The City of Seattle is the single largest employer of Evans School alumni. Even in this time of budget cuts and increased work flow, five alumni took time from their busy schedules to respond to questions about their work and reflect on their time at the Evans School. We heard from:
- Michelle Chen (MPA/JD ‘99), senior policy analyst in the Mayor’s Office
- Judith Noble (MPA ’92), strategic advisor at Seattle Public Utilities
- Bill Schrier (MPA ’01), chief technology officer for the City of Seattle
- Jill Simmons (MPA/JD ’04), acting director of the City’s Office of Sustainability and Environment
- Mary Wideman-Williams (MPA ’05), chief operating officer for Seattle Center
Our Alumni in the Workplace series features articles that highlight the experiences of alumni in workplaces that have six or more Evans School alumni employees. If you have comments or would like to suggest an employer for us to feature, please contact us at evansalum@u.washington.edu.
What do you like most about working for the City of Seattle?
Wideman-Williams: I have worked for three different city departments in a variety of positions, and have participated in and/or led several citywide initiatives and cross-departmental team efforts. Through these experiences I have gained such an appreciation for the complexities involved in municipal government and have developed such a sense of pride in my city and those who work alongside me to do what is necessary for residents and visitors. I love the variety in this work that helps me live my life motto: “learn something new every day.”
Chen: I like working for the City of Seattle because I like working on issues that directly impact the quality of life for citizens of Seattle. I grew up in Seattle then moved away and returned to start my family. I feel privileged to live in a city that is so beautiful and I want to make it a better place for me and for my children.
Simmons: The city is a dynamic, progressive environment, full of extremely professional and committed people. People at the city are usually willing to tackle any problem to see if there is another way to do our work to achieve a better outcome.
Schrier: Public service: helping to improve the quality of life for everyone who lives and works in Seattle by great city services. Great services, increasingly, depend upon city workers who use innovative technology. Building inspectors need laptop computers, cops and firefighters need radios and computer aided dispatch systems, most employees need phones and computers and smartphones. And citizens need a great website www.seattle.gov and municipal TV channel 21 www.seattlechannel.org . That’s what my department does.
What is the biggest challenge facing a local government organization today?
Simmons: Obviously, in today’s economy, the budget situation is probably the most significant challenge. However, another serious challenge is making sure that the city makes well-coordinated decisions so that our investments in infrastructure, land use, housing, transportation, and jobs work together to create robust, healthy communities.
Schrier: Keeping up with the Joneses. People increasingly use the Internet and technology to do their business with financial institutions or to buy things (Amazon.com) or to run their own businesses and lives. They expect to deal with their city government in the same way. If they can get an electronic bill from their credit card company, they expect one from their electric company (Seattle City Light) or water utility (Seattle Public Utilities). If they can pay their bills with their iPhone, they expect to pay parking tickets or business licenses with their phones or on the web. If they can call an airline and actually use their voice on the phone to make reservations, they expect to call their city government and do the same. Similarly, city employees expect to have good technology to do their jobs–computers, cell phones, smart phones, telephones, web sites, and more. Keeping up with changes in technology is a major challenge!
Wideman-Williams: Responding to the competing demands and priorities of constituents in an unfavorable economic climate. When resources are stretched at the federal, state, and county levels, the pressure is that much greater on municipal government.
Chen: One of the biggest challenges facing local government is shrinking revenues and growing demand for services. I think it is imperative that local government first prioritizes spending on basic services like police, fire, garbage, utilities, and transportation. We are fortunate that citizens of Seattle are generous and have in the past voluntarily taxed themselves to pay for increased services like the housing levy, parks levy, and more transit service. However, we should not expect to sustain local government by more taxes and instead we should limit spending and make local government more efficient and effective.
Noble: The complexity of issues, the wide variety of stakeholder interests for each project, managing public expectations, and, of course, funding.
What skills from your Evans School degree have been the most useful in your current position?
Chen: I think overall the education at the Evans School helps to make you well rounded and able to problem solve and approach issues with analytical rigor. I especially liked the emphasis on practical work experiences, which helped students apply the learning to real life. I interned at the U.S. Government Accountability Office during my first year at the Evans School and it was a great introduction to the federal government and how I could use my Evans School degree.
Wideman-Williams: I have utilized so many of the skills from my degree program over the years in lots of different situations. Probably the most often used are strategic mapping, understanding organizational culture, negotiation skills, and operating in a political environment.
Schrier: The ability to critically analyze choices based upon public policy background, economics, and the legal underpinnings of representative democracy, not to mention ethics and logic. And then to make wise decisions (at least I think most of my decisions are “wise”!) in the best interests of the people of Seattle and the employees in my department. The department I direct has 205 employees and a budget of $56 million.
What advice do you have for people who want to work in an organization like yours?
Schrier: Everyone wants to be valued, and most people in government work there because they are proud of their government and public service. Capitalize on that, and give the people in your organization reasons to be proud of their work and service.
Chen: I encourage students to apply for internships and use that experience to work with many different people and build relationships. Although, the economy is tough right now, the reality is that we have an aging workforce at the city and we need to have a pipeline of smart talented people to come work for the city.
Simmons: Make connections with other Evans School alumni working at the city.
Noble: It’s important to remember that public agency work is not advocacy work. I have also learned that having good judgment is critical to success. My other advice is to listen and digest what you are hearing, don’t just react, and to learn to understand budgets and numbers.
Wideman-Williams: It takes a great deal of personal commitment, passion, and adaptability to succeed in a dynamic and complex system like the City of Seattle. Be ready to work hard, face difficult challenges, and feel a sense of personal satisfaction as you work for the greater good.
How has being a part of the Evans School network benefited you in your current position?
Simmons: I really enjoy working with other Evans grads at the city. Considering we are about 80 strong, it’s not surprising I run into other alumni a lot. It’s fun to compare notes on our time at the Evans School and to continue working together to make Seattle a great place to live.
Noble: There are always folks around that understand the perspective I am bringing to my work.
Chen: There are many Evans School graduates working at the City of Seattle, so I feel like there is an immediate camaraderie that takes place with fellow graduates. I will often go to meetings where I run into other Evans School alumni and it helps to build relationships when you share that common experience.
Wideman-Williams: I have had the privilege of maintaining wonderful ties to the Evans School. Since graduation, I served as a guest lecturer in the Executive MPA program and developed an internship program (the City of Seattle Mayor’s Fellows) in a partnership between the city and the Evans School. I’ve been able to connect with fellow Evans School alumni on projects and as personal and professional resources.
Schrier: Many of the relationships I made at the Evans School have continued to this day. In particular, I’ve learned the importance of elected officials and the difficulty of the choices they must make to run governments. Understanding the history of the republic from the Constitution through our recent initiative/referendum processes here in Washington state is important. And the Evans School is “home” for many of the best elected officials who run our governments.
(You can learn more about Bill Schrier on his blog and website, or by following him on Twitter.
About the Alumni in the Workplace Series
We are pleased to bring you the third in a series of articles highlighting organizations where a number of Evans School alumni work. If you have comments or would like to suggest an employer with six or more Evans School graduates as employees, please contact us at evansalum@u.washington.edu.
Published on May 13, 2010
