We take a flexible approach in supporting government organizations and delivering single, seamless solutions. Courses that run through June 2021 will be eligible for the discount if registration for the course is completed by the end of 2020. T: 919 966 5381 | F: 919 962 065, © 2020 Center for Public Leadership and Governance, Collaborative Leadership Development for Local Government Officials, Center for Public Leadership and Governance, Accessibility: Report a Digital Access Issue. The Public Executive Leadership Academy (PELA) is two-week, residential leadership program run by the UNC School of Government for local government managers, assistant managers, and department heads. The Women’s Municipal Leadership Program is an opportunity for aspiring women to advance their skills and leadership abilities on the path to becoming strong local government managers. Leadership development and talent management in local authorities in Wales. Its development was a direct response to demand from local government managers in North Carolina for their own senior-level leadership program. LGHN is excited to offer seasoned leaders in local government who are committed to assisting emerging leaders who serve diverse populations and supporting the next generation of government innovators. Encouraging each employee to be focused on personal growth; proactively providing professional and leadership development opportunities for staff, Building a culture of trust and inclusiveness in which employees understand the big picture and how their positions fit within it, Ensuring that hiring practices are open and transparent and that diversity goals are acted upon, Actively engaging employees in the development of a high-performance organization. Explore and find solutions to generate results. Ensuring that organizational values are incorporated into strategy and plans at all levels. The Local Government Leadership Academy began as a collaborative effort between the Wisconsin Counties Association, Leadership Wisconsin, … This article reviews relevant literature along with the experience of two local government leadership programs to explore content and training approaches needed to prepare local government leaders for collaborative governance. Identifying, gathering, and reporting performance measures in a manner that is meaningful, understandable, and efficient; using data to lead and manage the organization and deliver results. ICMA University is the premier resource for local government leadership and management training. Building an integrated planning system that begins with the community and flows to corporate, operational, and individual plans. Creating an empowering work environment that encourages responsibility and decision making at all organizational levels. Delegating: assigning responsibility to others and relying on staff. Identifying the organization's technology needs and devising strategic plans to meet those needs, Managing technology resources to maintain up-to-date systems, software, and infrastructure; establishing a business continuity plan, Ensuring security of information technology systems. COLLABORATIVE LEADERSHIP DEVELOPMENT FOR LOCAL GOVERNMENT OFFICIALS: EXPLORING COMPETENCIES AND PROGRAM IMPACT. All programs are drawn from the 14 core competencies that members have determined are essential to local government leadership and management. Plan examples include short- and long-term financial, human resource and workforce, enterprise-wide technology, capital improvement and asset management, and community. Continually exploring work process and process improvements; automating only effective processes. The International City/County Management association (ICMA) has identified leadership development as one of the most important issues that local governments will face in the coming decade. Engage with other local government leaders to shape the future of your community. Local Government Leadership Academy. Working to promote civility in public discourse. Our conferences and in-person workshops allow you to network with colleagues and exchange ideas. Public Administration Quarterly,37(1), 71-102. State/Local Government Leadership Development Programs. Helping elected officials develop a policy agenda that can be implemented effectively and that serves the best interests of the community, Understanding the policy cycle, including problem definition, data gathering, development and analysis of alternatives, and ranking and recommendations, Communicating sound information and recommendations Developing fact sheets, issue briefs, and other materials to provide information to decision makers and other stakeholders, Respecting the role and authority relationships between elected and appointed officials, Recognizing interdependent relationships and multiple causes of community issues, Anticipating the consequences of policy decisions and their link to strategy, Acting as a neutral party in the resolution of policy disputes; using mediation and negotiation techniques Identifying core initiatives, long-term trends, and policy issues to support and enhance the success of local government. All ICMA University programs are drawn from the 14 core competencies that members have determined are essential to local government leadership and management. Supporting transparency in financial planning and budget development by involving the community to identify goals and prioritize spending, Building financial resiliency by analyzing risk, anticipating future trends and challenges, and planning for the unexpected, Using the budget to tell a story and as a vehicle to connect with and inform the community, Understanding the community and governing body’s priorities and advancing them through the budget and short- and long-term financial planning and management, Communicating and working collaboratively with departments and stakeholders throughout the budget process and through ongoing financial management. Completing an environmental scan and assessment of organizational strengths, weaknesses, opportunities, and threats including major economic, social, and competitive factors. Understanding emerging technologies that are designed to promote open dialogue between local government and constituents. Understanding that different approaches are needed to account for different needs. Understanding the basic principles of service delivery in functional areas, Systems planning: Understanding the processes by which functional and operational systems can impact the ability to grow jobs and improve the economy, to control cost of government, and to improve quality of life; recognizing that systems are interrelated and interdependent and must work in a coordinated fashion in order to maintain long-term community vitality, Asking the right questions of functional experts to ascertain service delivery needs and corresponding solutions Understanding the roles and responsibilities of all levels of management and aligning those with the broader mission and vision of the organization, Identifying the interconnectivity within the organization and with other levels of government—horizontal integration and collaboration—to create opportunities to improve service or efficiency. Participating in national, state, provincial, regional, and local policy discussions. The leadership role of local government managers is to create and maintain resilient and livable communities through the power of engaging with and inspiring others to participate in developing, achieving, articulating, and embodying a shared set of values, shared sense of purpose, and shared vision of the desired community outcome. Developing an environment where staff are encouraged to learn new skills and try new ideas. Improving the Workplace for Local Government Employees Convening, encouraging, and ensuring that all facets of the community are represented and have physical or technological access to engage in and be informed about community discussions and issues, Celebrating participation and engagement of the community, Building a culture of transparency throughout the organization, Making difficult funding recommendations and building consensus when needed, taking service equity into consideration. 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