Being a city manager is a challenging job that becomes increasingly difficult the longer a person serves. There is no way to please everyone and, if a city manager is to exercise leadership and vision, he or she is bound to step on an increasing number of toes the longer he or she holds the position.

Mike Wildgen was hired as assistant city manager in Lawrence in 1974 and became city manager in 1990. Sixteen years is a long time and poses an immense challenge for a city manager in a growing university city with eclectic, diverse residents, many of whom consider themselves experts on how the city should handle various challenges.

That Wildgen lasted so long says something about his ability to survive the shifting demands of his job.

Just as a convergence of unique weather conditions can produce a “perfect storm” in which there is little chance for anyone to survive, conditions in Lawrence seemed to set the stage for Wildgen’s departure. In recent months, residents became aware of the sad condition of many city services and much of its infrastructure. It will cost substantial millions of dollars to replace, repair or expand services. Developers and residents have cried foul on many actions and questioned the accuracy of City Hall’s vision for the future.

The composition of the Lawrence City Commission resulted in many split decisions and, at times, it appeared Wildgen was more interested in saving his job than in championing actions that might run counter to the wishes of the commission majority. There is growing frustration with the lack of action by the city on the badly needed South Lawrence Trafficway, and the city’s planning record leaves much to be desired.

As in any situation like this, it isn’t all one person’s fault. It would be wrong to blame every city shortcoming on Wildgen, but because he is the city manager, “the buck” stops at his desk. Maybe this isn’t totally fair because the public really doesn’t have all the insight needed to know just how much of the city’s performance is tied to the performance of its elected city commissioners. How well are they doing their job?

Regardless, Wildgen should be thanked for his service. As noted above, it is a difficult and demanding job, particularly in a city like Lawrence. He has conducted himself in a manner that reflects credit on the city and City Hall. There has been no suggestion of improper or inappropriate action during his tenure. The city has enjoyed honest city government and honest, effective law enforcement.

It all boils down to the fact that it is time for a change.

This places a huge responsibility in front of city commissioners. Can these five individuals suppress their respective agendas and come together to act in the best interests of the city and its future? Lawrence should go after the best! There is no reason Lawrence shouldn’t be known for having the best city government in the state, if not the region or among all university cities. Lawrence city commissioners should display a true cooperative approach to this challenge and seek the very best individual to take over the city manager’s office.

The city deserves the best efforts of all five commissioners. There is no justification for allowing selfish, narrow interests or political agendas to color the selection process.

This is a terribly important time for Lawrence, and the commitment, vision and courage displayed by city commissioners will play a major role in the city’s future development. The future is bright, almost unlimited, for Lawrence, but if the city is to come anywhere near its potential, it is essential that it have a truly superior city government.