Why Great Economic Development Starts with Great People

The views expressed are those of the author and do not necessarily reflect the views of ASPA as an organization.

By Ian Coyle
November 14, 2025

Public sector hiring is inherently difficult. Red tape, bureaucracy, timelines and sometimes civil service rigidness with specifications for the position create challenges. Throw in transparency, salaries that on occasion can be non-competitive and life in the public fishbowl, and you have some real tough challenges.

Now, what is the position in local government that is perhaps most closely connected to the private sector and thus in theory even more challenged by the recruitment obstacles noted above?

Economic development.

In the case of this article, for definitions, we are defining these positions as Director of Economic Development. Other titles used include Chief Economic Development Officer (CEDO) and those with additional areas of purview such as Community and Economic Development. We are talking about positions that as part of their responsibility typically handle:

• Business recruitment and retention efforts
• Comprehensive development strategies that align with the jurisdiction’s city or county strategic plans and vision
• Marketing, communication and sometimes tourism initiatives
• Incentives, payments-in-lieu-of tax arrangements and the like
• Real estate transactions and industrial park development
• Workforce and community development
• Main Street revitalization efforts
• Grant-writing and public-private partnerships

To which you say, is that all?

These are critical positions for several reasons. First, gains in assessed value and business growth serve as key indicators of a community’s fiscal health and overall economic vitality. Second, job creation directly influences quality of life, shaping housing markets, schools and local commerce. Finally, especially in financially constrained times, strong economic development efforts can reinvigorate tax bases, restore Main Streets and spark broader community revitalization.

How, then, does one find the right-fit candidate for these types of important positions, positions that if staffed appropriately can have massive ROI gains for the city or county?

Well first, it is helpful to level-set. It is worth noting that certain elements of the public sector hiring process remain constant irrespective of position:

• The days of posting and praying are over
• Targeted efforts are the most bountiful
• Passive candidates are often your best candidates
• Succession plans for internal promotions are often excellent choices provided they are set up to succeed

What are some of the attributes communities look for when hiring for a chief executive position with their economic development department, division or agency?

• Business know-how
• Ability to talk to people of all walks of life, from small business owners eeking out a living as shop proprietors to a Fortune 500 CEO with a location in the community
• Financial savvy with a specific focus on incentives, abatements and how to get deals done
• Capabilities to negotiate and make deals
• Relationship builder with external agencies, funding partners and governing bodies
• Someone that values intergovernmental partnerships, especially in circumstances where NIMBY-ism and parochial interests arise
• Appreciation of government’s role paired with an understanding of private sector wants and needs and the ability to explain one’s interests to the other
• Knowledge that a community’s growth is not one or the other but a mix of big business and small business
• Place-based economic development
• Leveraging assets such as natural resources, location, people and pride
• Tourism connections and strong ties to that sector
• Understanding that the office is not where work gets done, as a successful Director must meet businesses where they are
• Alignment with the local Board or Council in terms of mission and vision and with CEDS, comprehensive plans and strategic plans
• Ability to effectuate a local economic development strategic plan and make planning items action-oriented and operationalized

To connect the dots and align your hiring efforts with recruitment for these mission-critical economic development roles, it helps to draw from proven playbook entries in the talent game.

In my experience working with local governments and development agencies, many begin their search internally through HR or local-only posting efforts, and sometimes that works. But when the stakes are high and the role demands a unique mix of public purpose and private sector acumen, broader outreach becomes essential. That is where specialized recruitment partners can add real value: identifying leaders who not only know how to close deals but also understand community context, politics and partnerships.

Economic development hiring cannot follow a one-size-fits-all government approach. These are entrepreneurial positions that require proactive sourcing, creative messaging and intentional outreach. Job ads should be visible where top talent actually engages, such as professional networks, industry associations, LinkedIn and economic development circles. More importantly, the best candidates may not even be looking. Some of the strongest hires I have seen have come from so-called non-traditional candidates from adjacent fields such as banking, lending, marketing, real estate, small business or nonprofit leadership. Those individuals bring deal flow experience, relationship depth and strategic instinct that translates powerfully in the public sphere.

Whether handled internally or with outside support, the goal remains the same: defy traditional government hiring stereotypes. Move fast, communicate clearly and present the opportunity as one that drives community transformation, because that is exactly what it is.

In closing, do not forget about post-hire activities. Remember that hiring success extends beyond day one. Onboarding, cultural alignment and early engagement are essential to help new leaders hit the ground running. Ongoing support is also essential to ensure success. The organization must equip the economic development department with the right resources, tools and staffing to deliver results. Equally important is recognizing that this department and its Director operate in a space that often mirrors private sector dynamics. Within ethics and procurement rules, leaders should allow for greater flexibility, adaptability and non-traditional approvals to enable timely business-oriented actions that drive community and economic outcomes.

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Author: Dr. Ian M. Coyle, ICMA-CM, is the former County Administrator in Livingston County, NY. He worked in government for 20+ years and has taught MPA courses for a variety of universities. Through his firm, Pracademic Partners, Ian and his team provide consultative assistance to public sector focused organizations in four key areas: executive search; management consulting; executive and leadership coaching; and teaching, training and professional development experiences. Email: [email protected]

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