The 16/50 program was developed in 2018 to support women in local government, with the goals of supporting them throughout the interview and hiring processes and developing their understanding of the inner workings of local government. Now, looking back at the program provides insight into its positive aspects and all that women have gained from the experience.

The Michigan Municipal League launched the Women’s Municipal Leadership Program, also known as the 16/50 program, as a way to help women achieve higher positions in community government and learn about the important aspects of municipal budgeting, economic development and council-manager relations. The nickname for the program originally comes from the fact that research conducted in 2017 showed that only 16% of government managers were women; a startlingly low number considering that women are around 50% of the general population.

To change this, MML members began to ask important questions such as, “What challenges are women facing that stop them from being involved in local government?” Determined to address these questions and the equivalency disparity, a team was assembled. It moved into action to develop what would eventually become the 16/50 program.

The MML members developed goals they hoped the program would be able to accomplish. It elaborated on three focus areas: understanding the challenges faced by elected women officials, providing professional development opportunities for aspiring city managers and fostering greater engagement of individuals, particularly students, in local government.

Emily Kieliszewski, MML assistant director of member experience and learning, discussed some of the specific details of the program.

“The program is five months long and offered to women free of charge. They are provided with a mentor who has experience with local government, and they are trained in the inner workings of the field. Additionally, toward the end of their training, everyone participates in a mock interview that helps them to build the skills and confidence needed to be successful in their roles.”

The impact has been profound. There have now been five classes of women who graduated from the program. Consequently, there has been an increase in the representation of women in municipal leadership, which is now at over 22%.

Sustainability was not just one of the goals of the program; it was a necessity. Consistently filling the 25-30 spots in each course underscores its relevance and importance. There was a clear need for this kind of program: Women’s voices were going mostly unheard, as evidenced by the low numbers involved in municipalities around the state. As Kieliszewski phrased it, “If half of the labor force is not participating, can we even be certain that we have the best leaders for our communities?”

The ripple effects of the program extended beyond the statistics. Individual communities have begun prioritizing diverse representation and recognizing the value of inclusive leadership. And its success has garnered attention not only locally but in other states and countries: Australia has expressed interest in replicating the model.

“The point of the program was always to help women to be a part of local government, but this is not just an issue in Michigan,” Kieliszewski maintained. “On a larger scale, it is our hope that other states and countries take the template for what we have started here and apply it to their own municipalities. This would be the best-case scenario, and we encourage others to take the model and apply it to their own government structures.”

Yet, the progress that has been made was not without its challenges. There was some pushback at the beginning, but it did nothing to halt the momentum of the project once it had begun. The support and enthusiasm of those involved, men and women alike, outweighed any initial resistance.

Looking ahead, there are plans to provide additional support for program graduates and to launch new initiatives aimed at further empowering women in local government. Kieliszewski commented on those upcoming projects.

“One of the other things we are looking at is to make sure that the women who go through the program and graduate, who are managers, have the resources and support that they need to stay there. We are really thinking about what supportive programming we can now develop for our graduates and how we can continue to help them while they are in the positions.”

The MML’s commitment to fixing the systemic issue remains steadfast, with a focus on creating an environment where women feel not only welcomed but empowered to thrive.

Due to the overall success of the program, the MML is developing a similar program for women who are interested in becoming elected officials. That initiative will begin in April.

Kieliszewski invites others to join the conversation, share their experiences, and be part of a movement that is reshaping the future of local government leadership. With each woman empowered the foundation for stronger, more inclusive communities is laid, she said, ensuring a brighter tomorrow for all.

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