Promoting Workforce Development in Municipalities

Lake City and the City of Griffin have found creative, cost-effective ways to attract new employees and keep existing ones happy.

With low unemployment rates and “Help Wanted” signs posted everywhere, employers are challenged to find innovative ways to not only attract – but retain – good employees and keep them engaged. This goes for city governments as well. And this can be a daunting task. But two cities – Griffin and Lake City – have found ways to do just that. Read their stories below.       

Griffin – Grooming a Future Workforce

Ana Harvil, an Environmental Technician in the City of Griffin’s Stormwater Department, has worked fulltime there since 2023. She will graduate in May 2024 with a degree in environmental science. She says neither would’ve happened had she not accepted an intern position in 2020.

“I had just graduated from high school and wasn’t sure what I wanted to do with my life,” Harvil says. “I heard about the internship program at the City of  Griffin and decided to apply.”

Harvil spent the summers of 2020 and 2021 working in the Stormwater Department, walking the city’s streams, checking water quality and making sure the markers were in place.

“At first it was just a job, but then I just fell in love with it,” Harvil says.

The City of Griffin’s internship program began in 2004 in the Stormwater Department and was funded by a grant. Interns didn’t get paid, but received a scholarship at the end of the summer. When the grant ended, the City continued the program and in 2012, expanded it to other departments within Public Works. The city now funds twelve summer internship positions, open to any college student, age 18 or older, and they do not have to live in Griffin.

“We need extra help in the summer, and this is a good way to get it,” says Stephanie Woods, City of Griffin’s Director of Human Resources. “Most are science or biology majors, and the internship helps fulfill their field hours requirement. It’s a win-win for the city and the interns.”

Harvil is one of 46 interns who have gone through the program since its inception in 2004, and one of four who have returned to take fulltime positions with the city. Her boss, Ariel Blanton, Griffin’s Stormwater Director, was also an intern and returned fulltime, also as an Environmental Technician, after her college graduation in 2017. When she was promoted last year, Harvil took her place.

“If you set the right tone, and you’re educating people and they can see what it’s like to work in government, there’s a potential for excellent long term employment for people who otherwise would not have walked through the door,” Woods says. “The fact that we have four employees who came back fulltime and plan on continuing their careers here is a good sign.”

Woods says having interns also benefits employees who are already there.

“We have an aging workforce,” she says. “Some people have been here for 30 years or more. They are not as tech savvy. The interns bring knowledge that our workforce doesn’t necessarily have. As they learn from us, I think the employees can learn from them.”

She says there are some challenges.

“They have limited driving experience and limited references, so there is an unknown work ethic,” she says. “Some don’t work out, but it’s not many.”

Harvil agrees that this program is a win-win for both the interns and the city.

“These internships show that the city is willing to invest in younger workers that have the potential and motivation to better themselves in the community,” Harvil says. “It’s good for the community to see these 18- and 19-year-olds walking the streams and know they are passionate about it. Engaging in being a public servant not only benefits you, but it also benefits the city.”

Lake City – A Shortened Workweek Benefits Everyone

Lake City City Manager Chris Leighty was looking for ways to bolster employee retention and job satisfaction, as well as remain competitive in attracting new hires. After doing extensive research, he came up with a solution: a four-day work week.

“The research showed that with shorter work weeks, there were fewer sick days, less stress and burnout and employees had a more positive attitude,” Leighty says.

Leighty presented the idea of four 10-hour days to Mayor Ronald Dodson and the City Council. The Mayor’s major concern was having enough coverage to serve the  public. So Leighty made sure the days off were split between Fridays and Mondays.

After receiving approval, the program rolled out in May 2023 on a 90-day trial basis, which  allowed the city to identify any challenges. Leighty says the biggest one was scheduling and making sure there was coverage for unexpected time off,  such as if an employee was sick.

“There weren’t any challenges we couldn’t overcome,” Leighty says. “The impact has been positive. The employees have been very appreciative, and no one has asked to go back to a regular work week.”

When Leighty is off, the Director of Community Affairs/Public Works Director covers for him.

Because employees work for 10 hours a day, city office hours have now been extended to 8 a.m. to 6:30 p.m. (instead of 8 a.m. to 5 p.m.), adding another tick in the plus column.

“It actually benefits the public as city offices are now open an extra seven and a half hours a week, and extending that past 5:00 p.m. makes it more convenient for those who need to conduct city business,” Leighty says.

His advice to other cities?

“Look at the data and the net benefit it will provide to your employees,” he advises. “What works for one city may not work for another. You also need to get buy in from the department heads and city government, because it impacts everyone. It’s all about service to the public and taking care of your employees.”