Of Professional Local Government Management

SEPTEMBER 2014 | icma.org/pm INSIDE

2 90 YEARS OF PROFESSIONAL ETHICS

6-9 ICMA’S CENTENNIAL LEGACY

10-55 PROFESSION AND CULTURAL CHANGE

56 THE FINAL WORD

of Professional Local Government Management

ADVANCING PROFESSIONAL LOCAL GOVERNMENT MANAGEMENT WORLDWIDE contents September 2014 | Vol. 96 No. 8

CELEBRATING 100 YEARS introduction 30 A Personal Journey From Farm Labor to Aerospace 6 Celebrating Our Heritage, Engineering to City Management Preparing for Our Future and ICMA Leadership Severo Esquivel, CLOVIS, CALIFORNIA Robert O’Neill, WASHINGTON, D.C.

8 ICMA’s Centennial Legacy 34 A Remarkable Scott Hancock, ANNAPOLIS, MARYLAND, Management Life SYLVESTER MURRAY, and Alison Ortowski, SOUTHLAKE, TEXAS An interview with JACKSON, MISSISSIPPI 9 Recognizing ICMA’s Commitment to Public Service 38 One Exciting Technological 5 Moment in History Joan McCallen, WASHINGTON, D.C. Trajectory WASHINGTON, D.C. Costis Toregas, features 40 Ten ICMA Member Musings Pamela Antil, SAN JOSE, CALIFORNIA; departments Melissa Mundt, AMES, IOWA; Alex McIntyre, 10 1914: Celebrating the MENLO PARK, CALIFORNIA; Brenda Garton, 2 Ethics Matter! Centennial of ICMA and Modern GLOUCESTER COUNTY, VIRGINIA; Khashayar Celebrating 90 Years American Government “Cash” Alaee, PALO ALTO, CALIFORNIA; Mary of Professional Ethics Richard Stillman, DENVER, COLORADO Jacobs, SIERRA VISTA, ARIZONA; Linda Kelly, WINDSOR, CALIFORNIA; Jane Bais-Disessa, 4 On Point My Lunch with Richard 14 BERKLEY, MICHIGAN; Karen Pinkos, EL What Do You Do to Ensure Sheldon Cohen, ANDOVER, MASSACHUSETTS CERRITO, CALIFORNIA; and Laura Fitzpatrick, That You’re Being an RIO RANCHO, NEW MEXICO Effective Manager? 16 Legendary ICMA Directors David Arnold, FALLS CHURCH, VIRGINIA and 44 A New Frontier in Diversity 5 ICMA Anniversary Elizabeth Kellar, WASHINGTON, D.C. Phillip Smith-Hanes, HUMBOLDT COUNTY, Moment in History CALIFORNIA 53 Calendar of Events 22 Ethics, Front and Center Troy Brown, LIVERMORE, CALIFORNIA 46 The Challenge of Changing 57 ICMA 100th Anniversary Organizational Culture Task Force Reflections from Afar 24 Katy Simon, RENO, NEVADA; Darin 58 100 Years: ICMA Michael Willis, SHELHARBOUR, NEW SOUTH Atteberry, FORT COLLINS, COLORADO; and Presidents WALES, AUSTRALIA Rebecca Ryan, WASHINGTON, D.C. 59 100 Years: ICMA Annual 26 Canadian Flashback: The Birth 50 All Roads Lead to Right Now Conferences of City Management in Canada Mona Miyasato, SANTA BARBARA COUNTY, 61 Professional Services Duncan Campbell, WESTMOUNT, QUEBEC, CALIFORNIA Directory CANADA 52 Millennials Are Ready to Tackle Challenges Teresa Taylor, CHAMBLEE, GEORGIA icma.org/pm 56 The Final Word This issue of PM is available online and Simon Farbrother, EDMONTON, mobile at icma.org/pm August 27, 2014. ALBERTA, CANADA icma.org/pm: online and mobile accessible SEPTEMBER 2014 | PUBLIC MANAGEMENT 1 ethics matter! | 90 years

BY MARTHA PEREGO CELEBRATING 90 YEARS OF Public Management (PM) aims to inspire PROFESSIONAL innovation, inform decision making, connect leading-edge thinking to everyday challenges, and serve ICMA members ETHICS and local governments worldwide in the pursuit of excellence in local governance. Our enduring commitment ICMA EXECUTIVE DIRECTOR Robert O’Neill, Jr. riting about the adoption of the ICMA in 1924 DIRECTOR OF PUBLISHING ICMA Code of Ethics, former The 13 articles of the first Code of Ethics Ann Mahoney ICMA President Revan Tranter poured the foundation for a new profes- W GUEST EDITOR set the stage. “The year was 1924. Lind- sion. Presented at the ICMA conference Michele Frisby burgh had yet to make his transatlantic in Montreal, Quebec, Canada, in 1924, EDITOR flight. Churchill, in one of his wilderness the Code reinforced the obligation of the Beth Payne periods, had just been defeated for a “city manager” to serve the community DESIGN Parliamentary seat. The Australian Parlia- without discrimination; promote the Thor Design Studio www.thor-studio.com ment had yet to move from Melbourne to council-manager plan; support the coun- Public Management (PM) (USPS: 449-300) Canberra, the new capital. cil as a whole and not play an active role is published monthly except February by ICMA (the “Canada wasn’t yet complete: in politics; give credit to the council for International City/County Management Association) at 777 North Capitol Street. N.E., Washington, D.C. Newfoundland was still a British colony. policy decisions; avoid leveraging the 20002-4201. Periodicals postage paid at Washington, Hitler was in his jail cell writing Mein office for personal gain; and demonstrate D.C., and at additional mailing offices. The opinions expressed in the magazine are those of the authors and Kampf. Coolidge was president of the exemplary personal conduct. do not necessarily reflect the views of ICMA.

United States. Babe Ruth was in his ele- The Code ended with a call that re- COPYRIGHT 2014 by the International City/County ment. And Perry Cookingham was yet to flects the Athenian Oath: “A city manager Management Association. All rights reserved. Material may not be reproduced or translated without begin his career as a city manager. It was will be known by his works, many of written permission. as they say, a different era, when ICMA’s which may outlast him, and regardless of REPRINTS: Apply to the editor for permission to reprint original Code of Ethics was published.” personal popularity or unpopularity, he any part of the magazine. Today’s era is different as well. We should not curry favor or temporize but SUBSCRIPTIONS: U.S. subscription rate, $46 per year; other countries subscription rate, $155 per year: single copies, $10. are strong and thriving with much of should in a far-sighted way aim to benefit Printed in the United States. what Tranter noted was missing from the community of today and of posterity.” Contact: 202/289-4262; [email protected]. the profession in 1924: assistants, county Throughout the decades, ICMA has POSTMASTER: Send address changes to Public Management, ICMA, 777 N. Capitol Street, N.E., administrators, COG directors, interna- engaged the membership in an ongoing Suite 500, Washington, D.C. 20002-4201. tional members beyond North America, dialogue to ensure that the Code remains ARTICLE PROPOSALS: Visit icma.org/pm to see consultants, women, and minorities. relevant to the profession. The member- “Editorial Guidelines” for contributors.

A truly global profession now must ship has approved changes to the tenets EDITORIAL INFORMATION address the shared challenges of the ac- on only seven occasions. Here are the 202/962-3619 [email protected] celerating pace of technological innova- highlights of those changes: tion and its impact on society; building ADVERTISING SALES Ben Harmon sustainable communities and organiza- 1938. In the first amendment, a preamble The Townsend Group, Inc. tions on an economic, environmental, was added to better explain the council- Tel: 301/215-6710 x106 and equity front; sweeping demographic manager structure and ICMA’s mission. Fax: 301/215-7704 [email protected] changes; and evolving public expecta- Also added was a statement of the PRINTING tions of the role of local government. profession’s commitment to merit-based Westland Printers Challenges and times do vary, but hiring, noting that “political, religious, Laurel, Maryland the profession has enjoyed one common and racial considerations” carry no weight thread over the years: its commitment to in personnel decisions. Interestingly, refer- principle-centered leadership in order to ence to the manager’s duty to stay out of build trust with the public being served. politics disappeared from the Code. icma.org | icma.org/pm

2 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm 2013–2014 ICMA EXECUTIVE BOARD THROUGHOUT THE DECADES, ICMA HAS ENGAGED THE MEMBERSHIP IN AN ONGOING DIALOGUE TO ENSURE THAT PRESIDENT Simon Farbrother* THE CODE REMAINS RELEVANT TO THE PROFESSION. City Manager, Edmonton, Alberta, Canada

PRESIDENT-ELECT Article 3, while updated over the years, tion of the fact that women were truly James Bennett* City Manager, Presque Isle, Maine remains virtually intact today: “The city part of the profession.

PAST PRESIDENT manager is governed by the highest ideals Bonnie Svrcek* of honor and integrity in all his public and 1998. An increase in political activ- Deputy City Manager, Lynchburg, Virginia personal relationships in order that he may ity by members led the charge to

VICE PRESIDENTS merit the respect and inspire the confidence amend the profession’s commitment WEST COAST REGION of the administrative organization which he to political neutrality in Tenet 7 by Troy Brown directs and of the public which he serves.” emphasizing the broader principle. City Manager, Tracy, California The new version stated: “Refrain from Rodney Gould* City Manager, Santa Monica, California 1952. The eternal debate over the all political activities which under- Robert Harrison precise role of the manager in the policy mine public confidence in professional City Administrator, Issaquah, Washington arena was reflected in tweaks made to administrators. Refrain from participa- MOUNTAIN PLAINS REGION the policy-related articles. Sagely, the tion in the election of the members of Mary Jacobs* Code advised managers that they should the employing legislative body.” Assistant City Manager, Sierra Vista, Arizona avoid coming in public conflict with The board also revised guidelines to Mark McDaniel* City Manager, Tyler, Texas council on controversial issues. provide more advice about election cam- Jane Brautigam* The first reference to an ongoing duty paign activities that should be avoided. City Manager, Boulder, Colorado to continuous professional development MIDWEST REGION also appears in 1952. Ethics Are Fundamental Robert Kiely, Jr.* ICMA continues to engage members in City Manager, Lake Forest, Illinois 1969. As membership expanded as the the dialogue about the relevancy of the Andrew Pederson* Village Manager, Bayside, Wisconsin result of changes to the ICMA Constitu- Code. In 2013, a formal review of the Tanya Ange tion, the Code ceased using the term entire Code was initiated beginning with Deputy City Manager, Mankato, Minnesota “city manager” in exchange for the more Tenet 7 and the related guidelines on

SOUTHEAST REGION inclusive reference to “member.” political neutrality. Kenneth Chandler* The ICMA Executive Board voted Associate Director, Administrative Services Administration, Department of Transportation 1972. The profession’s commitment to retain the existing language in Tenet Washington, D.C. to political neutrality, dropped in the 7; retain the prohibition on running for Edwin Worsley, Jr.* 1938 revision, reappears in more direct elected office or engaging in campaigns; Deputy County Manager, Durham County, North Carolina language in a new Tenet 7: “Refrain from and add a new guideline on personal Alan Ours* participation in the election of the mem- issue advocacy. The dialogue on Tenet 12 County Administrator, Glynn County, Georgia bers of his employing legislative body, (seek no favor) continues.

NORTHEAST REGION and from all partisan political activities As the profession looks to the chal- John Bohenko* which would impair his performance as lenges of the next 100 years, consider the City Manager, Portsmouth, New Hampshire a professional administrator.” observation of ICMA President Simon Jennifer Kimball Assistant City Manager, Rockville, Maryland For the first time, guidelines adopted Farbrother: “How we lead defines our Meredith Stengel Robson by the ICMA Executive Board were effectiveness as city and county managers. City Administrator, Beacon, New York added to give members practical advice How we lead is underscored by our ICMA

INTERNATIONAL REGION on investments, gifts, job commitment Code of Ethics. The fact that we lead in an David Johnstone expectations, and election activities. ethical manner ensures we help build great City Manager, Candiac, Quebec, Canada In addition, the ICMA Executive Board communities. Ethics are fundamental to Stephen Parry Chief Executive, Gore District Council, adopted formal rules of procedure. our profession.” New Zealand Lars Wilms 1976. As ultimately unsuccessful efforts MARTHA PEREGO Chief Executive Officer, Ethics Director, ICMA Egedal Kommune, Denmark were underway to ratify the Equal Rights Washington, D.C. Amendment to the U.S. Constitution, the [email protected] *ICMA Credentialed Manager (ICMA-CM) Code was made gender neutral in recogni- icma.org/pm: online and mobile accessible SEPTEMBER 2014 | PUBLIC MANAGEMENT 3 on point | effectiveness

As 100 years of ICMA history proves, the need to be an effective manager never changes. WHAT DO YOU DO TO ENSURE THAT YOU’RE BEING AN EFFECTIVE MANAGER?

DENNIS HOVENDEN, ICMA-CM STEPHANIE MONROE NOEL BERNAL MARTHA (MARTY) WINE, Chief Executive Officer TILLERSON City Administrator ICMA-CM Frankston City Council City Manager Falfurrias, Texas City Manager Frankston VIC, Australia Woodruff, South Carolina [email protected] Tigard, Oregon [email protected] [email protected] [email protected]

These are the key points that As long as the council has As the city administrator of An effective manager is I believe make an effective not locked me out of city a small community, being someone who manages in manager: hall and my office, I am be- effective means managing every direction—up, down, • Set daily goals and continuing an effective manager. On oneself before anything else. sideways. ally check to ensure they are a serious note, I meditate. I Keeping track of various This primarily involves being met. do not meditate daily, but I projects becomes a challenge communication and such • Get out and about in the do try to exhale and reflect with limited staff and can questions as: Who needs to organization to ensure you on my week’s/month’s work lead to having less time to know what I am working know how staff members with the goal of gut checking focus on the “big picture” on? What should city staff and teams are progressing what I did right and wrong. and the long-term needs of be working on? What are the and how they are imple- I continue to master my the community. most important issues the menting set tasks. strengths and where I fall My balanced approach to council will face? • Make sure you are always short, understand and im- be effective everyday involves What can I do to eliminate approachable. An effective prove on those weaknesses. using a Gantt chart, which barriers for council, staff, and manager will have staff At the same time, I try to offers a weekly, monthly, and community to achieve what wanting to engage, so make sure the right people yearly schedule, for a project they want? discuss ideas and be seen are in place who will supple- management approach to Sometimes these are small as a mentor. ment those weaknesses in a short-term tasks. Evoking moves, like making sure that • Have confidence in positive and proactive way. vision, however, in my day- I sign personnel actions or your skills and expertise Finally, I go to the resi- to-day communication with contracts, or helping that but continually seek to dents of Woodruff every Fri- elected officials, staff, and day’s union negotiations go improve by listening to day. Through social media, residents on how the com- well, or signing a lease for a others and learning from I have “talk-back Friday’s munity can improve its future property the community will their experiences. with the city manager” on is what I would consider use for open space. • Continue to ensure that Facebook throughout the most critical. I also spend my time on your knowledge of local day. I swing open the doors Being an effective the phone with the council government is up-to-date by to discuss whatever is on manager in the twenty-first or community members to learning something new and residents’ minds. century means managing try to understand and reach putting it into practice. in an anticipatory state by toward everyone’s interests. • Make things happen—don’t seeking transformational And sometimes, it’s remind- wait for them to occur—so opportunities for progressive ing everyone of our vision it is important to be plan- change, not only accomplish- and keeping the horizon in ning for the next challenge. ing everyday tasks. view.

4 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm icma anniversary

MOMENT IN HISTORY How did the council-manager plan and, ultimately, the concept of professional local government management come about?

In 1911, Richard S. Childs, a political reformer and eventual chairman of the National Municipal League (1931–1978), introduced a plan for government in the New York legislature that united commission and manager government in a proposed city charter for Lockport, New York.

The Lockport Plan included three elements that became integral to the council-manager plan: the short ballot, political power vested in the council, and the concentration of administrative authority in a single individual appointed by and responsible to the council. Sumter, South Carolina, became the first city in 1912 to adopt U.S. Post Office in Lockport, New York, which was completed in 1908. The U.S. District by a vote of the people a charter Court for the Western District of New York met at this location until 1916, and the building incorporating the basic principles of is still used as a post office today. Source: National Archives. council-manager government.

The National Municipal League endorsed the council-manager plan in the 1915 version of its Model City Charter, which superseded the organization’s first charter adopted in 1900. This second edition replaced the strong mayor-council plan with the council-manager plan and incorporated the unification of powers in the city council, the short ballot, the nonpartisan ballot, and the at-large election of the governing body.

To learn more about the many milestones in the history of ICMA, its members, and the professionalism of local government management, visit icma.org/anniversary and scroll through the anniversary timeline on the home page. Then, click on “The ICMA Experience” tab at the top of the anniversary homepage and add your personal experiences or reminisces.

icma.org/pm: online and mobile accessible SEPTEMBER 2014 | PUBLIC MANAGEMENT 5 INTRODUCTION

Celebrating Our Heritage, Preparing for Our Future

BY BOB O’NEILL, ICMA-CM

CMA has much to celebrate this forces. During the past year or so, I have the environment, and overall quality of year: the 100th anniversary of discussed these five significant drivers life (including infrastructure and trans- our association and the profes- that will influence the future roles and portation). All six issues require scale sionalization of local government strategies of local governments: and a multi-sector, multi-disciplinary, Imanagement; the 90th year of the ICMA • The fiscal crisis affecting the federal and intergovernmental strategy to Code of Ethics; and our members’ government and many states, which produce the outcomes that matter most century-long commitment to professional has created issues surrounding taxes, to our communities. development and continuous learning. spending and debt, and increasingly In contrast, as the world has grown Each of these events resulted from the reduced funding to local governments. more complex, governmental leaders development of the council-manager • Demographic changes, which are lead- have responded by constructing their form of government, the blueprint for ing us to become a truly pluralistic, organizations to leverage specialization. some of the most radical reforms in multicultural society. Today’s local governments have separate democratic governance since the signing • The impact of technology (e.g., social departments for police, fire, recreation, of the Constitution or the development media and “big data”) which, while engineering, public works, social of the Federalist Papers. affording us increased transparency, services, and the like. In December 1914, when eight city accountability, and the ability to But are these top-down, territorial, managers met in Springfield, Ohio, and encourage community engagement function-based silos and single-jurisdiction- formed the City Managers' Association among many stakeholders, also means al approaches to service delivery consistent "to promote the efficiency of city manag- that local officials no longer can with the need for multidisciplinary, ers," there were only 31 cities within control the conversations. multi-sector strategies? How do we take the United States with professional • Polarized politics, which challenge advantage of the enormous power of spe- managers. Today, roughly half of all U.S. us to use reasoned compromises and cialization, yet organize around the issues municipalities with populations of 2,500 a constructive form of "yes" to move that matter most to our constituents? or greater and over a quarter of U.S. issues forward in an environment The discussions above raise some counties operate under this system of in which anyone can say "no" and interesting questions for the future of the local government. More than 150 million everyone has a veto. local government management profes- Americans—nearly half the U.S. popula- • An increasing gap between the haves sion. Among the most important is: Will tion—live in a community with a profes- and the have-nots that threatens to professional managers be the reformers sional manager in place. Professional create a new class of people who or are they to be reformed? local government management is also are unable to fully participate in our Achieving success against the prominent in Australia, Canada, Europe, economy and for whom hard work backdrop of these major drivers, New Zealand, the United Kingdom, and may no longer be wholly rewarded. complex public policy issues, and rapidly other countries around the world. Additionally, six issues that emerged changing local conditions will test the Despite the professionalization of from ICMA’s review of resident feedback leadership capacity of elected and local government, our communities con- as most important are: jobs and the appointed local officials. Local govern- tinue to grapple with myriad changing economy, education, safety, health care, ment managers will need to view these

6 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm challenges from a new perspective, one that separates us from our reli- ance on commonly held assumptions and leads us to find creative ways to forecast what our communities will look like in the next five to 10 years. Celebrating Our Heritage, Our profession has been challenged before, and I have no doubt that we will continue to respond by helping our communities become places we Preparing for Our Future are proud to call home. Celebrate 100 years of professional local ICMA continues to help local government management and the contribution government management professionals achieve this mission by advancing professional managers make to building great professional management to build communities we’re proud to call home. sustainable communities that improve people’s lives. Yet, our organizations Visit LifeWellRun.org/resources to access complimentary look much different than they did campaign resources designed for use in educating when those homogeneous eight founding members gathered in Spring- 1. Members of state manager associations field, Ohio, back in 1914. 2. Elected officials Today a significant number of 3. Business leaders, and women serve as CAOs to our cities, 4. Students and educators towns, and counties; and there are more individuals from racially, ethnically, Join ICMA’s Life, Well Run campaign today! globally, and socially diverse backgrounds in the field. Still, there is much work for us as a profession to do. This evolutionary process is the “I think that here in Glenview we have a fantastic theme of this month’s PM, which also partnership between our village manager, assistant celebrates its 96th year of publica- village manager, the staff of the village, and the board president and trustees. They recognize the value that tion. The September issue began as you get with professionals in those positions.” a commemorative anniversary insert, but it attracted so many outstanding BETSY BAER articles and essays—ranging from the Executive Director historical to the more reflective—that Glenview Chamber of Commerce we deemed it worthy of devoting the entire magazine to the effort. “The relationship between a mayor and a city manager Thirty authors contributed to this is an extremely important relationship because it’s issue, and we thank each and every that relationship that ensures that people are on the one of them for taking the time to help same page in terms of the city government, and that ICMA celebrate our past, present, and we actually get things done.” future. It has been a challenging and JULIAN CASTRO amazing journey! Three-Term Mayor, San Antonio, Texas Happy birthday, ICMA, and a Newly Confirmed Secretary, salute to professional local govern- U.S. Department of Housing & Urban Development ment management!

BOB O’NEILL, ICMA-CM Executive Director, ICMA Washington, D.C. [email protected]

icma.org/pm: online and mobile accessible SEPTEMBER 2014 | PUBLIC MANAGEMENT 7 INTRODUCTION

ICMA’s Centennial Legacy

BY SCOTT HANCOCK, ICMA-CM, AND ALISON ORTOWSKI

veryone loves a birthday ties great, giving everyone a place they into its second century with enthusiasm celebration, especially those are proud to call home.” and a renewed commitment to profes- commemorating the mile- Those of us lucky enough to be here sional local government management. stones of life. But to hit the as ICMA celebrates its 100th birthday Ecentury mark is truly spectacular! are proud to pay homage to the many Past and Present It has been scientifically proven that committed leaders who have worked Task force members knew that one in order to reach your 100th birthday, diligently to ensure that a strong and fundamental component of our yearlong you must have inherited superb genes vibrant ICMA exists today. event, in keeping with that vision, and developed a commitment to taking would be a series of articles written good care of yourself. We would submit A Remarkable Experience by both seasoned and next-generation that the same holds true for associations ICMA’s 100th Anniversary Task Force (see ICMA members reflecting on ICMA’s and organizations. list of task force members on page 57) has long and distinguished history, as well Celebrating 100 years of professional had so much fun putting the celebration as looking forward into the future. management service to local govern- puzzle pieces together this year. From We hope you will enjoy the articles ments began with great genes embodied the kickoff held at ICMA’s 2013 annual and thoughts of past and present local in such historical figures as Charles Ash- conference in Boston last September to government professionals as much as we have enjoyed compiling them. So, 100 years after 8 men representing 31 known city and town managers The vitality and impact of this organization is gathered for an organizational meeting in Springfield, Ohio, ICMA continues evident in the service that its members provide to celebrate the spirit of cooperation to each of their communities. and unity that brought those 8 leaders together in 1914. Every member of ICMA now plays a role in contributing those good genes and commitment that are burner, John Stutz, and Louis Brownlow. the 100th annual conference in Charlotte necessary to the next 100 years of this It also required hundreds of caretakers this September, we have enjoyed the association’s success. over the years in the form of board excitement of planning a big party and We are so proud of our professional leadership, committees, and volunteers the importance of telling our story and association and honored to be a small to ensure a healthy and vibrant ICMA. preserving our association’s legacy. It has part of the history of ICMA! We recognize, however, that it been an awesome experience and one doesn’t end there. The vitality and that each one of us on the task force will SCOTT HANCOCK, impact of this organization is evident cherish for the rest of our lives. ICMA-CM, is executive director, The Maryland in the service that its members provide The ICMA Executive Board’s vision Municipal League, to each of their communities. ICMA’s of the 100th anniversary commemoration Annapolis, Maryland ([email protected]). ALISON ORTOWSKI Life, Well Run campaign puts it best: resolved to not only celebrate ICMA’s is assistant city manager, Southlake, Texas “Managers help make good communi- rich heritage, but also to launch ICMA ([email protected]).They serve as co-chairs of ICMA’s 100th Anniversary Task Force.

8 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm INTRODUCTION

Recognizing ICMA’s Commitment To Public Service Congratulations on 100 years of innovation and leadership

BY JOAN MCCALLEN

ne hundred years ago, participant, Cole Hendrix, ICMA mem- to respond to the challenges facing ICMA, an organization ber and city manager of Charlottesville, state and local governments, especially that would change the Virginia. More than 40 years ago, he as they address issues affecting public face of local government trusted ICMA to create an organization sector retirement and employment managementO and guide the way for lo- that would help him build his retire- benefits. Since its inception, SLGE has cal government leaders, was founded. ment security. published more than 100 issue briefs The ICMA Retirement Corporation At that time, and through the on relevant public sector subjects and (ICMA-RC) feels fortunate to be just support of ICMA leaders like former has been a resource to governments one of ICMA’s many success stories as Executive Director Mark Keane, across the nation. we recognize its centennial. ICMA-RC was created. Our organiza- ICMA’s mission and commitment to tion’s success has continued over the Dedicated Service public employees has not faltered over the years with the support of such ICMA Thank you for continuing to let us past 10 decades. It continues to further its leaders as former Executive Director serve you and the public sector. commitment to public sector leaders by Bill Hansell, and current Executive ICMA-RC is honored to have partnered creating educational resources, as well as Director Bob O’Neill, along with the with you in this journey of professional networking and advancement opportuni- many ICMA members who have served local government management ties for those in public service. on boards within the ICMA-RC complex throughout the decades. We celebrate Most importantly, ICMA is committed over the years. your many accomplishments and to raising awareness about the significant Because of ICMA’s vision in 1972 extend our congratulations and thank role that local government managers play to create a portable retirement system you to your members, executive board, in our day-to-day lives. Over the years, for public sector employees, ICMA-RC and executive director for your 100 ICMA has blazed many trails for govern- has grown from a single participant years of dedicated service. Here’s to ment leaders and has been an advocate to more than 1.2 million participant another 100 outstanding years! for the advancement of all public sector accounts under management and employees. ICMA-RC is proud to call the administration today. association our founder and partner. In 2007, ICMA-RC partnered with JOAN MCCALLEN ICMA to help found the Center for President and CEO Blazing a New Path State and Local Government Excellence ICMA-RC Washington, D.C. ICMA-RC’s work began with our first (SLGE). The organization was created www.icmarc.org icma.org/pm: online and mobile accessible SEPTEMBER 2014 | PUBLIC MANAGEMENT 9 1914: CELEBRATING THE CENTENNIAL OF ICMA AND MODERN AMERICAN GOVERNMENT A critical landmark in public professionalization

BY RICHARD STILLMAN

very July 4th, Americans occurred in Springfield, Ohio, convened during the hot summer of 1787 to write celebrate 1776, the birthday at the invitation of the city of Dayton’s the U.S. Constitution. The managers’ of signing the Declaration of first manager, Henry Waite. conference minutes contained no legend- Independence, the Revolu- From ICMA historic records, here is ary debates over the meaning of federal- tionaryE War, and freedom from Great Richard Vogel’s description of how this ism, separation of powers, enumerated Britain. Likewise, 1787 marks the origins first meeting was quietly initiated: “Tech- powers, natural rights, and the like. of the U.S. Constitution and 1789, its nically, Waite had made the suggestion in It resulted in no famous Federalist formal ratification, as well as the start of response to a letter written to him by the Papers, Anti-Federalist Papers, nor lasting the U.S. government with the inaugura- newly appointed manager of Amarillo, framing documents of any sort. Rather, tion of George Washington as president. Texas, H.M. Hardin. Hardin had also the first ICMA minutes read more akin to Some may add 1865 as a notewor- written to Charles Ashburner, the first city a typical Rotary or Elks meeting. thy year that ended the Civil War and manager in the United States, then serv- Along with pleasant dining, light brought about the permanent unification ing as city manager of Springfield, Ohio. off-the-cuff banter was exchanged. For of the nation, or 1933, the beginning of “Following up Waite’s recommenda- example, when asked how he handled the New Deal, as other seminal founding tion, a letter was sent to all 31 city man- his relationship with the city council, dates for our contemporary government. agers inviting them to join the formation Manager Hardin of Amarillo, Texas, Most, however, would be perplexed by of a professional association. It was bluntly replied: “I care for them to meet any claim for the significance of 1914 agreed that the initial meeting would be only once a month; that’s often enough. other than the start of World War I, a held in Springfield, Ohio, and of the 17 That’s to allow the bills and monthly monumental European tragedy with little managers responding to Hardin’s letter, 8 payroll to be paid.” importance for the U.S. until we chose to were able to be present.” Hardin then added with a touch of engage in that bloody warfare across the ironic Texas cowboy humor that he felt Atlantic in 1917. An Inauspicious Gathering fortunate he only had three council- So what’s so special about 1914? That gathering was hardly as memorable men to “herd together” once a month. The first gathering of the City Manager’s or auspicious when compared to the 55 How many city and county managers Association (as ICMA was then called) Founding Fathers meeting in Philadelphia in 2014 wish they publicly could say

10 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm something like that, but must regretta- processes, not to mention the resulting Grafting a brand-new, informal, un- bly in today’s media-drenched environ- immense complexity and sheer size of written administrative constitution into ment bite their tongues? governmental growth essential to make the formal written one came piecemeal, So again, what’s so special about society operate. gradually, with little fanfare, mostly from 1914? Why make a fuss over that year, During this era, interest groups grass-roots experimentation that bubbled given the long forgotten, even trivial formed and pressed government on upwards to state and federal levels: a content of the first ICMA conference? behalf of their members, especially civil service system here, a regulatory Indeed, doesn’t such an assertion sound farmers, labor, business, and veterans. agency there, a line-item budget or outrageously ridiculous, maybe down- In turn, nationwide networks of these innovative zoning and planning arrange- right idiotic, to even dare compare that pressure groups led to the formation ment developed elsewhere. event with forging the U.S. Constitution? of new, significantly expanded federal Here, some historic perspective is executive departments or “cliental The City Management Movement necessary. Recall that in 1887, President departments” devoted exclusively to What today we recognize as integrated Woodrow Wilson, then a young as- serving their interests, including the systems were, around the turn of the sistant professor at Bryn Mawr College, departments of agriculture, labor, com- century, devised by hit-and-miss, published an essay for a new journal, merce, and pensions, which was the trial-and-error local initiatives, without Political Science Quarterly, describing the largest of all federal units. a comprehensive model on how these emerging field of public administration. At the 1893 Chicago meeting of disparate parts would fit together into His was the first article on this the American Historical Convention, the whole. Enter the city management subject written in America. Its central Frederick Jackson Turner read to his fel- movement, spurred largely by the en- argument, paradoxically pronounced low historians one of the most influential ergetic work of one long-forgotten but on the very date of the Constitution’s scholarly papers in U.S. History, "The necessary individual, Richard Childs. centennial, stressed that the age of Significance of the Frontier in American Shortly after graduating from Yale constitution writing was over; now History," in which he argued ominously and inspired by the progressive reform Americans needed to learn how “to run that the frontier had disappeared and fever epidemic at the dawn of the new a Constitution,” that is, to study public with it marked "the closing of a great century, in 1906 Childs enthusiastically administration. Vast, profound socio- historic moment."1 took up the cause of short ballots as a economic-political crises challenged the Like Dorothy in the Wizard of method for eliminating boss rule and written document’s very survival. Oz—published by L. Frank Baum in municipal corruption. The late 19th and early 20th 1900—people felt themselves whisked Childs was employed full-time as a centuries witnessed the most radical to a distant foreign land lacking familiar young advertising account executive in transformation in all of American his- cultural reference points to the past or New York City. As a part-time hobby, he tory. We suddenly shifted from a largely future. Profound transformational forces opened up a short ballot office to spread frontier, rural, self-sufficient farming demanded overnight new generalist the word nationally about the benefits society—isolationist, and sparsely management expertise; vast, impersonal of this particular technique to increase populated—to a decentralized nation. organizational structures; and increased direct grass-roots democracy plus rid In the blink of an eye, we became ethical responsibility and accountability cities of boss rule. a country that was urbanized, invit- at all levels of American government At the same time, a small town in ing mass migration from abroad, in order “to run a constitution” for its western Virginia—Staunton, population rapidly spawning new technologies, second century. 11,336, whose only claim to fame was industrialized, aggravating at times the In short, as President Woodrow being the birthplace of Woodrow Wil- deadly confrontations between labor and Wilson’s prophetic essay proclaimed in son—was becoming increasingly crippled management, and fostering international 1887, we needed to learn and do public by government paralysis. The city oper- trade that for the first time brought administration. Or, what Don Price, dean ated then with no full-time employees, international involvement. of what is now the John F. Kennedy but governed itself with an unwieldy, School at Harvard (1958–1968), would bi-cameral, 22-member city council, A Strange New World later refer to as the necessity for develop- divided into 30 legislative committees that At home, America saw vastly increased ing America’s unwritten constitution, or oversaw direction of city functions. democratic participation of numbers the real administrative stuff that makes and varieties of groups and individuals modern government work and society Staunton Hires a City Manager never before engaged in the governing tick today. Effective decision making and quick icma.org/pm: online and mobile accessible SEPTEMBER 2014 | PUBLIC MANAGEMENT 11 program implementation, however, advocated much-the-same-style model In 1919, the City Manager Bulletin became increasingly difficult, if not im- charters for counties and states. (now Public Management (PM) maga- possible, given the obvious complexities zine) began monthly publication on such of Staunton’s jerry-built, self-governing Birth of Public Professionalism vital but uninspired topics as “Separate apparatus, not to mention its clear lack So back to the question: Why was and Combined Sewers,” “Elements of of in-house expertise to undertake such 1914 so critical, not just for birthing Budget Making,” and “A Rating System work. What should be done? ICMA, but also modern U.S. govern- for Policemen.” Here, a remarkable institutional inno- ment in general? Why not select 1908, Here signaled the modest beginning vation occurred driven by practical em- when Staunton hired Ashburner as its of sharing nationally in print “what pirical necessity. In 1908, the Staunton first manager? works as leading practices.” Later in the City Council passed an ordinance to Or 1915, when the National Munici- 1920s, ICMA created standing commit- hire “a general manager” responsible for pal League—now called the National tees to develop manuals for standard all municipal executive work. Charles Civic League—officially adopted its first administrative practice on various com- Ashburner, an experienced civil engineer, Model City Charter with the council- mon core management topics, including was hired as Staunton’s first general manager plan as its centerpiece? budgeting, personnel, and so on. manager to address the city’s seemingly Dates of 1908 or 1915 pale in intractable, daunting public issues. importance compared to 1914. The Promoting Management Knowledge It wasn’t only necessity, however, but founding of ICMA brought a revolution- A decade later, ICMA made a lasting also accident that sparked the birth of the ary intellectual shift: For the first time in contribution to the development of council-manager form of government. American history, permanently advanced generalist management knowledge by Childs, by chance, spotted a newspaper public professionalism, characterized codifying and publishing its famed Green article praising the Staunton experiment. by the application of full-time general Book Series as a basis for training on He creatively saw its potential significance management expertise, a corporate the job, as well as for educating those and application in cities everywhere professional identity, and ethical respon- planning to enter the profession. when merged with his enthusiasm for sibility upwards from the grass-roots On-the-job training was also fostered short ballots and commission government was embraced throughout all levels of by early city and county managers, comprising small governing councils of American government, even to its very continuing to this day in the form of elected officials. pinnacle, the U.S. presidency. internships and mentoring programs. He quickly combined and publicized How did the 1914 founding of ICMA Remember that most early managers these ideas throughout America through spawn this silent, yet profound, revolu- were trained as engineers—in 1924, his short-ballot office in New York City. tion that spread public professionaliza- less than 3 percent came from public Drawing on his remarkable ad-man’s tion throughout our entire government? administration backgrounds. skills, he surreptitiously generated enor- First, ICMA developed a new general- Engineers thrust into city manage- mous national attention on the council- ist public management expertise for local ment posts quickly learned, often to their manager plan as the most advanced, government. This novel conceptual frame- astonishment, that managerial work efficient form of local government. work later moved upward and outward required a different education—the, Childs liked to refer to himself as throughout American government. generalist public management that ICMA “the minister” who married the manager To be sure, by 1914, other public initiated and developed from scratch. plan with the commission form of gov- professional groups were emerging: To be sure, higher education helped, ernment. In reality, he was the quintes- educators, military officers, and the like, but that was after the fact when the Max- sential progressive reformer, inspired by but their work was largely conceived of as well School was founded in 1924 and the the belief of furthering greater direct de- advancing specialized applied knowledge University of Southern California in 1929. mocracy (i.e., through short ballots and skills within their respective fields. City The then popular scientific management small nonpartisan councils) and more managers, by virtue of their uniquely de- thinking invented by Frederick Taylor3 efficient government (i.e., with trained, fined functional positions, had to become, that focused upon maximizing workplace full-time managers in charge of running in theorist Paul Appleby’s memorable efficiency also served as a critical early municipal administrative functions). phrase, “specialists in things general.”2 catalyst to ICMA managerial training. A single institutional remedy, Learning about this new subject Yet, generalist public management the Model City Charter, Childs fer- came slowly, mostly from trial by fire ideals rapidly expanded into something vently argued, would sustain grass-roots on the job. Firsthand experiences were far broader and more significant, democracy in face of overwhelming informally shared at early ICMA confer- advancing public ideals, thanks to socioeconomic-political challenges ences (recall Manager Hardin’s “herd- disseminating ICMA’s burgeoning confronting urban America. Later, he ing” commentary). publications.

12 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm In particular, two additional vital ity remains at the core of ICMA’s belief American government since the dawn elements of public professionalism of what effective public management of the 21st century have occurred if a that ICMA also fostered and infused should be all about. generalist public manager had been at throughout the field separated its This newly “gelled” generalist the helm? generalist public management ideas public management thinking, nurtured Would 9/11 have happened if a from Taylorism: 1) the promulgation by ICMA, bubbled outwards to influ- general manager had made sure that CIA of a corporate public identity, and 2) ence professionalization of other local and FBI professionals had coordinated the ethical responsibility to serve the occupations in planning, public works, their intelligence work or even those entire public. and the like, as well as upwards to the within both field and headquarters of the From its first meeting, ICMA defined state and federal levels, even to the very FBI communicated effectively? local public management as a unique oc- top, the U.S. presidency. Could more have survived in New cupational identity, separate from politics, President Roosevelt in 1936 ap- Orleans after Hurricane Katrina hit if a business, or other vocations, demanding pointed Louis Brownlow, a former nonpartisan, experienced city manager advanced education, with shared norms city manager, to chair a commission had been in charge of emergency prepa- that can be learned both in the classroom to recommend the reorganization of rations? Or at the Federal Emergency and by apprenticeships on the job. government. Ultimately, the Brownlow Management Agency? Like traditional professions of law report, The President’s Committee on Could the Great Recession of and medicine, theirs served an equally Administrative Management, brought 2008–2009 and its devastating impact on necessary societal role of advancing and about the first major reconceptualiza- the American economy been avoided maintaining good government at the tion of the American presidency since if a generalist public manager had been grass roots. And, like law and medicine, Washington’s inauguration. put in charge of integrating and supervis- ICMA would cultivate a strong corpo- For the first time in U.S. history, the ing the existing fragmented, inchoate rate identity with its annual confer- president assumed responsibility for a regulatory structure? ences, publications, permanent head- new demanding public role, beyond that Was the launch of Obamacare a quarters, able staff, and governance by of commander in chief, party leader, failure due to the lack of capable general- elected members. This identify included chief diplomat, and so forth. Now, he ist government managers so essential its own professional elites who would served as general government manager, to planning, directing, and coordinating speak forcefully and authoritatively on empowered by a White House executive 54 contractors that set up the complex behalf of the membership as well as the office staffed with the essential tools of networks for the program? broader profession. modern management, including person- No doubt many more examples can ICMA fused ethical responsibility to nel, budgeting, and more. be added, but my point is that Ameri- serve the public into general manage- Prior to this, President Roosevelt had can government suffers from too little, ment ideas and practices by the ratifica- few assistants, mostly assigned to the not too much, of “the stuff” that ICMA tion of its first Code of Ethics in 1924. White House from other federal depart- quietly yet persistently pioneered! Here, the professed ideals and objective ments. Here, the work of ICMA would Where are you, the Charles Ashburners, moral standards of the new profession permanently transform the highest office Louis Brownlows, and their kin? were clearly and succinctly stated. in the land. Although “the managerial America urgently needs so many more At the same time, ICMA put teeth presidency” became a pejorative label of you today! into its Code by revising Article 8 of in the 1970s, some scholars suggest its Constitution to establish a formal that without the fundamental reconcep- ENDNOTES mechanism to expel members for tualization and reorganization of the 1 The Frontier in American History (1920), Fred- misconduct: “On the written request presidency, America would never have erick Jackson Turner, pp. 1–38. Richard Stillman is a professor of public administration, University of of ten or more active members setting won World War II, the Cold War, or Colorado, Denver ([email protected]). forth a just case, any member of this become the major global superpower of 2 For the best study of Paul H. Appleby's life, Association may be expelled….” This the 20th and 21st centuries. work, and scholarly contributions, read: Roscoe C. Martin, editor, Public Administration and Democracy served as an explicit oversight method (Syracuse, NY: Syracuse University Press, 1965). to ensure individual compliance to the A Must for the Future 3 Frederick W, Taylor, The Principles of Scientific profession’s stated ideals. Are these powerful generalist public Management (NY: Harper and Brothers, 1919). Over the past nine decades, both management ideals and ideas that ICMA the Code of Ethics and its enforcement gave birth to starting in 1914 still neces- RICHARD STILLMAN is professor mechanisms have undergone many sary in 2014? of public administration, School of revisions and significant refinements, Think for a moment: Would any Public Affairs, University of Colorado Denver, Denver, Colorado (Richard. but commitment to ethical responsibil- of the well-publicized failures of [email protected]). icma.org/pm: online and mobile accessible SEPTEMBER 2014 | PUBLIC MANAGEMENT 13 MY LUNCH WITH RICHARD

BY SHELDON COHEN

CMA’s 59th Annual Conference, which took place in Bos- hosted the first ICMA conference, such as it was, in December ton, Massachusetts, in September 1973, was a first for me. 1914. My first assignment, intended in part to help me become I had arrived in the area only two months earlier to assume familiar with Springfield, was to write a history of council- the newly created position of assistant town manager in manager government in the city. IAndover, Massachusetts, a suburb about 23 miles north of Boston. Before I had gotten very far with my writing, the name of At lunch one day during the conference, I walked into the Richard Childs came to my attention. Through this project, I also ballroom of the Sheraton Boston to try to learned about our other patriarchs—there find a place to sit as well as a friendly face, were no matriarchs in those days—includ- knowing few people who were members of ing Orin Nolting and Clarence Ridley. ICMA or who worked in Massachusetts at that time. Lasting Inspiration Richard Spencer Childs An older gentleman was sitting by Back in Boston at the ICMA conference, (1882–1978) was the father himself around the typical round banquet Richard Childs and I had an easy rapport. of the council-manager table. I did not know that he was then 91. He treated me as an equal member of the form and a leading figure I approached him and asked if I could join in the local government profession. Part of this ease arose from him for lunch. Graciously, he invited me to reform movement for the the fact that we came from nearby towns sit next to him. I had no idea who he was. first several decades of the in New Jersey, he from Maplewood and I We introduced each other. twentieth century. from Cranford. I was sitting next to Richard Childs, The memory of my lunch with Richard the oracle of local government! Murray Seasongood remains indelible. Perhaps most important, How did I know? (1878–1983), another icon his inspiration has helped me to try—over of local government, was the 41 years since our meeting—to remain Learning About Legends instrumental in the develop- as true as I could to the highest ideals ment of the management At the tender age of 26, ICMA had already of council-manager government that he profession as mayor of been extremely good to me. My career and the pioneering reformers of his time Cincinnati and president of had begun in 1967 as an ICMA Season- worked so hard to establish. the National Civic League. In good Summer Intern (thank you, Murray 1967, ICMA’s Seasongood Thank you, Richard, for lunch and Seasongood) in the city manager’s office Summer Internship Program much more. in Springfield, Ohio, working for Jim placed 10 college under- Caplinger and his assistant city manager, graduates in city managers’ SHELDON COHEN is an independent Margaret Medders. offices across the United consultant in information technology States as a means of devel- and management, Andover, Springfield was one of the first Massachusetts ([email protected]). municipalities in the United States to adopt oping the next generation of He also has served on the staff of the management professionals. Massachusetts Municipal Association and the the council-manager form of government, Norfolk, Virginia, Redevelopment and Housing beginning in 1914. In fact, Springfield Authority.

14 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm icma.org/pm: online and mobile accessible SEPTEMBER 2014 | PUBLIC MANAGEMENT 15 CLARENCE RIDLEY ORIN NOLTING

MARK KEANE WILLIAM HANSELL LEGENDARY ICMA DIRECTORS

BY DAVID ARNOLD

s ICMA celebrates its 100th anniversary, it’s CLARENCE RIDLEY (1929–1956) Clarence Ridley’s background included a pleasure to reminisce about three executive service as city manager of Bluefield, directors I worked with over a span of 36 years West Virginia; research work with the A Institute of Public Administration in on the ICMA staff (1949–1985). Notice I said “worked New York City; and time to get his with,” not “worked for.” The three were Clarence E. Ph.D. in public administration at the Maxwell School at Syracuse University. Ridley, 1929 to 1956; Orin F. Nolting, 1956 to 1967; and He was the first person to hold the Mark E. Keane, 1967 to 1983. ICMA post full time. Thanks to the Spelman Fund, a component of the

16 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm Rockefeller Foundation, ICMA was Filling an information gap. One of tion and development is lost. But it was financially able for the first time to set Ridley’s most important contributions a time for review and absorption. up an office with three full-time staff. was his attendance at state manager A fiscal hawk. Nolting was skilled at Ridley was an entrepreneur and meetings, where he filled an important significant elements of ICMA operations, builder. Working closely with Orin information gap for managers and including membership, the Institute for Nolting, the assistant director, Ridley other members. We forget that in those Training, the Management Information brought out the first volume of The times, most council-manager communi- Service, and ancillary activities. And even Municipal Year Book in 1934 (its 40th ties were isolated, both geographically more than Ridley, Nolting was a fiscal volume was published in 2014). In and functionally. hawk. At times this could be a major ag- 1935, Ridley and Nolting launched Local government management often gravation for the ICMA staff, but Nolting the Municipal Management Series, was a lonely job. The transportation and always came through when it counted. the ICMA “Green Books,” with The communication modes that we now take Here’s one of my favorite anecdotes. American City and Its Government. for granted—widespread air travel, the I was working with a California author This book was intended to introduce interstate highway system, the computer, on a chapter for a new edition of the city managers, most of whom were en- the Internet—did not exist. fire services book. We needed to work gineers by education and experience, to At state manager meetings, Ridley together for a day or two on a particu- a new world of city government. Ridley was like a nineteenth-century gospel larly troublesome chapter. fervently believed in on-the-job training preacher bringing news about salvation The only cost would have been for city managers, finance directors, through management with an assist airfare of $200. The author would have police and fire chiefs, public works from Washington. Although at the time met me at the airport and put me up at directors, and other managers as well. the New Deal included federal programs his home. Nolting said “no.” My nose Running a tight ship. In the 1930s, specifically aimed at local government was out of joint for a long time. nickels and dimes were counted care- problems, Washington was as psycho- Several months later, I worked with fully. ICMA survived the Depression logically remote as Moscow. a graphic designer who came up with financially, but Ridley and Nolting ran a Ridley helped managers everywhere a splendid new “look” for the ICMA tight ship. Even minor expenditures were by providing information, insights, and training books: professional typography, scrutinized in detail. Ridley was not a even a bit of gossip to get managers, and inviting illustrations, a brand new tightwad, but he expected justifications their communities, moving along the road format, and bright green covers. It would and results. of federal-local relations. He brought the raise the cost of printing the books by It’s important to note, however, that outside world to the front door. thousands of dollars. he was always courteous and friendly I went into Nolting’s office expect- when he had to say “no.” He was a friend ing a lengthy argument. I described the to staff proposals. I was never put down, ORIN NOLTING (1956–1967) proposed change, produced samples, and ignored, or laughed at for my ideas. Orin Nolting was ICMA’s ambassador, laid out the additional costs. When I was During this time of tight finances, a world traveler, who spread the word finished, Nolting smiled and said, “Fine. ICMA benefited greatly from the Spel- about council-manager government. I like it. Go ahead.” man Fund, named after Laura Spelman He was especially active in Western To sum up, Nolting’s fiscal caution was Rockefeller. The fund was a life saver Europe, where city managers may have aggravating, but he came through where it for ICMA and a dozen other associa- enjoyed higher public approbation and counted—the stabilization and profession- tions representing public officials and professional respect than was true in alization of ICMA’s programs and prod- such functional areas as public safety, the United States. ucts, and, in the end, the accumulation of property assessment, urban planning, Nolting was quite at home in this a comfortable financial surplus. and municipal finance. environment, which built on public and It also financed an office building to political standing and organizational house those organizations. Located at 1313 authority. Local government officials MARK KEANE (1967–1983) East 60th Street in Chicago, the building in Europe and elsewhere were eager to Mark Keane was, in many ways, the came to be known as “Thirteen Thirteen.” learn about city managers and the ways managers’ manager. He was acutely The fund initially paid all ICMA ex- in which they worked, and Nolting was aware of the pivotal position of the penses, with the grant reduced gradually a good teacher. manager in guiding the flow of public ac- each year, until it ended after 20 years. At home, Nolting was a by-the-book tivities through ideas, proposals, policies, ICMA’s Management Information Service director. The management “bibles” are actions, and effects. was set up in the mid-1940s in anticipa- cool toward this management style, argu- tion of the termination of grants. ing that too much in the way of innova- CONTINUED ON PAGE 19 icma.org/pm: online and mobile accessible SEPTEMBER 2014 | PUBLIC MANAGEMENT 17 Your Decisions Affect Theirs

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G65011_PM-Mag-ICMA_SEP14_ad.indd 1 7/21/14 3:31 PM He had been the city manager in tablished with foundation grants to help long-term advantages; information Shorewood, Wisconsin; Oak Park, Il- governments develop the self-contained exchange; news about federal govern- linois; and Tucson, Arizona, so he knew capacity to plan, organize, and conduct ment actions; joint activities; and a the territory firsthand. He had a keen employee training as a permanent part of sharing of professional, social, political, sense of interrelationships. The council- governmental operations. and administrative news. manager world had broadened to include • Public Technology Incorporated. other governments, citizen associations, PTI was formed to help governments, Memorable Results and educational institutions. especially local governments, locate, The Big Seven continues to roll A personal and professional force. develop, and exploit scientific findings along. ICMA-RC is a huge financial Keane understood the force of profession- that would foster and expedite local and employee benefit success, today alism. Management skills were being sup- government operations. serving more than a million participant plemented with political and professional • The ICMA Retirement Corpora- accounts and roughly 10,000 retirement skills. We sometimes forget how much the tion. ICMA-RC was established in savings plans across the U.S. PTI has cultural environment had changed by the the early 1970s under Mark Keane’s evolved into the Public Technology 1960s. Not only in theater and the arts, guidance and with a grant from the Institute and continues its work in but also in education, employment, gender Ford Foundation, to meet the need technological developments affecting relations, race relations—the list is long. of city and county managers to have state and local governments. Successful managers are like Keane: well-funded, financially sound, portable During the tenure I shared with They can identify and work with both retirement plans. While managers could Clarence Ridley, Orin Nolting, and the political and cultural values of their participate in state-administered plans, Mark Keane, the array of leadership cities and counties. they frequently moved from city to city, skills that characterized these ICMA Turning to the personal side, Keane often in different states, sharply reduc- executive directors built the founda- exercised authority with warmth—a ing their financial benefits. ICMA-RC tion for one of the most cosmopolitan partnership to achieve goals. He always was—and is—a national program for and effective associations of public listened. He strongly believed in gender public employees that enables them to officials in local government. equity and racial equality, and that transfer accumulated retirement assets showed up in recruitment and staff between employers. development at a time when women • The “Big Seven.” Keane founded DAVID ARNOLD was a member of the ICMA staff from 1949 until his and racial minorities were underrepre- and organized the Big Seven, a group retirement in 1985. During that time, he sented in professional jobs. comprising the executive directors of served as editor of Public Management magazine, The Municipal Year Book, Keane can be credited with signifi- associations representing state govern- and the Municipal Management Series, popularly cant accomplishments: ments, state legislators, governors, known as the Green Books, and wrote dozens of • The National Training and counties, mayors, and cities—plus articles and book chapters. In recognition of his contributions, he was awarded Honorary Development Service. NTDS was es- ICMA. It provided both immediate and Membership in ICMA in 1988.

WILLIAM HANSELL (1983–2002) BY ELIZABETH KELLAR He connected with people everywhere he went and had an uncanny ability to remember personal details about their lives, even if he had not seen them for a hat was it like to work for year or two. Bill taught me a lot. I watched the master politician tell William (Bill) Hansell, ICMA’s his colleagues in the Big Seven national associations, “I’m executive director from 1983 not a politician.” They laughed, because he knew politics W better than most of them. Bill was a risk taker, which gave to 2002? From the moment he stepped me the courage to take more risks myself. He always made time for people, calling members who had lost their jobs or out of the elevator singing and calling out who were struggling with a personal or professional issue. “hello” to everyone he passed, Bill was an Strategic Initiatives exuberant presence. I’ve had the privilege to work for three ICMA executive directors and each one has been a strategic leader. Bill’s icma.org/pm: online and mobile accessible SEPTEMBER 2014 | PUBLIC MANAGEMENT 19 legacy as executive director is as large sional development. In 1994, following Although Bill retired from ICMA in as his personality was. He pressed ICMA a two-year Dialogue on the Profession, 2002, he remained active and even ac- to stretch itself financially to become a ICMA established the ICMA University, cepted appointment as the executive of building owner with the Metropolitan a comprehensive approach to lifelong Lehigh County, Pennsylvania, in 2012, Washington Council of Governments and learning. To better define and recognize filling out an unexpired term. His health ICMA-RC. local government managers and their took a precipitous decline in 2013, but When we moved into our new commitment to continuous professional he found the energy to write a tribute building in 1990, ICMA also launched development, ICMA established a volun- from his hospital bed to former ICMA a strategic planning process, signed an tary credentialing program in 2001. Executive Director Mark Keane, who affiliation agreement with the Hispanic passed away in April 2013. Bill resigned Network, initiated a citizen education A Master Optimist from the Lehigh County position in May project, established a Future Visions Bill described himself as riding a before he passed away in June 2013. Consortium, hired a public information tricycle on the information highway in Bill had an infectious optimism. As officer to focus on council-manager a November 1995 issue of PM maga- he wrote about the promise and the government advocacy, embarked upon zine “Director’s Desk” column: “I’ve peril of new technologies in that its first major international project been hearing new words and phrases November 1995 PM, he said, “If you with the U.S Agency for International like fax me, PCs, laptops, e-mail, the find all of this intimidating, don’t! Development, and changed its name to information highway, and cruising Jump in, the water’s fine, and it’s even the International City/County Manage- the ‘net. It all scared the daylights a lot of fun.” ment Association. That’s what life was out of me. Here I was, trying to lead like with Bill Hansell at the helm. ICMA into this new era, and I didn’t ELIZABETH KELLAR is president/CEO, Perhaps the most significant con- even know how to turn on a personal Center for State and Local Government Excellence, Washington, D.C. (ekellar@ tribution Bill made was to give ICMA computer, let alone know what the slge.org), and also serves as ICMA members a greater focus on their profes- thing could do!” deputy executive director.

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14-605 Profile Update-PM ad.indd 1 4/30/14 1:20 PM 20 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm Congratulations ICMA! Thanks for 100 years of setting the standard of public service, well done. As ICMA is proud to celebrate 100 years of quality local government professional leadership, Management Partners is proud to celebrate our own 20 years of public service: professionals helping professionals.

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16132 Manag14 ICMA Program Ad 8.25x10.875-06.indd 1 7/10/14 3:46 PM it actually elevates the role of elected officials by allowing them to focus on broad policy objectives and setting vision, rather ETHICS, than getting mired in the minutia of day- to-day operations. The significance of this change is most realized when results are FRONT AND achieved and local services are delivered in a fair, equitable manner across all socioeconomic and demographic regions of a community. This is the foundation of CENTER why ICMA was incorporated. In 1924, ICMA amended its constitution integrating the ICMA Code of Ethics BY TROY BROWN into the organization and codifying ethical behavior among its members. This integration impacted the behaviors that hen I was in high ment to get in our way or be a hindrance managers would display, and also played school in rural to our quest for the American Dream. a key role in advancing governance Pennsylvania, I vividly throughout the world. remember sitting in A Paradigm Shift Although the Code of Ethics is historyW class during the long humid Isaac Newton’s law of motion tells us designed to provide guidelines for manag- spring and early summer days learning that every action has an equal and op- ers, at its core it strives to provide citizens about William M. “Boss” Tweed and his position reaction that follows. Consider- the opportunities to self-actualize on a infamous corrupt political reign in New ing the tension between citizens and level playing field. When adhered to in a York City during the nineteenth century. government that existed during the consistent manner, residents, contractors At the time, I had a special interest 19th century, which was caused by the and vendors don’t have to be concerned in learning about Tweed’s corrup- widespread corruption of organizations about fairness in political processes, tion because I was serving as class much like Tammany Hall, the reform stewardship of public funds among local president. In particular, I found myself that swept the nation following Boss officials, or corruption within the local fascinated with the reform that fol- Tweed’s reign changed the role of government structure. lowed his downfall. government service delivery. This is why the Code of Ethics is so Coming from a working-class It also had a profound impact on critically important—to assist with the family and background, I related to the ethical expectations of future govern- promulgation of the democratic process socioeconomic circumstances—preva- ment administrators. throughout our profession. lent in the country during that time— “In response to this public discon- that Tweed exploited for his personal tent, progressive reformers fought for An Evolving Code benefit. It is well documented that and won a series of government reforms The world has evolved dramatically since immigrants were flooding New York that spawned several organization the adoption of the Code in 1924 and City in waves, chasing the American experiments.”1 The reform that followed continues to evolve today. To keep pace Dream and seeking opportunities for a set in motion key governance changes with the transformation nurtured by ICMA better life. and spawned the council-manager form and local managers, the Code has been Most had given up everything they had of government. critiqued and reviewed a number of times, to travel to America for a chance to make Under this system, local government and subsequently amended in 1938, 1952, something of their lives, and the hopes of managers partner with local elected 1969, 1972, 1976, 1995, 1998. Guidelines our government structure played a huge officials to assist with the development for Tenet 7 were changed in 2013. role in providing those opportunities. and implementation of public policy. The ICMA Executive Board’s Commit- Those aspirations resonated among This is done in a collaborative capacity, tee on Professional Conduct (CPC) plays Americans and to this day, the dreams whereby the professional manager brings an important role for professional manag- remain. We rely on our local govern- such philosophies as civic engagement, ers and ICMA members. It serves not only ments to meet our most basic needs transparency, political neutrality, and ethi- as the investigatory branch for allegations for roads, water, power, sanitation, and cal behavior into the political process. of malfeasance against the Code, but also public safety. We ask many things, but This paradigm shift is significant as a link to our history for reminding us most of all we don’t want local govern- because when it’s properly administered, why ethical behavior is important.

22 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm CPC members help keep ICMA Personally, I have benefitted tremen- This is just one example of the members accountable to the promises dously by having had the honor to serve perception some people have of public made by those in our past, who fought on this ICMA committee. I have learned servants. It didn’t even matter that the for fairness and equality along the way more about myself and the Code of employee in question was a supervisor so that we and our children can have our Ethics than I ever could have predicted. in a transit division; his actions had an own opportunities for self-actualization. For each, single, teachable moment impact on the general perception of all We use the Code as our guide to for members that I have encountered public employees. remind ourselves and members of where during my tenure, I have had two It is not enough to simply be ethical we have come from, and which course learnable moments for me profession- in your personal dealings. We have to we must stay on, as we are entrusted ally. The biggest takeaway for me is promote and emulate ethical behavior in with our communities’ most valuable that it doesn’t matter if you’re an ICMA our workplace, support our peers in their asset—quality of life. member or not, the manner in which ethical behaviors, and dispel misconcep- Looking forward, we have to remain local government professionals conduct tions as we carry out our workplace diligent in keeping up with the Code. themselves affects all managers. duties. In short, we have to take care of We are in the midst of one of our most Each day I strive to do my part to one another. transformative periods in recent time. ensure that residents in the community Ethics is one of the key pillars for The speed and efficiency of technological where I work have the opportunity to professional management and a tenet advances pushes professional manag- chase their dreams and create positive for ICMA. This responsibility has been ers to be both educators and learners; memories about their life so they can share handed down to us by the nineteenth- challenges us to be reformers and to be those memories with someone else. It’s be- century reformers who were the catalysts reformed; and demands that we do this come part of what defines me as an ICMA for monumental changes in government. in real time on a daily basis. member and a professional manager. It has Their dedication in eliminating condi- To that end, we must ensure that become an intrinsic part of me. tions that fed corruption like a starving the Code of Ethics remains front and animal was the foundation for which center in our thinking and relevant to the The Public’s Perception future structures would rise and give changing times upon us. The challenges for managers don’t end way to opportunism for all Americans. That is why each year the CPC takes with their management responsibilities. They left us with a heavy burden in on the task of reviewing one tenet of the Whether we like it or not, working in carrying out our duties. Code of Ethics. During my second year of the public sector casts an eye of scrutiny Regardless of the position that one CPC service, committee members evalu- over all of us, regardless of our position holds in a public agency, a high level ated Tenet 7, which speaks to political or role in an organization. of responsibility comes with the role. neutrality. This year, our efforts were Not so long ago, as an example, I Public officials are not all cut from the focused on a review of Tenet 12, which was perusing my Facebook newsfeed same cloth; we are unique individu- provides guidance for endorsements. and catching up on the latest births, als with our own imperfections and Next year, there will be another announcements, pet updates, and food varied opinions. review of a tenet that CPC members postings of my friends. I saw an article But the one thing we have in common decide to take on. The amendments to that was posted from someone on the is the responsiblity to do our best to be the tenets and guidelines are important East Coast, which is nearly 3,000 miles stewards of the public funds and create in keeping pace with the changing envi- away from me, mind you, about a city opportunities for prosperity among all ronment we all face. Equally important employee who was being accused of residents. If we don’t, then the road that to keeping the Code relevant, however, misappropriation of public funds. was paved with the actions of the is the conversation around the Code My friend commented, “Don’t trust reformers of the past will be the road that itself and the dialogue and opinions that government employees, they are all cor- we head down into the future as we, we all have a right to share. rupt!” I couldn’t leave that hanging out ourselves, are reformed. This conversation provides a forum so there, so I commented to him that not all we as managers can debate the guidelines, government employees are corrupt, and, ENDNOTE words, and phrases but also preserve the in fact, a number of communities with 1 “The Legacy of Local Government basic principles behind the Code when it millions of Americans are run extremely Professionalism: A 100-Year Perspective,” Robert J. O’Neill Jr., 2014, The Municipal Year Book, pp. x-xv. was originated 90 years ago: fairness and well. Fortunately, my friend clarified his equality in public service. comments and stated that he wasn’t talk- TROY BROWN is city manager, None of us are perfect, and we all have ing about professional managers like me Tracy, California ([email protected]. ca.us). moments that challenge our thinking and and admitted that he made the posting perceptions of ourselves and others. out of frustration. icma.org/pm: online and mobile accessible SEPTEMBER 2014 | PUBLIC MANAGEMENT 23 REFLECTIONS FROM AFAR

BY MICHAEL WILLIS, ICMA-CM

he “I” in ICMA has been part county manager in three countries, have them as well. The difference is that of ICMA’s DNA for 90 of its starting off in my native New Zea- they are used more as guides to behavior, 100 years. That dimension land, then New South Wales (NSW) rather than as tools for both encouraging sets it apart from our sister in Australia, followed by three years ethical behavior and more importantly, organizationsT round the globe and to the in the United Kingdom (UK), then calling recalcitrant members to account. great benefit of all our members. ICMA back to Australia and to who knows The more I have become involved has brought great value to its interna- where next? in ICMA and particularly through tional members and also to numerous I've been a member of the New membership of its executive board, the places around the world that have looked Zealand Society of Local Government better I have understood the para- to our association to learn and apply the Managers (SOLGM), Local Government mount importance of the code to our value of professional local government. profession, and its compelling moral ICMA does great good for local govern- suasion in driving what we do in our ment in the United States and around the professional lives. world in dozens of countries, especially since Orin F. Nolting made international re- Do the An Enduring Influence lations and expansion of the city manager Here's some additional context. In form of government to other countries an right NSW, corruption in public organizations ICMA priority in the mid-1950s. is sadly a regular feature of public life. As international members, we have Set up some 20 years ago, the Indepen- been made more than welcome and been thing— dent Commission Against Corruption accepted as equals in our great profes- (ICAC) investigates serious allegations sion. What members, including myself, always. of public corruption, including allega- have gained will of course differ from tions about public hearings, and makes one person to the next. What follows is a findings of fact that in some cases lead personal international perspective on the to criminal prosecutions. value of ICMA, including a moment of This is not some public body that truth that really crystallized it for me. Managers Australia (LGMA), and the is called into occasional action. It is a UK’s Society of Local Authority Chief full-time agency with 100 staff members, Paramount Importance of the Code Executives (SOLACE). a budget of more than $20 million, and a Many years ago at one of the first ICMA The one constant through that time is regular provider of compelling drama for Annual Conferences I attended, a keynote that I have been an active and long-serv- the media and the public alike. speaker said that, "Text without context ing member of ICMA, and was especially Local government is one of its is pretext." I’ve never forgotten it and proud to be its president in 2005–2006. targets. Even so, professional asso- regularly chant it at our senior manage- There is, however, a marked difference ciations—except in the more extreme ment meetings. So what's my context? between the ICMA professional organiza- cases—do not tend to take a lead or be Some people have trouble holding tion and those cited above. active in promoting ethical behavior but down a job. Mine is holding down It's the ICMA Code of Ethics. Make no rather have a stronger focus on profes- a country. I have served as a city or mistake. Some of our sister organizations sional and personal development.

24 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm With ICMA, of course, it's different. astounded by what it has to offer. It's dealing with someone who is savvy, Its regular inculcation of the importance also the chance to catch up with valued determined, knows what she wants, of the Code of Ethics and the concomi- colleagues who have now become firm and is still learning the meaning of the tant need to call to account those who lifelong friends. It's also the time when word “no.” My regular interactions contravene its tenets has been a powerful my partner Lyn and I take a good part with her are vigorous and robust, and enduring influence on our profession of our holidays to revisit favorite parts which is probably why they are and on us as members of it. also productive and (almost always) That's because it reinforces the value amicable.Each year, senior staff and base that drives how we do our jobs, councillors celebrate Christmas with rather than just focusing on profes- a dinner out at a local restaurant. Last sional knowledge and skill. A question Speak year, the mayor and I were asked to worth asking is, how can we imbue the say a few words. international membership with the same She went first and after thanking sense of the paramount importance of truth to everyone present for their efforts over the Code of Ethics? the past year, turned in my direction That said, ICMA is undoubtedly the power. and said: "Michael, I'd particularly like best source of professional knowledge to thank you. We've had some dif- and skill about our profession. That was ficult conversations and disagreements brought home to me when I attended on matters, but I've always appreciated my first ICMA Annual Conference at Fort that fact that you are always deter- Worth, Texas, in 1990 as part of a man- of this great nation, as well as find new mined to say and do the right thing ager exchange with Lee Walton, then city places to explore. and stick to it." manager of Antioch, California. Obviously, my connection with I was stunned. She had said some- Until then, going to the annual ICMA has been a life-changing one. thing that I had taken for granted but SOLGM conference in New Zealand Stepping outside the comfort of my own had never heard it spelled out so plainly was the highlight of my professional country has been a huge part of my and publicly. It was like staring into a year. Our attendances were in the low personal growth and learning, both as a full-length mirror. hundreds, as befitting a country of some professional local government manager Now, why did her comments have three million people, 30 million sheep, and as a person. such an impact on me, and what's and 78 local governments. I'd encourage my American col- the relevance to you as a reader of In Fort Worth, I felt like a kid stepping leagues to take the opportunities that this article? Doing the right thing is at into a management sweet shop, not ICMA has to offer you in seeing and essence about the way we behave, and knowing what to taste first. It was love understanding how local government in a manager’s case, to comply with at first sight. The sheer size and scale of works in other parts of the world. If my ICMA’s Code of Ethics. But for me it the conference was something I simply example is anything to go by, you too also reflects the need to speak truth to hadn't contemplated. will be richly rewarded by what you power and to give frank and fearless Not only that, the array of choice see, learn, and experience. advice when it is needed. and the excellence of the speakers and Would this have meant so much to presenters, both then and since, far out- Speaking Truth to Power me had I not joined ICMA? I very much weighed anything I had ever experienced. Let me conclude with the personal mo- doubt it. An excitable exaggeration perhaps, ment of truth I referred to earlier. Small wonder then that when I heard but the key point endures. There is no My mayor is an extremely forthright the plaudit the mayor so kindly paid me better annual conference on professional person. You'll never die wondering what this past Christmas, my first reflection local government management than she's thinking. As you would expect from was to think of ICMA and the value of ICMA's. It's why I have only missed four someone whose mother also served on doing the right thing—always. since that first one in Texas. my city council and who herself was a member in the NSW State Parliament before joining the Shellharbour City A Lifetime Network MICHAEL WILLIS, ICMA-CM, is As the years have rolled by, the annual Council, politics is in her blood. general manager, Shellharbour City conference has come to mean more When she was elected mayor by Council, Shellharbour, New South Wales, Australia (michael.willis@ to me than the chance to learn and be her fellow councillors, I found myself shellharbour.nsw.gov.au). icma.org/pm: online and mobile accessible SEPTEMBER 2014 | PUBLIC MANAGEMENT 25 Westmount Historical Association, I re- searched the history of this nomination.

A Business Orientation What prompted elected officials back in 1912 to move the city in the direction of having a general manager? It appears that the council at the time was extremely business oriented. Its members were business leaders of both West- mount and Montreal. So it would seem normal to them that the affairs of the city would best be managed by a single person on behalf of the council and, by extension, its residents. CANADIAN It is also not surprising that Westmount was the first Canadian community to do this. The city has had a long history of being first in a number of areas in FLASHBACK Canada, including supplying electricity to its residents and building the first public The Birth of City Management in Canada library. Just this past year, Westmount built the first underground arena complex. In late 1912, a council discussion BY DUNCAN CAMPBELL took place on the idea. One member proposed that rather than appoint a general manager, the council should appoint a t was March 20, 2013, just after ground as to how all this came about. I board of directors to run the affairs of the 7 p.m. I was sitting at my desk would be remiss if I did not thank Sam city. Yes, a board reporting to a board! in city hall as director general of Gaston, city manager of Mountain Brook, That idea did not fly, nor did the same Westmount, Quebec, Canada. At Alabama, who, as ICMA’s president in councillor’s subsequent demand to have Ithis exact moment 100 years earlier, the 2011, mentioned to me that Westmount all the citizens vote on the prospective city council had voted to hire West- was the first city in Canada to take on this manager’s nomination. Thank goodness mount’s first general manager. new model of municipal governance, one that, too, was voted down as you can Given that this was a momentous year after Sumter, South Carolina, had imagine what a precedent it would have occasion, especially for all those people done the same in 1912. set. The resolution to appoint a general who have held the position in Canada We are fortunate to have a signifi- manager was adopted unanimously as ever since, I thought I would mark that cant collection of archival material in the dissenting councillor was inexplicably anniversary by providing a brief back- Westmount, and with the help of the absent on the night of the vote.

CONTINUED ON PAGE 28

The search for Westmount’s first general manager began with an ad that appeared in the Toronto Globe on February 21, 1913.

26 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm REVISITING CANADIAN HISTORY Here are excerpts from a local publication and a Canadian newspaper in 1913 on the then-radical move to hire a general manager for Westmount. It is interesting to see similarities of the public’s perception then as compared to today. One can see that this experiment was generally well-received although still with some reservation.

THE GENERAL MANAGER’S DUTIES THE NEW TOWN MANAGER “Miles of pavements are laid down, new streets are opened, sometimes where they are not needed, sometimes “The duties of the new general “Town management has become a where they have too long been neces- manager were embodied in a by-law trade. It is fast becoming an ap- sary, sewers have been put down, put through at Monday night’s council plied science. The strides gained water services have been furnished to meeting. From present indications by industry and commerce have thousands, parks have been opened or the new official will not have any idle wholly changed methods of business. closed, public money has been spent moments, but if matters work out as Contrasts between present systems (wisely or unwisely), markets have been the prospects point at present, the of governing cities and towns and too lavishly or too stintingly opened, work he will accomplish and the check of managing private concerns have and run; and no mastermind has been he will have on all municipal affairs will brought about a weakening of our faith in control to dovetall and proportion amply repay the corporation. in common councils. So commissions these activities. and boards of control have been set “The new arrangement places Mr. up for greater efficiency, but still many “A single master in charge with good Thompson in precisely the same citizens are not satisfied with resting practical and theoretical knowledge position as the general manager of on these changes. Hence a new of all these works would surely lay a financial concern or manufacturing proposal that has a good idea at the out the public money to greater company with the mayor and aldermen root is meeting with growing favour. It advantage. He could smooth down holding the positions of president and is to run cities by a general manager. rough and discordant elements and directors. It is the best tried and most harmonize the conflicting views of practical form of government as has “The advantage of placing one man in subordinated chiefs of departments, been proven in the handling of these absolute control of departmental heads he could study the broad outlines of large concerns, but as this is perhaps in a private business are undisputed. general improvements, and leave to the first time such a plan has been Why should it not work out equally well the under officials the working out adopted in the management of a Cana- for a city corporation? The principle of their details; he could lay down dian city, Westmount’s experiment will obtains everywhere. No army could regular, definite, and artistic plans be watched with no small amount of hope to gain the victory if it went into for the general growth of the city, he interest throughout Canada, and in fact the field under the independent and could avoid the up-springing of many throughout the whole continent. separate command of major-generals. undesirable and unwelcome features of the larger cities, as the upgrowth of “In Germany for a number of years the “It must have a commander-in-chief. slums; he could keep his finger on the same system has been in vogue and No ship could hope to weather Cape throbbing pulse of affairs and be ready is working with eminent satisfaction Horn if it sailed under the command to prescribe for any ills that might so that there is every reason to believe of half a dozen mates of equal threathen trouble. In short, he could that Westmount’s experiment will be power and no captain. It must have run the town.” the forerunner of many similar applica- an absolute chief officer. But cities try tions of the scheme.” to do many separate duties under the — Mr. W. Stewart, The Westmount News, Friday, May 30, 1913, Westmount. — Hubert Groves, “The General Manager’s guidance of so many officers who are Duties Outlines,” The Westmount News, free of the control of a higher officer April 25, 1913, 200 Olivier Avenue, and often grate on one another. Westmount, Quebec. icma.org/pm: online and mobile accessible SEPTEMBER 2014 | PUBLIC MANAGEMENT 27 Thompson died in office in 1930 To this day, Westmount continues the and was given a civic funeral. All stores practice of leaving the delivery of services to its and offices in the city were closed in his honor that day. residents in the hands of its administration. Since 1913, Westmount has been served by only 10 general managers. This position is now called director

CONTINUED FROM PAGE 26 general in Quebec, but it is also called 1913–1930 George W. Thompson city manager or chief administrative The Search Begins officer in other jurisdictions. 1930–1951 Percy E. Jarman To fill the position, the council decided to For the record, to the left is the list of place an ad in newspapers, and not just in 1951–1960 Thomas J. Hughes the general managers who have served Montreal but across Canada. The search Westmount, Quebec, Canada. Turnover 1960–1982 Norman T. Dawe began with an ad that appeared in the has not been that high. Toronto Globe on February 21, 1913. 1982–1983 John M. McIver The council nominated one candi- A Steady Course 1984–1986 Frank L. Davis date and by unanimous vote, George One of the key benefits of having a low Thompson, who was already working in 1986–1990 Peter Patenaude turnover in the manager position and Westmount for the city's light and power in public service generally is to provide 1990–1993 Manley S. Shultz department, became the first general residents with a stable administra- manager of Westmount. He was given a 1993–2008 Bruce St. Louis tion. This trend is not limited only to raise of $1,000, bringing his annual salary the municipal sector but throughout 2008 Duncan E. Campbell to the princely sum of $5,000 per year. Canada’s three levels of government— municipal, provincial, and federal— where the public service ensures service delivery no matter what may be the politics of the day. To this day, Westmount continues the practice of leaving the delivery of services to its residents in the hands of its administration. Elected officials set the policy and keep a vigilant eye on the city's matters, but they do not get involved in the day-to-day city business. So the experiment of 1913 to appoint a general manager appears to have turned out well in Westmount and throughout Canada ever since. Like any relationship, it has had its share of ups and downs and occasional messy divorces, but the members of the Canadian Association of Municipal Administrators and all its provincial affiliates can trace their genesis back to that council meeting of March 20, 1913, when George Thompson was named the first general manager of the city of Westmount.

DUNCAN CAMPBELL is director general, Westmount, Quebec, Canada ([email protected]).

28 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm An elevated perspective, focused on service.

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CP-7627_8-1/4" x 10 7/8_4.10.14_jod.indd 1 4/10/14 9:07 AM A PERSONAL JOURNEY From Farm Labor Camp to Aerospace Engineering to City Management and ICMA Leadership

BY SEVERO ESQUIVEL

areer and leadership begins with encouragement and mentorship from a number of people. In my case: my parents, my older sisters, parochial school nuns, high school teachers, and profes- Csional mentors. My first mentor, my dad, was born in Durango, Mexico, and had no formal education. Our mother, born in rural pre-statehood New Mexico, completed education only to the third grade because to continue schooling, she would have had to leave home. Her biggest contribution to her children was love for education; all seven children finished college. Our grandfather was a sheep rancher involved in statehood for New Mexico. He and our father lost their sheep in the 1930s dustbowl. Our parents then moved to California, became farm workers/laborers, and survived with lots of Shown at the International Hispanic Network dinner in 2013 are [back tenacity, hope, inspiration, and dreams for their children. row, left to right] Ruth Osuna, assistant city manager, Brownsville, Texas, They were living in a farm labor camp in Tagus, California, and Noelia Chapa, assistant city manager, Coachella, California. They were two assistants and mentees who worked with retired manager when my sister Nieves and I were born. My birth certificate’s Severo Esquivel, who is shown with his wife Cece. ICMA State and address is Tagus Ranch, Cabin 28, Camp 7, a sort of “Grapes Affiliate Relations Director Rita Ossolinski, bottom right, was staff to the of Wrath” story. Mom and dad got us through that and much ICMA Hispanic Network. more. They were our foundation.

A Path of Encouragement and Inspiration My journey continues in parochial school where I met my future wife and lifetime friend, Cecelia, in the second grade. Sister Francis, our teacher in the seventh grade, encouraged my interest in engineering and airplanes. Also, my sisters, Antonia, who encouraged all the younger siblings to get A’s, and Frances,

30 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm who in 1949 was one of the first Latinas to Phoenix, Arizona (freeways and Sky Har- ing and Urban Development. National go to UC Berkeley (AB cum laude), set a bor International Airport), and Fresno, interest in the use of technology to solve family standard. California (baseball stadium and Fresno urban problems, including technology High school teachers also encouraged Yosemite International Airport). transfer, also helped my transition. me, especially my math teacher, Jack I was at Minot AFB, North Dakota, Bill Donaldson, city manager of Bradley, and Kiwanis Key Club adviser during the Cuban Missile Crisis, during Tacoma, Washington, was one of the first Charles Buckton, who encouraged me which SAC B-52s were on war alert. to use technology in solving problems. Ta- to run for student body president—my Boeing engineers had security clearance, coma had a no-cost contract with Boeing first major leadership opportunity. There which was checked regularly since Minot that provided an engineer and a physicist were not many role models in the 1950s, AFB was a prime target if the Soviets to the city to conduct several experiments. so my sister Fran was mine. sent ICBMs to this country. Bill was on the NUF interview panel My goal was to become an engineer JFK was assassinated when I was and saw me as an additional aerospace and follow my sister to Berkeley. The at Warren AFB, Cheyenne, Wyoming, engineer for his technology team. Berkeley experience included more than which resulted in another war alert. Bill, who was the son of a Dow engineering. I listened to such speakers Aerospace engineering had a lot of useful Chemical Company vice president, was as President John F. Kennedy at the Greek experience for a future city manager, my first city management mentor. My Theatre, attended concerts, met with such including confidentiality, creativity, 1972–1973 NUF fellowship began with Nobel Prize scientists as physicist Edward experimentation, heavy construction, intense study of urban issues at Yale Teller, and went to sporting events. project management, scheduling, on- University, continued with off-campus Another inspiration was my hydrau- time performance, precision, quality, risk study while in Tacoma, and concluded lics professor Dr. Hans Albert Einstein, taking, tension, and stress. at Occidental College with a master’s Albert Einstein’s son. I can still recall degree in urban studies. Dr. Einstein putting his hand on my On the Road to City Management As an NUF mentor, Bill followed the shoulder while checking my hydrau- My transition to city management began Japanese model. My desk was in his lics experiment in the lab. My major with the National Urban Fellows (NUF), office, and he took me everywhere, with was civil engineering with a focus on a program founded in 1969 by Frank small lectures along the way, continuing structural engineering that included an Logue, a Connecticut lawyer, with the tutelage in urban studies. Bill signed me aircraft design course. goal of increasing the number of minori- up as an ICMA associate member and Being hired by Boeing to work on a ties and women in national, state, and took me to several Washington state spaceship, the DynaSoar, was a dream local government. His assistant was Laura association meetings. come true. That program was soon DeLauro, now a congresswoman from At these meetings, I met other city cancelled, so I was assigned to the Connecticut; she and Frank were mentors managers who also became mentors and Minuteman ICBM program, and later at the beginning of my transition. later were part of my being appointed as as a design engineer on the original 737 The U.S. Conference of Mayors and the an ICMA at-large vice president. I was design team. National League of Cities sponsored NUF, also able to go to my first ICMA confer- I was also a design engineer/scientist which was funded by the Ford Foundation. ence in Seattle. Bill also included me in supervisor on the DC8, DC9, and DC10 It was modeled on Japanese corporate meetings with the mayor, councilmem- at McDonnell Douglas. The Minute- mentorship, a method that emphasized be- bers, and local corporate leaders. man assignment was quality control ing in the mentor’s office, shadowing him Bill assigned me to work on several of the missile silos and control centers or her at all meetings, and learning while technology issues as an NUF fellow. construction together with Air Force and on the job at the executive level. These included design, construction, Army Corps of Engineers officers. This NUF mentors were a U.S. senator, and interim operation of an upgraded, heavy steel and concrete experience was governors, mayors, city managers, and combined radio system and call center for useful later on major construction in staff of the U.S. Department of Hous- police/sheriff/fire/public works/transit icma.org/pm: online and mobile accessible SEPTEMBER 2014 | PUBLIC MANAGEMENT 31 (pre 911), and design of a hi-tech fireboat assistants, but the Young Professionals of Cincinnati, Ohio, served as the first to replace a 1929 displacement hull Task Force, the National Black Forum of African American on the board. Diversity fireboat. Police Chief Lyle Smith trusted Public Administrators, and others were at the board level had begun. me enough to assign the radio engineer, pushing for a change, that is, permanent Managers on the board became an officer, and a sergeant for my supervi- voting board members. my mentors, too, and shared extensive sion on the radio/call center project. The board put a constitutional quality experience. They included Another project was development amendment on a ballot, providing for Mark Keane, Joe Miller, Allen Locke, Sy and implementation of a better method two assistant at-large VPs; this was Murray, George Schrader (city manager, for long-term financing of local improve- approved by a vote of the corporate Dallas, Texas), Dick Bolin (city man- ment districts (LIDs) for the public members. I attended the 1975 conference ager, Newnan, Georgia), Bob Kipp (city works and finance departments. It in Toronto, where the board implement- manager, Kansas City, Missouri), and of converted general fund borrowing to an ed the amendment. Within minutes of course Jacques, all who were always at- ongoing LID bond program. I worked arriving at the hotel where I was staying, tentive and caring. Almost 40 years later, closely with a local bond underwriter I got a call from ICMA staff, informing George and I are still in contact. and a Seattle bond counsel. me that the board wanted me to attend After the fellowship, Bill asked its meeting. No reason was given. My RC Days me to stay as an assistant to the city My luggage was “lost” but fortunately When I first began to work at ICMA-RC manager. I later became deputy city arrived in time for me to shower, shave, in 1976, as I recall, its total value was manager, and then assistant city change from my slacks, and rush to the some $7.5 million and was operating on manager when Bill become manager of meeting. Upon entering the board meet- an IRS Letter of Approval. Congressional Cincinnati—quite a transformation of ing, I was greeted by President Joe Miller, approval of the 457 Plan was only a goal. an aerospace engineer to city manage- city manager, Bellevue, Washington, and So, in addition to focusing on investment. I finished my MBA, begun at the Vice President Allen Locke, city manager, ments, we spent time on marketing the University of Washington while working Kirkland, Washington. They likely nomi- plan to managers who were skeptical of at Boeing and while working at the city nated me for one of the at-large VP slots the IRS Letter and of the concept, as well of Tacoma. I completed it at a Southern due to my Washington state association as the legislative effort to get congres- Illinois University off-campus program experiences. Judy Kelsey, assistant city sional approval. at McCord AFB/Tacoma for Air Force manager, Westminster, California, was the I made ICMA-RC presentations at sev- officers, which included civilians to other at-large VP. eral state association meetings. I recall broaden the officers’ experience. Joe informed me of the appointment one personal effort with the Oregon City I was in Tacoma for seven years. and that to start a rotation, Judy got a Management Association, when the Or- My first city manager assignment was two-year term and I got a one-year term. egon attorney general issued an opinion Yuma, Arizona. Then it was deputy city As a consolation prize of sorts, the board that would only allow investments in manager of Phoenix and San Diego, and appointed me to a four-year term on the government issues (e.g., U.S. treasuries, city manager, Pomona, California. ICMA-RC board. I served an additional agency notes, and so forth). I stayed four to seven years in each four years and two years on the ICMA-RC I knew most of the Oregon managers city. Pomona was a special case of Board of Trustees. since the northwest associations (Wash- reengineering an organization from the I was introduced at the ICMA ington, Oregon, British Columbia) met bottom up, including filling several vacant conference convening session, after biannually. That led to creation of an positions and developing a new budget which I was inundated by dozens of ICMA-RC fund limited to those eligible from scratch. In Pomona, consultants assistant city managers and other young investments. Once ICMA got congres- Dr. Bill Mathis, Mathis & Associates, and professionals with congratulations and sional approval of 457 Plans, insurance Jerry Newfarmer, president, Management suggestions. My wife and I spent the companies jumped in with all kinds of Partners, were helpful to me as both next year attending assistant organiza- promises, including no-fees, lower fees, consultants and mentors. tion meetings around the country and and agents in the field. reported our findings and suggestions at At an ICMA-RC board meeting in My ICMA Days quarterly board meetings. Yuma, we made the decision to add Getting into an ICMA leadership position Our first official board meeting was in regional field representatives and was a totally unexpected journey. As Quebec City, Quebec, Canada, conducted restructure fees. It was a split vote, mentioned before, being involved with by Jacques Perreault, city manager of primarily due to a concern by ICMA the Washington state association was Quebec, who was the first Canadian to that the membership might then want the beginning. At the time, the ICMA serve as an ICMA president. Another first ICMA field reps too, which it could not Executive Board had two nonvoting was when Sylvester Murray, city manager afford. That structure never material-

32 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm ized, though the ICMA Range Rider been working in the Phoenix Office When the ICMA board met at the program was expanded. of Management & Budget for several Grand Canyon Lodge, I enlisted the ICMA-RC got near its first billion years, where he assisted me with my help of Joel Valdez and incoming ICMA in asset value by the time I left. More five department budgets and the capital President Roy Pederson, city manager, reorganization and better management budget. When Ruth was promoted to an Scottsdale, Arizona. occurred later, which has led to much assistant director position, Sterling ap- We met for breakfast with ICMA more success for ICMA-RC. proached me about being hired for the Executive Director Mark Keane. Mark new management assistant to deputy agreed to hire a new ICMA staff member Mentoring Young Professionals city manager position. to help us organize and secure funding I’ve already described the mentoring The problem was that deputies rated a for a Hispanic Emphasis Program. Ruben process I learned under Bill Donaldson. management assistant II position whereas Mendoza joined ICMA in September 1978. His style became my approach, though Sterling was a management analyst III. I This small beginning resulted in I made additions to it. For example, I convinced City Manager Marvin Andrews federal funding that would eventually included secretaries so that they became to make an exception due to the more provide graduate scholarships to more part of a team in support of department than 2,000 employees in the five depart- than 200 Hispanic students seeking directors and the manager’s staff. This ments, several billions (1985 number) of to enter local government service. included monthly training sessions and a citywide capital projects, and Sterling’s This fellowship program—called the semiannual “retreat” at a local university. I knowledge of the departments. He would Hispanic Field Service Program—was also had the opportunity to mentor several hit the ground running. uniquely funded by six or seven federal young professionals whom I supervised, Sterling was interested in becoming a departments, starting with the U.S. others in the organization, and some from manager, so I assigned duties that would Department of Housing and Urban De- other communities. Yuma, Phoenix, and broaden his experience. I also redesigned velopment. In addition, the fellowships Pomona provided the most opportunities his resume, including a functional work were sponsored by a consortium of 16 to mentor young professionals. title other than management analyst III. universities. Several of the graduating Three examples of assistants who He became assistant city manager of M.P.A.’s are Hispanic municipal govern- became managers are Ruth Osuna, Beaumont, Texas, and later city manager. ment leaders today. Sterling Pruitt (Phoenix), and Noelia Ruben would go on to organize a series Chapa (Pomona). A fourth is Cora Hispanic Emphasis of Hispanic Emphasis Program outreach “Corky” Montanez, a management The founding of the ICMA Hispanic conferences in Chicago, Los Angeles, New analyst in Fresno, who was promoted to Network, now the International His- York, and Miami. The outreach confer- the position of the aviation department’s panic Network (IHN), by a small group of ences culminated in the National Hispan- human resources director. Hispanic managers was another mentoring ics in Government Conference held in 1981 Corky had finished about a year of opportunity for me and other Hispanic in San Antonio, Texas. college, so I encouraged her to finish managers. They included Joel Valdez, city This national conference drew more her degree and then an executive MBA. manager, Tucson, Arizona; Alex Briseno, than 880 participants from local, county, She also got experience as my assistant assistant city manager, San Antonio, Texas; state, and federal government. Such a small reorganizing a large general services Tony Ojeda, assistant city manager, Miami- program and initiative eventually grew department and on stadium and airport Dade County, Florida; Jim Jaramillo, chief into the ICMA Hispanic Network and the concourse construction projects. administrative officer, Albuquerque, New current International Hispanic Network. Noelia had been a manager of a small Mexico; Gavino Sotelo, assistant city Mentoring young professionals was city but went on to larger communities. manager, Odessa, Texas; Calixto Torres, the most rewarding aspect of my career. Ruth and Noelia received promotions management assistant, Hartford, Con- Management challenges and completing following the conventional methods—ap- necticut; and George Flores, management major engineering projects in major cities, plications, headhunters, and interviews. assistant, Phoenix, Arizona. of course, were rewarding too. I’ve been Mentoring included taking them to I first met Joel Valdez when ICMA truly blessed with the mentoring and meetings, coaching, and teaching them met in Tucson in 1976 while I was an many opportunities I received. management techniques, especially ICMA vice president. Joel became a budgeting. Ruth also worked at ICMA to mentor to all of us; he was like our SEVERO ESQUIVEL, now retired, assist with the Hispanic Network, where Latino godfather. resides in Clovis, California she gained association experience. Starting the network required some ([email protected]). George Flores, Buckeye, Arizona; Rolando Sterling was a special case, having funding and staff assistance, so I met Bono, San Antonio, Texas; Alex been passed over for several assistant with ICMA Assistant Director Don Borut Briseno, San Antonio; and Ruben Mendoza, San Antonio, contributed to this article’s Hispanic department director positions. He had to explore options for ICMA assistance. Network history compilation. icma.org/pm: online and mobile accessible SEPTEMBER 2014 | PUBLIC MANAGEMENT 33 A REMARKABLE MANAGEMENT LIFE

BY SYLVESTER MURRAY

n November 19, 2013, former ICMA Presi- And they said, “You won’t be accepted. We’ve already tried it.” dent Sylvester “Sy” Murray was interviewed I said, “Well, that doesn’t sound by staff in Washington, D.C. What resulted right. So let me go and try it. Who is it O that you talked to?” was a fascinating collection of reminisces from one Fels staff had talked to the assistant city of the earliest African-American city managers in the manager in Miami, and I went to see him and explained that I wanted an internship profession. The article published here was excerpted with him. And he said they couldn’t do it. I was insistent, but he said no. and edited from that November 2013 interview. I told him, “My family’s here, I was raised here, I finished high school here, ICMA: How did you get started in profes- He went on to say, “The advantage and I want to serve an internship here.” sional local government management? of being the city manager is that He told me to come back the next day. SM: I was born and raised in Miami, people select you based on whether So I went back, and it was obvious Florida, and Miami had had the council- you are qualified to be city manager. that he had talked with the city manager manager form of government for a long The mayor has to convince people that at that time and maybe even looked up time. I wasn’t aware of this until I went he is qualified. my family history to see how long I’d to college at Lincoln University in Penn- “If you really want to go back and run lived in Miami, and his response to me sylvania. Stephen Sweeney, founder and the city of Miami, you need to go into city was, “We’re not going to give you an dean of the Fels Institute of Government management. Come to my school.” And internship in the city manager’s office, at the University of Pennsylvania, served that’s how I got into the profession. but we will give you an internship at the on Lincoln’s board of trustees. recreation department in the black neigh- In those days, there were two schools ICMA: Did you have other mentors borhood.” This was in the early 1960s. that were well known for producing along the way? My response was, “No. That’s not city managers: the University of Kansas SM: Oh yes. I’ve had a number of them. acceptable. I went to the same school and the Fels Institute. In my senior year, Fels required students to have an intern- that you went to. I got the same degree Stephen Sweeney, of Fels, came to me ship, and the internship had to be with as you. Did you serve an internship in and asked what me what I wanted to do a city manager, but it could be located the recreation department?” He didn’t re- with my life. I told him my ambition was almost anywhere. So when it came time spond. I said, “No, you didn’t. So I don’t to become a lawyer so that I could go for me to get an internship, the school want an internship in the recreation back to Miami, become the mayor, and said, “We have an internship for you in a department,” and he told me, “Well, you do things for my people. community near Philadelphia.” make your decision.” So I left. He said, “Are you aware that Miami I responded by asking, “But why? When I went back to Fels, I told the operates with a council-manager form I’m from Miami. I now know it has the dean “I agree with you now. I can’t do of government?” I said, “No. So what?” council-manager form of government, so my internship in Miami,” and he said, And he said, “Well, the mayor doesn’t do I’d like to do my internship in Miami.” “While you were in Florida, we found things in Miami. That’s a person called a The response was, “Well, I don’t think another city for you.” That was the city city manager.” that you can do it.” I said, “Why not?” of Daytona Beach. Another graduate of

34 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm Fels—his name was Norman Hickey— to officer’s training school and let the the city of Inkster, Michigan, to interview accepted me willingly and gave me Army be my career. for what would become my first city extremely good guidance. I told him I wanted to become a manager’s job. city manager. He said, “Let me tell you I served Inkster for three years, and ICMA: Tell us a little more about him. two things. Number one, if you’re an then I was invited to interview for a posi- SM: Norman Hickey was a religious man officer in the military, you can be a city tion with Ann Arbor, Michigan. I got the from the Midwest. He said, “We’re going manager because during times of war, city manager’s job in Ann Arbor, where to give you this internship, and we really wherever we are located, our bases I stayed for six years until Cincinnati, want you to do well and work with us.” I become like cities. So you can still be a Ohio, asked me to interview for the city said, “Okay, I’ll really do my best.” manager and manage the base. Number manager’s job in that community. I was So there I was—in the front of the two, no American city is going to hire hired there and stayed for six years. city manager’s office—and I was the you as its manager, so go to officer’s For each of my city manager jobs— only black man in city hall other than training school.” and there were four of them—I was asked the janitor, who became a good friend of My response to him was, “No thank to apply, which made me feel really good. mine. But things generally went well. you. I want to become a city manager It was just like my mentor at Fels had told of a city and not of a military base.” So me: “You can run a city and somebody ICMA: Run us through your career. I left the Army after two years and went will ask you to come do it. You don’t have SM: I went to graduate school right after back to Daytona Beach, got promoted, to go out and be elected.” I earned my bachelor’s degree. But this and eventually became director of the was in the 1960s, when we had the draft, city planning and building department ICMA: Compare the demographics of and I was drafted to go into the army. You and did well there. local government managers today with could be deferred if you were in school, After two years, I sent out ap- those of past years. so that was another reason I got into a plications to become an assistant city SM: Blacks became managers, in the master’s program. I still finished before I manager because I wanted to move up. I most part, after the 1970s, when we also was 25 or 26 years old or whatever age it received a letter from a man in an Illinois became mayors and city councilmem- was that you could be drafted. community who accepted everything bers. During the ‘70s and after the riots After my internship in Florida—at about me on paper. He said, “We want that followed Martin Luther King’s shoot- the end of the six months—Norm Hickey to hire you. Please send us a picture so ing, it was popular to be liberal, and the offered to hire me. He had an assistant that when you come up for the onsite councils and mayors were mostly white city manager already, so he was going to interview, we can share it with the and many hired black city managers. hire me to be an administrative assistant newspapers.” So I sent the picture, and I But after the 1970s and into the or management aide. never heard from him again. 1980s, whites began moving out of And then I got my draft notice, and Then I was hired over the phone by a the cities into the suburbs—interstate Norm said, “Don’t worry. We’ll get you man in Oklahoma who sent me a ticket highways facilitated that move- out of this. But, I told him no. “If my to fly out and participate in a personal ment—and blacks became mayors and career is to be a city manager, chances interview. He came to the airport to pick councilmembers, who subsequently are I need to serve in the military.” me up when I arrived, and I went up to hired blacks to serve as managers. So Back in those days, you didn’t get him because he obviously didn’t know a considerable number of black city to be city manager, or president for that who I was. managers were hired because blacks matter, if you hadn’t serve in the mili- He looked at me and said, “You’re Sy were doing the hiring. tary, particularly if you had been drafted. Murray?” I said, “Yes, I’m Sy Murray.” So I decided to go, and I was assured He said, “Mr. Murray, I’m going to have ICMA: Tell me how you got involved that my Daytona Beach job would be to put you back on the plane. The city with ICMA. waiting for me when I came back. council will not accept you. If I hire you, SM: I got involved through the Fels My captain kept promoting me, and they will fire me.” Institute. Most city managers then either I kept helping people. The lieutenant Eventually, I got an assistant city went to Fels or to Kansas. If you went colonel, who was the battalion com- manager’s job in Richland, Washington. to Fels, you became a member of ICMA mander, asked me to come to his office I moved from Daytona Beach with my automatically as part of your training. and volunteer to go to officer’s training wife and kids, and the transition worked The deans of the schools often were school. He said I was obviously a out beautifully. I was there for about two involved with ICMA. So that’s how I got leader of men, and that I should go years, and then I was asked to come to involved, by attending Fels. icma.org/pm: online and mobile accessible SEPTEMBER 2014 | PUBLIC MANAGEMENT 35 ICMA: Did ICMA help you with his remarks to imply] that a black city was a Big Eight CPA firm, asking if I your career and other various issues manager wasn’t needed as president of would work for the firm as a consultant along the way? the profession at that time. and be placed on a track to eventually SM: Yes, especially when I ran for ICMA The next year, I was nominated again become a non-CPA partner. So rather office. You know, I was city manager of and won. So that’s how I became ICMA’s than interviewing to become a city Cincinnati at the same time I ran ICMA’s first black president. manager again, I accepted the Coopers “council”—the executive board—and & Lybrand offer. It was Coopers & that was because the ICMA executive ICMA: Tell me about your teaching Lybrand that brought me back to Ohio. director and others encouraged me to career. After several years with the firm and run for president. They paved the way SM: I was fired at my last city man- turning down a promotion that would for me, so ICMA has been very much a ager’s job in San Diego, and it was a have involved relocating to Detroit, I positive part of my career. pretty contentious situation. At the received a call from Cleveland State Uni- time, San Diego was the largest city versity. The dean said he wanted me to ICMA: What was it like being a minor- in the country that had the council- come and help build up the university’s ity in a majority white profession? manager form of government, so I felt I city management program. He offered SM: It was not the best situation. Back in had reached the top, if only for a short me the right amount of money and the the day, ICMA elections were based on a period of time. right faculty position. nominating process, and the person nomi- And then when it became obvious I began teaching there as an associ- nated through the nominating committee, that I was going to be fired, I received ate professor, tenure track, at a very invariably, was voted in as president. phone calls from cities asking me to ap- good salary. That’s how I got involved The first year I was nominated by the ply to be their manager. But I just didn’t in teaching. I spent 18 years at Cleve- committee, a write-in candidate won. He feel good about city management. land State University and moved up said it was his turn, and that he should I also received a phone call from from associate professor to full profes- have been nominated. [I interpreted Coopers & Lybrand, which at the time sor and to coordinator of the public management program. We graduated a lot of students who went into city management. Af- ter 18 years I retired from that, bought a farm in Georgia, and thought I was going there to retire permanently. My farm was located close to two schools that offer public administra- Executive Recruiting tion programs—Georgia Southern and Savannah State. Both schools asked if Interim Staffing I would adjunct with them. Human Resource Consulting The adjunct at Savannah State turned Management Consulting out to be a full-time job, so I stayed there for four-and-a-half years. Eventually I Professional Development found a new professor for the program and went back to the farm. After six Heidi J. Voorhees months at the farm, I got a call from Joellen Cademartori Earl Jackson State in Mississippi, where they asked me to help them for just a year. And that’s where I am now. Visit us at Booth 423 SYLVESTER MURRAY is distinguished See you in Charlotte! visiting professor of public administration and policy, Jackson State University, Jackson, Mississippi. He served as 855.68GovHR ICMA’s first African-American president GovHRUSA.com in 1983–1984. To watch the entire interview with 855.684.6847 Murray, visit ICMA’s anniversary website; click on “The ICMA Experience” and then the “Entries.”

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under the radar ® ONE EXCITING TECHNOLOGICAL TRAJECTORY

BY COSTIS TOREGAS

n order to appreciate the major My own personal experience with international tours, and technology impact technology has played on technology at the local government level exchanges, what motivated ICMA the discipline and practice of local began in 1971 as an ICMA employee members was a desire to improve on government management during assigned to the executive director’s office. the status quo and push the envelope Ithe past 100 years, it is important to start I saw an incredible expansion of the of productivity by expanding their with a meaningful definition: Technology technology knowledge that manag- skill set to include not only traditional is not just the information technology ers acquired over the intervening 43 public administration skills but also or IT that is so pervasive today, but any process or technique that helps us get more work done out of a given investment in salaries and equipment. In this way, technology can be found The most significant change occurred in when a solar energy strategy improves the 1980s with the information technology the sustainability of neighborhoods; when residents adopt a new way to explosion that brought the introduction of transform yard waste into fertilizer; and, yes, when a town issues a great new cell- large-scale computers in the financial and phone app that permits residents to take photos of potholes and alert managers to human resource functions. the problem.

ICMA Leads the Way ICMA has been at the forefront of years—from interacting with research a working familiarity with the new this technology explosion, not only and development managers at the GE jargon and new tools and approaches institutionally with the creation of such Research facility in Schenectady, New of technology management. organizations as Public Technology, Inc. York; to confronting privacy issues with (PTI), that had technology development Microsoft engineers at its Bellevue, Wash- Impact of IT Explosion and deployment as its sole mission, but ington, campus; and engaging in solution The most significant change occurred also by providing direct training and searches for firefighting methods with the in the 1980s with the information educational sessions over the decades so engineering leaders of the Naval Research technology explosion that brought the that ICMA members could appreciate the Laboratory outside Washington, D.C. introduction of large-scale computers changes under way and take advantage of In all of these encounters and many in the financial and human resource them in an effective manner. more, including countless workshops, functions. This, in turn, led to the 1990s

38 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm that brought home the power of the use of cloud computing and big data to This has been one exciting trajectory Internet, and, finally, to the twenty-first create new service delivery approaches for ICMA and its members. In the first century when productivity and comput- and improve efficiency for all govern- 100 years of the profession, the mem- ing took a quantum leap with personal ment functions. bers have kept technology tamed and in smartphones and cloud computing. check, working on behalf of all of us. The impact was felt at three levels: Guiding Principles for the Future Let us hope that the same indomi- at the personal level of the ICMA What’s next? Truly an impossible table result of constantly improving and member and his or her use of such question to answer, but here are a providing efficient services, pivoting portable devices as the Mod100 all the few guiding principles to help ICMA away from organizational concerns and way up to the I Phone 5c today; at the members resolutely address the moving toward the needs of the indi- organizational level with the evolution technological future: viduals served by local government, and from mainframes to PCs and now to providing the gift of empowerment networked smart devices in city halls • Equity and fairness must pervade through democratic discussions with and county courthouses; and finally at all our technological advances and more and more residents is celebrated in the community level where the needs implementations. the next 100 years! and aspirations of individual community • Collaboration at all levels of the orga- members can be identified and dealt nization and with the outside world with discretely and directly. must lead the way. COSTIS TOREGAS, Ph.D., is lead research scientist, The George The community tier is now truly • The human approach—the “orgware” Washington University, Washington, the new frontier as managers are trying element—must be allowed to domi- D.C. ([email protected]). He is a former president of Public to explore the benefits and challenges nate hardware and software consider- Technology, Inc., a precursor to the current Public of open data strategies, as well as the ations at all times. Technology Institute, Alexandria, Virginia.

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icma.org/pm: online and mobile accessible SEPTEMBER 2014 | PUBLIC MANAGEMENT 39 THE BUSINESS LUNCH In 1988, when I accepted a new position in a new community, I learned that I was not only a full-fledged member of TEN ICMA the executive team but also a part of the monthly department head luncheon. We would go to a restaurant in town, into the MEMBER back room, huddle with an additional dozen or so executives, and begin to drink. Not your MUSINGS “ladies who lunch iced teas,” but full on “man cocktails” at noon on a workday. I was young and on an upward trajectory in my career. n commemoration of ICMA’s 100th anniversary, I was enthusiastic about my I asked local government colleagues across the chosen profession but some- nation, including those who serve with me on what tempered by this sense I that I still had a lot to learn. the ICMA Task Force on Women in the Profession, to I wanted to learn from those more experienced, so I looked describe memorable moments, including reflections to them for guidance. on how times have changed as well as meaningful But these guys (yes, they were all guys) could really enjoy advice and insights that made an impact on them. their adult beverages of choice Here are our stories. –Pamela Antil and settle into the afternoon for who knows what. Now, I was proud that I could hold my alco- hol, but quickly came to learn that COMMUNICATING WITH RESIDENTS a lunch with martinis was rarely At the beginning of my career in the 1980s, we primarily received communication about followed with quality staff work issues in the mail in the form of letters. In the world of local government, there was no such from me later in the afternoon. thing as e-mail. In fact, at that time, large private sector companies like IBM and the U.S. Not wanting to rock the Department of Defense were the only entities that used it, to run internal networks. This all tipsy boat, I continued to changed in the early 1990s when e-mail became available between organizations through a participate in these monthly new thing called the “Internet.” guzzle-fests until finally, one day E-mail was an awesome concept at the time, but it also created a lot of new questions. I realized that I didn’t really like We began to receive “e-mail letters” from community members and struggled to decide what drinking at lunch. So, I broke to do with them. rank and ordered an iced tea. Should e-mail be considered a formal interaction with the city like a regular mailed letter? Within months of doing so, Should we answer the e-mail with an e-mail or a letter (honest to goodness!). Were e-mails others came to realize too that subject to the open records law? And so on. We even had meetings about these looming drinking booze and lunch didn’t questions. These meetings were important—the attorneys were there! really make sense any more. We used to answer all letters to the city within seven to 10 business days. Today, we Today, I can’t even imagine know that the average person expects to receive a reply to his or her message within about anyone drinking an adult bever- two hours. E-mail is one of the technology advancements that certainly changed the way and age at lunch. the speed in which we communicate in local government. Alex McIntyre, city Pamela Antil, ICMA-CM, assistant city manager, San Jose, California (Pamela.Antil@sanjoseca. manager, Menlo Park, gov). She serves as chair of the ICMA Task Force on Women in the Profession. California (amcIntyre@ menlopark.org).

40 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm GENDER DISCRIMINATION BUDGETARY FINESSE Years ago, I was once asked in an interview in my career, and for this I was fortunate. Some things in our profes- if wearing a skirt made it hard for me to I had always felt that I was an equal when sion have changed signifi- do my job. At first, I was confused by the competing for roles for local government cantly, like being tethered to question, because I was not having any positions because of the foundation of our e-mail and calendar by trouble with the suit and felt confident in education and experience that brought my a smartphone versus pulling how the interview had been going. The resume to the top of the list. out a Day-Timer (remember sad part is that this question came from a Today, I feel this continues to be the those hardcopy appoint- tenured manager. case. I have enjoyed increased responsi- ment calendars?). One I answered the question by stating I was bilities throughout my career, and I con- thing that I’m fairly certain not sure what that wearing a skirt was tinue to develop my professional skills to remains the same is the implying about the job or my abilities to do meet the ever-changing environment of combination of fear and the work in a professional manner. The con- our profession. Local government offers excitement upon starting versation thereafter confirmed it was about women a great career and the diversity one’s first local government being a female in the management role. of experiences that come with working management position. I was later offered the job and declined with people of all ages, backgrounds, During my first week on it. A male was offered the job, however, and cultures. the job as assistant town at significantly more money and with no It has truly enriched my life and allows manager in Massachusetts significant resume differentials. Unfortu- me to work on my passion of helping oth- I remember being over- nately, this one experience opened my eyes ers, skirt or pants! whelmed. Did my boss know and made me aware for the first time that more about my capabilities there is still discrimination out there in the Melissa Mundt, ICMA-CM, assistant than I did? At one of the first workforce related to gender. city manager, Ames, Iowa (mmundt@ meetings I attended with I had not really seen it up to that point city.ames.ia.us). him, he presented to the town finance committee. He was a great speaker, but his knowledge of the town and TECHNOLOGY A TIRED QUESTION detailed financial informa- When I started work at the city of Palo Alto I have worked for three small rural tion was incredible . . . all in 1995 as a lifeguard, we had no Internet counties in Virginia and in each case, without notes. service or computers at the swimming pool. In I was the first female county adminis- I wondered if I would 2002, when I became the program manager, trator who the governing body hired. ever be able to rattle off we still didn’t have either one. The drop-in Also, in each case, the first ques- budget numbers and proj- tickets and fees were collected with cash tion asked by the local newspaper ect details like that. What if registers that were from the 1980s. reporter was some variation of, “How I couldn’t? The gentleman who serviced the does it feel to be the first female Preparing the budget was machines would always say that they were county administrator hired?” dropped squarely in my lap the finest for the time and how impressed And in each case, I responded the following week, and I then he always was with how they lasted so long. with some variation of, “Well, I hope spent countless hours doing He would tell me this every other day when that the governing body hired who something I had never done he would come to fix them (yes, that’s true, they thought was the best person before. Less than six months every other day). for the job!” I’m hoping that if I ever later, I was making my own In the end, by 2004 we had Internet ser- change jobs again, and happen presentation to the finance vice, computers, and a point-of-sales software again to be the first female county committee. Low and behold, I system. These systems increased our controls administrator or city manager for that didn’t need my notes! and accounting. Occasionally, I do miss the locality, this same question will not early morning calls from lifeguards telling me be the first one asked! That would Mary Jacobs, ICMA-CM, the machines aren’t working. show progress. assistant city manager, Sierra Vista, Arizona Khashayar “Cash” Alaee, senior Brenda Garton, ICMA-CM, ([email protected]). management analyst, Palo Alto, California county administrator, Gloucester ([email protected]). County, Virginia (bgarton@ gloucesterva.info). CONTINUED ON PAGE 42 icma.org/pm: online and mobile accessible SEPTEMBER 2014 | PUBLIC MANAGEMENT 41 CONTINUED FROM PAGE 43

THE LIGHTER SIDE At a city council goal-setting session in 2006, staff introduced to tell me how proud they were of their competent assistant city a reorganization of our community’s environmental services manager, and they and my coworkers made incessant fun of me division that would be reporting directly to me. During public for quite some time after that. I took it in stride. comment at the session, one of our “regulars” an older gentle- It occurred to me that such a comment would never be man named Peter got up to speak. made if I were male. It’s frustrating to think that even now, He said he did not support the new division because he felt regardless of how far we have come, females are judged first on that it would end up costing more money; it meant bigger gov- their looks and, well, just being female. ernment and would be unnecessary. Then he said, “Now, this But the fact that I was teased by everyone else in the room isn’t about Karen. I like Karen. She’s attractive and competent.” made me shift from being anywhere near angry about it to viewing At that point, I remember staring at my shoes trying desper- it in a different light: utterly ridiculous. Sometimes laughing things ately not to react. I snuck a glance up at the council, who were off is the best way to handle them. all actively trying not to look at me. I could feel all the department And Peter? He was always kind to me, perhaps because of heads around me almost shaking trying not to laugh out loud. how, um, competent he thinks I am. I don’t remember what else, if anything, Peter said. I just remember thinking, “Why do they never say ‘competent’ first?” Karen Pinkos, assistant city manager, El Cerrito, California After the session—where the council wholeheartedly ([email protected]). endorsed the new division—the councilmembers couldn’t wait

INTEGRITY FIRST A BALANCED LIFE I have been fortunate to work for coun- Thanks to the advice from a former I’ve served as a city manager in three cities, cilmembers who have appreciated that I boss, I have been able to survive the and as a working mother of two school-age have children, and all of the councils have tough challenges that come with a children, I am often asked how I balance encouraged me to live a balanced life. career in local government. On my the demands of the manager role with the Councilmembers I have worked with ap- last day at work as an assistant to competing expectations of motherhood. One preciate managers who bring a community the city manager, he walked into my key for me is having a supportive city council. perspective to the job and that includes office to wish me well. “Remember,” I have always been up-front with the the reality of being a working parent. he solemnly stated, “If you lose your councils I’ve served, and it starts with the job you can always find another; interview. During an interview, I tell council- Linda Kelly, ICMA-CM, town manager, but if you lose your integrity, you will members that I have a family and family time Windsor, California (lkelly@townofwind lose everything.” is an important consideration for me. sor.com). Although I understood his message, nothing prepared me for the constant public scrutiny that plays A SUPPORTIVE ENVIRONMENT a major role in a manager’s typical I received some good advice early in my career: If you have opportunity to work for a workday. Regardless, amidst tough boss who will give you opportunities to grow, do it! What does this mean? Seek a boss economic times, I managed to suc- and organization that will let you “take a project and run with it,” while at the same time ceed by maintaining a professional offering you consultation and guidance. demeanor, using new innovations, A boss who lets you take the reins will allow you to experience the world of work in and taking responsibility when imple- a way that is most meaningful. When considering entry-level manager positions, an menting unpopular decisions all organization where the C-M form of government is strong will likely be a more support- without compromising my integrity. ive environment as you develop your career. Related to a strong council-manager I have had the privilege of government, a boss who is powerful in the organization (a long-tenured manager, a managing three communities and manager with a solid track record, and so forth) can provide you with stability as you have shared his words of wisdom all manage the risk that sometimes comes with our positions. along the way. Laura Fitzpatrick, ICMA-CM, assistant city manager, Rio Rancho, New Mexico Jane Bais-Disessa, city ([email protected]). manager, Berkley, Michigan ([email protected]).

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he rise of professional local that “members may advocate for issues of size community, viewed this question government management personal interest only when doing so does through the lens of future employability: over the past 100 years has not conflict with the performance of their “I have had serious concerns about be- coincided with a number official duties.” How do local government coming politically active in the LGBT[Q] Tof other societal changes in the more managers who identify as LGBTQ balance fight for equality where my name would developed countries—the change from these expectations? be mentioned in newspapers or online a predominantly agrarian populace to a How do other managers include as a vocal supporter, for fear of being primarily urban society, dramatic innova- LGBTQ employees within the guideline viewed as an activist or someone who tions in technology and transportation, to Tenet 11 that says “it should be the might have problems drawing the bright and the blossoming of movements for members’ personal and professional line between politics and administration social change, including equality move- responsibility to actively recruit and hire in my professional life.” ments for women and persons of color. a diverse staff throughout their organiza- Similarly, a woman who is city In the past 45 years of this span and tions,” without running afoul of political manager of a large community said, “I particularly accelerating over the past dynamics within their communities? assume you won’t be using my name, 20 years, most developed countries have because while I’m out in how I live my also experienced advocacy for rights on Some Common Themes life, I’m not comfortable with my sexual behalf of persons with non-mainstream To help shed some light on the state of identity being the reason I’m mentioned sexual identities, including lesbians, gay these questions as ICMA celebrates its in PM magazine.” men, bisexuals, transgendered persons, centennial, I interviewed eight self- and persons of self-identified queer identified lesbians and gay men who are Issues of Acceptance or questioning sexuality—collectively ICMA members in the West Coast Region I have personal experience with this identified by the acronym LGBTQ. and are active local government profes- private/public conflict. My husband was Because sexual identity may not sionals at levels ranging from analyst formerly involved in the political move- result in obvious characteristics making through city and county managers. ment to extend marriage rights to same-sex LGBTQ individuals recognizable to others While they comprise only a small couples. At one point, he wrote a letter to as a distinct minority group, the political sample of LGBTQ members within the editor of a local newspaper critical of movement for LGBTQ rights has focused ICMA, their responses did include com- the mayor of one of our local cities who on the importance of self-identification, mon themes that offer valuable insights had not been supportive of a resolution colloquially referred to as “coming out into how these managers negotiate the advocating extension of marriage rights. of the closet.” Yet, professional local tensions inherent in serving entire com- That former mayor is now one of my government managers may tend to shy munities while attempting to positively employers as a member of the county away from openly advocating an issue influence LGBTQ equality. board of supervisors. Fortunately for that some believe is in conflict with such For most, tension exists between be- me, my husband’s letter opened a other values as religious liberty. ing privately proud of their identity and dialogue with this particular elected In fact, one of the guidelines accom- publicly cautious about what may be official, and she has been supportive of panying Tenet 7 of the ICMA Code of Eth- a controversial self-identification. One me in my professional capacity since ics—Personal Advocacy of Issues—states man, a management analyst in a mid- she joined the board.

44 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm A second theme to emerge from my might be different, though, in different extended to employees as a condition conversations is that the individuals I in- parts of the state or country. It has prob- of accepting a job offer. This was when terviewed have varying experiences with ably made me more selective in where I I was operating at a department-head discrimination, either to themselves or to choose to work.” level. In both jurisdictions, the city their partners. One man, a city manager That sentiment was reinforced in managers—and ultimately the coun- in the San Francisco Bay Area, respond- a story related to me by former ICMA cils—stepped up and did the right ed with a flat “never” when asked Executive Board President Bill Buchanan, thing—benefiting me and my family, but whether he had faced discrimination county manager, Sedgwick County, oh-so-many others, too.” because of his sexual identity and stated, Kansas: “Several years ago it came to “My partner has been treated no better my attention [that] some very good Finding Mentors or no worse than any other spouse. He employees left our employment because A final theme to emerge from these has been very widely accepted.” we did not provide health insurance to conversations is that only one of the Former ICMA Executive Board mem- domestic partners whether they were the respondents, an administrative analyst ber Pat Martel, city manager of Daly City, same gender or not. I did some research with the city and county of San Francis- California, reports, “My partner/wife has and found that most of the local busi- co, had a mentor in the profession who been embraced and treated with absolute ness community provided insurance for was LGBTQ-identified. In that instance, respect by my colleagues, the boards, and domestic partners. it was a matter of happenstance. councils I have served and the public. “I visited with [elected officials] “I randomly connected with this “I must admit that when I was privately and had received only one mentor through the Cal-ICMA program elected to serve as a West Coast Regional objection to provide all employees and did not know he was gay. I chose to Vice President on the ICMA Board and I with two-person or family coverage no reach out to him based on his qualifica- took my wife to the first board meeting matter what the status of the relation- tions and experience. Only afterwards I attended so that she could participate ship. Within hours after we sent out the did I learn that he was gay.” in the Partners Program, there were a new policy to employees that included Other respondents indicated that while number of raised eyebrows. It was a the ability to have domestic partners cov- they lacked LGBTQ mentors, they had first for both the board and the Partners ered by the county’s health insurance, supportive groups of LGBTQ peers. A sub- Program. In due time, when the board the phones began to ring. A firestorm of urban city manager in northern California, members and their partners got to know protests began, and the political support for example, stated it “would have been both of us, they learned that we are ordi- I had disappeared within 24 hours.” nice to have a mentor who was gay, but I nary people who have an extraordinary A gay male county manager from did have a couple other city managers my opportunity to help educate others about Oregon offered a story about changing age to talk to when needed.” acceptance of differences.” the mind of an initially non-supportive By contrast, another respondent said: elected official in a former community: Advice Going Forward “I felt attacked for my sexual identity “One member of the council said he It is dangerous to attempt to draw any when I was a finalist for the city man- would not support hiring me as the conclusions from such a small group ager position in [a city in Oregon], and a manager due to me being gay. I later of individual professionals. They were, blogger wrote something about how I’d learned he was deeply religious. however, remarkably consistent when get the job because of me being a lesbian “I agreed to the interview, they offered asked what advice they would offer to because [the city] was so politically cor- me the job, I accepted, and was ap- LGBTQ individuals considering local rect, the implication being that I wasn’t pointed on a 6 to 1 vote. By the end of my government management as a career in necessarily qualified for the job.” tenure, the deeply religious councilor had ICMA’s second century: “Above all else, Similarly, the management analyst become one of my most ardent supporters be yourself.” And, “be strategic.” stated, “It has run the gamut from and said he was saddened to see me go.” This wisdom is likely applicable across total acceptance to supervisors actively And the large-city manager was the profession and throughout time. discouraging me from sharing informa- proud of her accomplishment in achiev- tion about my sexual identity and family ing benefits for other employees: “In two PHILLIP SMITH-HANES, status.” The Bay Area city manager who different Bay Area jurisdictions, I was ICMA-CM, is county administrative reported never having been discrimi- able to demand that domestic partner officer, Humboldt County, California ([email protected]). nated against offered a caveat: “Things benefits—before it became state law—be icma.org/pm: online and mobile accessible SEPTEMBER 2014 | PUBLIC MANAGEMENT 45 THE CHALLENGE OF CHANGING ORGANIZATIONAL CULTURE

or this special anniversary issue of PM, two ICMA members—Katy Simon and Darin Atteberry—are joined by author Rebecca Ryan to F discuss cultural change and its implications for how local government organizations will conduct business in the future.

Leading for the cials, and employees expect and require. A BIGGER VISION Greater Good As they keep their focus on the So where does one start? Scharmer and In their 2013 book Leading from the greater good, the local government Kaufer recommend focusing not on what Emerging Future (Berrett-Koehler management vision—and its meth- should be avoided but on what should Publishers, 2013), MIT’s Otto Scharmer ods—will need to embrace a perspec- be achieved. In other words, start with and Katrin Kaufer argue for a new world tive of a borderless world—one that a bigger vision of what can be built view that moves from a self-focused, requires sustainable, cohesive, and together for the well-being of the whole. ego-driven model of society to one in integrated solutions that bring together Then take time to observe and which government, business, education, neighbors, schools and universities, reflect on how what is happening right and the broader community work for unions, business leaders, activists, now can help local government manag- the well-being of the “oikos,” which in young people, artists, seniors, and ers move from the past to the future Greek means the “whole household,” soccer moms and dads. they desire. Next, accept the challenge creating institutional innovations for a Whether it is addressing the conse- to act and explore the future by creating truly global advancement. quences of mankind’s ecological foot- pilots and prototypes. It is this ecosystem model of enlight- print, in which some scientists estimate And, most importantly, managers ened and compassionate leadership to that people are using 50 percent more will need to have open minds, open which public managers will also have resources than the planet can regenerate, hearts, and an open will so that they to increasingly turn to ensure that their or repairing the social spectrum in which can conquer their own fears and help local governments and communities con- billions of people live on less than $2 a their organizations to make way for tinue to thrive. Managers have learned, day, the strategies that managers adopt the new. sometimes the hard way, that actions to lead their communities into the future Managers are the architects of their taken in isolation for a narrowly focused will have to demonstrate an awareness communities’ future. No one else is as result cannot achieve the comprehensive that values and serves the well-being of uniquely positioned to ensure the best greater good that residents, elected offi- all others. possible future for all constituencies. It’s

46 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm Want to your calling to take joyful responsibility Katy Simon, ICMA-CM, is Build a Stronger, for your communities and your profes- president, Simon and Associates, sion as you lead boldly into a future Reno, Nevada (ksimon@simon that serves the greater good. andassociates.us). More Thriving

Building a Culture ourselves and set an example among Community? of Excellence our colleagues for both personal and professional growth. We should expect Attend the First Annual Excellence doesn’t happen by accident. our executive teams to do the same. Throughout my career it has become Centralina Council of Governments increasingly clear that excellence—with A CLEAR VISION individuals or organizations—is some- To be an effective manager in this kind REGIONAL CONFERENCE thing that requires daily commitment of an aspirational environment requires and constant attention. Excellence extremely intentional work and a re- THURSDAY, DEC. 11, 2014 takes time, effort, and passion. fined focus on community goals. While EMBASSY SUITES IN CONCORD As we move into the future of city the future may not be clear, as leaders and county management, I believe we must achieve clarity in the vision local leaders must have a deep com- we develop for our organizations. We A comprehensive one-day event for mitment to excellence and continuous have to strategically align our resources elected government oﬃcials & staﬀ improvement. We have to change—and to achieve that vision, and we must be in the Greater Charlotte Region, be prepared to change again—the way resilient and able to embrace change, and all who contribute to building we do business. challenges, and new circumstances to stronger communities. The days of “trust-us” local govern- keep moving forward. ment are behind us. Now and in the We must persevere in building Tools, resources and training to help grow future, our role as managers includes meaningful relationships with our your economy and jobs, control cost of government and improve quality of life. modeling transparency in all our opera- elected officials, community partners, Practical and creative strategies highlighting tions and actively pursuing authentic and staff. This relationship-building puts best practices on a regional, state and public engagement in order to best us in the best position to unite around national level. serve our residents. Our organizations shared community goals and work col- Session topics include: need to be flexible and nimble, able to laboratively toward those outcomes. – Redevelopment adapt and change as our communities Remember that culture change – Transportation – Workforce Development evolve and residents’ expectations doesn’t happen overnight. It takes time, – Aging continue to rise. and it takes some trial and error. I tell – Healthy Communities SCAN HERE TO LAUNCH my staff that outside of ethical, legal, – Housing OUR WEBSITE ON YOUR – Energy Management SMARTPHONE or safety violations, mistakes are okay. A MANDATE OF CONTINUOUS – Local Food Systems IMPROVEMENT It’s how we learn, and it’s how we – Environmental Sustainability Building a culture of excellence is the ultimately arrive at the best solutions. best way to attract high-caliber staff, This spirit of learning and continu- which in turn drives exceptional service ous improvement is deeply embedded and innovation within our organiza- in the city of Fort Collins. Excellence tions. That culture of excellence requires in pockets isn’t enough to be a truly a deep commitment to continuous innovative and effective municipal improvement, and ultimately is government. It takes all of us continu- something that goes beyond a mission ally pursuing a common mission. statement to become part of your city’s and employees’ DNA. Darin Atteberry, ICMA-CM, is city Of course, continuous improvement manager, Fort Collins, Colorado is the responsibility of individuals as ([email protected]). CENTRALINA COUNCIL OF GOVERNMENTS much as the collective organization. REGIONAL CONFERENCE As managers, we must challenge CONTINUED ON PAGE 48 FOR INFORMATION AND TO REGISTER, VISIT OUR WEBSITE: icma.org/pm: online and mobile accessible centralinathrivingcommunities.com The Next 100 Years as they are. These will involve issues that In 100 years, it’s likely that local govern- had long been taken for granted, including ments will be facing some of the same immigration, food security, and water rights, challenges they are today. But between which will become front-page news. (Not now (i.e., 2014) and 2114, local govern- that there will be newspapers.) ments will enjoy a spring, summer, and This could be a period of spiritual and So 100 years fall, and be in the midst of our next winter. moral reset in our country, similar in scope to Here are the possible scenarios: the one ushered in by the baby boomers in the from now, in Spring (years 2021–2042) will be a re- 1960s. It will, however, happen more quickly naissance period in our communities. “Me” because our connectivity will be greater due 2114, it will feel thinking will be replaced by “We” thinking to social networks. Local governments that quite similar as millennials, those born from 1982 to operate transparently and in alignment with 2001, hit their stride as leaders and import this shift in the zeitgeist will attract new to today— their values of sharing, interdependence, residents and their communities will become and respect for diversity. the next generation’s “best places to live.” emerging from During this period, investments in parks Fall (years 2066–2088) will be a period winter and and common spaces may rise in importance, when the things built during spring start to and innovative communities will make show signs of age—physically, financially, facing a new breakthroughs in assets like affordable hous- and perhaps even morally. The country ing (we must have housing for everyone) and may retreat from “We” thinking back to spring. outcome-based education (we must educate “Me” thinking as institutions begin to all students). Trust in local governments may creak and crumble. reach an all-time high. Weaknesses in all systems will be ex- Summer (years 2043–2065) will be a pe- posed and a new kind of leader will emerge: riod when the iGeneration (born 2002–2020) one who capitalizes on people’s fears and asks deeper questions about why things are promises safety. During this period, local governments may become the “enemy,” an example of institutions that don’t work and can’t be trusted. Winter (years 2089–2110) will start with a single, strong jolt to the nation. It could be an act of terrorism, a pandemic, a shock to food or water systems, a financial crisis, or something else. This jolt will set off a series of events that will pile on and leave the country feeling uncertain. Individuals will trust only those closest to them, whether family or neighbors. Local governments will be forced to respond to issues they couldn’t have predicted but nonetheless inherit. “Back to basics” will become the mantra, once again. So 100 years from now, in 2114, it will feel quite similar to today—emerging from winter and facing a new spring.

Rebecca Ryan is founder, Next Generation Consulting, Washington, D.C., and author of Live First Work Second: Getting Inside the Head of the Next Generation and ReGENERATION: A Manifesto for America’s Future Leaders. She also serves as resident futurist for the Alliance for Innovation, Phoenix, Arizona.

48 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm IT’S TIME TO GET REAL WHEN IT COMES TO EMERALD ASH BORER. Every City Manager should know that EAB represents:

A LIABILITY ISSUE AN ECONOMIC ISSUE • At its peak, EAB kills approximately 75% of • EAB costs money whether you “let nature run your ash trees in a 3-5 year period its course”, proactively remove trees, or use • Trees become a challenge to remove as quickly protective treatments as they die, leaving standing dead trees • It is not uncommon for communities to need • Communities hardest hit by EAB have 2-3x their annual forestry budget for multiple reported numerous lawsuits due to falling years just to deal with EAB branches and property damage • Trees capture and use water from the soil. Losing thousands of trees can force millions of extra gallons of water through a city’s storm 1 water system 3 A SAFETY ISSUE A SOCIAL ISSUE • Trees killed by EAB quickly dry out, become • Loss of trees and diminished green space brittle, and break apart affects many aspects of a community from • Dead trees in parks, pedestrian plazas, and property values, to health and well-being, to boulevards represent a safety risk to citizens the overall quality of life • Storm damage is more severe when many dead • “A community should see itself in the same trees are present way as its trees. If trees are dying, the town is dying. Planting trees symbolizes a community that is alive, prosperous, and growing.” –Arnold Leak, Mayor of Valley, Alabama

DAVEY HAS: 2 4 • Written more EAB management plans than anyone in North America • Protected more trees in more cities than anyone in North America

ABOUT THE AUTHOR: Jim Zwack is the Director of Technical Services at The Davey Institute. Learn more from Jim at the ICMA Conference, where he presents: When a Tree Falls, It Makes a Lot of Noise. (Tuesday, September 16, 3:30PM-4:00PM) CONTACT JIM: email: [email protected] phone: (612) 356-8860 www.davey.com/eab My career looks like something from an ICMA textbook. Yet, back when ICMA ALL ROADS started, this was not the common path for local government managers. And even some 80 years ago, local managers were mostly men, only 13 percent had LEAD TO advanced degrees, and close to 77 percent had college degrees in engineering.1 Today, a master’s degree in public administration appears to be more com- RIGHT NOW mon, and there is more gender and ethnic diversity among top public administrators

BY MONA MIYASATO than when ICMA was founded. While my path may be more the norm now, my choices have not been based on traditional notions. I’m a think we’re all here, at this the onslaught of national media, coordi- Generation Xer born after the baby “ time, for a reason,” the district nating responses, working with partner boom but before the skinny jeans attorney told a conference room agencies to make progress, and providing ilk. Like other Gen Xers I’ve known, of executives from various public healing and recovery to our employees my decisions are made more by the agencies.I “We’re here to provide leader- and residents. types of activities or outcomes I want ship, together.” Upon hearing news of the event, to pursue or accomplish, not position It was three days after the May my former boss, the county adminis- titles I yearn to hold. 23, 2014, tragedy in Isla Vista, a com- trator of another jurisdiction, e-mailed How can I best serve to resolve munity of 23,000 people adjacent to the me to offer support: “Let me know if problems, build strong communities, University of California at Santa Barbara. you need anything.” I had worked and empower and develop resilient staff A young man with a history of mental with him in an assistant position prior was the question I would ask myself. health issues killed six students in a to taking my current post, and for a Basically, how can I make things better short period of time, and then himself, moment, I thought: “Yes, can I have and work with really cool people in the leaving a disturbing and chilling written my old job back? I’m not sure I want process? Along the way, I’ve learned les- and video record of his reasons. to handle all this.” sons that have helped me grow profes- Our entire nation experienced the But thinking of the wise words of sionally and personally. tragedy. That night, the killer ended the the district attorney, I stopped. She was I began as an analyst and project lives of six young people and created a right: All past experiences have led me manager in local government. I was the deep wound felt by an entire community. to where I am, right here and now. technical expert, the “go-to gal” with the That community was part of unin- detailed financial and legal information corporated Santa Barbara County, where Climbing the Ladder and and knowledge. I had been the county executive officer Making Choices As I advanced in my organization, for five months and two weeks. I was My career looks like an intentional, my daily tasks changed from master of still learning names of key staff, meeting straight climb up the proverbial career Excel spreadsheets and analysis to more community members, juggling weekly ladder, starting with an education in ambiguous roles like meeting facilitator, agenda issues, and preparing for budget political science, economics, and public conflict resolver, and influencer. This hearings, which were only two weeks policy, followed by early jobs in the transition was difficult. My primary away, when the tragedy occurred. private sector, then as a government source of confidence and value to the In the days and weeks to come, I analyst, project manager, and assistant to organization had changed without a knew the staff would be inundated. The the city manager. My past three jobs were clear and conscious acknowledgement. county sheriff would be at the center, in executive positions as deputy city man- I had to adapt and realize that the but the rest of the organization would be ager, chief assistant county administrator, skills responsible for my promotion, enmeshed too. We would be managing and now, county executive officer. while important and foundational,

50 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm weren’t necessarily the ones that would intractable social problem with no easy the back, cheering me on. I’ll always propel me forward. solution. That experience is something remember that moment. that I still draw upon today. Each year at ICMA conferences we Mighty Mentors Teach Key Lessons For these experiences, I had to be would gather and some five years ago, Early on, it was also hard to see myself ready, not just willing. This meant being almost all were gone. They had retired. in the city or county manager executive out of my comfort zone and acknowledg- After lamenting this situation, the few suite when few others there looked like ing my learning curve. It also meant ad- remaining realized we were now “it.” me. But others saw it in me, before I dressing staff’s anxiety about change and The “Next Gen,” whose growth ICMA saw it in myself. I am fortunate to have developing a sense of rhythm and timing nurtured over the past decade is the had men and women mentors of various concerning how much I could achieve “Now Gen.” ethnicities and ages. given my time in the department. And a variety of people are now The city manager who pulled me into In short, it prepared me—gave in the mix. I’ve met people who spent the manager’s office was the first female me cellular memory—for taking on healthy careers in the private sector city manager in that locality. She and the new challenges. before launching into local government. assistant city manager introduced me to I’ve met more women city and county ICMA and insisted I attend the annual Creating More managers, as well as men, who’ve conferences to get a better understanding I also learned that encouraging others to juggled children and career. of the field and relevant issues. step up, giving them the tools and confi- I’ve seen younger people intent on Another mentor was a city manager dence to thrive and also make mistakes, working in the field with innovative and former fire chief, whose advice really does create more energy, creativity, ideas and high spirits. I’ve witnessed I didn’t always want to hear but in and ability. That’s not just something a change in demographics at ICMA the end, taught me my most valuable your human resources director wants conferences. There appears to be more lessons. My last supervisor would call you to believe—it’s true. age, ethnicity, gender, and geographic me out when I became too intense and We know this approach requires diversity than I remember 10 years ago. myopic. These individuals created a time and discipline, including our own There is always more that can be done, mirror so I could see my weaknesses as personal commitment, to ensure the but all of this progress is creating more. well as my strengths. energy is harnessed and directed toward In the end, this is the most significant the right things in the right way. It also lesson I’ve learned, and our profession Going Beyond My Comfort Zone requires systems that are flexible enough has allowed all of us to do this—create In every position I’ve held, I had oppor- to accommodate changes in positions more for our communities and organiza- tunities for projects that were somewhat and jobs and believers who are willing tions. My former boss e-mailed me the out of my comfort zone. Earlier in enough to try new ways of working. All other day to ask: “How are you doing?” my career, my supervisor asked that I this takes work. This time I thought: “Doing great.” coordinate a municipal bond issuance. I Why? I’m fortunate to be working knew nothing about debt finance. Drawing Strength From ICMA where I am, surrounded by inspiring He handed me a weathered, red book Creating more has also meant giving back. people doing great work to make life titled Fundamentals of Municipal Bonds When I began attending ICMA conferences better. There’s no other place I would and said, “Here, read this.” I read it more than 10 years ago, I saw few people rather be, or should be, than right here, cover to cover and led the project. who looked like me—under 40 (at the right now. In a different city, the manager asked time), Asian American, and female. that I head the division responsible for At one of my first ICMA conferences, ENDNOTE services to the homeless, which had I met a group of several Asian American 1 “A Changing Profession” (Source: ICMA’s 2000, drawn greater attention that year. I had local managers from across the country. 2002, 2006, and 2009 State of the Profession Surveys and The Rise of the City Manager, by to quickly jump in, look at the data, I must have looked like the young, lost Richard J. Stillman II, 1974); revised 3/29/10. determine whose expertise I could trust, pup. Later, I gave a demonstration in the and assess what could and could not be tech forum and was disappointed by the MONA MIYASATO is county realistically accomplished. small attendance (maybe four people). executive officer, Santa Barbara County, California (mmiyasato@ Mostly, though, I had to develop At one point, I looked up to see countyofsb.org). emotional resilience to work on an my newfound colleagues huddling in icma.org/pm: online and mobile accessible SEPTEMBER 2014 | PUBLIC MANAGEMENT 51 MILLENNIALS ARE READY TO TACKLE CHALLENGES

BY TERESA TAYLOR

n September 2013, I began a local I found out that the city had con- Economists say we are out of the government management fel- sidered switching to a more automated recession; however, the country is still lowship with the city of Decatur, phone service but decided not to because dealing with its aftermath. People do Georgia. I was given a rigorous it wanted to keep the “personal touch.” not feel the same sense of stability that workplanI of projects for various depart- While there is a demand for technology we once did. Recent college graduates ments. My workstation was adjacent to that makes processes more efficient, so certainly are experiencing this unset- the office manager who answered the far we haven’t invented anything that tling uncertainty. main phone line for the city. can replace that feeling you get from This has caused many new gradu- Throughout my fellowship, I listened human interaction. ates to either take jobs they are not to the office manager deal with calls interested in or to take jobs for which from residents. I learned quickly that Challenges Aplenty they are overqualified. Or perhaps they “Ms. Bertha,” as she was called, had a The world is constantly changing, but for go back to school for higher levels of special way of calming a person down some reason things seem to be moving education. This is creating an ever by relating to their issue and letting them much faster now than ever before. Daily growing pool of highly educated and know that “everything would work out technological advancements are allowing highly qualified candidates for local just fine.” She always made sure callers people to seek out more innovative solu- governments to recruit from; however, felt better before transferring them to tions in the search to live an easier life. many local governments are also deal- another department. Information is the biggest commodity ing with strained budgets. Sometimes people called with of the twenty-first century and technol- The United States has also become issues not even related to the city, but ogy has changed not only the way we far more diverse than it once was. she would try to find them the best receive information, but the number of African Americans and Latinos now resources to deal with their problems. people who have access to it. The de- make up 30 percent of the population, This experience taught me a lot about mand for up-to-the-minute information and the Latino demographic is growing the success of Decatur. City staff is at an all-time high and local govern- every day. In my opinion, there still are members strive for everyone to always ments are not only putting information major gaps in employment, educational have a good experience when interact- online for their residents, they are also achievement, and pay when compared ing with the city. soliciting feedback. to the white population in America.

52 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm Can’t get away? Calendar of Events For information about ICMA events VIVisitR icma.org/calendarTUAL ANNUAL CONFERENCE

With the world in its current state millennials will start dominating the and changes happening so quickly, managerial workforce. The ICMA 2014 Virtual envisioning the future is an even Springtime growth will lead to Conference takes place more difficult task. I believe the key periods of increased revenue for issues millennial managers will face governments to have at their disposal. September 14 –17. in the future will be coping with the A manager in Ryan’s spring cycle will economy, leveraging technology, feel the obligation to spend the extra achieving high-level communication revenue on improvements to his or Register now to take skills, and fostering partnerships. her community. advantage of the live Good managers will not only webcast sessions scheduled A Cyclical Economy think of their current residents, but Economies are described as cyclical we will also think across generations to begin September 14! by futurist Rebecca Ryan. She uses the and build reserves for the future. seasons to describe periods of growth Staying future-focused and cautiously and prosperity, followed by periods of optimistic in the spring and summer The Virtual Conference will feature decline that end with a type of cleans- will help make winter easier when it select webcast sessions that you can ing that will lead back to the periods returns again in the future. view as they take place at the annual of growth. Right now, we are still in conference in Charlotte. what Ryan has coined as “winter.” Achieving Balanced This period will not last forever Communication Features of the Virtual Conference: and “spring” will return, bringing Due to current technology, people with it the growth that will lead our have developed an expectation of ● All keynote sessions! country back to the prosperity that having access to up-to-the-minute ● 19 webcast educational sessions had been the norm during the lives information. This trend is sure to con- with PowerPoint presentations of baby boomers. Ryan predicts this tinue and will likely lead to us having ● Access to the recorded sessions spring to begin after 2020, when access to even more information. for one year*

If you can’t attend the I found out that Decatur had considered 100th Annual Conference, switching to a more automated phone ser- attend virtually. vice but decided not to because it wanted Get the tools and resources you need to succeed without to keep the “personal touch.” While there leaving home. is a demand for technology that makes processes more efficient, so far we haven’t invented anything that can replace that Register today at icma.org/virtual feeling you get from human interaction.

* Access to the four keynote sessions ends icma.org/pm: online and mobile accessible November 14, 2014

14-677 Calendar Ad-Virtual Conf-PM.indd 1 5/27/14 3:20 PM In the future, people may sign up to help with more basic city functions. With the world in its current state and Communities with educated populations could partner with residents on jobs changes happening so quickly, envisioning from translation services to Web design. the future is an even more difficult task. I Not only will residents work with the government and the private sector, but believe the key issues millennial manag- other forms of governments will also be expected to work together to create a ers will face in the future will be coping more efficient output. with the economy, leveraging technology, Since there is such a demand for advertising in nontraditional formats, achieving high-level communication skills, governments may even start leveraging space on their websites or publicly and fostering partnerships. owned equipment and vehicles. Govern- ments also will start working together to provide higher-quality services. Local governments may begin sharing every- Through innovation, we will find ways essarily needing to increase the size of the thing from whole departments to capital other than surveys and e-mail blasts to workforce. This is important since salaries assets with their neighbors. better engage residents. and benefits often make up the largest Social media has already begun a percent of local government budgets and Millennials: Ready to Tackle transformation that makes it easier for as long as we are in the winter period, Challenges residents to share their demands and budgets are not likely to rise dramatically. Millennials, like myself, are well suited ideas with the powers that be. We will be Good millennial managers will to take on this future world, because able to quickly gain feedback or give in- be tasked with deciding which new we have dealt with great change, which formation to residents without disrupting technologies are right for their communi- will keep us cautiously optimistic in anyone’s regularly scheduled program. ties and to assure that their government our decision making. Millennials have Predicting what future transforma- can function without them, especially if grown up seeing and embracing major tions will look like is impossible, but a disaster were to strike. innovations in technology and com- millennials may be one of the most pre- munication. Growing up in a more pared generations of managers in terms Emphasis on Partnerships diverse America than has existed before of adapting to quickly changing models It only takes a quick look on social will make it easier for my generation to and processes. While the masses may media to realize that people are com- foster partnerships. crave efficiency and quickness, however, plaining about politicians who are not While millennials may be a highly everyone may not like this model. willing to work together. They also want educated generation, scholars, have Some individuals will always as many quality services as possible written that the challenge of retaining appreciate good old-fashioned human without an increase in taxes. Local these professionals will be more difficult interaction. The next generation of good governments will need to be open to than with previous generations. Again, managers must be able to engage with working in partnerships. as a millennial, my observation is that the community through technology, In the future, some services may be this generation doesn’t believe that the while not losing sight of the need to offered as self-service to residents. This stability other generations enjoyed is interact in a face-to-face manner. It is will help keep residents engaged and still possible. essential to find the balance that makes committed while creating a feeling of We have seen so much economic their community happy. shared responsibility for such programs uncertainty that job stability is attrac- as “adopt a fire hydrant,” for example, tive; however, we want a job that will Leveraging Technology where Bostonians claim responsibility allow us room for growth while keeping It’s evident that new technologies will for shoveling out a fire hydrant after it us stimulated, challenged, and fairly increase the ease of communication, but snows. This would normally be a job for compensated. Millennials are dealing new technologies will also allow local the public works department. with more student loan debt than past governments to provide old services more These types of partnerships with generations, so financial compensation is efficiently and new services without nec- residents may become more prominent. an important issue for graduates.

54 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm Local governments, much leaner spread our knowledge. The lack of will need to continue encouraging the in these tough economic times, will keepers of institutional knowledge, newest generations to enter the public find it challenging to keep millennials however, may become an issue service workforce through programming who want to advance or receive higher for employers. like its fellowship program. compensation faster than the employer In the future, virtual fellowships may can afford. Our ambition will make us ICMA’s Adaptation to a New World take place to give entry-level leaders great employees, but it may also make ICMA will have to make some changes in opportunities, but cut down the cost to us more fluid. order to adapt to a new world. Communi- local governments. Overall, ICMA will I recently chased an opportunity and cating on new platforms will be expected, need to adapt and rise to the occasion to moved to the city of Chamblee, Georgia, as well as using new ways to contact and support whatever new challenges are where I can gain more experience as engage its membership. It will have to sure to exist in the future, just as it has the assistant to the city manager. It was help encourage and support partnerships done with the millennials of today. difficult leaving my first community, but and not just individual governments. my interest in taking on challenges has ICMA will have a more diverse TERESA TAYLOR is assistant to the made this experience exciting. membership and will have to figure out city manager, Chamblee, Georgia Our ambition will make us unafraid how it can support the changing needs ([email protected]). to move to different communities and of its new constituency. The association

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icma.org/pm: online and mobile accessible SEPTEMBER 2014 | PUBLIC MANAGEMENT 55 THE FINAL WORD

BY SIMON FARBROTHER, ICMA-CM

anaging local government Many factors are aligned to strategy. When a council is complex and challenging. outlines a vision, all the work that staff That’s why we choose it beyond our does should be directed toward bringing and love it. In the years that vision to life. Mahead, the complexities we work with every control can Second is delivering our day-to-day day will only multiply, which is an intrigu- services in the most efficient, effective way ing proposition. affect our possible. We earn the freedom to innovate No matter what size local government by earning the councils’ trust. we work in, we will continue to deliver an communities, Third is working hard to keep the lines incredibly diverse array of services on a of communication open with employees. 24/7 basis. In a globalized world, we will from the They need to understand the organization’s all need to work hard to keep our commu- direction in order to make smart decisions in nities competitive. economy to their work. Communication is the life blood We now understand that our residents of an organization. and our staff want to be more involved in other levels the conversation about our business and our Mobilize communities’ futures. That alone has added of government Finally, and most importantly, is building a new dimensions to a manager’s work, but culture that fosters creativity and innova- combined with ever-growing expectations for to extreme tion. Shared values keep the individuals in transparency, we as leaders need to expand an organization moving forward together. our skill sets. weather Staff members need to understand they have permission to act responsibility and to It Will Storm patterns. be clear on their accountability. Many factors beyond our control can affect What is Cities, towns, and counties are the our communities, from the economy to other economic engines of a country—its person- levels of government to extreme weather within our ality to the world and the centers of patterns. What is within our span of influence creativity and innovation. Our call to action, are people, money, and technology. span of as local government managers, is to While the latter two are significant mobilize staff to meet the opportunities for enablers, it is people who will transform influence change and growth that lie ahead. our organizations. The best way to expand our capacity is by better empowering staff are people, members to respond to change and strive SIMON FARBROTHER, ICMA-CM, is for innovation. money, and city manager, Edmonton, Alberta, There are four key areas of work with Canada (simon.farbrother@edmonton. ca), and he is serving as president of staff. First, we need to ensure our efforts technology. ICMA, 2013–2014.

56 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm (AS OF 7/1/14)

ICMA 100th ANNIVERSARY TASK FORCE

CO-CHAIRS Christopher Coleman Randall Heye Mona Miyasato Assistant Town Manager Economic Development County Executive Officer Scott Hancock, ICMA-CM Needham, Massachusetts Manager Santa Barbara County, Executive Director [email protected] College Station, Texas California Maryland Municipal League [email protected] [email protected] Annapolis, Maryland David Collinsworth, [email protected] ICMA-CM Polly Hulsey Melinda Moran, ICMA-CM City Manager College of Southern Idaho County Administrator Alison Ortowski Westerville, Ohio Kimberly, Idaho 83341 Mathews County, Virginia Assistant City Manager david.collinsworth@westerville. [email protected] [email protected] Southlake, Texas org [email protected] Dale Iman Laura Kane Perry Chantal Cotton Retired Member Capital Program Administrator Assistant to the City Manager Frostburg, Maryland City and County of Denver, MEMBERS Oakland, California [email protected] Colorado Laura Allen, ICMA-CM [email protected] [email protected] Town Administrator Marc Landry, ICMA-CM Berlin, Maryland Roger Dunlap Jr. Chief Administrative Officer Deanna Santana [email protected] Assistant Borough Manager/ Beaumont, Alberta, Canada City Administrator Chief Financial Officer [email protected]. Sunnyvale, California Creighton Avila State College, Pennsylvania ab.ca [email protected] Principal Administrative Analyst [email protected] El Dorado County, California Rachel Lange Kathleen Sexton, ICMA-CM [email protected] Darnell Earley, ICMA-CM Management Analyst/HR City Manager Emergency Manager Schaumburg, Illinois Derby, Kansas Gregory Bielawski Flint, Michigan [email protected] [email protected] ICMA Senior Advisor-Range [email protected] Rider Program Coordinator Joseph Martin, ICMA-CM Phillip Smith-Hanes, Wheaton, Illinois Reyna Farrales Director ICMA-CM [email protected] Deputy County Manager Woodfin Sanitary Water and County Administrative Officer San Mateo County, California Sewer District Humboldt County, California Norton Bonaparte Jr., [email protected] Asheville, North Carolina [email protected]. ICMA-CM [email protected] ca.us City Manager Lee Feldman, ICMA-CM Sanford, Florida City Manager Peggy Merriss, ICMA-CM Michael Willis, ICMA-CM [email protected] Fort Lauderdale, Florida City Manager City Manager [email protected] Decatur, Georgia Shellharbour, NSW, Australia Matthew Bronson [email protected] michael.willis@shellharbour. Assistant City Manager Magda Alicia Gonzalez nsw.gov.au San Mateo, California City Manager [email protected] East Palo Alto, California [email protected]

icma.org/pm: online and mobile accessible SEPTEMBER 2014 | PUBLIC MANAGEMENT 57 100 YEARS: ICMA PRESIDENTS

1914 – Charles Ashburner 1948 – John Ames 1982 – Stan Kennedy 1915 – Henry Waite 1949 – Robert Flack 1983 – Sylvester Murray 1916 – O. E. Carr 1950 – Leonard Howell 1984 – David Taylor 1917 – Gaylor Cummin 1951 – Bill Taylor 1985 – John Dever 1918 – C. A. Bingham 1952 – Clarence Elliott 1986 – Buford Watson 1919 – Harry Freeman 1953 – George Bean 1987 – Osmond Bonsey 1920 – A. E. D. Hall 1954 – Ross Windom 1988 – G. Curtis Branscome, ICMA-CM 1921 – L. M. Osborn 1955 – Russell McClure 1989 – William Baldridge 1922 – Louis Brownlow 1956 – Samuel Vickers 1990 – Revan Tranter 1923 – Earl Elliott 1957 – Carleton Sharpe 1991 – J. Peter Braun 1924 – C. W. Koiner 1958 – Arthur Owens 1992 – Roy Pederson 1925 – H. G. Otis 1959 – W. K. Willman 1993 – Daniel Kleman 1926 – Fred Locke 1960 – Woodbury Brackett 1994 – Karl Nollenberger 1927 – John Edy 1961 – Elder Gunter 1995 – Norman King 1928 – R. W. Rigsby 1962 – Wayne Thompson 1996 – Donald Gerrish 1929 – Clifford Ham 1963 – Bert Johnson 1997 – Gary Gwen 1930 – Stephen Story 1964 – Mark Keane 1998 – Bryce Stuart 1931 – Charles Carran 1965 – Joseph Coupal 1999 – Kinsley Sampson 1932 – C. A. Dykstra 1966 – David Rowlands 2000 – Bruce Romer 1933 – Willard Day 1967 – John Patriarche 2001 – David Mora, ICMA-CM 1934 – H. L. Woolhiser 1968 – John Wentz 2002 – Peggy Merriss, ICMA-CM 1935 – Hollis Thompson 1969 – David Burkhalter 2003 – David Krings, ICMA-CM 1936 – I. C. Brower 1970 – John Stiff 2004 – J. Thomas Lundy, ICMA-CM 1937 – E. L. Mosley 1971 – Graham Watt 2005 – Michael Willis, ICMA-CM 1938 – J. Bryan Miller 1972 – H. D. Weller 2006 – William Buchanan, ICMA-CM 1939 – L. P. Cookingham 1973 – E. Robert Turner 2007 – Edwin Daley, ICMA-CM 1940 – Roy Braden 1974 – Richard Custer 2008 – David Limardi, ICMA-CM 1941 – Franklin Cloud 1975 – L. Joe Miller 2009 – Darnell Earley, ICMA-CM 1942 – E. M. Knox 1976 – Jacques Perreault 2010 – David Childs 1943 – Frank Hanrahan 1977 – Robert Kipp 2011 – Sam Gaston, ICMA-CM 1944 – J. R. French 1978 – Lawrence Gish 2012 – Bonnie Svrcek, ICMA-CM 1945 – J. R. French 1979 – George Schrader 2013 – Simon Farbrother, ICMA-CM 1946 – Don McMillian 1980 – Thomas Dunne 2014 – James Bennett, ICMA-CM 1947 – C. A. Harrell 1981 – Walter Scheiber

58 PUBLIC MANAGEMENT | SEPTEMBER 2014 icma.org/pm 100 YEARS: ICMA ANNUAL CONFERENCES

1914 – Springfield, OH 1948 – Mackinac Island, MI 1982 – Louisville, KY 1915 – Dayton, OH 1949 – Palm Beach, FL 1983 – Kansas City, MO 1916 – Springfield, MA 1950 – Houston, TX 1984 – San Antonio, TX 1917 – Detroit, MI 1951 – Poland Spring, ME 1985 – Philadelphia, PA 1918 – Roanoke, VA 1952 – Kansas City, MO 1986 – San Diego, CA 1919 – Indianapolis, IN 1953 – Los Angeles, CA 1987 – Montreal, PQ 1920 – Cincinnati, OH 1954 – St. Petersburg, FL 1988 – Charlotte, NC 1921 – Chicago, IL 1955 – Bretton Woods, NH 1989 – Des Moines, IA 1922 – Kansas City, MO 1956 – Banff, AB 1990 – Fort Worth, TX 1923 – Washington, DC 1957 – Washington, DC 1991 – Boston, MA 1924 – Montreal, PQ 1958 – Dallas, TX 1992 – Reno, NV 1925 – Grand Rapids, MI 1959 – St. Louis, MO 1993 – Nashville, TN 1926 – Colorado Springs, CO 1960 – San Francisco, CA 1994 – Chicago, IL 1927 – Dubuque, IA 1961 – Miami Beach, FL 1995 – Denver, CO 1928 – Asheville, NC 1962 – Philadelphia, PA 1996 – Washington, DC 1929 – Fort Worth, TX 1963 – Denver, CO 1997 – Vancouver, BC 1930 – San Francisco, CA 1964 – Chicago, IL 1998 – Orlando, FL 1931 – Louisville, KY 1965 – Montreal, PQ 1999 – Portland, OR 1932 – Cincinnati, OH 1966 – Phoenix, AZ 2000 – Cincinnati, OH 1933 – Chicago, IL 1967 – New Orleans, LA 2001 – Salt Lake City, UT 1934 – St. Louis, MO 1968 – Detroit, MI 2002 – Philadelphia, PA 1935 – Knoxville, TN 1969 – New York, NY 2003 – Charlotte, NC 1936 – Richmond, VA 1970 – San Diego, CA 2004 – San Diego, CA 1937 – New Orleans, LA 1971 – Hollywood, FL 2005 – Minneapolis, MN 1938 – Boston, MA 1972 – Minneapolis, MN 2006 – San Antonio, TX 1939 – Detroit, MI 1973 – Boston, MA 2007 - Pittsburgh, PA 1940 – Colorado Springs, CO 1974 – Dallas, TX 2008 - Richmond, VA 1941 – Hollywood, FL 1975 – Seattle, WA 2009 - Montréal, Québec 1942 – French Lick, IN 1976 – Toronto, ON 2010 - San José, CA 1943 – Chicago, IL 1977 – Atlanta, GA 2011 - Milwaukee, WI 1944 – Chicago, IL 1978 – Cincinnati, OH 2012 - Phoenix/Maricopa County, AZ 1945 – (No conference) 1979 – Phoenix, AZ 2013 - Boston/New England 1946 – Montreal, PQ 1980 – Kiamesha Lake, NY 2014 – Charlotte/Mecklenburg County, NC 1947 – Coronado, CA 1981 – Anaheim, CA

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