The pressure is already visible
The Georgia Municipal Association reports that nearly 10,000 municipal employees will be eligible for retirement by 2029. Since 2020, 54% of Georgia cities with a city manager have experienced turnover in that role; the figures are 42% for cities with a finance officer and 41% for cities with a clerk. These numbers describe turnover in cities that have each position, rather than the share of individual employees who left. GMA retirement outlook · GMA turnover data
In a separate, national 2025 survey of state and local government employers, 61% reported no formal succession-planning process. The survey also found that 50% rated succession planning very important. This national figure is useful context; it does not establish the rate for any particular Georgia city. MissionSquare workforce survey
Readiness is more than a job title
A municipality may know whom it would appoint next and still have a leadership gap. The person needs practice setting expectations, leading former peers, addressing conflict, documenting performance, applying policy consistently, and recognizing when to involve HR or senior leadership. A strong succession process gives several potential successors meaningful assignments and evidence of growth over time.
That daily supervisory experience also influences whether capable employees choose to stay. Development should connect the city's continuity plan to the way supervisors coach, recognize, correct, and support their teams. The national survey rated employee development and engagement very important at 62% each. Review the survey findings
Protect the knowledge that keeps services running
For every critical role, document recurring deadlines, decision authority, essential relationships, standard procedures, and information that lives with only one employee. Give a developing leader supported opportunities to handle parts of that work before a retirement or departure. A North Carolina town's finance-system transition illustrates how making records accessible and work repeatable can ease the next leader's transition. Read the St. James example
Five questions for a leadership bench review
- Which positions or processes would disrupt service if one person departed?
- Who has had supervised practice with the work and the people decisions each role requires?
- Where do new supervisors need help with feedback, conflict, documentation, or policy?
- Which important relationships and procedures are still held by one person?
- What evidence will show progress in 30 and 90 days?
Use the answers to choose stretch assignments, mentoring, knowledge-transfer priorities, and practical leadership development. The Civic Leadership Academy gives emerging and recently promoted municipal leaders a live setting to learn a skill, apply it in their department, and report what changed through a Field Lab portfolio. That work can support a city's succession plan; the city remains responsible for its personnel decisions.