2022 TCMA Service Awards
New Member Applications
Meet Your Colleagues
Strategic Diversity Plan-Do You Have One?
Happenings Around the State
TCMA Educational Events
Memos on Meetings
2022 tcma Service awards
TCMA annually recognizes members who have reached service milestones. The service awards honor TCMA members who have been full or associate members in full-time service as an appointed employee of a local government entity for a minimum of 20 years. Although TCMA and ICMA are similar organizations, the criteria for service awards are not identical. TCMA service years are determined by number of years as a TCMA full or associate member rather than number of membership years and are current with their membership dues.
Listed below are the names of those individuals identified as meeting the criteria necessary to receive TCMA service awards. Please review this list and contact Kim Pendergraft at email@example.com or 512-231-7400 by April 15 if you can offer any corrections. These individuals will be recognized at the TCMA Annual Conference Awards Luncheon on Friday, June 10.
(As of July 1, 2021, the following members have been reviewed by the Board and approved per the TCMA Constitution Article V, Section E.)
Linnette Barker is no longer the city manager of the City of Ingleside.
Chris Boone (planning and development director) will serve as the interim city manager of the City of Beaumont, effective March 31.
Kim Davis is no longer the city administrator of the City of Poteet.
Sara Hensley was appointed as the city manager of the City of Denton.
Kelly Johnson is no longer the city administrator of the City of Hedwig Village.
Mark Kaiser retired as the city administrator of the City of Aubrey. Charles Kreidler is serving as the acting city administrator.
Charles Lino is the new city manager of the Town of Pecos City.
Glen Martel is the new city manager of the City of Live Oak.
Rolin McPhee is the new city manager of the City of Longview.
Kent Myers will retire as the city manager of the City of Fredericksburg, effective September 30.
Ben Nibarger is no longer the city administrator of the City of New Fairview.
John Sheedy was appointed as the city manager of the City of Del Rio.
Greg Smith retired as city manager of the City of Denison. Bobby Atteberry is serving as the interim city manager.
Dean Sullivan was appointed as the city manager of the City of Mineral Wells.
The TCMA Management Messenger welcomes the following new members approved by the Executive Committee on February 24, 2022.
Full: Andrea Carrillo, Village Administrator, Vinton; Scott Huizenga, Assistant City Manager, Fair Oaks Ranch; Caleb Kraenzel, Assistant City Manager, Marble Falls; Jason Laumer, City Manager, Celina; Jeff Looney, City Manager, Granite Shoals; Dave McCorquodale, Assistant City Administrator; Wayne Nero, Assistant City Manager, Georgetown; Steve Stanford, Assistant City Manager/Chief of Police, Bridgeport
Associate: Haley Alsabrook, Community Engagement Specialist, Prosper; Monique Breaux, Executive Assistant to the City Manager, Brenham; Sarah Gonzalez, Assistant to the City Manager, Schertz; Evan Groeschel, Operations Director, Pflugerville; Kimberly Henry, Assistant to the City Manager, Rockport; Marc Kurbansade, Director of Community Development, Allen; Sara Robinson, Director of Finance, Deer Park
Student: Christopher Greenwell, Texas A&M University; Carianne Livengood, Sam Houston State University; Allena Portis, University of Southern California; Emmanuel Sanchez, St. Mary’s University
New Member Applications
The current TCMA Board policy requires that names of new member applicants be published each month in the Management Messenger. Any written objection during the subsequent 30-day period will be reviewed by the Membership Committee. If no objections are received during this time, the names will be submitted to the Executive Committee for approval. Written objections can be mailed to TCMA, Attention: Membership Committee, 1821 Rutherford Lane, Suite 400, Austin, TX 78754. Applications received in the month of February:
Full: Tracie Hlavinka, City Manager, Lago Vista; Brent Parker, Interim City Manager, Wylie; John Sheedy, City Manager, Del Rio; Robert Vine, Assistant City Manager, Paris; Jared Werner, Assistant City Manager, New Braunfels
Associate: Blake Cathey, Strategic Planning Manager, Tyler; Silvia Chiapponi, Assistant to the City Administrator, Spring Valley Village; Kari Fontenot, Senior Management Assistant, San Marcos; Zachary Goodlander, Director of Planning, Fulshear; Ron Parker, Chief of Police, Brenham; William Smith, Chief Financial Officer, Bryan; Michael Thomson, Fire Chief/EMC, Highland Village; Aaron Werner, Director of Leisure Services, Denison; Emily Wieland, Management Assistant, New Braunfels
Cooperating: Paul Rodriguez, Planner, Midland
We are well into the season of internships and with many of our seasoned managers retiring, this is a perfect time to begin training the next generation. A healthy number of city internships to choose from will prevent students turning to the nonprofit or private sector and a potential loss of great talent from our profession. A section in the TML Career Center has been designed specifically for these opportunities. All positions can be posted at no charge. Please visit the TML Career Center and post your opening under “Internship/Fellowship.” This is a complimentary service to our members.
Below are types of internships and fellowships for your city to consider and post. Some cities have offered virtual internships. This can be a win-win situation for everyone.
Paid Versus Unpaid
Students typically prefer to be paid for their internships, but for some cities, this isn't an option. Consider partnering with your local university. For example, the university would pay $1,500 per intern per semester. Local governments would match this amount dollar for dollar, thus creating a $3,000 per semester internship wage.
Because not every city can afford or has enough work for a full-time intern, your city could develop a “micro-internship.” These opportunities are project-based versus time-based. They cater to executive or online MPA students or traditional MPA students who want to work from home. The student will inquire about the number of hours for a micro-internship, so posting the number of hours is important.
If your city offers year-long or multi-year fellowships, please place these opportunities in the TML Career Center as well. You may also engage with ICMA or Lead 4 America to develop a fellowship program in your city.
If you need assistance or have questions regarding posting positions, email firstname.lastname@example.org.
The Committee thanks the membership for their support to develop talent and provide knowledge and skills for careers in local government.
TCMA City Managers of Tomorrow Committee
meet your colleagues
The TCMA Management Messenger welcomes Jason Weeks to his new position as the city manager of the Navasota. Jason’s appointment began on January 3, which is 16 years to the date when his predecessor, Brad Stafford, started in 2006. Jason has worked in local government for over 20 years primarily in municipal accounting and finance. He has served as the director or assistant director over finance functions for the cities of McKinney, Fairview, Oak Point, and Greenville. His management profession began in November 2017 where is served as the assistant city manager in La Porte.
Jason holds a bachelor’s degree in accounting from Texas A&M University at Commerce and a master of public administration from The University of Texas at Arlington (UTA). He is a graduate of the Texas State University's William P. Hobby Center for Public Service Certified Public Manager Program and is a Certified Public Manager. Additionally, he is an ICMA Credentialed Manager Candidate and has a Certification in Public Budgeting and Financial Management from UTA.
Jason and his wife, Rhonda, are proud parents of three boys – Matthew McFarland, and twins Connor and Kyle Weeks. He enjoys spending time with family and volunteering in the community.
The TCMA Management Messenger also welcomes Brent Walker to his new position as city manager in Bridge City as of February 1. Over the last nine years, Brent held the positions of finance director and assistant city manager with the City of Dalhart.
Brent attained the Certified Public Manager designation from Texas Tech University and a master’s degree in public service and administration from Texas A&M University.
Brent enjoys spending time with his three grown children whenever possible. They enjoy fishing trips and playing golf together. In his new post, he can imagine some family time in the Sabine Lake or the Gulf of Mexico.
TCMA is saddened by the passing of Dick Fletcher on February 6. He was a TCMA life member and served as city manager of Brownfield and Robinson.
Memorial services were held on February 16 at the Columbus Avenue Baptist Church in Waco. Please keep his wife, Doris, and the rest of the Fletcher family in your thoughts and prayers. In lieu of flowers, donations can be made to Mission Waco at www.missionwaco.org. To view a full obituary, click here.
TCMA is also saddened by the passing of Robert Coffelt on February 10. He served as the city manager of the cities of Granbury, Lampasas, Cedar Park, Glenn Heights, and Bridge City. A graveside service was held on February 15 in Waco. Keep the family in your thoughts and prayers. An obituary is available here.
strategic diversity plan-do you have one?
“Our Nation derives strength from the diversity of its population and from its commitment to equal opportunity for all. We are at our best when we draw on the talents of all parts of our society, and our greatest accomplishments are achieved when diverse perspectives are brought to bear to overcome our greatest challenges.”
-President Obama, Executive Order 13583
Why do we start a diversity overview with a statement from a former President of the United States? This particular directive was primarily aimed at the federal workforce in 2011. The premise and merits of this outreach, while at the federal level, gives credence to all local professional managers in the workplace. Not only as professional managers but also as public servants of the entities we serve, we have an obligation to develop public organizations in a diverse manner for the constituency that we serve. Currently there are at least eight Federal Affirmative Action, Equal Employment Opportunity, and Compliance Agencies that put forth the laws that govern and set forth practices that cover employment practices.1 While it is not the overview to discuss the compelling reasons for adoption or the legislative background for diversity in the workplace, it is important to keep these fundamental practices in mind which set the tone for a diversity plan.
We ask then, who is the diversity plan intended to serve and how? Across the State of Texas, managers in local government serve different numbers population in metropolitan areas, including major cities and surrounding suburbs, rural areas and extra-territorial areas that may come under a local government jurisdiction. With the U.S. Census data in hand, we can properly understand the constituencies that reside within these jurisdictions. Why then, is a diversity plan in any organization vital to serving the public and the need to maintain? Historically, population shifts do occur, especially within the workforce. It should be noted that the U.S. workforce is experiencing a more diverse workforce. The Pew Research Center2 noted the following:
Working-Age Population by Race and Ethnicity
Year 2005 2050
White 68% 45%
Hispanic 14% 31%
Black 12% 31%
Asian 5% 10%
For organizations in general, the applicant pool is becoming a multicultural workforce. A diversity plan establishes the model for the population to be serviced. While data is not presented or represented to show ratios of a multicultural workforce to constituencies served, it is vital that local governments develop a diversity plan of their organization. Such diversity lends itself to a diversity management plan. As one author noted, “Diversity Management…is distinct from EEO and AA in that its primary goal is to ensure that individual of all backgrounds work harmoniously in the workplace and to take advantage of diverse points of view.” 3
With this background set forth, let us inject the diversification of the membership within the Texas City Management Association (TCMA). Within the geographic boundaries of Texas, there are ten regions of members of TCMA. The delineations are as follows:
TCMA ethnicity and gender (as of January 3, 2022)
Ethnic Origin Codes:
NA-American Indian/Alaska Native
ND-Prefer no to disclose
From the information reported as of January 3, 2022, of the 1,154 members, 28 percent of the memberships are female members and 17.8 percent are minorities. With regards to diversity within the membership, TCMA has adopted three overviews that align with a goal of diversity among the membership. One, entitled “TCMA Statement on Racism and Equity” was adopted on December 11, 2020. The link as provided provides the statement in terms of the ethical obligation of the association.
Second, in that TCMA is a nonprofit organization, the organization’s constitution is to “promote the highest standards of governance, service, leadership, ethics and education while embracing individual and regional diversity for the benefit of our membership and the cities of Texas.”
Lastly, any scholarship granted to individuals under these programs shall include 50 percent going to women, African-American, and Hispanic TCMA members.
In summary, as our workforce and membership association changes as indicated by data specific information, our goals professionally and within our perspective public organizations should continue to embrace the concept of diversity management.
1 U.S. Equal Employment Opportunity Commission (2009). Laws Enforced by the U.S. Equal Employment Opportunity Commission. Washington, D. C: U.S EEOC. Available at: https://www.eeoc.gov/statutes/laws-enforced-eeoc
2 Data from Passel, J.S., and D. Cohn, U.S. Population Projections: 2005-2050, Pew Research Center, Washington, DC, 2008
3 Public Personnel Management, Contexts and Strategies, Klingner, Nalbandian and Llorens, Sixth Edition, Pearson Education, Inc.
(Submitted by John R. Milford, Senior Lecturer, Coordinator-Certified Public Manager Program, Public Affairs and Security Studies Department, College of Liberal Arts, University of Texas Rio Grande Valley and TCMA life member)
You Will Never Go Wrong, Doing Right
“You will never go wrong, doing right.” This is a phrase I heard my dad recite throughout my childhood and into adulthood. He even had it written out on his work computer as a scrolling screen saver. I would usually roll my eyes and go on about my day when he would utter the words. My Mom and I called such sayings “Will’s Words of Wisdom,” and I never took them too seriously. I certainly did not stop to ponder what that phrase meant until my dad passed away several years ago. I was to speak at his graveside service and was struggling to find the “right” words. Then I remembered the aforementioned saying and was able to write a short, but heartfelt, eulogy. My Dad, who was a State of Texas public servant for over 36 years, did right by those he knew, both personally and professionally. However, what he thought was right, others may have had an adverse opinion of and that is to be expected. Right can be considered subjective, and we should acknowledge this fact.
Municipal governmental personnel, especially at the management level, are often pulled in multiple directions by varying parties with different interests. It can be difficult for one to navigate what the right course of action should be to address various internal and external circumstances or situations. Yet, the Texas City Management Association’s Code of Ethics – Tenet 9 provides a guidance tool regarding how one should conduct themselves by striving to do right in their position. The tenet states:
“Keep the community informed on local government affairs; encourage communication between the citizens and all local government officers; emphasize friendly and courteous service to the public; and seek to improve the quality and image of public service.”
If you take each component of the tenet and analyze the meaning, it is clear that the right actions are to promote accountable, transparent, and fair government in order to create and maintain a public trust by the citizenry in the organization and its members. I believe the most challenging aspect of this tenet is working to improve the quality and image of public service. This is especially true with the current political climate being highly contentious, and there seems to be a distrust of government in general. It is up to those of us serving in local government to promote a positive outlook and appear to be collaborative with the public. We must do the “right thing,” or at least try our best to do so. Also, we must remind those we serve that we are human as well and mistakes are bound to occur. Will there be times we get it wrong? Of course. It is impossible to have all the knowledge and answers on a subject or topic, so we decide on the most advantageous action that will positively impact the majority with the information available. Sometimes doing right is simply doing our best.
Furthermore, we must rely on one another within the city management profession for encouragement and support. Learn from others’ mistakes, and attempt to do better the next go around. It is a heavy burden to carry the weight of a city on one’s shoulders, but as a unified entity, we can successfully manage and share the load to help the organization, and hence the municipality, move in the right direction. Hopefully, the citizenry acknowledges the small, but necessary, actions that are taken daily by public servants to help enhance their lives for the better by doing what is valid in their eyes.
In conclusion, “doing right” is not always easy, popular or agreed upon. We are under a microscope as local governmental employees, with some citizens anxiously waiting for us to make the wrong move. I believe you must stand by your ethics, even in the face of adversity. If you do what you contend is right, then ethically, you should be able to look at yourself in the mirror each day and sleep well at night. That is how I have tried to serve in my profession as an appointed governmental official. I follow my conscience in doing what I feel is just and understand that each situation may differ and so might the outcome. Since screen savers are no longer the standard in office settings, I now have the phrase my dad used to say all too often, “You will never go wrong, doing right,” written in my office as a reminder to be a public servant with integrity. My goal is to promote the best quality of life for the citizenry by demonstrating excellence and proficiency in my job by doing what is ethically right. I encourage each of you to do the same.
(Submitted by Laura Calcote, City Secretary/Municipal Court Clerk, Wimberley)
happenings around the state
City employees around Texas spent two days learning about topics that impact city management at the TCMA City Management Clinic, February 24-25 in Granbury.
tcma educational EVENTS
Perspectives on City Management
Listen to episodes here
William "King" Cole Session 2
March 24-25, 2022
#ELGL Inspire: TCMA-ELGL joint Events
The University of Texas at San Antonio
Tex-ICMA Coaching Webinars
(Pre-registration is required)
12:30-2:00 p.m., Thursday, April 14
Managing Council/Staff Relationships in an Election Year
12:30-2:00 p.m., Wednesday, May 18
The Generational Workforce
12:30-2:00 p.m., Thursday, June 16
12:30-2:00 p.m., Thursday, September 8
Alternatives to Silos
12:30-2:00 p.m., Wednesday, October 20
Everyone Has Personal Challenges
12:30-2:00 p.m., Thursday, November 17
Memos on Meetings
The Nominating Committee will meet on March 1 via video conference.
The Ethics Committee will meet on March 3 in Austin.
The Professional Development Committee will meet on March 29 via video conference.
The Membership Committee will meet on April 1 in Austin.
The Board is scheduled to meet on April 8 in Pflugerville.