The Critical Need for Specialized Expertise in Municipal Management: Educating Elected Officials on the Stakes

As city managers, we face a unique challenge: conveying the importance of specialized expertise to the governing body. Many elected officials bring private sector experience to their roles, where it’s common for employees to take on tasks beyond their job description. However, this approach can be problematic in municipal management, where the consequences of mistakes are far more severe.

In the private sector, a business owner might expect a manager to handle various responsibilities, such as health regulations, labor laws, and financial management, without necessarily having the relevant degrees or expertise. If the manager makes an error, the consequences are typically limited to a regulatory warning or fine.

In contrast, mistakes in the government sector can have far-reaching and devastating consequences. A city manager’s error can lead to widespread repercussions, affecting not only employees but also the elected officials themselves and, depending on the issue, affect funding thus affecting taxpayers. Financial mistakes can trigger state or federal audits, while human resources errors can result in costly lawsuits, as the public often perceives municipalities as having significant financial resources.

Having transitioned from the private to the public sector myself many years ago, I’ve learned that the stakes are indeed much higher in government. The public sector is subject to intense scrutiny, and issues must be publicly disclosed, whereas private businesses often have more flexibility in managing their mistakes.

This is why it’s crucial to educate elected officials about the need for subject matter experts in municipal management. While a city manager may have a degree in one relevant field, it’s unlikely they’ll have expertise in all areas, such as finance, human resources, water quality, and urban planning.

Attempting to “fake it” or rely on general knowledge can be disastrous. By recognizing the importance of specialized expertise, you can ensure that your city is managed effectively and efficiently, minimizing the risk of costly mistakes and reputational damage.

Another problem is that many elected officials in smaller municipalities think ‘we’re so small, we can’t afford Directors with degrees; the Manager can handle it’. The size of government doesn’t really matter; we all have the same departments based on the required public services as well as the same regulators watching over us. Whether you’re a New York City or a small fishing village down the coast, we have the same needs and expectations.

I’ve found the key is boiling it down to dollars and sense (no, that’s not a typo or bad grammar). We could, for example, spend $100k on a Finance Director, or spend over $300k hiring consultants and vendors over the next five years to correct an unfavorable audit finding. It just makes sense to spend the $100k instead of $300k.