As the community continues to assess the reward vs. risk in changing to the council-manager form of government, it is vital that verifiable facts be available for making that assessment. It is the purpose of this letter to put those facts on the table to counter the myths and anecdotes in circulation which are not verifiable.

Myth: The transition to council-manager is fraught with peril.

Fact: Dozens of cities our size have accomplished this without descending into chaos. In fact, El Paso, Texas, the largest U.S. city at over 500,000 population to make the change, did so three years ago and the reports make mention of the value of the tremendous local community support.

Myth: Managers are revolving-door employees, moving city to city.

Fact: The average tenure for city managers is five to seven years with many having tenure longer than 15 or 20 years. Like all management situations, this one requires the right mix of personalities, blending of responsibilities and temperaments amenable to compromise. Many of the reports of long- tenured managers note the value of their ability to bring community vision to reality with the implementation of council-driven plans that have longer horizons than the next election.

Myth: It’s not the right time.

Fact: If not now, when? The old adage of “when you find yourself in a hole, stop digging” has direct application to our circumstance. We have an insolvent city, with very high staff turnover and one with the propensity to attract lawsuits like bees to honey.

Myth: The council, as it is now, could assume a more powerful role as in the congressional model.

Fact: By state law all executive powers reside with the mayor and none with the council which can only approve budgets (spending plans, not real budgets) and ordinances. As an example of the differences in authority, in 2006 the city administration withdrew staff and space for the City Council Finance Committee, thus preventing it from meeting during the crucial 2007 budget process. This lasted six months and led to a very contentious budget process and a document that had to be revised just two weeks after approval due to the arrival of “new” information. Council could do nothing to reverse this dictum.

Myth: Enforce accountability at elections in the time-honored tradition.

Fact: Reality suggests that without accountability a community does not have a democracy. Council-manager form offers accountability that is “real time” in that a manager can be dismissed for cause. The strong-mayor form offers “sometime” accountability in that a mayor cannot be dismissed, except for egregious legal errors, only at the next election.

I hope this clarifies some of the fine details necessary for a fact-based conversation.

Bob Fortner

Vote’09 Campaign