If City Council members really wanted to know what kind of City Manager the community thinks they should be shopping for, they should not have randomly tossed the question in the air, shut their eyes, held their ears and hoped it landed someplace fruitful.
They should have asked the Culver City Democratic Club, a longstanding group that regards shyness as an odious character deficiency.
Serena Wright, City Hall’s Human Resources Director — and perhaps its most under-rated ambassador (ambassadoress?) — came to the Democratic Club’s monthly meeting last night at the Vets Auditorium.
She was greeted by a tidal wave of strongly stated ideas.
Ms. Wright was introduced by Tom Camarella, one of the Democratic Club’s hard-driving personalities. In the last several weeks, Mr. Camarella, past club president, has positioned himself as the loudest, and until last night loneliest, community voice on the subject of the City Manager derby.
When the Council asked for input from residents, only Karlo Silbiger and Mr. Camarella ventured opinions.
(City Hall has posted a City Manager survey on its website, culvercity.org)
The Hiring Plan
“The City Council is very interested in hearing from the community on what you all would like to see in the new City Manager,” Ms. Wright said.
The application process closes a month from tomorrow. Three or four weeks later, after the original pool of candidates is whittled to a precious few, the Council is expected to make its call — once again with interrogating assistance from the community.
The first question for Ms. Wright was to describe the functions of the City Manager, who is Culver City’s chief executive. “He or she is charged with carrying out the directions of the City Council,” she explained. “The City Manager also oversees the 12 operating departments of the city.”
And then Mr. Camarella took the platform.
List of ‘Must’ Qualities
“I want to quickly mention some things we said three weeks ago about the position,” he began. “The City Manager should have ‘city manager’ experience, not just experience as a Chief Administrative Officer.
“We believe the person should live close to, or in, Culver City because our current City Manager lives in Cucamonga. He frequently says, ‘It’s too hard to get in in the morning, so I will come in late,’ and ‘I have to leave early because it’s hard to get out to Cucamonga.’
“Culver City has a unique nature. We are very special here, and we do things differently. We want to make sure that person will study our city.
“Third, the City Manager should be strong enough to face staff or the City Council if they’re not in agreement. We want the person to be open to reason and not afraid to put in the time.
“We want the person to understand the City Charter and the Constitution of the state of California and the Constitution of the United States.
“We want someone who appreciates timelines. We don’t want to work in a crisis mode all the time.
“We want a person who is not afraid to give bad news or say ‘no’ to someone.
“Lastly, someone who takes responsibility, (and does) less finger-pointing.”
Advisors Not Allowed to Advise?
Club member Laura Stuart was next. “One of the things I would like the City Manager to pay attention to is agenda items that should have gone to our commissions first before coming to the City Council,” Ms. Stuart said.
“Our commissions are bypassed because we don’t have enough time. Clearly, when there is a hot-button issue, there is time. But it just has been put aside and put aside until there is the ‘we have to bypass the commission’ argument.
“Why do we have (advisory) commissions if they are not doing their jobs and studying the issues and making recommendations?”
Democratic Club President Greg Valtierra spoke up. “I would like to see a commitment to transparent government,” he said. “Too many items come in at the last minute, and they are not well publicized. Community members do not know what is going to be talked about at a City Council meeting.”
‘The Most Important Idea’
Describing herself as a longtime resident, who felt “privileged” to live in Culver City, Catherine Yanda identified what she said was the most crucial consideration. “I cannot remember a time when our current City Manager — and I am not faulting him because I know it is a very demanding job — has come to a meeting like this on a regular basis and engaged us. Or when he has asked us, ‘What do you want to see? How can you help me? How can I get feedback?’
“I would like to see someone who understands that the City Manager’s job is not just the process, the nuts and bolts. The job is not just directing staff. It’s creating a culture where staff is engaged with the community because we are a partnership.
“I also would like to see him out and about more, to really understand who we are and what we do.
“I know the Council does that. The Council lives here. But it also is important the City Manager engage with us, not just be a shadowy person who is professionally good.
“We don’t really know anything” about the way the City Manager operates.
Ms. Wright acknowledged that “the City Council is looking for a candidate who will have high visibility.”
Shortly afterward, Ms. Wright packed up her bulging suitcase.
It was overflowing with concrete advice, a large bone of contentions for the City Council to chew on until Mr. or Ms. Right — as opposed to Ms. Wright — comes along.
