Elizabeth K. Kellar is Senior Fellow with the Center for State and Local Government Excellence, which she served as president/CEO since it was founded. She is the director of public policy for the International City/County Management Association and also has served as ICMA's deputy executive director and ethics adviser. She served two terms on the Montgomery County, Md., Ethics Commission, which she chaired for three years.
Kellar is a Fellow of the National Academy of Public Administration and has served as chair of NAPA's Standing Panel on the Federal System. She has served on the American University School of Public Affairs Advisory Council and on the editorial board of Public Administration Review. Her publications include "Managing with Less," "Ethical Insight, Ethical Action" and "Ethos."
Prior to joining ICMA, Kellar was responsible for community relations for the city of Sunnyvale, Calif. She has a master's degree in journalism and political science from Ohio State University.
THE FUTURE OF What’s Happening Now
From the Great Depression to the 1960s and on, local governments have found innovative ways to cope under extraordinary pressures. The pandemic is testing them once again.
In embracing new strategies, its municipalities are sowing the seeds of change. They need financial and professional support.
In preparing for a disaster and recovering from one, residents and businesses need to know that their voices will be heard.
The work that government does makes a difference in people's lives. Government leaders can inspire others by their actions.
To attract and retain employees in a competitive market, they're focusing on succession planning and leadership development.
It's hard to think years or decades into the future in the immediate aftermath of a catastrophe, but planning now can pay big dividends.
From tight budgets to tax reform to workforce challenges, they have a lot to talk about. Fortunately, that's happening.
Progress on priority issues like health care and retirement security requires coordinated strategies.
They are an important part of the infrastructure toolkit, but they can't replace tax-exempt debt.
It doesn't help win elections, but confronting the big public challenges requires a sustained effort over many years.
It's harder than ever to recruit and retain the qualified workers the public sector needs, but there are strategies that can help a lot.
We learned from the failures that followed Hurricane Katrina. Will Flint's calamity teach us as well?
As cities -- and slums -- grow around the world, governments are going to need to step up their game.
As the use of contract and temporary workers grows and millennials move into government, the public sector will need to adapt.
As government pensions become less generous for new hires, automatic enrollment in supplemental savings plans can make a big difference.
With private-sector wage growth outpacing the public sector's, it's more of a challenge than ever to attract and keep talented employees.
Countering the public's cynicism and mistrust starts with honest, open communication.
Competition from the private sector is stiff. Governments have much to offer, but they need do a better job of getting the message out.
Some state and local retirement systems have found a formula for stability.
Government leaders long ago took up the challenge of protecting the public from deadly diseases. New challenges are testing that resolve.
It's expensive, time-consuming and seldom produces the hoped-for results. Municipalities instead should heed the lessons of those that have dealt with tough fiscal times effectively.