In this highly original volume, editors Michael Fenn, Gordon McIntosh and David Siegel assemble a comprehensive and long overdue glimpse into the complex and dynamic role of city managers across Canada. Featuring chapters authored by seasoned city managers and municipal chief administrative officers, this book meticulously explores the challenges and strategic engagements that define modern municipal management. Each contributor shares candid narratives from their professional lives, providing a practical perspective that bridges the gap between theoretical frameworks and the realities of municipal governance.
The core argument of the volume is that the role of city managers is crucial yet often overlooked in the intricate workings of local government. Key themes such as leadership and governance, strategic planning, crisis readiness and community development are explored, along with professional development, succession planning and fostering intergovernmental and community relationships. The introduction includes a helpful table that guides readers to the sections most relevant to their interests. While an exhaustive review of all twenty-four chapters would exceed the limits of this review, selected chapters effectively substantiate the significant and diverse roles city managers undertake to address municipal challenges and enhance local governance.
For instance, in chapter 17, “Managing during a Crisis: Lessons from Fort McMurray,” Jamie Doyle and Don Lidstone detail the responsibilities of city managers in navigating crises—from strategic planning and resource allocation to co-ordinating emergency responses and recovery efforts. Through discussing various disasters, including wildfires and floods, they highlight how city managers are essential in both immediate crisis resolution and long-term municipal governance, emphasizing their role in intergovernmental co-operation and community resilience-building. Similarly, in chapter 11, “Indigenous and Municipal Relationships: The Art of Collaboration,” Ann Mitchell explores the evolving dynamics between Indigenous and non-Indigenous communities in Canada, emphasizing the need for adaptive leadership and the importance of overcoming discomfort or resistance while prioritizing relationship-building and co-operation. The chapter highlights initiatives like the Friendship Accord, which establishes frameworks for Indigenous-municipal partnerships and addresses issues ranging from economic development to social awareness. By sharing experiences from Sioux Lookout, Ontario, Mitchell reveals how city managers play a pivotal role in advancing national goals—like those centred around reconciliation—by fostering Indigenous-municipal partnerships and advocating for policy changes at higher levels of government.
In a practical sense, Patrick Moyle and Hassaan Basit's chapter 4, “Using Your First 100 Days Strategically,” provides actionable insights on how new city managers can effectively utilize the initial period of their tenure to set a positive trajectory for their role. Blending theoretical guidance and anecdotal evidence, it highlights the need for proactive engagement with staff, council and community to build trust, establish a leadership style and implement policy effectively. This approach not only helps in navigating the complex relationships within the municipal framework but also in achieving early wins that can solidify a manager's credibility and pave the way for successful governance
Lastly, in chapter 20, “Community Development: Navigating the Rocky Shoals of Community Change,” Robert Buchan outlines the practical challenges of community development in local governments and introduces “Transformational Incrementalism” (TI). This approach emphasizes gradual yet transformative changes to enhance urban systems sustainably. Buchan details the complexities city managers face in balancing innovation with community values and navigating political landscapes. By illustrating the application of TI in real-world scenarios, the author provides valuable guidance for scholars and practitioners interested in operationalizing theories of public management to address urban challenges effectively.
This synthesis of theory and practice is a key strength of the book as a whole, offering insights into effecting systemic change through strategic action and stakeholder engagement. An additional key strength lies in its accessibility. The editors have successfully compiled chapters that convey complex administrative challenges in a clear, engaging manner.
However, the volume is not without its limitations. The reliance on first-person accounts, while providing a direct window into the experiences of city managers, often constrains the narrative to a subjective viewpoint. This unidirectional approach risks oversimplifying the inherently collaborative and complex processes of urban governance. It also means that the reader must accept these accounts at face value, without the balance of external perspectives or contradictory evidence within case studies.
To address these concerns, the editors have included multiple chapters on individual topics and ensured a diverse range of authors from different geographic regions, municipality sizes, and genders. However, while these efforts enhance the diversity of perspectives, the narrative approach limits the exploration of the relational dynamics essential to effective local leadership, presenting challenges that are difficult, if not impossible, to overcome.
Yet, The Role of Canadian City Managers makes a significant contribution to the literature on municipal affairs in Canada by highlighting real-time challenges and the professional depth required in city management. It is a must-read for anyone involved or interested in the governance and administration of cities. Specifically, it would serve as a critical resource for courses in urban and regional planning, intergovernmental relations and policy studies. It offers practical experiences for those in political science programs interested in municipal governance, social justice, sustainable development and community engagement. Additionally, the book could be incorporated into mentorship and leadership development modules within public sector management courses, focusing on the relationship-building aspects crucial to effective city management.
Competing interests
The author declares none.
