On February 25, in the last session of this year’s Conference on Minority Public Administrators (COMPA 2026) in Durham, North Carolina, four practitioners delved deeply into the topic of community engagement strategies. They were Claudia Hager, Durham County Manager; Keith Chadwell, deputy city manager of the City of Durham, Michael Bryant, Mecklenburg County Manager and Angel Wright-Lanier, assistant city manager of Winston-Salem, N.C.

The conversation stretched far and wide and cast a bright light on this important topic – including many comments that can be of use in communities throughout the fifty states.

As Hager said, having conversations with stakeholders, community members and internally with staff, is critical for city and county managers. That means reaching out to individuals who oppose what you’re doing and not just supporters. “I am very intentional about meeting with my critics” she said.

Her county has a weekly newsletter “and it’s a way for me to understand what some in the community may not necessarily like so that I can be more effective in sharing information and being transparent.”  Often, she added, it’s a matter of framing something so that someone who doesn’t necessarily like an approach will understand the issue and can make an informed decision.

Wright-Lanier agreed saying that “I have had the opportunity to serve in a variety of communities across the state by my choice, and so I would always go in and establish a relationship with people. And one of the things that I pride myself on is having difficult conversations. It didn’t bother me to do that (though) I work with some managers who avoid difficult conversations. But I enjoy meeting with people who don’t agree with me because you have an opportunity to learn something.

“Education is key – letting folks know what it is that you’re doing and why you’re doing it.”

Central to a reasonable conversation, the panel agreed, is to educate the public as to how government works. “Explain it,” said Chadwell, “It can be a complex operation nobody understands. For example, I need a sidewalk. (People say) ‘just go build it.’ But by the time you do the engineering, right of way, and acquisition lawyers get involved. So we bring folks together . . .and teach them the various aspects of our government so that when economic development activities come along, when housing challenges are brought up, there’s an opportunity to have conversations. . .  around decisions we’re going to make.”

Communication with an engaged public is particularly important right now, the panel agreed. This is because budgetary problems are on the forefront and will require tradeoffs that may not please residents. According to Hager, “this budget year is among the toughest . . . There’s a convergence of so many issues right now, from the federal policy shifts; to the state and local impacts, especially the conversations that are happening around property tax.”

With the convergence of so many issues and the complexity that they involve, all four city/county management officials spoke forcefully about their role to inform decision makers of the facts, but to stay away from politics. As Chadwell said, city managers should strive to extricate themselves from voicing political points of view, “but be an informer about public policy.” Both Wright-Lanier and Bryant also emphasized the importance of political neutrality. 

A city or county strategic plan can also be very helpful, added Bryant, because it provides a vision and mission for government policy and aids the establishment of budget priorities and collaborative relationships.

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