Reflecting on your career, what first drew you to local government, and what kept you there?
I actually began my career in journalism. After college, I worked as a reporter and editor covering local news, including city council meetings and community events. Some of the stories I wrote resulted in positive change, and I remember realizing that I had contributed to making a difference. It felt good.
After about 18 months as editor of the Bell Gardens Review, the city of Bell Gardens created a public information assistant position, and the mayor and city manager encouraged me to apply. From there, my responsibilities continued to grow. I said “yes” to every new assignment, from public information and grant writing to redevelopment, financial services and eventually serving as acting city manager. I enjoyed the work and the sense of accomplishment it brought. Throughout my career, that opportunity to make a difference in people’s lives continued to motivate me.
Which project or initiative are you the most proud of from your time as a city manager?
It is difficult to point to just one project, but my experience in South Gate was the most challenging and rewarding experience of my career.
When I became involved with the city, South Gate was dealing with serious fiscal problems, mismanagement and corruption. Working with the city council and others, we developed short- and long-term fiscal recovery plans, renegotiated contracts, refinanced debt, pursued the recovery of misappropriated funds and worked to restore confidence in city government.
We also focused on rebuilding community pride under the theme “The NEW City of South Gate.” My approach was centered on ethics, communication, transparency and showing residents what we were doing to move the city forward. In the end, we were successful, and it was an incredibly fulfilling professional experience.
What did you find most fulfilling about the role of city manager? How did it evolve over time?
For me, the most fulfilling part of public service was always the opportunity to make a difference.
Early in my career, I saw how journalism could lead to positive change in people’s lives. Once I entered local government, that feeling became more frequent as my responsibilities grew. Whether I was helping secure funding, managing a major project, responding to a disaster or working with a community through a difficult period, there was a sense that the work mattered.
Over time, I also learned how important partnerships, innovation and collaboration were to accomplishing community goals. Looking back on my career, I can say it was truly a rewarding life experience. I made a difference, and that feels good.
What leadership qualities do you believe were most critical to your success as a city manager?
Communication, ethics, leadership, tenacity, transparency and a focus on achieving the goal were all important throughout my career.
I believe in communicating clearly, promoting ethical government and personal conduct, being professional and leading by example. It is also important to celebrate accomplishments, be innovative and remain tenacious when pursuing a goal.
Working in local government also taught me the importance of partnerships. Many of the challenges cities face cannot be solved by one organization alone, so working effectively with other governments, community members and public and private partners became an important part of my approach.
How did you manage work-life balance as a city manager?
Work-life balance was something I learned to appreciate more as my career progressed. During my time in South Gate, I was rarely home and often had community commitments on weekends. My wife, Carolyn, provided extraordinary support and encouraged me to keep going.
Eventually, family became the priority. That experience shaped the advice I now give to people in city management: Be aware of the effect the job has on your family and find ways to incorporate family time into your daily, weekly and monthly routine.
Take real vacations. Pay attention to your health and your spouse’s health. We spend so much time managing our cities that it is equally important to ask whether we are managing our personal lives and families just as carefully.
How did you engage with the residents of your city or cities? Any memorable experiences?
Community engagement was an important part of my work throughout my career.
In Fort Bragg, my weekly report to the city council became a weekly report to the community called “Inside City Hall,” which was published in the local newspaper. I also appeared regularly on two radio call-in shows and participated in public events, from serving as a cook at the annual Salmon BBQ to leading community cleanup campaigns. I tried to take every opportunity to interact with residents, promote the city’s agenda and hear their concerns.
In South Gate, I attended neighborhood gatherings and focused heavily on communicating directly with residents about what the city was doing and how we planned to rebuild pride in the community.
One of the greatest honors of my career came later, while serving as city manager in Brookings, when I was named grand marshal of the annual Azalea Festival Parade. To me, the highest honor you can receive is to be recognized by the people you serve.
What were some of the most significant challenges you faced as a city manager?
There were many different challenges throughout my career.
While serving in Cotati, cities across the country were facing a liability insurance cost and availability crisis. Working with other city managers, we researched the issue and helped form the Redwood Empire Municipal Insurance Fund, which became the first municipal insurance self-funding and pooling venture of its kind.
In Fort Bragg, we dealt with the collapse of the timber and fishing industries while the community transitioned from a resource-based economy to one increasingly dependent on tourism.
South Gate presented an entirely different challenge. The city was facing severe financial problems, mismanagement and corruption. We were within weeks of not making payroll when I first became involved. Addressing those problems required fiscal recovery, organizational change, litigation, rebuilding community trust and a strong emphasis on ethical government.
Each challenge reinforced the importance of innovation, partnerships, communication and persistence.
What emerging trends or challenges do you think current city managers should be prepared for?
My experience has taught me that city managers need to be prepared for challenges that may not have a simple or obvious solution.
We work in a political environment, and in that environment you can do everything right and still be wrong. Answers are not always black and white, and not every problem has a solution.
City management is also a very practical profession. Managers need a broad base of knowledge and the ability to respond to issues involving finance, law, project management, emergency management, personnel and community relations. My career also showed me the value of working across jurisdictions and building partnerships because many challenges extend well beyond the boundaries of one city.
Looking back, what do you wish you had known when you first became a city manager?
One experience I wish I had had much earlier was the opportunity to participate in the Senior Executives in State and Local Government program at Harvard Kennedy School.
I participated in the program in 2013 and learned a great deal about leadership, the grounding of our profession and the idea of “expanding the envelope” for the betterment of the community. One of the major themes was, “If something needs to be done, why don’t you do it?”
There were also practical areas I came to appreciate later in my career. For example, after retirement I obtained my real estate license, and I realized the training was something I could have used many times while serving as a city manager.
What advice would you give to someone entering the city management profession today?
Public policy education is important, but city management is also a very practical world. I would encourage anyone entering the profession to strengthen their education in law, finance, business, project management and managing people and the workplace.
Recognize that we work in a political environment. You can do everything right and still be wrong. Answers are not always black and white, and not every problem has a solution.
Most importantly, public service is work you need to enjoy. Be guided by ethics, continue learning and look for opportunities to make a difference.
What are some accomplishments from retirement you’re most proud of?
Retirement has given me the opportunity to continue serving in a variety of ways.
I became a municipal judge after completing training at the National Judicial College, and my judicial work eventually expanded to five rural Oregon cities. I have also worked as a private consultant and executive recruiter, served as a fellow at Portland State University and served as an ICMA senior adviser, or range rider.
I have continued contributing to the Oregon City/County Management Association, including service on its Ethics Committee, and I remain involved in other community and professional organizations.
Retirement has not necessarily meant stepping away from city management either. I recently served for 18 months as city manager for the city of Talent, with a primary focus on post-fire recovery, and I have served as interim city manager in Ashland, Port Orford and Brookings. I am still available for short-term assignments in Oregon and California.
