STRATEGIC PLAN Adopted February 17, 2017 ENVISION ICMA STRATEGIC PLAN | Adopted February 17, 2017

STRATEGIC PLANNING PROCESS and a timeline to complete a new strategic plan. In April 2015, ICMA’s then-President Jim Bennett and ICMA has been guided by a strategic plan since President-Elect Pat Martel appointed 40 individuals 1985. The latest update to the plan was adopted to serve on the ICMA Strategic Planning Task Force. in 2008, a time of a global financial crisis—an event These individuals represent 21 states, Canada, and almost as significant as the Great Depression, creating New Zealand. The group includes individuals of varying an environment of tremendous uncertainty. The ages, genders and ethnic backgrounds; and different environment in which ICMA and its members operate jurisdictional sizes. This talented and diverse group of is constantly changing, and while many of the goals professionals was chosen from an applicant pool of from the 2008 strategic plan have been accomplished, nearly 200 volunteers to tackle this important task. it is time to refresh the association’s mission, vision, The Task Force is led by Chair Sheryl Sculley, City and strategic initiatives in order to ensure that Manager of , and Vice-Chair Lee ICMA continues to serve members of the profession Worsley, Executive Director of the Triangle J Council of effectively and stays relevant in today’s environment of Governments in North Carolina. rapid, perpetual change. Felicia Logan, ICMA’s Director of Leadership In early 2015, the Association embarked on a Development, was chosen to facilitate the strategic planning process to develop a strategic plan that will planning process, with Amber Snowden serving as the guide the association’s efforts in the years to come. The Task Force’s ICMA staff liaison. ICMA Executive Board established a set of objectives

1 ENVISION ICMA Change is the law of life. And those who look only to the past or the present are sure to miss the future. — John F. Kennedy

ENVIRONMENTAL FORCES, TRENDS, this environment, they will have to rethink their strat- AND DRIVERS egy, operations, and processes in fundamental ways, proactively developing clear goals that guide how they The first consideration in charting a path for our approach, maximize, and regulate the use of new tech- association’s future was to consider the major nology as it becomes available. forces, trends and drivers that will be affecting the Technology has also transformed the way that local members, the profession and the organization, and governments communicate and share information with to understand the environment in which ICMA, and their constituents. While some residents attend public its members, must operate. The pages that follow meetings and hearings to express their opinions and provide a brief, yet broad examination of the critical concerns, many more residents interact with their local strategic factors that we believe face ICMA in the governments without ever setting foot inside a govern- years ahead. These environmental forces, trends, ment building. and drivers are grouped into three categories: those Nearly all residents own a smartphone or other impacting local government/communities; those mobile device, and they use these devices not only as affecting the profession; and, those affecting ICMA the predominant way to obtain information, but also as an association. to register complaints about local government services These environmental forces, trends, and drivers were and/or alert public safety or public works departments confirmed with the ICMA Executive Board during their about an incident or problem. December 2015 meeting in Little Rock, Arkansas. Social networks are further fueling the new era of electronic civic engagement. The next generation of 1. Local Government/Communities engaged citizens communicates differently than previ- a. Technology ous generations, expecting continuous and instanta- neous connectivity. Local governments now have the Technological innovation continues to advance at an opportunity to share information and engage residents ever-increasing rate - a pace that continually runs in conversations to obtain input on important proposals ahead of local governments’ capacity to adopt and or issues via social media channels and mobile apps that adapt. allow feedback in real time. On the downside, social Many of the technologies that will be integral to media has provided a platform for circulating informa- our daily lives in the next ten to twenty years have tion that can be inaccurate, slanderous and dangerous not yet been imagined and/or developed. We expect for the community. that these innovations will transform the way services Technology has enhanced global access to informa- are provided and goods are produced, but will also tion providing opportunities for networking, learning disrupt traditional business practices and operating and sharing best practices across boundaries and time norms. Local governments will have to contend not zones. only with an inability to predict the future, but also an Local government managers must devise ways to increased demand for information and services at an evaluate the positives and negatives of these fast increased speed from inception through adoption and changing technologies to ensure public safety, access, into implementation. In order to successfully operate in and improved quality of life.

2 ENVISION ICMA Environmental Forces, Trends, and Drivers

Local Government/Communities a. Technology e. Demographics b. Cost of Service Delivery f. Social Integration c. Public DisTrust g. Globalization/Global Trends d. Environmental Sustainability

The Profession The Association a. New Leadership a. Providing Relevance Skills and Value to Members b. Public Disconnect b. Promoting an c. The Need for Ethical Culture Increased Diversity c. Embracing and and Inclusion Promoting the d. Sustaining the Profession “I” in ICMA e. International Perspective

b. Cost of Service Delivery by the recent Great Recession, also facing mounting Local governments have increasingly been expected to budgetary challenges and demands for services as rev- take on more community roles than in the past, particu- enues plunged. While local government revenues have larly in being responsive to residents. However, while the been slowly improving in recent years, many have not roles, responsibilities, and expectations of local govern- seen their revenues return to pre-recession levels. ments have grown, revenue options and the fiscal envi- Budgetary challenges have also resulted in federal ronment continue to become more constrained. More and state cutbacks in funding to local government, than in past economic downturns, nearly all federal, state coinciding with devolution in the form of unfunded and local governments globally were negatively affected mandates, rules, and regulations, shifting responsibil- ity to the local level without providing corresponding

3 ENVISION ICMA sources of revenue. This further impacts local govern- d. Environmental Sustainability ments’ finite resources and constrains their ability to Issues such as climate change, energy and water inse- provide essential services. These are critical issues curity, natural resource conservation, and the manage- because local governments perform most of the activi- ment and disposal of household and industrial waste ties that residents directly associate with government. are serious environmental and socio-political challenges Local governments undertake most of the direct spend- that know no geographic boundaries. The need to build ing on public goods and services, and they bear primary effective partnerships among jurisdictions is essential responsibility for public safety and investments in social to preserving public health, safety, and security. Local services, education, and infrastructure that directly governments must take both a regional and global affect our economy and quality of life. approach to build resiliency and develop effective and c. Public DisTrust comprehensive solutions to these complex issues. Over the past few decades, the rules governing and e. Demographics organizing politics and governance have changed. The Sweeping demographic changes have been occur- increasingly heightened polarization of policy issues ring and will continue to occur in the coming years makes it more difficult for governments to achieve com- which will have a significant impact on the ability of promise requiring leaders to identify, speak and agree on local governments to provide necessary infrastructure common values in order to govern. Political polarization and services. The world’s population continues to has been further fueled by the new trend in 24/7 media grow older rapidly as fertility rates have fallen in most coverage. Constant media attention into the minutest developed nations and people are living longer. Today, details of politicians’ everyday lives has eroded personal 8 percent of the world’s population is age 65 and older. privacy, limiting the number of candidates willing to open This percentage is expected to double to 16 percent themselves and their families to such levels of public by 2050. Research also shows that the world’s popula- scrutiny. Instant access to information via social media, tion is increasingly urbanized and will continue to move paired with anti-government sentiment, create a difficult from rural areas to cities. In response to these shifts environment for local governments to present the facts, in population, local governments will have to address which are often not as interesting or entertaining. new configurations for housing, transportation, infra- Too often, social media spreads misinformation structure, community facilities, health care and social before local governments have time to present the services, education, and public safety. facts, putting local leaders on the defensive rather than managing the flow of accurate and timely information. f. Social Integration In the U.S., polls consistently show that public opinion As a result of rapid and dramatic demographic and and trust in government have dropped to historical lows. population changes, our global communities are People have become increasingly skeptical about politics experiencing cultural change on a scale and at a pace and government as a way to affect positive change. This that is unprecedented in human history. Propelled by skepticism seems to have corresponded with a sharp relatively inexpensive long distance travel, the racial decline in civic engagement. By almost every measure, and ethnic compositions of our nations and communi- residents’ engagement in politics, government, and their ties are undergoing rapid and dramatic change. With- communities has fallen steadily and sharply over the out providing better opportunities for these growing, last generation. This has occurred despite the fact that yet still disadvantaged populations, tension and social education levels, the best individual predictor of civic divisions will grow as poverty and segregation persist. participation, have risen sharply. Around the globe, local This is further fueled by mass media and rising police- governments are well-positioned to address this trend. community tensions. Most governmental interactions with residents are at the It is critical that communities make investments local level and through transparency, engagement, per- in education, language acquisition, job training, and formance and accountability, local governments can help other services to combat unemployment and facili- to build trust with one individual and/or one community tate integration and inclusion of diverse groups into group at a time. society. Special attention must also be given to issues

4 ENVISION ICMA around enhancing cultural competence, minimizing While the global transformation has led to increased implicit biases and improving race relations. Local economic growth, the benefits have not been evenly governments along with their police departments will distributed. Deep challenges remain, including poverty, have to work hard to recognize that those in authority homelessness, persistent unemployment, political insta- must rely on inclusion, openness and encouragement bility, violence, and conflict. These problems are often of diversity instead of expecting the continuance of closely tied to inequality. In developed and developing an out of date social order maintained through rules, countries alike, the poorest half of the population often laws and intimidation. It will be incumbent on local controls less than 10 percent of its wealth, leading governments to assure that staff and service providers to the emergence of a new, and perhaps permanent are well-trained in recognizing the value of differences, majority – the economic, cultural, and social underclass. particularly for those local governments that provide Tensions between those who have and those who have law enforcement, education and social services. Strat- not will continue to result in social unrest. egies such as those recommended by the 21st Cen- tury Policing report and training (re implicit bias) must 2. The Profession be considered by local government professionals if we a. New Leadership Skills are to embrace all members of our communities. Faced with fiscal constraints, increased demands for g. Globalization/Global Trends immediate services, declining resources from other Globalization has broken down preexisting jurisdic- levels of government, complicated social and economic tional boundaries and created a new social and eco- issues that transcend geographic boundaries, local gov- nomic reality — one of interaction among people, the ernments on their own are challenged to find sufficient private sector, and governments in disparate locations. resources or solutions to fully meet their communities’ Local communities are now competing on a world wide-ranging needs. Local government management stage to attract labor, businesses and industries, and leadership will require a new and improved skill set that financial capital. Furthermore, globalization and tech- includes building collaborative partnerships across all nological transformations have enabled the workforce sectors – citizens’ groups, neighboring communities, to become increasingly mobile. Workers may no longer governments at all levels, as well as private and non- be tethered to a physical office in order to complete profit organizations. They must be adept and willing their work, and can choose to live in a place based on to seek expertise and resources outside the bounds of quality of life considerations. Local communities who their own organization. Leadership skills will be needed establish equitable policies and practices and develop to build social capital and foster connections between healthy communities with high degrees of civic partici- people to encourage commitment to each other and to pation and strong social support systems will create the community. Successful local government manage- a sense of safety and belonging that makes residents ment leaders will be innovative in developing creative love where they live, and will attract others to want to solutions to community problems. Economic, environ- live there. mental, social and natural disasters will require local Increasingly, the geography of opportunity will pre- government management leaders to be able to develop vail, and the search for political freedom and economic and support new types of community resiliency plans improvement has driven individuals from struggling that incorporate maintaining quality of life as a key to nations to other places where opportunities seem to long-term sustainability. be more abundant. This movement of people across b. Public Disconnect borders creates challenges to national security, the loss of national identity, and the need to provide custom- While professional local government management has ized services to help these new populations become a proven track record of more than 100 years of suc- integrated into society. This integration is challenged cess in creating strong and vibrant communities, the by skepticism and fear of the “other,” particularly as role of the local government manager is still not clear fears of terrorism continue to pervade the international to the general public, or even to many elected officials. dialogue. There is a lack of understanding of the distinct roles

5 ENVISION ICMA that various levels of governments, special districts and tion of the public sector workforce nears retirement, it authorities can play in providing services; and with con- is now more important than ever to develop a strategy stant media attention and access to information, single to fill the professional pipeline with committed, capable, instances of service delivery failure at any level can competent, and diverse professionals. We must identify, influence the citizens’ perception of all governments. grow, and strengthen a pool of candidates within our Most people care about their communities and are organizations and within the profession who are ready willing to learn, providing a captive audience. To make to take on significant leadership roles. them aware of the value of their local government, we The next generation of local government leaders, must find ways to “tell our story,” and continue efforts like those who came before, are motivated by more to help residents understand that, while they may not than money. They want opportunities to do something constantly think about how services are provided until worthwhile, and will examine an organization’s mis- there is an issue, professional managers and staff are sion, values, and culture when considering a position. working every day to ensure that local government They also want to work for someone from whom they services are of high quality, run smoothly, and are cost can learn a great deal. In order to win the competition effective to the taxpayer. Improved methods of com- for talent, we must do a better job of telling the story munication are essential to promote and champion the of local government management as a public service good things that local governments are doing and to career choice. Local governments must build their highlight the value proposition of the daily services that brands in order to counter media portrayals of govern- local governments provide. Proof is in local government ment as slow and unresponsive — we must sell the performance. profession as an opportunity to work for an organiza- tion with a mission that matters, to serve the public c. The Need for Increased Diversity and Inclusion with integrity, to do interesting work while making a The current overall demographic profile of the local difference. government management profession does not gener- ally reflect the diversity of many of the communities in e. International Perspective which we serve. However, ICMA research has shown The big issues that local government managers face are that MPA/MPP students and early career profession- issues that transcend traditional boundaries. The chal- als are more diverse and more reflective of the general lenges faced by a local government manager in North population than those currently in local government Carolina are similar to those faced in local governments management positions. Due to the current lack of in the Netherlands, Canada, or Australia. New leader- diversity in the profession, this next generation may ship skills are needed to manage communities in today’s not see local government as an attractive option. This globalized world. To be effective leaders, local govern- makes it imperative that local governments partner with ment managers must be adept at identifying, starting, undergraduate/graduate programs to tell their story and facilitating conversations across borders; sharing of community service and to engage in outreach and solutions, best practices, and resources to react and recruitment efforts to bolster diversity. They must also adapt to the dynamic and rapidly changing economic assess their current practices to ensure that no insti- and social realities. tutional biases or barriers exist so that they are able to attract, retain, and provide opportunities for advance- 3. ICMA: The Association ment to women and minorities. a. Providing Relevance and Value to Members d. Sustaining the Profession ICMA’s membership has grown to over 10,000 people, In the aftermath of the Great Recession, local govern- a membership base that includes those currently serv- ments were forced to dramatically retool their organiza- ing as local government managers, as well as those who tions in order to create efficiencies. Many downsized or aspire to serve in this role. Concerns about the “value out-sourced services, and combined and/or eliminated proposition” of membership means that for ICMA to services. In doing so, the traditional bench strength of enjoy continued growth, the association must increase these organizations was depleted. As a large propor- its potential to serve and provide value to the profes-

6 ENVISION ICMA sion. ICMA’s annual surveys suggest that members Based on its strong membership base, its outstand- highly value membership in ICMA – both the network ing reputation, and its long track record of promoting of peers and the services that it provides. However, as good governance and sound management principles the trends and drivers affecting local governments and in local governments in developing and decentralizing the profession change, the expectations and needs of nations throughout the world, ICMA has established a members will also change. In order to remain relevant, strong position in the realm of international technical ICMA must continually assess and adapt its programs assistance. Through funding from agencies like USAID, and services to ensure that it continues to provide ICMA engages in technical assistance activities to build value and advance the state of the profession. capacity and share knowledge and best practices to communities worldwide. b. Promoting an Ethical Culture However, ICMA’s International technical assistance Promoting an ethical culture is a key leadership respon- activities do not come without risks. ICMA is a complex sibility. The commitment to ethics is what distinguishes organization with several diverse revenue sources and professional local government managers. The ICMA business lines. Revenues from grants and contracts in the Code of Ethics establishes boundaries and provides international arena currently comprise approximately fifty guidance to members as they strive to carry out their percent of the association’s total revenues. Any fluctua- duties in an increasingly complex and contentious envi- tion in this revenue source can have a major impact on ronment. The Code establishes equity, transparency, the overall size and structure of the association. honor, integrity, commitment, and stewardship as stan- dards for excellence in democratic local governance. To Member Engagement and Communications ensure that ethical conduct remains a centerpiece of Member engagement is essential to the success of the local government profession, ICMA must continue ICMA’s initiatives. Therefore, a significant responsibility to provide training on ethics for local governments, of the Strategic Planning Task Force was to seek engage- publications and guidance on ethics issues, as well as ment and feedback from ICMA members and stake- technical assistance and advice to members for any holders. With that input, the group worked to develop issues or concerns that they face. an updated vision/mission and core beliefs for ICMA’s future, along with strategic objectives and a roadmap to c. Embracing and Promoting the “I” in ICMA move the association forward. The member engagement Today, with more than half of the world’s 7 billion strategies were designed to ensure that the Strategic inhabitants living in cities, and with projections showing Plan reflects the priorities of ICMA members and stake- that continued urbanization will increase this to two- holders as we move forward to ICMA’s next 100 years. thirds by 2050, the “I” in ICMA is more relevant than The member engagement strategy included shar- ever. The urbanization megatrend, if well managed, will ing information and the solicitation of input through have enormous economic, political, demographic, social, multiple channels, such as focus groups, surveys, direct public health, and ecological benefits for all. member contact at the ICMA Annual Conference, Given this and other global trends, it is crucial that regional summits, and other meetings, and the estab- ICMA strengthen relationships with international affili- lishment of an online engagement platform to provide ates and approach all its programs and services with a discussion forum. The data and feedback collected a global perspective. There are similar issues facing comprised an essential resource used by the Task Force, communities around the globe including integration helping it identify the strategies that ICMA should pur- of refugees into communities, climate change, limited sue to advance the state of the art and state of profes- resources, unfunded mandates, and there are lessons sion, and to continue to provide value to its members. to be learned from each other. By partnering with our Just as our membership and Task Force representa- international affiliates, ICMA can provide a network of tives are diverse, so was the feedback received. While it solutions and enable faster adoption of best practices was, perhaps, an easier task to identify core beliefs and around the world. ICMA is well positioned to contrib- trends, it was more difficult to reach consensus on how ute to global efforts in partnership with our affiliates to to quantify and qualify issues and what action strate- ensure that our communities are places in which citi- gies to employ. zens can enjoy safe, prosperous, and productive lives.

7 ENVISION ICMA MISSION To advance professional local government through leadership, management, innovation, and ethics.

VISION To be the leading association of local government professionals dedicated to creating and sustaining thriving communities throughout the world.

WE BELIEVE IN:

1. PUBLIC SERVICE: including the stewardship of democratic principles and the efficient and transparent use of public resources 2. ETHICS: as the core of professionalism in local government leadership and management as outlined in the ICMA Code of Ethics 3. COUNCIL-MANAGER FORM OF GOVERNMENT AND PROFESSIONAL MANAGEMENT: as the preferred local government structure 4. EQUITY AND INCLUSION: ensuring that local governments are inclusive and mirror the diversity in communities 5. THE CONTINUOUS PURSUIT OF EXCELLENCE: including professional development, life-long learning, networking, capacity building, knowledge sharing, and engagement 6. STEWARDSHIP: balancing resources including people, financial, social capital, and environmental so that communities are better than we found them 7. LEADERSHIP: developing leadership capacity and attracting and developing future generations of leaders.

8 ENVISION ICMA KEY PRIORITIES: Key Priority: Member Benefits and Growth The Strategic Initiatives identified by the task force B. Improve and sustain collaborative relationships naturally lend themselves to being organized around with international and state associations and the following key priorities: affiliates to support, align, and advance common • Member Benefits and Growth goals. • Learning Community Strategies: • Thought Leadership and Resource Network I. Strengthen and formalize relationships with • Advocacy and Outreach organizations that have similar missions to lever- • Governance and Operations age resources for the benefit of the profession; II. Expand the Regional Directors so that at least Strategic Initiatives one director covers each region to foster rela- Key Priority: Member Benefits and Growth tionships with international and state associa- tions and the general membership; A. Diversify and expand the membership. III. Establish deeper relationships with interna- Strategies: tional, state associations and affiliate mem- I. Maintain an organizational priority to grow bership organizations to develop a leadership and retain the membership in order to support pipeline to serve on the ICMA Executive Board; local government’s ability to attract and retain IV. Enhance communication and dialogue to talented professionals; develop synergistic relationships with inter- II. Implement board approved recommendations national, state and affiliate organizations and of the Task Forces on Diversity & Inclusion and other professional associations; Women in the Profession; V. Explore and establish relationships with non- III. Develop strategies to assist talented individuals traditional organizations that could serve as in gaining entry into the profession; partners in achieving ICMA’s diversity goals; IV. Define and promote the value of belonging to VI. Advance work with IHN, NFBPA, and NACA ICMA in addition to State Associations, Inter- and other organizations on establishing joint national and other Affiliates, and other related recruitment goals and recruitment opportunities professional organizations; and amend the national affiliate agreements as appropriate to further our shared goals. V. Support the professional and personal needs of members at all life and career stages; Key Priority: Learning Community VI. Continue to expand the relevance of Student Chapters and their respective universities to C. Create a worldwide learning community of local highlight career opportunities in local govern- government professionals and provide training ment management; programs for all career stages. VII. Work with elected official organizations to Strategies: develop and implement training to facilitate the increase of a more diverse pool of executives; I. Expand learning opportunities and professional development for members at every career stage; VIII. Identify and promote member services that are relevant to the International community. II. Create opportunities for individuals with diverse career backgrounds to engage in train- ing and professional development on local government; III. Create learning opportunities for members to share experiences from countries around the world;

9 ENVISION ICMA IV. Create a mechanism for mutual exchange of Key Priority: Thought Leadership and Resource best practices; Network V. Further expand the ICMA coaching program and Local Government Management Fellowship F. Be the principal resource for leadership and program; management in local government. VI. Continue to create professional development Strategies: content on management practices; I. Design and deliver programming to address the VII. Consider ways to market ICMA’s professional important trends, drivers, and issues affecting development programs to local government local government professionals; professionals who are not ICMA members; II. Assess, develop, and promote professional VIII. Develop mechanisms to evaluate the effective- management competencies and disciplines; ness and impact of professional development III. Incorporate the concept of leadership in pro- programs. fessional development offerings; IV. Promote leading practices to ensure local gov- Key Priority: Learning Community ernment’s ability to attract and retain a talented D. Think globally, act globally. and diverse workforce; Strategies: V. Promote ICMA globally as the resource for leading practices in local government I. Develop coordinated strategy to increase brand management; awareness of ICMA and its benefits to interna- VI. Organize and deliver content so it is easily tional affiliates. accessible and fresh. II. Promote international awareness and perspec- tive of the local impact of globalization; Key Priority: Advocacy and Outreach III. Develop a more robust learning network of US and International members; G. Promote the value of professional management IV. Sustain ICMA’s technical assistance globally and ICMA membership. to foster professional management and create Strategies: sustainable communities. I. Focus prioritization on ethics, leadership, professional development, and member Key Priority: Thought Leadership and Resource connection; Network II. Find new ways to articulate the value of ICMA membership; E. Ensure future ready leaders by providing thought III. Educate elected officials on the value of profes- leadership for the emerging and enduring challenges sional local government management; facing local governments. IV. Expand programs in schools to explain local Strategies: government and encourage careers in local I. Continue to support and highlight academic government management; and practitioner research identifying the most V. Educate the public on the council-manager significant issues facing local governments; form of government; II. Partner with the Big 71 and other related VI. Expand the outreach to community members organizations to collectively respond to public presenting value of professional management; policy issues impacting local governments.

1 The Big 7 is a collaboration of seven associations in Washington D.C. that represent their state and local government members froma broad and far-reaching perspective. Its members include: ICMA, the National Governors Association (NGA), the National Conference of State Legislatures (NCSL), the Council of State Governments (CSG), the National Association of Counties (NACo), the National League of Cities (NLC), and the U.S. Conference of Mayors (USCoM).

10 ENVISION ICMA VII. Connect the profession’s commitment to ethics II. Develop strategies to attract and retain out- to building public trust; standing and diverse staff for ICMA; VIII. Enhance the job center platform to support III. Support a range of viable business lines to member career advancement. diversify the Association’s revenue stream; IV. Periodically review the dues policy to ensure Key Priority: Advocacy and Outreach that ICMA can attract, retain and grow membership; H. Reach members and other important stakeholders V. Maintain the strong relationship with ICMA-RC through expanded use of technology and emerging to support our members and their role in build- media. ing great communities. Strategies: I. Identify ways to support distance learning for Key Priority: Governance and Operations members; J. Evaluate the governance of the Association to II. Use new technology, digital/video media, and enhance alignment with ICMA’s strategic goals and graphic design to engage members and deliver core beliefs. content; III. Continue to invest in developing a platform to Strategies: share content and to encourage peer learning I. Expand efforts to inform members about the and discussions; role of the Executive Board and its election IV. Identify business partners to help leverage process; technology and media capability; II. Evaluate the Executive Board selection process, V. Expand the way ICMA delivers its message and including regional protocols and geographic content. assignment of states so that it aligns with ICMA’s Core Beliefs and goals; Key Priority: Governance and Operations III. Review voting eligibility so that it is consis- tent with the core beliefs and goals of the I. Support the continued growth and development Association. of ICMA’s business enterprises and operational resources. Strategies: I. Maintain strong financial and operational poli- cies and practices to ensure the vitality of the Association;

11 ENVISION ICMA 2015–17 STRATEGIC PLANNING TASK FORCE MEMBERS

Task Force Chair Kelly Cupit Amy McEwan Sheryl Sculley Township Administrator, Deputy County Manager, City Manager, San Antonio, TX Green Brook, NJ Lake County, IL Task Force Vice-Chair Edwin Daley Alex McIntyre Lee Worsley Assistant City Manager, Emporia, VA City Manager, Menlo Park, CA Executive Director, Allison Deitch Peggy Merriss Triangle J Council of Governments, NC Assistant Village Manager, Flossmoor, IL City Manager, Decatur, GA Susane Aguilar Simon Farbrother Emily Moon Management Analyst, Former City Manager, Deputy City Administrator, Western Municipal Water District Edmonton, Alberta, Canada Issaquah, WA Riverside, CA Robert Garza Alison Ortowski Elizabeth Anderson-Cadogan Former City Manager, Las Cruces, NM Assistant City Manager, Southlake, TX Business Engagement Manager, District of Columbia Office of Magda Gonzalez Andrew Pederson Contracting and Procurement City Manager, Half Moon Bay, CA Village Manager, Bayside, WI Christopher Anderson Jorge Gonzalez Wesley Pierson City Administrator, Central City, NE Village Manager, Bal Harbour, FL City Manager, Addison, TX Creighton Avila Bridgette Gransden Susan Sherman Principal Administrative Analyst, County Administrator/Controller, Assistant City Manager, Olathe, KS Midland County, MI El Dorado County, CA Pamela Wideman Paolo Beltran Clint Gridley Deputy Director, Neighborhood and Assistant to the City Manager, City Administrator, Woodbury, MN Business Services, Charlotte, NC Lakewood, CA Cheryl Harrison-Lee Michael Willis Edward Benavides City Administrator, Gardner, KS Former City Manager, Shellharbour City Council, New South Wales, Chief Executive Officer, Tricentennial Veda Hunter Australia Commission, Senior Budget & Management Analyst, San Antonio, TX Prince George’s County, MD Alison Zelms Deputy City Manager, Mankato, MN Martha Bennett Christal Kliewer-Weber Chief Operating Officer, Assistant City Manager, The Metro Council, Portland, OR Lee’s Summit, MO ICMA Staff Liaisons Norton Bonaparte Yuejiao Liu City Manager, Sanford, FL Project Manager Supervisor, Public Robert O’Neill Olivia Burrell-Jackson Works Department, Austin, TX Executive Director Local Government Management James Malloy Uma Ramesh Fellow, Decatur, GA Town Manager, Westborough, MA Chief Operating Officer Eric Campbell Tony Mazzucco Felicia Logan Assistant City Manager, Dallas, TX Town Administrator, Adams, MA Director of Leadership Development, SPTF facilitator Jane Christenson, Kimbra McCarthy Deputy City Administrator, Assistant City Manager – Amber Snowden Redmond, WA Administrative Services, Task Force Staff Liaison Ricardo Cortes Redwood City, CA Assistant City Manager, Seguin, TX

12 ENVISION ICMA 2016–17 EXECUTIVE BOARD MEMBERS

President Dennis Hovenden Lee Feldman Chief Executive Officer, Frankston VIC, Australia City Manager, Fort Lauderdale, Florida Jimmy Jayne President-Elect County Manager, Navajo County, David Johnstone Patrick Klein City Manager, Candiac, Quebec, Canada Assistant City Manager, Kansas City, Missouri Past President Marc Landry Chief Administrative Officer, Town of Beaumont, Pat Martel City Manager, Daly City, California Alberta, Canada Bert Lumbreras Vice Presidents Assistant City Manager, Austin, Texas Carlos Baia City Manager, Concord, New Hampshire Stephanie Mason Township Manager, Doylestown, Pennsylvania Martha Bennett Chief Operating Officer, Metro Council, Portland, Oregon Frans Mencke City Manager, Hoorn, Netherlands Bruce Channing City Manager, Laguna Hills, California Jim Malloy Town Manager, Town of Westborough, Daryl Delabbio County Administrator/Controller, Kent County, Lon Pluckhahn City Manager, Marion, Iowa Charlie Duggan Director of Administrative Services/Treasurer, Susan Sherman Marin Municipal Water District, California Assistant City Manager, Olathe, Kansas William (Bill) Hammon Jeffrey Towery Assistant City Manager, Alcoa, Tennessee City Manager, McMinnville, Oregon Carl Harness ICMA Executive Director Chief Human Services Administrator, Marc Ott Hillsborough County, Florida Washington, DC

13 ENVISION ICMA ABOUT ICMA

ICMA, the International City/County Management Association, advances professional local government worldwide. The organization’s mission is to create excellence in local governance by developing and fostering professional management to build better communities.

ICMA identifies leading practices to address the needs of local governments and professionals serving communities globally. We provide services, research, publications, data and information, peer and results-oriented assistance, and training and professional development to thousands of city, town, and county leaders and other individuals and organizations throughout the world. The management decisions made by ICMA’s members affect millions of people living in thousands of communities, ranging in size from small towns to large metropolitan areas.

INTERNATIONAL CITY/COUNTY MANAGEMENT ASSOCIATION 777 N. Capitol St NE, Ste. 500, Washington, DC 20002 202.962.3680 | 202.962.3500 (f) | icma.org