Diane Foster
City Manager
Park City, Utah
diane.foster@parkcity.org

It all comes down to trust. A talented team of department managers makes or recommends infrastructure decisions. Having worked for only seven years in local government, the past two as city manager, I learned quickly that trusting the experts is the only way for a manager to be successful.

I still remember the first time I was acting city manager. The city manager had just boarded a plane when the police chief called me at midnight. I answered the phone and heard, “We’ve found a dead man in his backyard, and his body is frozen.”

The next thing the chief said was, “Just want you to have a heads up." What the chief did not say was, “What should we do?” This was a critical first lesson for me, as it made me acutely aware that department managers know their jobs, are highly professional and incredibly capable, and that I can and should allow them to do their jobs.

 

Jonathan Greever
Director of Administration
Shrewsbury, Missouri
jgreever@cityofshrewsbury.com

In our small community (population 6,220), we have to implement these big-ticket items the right way, the first time. There are no “do overs”! So prioritization is key.

I start by reviewing our list of community needs and preferences. Then, I develop a game plan with staff to analyze the options.

Once the plan is in place, we interface with each of the stakeholders, including elected officials, civic and business leaders, and most importantly, the residents, to determine whether the proposed direction of the project mirrors what we initially projected. After a thorough vetting process, we proceed with developing an implementation plan.

Only by adhering to a comprehensive and robust approach can we best determine how to garner maximum value from these limited dollars. Across the board, this is the ultimate goal that prevails and drives us forward.

 

Angela Christian, ICMA-CM
Town Manager
Newport, North Carolina
achristian@townofnewport.com

Investments in infrastructure happen more often in response to a problem instead of the planned comprehensive approach that most of us would like in our decision making.

Usually, I start with a needs-assessment study, strategic plan, or capital improvement plan. As the project is being developed, I seek stakeholders for input and support as priorities and funding are determined.

From experience, I have learned to be aware of the hidden costs and unintended consequences. Check investments carefully for training and operations costs along with annual maintenance contracts to ensure the best long-term decision for your community.

Be bold enough to consider alternatives to meet the community’s long-term vision. It can make a big difference.

 

Charles Gable
Borough Manager
Gettysburg, Pennsylvania
cgable@gettysburg-pa.gov

On November 19, 1863, Gettysburg was overwhelmed by throngs of visitors to hear President Abraham Lincoln deliver his Gettysburg Address. Today, Gettysburg is a town of 7,600 residents tasked with supporting the infrastructure and services for more than 2 million visitors annually.

Infrastructure investment prioritization is largely based on the borough’s five-year street plan where every street, alley, bridge, and parking facility is categorized and assessed by the municipal engineer. Each is scheduled for maintenance on a rotating basis.

Technology upgrades are also a priority as streamlining financial processes are key to limiting cost increases.

All project costs are evaluated giving consideration to the borough’s debt-service fund so as to not go beyond the borrowing capacity of the borough, thus putting the borough’s credit rating in jeopardy.