Welcome
aboard Mr. Bragg
by
Mike Kroll
Although Tuesday was his official first day on the job
Galesburg's new city manager got off to an early start last week as he spent
time in City Hall meeting his staff and getting briefed by outgoing city
manager Gary Goddard. Bragg's
first city council meeting Tuesday night was uneventful, and that's undoubtedly
as he hoped. The meeting agenda was light and free of controversy and the
council inclined to sprint through it completing Bragg's inaugural meeting in
near record time but his first real test will come next week.
Galesburg starts 2007 with a new city manager at the
helm, four of seven seats on the city council up for grabs in the April
election, and a minor budgetary crisis. Two nights next week will be devoted to
discussions of that budget mess with scheduled work sessions on Wednesday and
Thursday night (January 10 & 11) beginning at 6pm. Mayor Gary Smith
explained that the first night will be largely devoted to hearing public
comment but that once such comment was completed discussion would be limited to
council and staff. Bragg is expected to offer a summary of where the 2007 city
budget stands and realistic suggestions for dealing with the revenue shortfall
Goddard has projected as approaching $1 million.
Quite frankly this seems like an unfair test of
Galesburg's newest hire. With barely a week to settle in Bragg is being
expected to explain a budget he had no hand in developing to a council that has
so far exhibited little comprehension of the issues involved and even less
inclination to assert any leadership in the matter. At this point it is too
late to even consider raising property taxes, the vast majority of the budget
expenses are not realistically reducible without stinging personnel and service
cuts, and what remains of so-called discretionary spending is but a small
sliver of the city budget. Without the imposition of new taxes (an approach the
city council has already eschewed) the only remaining option is spending down
funds already accumulated in the city's bank accounts and asking city
departments to be extra cautious about this year's spending.
Tight
budgets are nothing new to Bragg. Coming to Galesburg from Decatur, a city
roughly two and a half times our size but which has suffered similar economic
hardships in recent years past, he has been part of a team that worked to hold
down city spending and beef up economic development. In fact as assistant city
manager for economic and urban development in Decatur Bragg was in a position
similar to that held by Roy Parkin here. Bragg told me that he and the other
three assistant city managers in Decatur worked closely with Decatur city
manager Steve Garman to develop that city's budget.
ÒThe budget issue is much more of a long-term issue
than a short-term one,Ó explained Bragg. ÒWe are really too late in the process
to make really significant changes for the coming year and an awful lot already
appears to have been trimmed from this city's budget. From what I have seen so
far there isn't much 'fat' left to eliminate and the council has limited
choices it can make. My job next week will be to help them understand how
limited their options are at this point and emphasize the importance of longer
term planning to avoid situations like this in the future. The city council has
created a 'pay me now or pay me later' scenario where most of the expenses that
appear to be potential cuts will actually result in higher costs in future
years. Sometimes it is easy to think small and not look forward or take into consideration
the real costs of decisions made today that have a variety of future
consequences.Ó
ÒI have the advantage of coming into this situation
fresh and with no history or bias, an impartial observer if you will. Hopefully
I can see possibilities that have so far eluded the staff and city council
because they have been so close to the issues involved. At this point I am
still an outsider without any personal investment in any city program,
department or personnel and that just might make it easier for me to offer
suggestions that might not otherwise come up. This is a short-term
situation that I won't long be
able to leverage to my advantage as I assume my new role here.Ó
Bragg is a young, bright and articulate guy. Married
and expecting his first child in March, he and his wife have already purchased
a home here in Galesburg. (Goddard rented for the entire eleven years he spent
in Galesburg) On Tuesday night following the city council meeting we sat down
in Bragg's new office to chat about his new job, his first impressions of
Galesburg and to learn a little about the man himself. The office had been
repainted over the weekend and all of Goddard's touches were gone. Bragg hadn't
yet had an opportunity to make the office his own and he admitted to not being
entirely comfortable in it yet.
ÒThis is a very different physical and organizational
layout from what I am used to in Decatur. The city government and staff is much
larger there but the arrangement of Decatur's administration building placed
all of the top city staff within a stones throw of one another. We literally
crossed paths every day all day long and it was common to drop into each
others' office to discuss an issue extemporaneously. It was not uncommon for
the city manager to gather us up on a moments notice to immediately discuss
some item or problem and we treated management of the city as a team. I like
that approach and I hope to implement it here. I will rely on department heads
to provide me with the information I need to make good decisions or policy
recommendations to the city council. In the past I have always encouraged a
high level of autonomy in my professional staff because I feel that this is not
only a more efficient way to manage but encouraged greater creativity as well.Ó
Bragg believes in being flexible within broad
constraints. He admits that there are many detailed aspects of running the city
that no city manager can even completely understand or appreciate. Like a
business manager he feels you need to hire staff with such expertise and
provide them with the resources to accomplish the tasks assigned. He is also an
approachable guy who wouldn't hesitate to listen to ideas from city staff and
is open to new viewpoints other than his own.
ÒI don't begin to understand the specifics of fleet
maintenance or the day-to-day operations of the various city departments, I
know just enough to be dangerous about running a police or fire department.
That's why the quality of my staff is so important to me. The existing setup of
Galesburg is different than I am used too but that doesn't make it wrong. For
the time being I'm going to work within the present system, take note of what
works well and what doesn't work before I begin to consider making any
significant changes.Ó
As to dealing with the city council itself Bragg said:
ÒThere is a very fine line between the council and the manager. I think the
quality of the relationship between the council members and the manager is the
key to both success in running the city and survival in your job. Hopefully I
will be able to give the council good information enabling them to arrive at
good decisions while simultaneously managing city operations effectively within
our resources.Ó
This is a new job for Bragg on a number of different
levels and for all our sake let us hope he succeeds beyond all expectations.
01/04/07