Every morning, when I walk into my office at City Hall, I am reminded that public service is both a privilege and a responsibility. As City Manager for Tulare, California, I oversee a community of about 72,000 residents and a full-service organization that includes everything from police and fire protection to water, sewer, and utilities. With a total annual budget of roughly $225 million and about 500 employees, managing a city like ours requires both strategy and heart.
Tulare is a charter city that operates under the council–manager form of government. Our five elected city council members set the policy direction, and I am responsible for implementing that vision and managing the city’s day-to-day operations. It is a role that demands balance between leadership and listening, fiscal discipline and human compassion. My job is to ensure that services are delivered efficiently and that every department—from parks and public works to police and finance—runs smoothly. But beyond the mechanics of city management lies something more profound: the stewardship of a community’s trust.
No two days are the same. One moment, I may be meeting with department heads to discuss infrastructure priorities. The next, I may be reviewing budget forecasts or addressing citizen concerns about housing or public safety. Each decision, whether it involves approving a new subdivision or upgrading a traffic system, ultimately impacts the quality of life for our residents. The breadth of responsibility is vast, which makes this work deeply meaningful.
The Changing Landscape of Local Governance
City management does not exist in isolation. The national economy, global events, and technological advances all ripple through our local systems. Inflation affects the cost of materials for public works projects. New regulations influence our planning and zoning. The rapid evolution of technology reshapes how we interact with citizens.
One of the most transformative developments in recent years has been integrating technology into every corner of city government. Technology has become indispensable in modernizing our 911 dispatch systems and adopting new digital tools for permitting, billing, and communication. We recently introduced a policy for the responsible use of artificial intelligence. AI can help us analyze data faster, process citizen requests more efficiently, and even improve predictive maintenance for city assets—but it must be implemented with transparency and accountability.
Today’s residents are more informed and connected than ever. They no longer rely solely on phone calls or walk-in visits to reach city staff. They expect the same level of digital responsiveness from government that they receive from private companies. We now offer more than twenty ways for residents to pay their bills, from online portals to mobile apps. The public’s expectations for convenience and efficiency are legitimate, and meeting them is part of maintaining trust.
AI can help us analyze data faster, process citizen requests more efficiently, and even improve predictive maintenance for city assets—but it must be implemented with transparency and accountability.
Technology is also driving changes in our physical operations. Take our city’s vehicle fleet—we are moving toward electrification, which brings both opportunities and challenges. An electric garbage truck requires different infrastructure than a diesel vehicle. We must invest in charging stations, retrain our maintenance staff, and rethink our replacement schedules. Adapting to these changes requires foresight and flexibility, and it results in a cleaner, more sustainable city.
Tackling Homelessness with Humanity and Structure
Of all the issues facing Tulare, homelessness is among the most complex. For years, we struggled with encampments along the Union Pacific railroad tracks that cut through the heart of our city. The problem was not only aesthetic or economic—it was deeply human. Over the past decade, fourteen homeless individuals lost their lives by lying down on those tracks. Those tragedies made it clear that doing nothing was not an option.
In response, we developed the Tulare Cares Encampment, a structured, humane alternative to street homelessness. Think of it as a well-organized campground. Each individual is provided a tent, a sleeping bag, bathroom access, showers, cooking facilities, and counseling services. We even included a dog run because pets are often the only companions some people have. Over the past two years, this initiative has helped 140 individuals transition into permanent supportive housing.
Building on that success, we are now constructing the Tulare Cares Homeless Shelter, which will accommodate up to 400 individuals when it opens in January 2026. The shelter will include a 20,000-square-foot main sleeping building, sixteen individual sleeping units, modular shower and bathroom facilities, a food pantry, classrooms, laundry areas, recreation zones, dog kennels, and a horticulture area.
Our approach is unique because it is based on progression and personal accountability. The shelter will operate with three levels of participation. The entry level provides basic shelter and meals. The participation level adds classroom learning and recreation for those who volunteer part-time with the operator. The recovery level offers private quarters and job placement opportunities for individuals ready to transition back into the workforce.
We are also building partnerships with local restaurants and grocery stores to repurpose about 25 percent of their surplus food for the shelter, reducing waste and costs. Collaborations with businesses and county agencies ensure access to drug treatment, trauma care, and employment assistance. This initiative is not just about housing the unhoused—it is about rebuilding lives and restoring dignity.
Revitalizing the Heart of Tulare
While addressing homelessness has been a moral and social imperative, downtown revitalization has been a key economic one. A city’s vitality often reflects the vibrancy of its downtown. Our goal has been to bring people back to live, work, and play in the city’s historic core.
One of our landmark projects is the Adventist Health Amphitheater at Zumwalt Park, a $15 million redevelopment that transformed a passive park into a dynamic destination. Adding a concert venue, splash pad, and playground has turned the area into an active hub for families and visitors. We expect 35,000 to 50,000 people to attend concerts and events annually, boosting local commerce and community spirit.
Another cornerstone of our downtown redevelopment is the Tulare Business Innovation Zone (TBIZ). We repurposed the former 20,000-square-foot courthouse into a business incubator and maker space in partnership with the Tulare Chamber of Commerce. This facility now houses up to 24 startups, with 25 percent reserved for immigrant-owned businesses. The other portion of the building houses our police investigations unit. This is a practical example of how adaptive reuse can serve multiple community needs.
These projects, along with new energy-efficiency initiatives—such as solar panel installations, upgraded air systems, and LED sports lighting—reflect our commitment to sustainability and long-term cost savings. We have already reduced energy expenses by about a million dollars annually. Every dollar saved can be redirected toward improving public safety, parks, and services that directly impact residents’ lives.
Lessons from a Career in Public Service
Before arriving in Tulare in 2021, I spent more than a decade as the Assistant City Manager in Ocala, Florida. There, we grew the city’s budget from roughly $350 million to nearly $1 billion through economic development and downtown revitalization. One of my proudest accomplishments was helping develop the Ocala-Marion County Commerce Park, a 600-acre business park that created over 6,000 jobs in six years.
Later, in Rocklin, California, where I served as Assistant City Manager for seven years, we faced a different challenge: reversing a $600 million annual sales tax leakage to a neighboring city. We turned that tide through strategic retail development, including Bass Pro Shops, Studio Movie Grille, and Trader Joe’s. We also repurposed an abandoned quarry into Quarry Park Adventures, an aerial adventure park that became both a tourist attraction and a symbol of creative urban renewal.
Those experiences taught me that while cities vary in size and culture, the fundamentals of good management are universal: build partnerships, empower your team, take calculated risks, and above all, stay focused on serving people—not politics.
The Philosophy of Leadership
I offer a few lessons learned for those aspiring to become city managers—or for those already in the role. First, never make decisions out of fear. Confidence is built on preparation, and preparation comes from education, mentorship, and experience.
Second, remember that city management is not a solo act. Join organizations like the International City/County Management Association (ICMA) or your state’s League of Cities. Learn from others, and hire qualified expert consultants who can bring best practices and experiences from other cities to your community. Most problems have been faced somewhere before, and there is no shame in borrowing good ideas. Too often, elected officials and the public frown on using consultants because they see it as wasteful spending, and sometimes staff resist because it can mean extra research and coordination. But in my experience, good consultants bring fresh perspectives, innovative solutions, and relationships that can lead to unexpected—and often much-needed—opportunities.
Third, listen to your citizens, city council, and employees. They are your compass. They understand the city’s history, its pitfalls, and its potential. As a manager, your job is to bring professional expertise and strategic vision—but that vision must be informed by the people you serve.
Finally, do not be afraid to take calculated risks. Many city managers spend too much time worrying about keeping their jobs instead of doing their jobs. Bold leadership does not mean reckless decisions; it means making thoughtful, informed choices that move the community forward. Growth comes from courage, and courage comes from conviction.
Balancing Growth with Compassion
When I think about Tulare’s future, I see a city that balances growth with compassion. We are among the ten fastest-growing cities in California—and also one of the most affordable. Our agricultural roots run deep, yet our outlook is progressive. We are home to the International Agri-Center and the World Ag Expo—the largest outdoor agricultural exposition in the world—and we are also investing in technology, sustainability, and community well-being.
My vision is for Tulare to continue evolving as a city that works for everyone, where economic opportunity coexists with social responsibility and innovation enhances rather than replaces human connection. I intend to remain in Tulare for the foreseeable future to see these efforts through—to help strengthen what we’ve built and ensure our progress continues for years to come.
At the end of the day, leadership is about stewardship. My role is to manage resources and help shape the kind of city where people are proud to live, work, and raise their families. That is the legacy I hope to leave behind—a Tulare that thrives because its people and its government move forward together.
