C: I ask a lot of questions. I think about how things are the way they are, what we can be doing better. Bridge-builder: restoration of the capital of MN. Problem-solver. More like smoky the bear (preventing fires) than Ranger Rick (running around to put them out). Navigated a structure to invest in parks in MN. Values equity. In MN, part of a group asking what I'm doing personally, how do I think about my leadership, hiring practices, purchasing practices to further equity, and, as a region, how are we coming together, provide dashboards to the public for instance, to show our progress over time. Collaboration--strong track record of breaking down silos. In Minneapolis, brought together disparate departments in government. We need to think about what's next, more creative ways to engage our community.

Q: How do you go about developing relationships?

C: Important to have time, effort, intentionality. Not easy work. I'm not as familiar with Austin, so would be doubly important for me. Show up, be present, be approachable.

Q: How do you go about ensuring that values like diversity, equity, inclusion are part of the cultural DNA of the city's operations?

C: Needs to be intentional. Starts with being data-driven. In Minneapolis, we've been very transparent about our hiring practices, budget process. A journey, a long-term investment and commitment. Last week, we codified a racial equity division.

Q: How do you extend that out into the community?

C: Creating engagement opportunities.

Q: How would you describe your approach towards developing solutions toward complex problems?

C: CORO brought me from SF to NY, allows young professionals to see how a city works from different perspectives. Worked with a labor union, a nonprofit, a for-profit, a media organization. Could see how things were working from other peoples' perspectives. Had a park board, but needed to bring many departments together.

Q: How do data and performance play into getting things done, and how do you see the community participating?

C: Data is neutral, but that only goes so far. If we're working from the same information, we can have a dialogue about how to use that information.

Q: What are your first 30 days going to look like?

C: Getting to know Austin, the stakeholders, departments, Council members. Committed to providing as much access to the community as I can.

Q: How would you deal with the affordability crisis?

C: I think it's about knowing what I don't know. I'm not a housing expert. Can work with departments and community organizations that are passionate about it. Value equity, making Austin livable for all.

Q: Challenges in Minneapolis?

C: I co-chair our comprehensive steering committee, like Imagine Austin, identifying core values, guiding principles, policy direction.

Q: Top priorities?

C: COA has been without a CM for 15 months. Need to focus on how to keep continuity, to make the transition as smooth as possible. Ensure dept. heads know what the future will look like. Want to be as accessible as possible.

Q: How do you envision getting transit infrastructure up to where it should be?

C: It's something that I hear about a lot. Transit is a challenge. There's been a lot of momentum. It's about identifying what those plans are and investing in them. It's going to be hard. Don't have anything specific, but want to look at the work that's been done over the years.

Q: How do you improve communication and collaboration between departments that don't work well together?

C: Always prided myself in creating spaces. Starts with identifying clear goals and values. Don't want to have strategic objectives sitting on the shelf. Departments should think about how they'd move the needle in that direction. Creating spaces for conversations to be had. If they don't have the support from the CEO, from policy-makers, it won't be executed.

Q: Systemic racism.

C: It's critical that we need to be putting it on the table, proactively addressing it. Same with police/community relations; there's a history, and how do we move forward?

Q: What's your philosophy toward the budget?

C: Takes a while. Establishing core priorities in the early stage.

Q: How do you ensure that these priorities stay in focus?

C: Getting buy-in from the policy-maker. Consistency of messaging.

Q: Prefers a strong mayor government where we can vote the mayor out of office. How would you ensure that there's transparency and accountability at the manager level and at the staff level?

C: In Minneapolis, transparency has been a core value. We have open meeting rules so that all data is public unless explicitly marked private.

Q: You're running an org that's providing services to citizens and also providing services to orgs providing services to citizens. How do you ensure that internal services are enabled to ensure that everything else runs the way that it should?

C: Breaking down silos. Sometimes it's as simple as getting people together in a room.

Q: Why do you want to be the city manager here?

C: This is a great community. Thrilled to be considered for a community that's part of the process, wants to be engaged, to continue the growth but wants the growth to benefit everyone. We're making key decisions that determine that trajectory, and I want to be a part of that.

Q: How does your prior experiences help you?

C: I've done everything from working with law enforcement to IT projects to the renovation of our state capital. I've moved out to NY, seen how things work in SF. Can take all of that and bring it to Austin.

Q: ADA infrastructure?

C: In MN, oversaw the Governor's Council on Developmental Disabilities. Clear benchmarks. Requires investment; budget impacts. Part of how we're going to be a welcoming community for everyone.

Q: How do you address problems with improving infrastructure? Permits and planning are inefficient.

C: Without knowing the specifics, I think it's about understanding the process. In Minneapolis, we're consolidating lease space.

Q: How would you help ensure that we continue to enable creatives to produce art?

C: Starts with ensuring that there are venues and opportunities. In my current role, we've supported a creative city program. Have to ensure that Austin is a place where everyone can thrive.

spencercronk@yahoo.com
C: I believe I can represent the future that's more transparent, approachable

-- now Lazarus is brought back from the dead--er, I mean from Michigan--

L: Served as an army officer, private sector, government, family. As an officer, learned about providing services to others, to talk to authority respectfully but forcefully, to work within a large organization. Graduate degree in environmental engineering and environmental chemistry. Went into private business. Was responsible for profit and lost. Talked to shareholders. Learned to stand up and do the right thing. Worked in development of the equivalent of affordable housing for the military. Worked in government in Newark, learned about institutional racism, learned that I have the courage and stamina to face corruption, what it means to be of service to the community. Public works in Austin. Learned how to work with neighborhoods to ensure that impacts are broadly shared. Raised two daughters; learned how to negotiate with irrational people. Learned what it takes for women to be successful in the workplace.

Q: How do you go about ensuring that values like diversity, equity, inclusion are part of the cultural DNA?

L: We sometimes forget that the role of the CM is to be a good employer. Open environment, safe, need to set the example, walk the walk. Our workforce needs to be reflective of the community we serve. Need to dig deeper, figure out why some demographics don't get into certain fields, set up internships, look at our qualifications. Sometimes we overspecify. Give people the opportunity to grow. We started an office of equity. Needs to be more than just words. Look at the way services are delivered. In Ann Arbor, we completed an evaluation of the way our police interact with the community.

Q: How would you develop relationships?

L: No substitute for being out, being active. When I came to Ann Arbor, committed to exploring, engaging, empowering. Met with the super-intendant, UMich, businesses, the county administrator.

Q: How would you go about developing solutions to complex problems?

L: Engagement. Need to know who speaks for a community. Sometimes we go to solving a problem before we define what that problem is.

Q: What role do innovation, data, and performance play for you?

L: Innovation is really about changing behavior. Sometimes it's dramatic, but more often it's evolutionary rather than revolutionary. Changes should be data-driven. Data needs to be captured by the people who do the work, has to be reliable, relevant, reproducible. Data isn't worth a whole lot. It's how you use it. If you open data to the public, you might find ways to use it that you hadn't seen.

Q: First 30 days?

L: Rekindling relationships. Want to listen to familiar voices but also voices I haven't heard before. CM has to be engaged in resolving the conflicts that exist within CodeNext projects. Need to balance character, affordability, density, transportation.

Q: How will you bring closure to CodeNext?

L: Talked before about solving complex problems. Don't have the option of walking away. Need to find compromise. We don't have a choice.

Q: How do you address allegations of sexual harassment?

L: Need a zero-tolerance policy. Need to separate the person from the action, do an honest evaluation, respect the voices making the allegation.

Q: Governing vs. managing? How do enact policies set by leaders while giving visibility to employees?

L: Forming relationships, inspiring people to do their best. Recognition of employees. Need to give people the resources to do their job.

Q: Affordability?

L: When someone asks for an additional entitlement, we need to ensure our concerns are met. Also need to lower cost of construction. Need to accept that one way to make the community more affordable is to make the community more dense. Provide alternatives to single-occupancy vehicles. Use incentives wisely.

Q: Systemic racism.

L: Will be successful when we can tell our kids that they can be/do what they want. Have to set an example as a government, make sure we don't tolerate it, create infrastructure, work with institutions.

Q: Can you speak to the role that transportation can play in exacerbating these issues?

L: Need to give people options. In Ann Arbor, everyone lives within easy walking distance of a bus stop. Need density and to put a true value on parking.

Q: Budget?

L: Recommend that we have a two-year cycle. Gives ideas time to germinate, grow, and be successful. Do the heavy lifting when off year for elections.

Q: Creatives?

L: In Newark, artists moved into blighted areas. We don't have those areas here. Can use loft spaces. Need to provide support. Need to be able to afford to live here, have art studios and performance spaces.

Q: strong mayor.

L: CM keeps day-to-day business out of the political realm. COA already puts checkbook online, has an open data initiative. Have public engagement, respect open meetings laws, FOIA-related laws.

Q: ADA/parks?

L: It's the law; new facilities and renovations have to be compliant. Places with no sidewalks; need to put money toward that. If we know there's a problem, need to dedicate the money to go fix it.

Q: Partnerships with AISD?

L: School taxes are a big part of our property taxes, and that's driving the affordability crisis. Need to look for areas for COA/AISD to work together. Students should be exposed to public service as a career. Technicians are hard to find these days, too, so need to work with the school district, and frame it in a way that people who wouldn't normally look at certain fields would look at them.

Q: Why do you want to be the city manager?

L: Have a technical background. Challenges of city management are broad. At this stage of my life, I've never been better prepared to do anything but be a manager of a city.

L: You have an important decision to make. Need to choose wisely, ensure we continue to be a place where hard problems can be solved, that we can work together. I hope to join you in that journey.

text manager to 5125985359