recruitment to ensure a positive long term
outcome.
Bill found that going from a large
organization to a very small one had its drawbacks, primarily
in the lack of staff support. On the other hand, he found the
direct daily interaction with citizens, employees, and elected
officials stimulating. He admitted, “It kept me on my
toes!” A bonus of Bill’s tenure in Timberville was
the chance to work nearly side by side with his son, have lunch
together, and discuss issues of mutual concern.
The town’s council and committees
appreciated Bill’s assistance during this transition
period. According to Robert Blosser, chairman of the
town’s personnel committee, “Bill’s review of
town operations and finances was most helpful, and he served as
a ‘sounding board’ for various ideas.” Mr.
Blosser was also impressed by Bill’s ability to empower
the staff with shouldering more responsibility for operations
while the town lacked a permanent manager.
Bill described his stint with Timberville
as “a very rewarding experience,” and felt that he
“provided needed assistance to help the
council…move forward in a positive direction.”
In the end, he made it very clear that he wanted to
absent himself prior to the new manager coming on board, and he
did.
These three cases demonstrate how the
expertise of retired or in transition managers can provide
communities with professional “band aids.”
Other former Virginia local government managers who have
recently worked in interim capacities are Ron Waller (town of
Louisa, VA and Kitty Hawk, NC) and Hugh
Cooper (town of Independence, VA).
The common threads in each manager’s experience
are the willingness to address the tough issues regardless of
their terms of service; frustration in not being able to have
more of an impact on larger issues in the time available; and
extraordinary personal gratification such service provides.
For the communities, the pluses are
equally clear. Each benefited from the expertise of a seasoned
professional it could not have employed normally; the stability
only an experienced manager could provide for staff and elected
officials during a difficult time of transition; and that
“new set of eyes” to take a fresh look at the
internal and external challenges all localities continually
face.
The Institute of Government is pleased to
play the matchmaker role between former managers and
localities. Often, the short term marriage is just what the
doctor ordered. 
For more information:
Tedd Povar
Virginia Institute
of Government
of Government
Associate Director
700 East Franklin St.,
Ste. 700
Ste. 700
Richmond, VA 23219
(804) 371-0202
http://www.coopercenter.org/institute
tep3e@virginia.edu
