FACULTY Q&A

The difficulties encountered by large cities like Detroit and Cleveland have been extensively scrutinized by specialists over the years, as both have grappled with population decrease and the decline of significant industries.

However, the scenarios in smaller to medium-sized towns, many located in the Great Lakes area, have received less attention. How have these communities managed their declines? In what ways have they mirrored or diverged from their larger counterparts—or even among one another—in addressing and alleviating the negative impacts of dwindling populations or closed factories?

Researcher from the University of Michigan Stephanie Leiser and her team aimed to discover answers by interviewing city managers from 21 small- and medium-sized cities. Their findings, published in the Journal of Urban Affairs, emphasize how these managers have reacted to a prolonged drop in population, rather than the more frequently studied economic disruptions, such as the beginning of the Great Recession or the COVID-19 health crisis.

The primary tactic to alleviate the pressures of decline, as revealed by the research, is to concentrate on economic development initiatives that capitalize on existing local resources and profound community-specific insights. The authors aimed to highlight three crucial points they believe are often overlooked:

• Most existing knowledge regarding city management and policy is based on an unexpressed presumption of growth. There is no definitive “guidebook” for dealing with decline.
• The 100 largest municipalities in the nation receive almost all of the research and media focus; however, policy analysts must improve their consideration of smaller cities, which face many of the same challenges but with limited resources and unique obstacles of their own.
• While mayors and elected representatives often capture the spotlight, in numerous cases, it is the city managers who effectively address issues and implement solutions for residents consistently. When city managers perform their roles successfully, they often remain unnoticed until complications arise.

Leiser serves as a lecturer at the Ford School of Public Policy and heads the Michigan Local Government Fiscal Health Project at the Center for Local, State, and Urban Policy. She co-authored the research alongside Daniel Hummel, an assistant professor of political science at the University of Louisiana at Monroe, and James Bourey, a former city and county manager who currently operates as the executive director of the Seattle Architecture Foundation.

Leiser offers further reflections from their investigation.

What were some similarities among the strategies or perspectives of the managers you spoke with?

The predominant similarity was a practical and adaptive mentality, along with the level of professionalism these managers bring to their roles. The managers we interviewed possessed a diverse array of viewpoints regarding various policies and approaches; however, they all shared a willingness for proactive engagement—attempting initiatives, and if they fail, trying alternative solutions. One veteran manager in Muskogee, Oklahoma, remarked that sometimes one must disregard the critics “and just go do what’s right.”

Was there a specific city that impressed you regarding its methodologies or advancements in tackling its issues? Something noteworthy or remarkable, or both?

Our discussion with Bryan Heck, the city manager of Springfield, Ohio, remains vivid in my memory. It was among the initial interviews we conducted, and I was struck by Mr. Heck’s profound understanding and candid evaluation of the obstacles his community confronts. He refrained from glossing over or politicizing matters. One statement he made about his management philosophy resonated with me: “It is straightforward to present problems. It is challenging to push oneself to create solutions.”

Notably, last fall (well after our discussion), Springfield briefly made headlines during the 2024 presidential campaign regarding its handling of an influx of Haitian immigrants. I thought Mr. Heck excelled in clearing away the misconceptions and concentrating on the realities and the challenges at hand.

What direction do you and your colleagues foresee in terms of influencing public policy at the municipal or state levels? What about further research by you or others that could expand on this study?

To be honest, conducting this study has revitalized my enthusiasm for instruction, as it has underscored the significance of the public service training we offer at the Ford School—to aspiring city managers and other public officials. We are not lacking for analyses and perspectives on policy matters; however, how do we equip individuals to genuinely resolve issues and accomplish objectives efficiently, ethically, and in a manner that considers multiple stakeholders—all within a climate of polarization, misinformation, and waning trust in institutions?

Public service is a vocation. It is seldom glamorous and certainly not suited for the faint-hearted, yet research indicates that many individuals still hold confidence in their local governments, so we ought to do everything possible to place skilled individuals in roles where they can serve their communities and foster trust.