Tense Times Can Test a Manager By Sheyi Ipaye, CPM This is a true story, one that illustrates the intense pressures that local government managers sometimes face, pressures that help them develop mental and tactical strength over time. A developer who was also president of a state homebuilders association submitted a plan for the development of 647 single-family homes on the south side of a city. The planning and zoning commission approved the plan and so did the city council. After 147 homes were completed, councilmembers decided that the homes were too close to each other (zero lot lines); therefore, the council requested a meeting with the developer and asked that the lot sizes be increased from 6,000 to 9,000 square feet. The developer expressed his concerns regarding his additional costs and lost revenue. He reminded them that both the commission and the council approved his plan. He
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maintained his position and kept building according to the previously approved design. Finally, the council placed a moratorium on the project and all construction work ceased. At this time, the developer filed a lawsuit against the city. Where I Came In It was during this difficult time of tension between the council and the developer that I was hired as the city manager to help resolve the situation, but still promote growth. I quickly arranged for a meeting with the developer, the developer’s attorney, and the city attorney. The developer agreed to meet. I listened carefully to what he had to say, and I also expressed the council’s position to him. After some two hours, the developer told me that he was willing to consider increasing lot sizes from 6,000 to 7,500 square feet, if the council would lift the moratorium placed on his development and the city would consider two requests: 1. Build a bridge to connect two tracks of land on his property.
SOUTH DAKOTA MUNICIPALITIES
