By Staff
For those who may not know, can you explain the role of a City Manager?
I often describe local government as a municipal corporation, with two predominant governance models.
In a strong mayor-city council form of government, the mayor acts as the CEO, and cities in this system often have a city administrator or chief operations officer without independent executive authority.
In a council-manager form, the city manager serves as the CEO, responsible for the city’s daily operations. The mayor chairs the council, akin to a board of directors. This model allows for professional, nonpartisan management of city affairs while ensuring elected leaders set policy priorities.
What leadership qualities are essential for your position, and how do you embody them?
Transparency, integrity, accountability, courage, empathy, and vision are essential. I strive to model these traits daily by leading with purpose, engaging authentically, and fostering a culture of collaboration and innovation.
How do you prioritize transparency and communication in a diverse city like Stockton?
Residents are our shareholders, and transparency is key to building trust. We maintain open communication through town halls, surveys, digital engagement, and sentiment tools. Ensuring residents feel heard and valued is central to my approach.
Can you share a success story that reflects your leadership’s impact?
Our COVID-19 response stands out. By quickly mobilizing resources and partnerships, we provided relief to vulnerable residents, supported local businesses, and strengthened community resilience during an unprecedented crisis.
What legacy do you hope to leave as City Manager of Stockton?
I hope to leave Stockton more equitable, resilient, and innovative—a city where collaboration and transparency foster a culture of trust. My legacy will be about creating systems and partnerships that ensure Stockton thrives long after my tenure.
How do you measure success in your role?
Success is both quantitative—measurable through KPIs like job creation and crime reduction—and qualitative, reflected in community trust and well-being. For me, it’s about guiding Stockton toward a future where all residents feel safe, valued, and optimistic.
What advice would you give to aspiring leaders in city management?
Embrace a mindset of service, actively listen to your community, and commit to lifelong learning. Build strong partnerships, lead with integrity, and never lose sight of the people behind the policies. Public service is challenging but immensely rewarding, offering limitless opportunities to make a difference.
About
Harry Black is a recognized champion of change and innovation who focuses on transforming organizations by applying best practices and outcome-based strategies. Black’s extensive career includes leadership roles in both the public and private sectors. He is a seasoned executive having served as city manager, deputy chief administrative officer, chief financial officer, program manager, and chief procurement officer.
Black is a leader and pioneer in the development and implementation of performance management programs for cities, helping them to optimize transparency, accountability, and overall performance, thereby improving overall service delivery. Black has implemented a comprehensive integrated systems approach that allows public sector organizations to optimize performance and results. He advocates for the systematic integration of data analytics, lean techniques, smart technologies, citistat programs, and laser-focused strategic planning.
In the area of public financial management, Black has led efforts for several large American cities in the issuance of more than $5 billion of municipal bond transactions from general obligation bonds, revenue anticipation notes, revenue bonds, short-term banknotes, and operating leases. Successfully represented multiple municipalities to rating agencies. In three cases efforts led to bond rating and outlook upgrades. Black has a proven track record of helping cities successfully address structural budget imbalances, budget shortfalls, strengthening reserves and achieving healthcare and pension reform.
Black has served as a leader in the area of capital program development and execution having served as Program Manager of a $500 million, five-year Federal design and construction program, building academic, food service, dormitory, medical, athletic/recreational, and vocational training facilities, supporting 20 million gross square feet of facilities across the United States, including Alaska, Hawaii, and Puerto Rico. Black is credited with helping cities overcome debt capacity constraints with the introduction of innovative debt financing solutions that allowed these cities to be able to more than double lane miles repaved/preventative maintenance, fleet refreshment, new schools, new recreation centers, and gateway beautification.
Black is published in subjects ranging from community & economic development, pension & healthcare reform, and performance management & data analytics. In addition, he has delivered numerous presentations on the aforementioned subjects, as well as police-community relations reforms, infrastructure development, public procurement, and long-range public financial management planning.
Black received his BS in public administration from Virginia State University and his master’s in public administration from the University of Virginia. He also holds a Doctor of Humane Letters degree from Virginia State University.
