Those who
have spoken with me about municipal government have likely heard one of my
favorite sayings, “If your city manager and planning director aren’t at risk of
being fired at least once a year, they’re not doing enough to make your city a
better place.”
Like most
good aphorisms, it contains a grain of truth along with a dose of exaggeration. Productive city employees shouldn’t be
expected to continually skate near the edge of termination. Not only would excessive changes be
disruptive to city halls, but employees, no matter their position, are human
beings, with human concerns about supporting spouses with community ties, taking
care of children trying to enjoy their high school years, and not risking retirement
vesting.
Furthermore,
innovation should not be encouraged only at the top, but should spring from
everywhere in city halls, with everyone from the city manager to the custodians
encouraged to offer ideas to improve city services.
Nonetheless,
we need city managers and other folks near the top of municipal organization
charts to be particularly alert to new ideas.
Thus, I was intrigued when StrongTowns offered a link to an audio
interview with the city manager of a small town in Kansas who had become a
devotee of the StrongTown message.
I’ve often
written about StrongTowns,
a Minnesota non-profit that decries the unsustainable costs of suburban sprawl
and advocates for a cautious approach to municipal growth and finance. In their words, a StrongTown is one that “is
obsessive about accounting for its revenues, expenses, assets, and long term
liabilities. Their mission statement concludes
with “We’ve run out of money. It’s now
time to start thinking.”
Readers not
yet familiar with StrongTowns are encouraged to download their Curbside Chat booklet,
which lays out the StrongTowns philosophy in a simple but comprehensive form.
I may not
agree with every conclusion reached by the StrongTowns folks, but I heartily
support their overall approach to municipal management. Many of my posts are linked on their
website. And I’ve belonged to
StrongTowns long enough that I’m included in their Founders’ Circle.
The audio is StrongTowns founder Chuck Marohn interviewing
Toby Dougherty, the City Manager of Hay, Kansas. Hays, a city of 21,000, is described as the
largest city in northwest Kansas, which says a lot about northwest Kansas
relative to the Bay Area. (The photo shows
the view from the Rooftop Restaurant in Hays and is from the website
inpursuitofpork.com.)
The
interview runs 52 minutes, so may go beyond the attention span of some
readers. But I’ll share my listening
experience in the hope that it gives a flavor.
Not being
good at single-tasking, especially if the task is staring into space while
listening to an audio interview, I soon found myself engaged in tidying up
emails when listening with half attention to Marohn and Dougherty drone on
about the Hays as a regional center and home to Fort Hays State University.
And then
suddenly I was caught up short.
Dougherty was talking about the need for his town to be financially
sustainable and to reject development that wouldn’t generate enough property
tax revenue to support its long-term maintenance. He was talking straight from the StrongTowns
playbook.
I knew there
were a few StrongTowns believers in city halls.
I’ve met and listened to some at the Congress for the New Urbanism
annual meetings. But those encounters
were like looking at birds in captivity.
I was pleased to know that the folks existed, but away from their natural
setting the impact was muted.
Listening to
a city manager talking the StrongTowns line, perhaps sitting with his feet on
his city hall desk in a small Kansas town, was far more real. It was like stumbling across a ruby-throated
warbler singing its song directly to me in the heart of the woods. Yes, StrongTowns, by interviewing Dougherty,
had pointed him out to me, but there was still an electric thrill of
discovery. And it was great.
My favorite
moment was when Dougherty talked about how, after long puzzling over contemporary
city finances, he came across the Curbside Chat, found the message compelling,
and forwarded the link to the City Attorney.
At 1:30am the next morning, the City Attorney emailed back a simple “Duh.” And just like that there were two StrongTown
converts in the Hays City Hall.
As homework,
those who aren’t yet familiar with StrongTowns are strongly encouraged to
download and to read through the Curbside Chat.
For those with 52 minutes to spare, extra credit is available for those
who listen to the Toby Dougherty interview.
But even for those without the 52 minutes, please take my word that
there is something thrilling about hearing the StrongTowns message coming from
the plains of Kansas. It gives hope.
In my next
post, I’ll talk about the relationship between underfunded pension obligations
and urbanism. I’ve often written that
the pension difficulties are a sign of the suburban mistake, but I’ve recently
come to a further conclusion about an ethical relationship between pension debt
and urbanism.
As always,
your questions or comments will be appreciated.
Please comment below or email me.
And thanks for reading. - Dave Alden (davealden53@comcast.net)
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