The Silver Tsunami and the Future of Local Government: Advice for a Resilient Workforce

Local governments across the United States are facing a historic workforce transition. With nearly 38% of the local government workforce expected to retire within the next five years, the sector is confronting what experts have dubbed the “Silver Tsunami.” This wave of retirements, driven by an aging workforce and accelerated by post-pandemic burnout, is creating a perfect storm of staffing shortages, institutional knowledge loss, and increased pressure on remaining employees.

The numbers are stark. The median age of local government employees is 45, and nearly half are over 50. In states like Washington, this translates to tens of thousands of experienced workers nearing retirement. These employees often hold deep institutional knowledge—insights into community history, operational processes, and policy nuances—that are difficult to replace. Without structured succession planning, which only 12% of government organizations currently have in place, this knowledge is at risk of vanishing as employees exit the workforce.

The impact of this demographic shift is already being felt. Public safety, skilled trades, IT, healthcare, and education support roles are among the hardest to fill. Many agencies report a lack of qualified applicants, high turnover rates, and increasing time-to-hire. Over half of government managers say they frequently have to reopen job postings due to insufficient candidate pools. This not only delays service delivery but also increases workloads for remaining staff, contributing to burnout and further attrition.

Younger generations, particularly Millennials and Gen Z, bring different expectations to the workplace. They prioritize work-life balance, career development, and purpose-driven organizational cultures. To attract and retain this talent, local governments must evolve—offering flexible work models, investing in professional development, and fostering inclusive environments that support employee well-being.

So, how can local governments respond to this workforce crisis?

Strategic Solutions for a Resilient Workforce:

1. Invest in training and upskilling: New hires often lack the specialized skills required for public-sector roles. Governments must invest in training programs, certification access, and leadership development to build a future-ready workforce.
2. Modernize HR systems: Centralized, integrated HR platforms can provide better visibility into workforce trends. Predictive analytics can help forecast retirements, identify skill gaps, and support data-driven succession planning.
3. Embrace flexible work models: Hybrid and remote work options are increasingly expected. Providing collaboration tools and focusing on outcomes rather than micromanagement can help retain younger workers.
4. Prioritize employee experience: Burnout is real—77% of employees report that turnover has increased their workload. Wellness programs, engagement surveys, and recognition initiatives can improve morale and retention.
5. Work smarter with AI tools: AI can automate repetitive tasks like document processing, permit approvals, and meeting transcription. It can also power chatbots that handle resident inquiries 24/7, freeing up staff for more complex work. In HR, AI tools can assist with resume screening, onboarding, and even personalized learning paths for employee development.

By integrating AI into daily workflows, local governments can reduce administrative burdens, improve decision-making, and enhance the employee experience. More importantly, it allows human workers to focus on what they do best—serving their communities with empathy, insight, and dedication.

Looking Ahead:

The workforce revolution in local government is not a distant threat—it’s happening now. Whether this transition becomes a crisis or a catalyst depends on how leaders respond. With strategic planning, a commitment to employee development, and the smart use of technology like AI, local governments can not only weather the storm but also emerge stronger, more agile, and better equipped to serve the public in the years ahead.

By Michelle Kennedy, Senior Manager, BerryDunn