Reflecting on your career, what first drew you to local government, and what kept you there? 
I had just left my studies for the priesthood but continued my work in the barrio community of El Modena in Orange. I was working with a consultant with the city on a project. He mentioned to me the opportunity of a new position in the city of Stanton. The position was “human services coordinator”. He felt my experience working with street gangs and community organizing with the United Farmworkers Union would be of use. I applied and got the job. Three years later, I became their 14th city manager in 20 years! I soon realized that I could do more for people by working within the “system” than from the outside. This kept me on my career path.
Which project or initiative are you the most proud of from your time as a city manager?
It is hard to pick one. One was my role along with four other city managers in coordinating with the Orange County cities during and after the Orange County bankruptcy. We were appointed by the federal bankruptcy judge. And after that, my role in suing the county and Merrill Lynch to recover the 24 million dollars Buena Park had at risk in the bankruptcy. Another was my three years as the West coast regional president for ICMA. We accomplished a lot during that time. We retired Bill Hansel and selected Bob O’Neil as the executive director. He spent 14 years as the ED! More important for the California ICMA members, I began the process to convert the state association [each state with ICMA members has one.] Up to that point the League’s city manager department was the state association, excluding county CAOs, county staff, anyone who was not the chief executive, academics, etc., etc…. We now call it CALICMA.
What did you find most fulfilling about the role of city manager? How did it evolve over time?
I managed three cities as a full-time city manager. I have also managed three other cities and a county in an interim capacity. As I look back, I would have to say the most fulfilling part was leaving the city in better shape than when I arrived!!
What leadership qualities do you believe were most critical to your success as a city manager?
Seeing my role as leader as one of a humble servant, blessed and privileged with the opportunity to serve. Always trying to be open, gracious and welcoming were part of it.
How did you manage work-life balance as a city manager?
Not well. It cost me my marriage; it strained my relationship with my son. It was a hard learned lesson to put family and yourself before your career, job. I am heartened by the emphasis our profession now puts on work-life balance. Like my dad, I was always a workaholic.
How did you engage with the residents of your city/cities? Any memorable experiences?
With a background in community organizing, [ Saul Alinsky was a big influence] I have always been sensitive to the community, its needs, interests and points of view. This was not easy all the time, but it paid off in most cases.
What were some of the most significant challenges you faced as a city manager in California?
It seems like we always struggled financially. While there were good years, more often than not each city struggled with a structural deficit. I started working for cities in 1977, a year before Prop. 13 rewrote how property taxes were collected. I have long believed that the way cities, counties and the state generate income is flawed. I do not have a perfect answer, but I have never seen us take the issue on and present options to our communities.
What emerging trends or challenges do you think current city managers should be prepared for?
Over the past five years we have seen the environment in which city managers their council and staff work in dramatically change. The atmosphere in the public forum has changed and not in a good way. Local government’s response to this is one of the greatest challenges that cities face.
Looking back, what do you wish you had known when you first became a city manager?
My first three years as a city manager in Stanton was what I like to call…”on the job training”. There was a lot I wish I had known. It’s a very long list. That said, I learned so much that would guide me in my career as a city manager.
What advice would you give to someone entering the city management profession today?
I don’t know how many people can reflect on their 40-year work life/career and say they loved it and wouldn’t trade it for any other profession!! There are a lot of easier ways to make money and other careers to be successful in. Sure there are bad days and weeks, but what a chance to make a difference in so many lives! Read the ICMA code of Ethics and live by them! Do only what you regard to be ethical and legal.
What are some accomplishments from retirement you’re most proud of?
I saw my “retirement” from full-time city management more as a means to capture my pension and move on to other ways to give back to my profession, my community and people I don’t even know. A year after Hurricane Maria devastated Puerto Rico, I was asked by ICMA to help lead a project to meet with all 78 cities, towns and villages to evaluate their outstanding financial need because of the hurricane. This work was coordinated with FEMA, the RAND corp. and the governor’s office. It was an amazing experience! The other thing I would point to is my in supporting our profession by starting the Encore program along with Mike Garvey and Frank Benest. Also, I spent 12 years chairing a nonprofit whose work is to help abused children and their families. The community of priests that I was with asked me about 10 years ago to work with them. We set up an advisory board, I helped them redo their investment portfolio and work with them in their ministry to migrant families.
