Administrator of the Year

The Texas City Management Association recognizes Doug Faseler, city manager for the City of Seguin, for making significant contributions to the field of local government management in the past 18 months. Doug has served the City of Seguin for 12 years and was appointed city manager in January 2006.

Mayor Betty Anne Matties nominated Doug, stating, “Doug has demonstrated commitment to the ideals of TCMA, which in turn has had a positive impact on the City of Seguin, the city council, and the city staff, but more importantly, the citizens of Seguin. . . . He has not only demonstrated his commitment over the past 18 months, but also throughout his career with the city. . . While the list of accomplishments over the past 18 months is endless, Doug has completed or is currently engaged in the following:

• Engineering of the Walnut Branch Linear Park
• Coordinating efforts with citizens for a new Comprehensive Master Plan
• Central Park Restoration Project, sparking the old “hometown” spirit and recognized by individuals across the country
• Utility and street reconstruction of the historical district, which fostered successful in-house teamwork
• Completion of the negotiations and purchase of the 48-acre Hoermann Parkland
• Completion of the city’s largest street and drainage project, costing $9 million
• Completion of a $4-million police station and facility
• IH 10 Detention Pond Project, which removes homes from flood plains and allows for industrial growth
• $1-million fair ground arena improvements
• Little League Complex Improvements
• Replacement of a 25-year-old ladder truck with a $1-million new truck
• Completion of a $1.2-million fire station
• Numerous water, sewer, and street projects

back to top

Mentoring Award in Memory of Gary Gwyn

Randy Criswell, assistant city manager for the City of Canyon, accepting
on behalf of Glen Metcalf. Pat (Gwyn) Pierce presenting.

The Texas City Management Association recognizes Glen Metcalf, former city manager for the City of Canyon, for making significant contributions in the development of new talent and for designing and implementing outstanding career development programs for local government employees.

Glen served as city manager for the City of Canyon for 37 years. Quinn Alexander, mayor of the City of Canyon, states, “Glen is the epitome of mentoring, sending literally dozens of interns and several assistant city managers on to impressive careers in city management.” Mayor Alexander collected several statements from individuals throughout the State of Texas who have been influenced by Glen.

Dr. J. Pat Stevens, head of the Public Administration Department at West Texas State University, states, “Glen has mentored a public administration student each semester for nearly 25 years. . .He has been dedicated to the program and never turned down the opportunity to work with an intern.”

One of the interns greatly influenced by Glen was John Kiehl, regional services director for the Panhandle Regional Planning Committee. Due to the interest Glen took in John and other students working on a budgeting project, John states that “. . . I aced the course, but more, the information I gleaned from Glen in other areas of city management over conversation during that semester has gone with me and had an impact on my career.”

Jim Jeffers, city manager for the City of Nacogdoches, was an intern for Glen in 1975. Jim states that “I was assigned the task of doing a rate analysis on water, and to specifically look at rates charged West Texas State University. Glen gave general boundaries and turned me loose . . . he taught me the value of assigning a task, and letting staff do the job.”

Courtney Sharp, city manager for the City of Mount Pleasant, shares that “I started my city management career working nine years as Glen’s assistant. Glen has been a true mentor to me, not only in my professional career but also in life. . .His guidance while I was his assistant shaped my leadership abilities and prepared me to become a city manager. I still contact him and seek his valuable advice.”

Randy Criswell, assistant city manager for the City of Canyon, states that “While working for Glen, I quickly learned that his philosophy is to work hard, value relationships, and enjoy life. He’s never tried to over-manage any of his departments or staff. He’s the best diplomat I’ve ever seen . . . had I not had the opportunity to work for and with Glen, I would never have been prepared to [take on the role as city manager following his retirement]. He’s a credit to the profession.”

George Shackleford was an intern and administrative assistant for Glen from 1979 to 1982. Due to Glen’s influence, George states, “I knew that I wanted to enter a career in city management.” He states that “Glen was a great boss, and over the last 28 years in the city management profession, he has been a great friend and person I could call for advice.”

Lifetime Achievement

The Texas City Management Association recognizes George Patterson, retired town manager for the Town of Highland Park, for his significant contributions in the field of local government management for more than 10 years.

George has served in city government for 50 years. He began his career as an administrative aide for the City of Lubbock in 1958. He served as the city manager for the City of Pecos from 1960-1962, city manager for the City of Snyder from 1962-1979, and he served the Town of Highland Park as the town manager from1979-2008.

George is an active member of the North Texas City Management Association. He is an International City/County Management Association Credentialed Manager and has served on several committees during his membership with TCMA. George served as president of TCMA from 1984-1985.

back to top

City Council of the Year

Accepting on behalf of the City of Sugar Land are Allen Bogard, city manager, and
Karen Daly, assistant city manager. TCMA past president Mike Perez presenting.

The Texas City Management Association recognizes the City of Sugar Land as the City Council of the Year. Based on several criteria, the following examples provide an overview of how the City of Sugar Land demonstrates effective city government to serve its citizens.

1) The City of Sugar Land approved a local Code of Ethics on December 20, 2005. The document provides rules of ethical conduct for city council and council-appointed boards, commissions, and task forces. In certain situations, the code also covers candidates for city council and former city officials. The city council unanimously agreed that Sugar Land should have the highest ethical standards not just for the time period it was adopted, but also for many years to come. It’s important to note that the code was not developed in response to any current or past issue. The city council wanted the Code of Ethics because they are proactive and forward-thinking leaders.

2) The city council has demonstrated placing the welfare of the citizenry above personal and political motives by implementing a 12-point system for an effective mayor and city council. In addition, the city council works proactively with the community when issues of significance are brought forth. When hard decisions need to be made, the council places the community’s welfare above vocal interest groups and is often a policy leader in the region.

3) The city council functions well as a policy-making body. For example, the council implemented a formal Strategic Planning Process to create a focused, comprehensive, organization-wide Annual Fiscal Year Work Plan to accomplish projects critical to community goals.

4) The council adopted the city’s Financial Management Policy Statement in 2002. The statements are used as the basis for preparing the annual budget, a long-range financial plan, and are continually referred to in the course of defining the financial future of the city. For example, unlike most cities that rely heavily on property taxes to fund operating expenditures, approximately 54 percent of revenues in the general fund come from sales taxes, while only 18 percent come from property taxes. The general fund operating budget may not exceed 55 percent of funding from sales taxes. As sales taxes grow, this requirement keeps the city from relying on those revenues more heavily and reminds the city that other revenue sources need to be kept up to date in order to preserve the stability of the fund. The pay-as-you-go capital project funding policy states that 10 percent of base sales tax revenues are to be set aside each budget year for pay-as-you-go funding from sales taxes. The first 90 percent of each month’s sales tax allocations goes to fund operations; if sales taxes fall short of budget, the capital projects funding is reduced. If sales taxes come in higher than budget, the extra funding can be used to fund non-recurring items in next year’s budget or can be transferred for capital projects with council approval.

5) The city council demonstrates professional development by maintaining memberships and actively participates in numerous organizations, including the Texas Municipal League, Houston-Galveston Area Council, and the U.S. Conference of Mayors. They routinely attend training seminars and actively pursue leadership roles that better position Sugar Land at the regional, state, and national levels. One of the city council’s formal goals for Sugar Land is called “Championship Workforce: Professional, Well Trained.” The city council expects the city manager and city staff to participate in activities designed to improve professional performance. This commitment includes developing employees, managers, and future leaders through training and education.

6) The city council has demonstrated and maintains harmonious and supportive relationships among councilmembers by actively participating in team-building activities facilitated by a professional consultant. Annual retreats are held each year to formalize city goals, further develop the city’s short- and long-term plans, and further facilitate the council’s commitment to the Mayor-City Council Team in Action. In addition, the council promotes a family environment, providing professional and personal support. For example, a current councilmember recently suffered a family tragedy. Members of the council provided personal assistance and support during their peer’s mourning process.

7) The Sugar Land City Council demonstrates strong efforts to promote community awareness and positive community relations each year by establishing formal goals that provide direction for staff. The city’s goal of “Responsible City Government” includes an objective to make information and services easily accessible. Initiatives implemented as part of this goal include SLtv 16; Sugar Land 101; expanded, more frequent newsletters; an upgraded Citizen Action Center; My Neighborhood; and District Town Hall meetings.