DRIVING THE FORCE OF WOMEN IN MUNICIPAL MANAGEMENT: THE 16/50 PROJECT A project of the Emily Kieliszewski Membership Engagement Michigan Municipal League
How soon will we live and regularly travel to Mars?
According to a 2016 Rockefeller Foundation Study: 1 in 4 Americans believe that will happen before women make up 50% of Fortune 500 CEOs. Women make up about 7% now.
THE GENDER BAL ANCE CHALLENGE https://www.nytimes.com/interactive/2018/04/24/upshot/women-and-men-named-john.html
16% Women make up over 50% of Michigan’s population, but just 16% of our municipal managers. According to Michigan Municipal League member data, 2017.
A project of the
THE THREE FOCUS AREAS Professional Development The Elected Officials Developing Tomorrow’s for Advancing Women Impact Municipal Leaders By providing women with With access to all local content, tools, and elected officials in Michigan 16/50 is proactive in opportunities that help through the League, 16/50 outreach and recruitment to serve their specific needs, is uniquely situation to help bring a new generation address the inherent bias 16/50 is developing strong of women graduates to the local managers – and strong women face in the selection profession and encourage local communities. process through awareness those just getting started. and education efforts.
5-month transformational development • opportunity Critical topic training + leadership development • Municipal Budgeting & Finance • Economic Development • Council-Manager Relationships • The Women’s Municipal Leadership Interviewing & Negotiating • Program is an opportunity for Interactive panel discussions with current • aspiring women to advance their managers skills and hone their leadership Mock interviews with real-time feedback for each • abilities on the path to becoming participant strong local managers. Resource education + connection •
I am hoping 2018 & 2019 Applicants that this program will help me to Nearly 100 applicants/year • demonstrate Class size: 25-30 participants • that I have the 20% of applicants were current departments heads • necessary skills 10% of applicants were serving in finance capacity and training to • fully bridge this 10% of applicants were serving as clerks • gap into a top leadership position.
2019 Applicants 2018 Applicants
“Part of that was the education in areas that I didn’t feel were my expertise, “I had been an interim city “I was lagging back. I wasn’t “The WMLP has made me like finance. It gave me manager twice, and my confident enough to apply. I even more confident in my greater confidence that I do confidence level wasn’t think I would have done it skills, while helping me to have some familiarity on where it should be. After this eventually, but not as quickly gain insight into areas where this. I felt better moving class, I was afforded another as I did. It made me more I still have opportunities for forward and speaking about opportunity and I was confident. ” development & growth. ” the critical skills needed to chosen for that top position .” secure a city manager position .”
SUCCESS STORIES Ellen Glass Kim Awrey Courtney Magaluk Frances McMullan Asst. City Manager City Manager City Manager City Manager City of Gaylord, MI City of Linden, MI City of Scottville, MI City of Ypsilanti, MI
KEY TAKEAWAYS 1 2 3 Catalyze key Identify barriers outside Develop a holistic professional development approach stakeholders Use existing structures to Develop an A-team of Beyond development, transform awareness ambassadors, supporters, what other challenges toward action. and experts. exist?
THANK YOU Emily Kieliszewski Membership Engagement Michigan Municipal League (517) 908-0302 emilyk@mml.org www.1650project.org @1650Project
ADVANCING WOMEN IN LOCAL GOVERNMENT LEADERSHIP Northwest Women’s Leadership Academy Kristi Rowland, Organizational Development, Redmond, WA Rachael Fuller, City Manager, Hood River, OR Kellye Mazzoli, Assistant City Manager, Bothell, WA
OREGON WASHINGTON All Members Full Members CAO Members All Members Full Members CAO Members 100% 100% 90% 90% 79% 78% 76% 80% 80% 70% 67% 70% 70% 64% 60% 60% 50% 50% 36% 40% 40% 33% 30% 30% 30% 24% 22% 22% 20% 20% 10% 10% 0% 0% Female Male Female Male HOW DO OREGON + WASHINGTON COMPARE? DATA COMPILED BY ICMA AND PRESENTED IN THE APRIL 2019 WEBINAR: INTEREST, CONFIDENCE, RISK, REWARD: GETTING MORE WOMEN INTO LOCAL GOVERNMENT MANAGEMENT POSITIONS
NW Women’s Leadership Academy Oregon and Washington A network and program to advance women from a variety of backgrounds in local government into leadership roles.
Purpose • Deliver practical training targeted to career advancement • Build awareness of talent throughout the state • Create tiered leadership opportunities for women: ➤ Cohort ➤ Steering committee, co-chair model ➤ Instructor • Create a network of support for women in local government
Our path 2 1 3 4 Conduct research Form steering Launch pilot Engage state committee project organization City Managers and Interviews with potential Second cohort began Summer conference Assistant City Managers cohort members and City Board engagement September 2019 Managers
OREGON 2019/20 CURRICULUM WASHINGTON 2019/20 CURRICULUM LEADERSHIP DEVELOPMENT – INSPIRING YOUR LEADERSHIP UNDERSTANDING YOUR STRENGTHS PRODUCTIVE RELATIONSHIPS WITH THE AND LEADERSHIP STYLE GOVERNING BODY RELATIONSHIP WITH THE GOVERNING FINANCE + BUDGET BOARD/LAND USE IN OREGON HUMAN RESOURCES/LABOR RELATIONS CRITICAL RELATIONSHIPS + 101/EMPLOYEE ENGAGEMENT CONVERSATIONS IN YOUR ORGANIZATION/ PROCESS IMPROVEMENT/BUDGET + NAVIGATING MANAGEMENT OF FINANCE OPERATIONS OUTSIDE YOUR EXPERTISE INTERVIEWING + NEGOTIATION/ SUCCESS AS A WOMAN LEADER + RESUME + COACHING WORKSHOP/ EXECUTIVE / LIFE BALANCE, BUILDING DIVERSITY, EQUITY, INCLUSION CONFIDENCE + SELF AWARENESS HOW TO GET THE JOB/LEADERSHIP WOMEN IN LEADERSHIP NEXT STEPS
I now see Feedback from the 2018 cohort myself advancing ● Increased confidence in applying for a stretch position further… and the academy ● Increased strength of her network gave me more ● Taken on additional leadership opportunity at work ● Career aspirations have changed insight on where I could go in the future
Attending the What we are learning academy boosted my Timing is everything • confidence. I Engage a strong steering committee • was really Provide consistent leadership curriculum • inspired by stories of how Next steps other women found their Expand role of steering committee • career paths. Engage sponsorships • Institutionalize academy •
How you can help Support professional Start a conversation development and Institutionalize these about how to support networking opportunities women in your opportunities for organization women
Contact information Kellye Mazzoli, Assistant City Manager Kristi Rowland, Organizational Dvlpmt. Rachael Fuller, City Manager City of Bothell, WA City of Renton, WA City of Hood River, OR Ph: 425.806.6142 Ph: 425.430.6947 Ph: 541.387.5252 kellye.mazzoli@bothellwa.gov KRowland@Rentonwa.gov R.Fuller@cityofhoodriver.gov
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