Tag: Leadership

How can you mobilize across generations to transform public service?

How can you mobilize across generations to transform public service?

A beginning…

(1 of 3)  Four years ago NxtGov was an ambition. It was born out of a government improvement initiative and the need for a space for public servants to feel like they belong.

Over the years, I have seen several iterations of this movement. These iterations include a few name changes and failed experiments, but most importantly, they have included the names and faces of the people that have each contributed to the growth of NxtGov.

As the national political environment has questioned the role and efficacy of the public sector, we have been inspired and determined to uplift our public sector ethic and make permanent important spaces like NxtGov. Today, NxtGov is a reality that continues to grow, with the dedication of our members and brave leaders that step up when opportunity calls. 

Opportunity is calling:

We are recruiting leaders that will help us lead NxtGov through its next chapter- NxtGov as a non-profit!  

We are looking for leadership in the following open roles:

  • Board Position
  • Council Positions:

Timeline:

  • 10/11: Nominations Opened!
  • 11/4 @ lunch and 11/5 after work: info sessions!
  • 11/8: Nominations Closed
  • 11/19: Board Member Announced & Endorsements for Director Positions Close
  • 12/1:  Directors Announced

Process:

  1. Full description of the roles and timeline can be found here: http://bit.ly/NxtGovExecElectionPositions
  2. The Nomination form can be found here. (CLOSED) http://bit.ly/2019NxtGovNominations
  3. RSVP for Election Event: RSVP
  4. Meet the Candidates and Vote! 

READ ON… How did we get here? [2 of 3]; What is next? [3 of 3]

For any questions about the upcoming opportunities and changes, don’t hesitate to contact us at collaborate@nxtgov.org


Path to Public Service Profile Featuring Andrew Kehoe

Path to Public Service Profile Featuring Andrew Kehoe

Andrew found his way into public service through political campaigns where he has been able to work with elected leaders on policy development, community engagement, and programming in several portfolios. 

Name: Andrew Kehoe

Job Title: Civic Engagement Liaison & Thousand Strong Program Manager, City of Sacramento

Recommended Reading: Wow, way too many books that I will just talk your ear off about. 

Non-Fiction: Anything by Hunter S. Thompson or Jon Krakauer, 

Fiction: Cormac McCarthy and Philip K Dick.

Song stuck in your head right now OR Song you wish you didn’t like: I always have the Teddybears remix of Stayin’ Alive by the Bee Gees stuck in my head when I am walking around town. It may actually be a medical condition. 9/10, would recommend. 

What was your path into public service?

My path to public service was through political campaigns. I worked as an intern in political offices and then on various campaigns for issues and elected leaders. Political offices are by nature a little different than much of the public service positions out there. Working for them, I got to work with elected leaders on policy development, community engagement, and programming in several portfolios. 

Before I got into public service, I worked for a Fortune 500 company and the end result of all my work was really just a stock price. I enjoyed the people I worked with but never felt totally fulfilled by the goal of my job. I decided I would restart my career and became a 31-year-old intern in the legislature. 

I have stayed in public service for two big reasons: For one, I want to affect change in a positive way in the place where I grew up. At the City I am able to do that in a way that moves fast and has the latitude to try things that may only work in a unique place like Sacramento. I also enjoy the diversity of work. On any given day I could be working on a newsletter, typing a brief for the Mayor, hosting a stakeholder engagement session on a new program, and writing some policy recommendations. It never gets old. 

What do you do in your current position, and what is something you are working on right now? 

My role in the Sacramento Mayor’s office is a bit of a swiss army knife type job. I do some program administration, some policy analysis, some communications and “other duties as assigned,” like planning community office hours or helping a constituent navigate our permitting department. 

Right now, I am very proud of the college savings account program I have been working on with my community partners at United Way. We are giving kindergarteners at select schools $25 in a Scholarshare account just for being enrolled in the school. Their parents can add money to this and we will match it up to a certain amount, and there are additional incentives for parents as well. We hope to ensure that, regardless of what a child does after they graduate, they have some money saved up for college, a technical certificate, or special vocational training.

What cautionary tip would you give to someone looking for a job in state public service? 

Campaigns are hard work. It is some of the hardest work you will ever do. It is also one of the best ways to get connected to an elected official if that is the route you want to take in public service. You will work harder than you ever have in your life. When you win, it is the best feeling in the world. When you lose, it is soul crushing, but you learn a lot. Go join a campaign!!

Final Thoughts

There is no right way into public service. Find the job that really speaks to you and don’t be reluctant to apply for something that might stretch your skills and abilities in new ways.

Servant Leadership: Still Relevant in the 21st Century Workforce

Servant Leadership: Still Relevant in the 21st Century Workforce

Guide Civil Service Leadership Forward Using Servant Leadership

By Tonia Burgess, NxtGov’s Director of Professional Development

 

“The only test of leadership is that somebody follows” – Robert Greenleaf

Change is imminent in the government workforce. According to the 2018 Gallup poll 66 percent of employees in the United States are unhappy, and 13 percent of the remaining 34 percent are disengaged with their jobs.  Emerging leaders should consider conducting a self-examination of their personal “why” before taking a job that can negatively influence the work experience of others. 

As individuals prepare to lead, it is important they assess their intent and motive to lead others.  Ask yourself, who will you lead and how will you lead? The way you answer this question will shape organizational culture.

Traditional leaders lead from a hierarchical perspective that is top-down focused on the executive level, to middle managers, employees, and lastly customers.  Servant leaders take the opposite view.  A servant leader functions from an inverted triangle where customers are at the top, employees next, management, and lastly executive leadership. 

Servant leadership embodies an inverted triangle. A servant leader devotes himself/herself to serving the needs of others; focuses on meeting the needs of those they lead; develops others and brings out the best in them: coaches, mentors, and encourages others; facilitates growth; and builds a sense of community that engages individuals. All of these factors demonstrate the characteristics of a servant leader. 

Funnel Visual of Servant Leadership

Robert Greenleaf a landmark leader introduced the concept of servant leadership during the 20th century. The tenets of his work continue to lend themselves to the discipline of organizational leadership and development. Greenleaf identified three significant organizations he believed were appropriate to facilitate servant leadership and they were: churches, universities, and businesses. And yes, Greenleaf expressly considered government, as a large organization or business. Greenleaf stated, “all holders of power are suspect and all actions that stem from authority are subject to question. Who and how does it serve?” Moreover, he postulated “whoever will be great among you must be your servant.” 

Greenleaf’s, style of leadership may seem unorthodox to many, especially in government.  However, as government evolves in the 21st century with variations in technology and a diverse workforce, the next generations of civil service leaders would do well to explore and adapt key principles of servant leadership to guide government forward.   


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Civil Service in Five Years

Civil Service in Five Years

Civil Service Promotional Opportunities Expected to See Increases in Near Future.

By Lusine Sarkisyan, NxtGov Ambassador

The CalHR’s Statewide Workforce Planning and Recruitment Unit annually analyzes state workforce demographic data and has come to the conclusion that based on December 2018 data, approximately 47 percent of managers and supervisors of state civil service are ready to retire in the next five years. 

Civil Service Permanent Managers and Supervisors Chart

CalHR Statewide Workforce Planning and Recruitment Unit, December 2018 Data 

What does this mean for rank-and-file employees? That in the next five years, there is opportunity for promotions and development, potentially if all 47 percent retire in the next five years there will be 15,371 vacancies at the manager/supervisor level within the State of California. 

Additionally, based on data from December 2018, approximately 36 percent of rank-and-file employees will be ready for retirement in the next five years. Which means that there will be 62,658 potential vacancies. These vacancies would allow rank-and-file employees to promote up, but it would also open opportunities for individuals to enter civil service.

Civil Service Permanent Rank-and-File Chart

CalHR Statewide Workforce Planning and Recruitment Unit, December 2018 Data 

With all these potential vacancies in the next five years, there is going to be more desire by rank-and-file staff to pursue avenues for gaining knowledge of programs, professional development, counseling by upper management which will ultimately lead to various forms of mentorship. In fact, CalHR has recognized this need and has issued a policy for state entities to take a proactive and strategic approach to recruiting, developing, and retraining a skilled and diverse workforce to meet current and future organizational needs. As of August 2018, there are 34 state entities who have developed some sort of succession plan to address future organizational needs. Departments similar to CalPERS, Department of Consumer Affairs, CalSTRS, and others have some form of mentorship program to help develop their staff. 

It is important to identify that mentorship is not just about getting promoted and developing one’s career, but mentorship is a great tool that results in improved relationships with colleagues, increased motivation, and most importantly improved job satisfaction.

Additionally, with these vacancies whether rank-and-file level or manager and supervisor levels, individuals seeking to enter civil service will be looking towards programs and workshops to provide tools and information in applying and entering civil service. This means, NxtGov is going to be very busy in the next five years reaching out and engaging with the local communities and partnering with various entities to help increase the workforce. Are you ready to give a helping hand?


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What’s Next for NxtGov?

What’s Next for NxtGov?

Learn more about our plans to develop NxtGov from a thriving grassroots community into an inclusive and sustainable organization.

With hundreds of members and growing, NxtGov has embarked upon an incredible journey over the past couple of years to become the strong community it is today. So where do we go from here? How do we build upon our momentum to do even greater things?

With these questions in mind, I’m pleased to present the NxtGov Strategic Plan 2019-2021 which will help guide NxtGov toward a bright future in the years to come. This plan was developed by the NxtGov Executive Team to set the strategic direction for our organization to realize its mission. Our goals include attracting and retaining members and partners, ensuring our organization runs smoothly, and develop NxtGov from a thriving grassroots community into an inclusive and sustainable organization.

I want to share how proud I am of the Executive Team in living out NxtGov’s values as we developed the strategic plan together. Their forward-thinking and collaborative approach resulted in a solid foundation upon which the organization can continue to grow. In addition to all their usual work of coordinating events and opportunities for our members, the Executive Team came together in March and April to conduct an environmental scan and align on visionary goals and action plans that will take NxtGov to the next level.

This kind of planning is critical as we develop from a grassroots startup into a nonprofit organization. Shortly before the development of the strategic plan, NxtGov was officially registered as a nonprofit in the State of California and is now in the process of filing as a nonprofit with the federal government as well. This process has allowed us to solidify who we are as an organization and what value we offer to public servants and government operations.

I hope you will take the opportunity to review the NxtGov Strategic Plan 2019-2021 and learn about all the ways to get involved in NxtGov and contribute to the community we are building together.

Danielle Metzinger
Deputy Director, NxtGov


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DISCLAIMER: This is an unofficial organization that is not connected to any one government entity.