October 2004 · Volume 85 · Number 9

Opinion
Remember the Lorax
Remember the Lorax, that feisty Dr. Seuss character who spoke for the trees? He took his stewardship responsibilities seriously and gave voice to the Truffula trees because the trees had no tongues. But he didn’t stop there. He told others about the Brown Bar-ba-loots and all of the other inhabitants of his community.
Why does the story of the Lorax resonate today? Perhaps it is because we baby boomers are reflecting on our responsibility to the next generation. We remember those who inspired us with their words and deeds. Can we convey our passion for public service in a way that rings true to the next generation of public servants?
The first day I walked into John Dever’s office in 1974, when he was city manager of Sunnyvale, California, I noticed two documents framed on his wall: the ICMA Code of Ethics and the Athenian Oath. Neither of these documents had been a subject of study in the political science courses I took, but they told me something about the city manager seated in front of me.
When I expressed an interest in learning more about city management, John Dever recommended that I consider taking a course offered by ICMA. Later, he took two of us assistants with him when he attended the California City Managers’ Department meeting and encouraged us to attend ICMA’s annual conference in Seattle. I became a member of ICMA when I registered for my first conference. Sure, there was a discount for the conference attached to the membership, but I was already convinced that ICMA was the mother ship for top local government professionals.
Voices to Remember
Later, when John Dever became president of ICMA, he spoke at the 1986 annual conference. His words, like those of the Lorax, are timeless: “Our friends in academia have rediscovered political ‘power.’ Effective government no longer seems of interest to them. Recently, the dean of one of our most prestigious graduate schools of government stated that the primary function of a local chief executive is to broker power. I wonder, in that scenario, who looks out for the powerless?…It is time we all quit worrying about who is to blame and instead focus on how we can make a difference and what we can do through this Association to make a difference.”
Another voice I’ll always remember belonged to Richard Childs. I had been working at ICMA a short time when an older gentleman appeared in my doorway wagging his finger at me. Come to think of it, his passionate, raspy voice was a little like that of the Lorax. “What are you doing to get the League of Women Voters interested in city management?” he asked. “Where are our allies?” It was one of the last visits Richard Childs made to ICMA. Any of us who met Richard Childs still hear those words in the back of our heads when we look for new ways to explain the value of professional management.
When I learned more about Richard Childs and his contributions, I was only more awed by the power of an individual to make a difference. In 1915, he had this to say about the city management profession: “Someday, we shall have managers here known not for saving taxes but for great new enterprises of service.” Richard Childs entreated us to aim high.
Yes, we need competence, experience, and a commitment to professional development to be effective city and county managers. Beyond that, however, we need heart and authenticity. When we speak to our staff, elected officials, and those in our communities, we need to find ways to help them connect with those we are serving. As John Gardner once said, “To help new generations rediscover the living elements of our traditions and adapt them to present realities is a task of leadership.”
We can have conversations that shed light on why we care so much about this work. As we explain the ins and outs of strategic planning and financial management, we can also talk about the ways we help those in our communities who most lack power.
•	A child walking to school who assumes there will be a safe way to get there. 
•	The single parent who struggles to make ends meet, hoping someone will think about her situation because she doesn’t have time to speak at a council meeting. 
•	A teenager who looks for a place to enjoy sports after school to get away from a troubled neighborhood. 
•	A disabled veteran who wants to get back to a productive work life and needs a transportation system that allows him to be independent. 
•	Recent immigrants who want to take English classes at the local library and borrow books for their children. 
•	Elderly residents who want to remain in the community but who struggle to find assisted living that is affordable. 
There are so many who count on us. And the joy of public service is that we can make a difference in their lives by the work that we do. Let’s not keep this a secret. Recently, I came across a tribute to Mahatma Gandhi (1869–1948) on the streets of Washington, D.C. His words won’t be forgotten, either: “I will give you a Talisman. Whenever you are in doubt or when the self becomes too much with you, apply the following test. Recall the face of the poorest and the weakest man whom you may have seen, and ask yourself if the step you contemplate is going to be any use to him. Will he gain anything by it? Will it restore him to a control over his own life and destiny? In other words, will it lead to swaraj for the hungry and spiritually starving millions? Then you will find your doubts and yourself melting.”
Share Values
Whether we share our values for public service in quiet conversations or more boldly, now is the time for action. ICMA has some ideas to get you started. Encourage someone who might be a good city or county manager to join ICMA, and offer to endorse his or her application. Send someone from your local government to the ICMA conference. There is a track of sessions at the 2004 San Diego conference geared to emerging leaders.
Go to ICMA’s Web site, at www.icma.org, and click on “JobCenter.” Under the subhead “Resources,” you’ll find a Next Generation Resource Guide, edited by ICMA Vice President Frank Benest and filled with tips and solid information. If you are ready to hire an intern, the Internship Toolkit is a helpful resource, also located at the JobCenter site. Both of these documents are complimentary and downloadable from the Web site.
Perhaps you are intrigued with the idea of serving as a host community for an undergraduate internship program organized by Wittenberg University. Under the supervision of two college professors with local government experience, this program brings eight to 15 students to your community during the summer who will work on administrative projects that you identify. And if your community is able to support a well-qualified M.P.A. graduate for one year, the competitive Local Government Management Fellowship program is entering its second year.
Let’s do our part to pass on our public service Truffula seed to the next generation.
Elizabeth Kellar, Deputy Executive Director, ICMA, Washington, D.C.
© 2004 International City/County Management Association.