NACA Highlights: NACo Annual 2025

Images from the 2025 NACo Annual Conference.

The National Association of County Administrators (NACA) hosted a series of Idea Exchanges, a reception, board meeting, and annual membership meeting during the 2025 NACo Annual Conference in Philadelphia - drawing nearly 200 engaged attendees!

Leadership, Strategy, and Federal Impacts

The conference kicked off with the NACA Board Meeting on July 11th, where board members gathered to discuss strategic priorities and set the direction for the year ahead.

Annual Membership Meeting

The July 12th annual Membership Meeting was important for a few reasons - amendments to the NACA bylaws and voting in the new 2025-26 NACA Board. Congratulations to all! Click here to learn more about the meeting and bylaws amendments.

• President: Betsy Keller

• President Elect: Michael Colbert

• Secretary/Treasurer: Jonathan Lewis

• Past President: Kenneth Wilson

Idea Exchange #1

After the annual membership meeting, the session transitioned to the first or two NACA Idea Exchanges and set the stage for robust dialogue and learning:

• Federal Impacts & County Responses: Preparing for the Storm
  NACA Secretary/Treasurer Michael Colbert led an insightful discussion on navigating recent federal developments. Important topics and the message shared by Michael was a very important one - we have to show up for each other now more than ever. Thanks for the inspiration Michael and thanks to the entire county community for holding these important spaces for county folks to come together. A major theme of the conversation centered on the looming reduction in federal funding and its significant implications for local governments. Counties shared how they are bracing for substantial cuts, budgeting more conservatively, and adjusting service levels accordingly.

  • Mecklenburg County, NC described its deep dive into a return-on-investment approach—prioritizing core functions and scaling back or eliminating what the County can no longer afford. After already cutting $211 million in previous cycles, they made the difficult decision to eliminate all nonprofit funding. When further cuts were needed, County leadership remained transparent with their board. Despite political pressure, the board stood firm, approving a property tax rate increase by a vote of 8-1. Mecklenburg is now convening community partners to frame these changes as a shared challenge, not just a County responsibility.

  • Chester County, PA is also budgeting conservatively, and working collaboratively with regional counties to quantify long-term impacts of federal changes. They are documenting these impacts thoroughly and sharing them with state and federal representatives. One key takeaway: public expectations must be reset, and storytelling through data will be essential.

  • Washington County, OR has also cut nonprofit funding and is holding community and employee listening sessions to ensure transparency and maintain trust.

  • Wake County, NC has leaned on its strategic plan to make difficult decisions and communicate priorities. They’ve been clear with their community: without revenue increases, not every desirable program is feasible.

  • Additionally, several counties reported an increase in EMS call volume, prompting internal discussions around triaging calls more rigorously to preserve resources.

• Strategic Planning
  NACA President Betsy Keller guided a conversation on best practices for strategic planning, including the frequency of planning, use of facilitators, and measuring effectiveness. Many administrators highlighted the importance of strategic planning as a decision-making compass in uncertain times.

  • Although strategic planning or "plan" was once seen as a “four-letter word,” leadership is now seeing its value and is moving forward with formal planning efforts.

  • Other counties with strong planning frameworks described long-range plans supported by short-term (1-2 year) action plans, often tied to budget development and staff evaluations. Most counties have dedicated teams responsible for tracking and reporting progress.

  • Minnesota Association of Counties also reinforced how planning helps navigate change while keeping boards, departments, and communities aligned on shared goals.

The overall message: strategic plans provide clarity, accountability, and stability through shifting priorities.

• Leadership Development: Buliding the Bench
  NACA Past-President Kenneth Wilson focused on cultivating current and future leaders, sharing approaches to leadership development and succession planning.

  • Several counties use NACo’s High Performance Leadership Academy (HPLA) as a foundational program.

  • Some invest in the Harvard Kennedy Leadership Program

  • A county has developed an internal emerging leaders track.

  • One county created a Junior County Commissioner Program, partnering with high schools to introduce students to public service early.

  • A county in the Midwest shared its focus on emotional intelligence and interpersonal skills alongside technical knowledge.

  • Korn Ferry’s Leadership Curriculum was also highlighted as a valuable resource for growing high-potential staff. 

  • Mentorship came up as a key differentiator, especially for those who benefit from one-on-one guidance. Several counties are exploring or expanding internal mentoring programs to better support professional growth.

Overall, the day was marked by high engagement, thoughtful questions, and a sense of community as participants connected over shared challenges and innovative solutions - we’re all in this together.

NACA Reception Hosted by OPTERRA Energy Services

On Saturday evening, July 12th, NACA members and attendees gathered at a reception hosted by Friend of NACA, OPTERRA Energy Services (formerly ENGIE). The event took place at Restaurant 13 in the Philadelphia Marriott Downtown. This reception included 65+ individuals and great mixture of county administrators, county staff, and even county commissioners. It was a great group and the reception provided a relaxed atmosphere for networking, reconnecting, and celebrating the county administrator community. NACA would like to recognize Opterra, Katy Glynn, and the rest of the Opterra team for supporting NACA and hosting of this reception. Thank you!

Day 2: Workforce, Wellness, and Collaboration

Building on the momentum, the second Idea Exchange on July 13th centered on workforce and wellness topics:

• Workforce Retention & Attraction
  Facilitator, ICMA Board Liaison to NACA, and current ICMA President, Tanya Ange, Tanya Ange framed the discussion by outlining today’s complex workforce environment: the ongoing challenges with offering competitive benefits, navigating evolving workplace culture amid executive orders and federal policies, and managing remote work when there isn’t enough office space to bring everyone back, even if the desire exists. Counties are taking diverse and creative approaches to address these challenges:

  • Culture & Pride Campaigns: One county launched an internal “step up” campaign to instill a sense of pride in public service and community impact, fostering both retention and recruitment.

  • Health & Wellness: Montgomery County, Alabama, opened a no-cost health clinic for employees. It’s not only reduced time away from work but also demonstrated tangible value to staff.

  • Every Role Matters: A newer administrator shared their efforts to reset workplace culture, emphasizing that even those handling small administrative tasks—like processing travel—are contributing to larger outcomes, such as economic development.

  • Modern Benefits: Pet insurance, parking solutions, and childcare access are being adopted as meaningful benefits. A rural county even offered employees plots in a community garden. In some areas, employees are requesting support for housing and recreation—like kayak check-outs—to enhance quality of life.

  • Communication & Engagement: A manager shared how they record weekly short videos reinforcing county values and spotlighting topics like teamwork and weekend and shift workers. Another county hosts listening sessions with employees and openly reports back on what is and isn’t feasible to change.

  • Performance & Recognition: Guilford County has built standard performance metrics into employee evaluations. One administrator asked if others had performance matrices in place—a conversation we’ll revisit.

  • Student Loan Support: Counties using SAVI, a NACo Edge program, are helping employees manage and reduce student debt with great success.

  • Premium Sharing & Childcare: Kauai County updated its health premium cost-share from 60/40 to 75/25 for select plans and expanded access to childcare for employees.

  • Data-Driven Support: One county mentioned success using Raftelis for organizational satisfaction surveys to guide workforce decisions.

  • Emerging Benefits: From GLP-1 drug access to on-site child care at courthouses, counties are investing in health, family, and future-ready services. One county also shared how they’re tackling lagging wages with a structured review and adjustment strategy.

• Mental Health & Wellness
  Bridgette Gransden, NACA Vice President - Midwest Region, facilitated open conversations about supporting personal mental health and checking in on colleagues, emphasizing the importance of well-being in county leadership. Ask yourself: How are you taking care of yourself and your team? Other leaders offered practical strategies:

  • Start each meeting with a check-in question to encourage mindfulness and presence.

  • Booking independent vacations

  • Creating space for meditation or massage

  • Making work more fun

  • Setting boundaries and emphasizing work-life balance

  • Monthly check-ins with other county administrators in you state.

  One manager shared their values-driven leadership approach, “You’ll be in more trouble with me if you don’t put your family first.”

• County Partnerships & Shared Services
  NACA Vice President - Mountain Plains Region, Robert Wilson, explored creative partnerships and shared service models to address budget constraints, with attendees exchanging practical tips for collaboration.

  • Emergency Support: One county shared how a city emergency manager stepped up to support their operations during a crisis.

  • Caution in Contracts: Long-term partnership agreements require strong accountability measures. One county emphasized the importance of regularly checking in on deliverables and contract terms for these shared services agreements.

  • IGSAs and Specialized Roles: Some counties are using Intergovernmental Support Agreements (IGSAs) with military installations. Others have dedicated staff focused entirely on identifying collaboration opportunities.

  • Shared Services in Action: Collaborations range from garbage and solid waste services to recycling partnerships. One county partnered to create a joint position for enforcing short-term rental regulations—an emerging issue in many regions.

Gratitude and Looking Ahead

NACA extends heartfelt thanks to all members and participants for their enthusiasm, thoughtful contributions, and commitment to building a stronger county administrator community. Special appreciation goes to those who helped organize and facilitate these impactful sessions, including NACA Secretariat Kaci Fullerton.

Mark your calendars for the next NACA Idea Exchange, a virtual one on September 10—we look forward to continuing the conversation and advancing county leadership together!

For more updates and resources, stay connected with NACA through this website or LinkedIn.