Reflecting on your career, what first drew you to local government, and what kept you there?
I was a political science major in college, but by my junior year, I realized I did not really know where the degree would take me. I enjoyed working with people and was drawn to public service. A history professor introduced me to city management as a public-sector career and encouraged me to pursue a master’s degree in public administration. That advice led to an internship with the city of Arcadia while I was earning my degree at USC. Once I began my first full-time job with the city of Simi Valley, I quickly realized I had made the right choice.
Which project or initiative are you the most proud of from your time as a city manager?
My first two positions as city manager — including my first at age 31 — involved helping cities overcome serious financial distress. Although the work did not have the visibility of a new commercial development or public building, it required significant effort and public engagement. Helping those cities regain their financial footing was incredibly rewarding.
What did you find most fulfilling about the role of city manager? How did it evolve over time?
From the beginning, I enjoyed working with people and interacting with residents, businesses, homeowners associations, employee groups, elected officials and other constituencies. I continued to value that aspect of the work throughout my career. Over time, however, I became better at managing my time, prioritizing matters that required my personal attention and relying on staff to lead other engagement efforts. Even as I delegated more responsibilities, setting an example remained very important to me.
What leadership qualities do you believe were most critical to your success as a city manager?
Interpersonal skills are essential; you must genuinely enjoy working with people. It is also important to remain positive through the ups and downs because the organization will notice. At the same time, you must be authentic and genuine because people can recognize when you are not.
Being a good listener is also critical, although it took me some time to fully appreciate that. Integrity may sound like a given, but leaders can lose their way, and it is often the small things that cause the biggest problems. Competency is equally important. Although we cannot know everything, we need to understand how a city operates.
How did you manage work-life balance as a city manager?
Like many managers, I could have done a better job balancing my professional and personal life. I was fortunate to work for city councils that respected my time, but managing competing work commitments, family events and other activities created additional stress. I would also be remiss if I did not mention my amazing wife, who was incredibly helpful and supportive. Her support sometimes placed added stress on her own career as an operating room nurse.
How did you engage with the residents of your city/cities? Any memorable experiences?
I have always felt strongly that a city manager should be visible. Attend community events and functions, stop by before the beginning of a commission meeting to say hello and return telephone calls personally whenever possible. People genuinely appreciate the effort. I also tried to put myself in the other person’s shoes because it helped me better understand their perspective.
Throughout my career, I participated in many contentious and controversial public processes, some of which drew several hundred people to public hearings. Many involved redevelopment, housing or other development projects, so it would be difficult to single out one experience. In each situation, it was important to remain professional, look for common ground and be transparent with the community.
What were some of the most significant challenges you faced as a city manager in California?
The political landscape and the relationship between local governments and the state created significant, seemingly unending challenges. Solutions were often short-term fixes. The state budget’s dependence on an unreliable revenue stream, without a more fiscally sound long-term solution, created negative ripple effects across all levels of government and public services throughout California.
What emerging trends or challenges do you think current city managers should be prepared for?
I believe the continued polarization and lack of civility in public discourse will remain significant challenges for city managers. They must also be prepared to navigate the relationship between local governments and the state while addressing complex issues such as climate change and housing production.
Looking back, what do you wish you had known when you first became a city manager?
I became the city administrator in San Fernando when I was 31, and my wife and I were starting a family. At the time, I gave little thought to where my next job might be or how it could affect our family. Would we need to move? How would that affect us? What would the next step in my career look like? Those questions did not cross my mind.
Fortunately, I was able to work in cities within a reasonable commuting distance of our home, although those commutes meant spending more time away from my family.
Professionally, there are always things you look back on and might have done differently. You learn and grow through experience. I was young, energetic and probably a little naive, but I enjoyed what I did.
What advice would you give to someone entering the city management profession today?
It is incredibly rewarding work, but it is not without challenges. Do not be in a hurry to reach the top position. Talk with experienced managers, learn from their insights and think carefully about where you want to be, both geographically and professionally. Be thoughtful about the community you choose to serve.
There are many opportunities in the city management profession that do not necessarily involve becoming a city manager. For me, however, serving as a city manager was highly rewarding and something I knew I wanted early in my career.
What are some accomplishments from retirement you’re most proud of?
I retired as city manager in Arcadia at the end of 2011 at age 60. I intentionally took a year off in 2012 to travel with my wife, without a specific plan for what I would do next. I considered consulting or possibly volunteering.
I was then asked by the city of San Fernando to serve as its interim city manager. From there, I completed nine interim city manager assignments and one interim community development director assignment. Being given the opportunity to serve a diverse mix of communities over the past 12 years has been rewarding both personally and professionally. I am grateful for the opportunity to help these cities navigate periods of transition.
