Lone Star Journey
This April will mark my completion of four years as City Manager of Ventura. I thoroughly enjoy and appreciate the opportunity to serve a community that seeks to be a leader in accountability in government, civic engagement of our citizens, smart growth and environmental stewardship.
Recently, because of the success we've had, I was invited to be among seven semi-finalists for the City Manager job in Austin, Texas. I was both honored and intrigued. Austin is the nation's fifteenth largest city and one of the most rapidly growing. Austin's Mayor and Council have set the ambitious goal of making it "the most sustainable and livable city in America."
As I told the Mayor and Council during my interviews, neither being the manager of a major city nor moving to Texas were part of my life plan. I stressed that I was happy with my job in Ventura and would be pleased to return home to it. So why did I go -- since it inevitably raised questions about my commitment to Ventura?
I passionately believe that cities are ground zero for sustainability in the 21st Century. America is finally waking up to the reality that we cannot be economically, environmentally or socially sustainable unless we do a far better job of making cities work. For the past half century, we've operated as if cities could be neglected or even abandoned as we continued to sprawl outward, investing in ever wider highways to speed us to a better life. The staggering costs of this profligacy is now becoming clear: dangerous dependence on foreign energy sources, unaffordable housing, absurd commutes, a debt-laden economy and governments unable to afford the necessary investments in infrastructure to remain competitive in the global economy.
For a city like Austin (in Texas!) to want to lead the way toward a new model for cities is an exciting prospect. I knew that I would learn from -- and possibly contribute to -- their effort by sharing my insights into the challenge.
It was a great learning experience. The process involved sitting down for an hour each with the Mayor and six Councilmembers, meeting the 33 department heads and key staff leaders and presenting a 120 plan for getting started. There was intense press coverage from Austin's six television stations and two newspapers and going through that experience certainly sharpened my game.
I also came away convinced that the Austin Council had made the right choice in selecting two others as finalists -- both assistant city managers in major Texas cities. Sure, my competitive side was disappointed I wasn't picked for the top two, but it was the right outcome for Austin and for me. I never quite got over learning that Austin employs nearly 12,000 people in their city government. One of the important lessons for me is that I am better suited to the job of running a submarine than an aircraft carrier.
It may seem like an odd analogy, but it rings true. One of the most important lessons I've learned over the past four years in Ventura is that our success is almost entirely a result of our people -- and that flows directly from how relentlessly we focus on recruiting, retaining and developing them. The sheer scale of an organization like Austin makes it difficult to treat people as . . . people, not numbers on an organization chart.
I wish Austin every success in achieving their vision and look forward to watching their progress from afar. But what Ventura lacks in national visibility, I think we more than make up in human scale and potential. By creating our own model of livability and sustainability, I think we can leave a legacy not only for future generations who will live here, but be an example that inspires others.
Recently, because of the success we've had, I was invited to be among seven semi-finalists for the City Manager job in Austin, Texas. I was both honored and intrigued. Austin is the nation's fifteenth largest city and one of the most rapidly growing. Austin's Mayor and Council have set the ambitious goal of making it "the most sustainable and livable city in America."
As I told the Mayor and Council during my interviews, neither being the manager of a major city nor moving to Texas were part of my life plan. I stressed that I was happy with my job in Ventura and would be pleased to return home to it. So why did I go -- since it inevitably raised questions about my commitment to Ventura?
I passionately believe that cities are ground zero for sustainability in the 21st Century. America is finally waking up to the reality that we cannot be economically, environmentally or socially sustainable unless we do a far better job of making cities work. For the past half century, we've operated as if cities could be neglected or even abandoned as we continued to sprawl outward, investing in ever wider highways to speed us to a better life. The staggering costs of this profligacy is now becoming clear: dangerous dependence on foreign energy sources, unaffordable housing, absurd commutes, a debt-laden economy and governments unable to afford the necessary investments in infrastructure to remain competitive in the global economy.
For a city like Austin (in Texas!) to want to lead the way toward a new model for cities is an exciting prospect. I knew that I would learn from -- and possibly contribute to -- their effort by sharing my insights into the challenge.
It was a great learning experience. The process involved sitting down for an hour each with the Mayor and six Councilmembers, meeting the 33 department heads and key staff leaders and presenting a 120 plan for getting started. There was intense press coverage from Austin's six television stations and two newspapers and going through that experience certainly sharpened my game.
I also came away convinced that the Austin Council had made the right choice in selecting two others as finalists -- both assistant city managers in major Texas cities. Sure, my competitive side was disappointed I wasn't picked for the top two, but it was the right outcome for Austin and for me. I never quite got over learning that Austin employs nearly 12,000 people in their city government. One of the important lessons for me is that I am better suited to the job of running a submarine than an aircraft carrier.
It may seem like an odd analogy, but it rings true. One of the most important lessons I've learned over the past four years in Ventura is that our success is almost entirely a result of our people -- and that flows directly from how relentlessly we focus on recruiting, retaining and developing them. The sheer scale of an organization like Austin makes it difficult to treat people as . . . people, not numbers on an organization chart.
I wish Austin every success in achieving their vision and look forward to watching their progress from afar. But what Ventura lacks in national visibility, I think we more than make up in human scale and potential. By creating our own model of livability and sustainability, I think we can leave a legacy not only for future generations who will live here, but be an example that inspires others.
posted by Rick Cole at
8:14 AM
2 Comments:
Congratulations on your initial selection and experience, but I'm personally glad to see you stay and continue your work for Ventura.
I think it's great Austin was thinking of poaching our city manager, but I too am glad you're not going anywhere. It's exciting to see Ventura in 2008 lay the groundwork for Ventura in 2028. Since you came aboard, I've grown considerably more confident that we're heading in the right direction. I just hope this nascent budget crunch won't mean the return of short-term planning.
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