New Challenges in Hiring Leadership for Special Districts

As more and more of the baby boomer generation heads into retirement, special districts are experiencing hiring challenges they haven’t faced before. How do you prepare the next generation of talent to manage every aspect of a special district, from the technical aspects to the public outreach, to dealing with public policy and the media? A wave of experienced local government professionals are leaving the workforce at a rapid pace and special districts of all kinds, from water to library to cemetery to community services districts must be prepared to replace leadership as existing leaders leave. This issue is facing all local governments, including cities and counties, but the issue can be even more complex for special districts as the industry is so diverse and specialized. So, how do you find a staff person with the right level of skill and interest? Jon Elam, general manager of Tamalpais Community Services District offers his perspective on the challenges facing special districts and how those challenges can be addressed. Jon has worked on the issue of Preparing the Next Generation with Cal-ICMA and CSDA.

Over the next few years, most special districts in California will be searching for replacements as their older managers retire. As new rules and requirements for senior management positions become more complex, the challenge becomes attracting qualified talent. While management positions may have the appeal of high salaries, the complex visibility and accountability not only to residents but the public makes selecting candidates even more complicated. Add to this managing budget cutbacks and the politically charged Proposition 218 processes when rates are to be increased, and you find that management positions become much more based in public relations than in technical experience.

Hiring for boards and commissions is particularly difficult, especially given the ideal candidate skill level that is now required to match the ever complex district needs. A candidate must not only have excellent relationship building and leadership skills, but knowledge of government operations, sewer systems, refuse collection, park and recreation programs, storm water management, fire prevention and environmental impact issues. In the past, districts would typically look for an engineer who may have practical experience with water or sewer projects or an existing staff member who had the greatest knowledge of the organization and its operations, and then would usually promote from within. But with the new multi-faceted responsibilities that managers face, the pool of qualified candidates has narrowed considerably.

While there is not a perfect plan to address this hiring challenge, every district needs to develop a generous timeline for manager replacement and to explore any and all alternatives to finding that ideal candidate. Districts should assume that it will take several interview cycles to search and define candidates and not rush to simply fill the position. Districts shouldn’t be afraid to use a variety of traditional and non-traditional options available including recruiting services, contacting other special districts for leads and recommendations, attending and observing standout leaders in local government meetings and seeking their advice, as well as identifying up and coming new local talent. Managers often don’t see special districts as employment options because they feel they are too unfamiliar with the systems, but their level of technical knowledge becomes a complement to their outreach skills. I have found that my years of experience as a manager allowed me to bring my experience overseeing a variety of projects, including the very visible park and recreation community involvement.

I would also encourage districts to use this search as an excellent opportunity to involve existing staff members, community leaders, and elected officials as a team building exercise. This will not only bring fresh ideas to the table, but show any potential candidates that the district has inclusive projects and values internal and external input. In the end, however long the process takes, it’s important that everyone is happy with the new appointee and the experience they will bring to the special district.