What initially prompted you to get involved with local government?
In 2001, my neighbors dared me to run for the Duvall, Washington City Council. At the time, they felt there was a “good-old-boys network” in city management, and residents needed someone who would be open and transparent. I signed up, and my opponent told me I would never win and that I should simply give up. Though I was new to campaigning, I reached out to other elected officials who helped me build a matrix on how to win. I went on to win 69% of the vote.
My commitment to the residents continued long after the election. In 2003, when the city proposed a 40% increase in sewer rates, I challenged the status quo and asked, “What are our other options?” When told our only hope was a near-impossible state grant, I took the initiative to find a lobbyist and follow his road map. As a result, Duvall secured a $4 million grant for a $10 million project, saving our residents from a massive rate hike. That was the moment I was hooked on public service.
Why did you want to become a city manager?
After my third term as Mayor ended in Duvall, I missed working in local government. When an opportunity opened in Sultan, a small city in Snohomish County, I jumped at it. I love working in communities where you can truly connect with residents and collaborate to make a difference. For instance, watching a Little League group design a local sports field and then collaborating with the city council to build it is incredibly rewarding. At the city level, I feel you can make a direct impact on people’s lives that is often lost at the state or federal level.
What was the most important part about your job as a city manager?
The most important part about my job as a city manager is supporting my team and helping them succeed. The health of a city is directly tied to how supportive and engaged the city staff are. They are the ambassadors for our organization, helping connect the city government to its residents. Another important piece is working with elected officials to accomplish their goals. They are elected to serve the community, and I enjoy helping them turn their goals into reality.
Which city project are you most proud of during your years as a city manager?
I have two city projects that I am most proud of during my years at Duvall:
- Downtown Revitalization: By collaborating with a key council member, a community group and state and federal partners, we strengthened our city’s identity and built an engaging downtown area that remains a community hub over 20 years later.
- The Sports Complex: The community was eager for a sports complex, but the city council was hesitant to bring it to a vote. I worked closely with community groups to champion a ballot measure that ultimately passed. We built an amazing sports complex that has become a cornerstone of Duvall. The naysayers still use it today!
What are the greatest challenges facing city managers today?
I believe there are three big challenges facing city managers today:
- Elected officials who run to change government. When they realize it is not as easy as they thought, they take their frustrations out on their city manager. That is one of the biggest reasons for the high turnover in the role.
- Cities throughout the Country are seeing their revenues decline, yet the cost of services continues to increase. Cities can only be so efficient. After a while, the strain and stress of doing more with less burns folks out, and they quit.
- City managers are getting older. It is harder and harder to find folks who want to work in government, even less as a city manager. Folks love to work in high tech and government is low tech. It functions one relationship, one project or one program at a time.
What is your favorite way/place to interact with residents of your city?
There are a couple of places where I most enjoy interacting with residents. Coffee shops draw the most folks and allow residents to engage their city’s officials in a more relaxed manner. The second place is sporting events. Families love their local sports! This is a great way to meet residents and engage with them.
What is the role of a city manager in upholding the public’s trust in local government?
This one is especially important now, given that public trust in government is at an all-time low. It is difficult to build trust and very easy to lose it. I’ve found that upholding the public’s trust in local government starts with listening to understand the issues. Then, it’s the city manager’s job to determine if we can fix the issue. Many times, we cannot. Then, it’s essential to follow up and follow through: if we say we are going to fix the issue, then we must follow through and fix it.
How are cities shaping the future of Oregon?
Cities in Oregon are starting to push back on the state due to the many unfunded mandates. In the past, cities would sit back and watch, but now they are engaging. Cities are working together to share one message: “Help us, don’t mandate us.”
When you’re not busy working, how do you like to spend your time? What hobbies do you have?
I have started learning how to play the guitar. I am not great at it, but it is something totally different for me to try. I also have a very active black lab who loves the outdoors. I take him for a wide range of walks.
What has been one of your greatest professional challenges, and how did you address it?
One of my greatest professional challenges has been doing more with less. When faced with this challenge, I draw on my private sector experiences and think like a small business owner, where funding drives all programs and projects. I ask myself, “How do we bring value to our customers and communities?” I love thinking outside of the box and engaging others. I believe that many of the best ideas come from asking great questions and then listening.
What has your work in public service taught you?
Patience. My work in public service has shown me that you need to be patient to succeed. Local government is a team sport and a very long game; I remind myself that we are not trying to win in the first quarter, but rather plan to win by the 4th quarter. In addition, I’ve learned the importance of developing solid working relationships with my peers, the elected officials I serve and the community I live in.
What book is on your nightstand right now?
I have a few books on my nightstand right now: 10% Happier by Dan Harris and several Clive Cussler books. Harris’s book is a great read that helps my brain slow down. Cussler is my favorite author because his books tell great adventure stories.
Will Ibershof is an ICMA Credentialed Manager (ICMA-CM) with over 17 years of experience leading full‑service local governments through growth, organizational change and community‑centered initiatives. His career in public service includes tenures as City Administrator for the cities of Madras, Oregon, and Sultan, Washington, as well as serving as the Mayor of Duvall, Washington.
