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Local government training programs likely face increased scrutiny in the future. Despite well-documented need for training and its resultant benefits, budgetary constraints may see trimming of training dollars, especially if programs cannot demonstrate that employees can perform better after training than before (effectiveness). This study, by analyzing a survey of municipal clerks, examines the extent to which perceived effectiveness of training is associated with organizational, trainer, and trainee factors. Regression analysis demonstrates an effectiveness model that includes predictors from the dimensions of the organization, trainer, and trainee: ability to incorporate new learning into the workplace, relatedness of curriculum to the job, and trainee commitment to apply learning to the job. Support of this training-effectiveness model demonstrates the need for greater involvement of municipal administrators in fostering a positive organizational environment and greater collaboration among municipal administrators, municipal clerks, and clerks' training directors in developing programs. Although limited in scope, this study gives some credence to the need to enhance planning and rational decision-making for public-sector training. KEYWORDS: municipal administrators, municipal clerks, public-sector training, training effectiveness, training factors