The Sun applauds the selection of Bruce Swingle as the new city manager of Truth or Consequences.
Swingle said he made the move because he likes a challenge, and managing city government will provide him several, given T or C’s reliance on utility fees for operating funds, burgeoning debt, impenetrable department policies, procedures and performance, unresponsiveness to citizen complaints, disinterest in long-range planning and piecemeal approach to infrastructure maintenance and replacement.
Thankfully, Swingle, who for the past seven years has served as Sierra County manager, brings demonstrated administrative skills to the job.
If we have a complaint about his past performance, it’s that, during his watch, the Sierra County Commission publicly endorsed conservative political positions, usually in the form of resolutions that were often drafted by Swingle and County Attorney Dave Pato. A public body that is supposed to represent the interests of all its constituents has no business taking sides on controversial issues (such as gun and right-to-work laws, endangered species recovery policies, NMCD2 Congresswoman Yvette Herrell’s vote to decertify 2020 presidential election results—to name just a few).
Politics aside, Swingle, who assumed his new responsibilities on Monday, has shown himself to be a good government practitioner. He hired qualified, hardworking staff and helped to develop their talents. His extensive verbal reports during county commission meetings demonstrated that he worked well with his team and knew the details and reasons for budget decisions and expenditures. He had a firm grasp of each department’s operational challenges and successes. The capital projects undertaken during his tenure were organic outgrowths of daily observation and on-the-ground assessments backed up by engineering studies.
Sierra Countians should also know that Swingle is among the few local government officials who understands their responsibility to answer questions from the press as representatives of the public’s interests. As county manager, Swingle took reporters’ phone calls, responded to their emails with cogent answers and did so promptly. Accessibility and accountability to the public via the news media built trust and confidence in his and his staff’s competence to manage public affairs.
For all these reasons, we hope City Manager Swingle will be receptive to quickly implementing the following 10 changes in procedure recommended by the Sun in the spirit of making T or C’s municipal government more transparent, responsive and effective.
1. Draft a resolution to be approved by the city commission that defines the parameters of the city manager’s authority to commit and expend public monies. The expenditure limit should be $20,000, with no project costs being artificially subdivided to avoid oversight by the city commission. The resolution should require the city commission to approve all expenditures above $20,000, even if such spending has been previously approved as part of an annual budget. This provision will ensure that commissioners and the public are more aware of how the city’s funds are being spent.
2. Revise the record-keeping on capital projects (defined by the New Mexico Department of Finance and Administration as those costing $5,000 or more). Over the last 21 months the Sun has been on the local government beat, the costs of various capital projects have been nearly impossible to track because of the city’s unorthodox budget format. All capital projects should be grouped in their own section of the budget, subdivided by department. Project financing should be broken down by source, including city funding, so that the public can see how its dollars are being spent. Expenditures, including payment of debt and interest, should be tied to specific projects.
3. Recommend to the city commission that an update of T or C’s 2014 Comprehensive Plan be included in the fiscal 2021-22 budget and completed within a year. Without a current plan, the city has no roadmap to guide its short-term and long-range capital projects, non-routine expenditures and staff time commitments.
4. Recommend to the city commission that master infrastructure planning be included in the fiscal 2021-22 budget and completed over the next two years. Suspend all unfunded infrastructure projects until the master plans are completed so that all needed repair and replacement projects can be done the most efficiently and economically.
5. Require cost-benefit analyses of projects for which grants are being sought to be prepared and presented to the city commission for approval prior to the submission of the grant application. If the monies sought come as a grant/loan, the analysis should include the loan costs, time frame for repayment and impact on the city’s total debt load.
6. Require department heads to submit quarterly reports to the city commission in writing and in person and to take questions from the commissioners about the reports at commission meetings. The reports, which should be routinely included in the packet for those meetings, should deal primarily with operational challenges and solutions and provide justification for the engagement of consultants and providers of professional and other services to ensure that the work is not able to be performed by department employees. Regular reports will ensure that department heads notify the city manager and commission of their desire to apply for a grant, hire an engineer, architect or consultant or initiate a capital or special project.
7. Require Wilson & Company engineering firm to coordinate the $50,000 economic feasibility study for “Riverwalk” development that it has undertaken for the city with the Turtleback Trails planning led by citizens with no-cost technical support from the National Parks Service to prevent each effort from working at cross purposes.
8. Recommend that city commissioners respond to issues raised by members of the public at commission meetings or pledge to provide answers at the next meeting. The commissioners’ current practice is to answer selectively, if at all.
9. Make sure the city commission packet contains all documents pertinent to the meeting agenda. For example, if a grant is being considered, the draft grant application should be included. If a project is being considered, a cost analysis, project budget and proposed revenue sources should be provided. Otherwise, neither the commissioners nor the members of public can make intelligent appraisals of the issues to be considered.
10. Require department heads to answer reporters’ questions to the best of their abilities and turn over requested documents as soon as possible.
Correction: This editorial has been edited to correct the statement that, as county manager, Swingle was an elected official.
Thank you, Diana! These are excellent recommendations for Bruce Swingle and our city commissioners. It gives me hope for some transparency and accountability for our city government.
Great suggestions. Here’s one more. Make the meeting agendas more informational. In addition to the ordinance number, include a sentence or two (in plain English) saying what the item is about and why it is on the agenda—e.g., what is the issue? This would help me decide if I want to attend a meeting, or write a letter to the manager or the commissioners, expressing my views ahead of the meeting.