Degrees Without Debt: How Cities Are Rethinking Career Readiness

The traditional narrative that college is the only path to success has shaped generations of career decisions. Yet, for many individuals, especially those entering the workforce immediately after high school, this model often leads to debt without a clear return on investment. As the cost of higher education continues to rise, so does scrutiny around its value. According to the National Center for Education Statistics, the average cost of undergraduate tuition, fees, room, and board for the 2020-2021 academic year was over $25,000 at public institutions and more than $53,000 at private nonprofit institutions¹. These costs contribute to the staggering $1.6 trillion in student loan debt held by Americans².

For municipal governments and other employers, this trend presents both a challenge and an opportunity. Many essential jobs do not require a four-year degree but do demand specific technical skills, certifications, or on-the-job training. These include roles in public works, water treatment, emergency services, maintenance, information technology, and administrative support. Investing in professional development and alternative pathways can help fill these roles with competent, motivated individuals while also reducing the financial burden on new workforce entrants.

Valuable Careers That Do Not Require a Four-Year Degree

A number of high-demand jobs require skills and certifications rather than a traditional college degree. In the municipal sector, for example, wastewater treatment operators, electricians, utility technicians, and heavy equipment operators are indispensable. These roles often require completion of vocational training or an apprenticeship, both of which are more cost-effective and time-efficient than a four-year degree. The Bureau of Labor Statistics projects that many of these occupations will experience stable or growing demand over the next decade³.

Beyond technical trades, roles like administrative support specialist, code enforcement officer, and community outreach coordinator offer viable entry points into local government careers. While some positions may prefer postsecondary education, many municipalities are shifting toward competency-based hiring. This means candidates with relevant experience, certifications, or demonstrable skills are increasingly competitive, even without a degree. Organizations such as the International City/County Management Association (ICMA) and the National Association of Counties (NACo) are promoting this shift by supporting programs that develop skills through alternative learning models⁴.

Professional Development as a Viable Alternative to College

Professional development programs offer structured, flexible, and cost-effective ways to build skills that are directly tied to job performance. Municipalities that invest in internal training academies, cross-departmental mentorships, and certification-based learning can create upward mobility for existing employees while attracting new talent. For example, a city’s public works department might implement a tiered training program that leads from entry-level laborer to supervisor roles, supported by certifications from the American Public Works Association (APWA).

These development pathways are not just about technical expertise. Leadership development, communication training, and project management courses are increasingly being offered to frontline staff. Programs like the Local Government Leadership Academy (LGLA) and state municipal leagues often provide affordable access to such training. These opportunities help bridge the gap between field experience and administrative proficiency, preparing individuals for supervisory and management positions without requiring a traditional academic background⁵.

Reducing Barriers Through Apprenticeships and On-the-Job Training

Apprenticeships and on-the-job training offer practical solutions to workforce shortages and skill mismatches. For municipal governments, these programs can be tailored to meet the specific operational needs of departments such as fleet services, parks and recreation, and transit. By pairing new hires with experienced mentors, agencies can ensure consistent quality standards while fostering institutional knowledge transfer. The U.S. Department of Labor reports that 93 percent of apprentices who complete programs retain employment, earning an average starting wage of over $77,000 in high-demand industries⁶.

Municipalities can also develop partnerships with local community colleges or trade schools to co-design programs that align with job requirements. For instance, a local government might collaborate with a technical school to create a certificate in municipal water systems management, which includes both classroom instruction and hands-on learning. This approach not only eliminates the need for a four-year degree but also ensures that the curriculum is relevant to real-world needs. It also helps build a pipeline of talent that is ready to serve in critical infrastructure roles.

Rethinking Career Decisions at Age 18

Expecting 18-year-olds to commit to a four-year plan that determines their lifelong career trajectory is both unrealistic and unsustainable. Many young adults are still exploring their interests and understanding their strengths. Instead of forcing a college-or-bust mentality, we should advocate for a system that encourages exploration and skill acquisition through multiple pathways. Gap years, internships, job shadowing, and community service can offer valuable insights into career preferences while building transferable skills.

Municipal governments can play a role in this process by establishing internship and youth employment programs that expose high school graduates to public service careers. These initiatives provide early career experience, help participants build professional networks, and offer a clearer view of the day-to-day responsibilities of municipal operations. Cities like San Francisco and Louisville have successfully implemented such programs, allowing students to earn a wage while gaining meaningful experience that can inform their long-term career choices⁷.

Action Steps for Municipal Leaders and Practitioners

Municipal leaders should prioritize developing structured pathways for career advancement that do not rely solely on academic credentials. This involves integrating competency-based hiring practices, expanding access to professional development, and creating partnerships with technical education providers. Workforce planning should include identifying roles that can be filled through apprenticeships, certifications, or internal training, and aligning resources accordingly.

Additionally, department heads and HR professionals should audit current job descriptions and remove unnecessary degree requirements where appropriate. They should also advocate for funding to support in-house training programs and employee development funds. By doing so, municipalities not only improve their chances of retaining qualified staff but also increase access to sustainable careers for residents who may not have the means or desire to pursue a college degree.

Bibliography

1. National Center for Education Statistics. “Tuition Costs of Colleges and Universities.” U.S. Department of Education, 2022. https://nces.ed.gov/fastfacts/display.asp?id=76

2. Federal Reserve Bank of New York. “Quarterly Report on Household Debt and Credit: Student Loan Debt.” 2023. https://www.newyorkfed.org/microeconomics/hhdc

3. U.S. Bureau of Labor Statistics. “Occupational Outlook Handbook.” U.S. Department of Labor, 2023. https://www.bls.gov/ooh/

4. International City/County Management Association (ICMA). “Strategic Workforce Planning Toolkit.” 2021. https://icma.org

5. Local Government Leadership Academy. “Program Overview.” 2023. https://lgla.ca/program-overview/

6. U.S. Department of Labor. “Apprenticeship.gov Data and Statistics.” 2023. https://www.apprenticeship.gov/about-us/data-and-statistics

7. City of San Francisco. “Mayor’s Youth Employment and Education Program.” 2022. https://www.sfgov.org/myeep/; City of Louisville. “SummerWorks Youth Employment Program.” 2023. https://www.summerworks.org