How to Become a City or County Manager: A Complete Career Roadmap

More than 3,500 U.S. municipalities operate under the council-manager form of government, making the city or county manager one of the most consequential appointed positions in local public service. These executives oversee multimillion-dollar budgets, direct hundreds or even thousands of employees, and keep essential services running, from police and fire protection to water systems and land-use planning.

The role demands a specific combination of graduate education, progressive government experience, and political acumen that takes most professionals 10 to 20 years to build. Median pay for chief executives in local government topped $189,500 as of the latest federal data, yet compensation swings dramatically with jurisdiction size. Perhaps the sharpest tension in the profession: the manager serves at the pleasure of an elected body, so career stability depends as much on political fit as on operational competence. This guide breaks down every step of the journey, from choosing the right degree in public administration to navigating the executive search process and building a sustainable career in local government leadership.

What Does a City or County Manager Do?

Think of a city or county manager as the chief executive officer of a local government. Elected councils and boards set public policy priorities, approve budgets, and represent constituents. The manager translates all of that into reality. They run daily operations, prepare the annual budget, hire and supervise department heads, negotiate contracts, and coordinate long-range planning. The distinction is critical: the manager does not set policy. They execute it, advise on it, and are ultimately accountable to the elected body that hired them.

Across the United States, roughly half of all municipalities with populations of 2,500 or more use the council-manager form of government.¹ By recent estimates, more than 3,500 cities and about 370 counties operate under this structure, collectively serving approximately 92 million people.¹ Among larger cities with populations above 100,000, the share is even higher, with about 58 percent relying on an appointed professional manager.¹ The model continues to be the dominant governance structure in American local government.

A Week in the Life

The breadth of a city or county manager's responsibilities becomes clearer when you look at a typical week. Consider a Monday morning spent reviewing quarterly revenue projections with the finance director, followed by a Tuesday afternoon preparing briefing materials for a council work session on zoning amendments. Wednesday might bring an evening community meeting where residents voice concerns about a failing stormwater system. Thursday could involve a sensitive human resources conversation with the police chief about a personnel complaint, and Friday might close with a regional planning authority meeting where the manager coordinates with neighboring jurisdictions on transportation funding.

No two days look the same, and no single technical skill covers the range. Managers need fluency in public finance, human resources, infrastructure planning, intergovernmental relations, and community engagement, often within the same 48 hours.

Council-Manager vs. Mayor-Council: Why the Structure Matters

Not every local government gives its top appointed professional the same authority. In a council-manager city or county, the manager holds broad operational control. They can hire and fire department heads, reorganize agencies, and present the budget with a high degree of independence. In contrast, mayor-council cities sometimes employ a chief administrative officer who fills a similar coordinating role but often with more limited authority. The mayor retains executive power, and the CAO serves at the mayor's discretion rather than the council's. Research comparing the two forms has found that council-manager cities tend to spend more per capita ($1,037 versus $944 in mayor-council cities), reflecting the broader operational mandate these managers carry.²

This distinction directly affects job security and professional autonomy. A council-manager arrangement gives the manager a clear mandate to run the organization, but it also means they can be dismissed by a simple council majority. Understanding which governance form a community uses is essential before you apply for a position.

Scale Changes Everything

The size of the community dramatically shapes what the job looks like day to day. In a town of 10,000 residents, the manager may personally handle human resources disputes, draft press releases, and inspect a water main break, essentially serving as the de facto HR director, public affairs specialist, and emergency coordinator rolled into one. With a lean staff of perhaps 50 employees, the manager is deeply hands-on.

Contrast that with a city of 200,000, where the manager oversees 2,000 or more employees through a team of assistant city managers, each responsible for a portfolio of departments. At this scale, the work shifts toward strategic leadership, intergovernmental negotiation, and managing the politics of a large, complex bureaucracy. Both roles carry the same title, but they demand different skill sets and temperaments. As you explore this career in public policy, understanding where you thrive on that spectrum will help you target the right opportunities.

City Manager vs. County Manager: Key Differences

Although city managers and county managers share nearly identical educational backgrounds and core competencies, the structural and political environments they operate in differ significantly. Understanding these distinctions can help you decide which path aligns with your career goals. Below is a side-by-side comparison across the dimensions that matter most.

Questions to Ask Yourself

Step 1: Earn a Relevant Degree

Education is the foundation of a career in city or county management, and choosing the right degree path matters more here than in many other public sector roles. While a bachelor's degree is the minimum qualification, the master's degree has become the de facto industry standard for anyone serious about leading a local government.

Start With a Strong Undergraduate Foundation

Most aspiring city and county managers begin with a bachelor of public administration, political science, urban planning, or business administration degree. Any of these fields will give you useful exposure to government structures, budgeting, and policy analysis. That said, your undergraduate major is less important than what comes next: the vast majority of managers in cities with populations over 25,000 hold a graduate degree, and job postings for mid-size and large jurisdictions almost universally list one as a requirement or strong preference.

MPA vs. MBA vs. MPP: Which Master's Degree Fits?

Three graduate credentials show up most often in this profession, but they serve different purposes.

• Master of Public Administration (MPA): This is the most common degree among practicing city and county managers. MPA programs are built around the operational realities of government: budgeting, human resources management, intergovernmental relations, and organizational leadership. If your goal is to run a municipality, the MPA is the most direct path.
• Master of Business Administration (MBA): An MBA carries weight in larger cities where financial complexity rivals that of private-sector organizations. It signals strength in fiscal management, strategic planning, and data-driven decision making. Some managers combine an MPA with MBA-level coursework, or choose an MBA with a public management concentration.
• Master of Public Policy (MPP): The MPP skews more toward policy analysis, program evaluation, and research methodology than toward day-to-day operations. It is a strong credential for roles in policy development or legislative analysis but is less commonly held by managers who oversee service delivery and departmental operations.

If you are targeting a career as a practicing local government manager, the master of public administration should be your default choice. Consider the MBA if you plan to work in a large or financially complex jurisdiction. Reserve the MPP for a career that blends management with heavy policy work.

Do You Actually Need a Master's Degree?

Technically, no. Smaller communities sometimes hire managers who hold only a bachelor's degree, particularly if the candidate brings decades of progressive government experience. In practice, however, skipping the graduate degree limits your competitiveness significantly. ICMA survey data consistently shows that the overwhelming majority of appointed managers and administrators hold at least a master's degree. For cities above 25,000 residents, it is nearly universal. If you intend to advance beyond small-town administration, plan on earning one.

Look for NASPAA Accreditation

When evaluating MPA programs, prioritize those accredited by the Network of Schools of Public Policy, Affairs, and Administration (NASPAA). NASPAA accreditation is the gold standard for public affairs graduate education. It ensures the curriculum meets rigorous peer-reviewed benchmarks in areas such as public management, policy analysis, and ethical leadership. Many NASPAA-accredited programs now offer fully online or executive-format options designed for working professionals, making it possible to earn your degree while gaining the government experience that hiring councils also expect. You can explore best online public administration degree programs to compare accredited options by format, cost, and specialization.

Step 2: Build Progressive Government Experience

Earning a degree opens the door, but the path to a city or county manager appointment runs through years of hands-on government work. Hiring panels consistently look for one phrase on your resume: progressive responsibility. That means a track record of taking on broader, more complex leadership roles over time, not just logging years in a single department.

A Realistic Career Ladder

While every career unfolds differently, a common trajectory looks roughly like this:

• Management analyst or budget analyst (years 1 to 3): You learn the nuts and bolts of municipal operations, from revenue forecasting and capital budgets to council agenda preparation. These roles build analytical credibility and let you observe how decisions move through an organization.
• Assistant to the city manager (years 3 to 6): This staff-level position gives you direct exposure to the chief executive's office. You draft policy memos, coordinate across departments, and begin interacting with elected officials, all without yet carrying line authority.
• Assistant city manager or department director (years 6 to 12): Now you manage people, budgets, and programs. Whether you oversee public works, community development, or administrative services, the goal is demonstrating that you can run a sizable operation and navigate the political dynamics that come with it.
• First city or county manager appointment (years 10 to 15 from career start): Most professionals land their first top appointment after a decade or more of cumulative experience, often in a small or mid-size community where the governing board values breadth over big-city pedigree.

Why Cross-Departmental Exposure Matters

Deep specialization in finance or planning is valuable, but it can actually work against you in a manager search. Governing boards want someone who can credibly oversee every function, from HR and IT to parks and utilities. Seek rotational assignments, volunteer for interdepartmental task forces, and take on special projects outside your home department. The wider your exposure to finance, human resources, public works, and community development, the stronger your candidacy will be when the time comes. Professionals who have worked in policy analyst roles, for instance, often bring sharp analytical instincts that translate well into broader executive leadership.

Starting Small to Move Up

Communities with populations between 5,000 and 50,000 are often the best launching pads. In a smaller jurisdiction, an assistant city manager might handle everything from labor negotiations to emergency management in the same week. That breadth is hard to replicate in a large city where roles are more compartmentalized. Many successful managers of major metropolitan communities began their careers in towns most people have never heard of, using that broad foundation to compete for progressively larger appointments.

Lateral Entry From Other Sectors

Former military officers, nonprofit executives, and state agency managers do cross into local government management, and some bring highly transferable leadership skills. However, lateral entrants should expect to serve as an assistant or deputy manager before being considered for the top job. Municipal governance has unique mechanics, including council-manager dynamics, public meeting laws, intergovernmental funding streams, and civil service rules, that require firsthand experience. A stint in a deputy role allows you to learn those systems while demonstrating to future hiring panels that you understand how local government actually operates day to day.

Regardless of which path you follow, treat every role as a chance to broaden your portfolio. The managers who rise fastest are the ones who consistently seek out unfamiliar challenges rather than staying comfortable in a single lane.

The Path from Entry-Level to City Manager

Most city and county managers spend 10 to 20 years climbing from their first government post to the top appointed role. The timeline below maps the typical career sequence and realistic timeframes at each stage, so you can plan accordingly.

Step 3: Pursue Professional Certifications, The ICMA Credentialed Manager

While no license is required to serve as a city or county manager, a voluntary professional credential can distinguish you from other candidates and signal to elected officials that you operate at the highest standard of ethical, competent management. The most recognized designation in the field is the ICMA Voluntary Credentialing Program, formally known as the ICMA Credentialed Manager (ICMA-CM), awarded by the International City/County Management Association.

What the ICMA-CM Designation Means

The ICMA Credentialed Manager credential is not a one-time test you pass and forget. It is an ongoing commitment to professional ethics, continuous learning, and peer accountability.¹ Holding the credential tells hiring authorities that you have been vetted against the ICMA Code of Ethics and that you maintain your skills through structured professional development. For communities searching for their next top administrator, that assurance carries real weight.

Eligibility and Application Process

Earning the ICMA-CM requires a meaningful track record in local government leadership. Key requirements include:

• Role: You must be serving, or have served, as a chief administrative officer (CAO) or assistant CAO of a local government.²
• Experience: A minimum of seven years of qualifying service is required.²
• Assessment: Applicants must complete the ICMA Management Assessment, which evaluates competencies across areas such as financial management, community engagement, and strategic leadership.³
• Ethics commitment: You must demonstrate adherence to the ICMA Code of Ethics, a foundational document that governs professional conduct in the field.

Applications are submitted online through your ICMA account, and the association accepts them on quarterly deadlines throughout the year.³ Once credentialed, you are required to complete 40 hours of continuing education annually⁴ and undergo a multi-rater assessment (a 360-degree feedback tool completed by colleagues, elected officials, and direct reports) every five years.⁵ These renewal requirements ensure that the credential remains a living standard rather than a static line on a resume.

Does the Credential Affect Career Outcomes?

ICMA does not publish a precise salary premium tied to the credential, and the data on competitive advantage is not as granular as many candidates would like. That said, anecdotal evidence and hiring trends suggest that credentialed managers are more likely to be considered for positions in larger jurisdictions where councils actively seek candidates with demonstrated commitment to professional development. Some executive search firms note the ICMA-CM as a preferred or recommended qualification in their postings, particularly for communities with populations above 25,000. If you aspire to manage increasingly complex organizations, pursuing this credential is a strategic investment.

Other Credentials Worth Considering

The ICMA-CM is the gold standard for local government management, but it is not the only credential that can strengthen your candidacy. Professionals earlier in their careers in public administration may benefit from stacking complementary certifications as they build experience:

• Certified Public Manager (CPM): Offered through state-level programs (often in partnership with universities), the CPM focuses broadly on public sector management competencies and is especially valuable early in your career before you meet the ICMA-CM's seven-year threshold.
• Project Management Professional (PMP): Demonstrates your ability to manage complex initiatives on time and on budget, a skill elected officials deeply appreciate.
• Financial certifications: Credentials such as the Certified Government Financial Manager (CGFM) show that you can navigate the nuances of public budgeting, auditing, and financial reporting.

None of these replace the ICMA-CM, but stacking complementary certifications throughout your career creates a portfolio that communicates both depth and range. Start with the credentials that match your current career stage, and plan your path toward ICMA credentialing once you have accumulated the required experience.

Step 4: Navigate the Hiring Process

Landing a city or county manager position is unlike applying for most government jobs. The process is highly structured, politically sensitive, and often mediated by professional recruiters who specialize in local government leadership placements. Understanding how the system works gives you a meaningful advantage over candidates who simply submit a resume and wait.

How Executive Search Firms Shape the Process

Most cities and counties with populations above 25,000 hire an executive search firm to manage their recruitment. Firms such as SGR, GovHR USA, Slavin Management Consultants, and Baker Tilly (which recently handled the City of Golden's manager search²) dominate this space. ICMA maintains a resource directory for executive searches to help communities and candidates identify reputable recruiters.

These firms do far more than post a job listing. They actively recruit passive candidates, conduct preliminary background reviews, and present a curated shortlist to the governing body. When screening applicants, recruiters evaluate three things above all else:

• Progressive responsibility: A clear trajectory from analyst or department head roles into assistant manager or deputy positions.
• Community fit: Whether your management style, policy philosophy, and communication approach align with the community's culture and priorities.
• Absence of red flags: Any history of ethical complaints, contentious departures, litigation, or public controversies will surface during their vetting. Recruiters routinely contact references you did not provide.

If you are preparing for your first manager search, building a relationship with recruiters before you are ready to apply is a smart move. Attending ICMA conferences and state association meetings puts you on their radar.

Typical Interview Stages

The hiring process generally unfolds in four phases and can stretch from three to six months:

• Recruiter screening: A phone or video interview with the search firm to assess qualifications, salary expectations, and interest level.
• Semifinalist panel interview: A more formal session, often with council members, senior staff, and sometimes community stakeholders. Expect scenario-based questions about budgets, labor negotiations, and crisis management.
• Finalist public forum: Many communities require finalists to participate in a public meet-and-greet or community forum where residents can ask questions directly. This stage tests your communication skills and comfort with transparency.
• Final council vote: The governing board deliberates and votes, sometimes in a public meeting. The decision is inherently political, and factors beyond your resume, such as interpersonal chemistry with elected officials, often tip the balance.

Patience is essential. Timelines slip regularly due to scheduling conflicts, council turnover, or unexpected political dynamics.

Negotiating Your Contract

Once selected, you will negotiate a written employment agreement. A formal contract is standard practice in the profession, and ICMA's ethics code encourages managers to insist on one.³ Typical contract provisions include:

• Initial term: Most agreements cover two to three years, with automatic renewal for one-year periods unless either party provides notice.³
• Severance protection: Contracts commonly guarantee six to 12 months of salary upon termination without cause, though some jurisdictions offer up to 18 months. This clause is not a luxury; it reflects the political vulnerability of the role.³
• Resignation notice: Managers are generally required to give 30 to 60 days written notice before departing voluntarily.³
• Additional benefits: Relocation allowances, vehicle stipends, enhanced retirement contributions, and professional development budgets (covering ICMA membership, conferences, and continuing education) are all negotiable and widely offered.
• Annual evaluation: Contracts typically require a formal performance review at least once per year, conducted by the governing body.³
• Indemnification: Most agreements include a clause requiring the jurisdiction to cover legal costs if you are sued for actions taken in your official capacity.³

Termination, when it happens, must occur through a public meeting and vote, reinforcing how visible this position is.³

Understanding Tenure and Career Mobility

Nationally, city and county managers remain in their current position for roughly six to eight years on average, though annual turnover rates range from 10 to 20 percent across the profession.³ First-time managers appointed in smaller communities often serve three to four years before pursuing opportunities in larger jurisdictions with bigger budgets and more complex operations. This stepping-stone pattern is well established and expected within the field, much like progression across other careers in public administration.

Knowing these norms helps you plan realistically. Your first appointment is unlikely to be your last, and each role builds the track record that search firms and councils evaluate for the next opportunity.

City and County Manager Salary and Job Outlook

The Bureau of Labor Statistics groups city and county managers under the Chief Executives category (SOC 11-1011). The median annual wage was $189,520 as of May 2023, but pay varies widely by community size: managers in small towns under 10,000 residents often earn closer to the lower percentiles, while those leading large metros can exceed $200,000. Total compensation frequently adds 20-30% on top of base salary through benefits such as vehicle allowances, housing stipends, deferred compensation plans, and retirement contributions. Job growth for this category is projected at about 4%, roughly in line with the average for all occupations.

Challenges, Realities, and Career Growth

City and county management is one of the most rewarding career paths in public service, but it demands a level of personal sacrifice that candidates should weigh carefully before committing. The profession carries structural risks that no amount of talent or preparation can fully eliminate.

Political Risk and Job Security

City and county managers serve at the pleasure of the elected council or board of commissioners. A single election cycle that shifts the political majority can end your tenure, regardless of your performance record, budget discipline, or community satisfaction. Involuntary terminations are not uncommon in the profession. Some managers negotiate severance clauses into their employment agreements precisely because turnover driven by political realignment is a known occupational hazard rather than an exception. You can run an objectively well-managed government and still lose your position because new council members want "their own person" in the role.

Work-Life Balance

Expect to work 50 to 60 hours in a typical week, and more during crises. Council meetings regularly extend into late evenings, sometimes past 10 p.m. Community emergencies like flooding, infrastructure failures, or public safety incidents have no regard for weekends or holidays. In smaller jurisdictions, you are also a highly visible public figure. Your neighbors know where you live, your dining choices become small talk, and your family's daily life receives a level of scrutiny that most private-sector professionals never encounter. The boundary between professional and personal identity can feel razor-thin, especially in communities under 50,000 residents.

Relocation Frequency

Most managers move three to five times over the course of a career, often across state lines. Each move disrupts a spouse's or partner's employment, uproots children from schools, and severs the community connections you have spent years building. This pattern of relocation is one of the leading reasons professionals leave the field. Dual-career households face particular strain, and candidates should discuss this reality with their families well before accepting a first appointment.

Career Paths Beyond the Manager's Office

The skills you develop in city or county management translate to a wide range of second-act careers. Common trajectories include:

• Consulting: Many former managers become advisors through ICMA or join executive search firms that recruit local government leaders.
• Academia: Retired managers frequently teach as adjunct or full-time faculty in Master of Public Administration programs, bringing invaluable practitioner perspective to the classroom.
• State and federal government: Senior roles in intergovernmental affairs, emergency management, or state municipal leagues draw heavily from former local government managers.
• Private sector: Utility companies, real estate development firms, and engineering consultancies value the regulatory knowledge and stakeholder management expertise that managers bring.

None of these transitions are automatic, but the breadth of competencies you build, from finance and labor relations to crisis communication, positions you as a versatile executive in almost any organizational setting. Former managers who pivot into policy consulting find that their experience navigating elected boards and public budgets gives them an immediate credibility advantage. Understanding these exit ramps early in your career can reduce the anxiety that comes with the profession's inherent political volatility.

Frequently Asked Questions About Becoming a City or County Manager

Aspiring local government managers often have practical questions about timelines, qualifications, and career stability. Below are concise answers to the questions we hear most often from students and mid-career professionals considering this path.

The path is straightforward, even if it is not quick: earn a relevant degree (ideally a NASPAA-accredited MPA), accumulate 10 to 15 years of progressive local government experience, pursue ICMA credentialing, and stay open to relocating for the right opportunity.

If you are ready to start, take three concrete steps now. Explore accredited online MPA programs that align with your schedule and budget. Join ICMA as a student or early-career member to access mentorship and job boards. And apply for a management analyst or budget analyst role in a city or county department to begin building the operational track record hiring panels expect. Few careers in public administration let you directly shape the quality of life for an entire community. City and county management is one of them.