The corruption scandal that engulfed Bell’s municipal government in July 2010 illustrates the worst in human nature and, in the city’s rebuilding, the best in the local government management profession.

That month the Los Angeles Times broke the story that Bell’s then-city manager had betrayed the community’s trust by using his position for personal gain.

The scandal, which also involved the city manager’s assistant, police chief, and members of the city council, made international headlines and rocked residents’ trust in their local government. It also left Bell’s government in shambles with only one department head remaining.

The city manager and other high-level staff members were removed from their positions, and some had criminal charges filed against them. By early 2011, the previous city council had been recalled and a new reform-minded council elected.

The new council members faced the challenge of rebuilding a city organization, including vacancies in key positions, financial issues, legal challenges, and skeptical and suspicious citizens. Not to mention that it was the first time any of them had served in public office.

ICMA, working in concert with the City Manager’s Department of the League of California Cities and the California City Management Foundation, reacted quickly, reaching out to members of the local government management profession for help.

In just a couple of weeks, ICMA and its allies were able to recommend a temporary city manager, Ken Hampian, a highly respected retired city manager known for his knowledge, experience, and integrity.

Hampian agreed to take the position during the first 30 days, which were critical in the transition, but only if he worked pro bono.

He faced three main hurdles: to find a longer term interim (or permanent) manager; assemble a team of assistants who would also work without pay to help get the city back on its feet; and assess the state of the city’s financial, legal, and organizational challenges.

During the next several weeks, offers for pro bono help flooded in from all over the state. Finance directors, independent consultants, police deputies, city managers, and assistant city managers offered their skills and experience.

The city council then selected an interim city manager, Arne Croce. Like Hampian, Croce was a retired long-term manager highly respected by his peers. He had also volunteered in Iraq and Kosovo, helping them lay the groundwork for their civil society and local governments.

Croce continued rebuilding Bell’s government, solidifying departmental leadership, triaging the most critical problems and issues, putting an effective budget process in place, and – recognizing the importance of restoring the people’s trust in their government — ensuring the openness and transparency of all municipal business.

About nine months later, the city council hired a permanent city manager, Doug Willmore. Willmore, like Hampian and Croce, is devoted to the highest principles of the local government management profession.

Read more detailed accounts of Bell’s recovery:

• Bell, California: Where the Local Government Management Profession is Making a Difference
• Rebirth of Bell

Learn more about ICMA’s Code of Ethics, which governs the conduct of all ICMA members, sets ethical standards for professional local government managers, and which ICMA strictly enforces.