For Bill Ayub, city manager of Ventura, California, public service began with an example close to home. His father worked as an electronics engineer for the U.S. Navy designing missile guidance systems, and he continuously chose public service over more lucrative private-sector opportunities. “He instilled in me the pride and sense of accomplishment he felt in serving his country as a public employee,” Ayub reflected.

That example stayed with him, and by junior high school, Ayub was considering a career as a police officer. Encouraged by a youth minister who became a deputy sheriff, he began building experience as a police cadet, dispatcher, and reserve officer while attending college. “I found the work thoroughly rewarding and challenging, and I loved every minute of my service.”

Ayub went on to serve 37 years in law enforcement, including four years as the twentieth sheriff of Ventura County. Appointed Ventura’s city manager in 2023, he now oversees 11 departments and more than 700 employees. His career in public safety informs how he approaches the broader responsibilities of municipal leadership.

“My cumulative experiences in public safety ran the gamut from critical split-second decision-making to strategic long-range planning, all of which contributes to and supports an adaptive leadership approach that is situational.”

For Ayub, those experiences helped develop his ability to assess risk, make balanced decisions, and focus on high-quality service. He sees leadership as a skill that first responders practice throughout their careers. “First responders are trained to be leaders in the academy and then become career-long practitioners of leadership.”

Preparing for the Unexpected — and Building Trust While Doing It

That perspective is particularly relevant when it comes to emergency preparedness. As a coastal community, Ventura faces risks that include wildfires, flooding, seismic activity, and human-caused disasters. Ayub considers preparation a core responsibility of the city manager’s office—one that requires anticipating future needs, maintaining trained and equipped personnel, and ensuring the city has the financial capacity to respond.

Emergency planning, he explained, involves “futuring”—anticipating what may come and preparing accordingly.

Training and plans must be reviewed and updated regularly so the city can respond to foreseeable scenarios and mitigate their impacts.
Preparedness also depends on trust. Strong relationships and clear, balanced communication help residents feel confident that their local government is ready to act. Local government employees, too, need to understand and believe in the organization’s readiness.

“Continuously growing public trust is critical before a crisis is at hand,” Ayub cautioned. Being accessible and communicating with the public about preparedness are essential to keeping the community safe.

Bringing a Public Safety Perspective to City Management

Ayub’s move from public safety to city management grew from his connection to Ventura and his desire to improve services for residents. As a longtime resident and public-sector employee, he saw opportunities to address gaps in service delivery and believed his management experience could make a difference.

His law enforcement leadership had provided experience in human resources, finance, crisis communication, community engagement, intergovernmental relations, and public safety. But leading a city also meant recognizing what he did not know. “Perhaps most importantly, I learned that the chief executive of a large organization could not and need not know everything about the organization, but they better surround themselves with people that do,” he emphasized.

When Ayub recognized that land use and development were areas where he needed more expertise, he hired an assistant city manager with a strong background in community and economic development. The addition helped round out the leadership team—a practical example of matching organizational needs with the right knowledge.

Advice for the Next Generation

For emerging local government professionals, Ayub recommends finding mentors and learning from peers through professional associations. He continues to connect with other leaders to discuss challenges, exchange ideas, and explore creative solutions. He also encourages professionals to take on opportunities that push them beyond their comfort zones. “If that is public speaking, for example, they should seek out opportunities to improve their skills in public speaking through practical experience or joining a club such as Toastmasters.”

Ayub also points to professional associations as a valuable source of peer connection and learning. Since becoming city manager, he has joined ICMA and remains involved with the California League of Cities and the Municipal Management Association of Southern California.

“The closest thing to a peer that a city manager has is another city manager.” Connecting with other managers and aspiring leaders through ICMA, along with the association’s training opportunities, has been especially valuable to Ayub. “Professional associations, such as ICMA, are a vital component to success in local government management.”

Leading the Community He Calls Home

While serving his peers and the profession itself is something Ayub prioritizes, serving Ventura carries a more personal meaning. He was born and raised in the city and continues to call it home. Ayub’s knowledge of its history and his relationships across the community help him hear candid feedback about city services and identify where improvements may be needed. “I love serving my hometown.”

For Ayub, staying accessible is one key way to strengthen his residents’ trust and confidence in local government. From his first days as a young police cadet to leading a city with more than 700 employees, Ayub’s career has been shaped by service, preparation, and the willingness to keep learning. His experience offers a reminder that effective local government leadership depends not on having every answer, but on anticipating challenges, building trust, and surrounding yourself with people who bring the right expertise.
 

JESSI FINLEY is a marketing manager at ICMA.