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  • The Next Gen: How to hire and inspire them

    Contains 2 Component(s), Includes Credits

    Learn how to hire, inspire, and engage this dynamic generation in the local government work environment.

    Hungry to learn. Open to change. Motivated to help others. If you think this sounds like an ideal local government employee, you’re right. So why is it so hard to attract (and keep) millennials in local government?

    Learn how to hire, inspire, and engage this dynamic generation (and Generation Z which is soon to follow).

    You and your staff will discuss:

    • Understanding millennials (starting with why they don't like to be called that in the first place)
    • Market competition and how to be an employer of choice for incoming generations
    • Why you must reform recruiting, marketing and hiring processes to attract the next generation
    • Culture shifts that will support growth for the next generation (and help them to really deliver)
    • How to create an environment that successfully blends workers from different generations
    • Understanding what job satisfaction is for Generation Z
    • How does Generation Z see government?

    James Lewis

    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.

    Lee Feldman

    City Manager, City of Fort Lauderdale, FL

    Mr. Lee Feldman is currently the City Manager for the City of Fort Lauderdale, Florida; a position he has held since June 2011. He is the president of the International City and County Management Association and has served as the president of the Florida City and County Management Association and was named the Florida League of Cities’ “City Manager of the Year” in 2006.  Mr. Feldman is a member of the United States Federal Emergency Management Agency National Advisory Council; serves as Chair of the National League of Cities’ City Futures Panel on Public Finance; serves as a member of the National League of Cities Steering Committee on Public Safety and Crime Prevention and Advocacy; chaired the International City and County Management Association’s Governmental Affairs and Policy Committee and serves on the Association’s Sustainability Advisory Group and has served on the Association’s Task Force on Community Tools for Ending Racism. Additionally, he teaches newly elected municipal officials the principles of finance and taxation in Florida and is frequently called upon to speak to professional groups on a variety of municipal issues.

  • Building and Maintaining Your Best Board

    Contains 2 Component(s), Includes Credits

    This webinar discusses how to use the four-part board development cycle to create an effective, engaged board.

    When you can't control who gets appointed to a board, how can you ever create a sense of unity and engagement among its members? By adhering to a board development cycle, you can create an effective, well-functioning board.

    Getting the board development cycle right takes careful planning, consistent execution, and truthful evaluation. Join BoardDocs on a fast-paced trip through the four-part board development cycle.

    You and your staff will discuss:

    • Board development planning and board member recruitment (including strategies for appointments)
    • Sound strategies for orientation and on-boarding
    • Tactics to build board engagement
    • Handling board assessments, as well as retaining (or removing) members

    ​Dottie Schindlinger

    Vice President of Marketing and Governance Technology, Diligent Corporation

    Dottie Schindlinger is Vice President of Thought Leadership for Diligent Corporation, the leading provider of secure corporate board communication and collaboration software globally.  In her role, Dottie provides thought leadership on governance, cybersecurity, and technology topics through presentations to boards and executives dozens of times each year at events around the world.  Her work has been featured in Forbes, The Wall Street Journal, and in multiple governance and technology publications including Corporate Board Member, Trustee Magazine, Corporate Secretary Magazine, Execranks, CSO Online, and Dark Reading.  She is the co-author, along with Diligent CEO Brian Stafford, of Governance in the Digital Age: A Guide for the Modern Corporate Board Director, John Wiley & Sons Publishers, April 2019.

  • Free Webinar: Disaster Recovery in the Aftermath of Hurricanes Harvey and Irma

    Contains 2 Component(s), Includes Credits

    This on demand presentation will help you navigate recovery efforts to maximize the federal assistance available for local government.

    As communities are left with the devastating effects of Hurricanes Harvey and Irma, they will soon be faced with making decisions that will shape their path to recovery. The recovery process can be long and complex. However, recovery can also be an opportunity. If managed successfully, communities can recover from the disaster stronger, safer, and more resilient. Making strategic and timely decisions about the recovery approach is critical to any long-term recovery plan. 

    This webinar will provide a disaster recovery overview for local governments. You and your staff will discuss:

    • What you need to know about available disaster programs
    • FEMA Public Assistance
    • FEMA Mitigation
    • HUD funding provided through the Community Development Block Grant Disaster Recovery (CDBG-DR)

    Paul J. Shives

    Business Administrator

    Paul J. Shives has been the business administrator for the township of Toms River, New Jersey since 2009. He has 40 years of professional municipal management experience and has been a member of ICMA for 39 years. Additionally, Paul is an adjunct professor of political science.  

    Matthew Hochstein

    Director of Market Strategy and Implementation

    Matt Hochstein is a skilled leader with extensive experience managing and delivering complex projects. Widely regarded as an accomplished facilitator and skilled at guiding senior-level briefings, programmatic workshops, and policy implementation strategies, he has extensive experience staffing and managing teams of various sizes.

    Matt’s career is filled with notable achievements, but three in particular stand out: he designed a test strategy and served as test manager for the world’s first integrated testing effort between SAP and GIS leading a testing team of over 30 people; he led a 25-person team in the New Madrid Seismic Zone (NMSZ) Catastrophic Planning initiative, the first and largest multi-state/multi-region effort for the Federal Emergency Management Agency (FEMA), spanning four FEMA regions and eight states; he transformed FEMA’s post-disaster commodity distribution strategy by developing a data collection and analysis tool that modeled required commodity levels.

    Currently Matt is responsible for developing and implementing Hagerty’s 2016 Business Development and Executive Relationship Plan.  Matt also manages Hagerty’s Washington, D.C. office, where his responsibilities include coordinating all federal business activities and collaborating with Hagerty leaders across the firm on significant company-wide initiatives. Prior to Hagerty, Matt worked with Deloitte Consulting as a Manager in the Strategy and Operations practice area; there he was responsible for operational management of client engagements in addition to supporting business development and personnel management within the firm. At Credit Suisse Securities, Matt worked in the Strategic Change Management Group where he managed global resources by through implementation of operations-focused initiatives. Matt’s first consulting role was with Public Consulting Group, Inc. where he was elevated to the level of Senior Consultant while managing third party liability/recovery contracts for multiple State Medicaid Agencies. Matt is a certified Project Management Professional (PMP) and completed the Homeland Security Exercise and Education Program (HSEEP). He received a Master of Business Administration from the Kenan-Flagler Business School, University of North Carolina, and, a Bachelor of Arts, Government, from Wesleyan University (CT). He lives in Virginia with his wife and children.

    Mark Misczak

    Director of Recovery

    Mark Misczak has 24 years of leadership and experience in emergency management, policy and regulatory development, and delivery of federal disaster programs, most recently helping New York City recover from Hurricane Sandy. Mark is CEM credentialed and recognized as a national expert in complex disaster recovery efforts. Prior to joining Hagerty, Mark served as the Deputy Director of FEMA’s Individual Assistance (IA) division, where he oversaw the programs that delivered funding and direct assistance to our nation’s disaster survivors. Mark led many transformational events while at FEMA, including his service as the Director of the office of Cerro Grande Fire Claims and as Deputy of FEMA’s Integrated Services Team that responded to the Deepwater Horizon Oil Spill.

    While serving as a Deputy Director in FEMA’s Recovery Directorate, Mark spent the first three months in New York City advising Mayor Michael Bloomberg’s Housing Recovery Office and other local officials. He worked in partnership with other FEMA leaders, the Governor’s Office and the Mayor’s staff to provide assistance to survivors in ways never previously offered by FEMA. One of the key programs Mark helped institute was the NYC Rapid Repairs Program, a novel program praised for its innovations and efficiencies in serving the needs of disaster survivors. To develop Rapid Repairs, Mark recommended changes, provided commentary and advice, and suggested improvements based on his extensive knowledge of FEMA policies and regulations. The finished program is the one that will best get the work done, and clearly the one FEMA is eager to approve.

    Upon leaving FEMA, Mark joined Hagerty Consulting as the Director of Recovery. In this role, he is a key policy advisor to the New York City Office of Management and Budget. His signature accomplishments in this executive consulting role include:

    - Directing the development and submission of the City’s FEMA federal grant claims for over $9.5 billion in reimbursements for Sandy related damages across 54 City agencies;

    - Leading a team of six consultants in the delivery of $4 billion in HUD funded disaster recovery programs (housing recovery, business recovery, and City infrastructure recovery and resiliency investments);

    - Coordinating and providing strategic guidance to the City’s sub-applicants across multiple federal disaster recovery funding streams including, but not limited to, FEMA PA, HUD CDBG – DR, and FHWA and FTA ER, to ensure compliance and streamline program delivery;

    - Developing a historic agreement with FEMA on Direct Administrative Costs, which will result in reduced administrative burden for both FEMA and the City; and

    - Designing the operational components and agreements utilized in implementing the new Section 428 Public Assistance Alternative Procedures pilot program for permanent work. This new pilot program was created by the Sandy Recovery Improvement Act and is helping applicants to rebuild in more functional and resilient ways. 

    Mark is a graduate of the Senior Leadership Program from George Washington University and Harvard University’s National Preparedness Leadership Initiative. He travels widely on assignment, is in high demand as a speaker, and calls Virginia home.

  • Aspen Institute: Public Library Innovations

    Contains 2 Component(s), Includes Credits

    This on-demand webinar digs into how communities can modernize their public libraries.

    A recent ICMA survey in partnership with the Aspen Institute and the Public Library Association found that there are opportunities for library and local government leaders to collaborate more closely on community priorities and to engage in active information sharing and communication about community issues. For local government and library leaders interested in designing more effective strategies for aligning library services with community priorities, the Aspen Institute provides an Action Guide for Re-Envisioning Your Public Library. The Action Guide has been in the field for over a year and communities across the country have been using the tool for a range of activities, from strategic planning to developing capital campaigns for their libraries to community engagement activities. Through a case study approach focused on the use of the Action Guide in one North Carolina community, this webinar will present practical strategies for implementing the Action Guide as a tool for strategic planning to transform your public library and community.

      In many places, the public library is a stand-alone feature rather than a part of the community conversation around community service. Join the director of the Aspen Institute Dialogue on Public Libraries and a county manager-library director team from Brevard, North Carolina (Transylvania County) to learn practical strategies for implementing the Action Guide as part of a community-wide strategic planning process that raises the value of the library as a tool in the toolkit of local governments.

    By the end of the webinar, participants will:

    • Be familiar with the tools and processes of the Aspen Institute Action Guide, including the three pathways (Learning, Leading, Implementing) and activities focused on a strengths-based approach to community development.
    • Learn techniques and models for engaging a broad cross section of community stakeholders to help define a vision for the library that aligns with the vision for the community, and to shape the activities that will help you get there.
    • Understand how to synthesize information and data from many sources into a well-organized plan with clear, measurable goals for the library and community.
    • Be able to identify contacts and resources for further information.
  • Placemaking: Tips to Get a Developer's Attention

    Contains 2 Component(s), Includes Credits

    What is it that allows a community to turn a rundown Main Street into a thriving shopping and dining district?

    What is it that allows a community to turn a rundown Main Street into a thriving shopping and dining district? Or an old industrial complex into a thriving arts and entertainment center? It isn’t luck that drives these types of successes. It’s placemaking – a hot topic for many communities.

    Whether you are seeking new greenfield development, redevelopment, or urban renewal, it’s important to know what’s involved in the process and how can your jurisdiction can reach its goals.

    In this webinar with Buxton and EQA Landmark Communities, a Pittsburgh-based development team focused on creating environmentally conscious, high-quality, affordable mixed use developments, we will explore questions such as the following:

    • What is "place making" and how can cities foster inviting spaces? 
    • What are the latest trends in mixed use development? 
    • What are the challenges and benefits of redevelopment – including brownfield redevelopment?
    • How can local governments effectively partner with developers to achieve common goals? 

    Cody Howell

    Senior Vice President, Buxton

    In his role as senior vice president, Cody leads Buxton’s account management team for all industries as well as the city government consulting division. He helps to build and maintain the partnerships with retail, restaurant, healthcare and city government clients ensuring they receive the guidance necessary to get the most from their custom analytics solutions. Cody also advises municipalities on retail economic development and planning initiatives, helping to shape growth strategies for client municipalities nationwide. Cody joined Buxton in 2011 as an account executive, working with numerous retail and restaurant clients. After much success in that role, he was promoted to vice president of the CommunityID division at Buxton. Prior to joining Buxton, Cody held leadership positions with Home Depot.

    Brett A. Mallky

    President & Founder, EQA Landmark Communities

    Prior to founding EQA, Brett created his own consulting firm. Among his clients was IBACOS (Integrated Building & Construction Solutions), one of the world’s leading Research & Development firms in the homebuilding industry. IBACOS was founded by General Electric, Carrier, Kohler, USG, Molex and the U.S. Department of Energy to bring innovation to the building industry. Brett eventually joined IBACOS as a full-time employee, and they later became a founder and investor in EQA. While at IBACOS, he led their manufacturer and builder programs and development of a Pilot Community program to showcase the best new ideas in housing on a community scale. In 1998, Brett, along with several partners and investors, founded EQA Landmark Communities with a simple goal to help create the best new communities in the nation. EQA’s core beliefs are that community is mixed use, sustainable and that among the responsibilities of the developer is to reemerge the history and strengths of a place. Armed with passion and drive, EQA began consulting for large developers on some of the best new communities in the nation (Playa Vista in Los Angeles and Civano in Tuscon) followed by supporting and minority partnership roles in other great communities (Summerset at Frick Park in Pittsburgh, Noisette in South Carolina and Venango Trails in Pittsburgh).

  • Engaging Stakeholders: Board Management Solutions with the city of Worland, Wyoming

    Contains 2 Component(s), Includes Credits

    Thousands of public governing bodies like the city of Worland, Wyoming, have increased efficiency and transparency by gaining a handle on board management.

    By adopting board management solutions, your jurisdiction can increase transparency and provide a basis for more open communication with the public. These cloud-based services also allow boards to dramatically improve productivity and save thousands of dollars annually.

    Thousands of public governing bodies like the city of Worland, Wyoming, have increased efficiency and transparency by gaining a handle on board management. This presentation will demonstrate precisely how utilizing proven, low-cost technology can save cities, towns and counties tens-of-thousands of dollars annually, increase community access to board activities and significantly reduce staff time. The city of Worland representatives will discuss how your organization can maximize resources and become more effective from day one.

    You and your staff will be given a demonstration of the BoardDocs board management solution

    Tracy A. Glanz

    City Clerk/Treasurer, City of Worland, WY

    Tracy A Glanz earned the designation of Certified Municipal Clerk (CMC), which is awarded by the International Institute of Municipal Clerks (IIMC), Inc. in April 2009. The International Institute provides this important designation only to those municipal clerks who complete demanding education requirements and who have a record of significant contributions to their local government, their community and the state. Ms. Tracy Glanz has served as the City Clerk/Treasurer for the City of Worland since January 2004. Prior to holding this position she was the Payroll/Deputy Clerk.

  • Six Ways to Engineer Employee Engagement

    Contains 2 Component(s), Includes Credits

    While high employee engagement doesn’t guarantee high organizational performance, there is a strong linkage between the two.

    Are your employees truly giving their all?

    Survey results say not by a long shot. According to the latest Gallup report on government workers' engagement, a median of only 29 percent of them are engaged at work.

    Disengaged employees stay for what they get from the organization. Engaged workers stay for what they can give. While high employee engagement doesn’t guarantee high organizational performance, there is a strong linkage between the two.

    Join Patrick Ibarra, management consultant and former local government manager, in a webinar to help you improve employee engagement in your organization.

    You and your staff will discuss:

    • How to recognize when your staff is not engaged
    • The correlation between an engaged workforce and increases in innovation, productivity and overall effectiveness
    • 6 actions that you can implement immediately to improve employee engagement

    Patrick Ibarra

    Co-founder; Mejorando Group

    Patrick Ibarra is an architect of innovation and entrepreneur of ideas, who seeks to challenge the status quo thinking of the “we’ve always done it that way” approach. With experience as a city manager and human resource director, Patrick is co-founder and partner of the Mejorando Group, an organizational effectiveness consulting firm that brings fresh thinking, innovation, and new ideas to help governments succeed in the 21st century.  Mejorando is a Spanish word meaning “getting better all the time” and it reflects Patrick and his firm’s approach as they advise top organizations and high achievers, helping them clarify their direction, focus their efforts and execute to reach the right results faster. The Mejorando Group’s clients include a variety of public sector organizations throughout the nation.

  • Competitive Pay: The Total Rewards Package

    Contains 2 Component(s), Includes Credits

    Local governments are in fierce competition with each other and the private sector to hire the best and the brightest.

    Local governments are in fierce competition with each other and the private sector to hire the best and the brightest. Without a competitive compensation package, your jurisdiction might be missing out on hiring top-tier employees and put yourself at risk for losing the ones you already have.  

    Join compensation experts Sandy Stapczynski and Carol Granfield, ICMA-CM in a webinar that will show you various methods for municipal compensation and planning. They will discuss their experiences and best practices for local government when conducting compensation planning and determining pay rates for individual positions.  

    Audience: Local government managers, assistant managers and HR directors 

    You and your staff will discuss:

    • traditional custom salary surveys for targeted organizations
    • salary data analytics utilizing public and private sector databases
    • professional national industry surveys for targeted occupational families
    • other types of compensation beyond base pay
    • how to weigh and compare the total compensation package
    • the advantages of also using an internal equity tool (for pay equity purposes such as ranking and classification and grouping similar like positions on a pay and classification plan)

    Carol M. Granfield, ICMA-CM

    Principal Consultant, Municipal Resources, Inc.

    Carol M. Granfield, ICMA-CM , is principal consultant for Municipal Resources, Inc. She has 38 years of public sector management experience and seven years private sector experience. Carol has served in town administrator/manager positions in New England and also as director of administration in Herndon, Virginia, and personnel director in Fairfax, Virginia.

    Carol’s expertise in human resources and labor relations includes the establishment of personnel policies, organizational studies, wage, classification and benefit studies and union negotiations.

    Carol is co-author of the newly released ICMA e-book, "Performance Appraisal Fundamentals: A Quick Guide to Fair, Consistent, and Useful Performance Appraisals."

    Aleksandra (Sandy) Stapczynski

    Founder and President, Human Resources Services, Inc.

    Aleksandra (Sandy) Stapczynski, is founder and president of Human Resources Services, Inc. (HRS), a small woman-owned business located in the greater Boston area. HRS is a major provider of HR Consulting Services, particularly pay/classification/performance, to local governments in Massachusetts.

    With nearly 30 years of experience providing technical assistance to local governments in key areas of human resource management, she and her associates provide consultancy services to hundreds of New England cities, towns, school districts, counties, regional agencies, and state agencies. Sandy is co-author of the newly released ICMA e-book, Performance Appraisal Fundamentals: A Quick Guide to Fair, Consistent, and Useful Performance Appraisals. She is a contributor to ICMA’s Human Resource Management in Local Government: An Essential Guide (1st, 2nd, 3rdEditions) and has also authored an ICMA IQ Management Report on Staffing and Utilization Studies.

    She has served as adjunct professor and guest speaker at colleges/universities in the Boston area. She holds a master’s degree in public administration from the Sawyer Business School, Suffolk University, Boston, and a bachelor’s degree in government from Suffolk University.

  • Planning and Zoning 101: City Managers - Establish the Municipal Planning Function

    Contains 2 Component(s), Includes Credits

    Every manager should have a basic knowledge of the fundamentals of city and county planning.

    Every manager should have a basic knowledge of the fundamentals of city and county planning – whether your jurisdiction is planning to establish its first planning department or is currently spreading the planning function across departments.

    Join Dana Hazen, AICP, an educator, public speaker, and practicing city/county planner for 31 years in a webinar to help local government managers and assistant managers gain a working knowledge of the field.

    You and your staff will discuss:

    • Enabling Legislation
    • Boards and Committees
    • Antiquated Zoning Practices
    • Contemporary Zoning Issues
    • Form-Based Zoning
    • Redevelopment/Infill
    • Subdivision Regulations
    • Home Occupations
    • Small Cell Facilities
    • Design Review
    • GIS: A Tool for Research, Analysis, and Decision-Making
    • Signs

    Dana Hazen

    Director of the Department of Planning, Building & Sustainability, City of Mountain Brook, AL

    Dana Hazen is the Director of the Department of Planning, Building & Sustainability for the City of Mountain Brook, Alabama.  She was the first City Planner for Mountain Brook and has managed the city’s planning function for 10 years.  Her prior planning experience included working as a planner for Jefferson County, Alabama and also for the City of Newport Beach, California.  She completed her master’s degree in public administration in 2007 and has been a member of the American Planning Association’s Institute of Certified Planners since 2000.  Over the past several years Dana has served as an adjunct professor in the MPA program at the University of Alabama, Birmingham teaching a course in Local Government Planning, and brings 31 years of planning experience to us today.

  • U.S. Smart Cities: Trends and Opportunities

    Contains 2 Component(s), Includes Credits

    Hear the experts review barriers, key sectors, and innovations in smart city trends based on a 2016 survey.

    Montgomery County, Maryland and the city of Southlake, Texas may be miles apart, but they have a lot in common. Both are early adopters of smart technology for their jurisdictions. Join ICMA and the Smart Cities Council as we welcome them for a webinar that will address emerging trends and opportunities in smart cities practices, policies, and procurement. 

     Register for this webinar to hear the experts as they review barriers, key sectors, and innovations in smart city trends based on a 2016 survey of U.S. cities and counties.

    Audience: Local government managers, assistant managers, and economic development directors

    You and your staff will learn about:

    • Trends in the field as revealed by the 2016 smart cities survey
    • Sector priorities – from public safety to energy to transportation
    • Perceived benefits – from economic development to enhanced services for residents
    • Case studies from Montgomery County and the city of Southlake

    Stuart Cowan

    Chief Scientist, Smart Cities Council

    Dr. Stuart Cowan has 20 years of experience with the use of systems of systems sustainability models at scales ranging from buildings to cities to regions. As chief scientist for the Smart Cities Council, he works with cities and leading smart cities solutions providers around the world to further strategic frameworks, tools, and knowledge models for smart cities. As Co-Founder of Autopoiesis LLC, he has used systems approaches to advance resilient and regenerative buildings and regions for companies including GE and Skanska along with government and non-profit clients. He is the co-author of Ecological Design, a standard reference on whole systems approaches to architecture, planning, and product design. He has taught at U.C. Berkeley, Portland State University, and the Bainbridge Graduate Institute. He holds a doctorate in Applied Mathematics from U.C. Berkeley, where he focused on nonlinear dynamics and complex adaptive systems.

    ​Dan Hoffman

    Chief Innovation Officer, Montgomery County, Maryland

    Dan Hoffman is the first Chief Innovation Officer for Montgomery County, Maryland, a position he has held since October 2012. He is responsible for creating and maintaining strategies and programs that generate innovative ideas in Montgomery County. The program he oversees serves as a laboratory for civic improvement and a safe place to test out new processes, technologies and ideas. He manages projects on a broad range of topics, from the Internet of Things (IoT) to autism technology to food security and more. Prior to his time at Montgomery County he was an appointee at the Nuclear Regulatory Commission and a consultant with PricewaterhouseCoopers. He is a recognized expert on open data, civic engagement and IoT policy. He holds degrees from The George Washington University and Johns Hopkins University.

    Jelani Newton

    Director of survey Research, ICMA

    Jelani Newton is director of survey Research at the International City/County Management Association (ICMA). His team collects information on the priorities and activities of local governments in the U.S. and around the world, in order to develop and disseminate information and resources that support improved local government management. Jelani’s professional experience includes serving as strategic planning and performance manager for the city of Miami, FL. He has also supported local government management and budget strategy as a private consultant.

    ​Alison Ortowski

    Assistant city manager, City of Southlake, Texas

    Alison Ortowski is the assistant city manager and director of economic development and tourism for the city of Southlake, Texas. She has an MPA from the University of North Texas and is a 2012 Leadership ICMA graduate. Alison is also a Senior Executive Institute Graduate of the Weldon Cooper Center for Public Service, University of Virginia.