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Before being recruited to become Marietta’s police chief in 2007, I had worked my way up from the trenches and served in leadership positions in two county governments and one city government. Along the way, I attained graduate and bachelors’ degrees as well as related advanced certifications—all in Public Administration. I learned a great deal about local government: the way it functions and the way it fails. 

Sadly, I had become disheartened about local government. That is until I began working in Marietta. My education and battle-scared attitude were about to change.   

Having seen all sorts of government finance mismanagement, imagine my surprise when my new boss, the city manager, explained that finance is the backbone of any government. He explained Marietta was a “fiscally conservative” community, the budget would be balanced every year, and I could expect to be turned down on inevitable requests for additional personnel, equipment or facilities that were not in the budget.  It seemed like a novel idea to me, but my experience told me it was wishful thinking. I subsequently learned he did mean it– and, learned for the first time that real fiscal responsibility is not only possible with the right leadership, but it is a cornerstone of good government.  

My next lesson was in human resources. As I assimilated into Marietta, I learned– contrary to my prior experience– it is entirely possible to build a workforce that is both diverse and inclusive without compromising employee quality or competence. Of course, there are occasional setbacks along the way, as there always are with human resources. But overall, I learned that when leaders are consistent and remain loyal to core values like honesty, respect for all people, professionalism and teamwork, good human resource management can thrive and sustain itself over time. 

My background is in law enforcement, and I’ve always believed that the most basic responsibility of any government is to protect the people it serves.  I still believe that but found that in many government environments it often tends to get lost in the weeds of local politics.  Marietta, on the other hand, always makes sure its police and fire departments are properly funded, and all employees are supported by elected officials who encourage outreach to the community and keeping people safe. In Marietta, that is not only a premise of good government, but also part of the culture of the city.  

Marietta was the only local government I ever saw that followed through with a whole-of-government approach to problem-solving. The best example involved an area known as Franklin Road.  In 2007 it was a densely populated high crime area replete with gangs, drug traffic, out-of-control bars and lounges and numerous eyesores. Beginning with a five-year grant entitled “Weed and Seed,” the police weeded out criminals and conditions conducive to crime. Then, other city departments backfilled with rebuilding community infrastructure, streetscaping, removing dilapidated apartment complexes, building new parks and attracting clean businesses. The city converted a dangerous crime-infested neighborhood into a thriving family-safe business and residential environment. Today the area flourishes as a true testament to what can be accomplished by community partnerships, wise business investment and the teamwork of a motivated city government.  

Planning for the future is another fundamental activity of good government. A look at Marietta’s electric utility demonstrates planning, not only in terms of future vision, but also long-term financial discipline. As a member of the Municipal Electric Authority of Georgia, decades ago the city committed $700 million over four decades to invest in the Plant Vogtle nuclear facility. While the project has not been without controversy, it has ensured the city will have clean energy for 80 years into the future. It also enables the city to sell excess electricity on the open market, with a revenue stream projected to net the city hundreds of millions of dollars over the life of the project. This represents bold strategic visioning, decisiveness and masterful planning.  

As radio stations used to say, “the hits just keep on coming.” In 2024, Marietta won first place in its category of the “Digital Cities Survey,” becoming the first city in Georgia to achieve this top ranking and earning it the nickname “Nation’s # 1 Digital City.”  The award specifically recognizes Marietta’s innovative use of technology to enhance civic services through a long series of local government innovations.  

My original plan to work with Marietta grew from three to 15 years when I realized that I was part of something bigger than just my public safety component. I learned that not only is good government possible in today’s chaotic world, but it also lives on in Marietta, Georgia.  

The author, a veteran law enforcement officer, has served as the police chief of Marietta and Savannah.