Innovation in local government is measured not simply by new ideas, but by the meaningful results those ideas produce for organizations and the communities they serve. Each year, the International City/County Management Association (ICMA) recognizes local governments that demonstrate excellence in professional management through innovative programs, effective partnerships, organizational leadership, and measurable community outcomes.

The ICMA Local Government Excellence Program Awards recognize local governments for innovative and successful initiatives that advance public service. Awards are presented across five categories: Community Equity and Inclusion, Community Health and Safety, Community Partnership, Community Sustainability, and Strategic Leadership and Governance. To recognize excellence among communities of different sizes, awards are presented in three population ranges: fewer than 10,000 residents, 10,000 to 49,999 residents, and 50,000 or more residents.

The awards emphasize the importance of professional local government management in turning innovative ideas into sustainable programs that deliver results. Eligible programs must demonstrate successful implementation, providing an opportunity to recognize initiatives that offer practical lessons and replicable approaches for other communities.

The Alliance for Innovation (AFI) is pleased to recognize three member communities among the 2026 ICMA Program Award recipients: Dublin, Ohio; Newport News, Virginia; and Southlake, Texas. Their award-winning initiatives demonstrate three distinct approaches to innovation: strengthening organizational culture, creating pathways from homelessness to employment and stability, and leveraging community partnerships to expand services and improve quality of life.

These communities exemplify the Alliance's commitment to advancing innovation, fostering organizational excellence, and sharing successful practices across the local government profession. Their achievements offer valuable insights for local governments seeking to translate innovative thinking into meaningful and lasting results.

City of Newport News, Virginia | Community Health and Safety Award Population > 50,000

Program Name: A Chance to Shine (ACTS)

For individuals experiencing homelessness, securing stable employment can be one of the greatest barriers to rebuilding their lives. Recognizing that meaningful work is a pathway to long-term stability, the City of Newport News launched the A Chance to Shine (ACTS) Employment Training Program, an innovative initiative that combines paid work experience, life skills education, and supportive services to help participants transition from homelessness to self-sufficiency.

The ACTS program, administered through the City’s Department of Human Services in partnership with several municipal departments, provides participants with 12 to 20 weeks of paid employment while they gain real-world experience in public works, parks and recreation, public safety, and other city operations. Participants also receive training in financial literacy, health and wellness, interpersonal communication, and personal responsibility, equipping them with the practical and professional skills needed for long-term success. By removing barriers such as transportation challenges and limited access to banking, the program ensures participants can focus on building a brighter future.

The program has already demonstrated measurable success during its first year. Participants completed more than 4,100 hours of job training, earned over $62,000 in wages, and achieved an 87.5 percent program completion rate. More than three-quarters secured employment after completing the program, while nearly two-thirds transitioned into stable housing. Beyond these impressive statistics, participants reported increased confidence, stronger professional networks, and renewed hope for the future.

ACTS has also created meaningful benefits for the city itself. By partnering across departments, Newport News has strengthened its workforce while providing valuable support to municipal operations. Employees serving as mentors and supervisors help participants gain practical experience, while City departments benefit from additional workforce capacity. The collaborative model demonstrates how local governments can address complex social challenges by aligning public services with workforce development and community health goals.

The success of the ACTS Employment Training Program highlights the powerful role local governments can play in creating opportunities for residents facing significant obstacles. Through strategic leadership, cross-department collaboration, and a commitment to investing in people, Newport News has developed a program that not only transforms individual lives but also strengthens neighborhoods, improves community well-being, and builds a safer, more resilient city. The initiative serves as an inspiring model for communities seeking innovative ways to address homelessness through empowerment, employment, and opportunity.

City of Southlake, Texas | Community Partnership Award Population 10,000 to 49,999

Program Name: Southlake Community Services Agreement (CSA) Partnership Network

The city of Southlake has demonstrated that strong communities are built not only through municipal services, but also through meaningful partnerships with nonprofit organizations. Through its innovative Community Services Agreement (CSA) Partnership Network, Southlake has developed a structured, long-term approach to supporting organizations that address critical community needs while ensuring accountability and measurable results. Rather than creating new city-run programs, Southlake invests strategically in trusted nonprofit partners that provide services ranging from senior transportation and food assistance to arts, culture, domestic violence support, and international exchange opportunities.

The CSA program was created to address service gaps that often exist outside the traditional responsibilities of local government. Through renewable three-year agreements, nonprofit partners receive financial support while meeting clear performance standards through monthly reports, annual financial disclosures, and quarterly presentations. In return, the city provides not only funding, but also marketing support, access to city facilities, community visibility, and collaborative planning. This approach has transformed traditional grant-making into a true partnership built on transparency, accountability, and shared goals.

Today, Southlake’s CSA network includes nine nonprofit organizations serving residents across every stage of life. The city’s annual investment of approximately $124,000 supports transportation for seniors, crisis assistance for families, meal delivery for homebound residents, domestic violence services, arts and cultural programming, historical preservation, and international exchange opportunities. Collectively, these organizations reach more than 18,000 residents and participants each year while generating tens of thousands of volunteer hours and significant community value far beyond the City’s financial investment.

The measurable outcomes illustrate the remarkable return on investment achieved through the partnership model. Volunteer contributions alone represent thousands of hours of service each year. Organizations such as GRACE provide emergency assistance and food security for families in crisis, Metroport Meals on Wheels delivers thousands of meals to older adults, SafeHaven offers vital domestic violence services, and local arts organizations engage thousands of residents through concerts, performances, and cultural events. By leveraging nonprofit expertise and volunteer engagement, Southlake maximizes every public dollar while expanding services that improve residents’ quality of life.

The city has also identified several key lessons that have contributed to the program’s long-term success. Clear accountability structures strengthen relationships rather than create unnecessary oversight, while maintaining operational independence allows nonprofit organizations to remain flexible and mission focused. Southlake has learned that non-monetary support, including public recognition , co-branding opportunities, and access to city resources, can be just as valuable as direct funding. Regular evaluation also ensures that partnerships continue addressing evolving community needs rather than simply maintaining the status quo.

Southlake’s Community Services Agreement Partnership Network demonstrates how local governments can amplify their impact by working alongside trusted community organizations. Built on more than a decade of sustained collaboration, the program offers a scalable model for communities seeking to deliver essential services without expanding government operations. By focusing on accountability, strategic investment, and shared purpose, Southlake has created a partnership framework that empowers nonprofits, strengthens neighborhoods, and delivers exceptional value for taxpayers.

City of Dublin, OH | Strategic Leadership and Governance Award Population 10,000 to 49,999

Program Name: Culture Playbook and Implementation

The city of Dublin, Ohio, received the 2026 ICMA Strategic Leadership & Governance Award for its innovative Culture Playbook and Implementation, a citywide initiative designed to strengthen organizational culture and align employees around a shared purpose. As Dublin continued to grow and evolve, city leadership recognized that delivering exceptional public service required more than effective policies and procedures, it required a workplace culture built on shared values, accountability, collaboration, and service. The Culture Playbook was developed to provide employees with a practical framework that reinforces these principles in their daily work.

The initiative was built through an employee-centered process that emphasized listening and collaboration. Following a workplace engagement survey and focus groups involving staff from across the organization, the city partnered with organizational culture experts to identify strengths, opportunities, and behaviors that define Team Dublin. These conversations led to the creation of the Culture Playbook, introducing concepts such as taking ownership of one’s “20 Square Feet” while encouraging employees to positively influence their immediate work environment and contribute to a culture of excellence.

To ensure the Playbook became part of everyday operations, Dublin invested heavily in implementation. Every full-time employee participated in comprehensive training, and the Playbook was incorporated into onboarding, leadership development, team meetings, and employee recognition programs. Visual reminders throughout city facilities and regular “culture moments” during meetings reinforce the organization’s core beliefs of being Driven by Excellence, Better Together, and Dedicated to Service, ensuring the initiative remains an active part of the workplace rather than simply a written document.

The Culture Playbook has already produced measurable results. Post-implementation employee engagement surveys showed stronger alignment around the city’s core values and an increased sense of inclusion among employees. Staff reported greater ownership of the workplace culture, while recognition programs and collaborative initiatives have strengthened engagement, retention, and cross-department cooperation. The initiative has also created a consistent organizational framework that supports leadership development, innovation, and high-quality service delivery throughout the city.

Dublin’s Culture Playbook demonstrates that intentional investment in organizational culture can be a powerful driver of public service excellence. By actively engaging employees in defining workplace values, reinforcing those values through leadership and recognition, and embedding them into everyday operations, the city has created a sustainable model for organizational success. The initiative highlights the critical role professional local government managers play in building engaged, high-performing teams that are well-equipped to meet the evolving needs of their communities.

Learn more about ICMA’s Local Government Excellence Awards here.