Collegedale manager fully accountable

On Ted Rogers' desk sits a small figurine with an inscription that reads, "Around here, I have a very responsible position. ... Every time something goes wrong, I'm responsible."

"It's a joke, of course," said Mr. Rogers, Collegedale's city manager, "but very true sometimes."

As the city's chief executive, Mr. Rogers takes calls at all hours dealing with issues, complaints and projects from residents, city staff, consultants and the City Commission.

Though he plans city spending and major improvement projects far in advance, Mr. Rogers said much of the job is reactionary -- fixing problems or dealing with issues as they present themselves. He said many people have a negative perception of government and take for granted all the services that local governments provide.

When most people interact with government, he said, is when "you're paying a fee, renewing your license, paying your taxes or you need fire, police or EMS.

"You don't usually invite those guys over for wine and cheese. It's, 'I got a problem -- come out and help me.' So that's a challenge sometimes."

Mr. Rogers likens his job to that of a CEO, with the City Commission as the board of trustees. He oversees all city employees and ensures the day-to-day operation of local government, while the commission sets policy. He is paid $86,200 a year with benefits.

Since being hired, Mr. Rogers said he has made strides in employee morale and improved the city's financial state by increasing cash flow.

Collegedale went through several city managers before commissioners appointed Mr. Rogers in November 2006. Bert Coolidge was fired in September 2003 because of budgetary concerns. Commissioners fired Carol Mason in February 2006, citing her unwillingness to take direction and inability to produce an audit of city finances.

Ms. Mason faced a felony charge in Hamilton County Criminal Court after being accused of stealing more than $15,000 in city funds. She was placed on probation on July 30, 2009, as part of a pretrial diversion agreement, court records show.

Dr. Janet Kelly then served as interim city manager in Collegedale until Mr. Rogers was hired.

Mayor John Turner said that, under Mr. Rogers' direction, Collegedale's government is now more accountable. Mr. Rogers has several city employees combing through the city's finances, checking each other's work.

"By default we've now got a strong system of checks and balances in place across the board," the mayor said.

Mr. Rogers said he and the commissioners have built mutual trust, allowing him to give them "the brutal truth" when offering his opinion or advice.

"It's my job to advise them," he said. "I think then, the secret is to let the commission speak for the people and come to their decision. It's the balance of powers, if you will."

Mr. Turner said Mr. Rogers is a firm leader who still takes time to mentor and coach his employees.

"He demands a lot. He expects a lot," Mr. Turner said. "But he also gives a lot."

Mr. Rogers is a member of the Collegedale Church of Seventh-day Adventists but notes that demographic change is moving the city away from its Adventist roots. The City Commission now has two Adventist and three non-Adventist members.

As proof of the shifting ground, the commission voted in 4-1 in September to expand beer sales within the city limits, citing economic development.

Mr. Rogers said the new $1 billion Volkswagen plant being built "right across the street (Interstate 75) from Collegedale" will cause even more growth and change within the city.

"Collegedale is changing," he said. "You can't say it's just an Adventist town. It may have been in the past, but with growth, it's certainly changing."