A new year fills us with optimism about what will be in store for the next 12 months. We make resolutions for what we seek to accomplish personally and professionally.

Some things are out of our control: natural or man-made disasters, governing body elections, community members sounding off on social media, or personnel matters that leave you wondering “what were they thinking!” These are snippets of what we experience in this profession, and one of the reasons why ICMA was founded to provide peer-support in facing these situations.

Now for the good news: let’s approach 2025 with a focus on the things we have the power to influence: our reactions to these external forces.

Principles that Guide the Work

Local government is on the front lines of democracy every day, and for well over 100 years, the profession has existed to protect it. It is messy and very few things are likely to come neatly wrapped with a bow on top. There have been—and will be—periods when the principles of democracy are challenged. No local government is immune, and sometimes the best managers will not even see the trouble coming their way.

Local governments must operate in a transparent manner committed to democratic (with a small “d”) principles to advance public trust. The value of enhancing organizational trust first appeared in the 1972 version of the Code and is summarized in Tenet 4, which was revised in 2023: “Serve the best interests of all community members.”

The approach continues to be the hallmark of communities with professional local government management. As an example, how would a proposed land-use development affect all stakeholders in the process, not just the usual suspects? The staff recommendation evaluates these angles and always strives to do what is in the best interest of all.

Professionals do not play favorites, and the organization’s actions directly influence public trust in our institutions. In 2024, Gallup reported that 68% of Americans trust their local government, with significantly lower favorable opinion ratings for state or federal levels of government. Resources from the National Academy of Public Administration further demonstrate this pressing issue for local governments.

The Partnership for Public Service surveyed Americans for their 2024 report, “The State of Public Trust in Government.” The report confirms what we have known for some time: the lack of public trust in the public sector continues to grow. Only 29% say democracy is working in the United States today compared with 68% who say it is not, and only 15% believe the government is transparent. These findings are from the third in a series of national surveys that the organization conducted on public trust in government; the first two were issued in 2021 and 2022.

What does this mean in practicality? As the Partnership for Public Service report cites, when there is a lack of trust, the public is…

“[M]ore likely to opt out of voting and other types of civic participation. With less engagement, the public feels less empowered to influence government—and, in turn, government ‘hears’ people’s needs and preferences less. As a result, the points of interaction between our government and the public deteriorate and a fundamental disconnect emerges between Americans and the … institution[s] … with the resources, responsibility, and authority to serve all.”

On the international stage, the Organisation for Economic Cooperation and Development said about this trend,

“Public trust leads to greater compliance with a wide range of public policies, such as public health responses, regulations, and the tax system. It also nurtures political participation, strengthens social cohesion, and builds institutional legitimacy. In the longer term, trust is needed to help governments tackle long-term societal challenges such as climate change, ageing populations, and changing labour markets.”

 Positive Resolutions for 2025

I was fortunate to be invited to a meeting of the University of Georgia’s student ICMA chapter where we discussed early-career dilemmas that young professionals may likely encounter. I was also on a panel with GFOA’s past president for a Kansas University class on the importance of ethics to our profession. Together these were fitting ways to end the celebration of the Code’s 100th anniversary. When the next generation chooses a future in public service, it is our obligation to both learn from them and share our wisdom accumulated in this profession.

January is a period of introspection, and we can start the year by committing to a continuous learning mindset where we honestly assess what is going right and where we can improve. The following strategies can help us to be the most authentic versions of ourselves as we approach the months ahead.

Professional Development

What are your interests and areas to enhance? Take this opportunity to push your personal growth boundary by getting out of your comfort zone.

Accountability

Hold yourself accountable to the highest ethical standards and address breaches in public trust when others fall short.

Being a Force for Good

Positions in local government management come with the responsibility to be a role model for the organization and community. Likewise, adopt the characteristics of the person who inspires you!

Supporting and Leading Employees

What tools do the organization’s employees need to be more effective, efficient, and equitable? Be the advocate they deserve, budget these resources, and lend support if these efforts have detractors.

Finding your Zen

Prioritize mental health and respect when the organization’s employees need to do the same.

Turning the page on the last year means we make room in our lives for what the new year has in store for us. I choose to remain in awe of the opportunity to make a difference through a career in public service doing my small part to protect democracy in local government, and to have some fun in the process. I hope you’ll join me!

JESSICA COWLES is ethics director at ICMA (jcowles@icma.org).