Dr. Kevin A. Catlin is the County Administrator and Controller for Kalamazoo County, with deep experience in municipal governance, fiscal oversight, and technology leadership. Previously, he served as City Manager of Springfield, Assistant City Manager and IT Director in Brookings, and a Management Analyst and ICMA Fellow in Tulsa.
In an exclusive conversation with Government Business Review, Dr. Catlin shared insights into how his leadership philosophy was shaped, how counties can align strategy with fiscal discipline, and what the future demands of public sector leadership will look like.
Leadership Shaped by Complexity and Accountability
My leadership philosophy was shaped early in environments where complexity, urgency, and public accountability all collided. I began my career working across budgeting, labor relations, emergency management, and technology, which quickly taught me that government does not operate in neat lanes. Decisions in one area almost always affect another, and at the county level, those ripple effects are impossible to ignore.
One of the most formative periods of my career came when I served simultaneously as a city manager and as an assistant director within a county sheriff’s office emergency management division. Holding both roles at once reinforced the truth that leadership cannot be compartmentalized. Effective governance depends on operational fluency, trust across disciplines, and the ability to make sound decisions under pressure. Emergency management, in particular, demands calm judgment and coordination when stakes are high.
That perspective was further sharpened through my work with the U.S. Department of Homeland Security’s State, Local, Tribal and Territorial Government Coordinating Council. Bringing a local government lens to national discussions deepened my understanding of resilience, infrastructure protection, and the importance of coordination across all levels of government. Together, these experiences shaped a leadership approach grounded in stewardship, adaptability, and accountability principles that continue to guide how I lead Kalamazoo County.
Aligning Strategy, Budget, and Performance
Balancing long-term strategy with rigorous fiscal oversight is often described as a fine art. In practice, it begins by treating the budget as a strategic document, not simply a financial one.
When residents understand not only what decisions are made but why, confidence in government strengthens even when those choices are difficult.
In Kalamazoo County, we align the policy priorities set by the Board of Commissioners with long-range financial planning, capital investment, and performance outcomes. This ensures fiscal decisions reinforce policy intent. Our budget process integrates multi-year forecasting and capital planning to balance immediate service demands with long-term sustainability.
This approach has allowed us to secure unanimous budget approvals while advancing initiatives such as employee wellbeing and medical debt relief, all while maintaining structural balance. Fiscal accountability does not end with adoption. Whether managing a USD 324 million operation or negotiating collective bargaining agreements, I emphasize on transparency, data-informed decisions and continuous performance monitoring so residents and elected officials clearly understand how resources are utilized.
Navigating Constraints While Maintaining Public Trust
Counties today face growing expectations with limited and uncertain revenue. They are expected to lead on housing, emergency preparedness, and infrastructure renewal without corresponding increases in authority or funding. In Michigan, that reality is especially clear.
In Kalamazoo County, we address these pressures by leading with transparency and proactive engagement. We advance large initiatives such as assembling land for a new county administration campus or developing public-private partnerships. Maintaining trust also means acknowledging trade-offs. When residents understand not only what decisions are made, but why, confidence in government strengthens, even when those choices are difficult.
Collaboration and Stewardship in Public Leadership
Two ongoing initiatives highlight this approach. The first is the development of a transitional family housing shelter, driven by a clearly identified community need. Through sustained engagement and collaboration with stakeholders, we secured an anonymous USD 23.3 million philanthropic commitment to support multiple initiatives within our broader housing framework.
The second is the development of a new county administration building. While the project required the purchase of a costly parcel that initially raised concern, grounding the discussion in our facilities master plan and long-term service needs helped residents see it as a thoughtful investment rather than an unnecessary expense.
Successful local government depends on intentional collaboration. I prioritize consistent engagement with elected officials, department heads, nonprofit partners, and philanthropic organizations to align around shared goals. Internally, we reinforce this through leadership development, cross-department initiatives, and transparent reporting.
Public sector leadership is ultimately about people employees, elected officials, and residents. My advice is simple, stay curious, learn beyond your comfort zone, and approach public service with humility and integrity. The most effective leaders see their role as stewardship and remain deeply committed to the communities they serve.
