In the span of my career, the role I held the longest was that of a borough administrator in a community with a population of approximately 3,300. Prior to joining that municipality, I initially believed my talents were better suited for leadership in larger, seemingly more complex, areas and that managing a small town would lead to boredom. However, my assumptions were entirely off the mark.

Despite the positives of so many of the communities I served, this role turned out to be the most professionally rewarding, notwithstanding its challenges. Small towns across the globe face a wide range of unique issues based on their geographic location and the character of their communities. Yet, there’s a common thread—the unique challenge that arises when those making and implementing the policies and the residents they affect are closely knit due to the community’s small size. 

This close-knit nature adds a personal element to various decisions, thereby increasing the complexity of managing a small community. Decisions may affect friends and neighbors directly, making it harder to maintain professional distance. Even if you don’t reside in the community yourself, you can’t hide from tough personnel or policy decisions that may impact employees with longstanding relationships with residents and stakeholders, especially if those decisions involve the loss of employment or contracts.

On policy matters, small towns are often characterized by a strong sense of tradition and resistance to change. This can make it difficult for a manager to implement new initiatives or changes, even for the benefit of the community. In a close-knit community, transformational change can be seen as disruptive. This is doubly challenging because small towns are often more politically engaged. This forces managers to navigate complex political landscapes, including managing relationships with elected officials, influential community groups, and individual residents. Staying apolitical while managing political dynamics is a delicate balancing act.

All of this can lead to conflict with your governing body when making decisions within your statutory authority and based on your professional expertise. Such discord may arise if your decisions contradict the pressures they face, primarily due to the inherent challenges associated with managing a small community, which closely resemble the complexities experienced by an elected official in a small community.

Overcoming These Challenges

There is no one-size-fits-all solution to overcome these issues, but there are ways to mitigate the inherent challenges I’ve described.

Excessive Transparency

In a small and civic-minded community, residents will demand transparency, oftentimes more than in larger communities. Every decision, policy change, or public project will be scrutinized, and the manager must be prepared to explain and justify these actions. When decisions are made with this in mind, residents feel like they have a meaningful voice, and their contributions are likely to be more productive and substantive. Maintaining a high level of transparency helps residents understand the reasons behind decisions, which goes a long way toward combatting misinformation. Community-wide trust is enhanced when those civic-minded residents who stay abreast of the issues share that level of confidence with those who may be paying less attention.

Robust Manager’s Reports

Many managers have admitted that upon attaining a level of comfort in their roles, they often inadvertently reduce the depth of their reports during council meetings, focusing solely on what they alone perceive as the community’s main interests. However, it’s crucial to acknowledge that in a smaller community, operations and policy interests parallel those of larger communities. The primary distinction lies in the number of individuals voicing their concerns, and in a smaller community, each voice has the potential to have a greater impact on decision-makers and higher influence within the community.

Avoid the pitfall of confining your information to what you perceive as high-priority projects. Understand that issues or changes you consider minor may hold greater significance in a smaller community. Hence, act like each meeting and report is your first, and come prepared to inform and impress. Despite the low attendance, the intimate nature of a small town makes it likely that critical information will reach relevant stakeholders.

Using Technology to Promote Transparency

As mentioned, small towns often exhibit a higher level of involvement and understanding of their local governments, and it is, therefore, pivotal to leverage technology to increase transparency. Software solutions, with pricing structures that reflect the community’s population size, are readily available and affordable. These include agenda management tools, public records platforms, 311-type mobile applications, and software that helps facilitate community feedback.

In the absence of these software solutions, there are cost-free alternatives that can be equally effective. Social media offers a free platform for information dissemination. Video updates on various community matters can be easily recorded and shared through smartphones. Consistent updates—using blogs, photos, and timelines for capital projects—significantly contribute to promoting transparency within the community.

A good example of this is when Alex Torpey, former city manager of Hanover, New Hampshire, created a podcast, “Hanover Happenings,” to drive public engagement. Remarkably, in a town with only 12,000 residents, the podcast had more than 10,000 listens. This example highlights the role of innovative technology in fostering community engagement and transparency.

Understanding the Political Landscape

Notwithstanding its originator’s objectionable views on issues of race, the politics-administration dichotomy is the foundation of the council-manager form of government that still stands today. Perspectives on this dichotomy may differ slightly, but there is one constant: managers must maintain political impartiality and refrain from decision-making influenced by politics. This, however, should not imply hostility toward politics or completely disregarding a community’s political environment. 

For instance, I faced considerable backlash in a previous community for a personnel decision that affected a long-standing employee and resident. Upon reflection, while I would have stood by the decision, my approach would have been different given the political climate I had overlooked.

Awareness of your community’s political dynamic and influence on the decision-making process does not contradict this dichotomy. It can involve simple adjustments, such as altering the timing of a decision or preemptively informing key stakeholders about significant impending changes that will affect governmental operations.

A Delicate Balancing Act

Serving as a manager in a small town presents several challenges that result from the close-knit nature and the strong sense of tradition. You can address these challenges with strategies fostering transparency, leveraging technology, and maintaining a keen understanding of the local political dynamic.

Aside from the traditional administrative functions, working in a small community requires a delicate balancing act of managing relationships and navigating complex political dynamics. When done successfully, small town management offers unparalleled opportunities for personal growth, professional development, and community impact.

JERRY GIAIMIS is the Northeast regional director of ICMA (jgiaimis@icma.org).