(17) How satisfied are you with the management of the city?
Alston: This is THE question. Overall, Henderson has effective management. There are those, who for various reasons, wish to see changes in management. The solution is in devising specific management directives. When the directives are not met, then it is time to address the administrators.
Gupton: I feel the city council spends too much of its time with trivial matters that could be handled by the individual departments. However the Department Heads can only manage as well as the city manager will allow.
Harper: I would be more satisfied if the new City Council will direct the city manager to dig into some issues that may need to be managed for greater efficiency. For example, whether or not to hire a professional engineer for the Kerr Lake Regional Water System, whether to consolidate buildings, and whether to adjust pay scales. In addition, I wish there could be a long-range plan and more proactive communication with the city’s customers, its citizens.
Daeke: For an outsider looking in, my experience with city management has been very good. I’ve worked with community development and planning and engineering the most (DDC, Zoning Board, Planning Board). I have seen City Manager Eric Williams lead the VOICE committee with excellent results while keeping everyone focused and on task. I do believe that since we have some positions open, it is an opportune time to look at the organizational structure and see if changes are needed. I would also ask the manager for a cost reduction plan in areas of travel, cell phones, clothing allowances, etc. (except for essential services), appropriate use of merit raises, and review of all contracts for savings.
Yount: I am not satisfied with the management of the city, and I have tried to make this a campaign issue because it is so important to the future of our city. My opponent has “full confidence in our city manager.” Unfortunately, I do not. We are flying by the seat of our pants in many areas. The issues facing Henderson are difficult and increasingly complex. We need management to analyze issues in a new and creative way and to exhibit an excitement and interest in bettering Henderson in every way. Presently we are operating out of a react-repair mode, or a find-a-problem, try-to-fix-it mode, which is much easier than the predict-prevent mode we should operate from. We are looking to prior achievements to show successful operation of Henderson, and, therefore, we are not being accountable for present or future stakes, especially in our finances. We are undergoing a fundamental shift in many avenues that may be out of the comfort zone for some. I understand this, but at the same time, the citizens of Henderson have a perfect right to ask demanding questions and expect complete answers. The economic forces that contributed to our abysmal fund balance were NOT beyond our control, but we only reacted to the crisis when it could have, and should have, been prevented. Even though past events have ensnared us, we can still produce results for our city and make Henderson a thriving hub of jobs and prosperity. Irrelevant treatment of our problems does not make the problems go away. We need strong leadership that will insist management be relevant and build ownership with all the council and all the public.
Wester: Our management team is very capable of carrying out whatever policy is determined by the council AS A GROUP. Our management team is also very capable in making us aware of why some things should be given further consideration. One role of management is to make sure the council is fully aware of the unintended consequences of all actions and policies. Council and staff bring different talents to the table, and we should work with each other’s strengths and be supportive to overcome weaknesses. There will always be differences in opinion, and we must do a better job of resolving those differences and moving forward.