New city manager brings own style to Maricopa

Just a month into her tenure as city manager, Brenda Fischer talked about her impressions of Maricopa and her plans for its future.

What attracted you to the city manager position in Maricopa?
From the moment I read the position announcement, I was interested. Then I did research on the organization and the community and the more I researched Maricopa, the more interested I became.

I worked in Nevada local government, for the cities of Henderson and North Las Vegas, at the height of the growth spurt, then during the economic slow down. That experience prepared me for this position because Maricopa has similar challenges and opportunities. I knew that Maricopa would be a perfect fit for me, and I came to the interview determined to show the city council, staff and community that I was the perfect fit for Maricopa. I’m happy they agreed and offered me the job. 
 
How do you plan to stay in touch with the citizenry?
I stay in touch with the citizens through interaction with them and being a part of this community. I live, work, shop, dine and recreate in Maricopa so I am in touch with citizens and businesses every day. As a fellow resident, I know and experience the same things as our citizens.

I also attend events and meetings to meet people and listen to them. As a city manager, I’m never “off duty.” I take every opportunity as I’m out and about to talk to and learn from our citizens and businesses. It helps me stay in tune with their perspective of our city and how better to serve them. 

What will you do to bring jobs to Maricopa?
On a personal level, to bring jobs, I support local businesses by shopping and dining in Maricopa. I encourage all residents to shop locally.

As the city manager, based upon the vision, direction and approval of the city council, I will implement policies and procedures that market our community to encourage businesses to locate in Maricopa, retain existing businesses, foster positive working relationships with our businesses and help existing businesses expand.

I also recommended to the city council that in the upcoming fiscal year, the city’s economic development staff be increased so we have more resources to help in these efforts. 
 
As deputy city manager of Glendora, what did you learn that will benefit the residents of Maricopa?
Glendora is a very different community than Maricopa. Glendora is 100 years old and nearly fully built out with numerous redevelopment areas. They do face the same challenges of financial sustainability — with increasing expenditures and reduced revenues — business retention and business attraction.

The greatest lesson I learned in Glendora, and prior to that in North Las Vegas, is how to realign the city’s budget and organization to match the new economy so the city is financially sustainable.

Other things I learned, and most of what I’ll bring to Maricopa, are from my experience in two southern Nevada cities with growth-related challenges similar to Maricopa. In North Las Vegas, I was there during the cycle of high growth years followed by the growth stall and then the decline. In addition to financial management, I learned about infrastructure, business attraction, expansion and retention, and providing excellent city services such as parks, libraries, police and fire.
 
Looking back on your time in Nevada and California, describe an instance in which you made a decision that wasn’t considered very popular?
When you’re in any organizational or business leadership position, whether it’s government or the private sector, there are times when you have to make difficult decisions and/or recommendations. Some, perhaps many, of those decisions aren’t popular.

One thing I’ve learned is that decisions can’t be made based on the decision’s “popularity.” Doing the right thing and making the right decision is often unpopular. If you make a decision that people agree with, they feel heard and satisfied. If you make a decision that they don’t agree with, people may feel ignored and dissatisfied. 

The most difficult decisions I’ve ever had to make are about personnel, specifically layoffs. I’ve implemented layoffs in the private and public sectors, and they are the most painful decisions to make and are never popular. 

I resolve my “unpopular” decisions by asking myself if it was the right thing to do for the right reasons. When I’m able to answer ‘yes’ and ‘yes,’ then I know — even if the decision was heart-wrenching — I made the best decision. 

What do you consider your three biggest challenges working in Maricopa?
In fast-growing cities, the challenges are providing — and meeting the community’s expectations for — infrastructure (roads, water, etc.), services (parks, libraries, police, fire, etc.) and economic opportunities (jobs and places to shop and dine). The challenge of meeting expectations is magnified now that growth has slowed and revenues have declined. The culture and expectations are that infrastructure, commercial/residential properties and amenities continue to grow as they did during the booming years yet, as a result of the economy, these are taking longer to come to fruition.
 
What do you perceive as Maricopa’s three greatest attributes?
I’d say it’s our people, land and housing opportunities. The citizens of Maricopa, including our city council members, rank at the top of the list. They are passionate about, loyal to and love this community and have great vision for the city’s future.

The homes here are beautiful, abundant and affordable, which will attract families and help our community flourish.

The third is our supply of vacant, affordable, developable land. This attracts commercial and residential developers to Maricopa to supply the services and jobs that our residents desire.
 
What do you hope to accomplish during your first 90 days on the job? In your first year? Three years from now?
During the first 90 days I am focused on immersing myself into the city and its operations. My goals are to realign the budget and have it adopted by the city council and to meet and network with state and local leaders, city employees, city board and committee members, community groups and leaders, education leaders, business groups and leaders, fellow government agency leaders and members of the press. 

Over the next 1-3 years, my goal is to lead this city out of this recession and back into a period of planned, sustainable growth. The accomplishments I hope to achieve during that time include increased economic development, continued fiscal sustainability and increased public services such as parks and recreation.
 
What would you like your legacy to be?
I want my legacy to be as the city manager who made the community and city council’s vision for this city a reality. I will do that by advancing the strategic plan; attracting, hiring, training and motivating the city staff to give the best service to our residents; seeking ways to be innovative and efficient; bringing in businesses to provide services and jobs for our residents; being fiscally sound, and doing all of that with passion and a smile.