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Attracting Millennials to Local GovernmentContains 2 Component(s), Includes Credits
What does the millennial want in a career and how can local governments be the employer of choice?
The retiring baby boom generation is creating a serious void of experienced professionals. Local governments and nonprofits – both trying to attract service-minded workers – are finding themselves in serious competition to recruit and retain workers from the millennial generation. To successfully capitalize on the ideas, knowledge and energy of this generation, the profession needs to be forward-thinking in its employment practices – including making career opportunities more appealing for millennial workers. Hint: These working arrangements look nothing like they did even a decade ago.
Explore the importance of the millennial generation to local government and discuss ideas for leveling out the recruitment playing field with ICMA President Pat Martel in a June 8 webinar with Mary Furtado, assistant county manager of Catawba County, NC, and Jim Lewis, city manager of Pismo Beach, CA.
In this webinar, you will learn how to:
- Streamline outdated recruitment and retention strategies to accommodate the workers of tomorrow
- Move away from rigid hiring practices and narrow job descriptions and towards more flexible approaches
- Tap into the mission of public service while highlighting opportunities for professional growth, mentorships, and development
- Focus on community quality of life and the organizational culture of local governments to appeal to the next generation
City Manager, Daly City, CA
Patricia E. Martel is currently president of the International City/County Management Association (ICMA) board of directors and the city manager of Daly City in San Mateo County. Ms. Martel was appointed city manager in May, 2005. During more than thirty years working in local government, Ms. Martel has held executive management positions with several California municipalities including the cities of Inglewood, South San Francisco and Daly City where she previously served as the Assistant City Manager from 1995-2001. In 2001, she was appointed to serve as the General Manager of the San Francisco Public Utilities Commission with responsibility for managing the Hetch Hetchy water delivery system which serves 2.4 million people in the Bay Area in addition to the sewer and power systems serving the City and County of San Francisco.
A graduate of the University of Southern California, Martel holds a B.S. degree in Public Affairs and a Master’s degree in Public Administration. Ms. Martel is also an ICMA Credential Manager.
City Manager, Pismo Beach, CA
Jim Lewis became city manager of Pismo Beach on March 1, 2013. Prior to serving as city manager of Pismo Beach, Jim served as the assistant city manager and president of the office of economic development for the City of Atascadero. Prior to this role, Jim served as the assistant to the city manager for the City of Claremont. In both positions, Jim was successful in transforming downtowns and building pride and positive relationships amongst business owners, community groups, neighborhoods and the city.
Jim served as president of the Municipal Management Association of Southern California (MMASC) in 2001 and currently serves as the First Vice President of the League of California Cities City Manager’s Department ad as a Trustee of the California City Management Foundation.
Assistant County Manager, Catawba County, NC
Mary Sassi Furtado joined Catawba County, NC in 2011 as assistant county manager. Prior to coming to Catawba County, she worked in Sarasota County, FL for eight years in a variety of roles, starting out as an ICMA Local Government Management Fellow and working her way up to executive director of strategic operations. Ms. Furtado, a native of Rhode Island, has a Masters of Public Administration from Arizona State University and a Bachelor’s degree with dual concentrations in philosophy and anthropology from Hamilton College.
Siemens: Accessing your Water Data to Reduce Non-Revenue WaterContains 2 Component(s), Includes Credits
The average municipality in the United States is not billing for 24% of the water it produces and pumps through its system on an annual basis.
The average municipality in the United States is not billing for 24% of the water it produces and pumps through its system on an annual basis. This is commonly referred to as “non-revenue water” by the American Water Works Association. This type of loss is indicative of utilities that are functioning without the timely data and information they need to operate and control their systems more efficiently. Municipal and county governments are often responsible for operating and maintaining water utilities and developing policies to promote conservation.
As part of our Smart Cities initiative, Siemens is using performance contracting as a business structure to partner with local governments. Through this common type of public-private partnership local governments can upgrade their water infrastructure in order to efficiently gather data, have access to the right analytical tools to reduce non-revenue water, and, if desired, promote conservation.
In this session, we will briefly look at two things:
- What is the definition of non-revenue water?
- How can performance contracting business structure improve infrastructure to help cities address the non-revenue water problem?
Team Head, Building Technologies Division of Siemens Industry, Inc
Clark Wiedetz has more than 18 years of experience in the Energy Services business working with industrial, commercial, government, city, and county organizations, helping them conserve and/or produce energy by using alternative fuels. He currently heads a nationally based team, focused on solutions for water, wastewater, and lighting at the Building Technologies Division of Siemens Industry, Inc. Prior to joining Siemens, Mr. Wiedetz served as business development manager for DukeSolutions, a wholly owned subsidiary of Duke Energy. Mr. Wiedetz is on the board of the Georgia Tech Energy and Environmental Management Committee and is a member of Association of Energy Engineers.
Animal Control: Successful No Kill PoliciesContains 2 Component(s), Includes Credits
This on-demand webinar will present a number of successful communities that have implemented or are in the process of implementing “no kill” practices.
A recent Governing article titled “Do Animal Shelters Serve People or Pups?” brought up the challenges that arise as animal shelters evolve towards a “no kill” policy. While a large amount of communities want their homeless pets saved, many government shelters lack the resources to make this a reality.
Resource scarcity is a concern that can be worked through without the result of substandard care. Successful “no kill” communities understand that serving both people and pets is not mutually exclusive; in fact, it’s critical for successfully creating a safe and humane community.
Join ICMA and Best Friends Animal Society, in a webinar that will present a number of successful communities that have implemented or are in the process of implementing “no kill” practices. You will learn what these communities have in common and discuss some of the principles behind their success.
You and your staff will look at:
- Various government structures and some of the resources/tactics they have employed to reach “no kill” status
- How to leverage partnerships and secure community engagement
- How to educate officials on policies and real costs
Executive Director, Best Friends Animal Society - Utah
Arlyn Bradshaw serves as the executive director of Best Friends Animal Society–Utah, overseeing the lifesaving programs that are turning Utah into a no-kill state. Together with the No-Kill Utah (NKUT) initiative and its coalition of more than 50 animal welfare organizations, Best Friends–Utah runs its own pet adoption center, kitten nursery, and two spay/neuter clinics. In addition to Arlyn’s work with Best Friends, he is also an elected member of the Salt Lake County Council. Among his top priorities as an elected official is ensuring that Salt Lake County Animal Services — the largest animal services agency in the state — maintains its status as a no-kill shelter. Prior to Best Friends, he worked at the University of Utah as the assistant dean of students. Originally from rural Idaho, Arlyn has been active in Utah politics and the University of Utah community for more than a decade.
Director of National Programs/Community Programs and Services Division, Best Friends Animal Society
Holly Sizemore is director of national programs in the Community Programs and Services Division of Best Friends Animal Society. She oversees the Pitbull, Cat, and Puppy Mill Initiatives as well as the No More Homeless Pets Network. Holly has volunteered and worked in many different animal welfare arenas, ranging from small grassroots groups to large-scale public/private partnership efforts. She holds a bachelor of fine arts degree from the University of Utah and a master of public administration degree from the University of Washington. Holly and her husband proudly share their home with a few former community cats and one adopted dog.
Conflict ManagementContains 2 Component(s), Includes Credits
Workplace conflict is normal, but it’s often hard to tell when discord has moved beyond the trivial office drama into more destructive territory.
Workplace conflict is normal, but it’s often hard to tell when discord has moved beyond the trivial office drama into more destructive territory. If not handled well, workplace conflict can trigger harsh feelings, create fear and resistance, and cause teams to break apart. Managed properly, conflict can actually be the catalyst for improving the work environment.
Join Dr. Ruth Walkup in a webinar that focuses on conflict management and how healthy, problem-focused conflicts should be welcomed when the outcome is better processes, activities, decisions, or relationships within the organization.
You and your staff will discuss:
- How to keep conflicts healthy and principled
- A theoretical model with which to view conflict
- An introduction to basic conflict management skills grounded in emotional intelligence and interest-based dialoging principles
Associate, Commonwealth Centers for High Performance Organizations
Dr. Ruth Walkup is an associate with the Commonwealth Centers for High Performance Organizations. She is a cultural anthropologist with more than 10 years in public service with the United States government and more than 25 years of experience in foreign assistance and development. Dr. Walkup served with the U.S. Agency for International Development in Washington, DC, in the U.S. Department of Health and Human Services (HHS) in the Office of Global Affairs of the Secretary of HHS (Washington, DC), and most recently in Zimbabwe as a U.S. diplomat directing activities of the U.S. Centers for Disease Control and Prevention (CDC).
The Evolution of Priority Based BudgetingContains 2 Component(s), Includes Credits
Many local governments are turning to Priority Based Budgeting to help them stay within their financial means by focusing resources on the results most relevant to their communities.
Many local governments are turning to Priority Based Budgeting to help them stay within their financial means by focusing resources on the results most relevant to their communities. Join us in a webinar to discuss the evolution of this system and how your organization can look through a “new lens” for evaluating resource allocation in a far different manner than traditional budgeting systems.
You and your staff will discuss:
- How to accurately align scarce resources with highest priorities
- How to rank services by residents’ willingness to pay for them
- The process of deciding which programs are better served through partnerships with other community service providers
- Evaluating which services should stop being provided
- Locating overlaps in services being provided by multiple entities in the same jurisdictions
- Pinpointing where local governments are competing against businesses in their own communities
Co-founder, Center for Priority Based Budgeting
Chris Fabian is co-founder of the Center for Priority Based Budgeting, an organization whose focus is to help local governments achieve Fiscal Health and Wellness during these challenging economic times. Chris has served as a local government practitioner as well as offered consulting and advisory services to numerous local governments across the country. Most significantly, his work has centered on the budget process as a lever to produce results, accountability and change; performance and outcome-based management; and rigorous financial analysis and strategy. Pursing the objectives of “Budgeting for Outcomes” (BFO), Chris helped lead the implementation of BFO in the city of Ft. Collins, Colorado, one of the leading organizations using this approach and is now assisting with their conversion to a Priority Based Budgeting model. Most recently Chris has served as a budget practitioner with Jefferson County, Colorado, where he incorporated the lessons learned from BFO into the development of the Priority Based Budgeting process. Chris has served as a senior management advisor for ICMA and a frequent regional trainer and workshop presenter for GFOA. With Jon, he has been a speaker and workshop facilitator at numerous national, regional and state conferences across the United States and Canada. He holds a B.S. in engineering from the Colorado School of Mines.
City Manager, Augusta, Maine
Bill Bridgeo began his career in municipal government in 1976 when he became the Assistant Town Manager of Killingly, Connecticut. Three years later he was sworn in and spent six years as City Manager of Calais, Maine. Thereafter, he served for eleven years as City Manager of Canandaigua, New York and for the past twenty-one years has been City Manager of Augusta, Maine. He holds a BA in Political Science from St. Michaels College in Vermont and an MPA from the University of Hartford. He has been active throughout his career in his state and national professional organizations including service as the President of the New York State Municipal Management Association. He was a founding member of the ICMA University’s Board of Regents. He was the 2007 recipient of the Maine Town and City/County Management Association’s Manager of the Year Award. He currently serves on the Executive Board of the Maine Municipal Association and the Ethics Committee of the Maine Town and City Managers Association. He also chairs the executive board of the Maine Service Center Coalition.
He is a member of the adjunct faculties of the University of Maine at Augusta (where he teaches courses in municipal administration) and Thomas College (where he has taught graduate courses in ethical leadership). He is married to Janice Church Bridgeo and they have two grown children.
Cybersecurity: A National Asset and Homeland Security PriorityContains 2 Component(s), Includes Credits
Learn about the cybersecurity threat environment and free/low-cost resources for local governments to manage these threats.
Nearly 1 million new malware threats are released every day. Learn about the cybersecurity threat environment and free/low-cost resources for local governments to manage these threats. Join the Center for Public Safety Management and the Department of Homeland Security in this event.
You and your staff will discuss:
- The current cybersecurity threat environment
- Cybersecurity and its impact on local government
- How local governments can manage cyber risk
- Resources and programs for local government
Program Lead, State, Local, Tribal, and Territorial Cybersecurity Engagement Program
Erin Meehan is the program lead of the State, Local, Tribal, and Territorial Cybersecurity Engagement Program within the Department of Homeland Security’s Office of Cybersecurity and Communications (CS&C). In her role, Erin has worked to build strong partnerships with associations such as the National Governors Association and National Association of Counties, as well as state chief information officers and chief information security officers, and governor’s homeland security advisors to help state and local governments strengthen their cybersecurity postures. To this end, Erin’s program brings to bear all of the programs and resources CS&C has to offer.
Stacey A. Wright
Security Operations Center manager, Intel Program at the Center for Internet Security (CIS)
Stacey A. Wright is the Security Operations Center (SOC) manager - Intel Program at the Center for Internet Security (CIS) where she runs the day-to-day operations of cyber intelligence analysis program within the Multi-State Information Sharing and Analysis Center (MS-ISAC). The intelligence program is specifically focused on state, local, tribal, and territorial government issues, and is dedicated to providing comprehensive, actionable intelligence analysis for state, local, tribal, and territorial governments. Prior to her employment at CIS, Stacey was the cyber intelligence analyst for the Federal Bureau of Investigation (FBI) Albany Division, where she was responsible for coordinating the local cyber intelligence program, and served as the FBI's liaison to MS-ISAC. Stacey began her career as an information systems specialist for a city's emergency communications and fire departments. She is a formally trained FBI intelligence analyst, a national speaker on cyber crime, and a former member of the U.S. Intelligence Community (IC) Advanced Analyst Program.
Supreme Court Rulings: What Local Government Managers Need to KnowContains 2 Component(s), Includes Credits
The Supreme Court issued a plethora of decisions big and small that require cities and counties to make lots of changes.
Did you know that virtually every local government will have to rewrite their sign ordinances to be in compliance with the law? The Supreme Court issued a plethora of decisions big and small that require cities and counties to make lots of changes. ICMA University welcomes Lisa Soronen, executive director of the State and Local Legal Center, to discuss what you need to know about the recent Supreme Court Rulings and what you need to do to comply with them.
You and your staff will discuss:
- The sweeping impact of the new sign code case
- The same-sex marriage case
- The hotel registry ordinance case
- A cell phone tower case
- A fair housing case
- A jail case
- And many others
Executive Director, State and Local Legal Center
Lisa Soronen is the executive director of the SLLC. Prior to joining the SLLC, Lisa worked for the National School Boards Association, the Wisconsin Association of School Boards, and clerked for the Wisconsin Court of Appeals. She earned her J.D. at the University of Wisconsin Law School and is a graduate of Central Michigan University.
Long-Term Disaster RecoveryContains 2 Component(s), Includes Credits
Obtaining the right mix and number of people to support disaster recovery operations is critical to disaster recovery success and efficient use of funding.
All disasters are local and so, too, are disaster recovery efforts. But many local governments find it difficult to manage the myriad recovery activities following a major catastrophe. Obtaining the right mix and number of people to support disaster recovery operations is critical to disaster recovery success and efficient use of funding. Join LMI, Upper Swatara Creek Watershed Recovery (Penn.), Schuylkill Conservation District (Penn.), and the Pennsylvania Department of Community and Economic Development in a webinar to explain the basics of disaster recovery staffing.
You and your staff will discuss:
- What recovery activities communities should plan for and staff
- How to design an organizational structure that supports long-term recovery decision making and execution
- What steps to use to identify disaster recovery staffing shortages and fill the gaps
- Where to go to identify human resources to fill the gaps and how to decide which is the best source for the disaster recovery activity
- A case study of a local community’s disaster recovery effort including coordination with the public and the private sector, local involvement, and project decision-making and staffing. (Upper Swatara Creek Watershed Recovery, Pennsylvania)
- An example and lessons learned for coordinated support of local recovery efforts at the state level (Pennsylvania Recovery Resources Team (RRT) program)
Commonwealth Disaster Recovery Coordinator
Jeffrey Allen is the first Commonwealth Disaster Recovery Coordinator, a position he has held since May, 2013. Jeff is a 1993 graduate of the Pennsylvania State University where he majored in international politics and minored in national security studies and military science. Upon graduation, he received a commission in the United States Army as an infantry officer. He served in a variety of leadership positions in the 2nd Infantry Division, 101st Airborne Division, 82nd Airborne Division, Training and Doctrine Command, and Forces Command, and NATO. He has had assignments in Korea, Turkey, and Germany as well as numerous stateside postings. He has had a number of combat deployments including Iraq in 2004 where he served as a combat advisor in the second Battle of Fallujah, Iraq in 2008 in Baghdad as part of the lead brigade in the “Surge”, and Iraq again in 2011 as part of the team to shut down operations as part of the last U.S. battalion out of Baghdad, as well as operational deployments in Haiti in 2000 and Afghanistan in 2010. He is a graduate of the U.S. Army Infantry Officer Basic and Advanced Courses, Combined Arms and Services Staff School, resident Command and General Staff College, Airborne School, Ranger School, Air Assault School, Jumpmaster School, and Bradley Leaders Course. He also holds master’s degrees from Central Michigan University and the Command and General Staff College. Jeff has been awarded three Bronze Star Medals, the Defense Meritorious Service Medal, seven Meritorious Service Medals, the Joint Service Commendation Medal, and others. Jeff has also earned the Ranger Tab, Senior Parachutist Wings, Air Assault Wings, Combat Infantryman’s Badge, Expert Infantryman’s Badge, and is a Jumpmaster.
county natural resource specialist, Schuylkill Conservation District
Wayne Lehman is the county natural resource specialist with the Schuylkill Conservation District. He received his B.S. degree in biology and a master’s of environmental pollution control from Penn State. With the Conservation District, he has managed watershed restoration projects totaling over $6.3 million related to abandoned mine drainage remediation, abandoned mine land reclamation, floodplain restoration and stream habitat improvement for the past seven years. He is the acting chairperson of the Swatara Watershed Committee; long-term community recovery group working to implement sustainable approaches to reduce future flooding’s impacts on homes and businesses in the Pine Grove and Tremont area.
Senior Consultant, LMI
Matt Peterson leverages more than 20 years of logistics and consulting experience to advise emergency management clients at the local, state, and federal levels. He led an effort in support of regional logistics planning for 16 counties, three states, and the city of Chicago. He conducted logistics planning and execution support to the Pennsylvania Department of Health’s Office of Public Health Preparedness as part of its response to the 2009 H1N1 pandemic flu. He has also advised the General Services Administration’s Office of Emergency Response and Recovery, the Centers for Disease Control’s Division of the Strategic National Stockpile, the Federal Emergency Management Agency’s Logistics Management Directorate. In 2014, he published an article on emergency supply chain management in the Journal of Emergency Management. He has both APICS and SCOR supply chain certifications.
Flood recovery manager, Upper Swatara Watershed
Bill Reichert is the long-term flood recovery manager for the Upper Swatara Watershed. He also serves as watershed maintenance technician for the Schuylkill Conservation District, working on all facets of water quality and quantity issues. Because of his lifetime interest in the environment especially related to water, he is serving a number of related positions including board member of the Schuylkill River Greenway Association, president of Schuylkill Headwaters Association, and member of Pheasants Forever. He has previously worked on the Governor’s 21st Century Biodiversity Partnership and as State Conservation Director for PA BASS Federation.
Jennifer Shafer advises public-sector clients on supply chain management for emergency operations, including developing plans, training, and exercising emergency response capabilities at all levels of government. In FY2014, she led an LMI Research Institute project to develop guidance on effectively staffing local community recovery activities. She is a certified project management professional with credentials in exercise planning, continuity planning, and supply chain management.
Local Government Strategies to Address Rising Healthcare CostsContains 2 Component(s), Includes Credits
Discuss findings from a nationwide survey revealed health care benefits trends and strategies employed by local governments to contain costs and improve workforce wellness.
Rising health care costs have caused many local governments to change the way they are offering benefits. A nationwide survey developed by the Center for State and Local Government Excellence (SLGE) with the International Public Management Association for Human Resources (IPMA-HR) revealed health care benefits trends and strategies employed by local governments to contain costs and improve workforce wellness.
Discuss the findings and hear case studies from the cities of Asheville, North Carolina and Montgomery, Ohio. You and your staff will discuss:
- Trends and examples of cost containment strategies, including high deductible plans paired with a health savings account
- How employee engagement can help employees take ownership of health benefit strategies
- Lessons learned from cities that have saved costs through chronic disease management, wellness programs, and employee clinics.
President and CEO, Center for State and Local Government Excellence
Elizabeth Kellar is president and CEO for the Center for State and Local Government Excellence. The center promotes excellence in public service so that local and state governments can attract and retain the talent they need. It identifies promising practices and publishes research on pension and retirement plans, health care, demographics, and workforce issues.
City manager, Asheville, NC
Gary Jackson is the city manager of Asheville, North Carolina. Prior to his time in Asheville, Gary served as city manager of Fort Worth, Texas; Carrollton, Texas; Liberty, Missouri; and Coon Rapids, Minnesota. Gary holds a master of public administration from the University of Kansas and a bachelor of science in business from Miami University of Ohio.
Human Resources manager, City of Montgomery, Ohio
Julia Prickett is the human resources manager for the city of Montgomery, Ohio. She holds a master of public administration from the University of Cincinnati and has over 25 years of experience in public sector human resources and local government administration. Julie attended the LEAD Program at the University of Virginia's Weldon Cooper Center for Public Service in 2009. She is also a member of the Society for Human Resource Management and the Ohio Public Employer Labor Relations Association.