9.1. SR 01-21-2014 - Laserfiche WebLink

Home Browse Search

EXECUTIVE VIEW Building and Giving Back to Communities Springsted's Mission Statement officials find themselves in. Having The purposeful structure of the concludes with the words: "building met the challenges of the last few years, Symposium reflects the reality that to communities on a fiscally-sound and to what point should we now steer our build communities,the talents well-managed basis." Over the last communities in the years ahead? Most and expertise of all local government few years,most communities have doubt the next few years will return to resources must be brought together dealt with historic fiscal challenges the pre-Great Recession financial and and focused on solutions. We which have tested their management development times. What will be the are entering a new chapter in our and governance. Now,in many new equilibrium point? What decisions communities'lives. Bring your communities, signs are improving; should we be making now to effectively ideas and participate in this year's pressures are easing and local shape our communities? Symposium,Thursday,November officials are discussing their future The Symposium is unique in that 21st in Saint Paul,Minnesota. More position. it brings together a multitude of information is on the back page of On its 17th anniversary,the perspectives from across jurisdictional this newsletter. Springsted Symposium strives to lines. The agenda's scope draws give back to our client communities interest from elected officials, by providing practical and valuable managers,and finance and development By David N.MacGillivray information that is useful for both professionals. The officials come from the immediate and long terms. The all types of governments. The agenda theme for 2013 is `Rebalancing Local blends insights and perspectives from Chairman Governments.' This goes to the the far horizon to those immediately dmacgillivray @springsted.com core of the framework many local before us. MID-ATLANTIC AND ORGANIZATIONAL MANAGEMENT/HUMAN RESOURCES GROUPS 17 out of 18. 28 out of 43. Who's future. However,the problem still needs are in the organization, going to step up to fill Larry's position? exists and may be greater than providing the necessary time to What does all this mean? originally thought,as indicated in the adjust programs,create training 17 out of 18 represents the number numbers presented above from the two opportunities and to strategically of department heads eligible for communities noted. Complicating the recruit candidates in a planned immediate retirement in a Virginia city. situation is the recent change in belief fashion to meet these needs. Such 28 out of 43 represents the number of among many mid-level managers that an effort indicates the community management team members eligible a career in local government was a is serious about an efficient use of for retirement within three years in a lifetime of employment. While no resources in an era of slow growth prime Philadelphia suburb. And the definitive data supports this thought, in revenues and demonstrates to question,"Who's going to step up to anecdotal evidence indicates recent citizens the community is planning for fill Larry's position?"is one asked by reductions eats schn force, la reforms continuation of efficient and effective many localities when the community's and reduced benefits have created a City Manager(or substitute the title desire among some younger talent to Finally,research indicates for any department head position) seek employment e higher rates t communities with a dedicated announces retirement. At a growing a in the private sector,higher rates the succession planning program often rate,local government professionals pay p g experience increased employee are retiring and the search for new pool of potential candidates for upper morale,higher retention rates and talent often becomes a major challenge. level management positions. a work environment encouraging While the Great Recession has slowed The need to have an available pool innovation and organizational change. retirement rates in the public sector of new talent ready to step up to a Springsted's Management Services temporarily,the ultimate surprise for a manager role and the practical desire Division often serves as a resource in local governing body can be avoided. for succession planning,regardless this area. Please contact us to learn of the size of the organization are Recent studies indicate only 13 highly important to maintaining more about how your community can percent of today's local government community service levels for local initiate a program to meet your needs. managers are under 40,while nearly 1 percent were under 40 in the early government. Succession planning 7 71 per With the Recession (which took creates opportunities for the local By John A.Anzivino hold in 2007),many governments set government to proactively identify and Senior Vice President aside discussions and thoughts about plan for staffing and training needs. and Client Representative succession planning as they dealt with Doing so allows an organization declining revenues and an uncertain to predict where critical personnel janzivino @springsted.com Jk PAGE 3 ® Springsted