent County 2050 collaborative—a diverse group of leaders and residents—Headwater is anchored by one question: What must we get right today to become good ancestors tomorrow?

What Is Foresight?

Kent County 2050 partners worked with futurists Rebecca Ryan and David Brown to utilize strategic foresight in developing the Headwater Plan. According to Ryan, “Strategic foresight is a proven process used by organizations like NATO, the World Bank, and Disney to identify risks, plan for uncertainty, and drive innovation. Yet less than 3% of senior leaders spend time thinking about the future.”

Strategic foresight happens in multiple phases:

1. Scanning: Identify emerging trends across society, technology, environment, economy, and politics. For example, Kent County’s population aged 65 and older is expected to grow from 14% in 2020 to 22% by 2050.

2. Sensing: Prioritize trends based on impact and certainty. In this phase, we gathered hundreds of community leaders for in-person work sessions to help gauge Kent County’s readiness to address trends, such as affordable housing, economic shifts, and workforce caregiving demands.

3. Imagining: Use trends to create and explore four future scenarios—an expectable future, a challenging one, and two

THE FUTURE REQUIRES THOUGHTFUL AND INTENTIONAL PARTNERSHIPS.

visionary ones. These scenarios helped us “rehearse” potential futures and better understand what was possible—the opportunities, the challenges, and the array of disruptions that could impact our community.

4. Defining: Focus on the elements that will be most impactful in shaping Kent County’s future. This phase identified our “crossover levers”—strategies to navigate challenges and optimize opportunities. Resident input from this phase also revealed the degree of importance that residents placed on these strategies and helped to highlight any overlooked strategies.

Headwater—A Framework for the Future of Kent County

The introduction of the plan reads:

In 2050, Kent County will be 214 years old. That’s 11 generations. And long before Kent County’s incorporation, the Grand River was shaping this region and its inhabitants. If you go to the headwaters of the Grand, all the way to the Fen Preserve, you see a narrow river of water flowing through rich wetland, a whisper of what the river becomes as it gains volume and strength and as it flows through our county. We see this plan as a “Headwater,” a starting point for what’s possible in 2050.

Developed with input from a 19-member steering committee, alongside contributions from thousands of residents, and hundreds of businesses, nonprofits, and community organizations, the Headwater Framework is organized around four focus areas:

1. Live Well. A vision for a place where all residents live healthy, safe, and fulfilling lives.

2. Thrive Together. Kent County is an ecosystem of economic prosperity and cultural richness accessible to all.

3. Cultivate Community. Kent County is a mosaic of inclusive communities where people experience the cultural, artistic, and natural landscape it has to offer.

4. Be Resilient. Kent County is prepared to adapt and thrive in the face of future opportunities and challenges.

What’s Next?

Now that the framework is complete, the focus shifts to building more community engagement and awareness. Throughout 2025, the Kent County 2050 collaborative will host small group discussions, work to set milestones, and develop an online platform to track progress and share resources. The next phase is the “doing” phase. While we’re still figuring out the specifics, the plan provides a shared language and roadmap. We can now identify necessary

work, find existing initiatives, and bring others on board. We hope organizations across the county will align with the Headwater Framework to achieve this vision while enhancing their own resilience.

The Future Is Built Together

More than 100 organizations came together for the futuring process, with 19 organizations serving on the steering committee. Coming together in this manner has helped us reinforce the value of being more proactive in our collaboration instead of reacting to change. Already, many organizations have integrated the Headwater Framework into their own strategic planning efforts, reinforcing a shared commitment to our long-term success.

Throughout the entire foresight process, many of

us walked away with a new way of thinking about the future, opening our minds to a philosophy of “anything is possible.” We may not have (or need) a crystal ball for the future, but this process has crystallized one truth—the future requires thoughtful and intentional partnerships. Today, we live in a world where decisions grow more complex and must often be made with greater urgency than ever before. Rarely does one person, organization, or sector have the entire 360-degree view of the community to make large-scale choice by going at it alone. There’s a pivotal choice we face in how we work together: will our partnerships be transactional or transformative? Will they reflect a short-sighted exchange or a long-term investment in achieving a shared vision?

As we look to the future, it’s increasingly clear that the answer lies in thoughtful, proactive, and intentional partnerships. Our journey to building thriving communities begins with a simple but powerful truth: we all have a part to play, and we all deserve a seat at the table. After all, isn’t the most promising future the one that we help create?

To see the full Kent County 2050 Headwater Framework, visit https://drive.g oogle.com/ file/d/1kYhLqKGOkpjse_ bbA9DSg22yzwNXcrXy/ view?pli=1.

JESSIE HARRIS is a management analyst of Kent County, Michigan, USA.

AL VANDERBERG, ICMA-CM is county administrator of Kent County, Michigan, USA.

2050 Steering Committee

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Using Data in Your Local Government: A Guide for Beginners

How to use what you’ve got to make better decisions

This article is for you if your organization hasn’t had the opportunity to assess your data and how it’s used. If you’ve had that discussion and have embarked on a data management process, feel free to move on to another article. But, if you haven’t or want a brush-up on what you could be doing, keep reading.

Like roads and utilities, the collection and analysis of data have become vital tools that enable municipalities to tailor services to their residents. But what does this mean for you and your community? This guide will help you understand how to use information to serve your community better.

MARC PFEIFFER, an ICMA Life Member, is a marginally retired New Jersey town administrator and state agency manager. He is currently a senior policy fellow and assistant director at Bloustein Local, a unit of the Center for Urban Policy Research at Rutgers University. (marc.pfeiffer@ rutgers.edu)

BY MARC PFEIFFER

show where congestion builds up during rush hour. Water meters can detect leaks before they become visible. Emergency response systems track where and when people need help most often.

Making This Information Work for Your Community

Data is the information you’re already collecting. Whenever someone applies for a building permit, calls about a pothole, or pays their water bill, your organization gathers valuable information.

The Information You Already Have

Your systems are already collecting valuable information. When someone applies for a construction permit, you learn about new economic activity. Service requests show which neighborhoods need more attention. Budget records reveal spending patterns that affect planning. Infrastructure reports tell you about road conditions and utility performance. Census data and local surveys depict who lives in your community and how demographics change.

Today’s Internet of Things (e.g., sensors that record and/or transmit data) technology also gives us new kinds of real-time information. (This is the real value of smart city tech.) Traffic sensors can

Using your community’s information wisely leads to better decisions and more efficient services. Knowing which streets have the most potholes, you can plan repairs more effectively. Understanding water usage patterns helps you spot leaks faster and save money. Vehicle maintenance records can lead to improved practices and capital equipment planning. The range of public safety calls for services can provide a rich profile of public needs. In winter, nothing says transparency like collecting real-time GPS data from snowplow trucks and putting it online so people can see where the plows are.

This approach to governing isn’t just about efficiency— it’s about being responsive to your community’s needs. When a resident asks why you chose to repair one street before another, you can point to actual traffic patterns and road conditions data. When planning next year’s budget, you can show exactly how many people use different services and where the greatest needs are.

Most AI chatbots can take an Excel workbook complete with data or a report with data charts and analyze it for you.

Starting Your Data Journey

The first step is understanding what information your town already has. Talk with your department heads about what records they keep and how they use them. Most communities already have essential tools, i.e., computer systems to store information, special software that tracks permits or water bills, mapping systems for planning, and tools to analyze and report on what’s happening.

You don’t need to start with expensive new systems. Begin by making better use of what you have. Look for opportunities to share information between departments. For example, your building department’s permit data might help your fire department plan inspections more effectively. Add data discussion to management team meetings.

Overcoming Common Challenges

Many communities face similar challenges with their data. Different departments might track the same information differently, making it hard to get a complete picture. Older computer systems often can’t share information easily. You must protect residents’ private information while being open about government work. Many towns also struggle with limited staff and resources for managing information effectively. These challenges are real, but they shouldn’t stop you from progressing. Start with small, manageable projects that solve specific problems. For example, you might begin tracking pothole repairs and resident complaints to spot patterns and improve road maintenance. Success with small projects builds support for tackling more significant challenges.

Whenever someone applies for a building permit, calls about a pothole, or pays their water bill, your organization gathers valuable information.

smaller towns have found creative ways to improve their data use without big budgets. Networking with your peers can amplify each other’s work.

Almost all cloud-based systems (more and more systems are moving to cloud delivery) are integrating AI tools into them to support data analysis.

Moving Forward

Remember, improving how your community uses data is a journey, not a destination. You don’t need to become a technology expert. Add developing data capacity to your team’s mission statement. Start with clear goals tied to specific community needs. Build council and public support by showing how to use data to provide better services and allocate taxpayer dollars more efficiently.

Look for champions who understand both technology and community needs. Support their efforts to improve how you collect and use information. Engage with staff and residents to understand what information would help them most. Share your successes to build support for continued improvements.

That said, new technologies and cloud-based platforms are designed to digitize activities; they let you capture and analyze data, tasks previously limited to paper and personnel. For example, most AI chatbots can take an Excel workbook complete with data or a report with data charts and analyze it for you. Treat it as your assistant and ask it to analyze the data as you would ask an assistant.

For those who have not yet experimented with a chatbot, see the January and February 2024 PM Tech Update column1,2 or ask Google (or any search engine), “How do I ask a chatbot to analyze a worksheet or report?” It will be the best 10 minutes you can spend today!

Building a Data-Smart Community

Creating a data-smart community takes time and leadership. As a CAO, you play a crucial role in this journey. Ask your staff for data when making important decisions. Make sure privacy protections are in place. Push for needed updates to outdated systems. Help staff get training to use new tools effectively.

Privacy and security deserve special attention. Your citizens trust you with sensitive information, from utility billing data to emergency response records. Clear policies about what information can be shared and how to protect sensitive details are essential. (See the December 2024 column on tech policy issues.)3

Consider partnering with nearby communities to share resources and learn from each other’s experiences. Many

There are also some tremendous outside resources available to you. At the sophisticated level are the Bloomberg What Works Cities (https://whatworkscities. bloomberg.org ) and Harvard Data-Smart City Solutions (https://datasmart.hks.harvard.edu ) programs. For smaller places with fewer resources, take advantage of the training and networking of Innovate-us.org and Apolitical (apolitico.co).

Your role is to lead this journey, asking the right questions and supporting the changes needed to serve your community better. Every step toward better use of information helps your community get more value from its resources and better service for its residents.

Author’s note: This article was initially drafted using Claude, an AI assistant, and edited by the author. I take responsibility for the final content. Being transparent about AI use in professional work reflects the data transparency we advocate for in government.

ENDNOTES AND RESOURCES

1 “TECH UPDATES: An AI Chatbot’s View of What Municipal Leaders Should Know About AI,” https://icma.org/articles/pm-magazine/tech-updates-aichatbots-view-what-municipal-leaders-should-know-about-ai

2 “TECH UPDATES: How Can AI Chatbots Help Local Government?” https://icma.org/articles/pm-magazine/tech-updates-how-can-ai-chatbotshelp-local-government

3 “TECH UPDATES: Local Government Technology Policy,” https://icma.org/ articles/pm-magazine/tech-updates-local-government-technology-policy

Human Services as a Strategic Priority

Recognizing the essential role of human services and the importance of integrating them into our core governance strategies

As a deputy city manager who transitioned from nonprofit leadership to local government, I’ve witnessed firsthand how human service departments fundamentally shape community prosperity. While infrastructure, economic development, and public safety often dominate discussions about local government success, it is human services—those departments dedicated to public health, housing, social services, and community support—that determine whether residents truly thrive or merely survive.

Meeting Immediate Needs, Building Long-Term Resilience

Communities—whether urban centers or rural counties—are more than roads, buildings, and businesses; they are people. The daily experiences of our residents directly impact the overall health of our jurisdictions.

ASHLEY REYNOLDS MARSHALL is deputy city manager of Charlottesville, Virginia, USA.

BY ASHLEY REYNOLDS MARSHALL

Human service departments serve as the front lines of local governance, ensuring basic needs are met while preventing crises before they escalate into costly emergencies.

Consider social services’ role in supporting families experiencing economic hardship. In April 2023, over 40 million Americans relied on the Supplemental Nutrition Assistance Program (SNAP), according to Pew Research1—and these are our residents if we serve communities in the United States. Through programs like SNAP, housing assistance, workforce development, and childcare subsidies, local governments help individuals regain stability. This improves individual quality of life while simultaneously strengthening the local economy by keeping residents employed and reducing dependency on emergency services.

Strengthening Social Infrastructure: Housing as Foundation

Stable housing is fundamental to an individual’s ability to contribute productively to society. Without it, employment, education, and health outcomes suffer

dramatically. Our housing and human services teams must work collaboratively to address homelessness, expand affordable housing options, and provide rental assistance. These efforts ensure that vulnerable populations—including low-income families, seniors, and those with disabilities—have access to safe, stable homes.

Initiatives can be scaled to fit your jurisdiction’s capacity—from emergency funds that help community members remain housed during crises to creating outreach programs for residents returning from incarceration who need secure shelter. Through these efforts, human service departments aren’t just addressing immediate problems; they’re actively shaping community futures by promoting equitable growth and preventing costlier interventions later.

Investing in the Next Generation: Education and Youth Services

Education and youth services represent critical components of effective human services programming.

When children have access to nutritious meals, stable housing, and supportive community programs, they perform better academically and have higher chances of breaking generational poverty cycles.

After-school programs provided by parks and recreation departments, mentorship initiatives sponsored by a human services department, and early childhood education investments that a government may financially support contribute to that community’s long-term success by ensuring young residents are prepared to thrive. When children have access to nutritious meals, stable housing, and supportive community programs, they perform better academically and have higher chances of breaking generational poverty cycles.

In Charlottesville, we’ve seen remarkable success with the Charlottesville-Albemarle Youth Internship Program, which provides teens with valuable work experience alongside education in resume building and financial literacy. These investments create generational change, fostering a workforce that will sustain and grow our communities for decades to come.

The Fiscal Case for Human Services

Beyond moral and social imperatives, investing in human services presents a compelling fiscal argument. Preventative care, housing stability, and early intervention programs ultimately save taxpayer dollars by reducing reliance on emergency rooms, shelters, and law enforcement. Research consistently demonstrates that proactive investment in human services correlates with lower crime rates, improved public health outcomes, and stronger local economies.

When local governments inadequately fund these departments, they face greater costs down

the line through higher incarceration rates, increased homelessness, and overburdened emergency systems. A well-funded human services infrastructure isn’t a financial drain—it’s a strategic investment that ensures community sustainability and resilience in our rapidly changing environment.

Strategic Leadership: Integration, Not Isolation

The most successful human services approaches don’t operate in isolation. They integrate with economic development, public safety, and infrastructure planning. When planning new transportation initiatives, consider how they connect vulnerable populations to employment opportunities. When pursuing economic development, evaluate how workforce development programs can prepare residents for emerging jobs.

This integration requires breaking down traditional departmental silos. City and county managers are uniquely positioned to foster this collaboration, ensuring human services considerations permeate all aspects of local governance rather than existing as separate, sometimes overlooked functions.

A Call to Action

For local government leaders, the message is clear: prioritizing human services isn’t optional—it’s fundamental to creating thriving, equitable, and resilient communities. As we navigate economic uncertainties, public health challenges, and housing crises, jurisdictions that invest strategically in their people emerge stronger.

Managers must advocate for adequate funding, build cross-sector partnerships, and ensure policies reflect a commitment to human dignity and economic stability. The success of our communities depends not just on infrastructure and businesses but on the strength of our human services framework.

By recognizing the essential role of human services and integrating them into our core governance strategies, local government leaders create environments where all residents—regardless of income, background, or circumstance—have genuine opportunities to succeed. That is the true hallmark of excellent local governance and community development.

ENDNOTE

1 DeSilver, D. (2023, July 19). What the data says about food stamps in the U.S. Pew Research Center. https://www.pewresearch.org/shortreads/2023/07/19/what-the-data-says-about-food-stamps-in-the-u-s/

Arizona Senior Advisors

Serving those who serve.

MIKE LETCHER, ICMA-CM, is senior vice president of the Mercer Group and is a senior advisor for ICMA and the Arizona City/County Management Association.

SUSAN THORPE, ICMA-CM, is a senior advisor for ICMA and the Arizona City/County Management Association.

BY MIKE LETCHER, ICMA-CM AND SUSAN THORPE, ICMA-CM

The ICMA Senior Advisor Program has long been a vital resource for local government professionals, offering expertise and support to navigate the complexities of public service. In Arizona, senior advisors play a crucial role in promoting effective governance, cultivating future leaders, and addressing the unique needs of communities across the state.

Arizona is the sixth largest and fourteenth most populous state in the United States. It is home to the iconic Saguaro cactus, found only in the Sonoran Desert. Local government in Arizona consists of 15 counties and 91 cities and towns. All 15 counties operate under the council-manager form of government, along with 87 of the 91 municipalities, including the largest cities—Phoenix, Tucson, and Mesa.

Currently, Arizona has two senior advisors, Mike Letcher and Susan Thorpe, through a partnership between the Arizona City/County Management Association (ACMA) and ICMA. They provide strategic and confidential advice to professionals at all career stages, from newcomers to seasoned managers. Their primary goal is to support their colleagues in any way possible—whether as a sounding board or a trusted confidant—understanding that city/county management can often be a lonely profession.

Support and Confidentiality: Rather than focusing on geographic boundaries, the support provided by senior advisors is tailored to the specific needs or resources sought by individuals. They serve as a confidential resource for all ACMA members. Moreover, senior advisors nationwide are available to ICMA members who may require support outside their state for unique reasons.

Connecting with

Students and Emerging Leaders:

One of the services provided by Arizona’s senior advisors is fostering connections between ACMA and students enrolled in MPA programs across the state. Arizona boasts strong MPA programs at its three state universities: the University of Arizona, Arizona State University, and Northern Arizona University. The senior advisors actively encourage students to pursue careers in local government.

Phoenix, Arizona, USA

Mike Letcher also collaborates with Arizona State University and Northern Arizona University’s MPA programs and serves as an associate professor of practice in the University of Arizona’s MPA program.

Partnerships with ACMA and Professional Development: ACMA is an affiliate of the League of Arizona Cities and Towns and the County Supervisors Association of Arizona. These organizations support key events such as the annual NextGen Conference, the Arizona Women Leading Government Conference, and ACMA’s Winter and Summer Conferences.

Senior advisors attend these conferences to engage with members, stay informed on emerging issues, and understand the challenges facing local governments and professionals.

In recent years, ACMA conferences have introduced Manager’s Corner sessions—private gatherings where city and county managers can share confidential concerns and support one another. Due to their popularity, similar confidential sessions have been added for deputies/ assistants and associates, all facilitated by senior advisors. These sessions have been highly attended and positively evaluated, ensuring their continuation.

Mentorship and Recruitment Assistance: Susan and Mike are deeply committed to developing emerging leaders through initiatives such as the Women in Local Government and NextGen conferences. They mentor aspiring professionals, sharing valuable insights and guidance. Mike was honored with a Next Generation Mentorship award at the 2024 NextGen Conference.

Recently, Susan assisted a small Arizona town that could not afford professional recruitment services for hiring a new city manager. Drawing inspiration from senior advisors in Florida and professional firms, she developed a recruitment process to help the mayor and council attract candidates, select finalists, conduct interviews, and negotiate an agreement with the chosen city manager.

The League of Arizona Cities and Towns keeps the senior advisors informed about changes in city positions and newly appointed managers. This enables them to welcome newcomers, invite them to join ACMA and ICMA, attend conferences, and offer their support.

Supporting Managers in Transition: Managers in Transition (MIT) are a priority for both ICMA and ACMA, as the city management profession is unique in its vulnerability—managers can be dismissed for any or no reason. Senior advisors provide practical advice and emotional support to help managers navigate transitions and move forward productively.

In Arizona, all 15 counties operate under the councilmanager form of government, along with 87 of the 91 municipalities, including the largest cities— Phoenix, Tucson, and Mesa.

Gathering Feedback and Enhancing Resources:

To ensure senior advisor services meet members’ needs, Mike Letcher recently developed a survey to gather input from ACMA members on desired resources and topics. With approval from the ACMA board, the survey will be distributed to all members and results used to refine the resources and support we offer.

Facilitating Leadership Transitions:

During leadership transitions, Senior advisors play a critical role by identifying and recommending interim managers. Their extensive knowledge of local government operations and professional networks helps ensure smooth transitions, minimizing disruptions and maintaining continuity in services.

Contributions to Policy and Governance: As ex officio members of the ACMA executive board, senior advisors attend meetings and offer recommendations on conference content and policy issues. For instance, Mike developed a model employment agreement tailored specifically to Arizona, complementing the ICMA model and providing a valuable resource for those without ICMA membership.

Commitment to Service: Arizona’s senior advisors are dedicated to connecting with professionals across all generations in the workforce—from city and county managers to aspiring new entrants into local government. Their mission is to ensure everyone feels welcome in the profession and remains committed to serving the public with professionalism, nonpartisanship, and ethics. We serve those who serve.

Valuable Network, New Ideas, and Continuous Learning

ICMA’s growing membership of local government professionals across the globe is truly what makes the association what it is today.

ICMA’s 14,000-plus members from around the world joined ICMA for various reasons, including networking opportunities, ethics advice, professional development, timely resources and content, stateof-the-art in-person events, and more. ICMA members gain unparalleled value from being a part of this community of local government professionals dedicated to good governance. Hear from two ICMA members about why they are ICMA.

Billy Peppers City Manager, Canton, Georgia, USA

I became a city manager at the age of 33. I knew many local government leaders from working in another city and for the state of Georgia, but I really didn’t know everything about city management. I have always enjoyed continuous learning, and when I went to my first ICMA conference a few months into my career, I immediately felt engaged in a network of like-minded individuals that simply want to make a positive impact on their communities with a heart for local service. Like any organization, you get out what you put in. I know that the annual conference, webinars, news, and materials are all vital to a fulfilling membership. I enjoy serving as a welcome ambassador, I’ve served as an elections canvasser, and I worked on training curriculum. A decade in, I am still learning from awesome peers across the world. My elected officials and team know my commitment to education through our credentialed manager program. My LinkedIn is filled with colleagues from so many places and while each day can bring challenges, I know that my network is there to support me. There are many professional development groups around, but only one ICMA—supporting our profession for 111 years.

Jennifer Lawson City Clerk/Assistant Director of Governance and Inclusion, Fredericton, New Brunswick, Canada I joined ICMA in 2018 after attending the Harvard Kennedy School Senior Executives in State and Local Government program. I wanted to maintain the valuable connections I had built through that experience and to develop new relationships with other professionals working in the local government field. I feel that it is extremely important that we build these personto-person relationships to keep democracy strong at the local level in times when the world can seem a bit chaotic. I continue to be a member for the same reason I joined. The annual conference has been an excellent opportunity to share ideas and learn from my peers. I always bring something back from a conference that I can practically apply to what is going on in my community. Additionally, my experience as a member has helped me to understand the issues that other communities are facing so that I can help my community be prepared when we experience something similar. I also feel that there are many resources and opportunities through ICMA that I have yet to explore. The experiences I have had as a member have helped me to perform better in my position and enabled me to advance in my organization and provide a better government for the residents I serve.

These ICMA members have found value in an array of different areas and enhanced their careers as a result. It’s members like you that strengthen the fabric of ICMA every day. So, why are you ICMA?

Budgeting is one of the most important responsibilities that local government managers undertake every year. The new book, A Budgeting Guide for Local Government, Fourth Edition, provides new tools and methodologies to produce effective budgets that yield the desired results.

Learn more at icma.org/budgetingguide.

ICMA’s Career Guides are local government professional toolkits to help you thrive, from finding a position to succeeding as a first-time manager, or how to break into the profession from another field, and preparing the next generation through internships and Fellowships. icma.org/careerguides

Helping Local Governments Navigate Large-Scale Solar Development

Explore the Solar@Scale Guidebook to learn strategies that improve large-scale solar projects.

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