Councilman Victor Salamanca urges study of switch to city-manager model

Councilman Victor Salamanca opened a preliminary discussion on May 4 about studying whether Waterloo should move from its strong-mayor form of government to either a city manager or a city administrator model.

"This is an initial conversation," Salamanca said, framing the proposal as a starting point for council and public discussion. He cited Ankeny and Burlington as examples where a city manager is authorized by Iowa law and contrasted those statutory foundations with Bettendorf’s locally defined administrator role.

Salamanca outlined the principal differences he found in his review: a city manager (as in Ankeny and Burlington) typically is appointed by council under Iowa Code and can have independent authority to hire department heads and execute contracts up to a set threshold; a city administrator model (as in Bettendorf) relies on a local ordinance, is often nominated by a mayor and confirmed by council, and can be more politically exposed because removal may be initiated by the mayor or council members.

He told the council he used the League of Cities materials and municipal codes from those comparables and said the manager model provides stronger insulation from political pressure because removal typically requires a council majority vote; an administrator model can be changed through ordinance or by the next council.

Councilmembers asked practical questions about the next steps. One asked whether adopting a city manager would require a public referendum; Salamanca said yes, because changing the form of government typically requires a charter change or public vote. Another councilmember asked whether Salamanca had prepared job descriptions; he said he had not completed a job description but would work with the city attorney, clerk and mayor to draft one tailored to Waterloo.

Several members expressed support for studying the idea but emphasized the need for data and comparisons. One member recommended reviewing cities that recently adopted a city manager to see whether outcomes improved; another urged public education, town halls and neighborhood outreach to build voter support if the council moves forward.

Salamanca recommended additional formal work sessions with a League of Cities representative and a current or former city manager to present practical details, challenges and staffing implications. The council did not take action at the meeting; members directed staff to continue researching and to plan further discussion and public engagement.

The council moved on to scheduled agenda items; Salamanca’s proposal remains at the study-and-education stage pending future work sessions and public outreach.