 Managing today’s complex local government operations and
providing residents with the services they need is no small
chore. Most of us take for granted the public services our
communities provide—from law enforcement and recycling,
to emergency response and public transportation. While we
often see the people deliver these services—police officers,
sanitation workers, paramedics, bus drivers—we may forget
that there are others behind the scenes who help ensure that
our public services operate smoothly and efficiently each and
every day, 24 hours a day.
Professional city, town, and county managers are just such
people. You may now them by various titles: city manager,
county administrator, town manager, chief administrative
officer. Their primary responsibility is to keep your community
running smoothly. These highly trained, experienced men and women are committed to meeting the challenges
described above every day. To do so, they work with a range
of individuals involved in public safety, public works, community
and economic development, and many other service
areas. You can count on this team to make your community
a great place to live!
Under a system of local government called the councilmanager
form, the elected officials are the community leaders
and policy makers who establish a vision for their city, town,
or county and who hire the manager to carry out policy and
ensure that all residents are being equitably served. The
manager coordinates the work of department heads and
other employees, who help ensure the smooth and efficient
delivery of services. By building public/private partnerships,
managers target all of a community’s resources to solve
current problems.
While the council-manager form is the structure of
government that is most supportive of successful professional
management, city, town and county managers work
effectively in all types of communities.
What skills do professional managers
bring to their communities?
As the needs of our communities have become more
complex, so has the job of city, town, and county managers.
In the early years, many professional managers were recruited
from the ranks of civil engineers, who were trained to build
and maintain the community’s infrastructure, such as bridges, roads, and water systems.
Today’s managers must also possess the management “know-how” to build strong communities, if not from the
ground up, then by ensuring the continuous improvement
of community services. Many of today’s city, town, and
county managers hold bachelor’s degrees in public administration,
political science, or business. Increasingly, these
individuals enter the profession with a master’s degree,
often in public administration.
City, town, and county managers draw on a wealth of
experience and a multitude of skills to get the job done.
The job includes:
Administration of personnel—providing direction and
leadership to department heads and those who provide direct
services to the community
Management of public funds—ensuring the cost-effectiveness
of programs, balancing budgets, and securing the financial
health of the community
Implementation of programs and policies—working with
elected officials and community leader to achieve common
goals and objectives for the community
Coordination of service delivery—anticipating future needs,
organizing work operations, and establishing timetables to
meet community needs.
Above all else, today’s professional city, town, and county
managers bring to the communities they serve a commitment
to maintain the public trust and confidence in local government, achieving equity and social justice, affirming human
dignity, and improving the quality of life for all residents.
What professional managers do
Work with elected officials as they develop policies.
The manager may discuss problems and recommendations,
propose new plans, or discuss issues that affect the
community and its residents.
Ensure that laws and policies approved by elected officials
are equitably enforced throughout the city.
Seek feedback from residents and members of the business
community to address and solve problems.
Prepare the annual budget, submit it to elected officials for
approval, and implement it once approved.
Supervise department heads, administrative personnel, and
other employees, and supervise top appointees.
Solicit bids from contractors and select or recommend
the appropriate individuals(s) or organization(s) to perform
the work.
Investigate citizen complaints and problems within the
administrative organization and recommend changes to
elected officials.
Manage the day-to-day operations of the city, town,
or county.
From vacant lots to parks for tots…
From flu shots to three-point shots…
From 24/7 to 9-1-1…
From conservation to preservation…
From balanced budgets to high-tech solutions…
From emergency readiness to response and recovery…
From light poles to evening strolls…
From sandbags to sandboxes…
From suburban sprawl to downtown malls…
From cool retreats to snowplowed streets…
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