I began my career in the late 1970s and was energized about becoming a city manager. I was hired for my first job, however, 30 days out of graduate school as a development director and remained in that capacity for six years.

During my sixth year I decided I was ready to begin seeking a city manager position. When I went on my first interview for a city manager position I did not get that job, though I did learn that other credentials might enhance my opportunities.

I became a certified building inspector as well as a certified emergency management technician, obtained a license to operate a sewer plant, and passed a test to operate a water treatment plant. The certifications were definitely beneficial when I interviewed for the second time in another community several months later, and I got the job.

The mayor told me the position was created by vote of the council and could change at any council meeting. This change was by ordinance, not by charter. There wasn’t any guarantee for tenure and no contract. Fortunately, the mayor was extremely supportive of the position.

In addition, I would have to accept an $8,000 pay cut from $26,000 as a development director to $18,000 to accept the city manager position. I was married with no kids, the risk was worth taking.

I remember that my dad, a 44-year employee in a central New Jersey factory, didn’t think it was such a great idea. It was a huge risk to say the least, especially the $8,000 pay cut. I was finally offered the job and accepted the position as the community’s first city manager.

Early Challenges

The city had a $1 million budget with a deficit of some $150,000, a small staff, and no shortage of problems. Walking in the city hall door, I was handed an envelope from the U.S. Environmental Protection Agency (EPA). I thought, this is nice, I’m getting a congratulatory note.

Instead, the envelope contained a summons from EPA for several violations at the sewer treatment plant, and the city was subject to a $1,000-per-day fine. Some welcome it was, and it was definitely not a situation to take lightly.

I started the job and discovered there was a core of energetic and enthusiastic residents who wanted positive, productive change in their city government. This wasn’t the case for everyone, though.

Not long after I started working, I had to decline doing a few “favors” for several councilmembers. It wasn’t long before a newspaper headline urged: “Dump the City Manager and the $18,000 Salary and Let’s Fix up the Downtown.” I was advised that it was not a personal issue against me, it was just a better way to proceed.

Now that was funny, again more when I think it about today than at the time. To put this in perspective, the $18,000 would not cover the development of specifications to fix up the downtown because the central business district needed a lot of attention.

And, of course, it was personal.

Leading by Example

So I did the best I could, knowing council votes could be 9 to 2. I engaged open door management style and provided leadership by example. I spent a day working in each department. I worked with public works, police, fire, and all office departments and tried to gain credibility, wherever and however possible.

Being a community that was located near a body of water that had combined sanitary-storm sewers, the city had considerable residential sewer problems. For an extended period of time I received calls to come and observe sewer drains backing up in basements. (That was not funny then, but it is now.)

Many of these calls were made at 3 a.m. Perhaps the homeowners were afraid the raw sewage would be gone when I got to work at 7 a.m. The good news is that, one by one, with the help of a dedicated and cooperative public works department, the problems were resolved.

I did gain credibility and was a grand marshal in the annual community fall festival parade. I was not exactly happy that I was asked to be the grand marshal; it was actually easier watching sewers backing up.

Proud Moments

I was proud of authoring a $500,000 grant award to help fix up the downtown. That truly was the point that made the position credible and worth keeping. The two councilmembers who wanted to use my salary to fix the streets did not get reelected.

I never responded publicly, never said a word, and never entered any debate. I just did my job. I was lucky to work with a great and supportive mayor, including his entire family and relatives, to provide the foundation I needed to “hang in there.”

What I am most proud of, however, is that this city still has the council-manager form of government, and I have many things to remember fondly when I consider my first management position.