Skills for Social Impact: What I’ve Learned from Working with Local Government
Growing up, I was consistently told by my father, “Don’t go into public administration.” It was a peculiar statement to hear from him, recognizing that he has dedicated the last 30+ years of his life to public service, ranging from economic development to his current role as a City Manager. As a child, I understood his job was challenging and stressful – he held the weight of a city on his shoulders at any given moment. I witnessed the hours he worked and the late-night emergency phone calls he received. I knew a lot went on behind the scenes to run a local government, but I never understood how much. This quickly began to change when I was assigned to support the kickoff of the City of Elkhart’s Lead Abatement Capacity Building Grant in October of 2024.
“I found that quarterbacking a new initiative in local government can be compared to coaching a football team. However, instead of coaching a team of 50, you’re coaching a team of 50,000.”
In order for your team to succeed, you become the coach of the players, parents, fans, administrators, media… and their neighbors. Before you can show everyone why your playbook is effective, you must show them why it matters. Take, for example, the lead grant. How many people realized that lead was still an issue, and more so in paint than in water? Before I joined the grant team, I had no idea, like the other 99% of citizens on team Elkhart. Therefore, the first “play” in our book was understanding the issue and simply showing people why the playbook existed.
Stakeholder buy-in is important everywhere. If the fans aren’t bought in and the bleachers are empty, the players and coaches don’t have the resources they need to compete. If we’re ever going to Make Elkhart Lead Free then we need people believing this future world can be achieved. However, even the best game plan can be sidelined. Just as with a football team, many voices have input, and this idea is even more true in government, and new priorities pop up regularly.
“The government is constantly asked to exceed expectations quickly – and often without the resources necessary to do so. Priorities change regularly, often without causation of performance.”
It can be challenging when all of a sudden, the funding you had is suddenly gone, or it’s paused while others not involved in your initiative decide its fate.
The challenges are real, but that’s not the whole story. When the players, parents, fans, administrators, media… and their neighbors all buy into the game plan, the real work begins. You begin executing on the promise and desire to make their lives, the lives of their children, and the place they call home better than before. The challenges will always remain, but this is what we work for – a happier, healthier, stronger, and more unified community than ever.
As I reflect on serving in the public sector over the last year, I can say it’s truly been a blessing. Learning to navigate stakeholders both in and out of the employed City staff bubble has been challenging, but important. This last year has given me a new perspective on the public sector, not only do I see the importance of good public servants but, much to the dismay of my father’s loving advice, I am more willing than ever to be one of those servants.