Dennis Champine is the City Manager and Downtown Development Authority Director for The Michigan City of Center Line. His idea of leadership is grounded in ethics and integrity, which form the basis of his commitment to effectively managing government resources.
Focused on meeting community needs, Champine demonstrates that principled leadership makes even the most challenging aspects of public service manageable and impactful.
Initiatives for Tax Revenue beyond Property Taxes
We aggressively pursue funding beyond property taxes. One example is our intergovernmental services agreement (IGSA) with the US Army Garrison in the neighboring City of Warren. Through this, we provide architectural and engineering, solid waste recycling, commercial shredding, construction, bid solicitation, construction management and contract management services.
These services help the Army avoid hefty procurement costs that add over 25 percent to its expenses. The result is millions saved for the military. For us, this approach generates revenue through administrative fees of 10 percent on most contracts and 8 percent on contract management and bid solicitation.
We also opted in to allow cannabis for adult and medical use. Due to this decision, our industrial zone’s occupancy rates jumped from 10 percent to more than 90 percent owing to the presence of cannabis retailers, processors and growers. The move now brings in about $750,000 each year from state tax revenue.
Driving Development through Collaborative Efforts
Building on our partnership with the US Army Garrison, we maintain several intergovernmental collaborations that strengthen services. For example, we have an agreement with the garrison’s fire department. They respond to our structure fires at no cost, and we support them when needed.
Partnerships with other governments are the most cost-effective way for municipalities to operate and deliver services.
We maintain several cost-sharing and joint-use agreements with Warren, where Center Line is an enclave. Our communities collaborate on police, public works and recreation, with residents accessing each other’s programs at local rates. Road repairs are handled jointly, saving money and increasing efficiency.
In practice, Center Line residents probably benefit more. Warren, with a population of about 145,000, offers a wider range of programs and facilities than Center Line, which has a population of 9,000. To offset this cost difference, we contribute $12,000 annually to Warren.
Beyond Warren, we work closely with Macomb County, receiving support in planning, economic and downtown development, environmental reviews and community block grants. We also seek additional support from the State of Michigan to enhance our services.
All of these partnerships improve efficiency, save money and enable us to deliver higher-quality services despite limited financial resources.
Fostering Community Engagement in City Decision-Making
The primary avenue for public engagement is our monthly City Council meetings, where residents get to interact directly with the political leadership. In parallel, we conduct a variety of engagement activities, including online surveys on our website and social media pages. We also held informal programs called “Let’s Talk”. Similar to town hall meetings, they provide a relaxed environment where residents can speak with administrators, enabling them to gain insight into the community’s priorities and concerns.
The partnership between the City Manager’s office and the City Council is equally crucial to understanding the latter’s objectives. We identify and reach out to the council stakeholders, who are primarily residents, listen carefully to their feedback and incorporate their ideas into conceptual and operational planning.
We also conduct meetings whenever we need community feedback on specific initiatives. A recent example is our proposal to co-locate the library and recreation departments. As a small community with limited funding, this move would create cost savings and address the library building’s need for substantial improvements. To gather input, we held internal meetings with the Library Commission, Recreation Commission, Friends of the Library non-profit and City Council in an informal setting.
These conversations and engagement activities help determine the community consensus on the proposal, which, in turn, guides our decision-making.
Emerging Trends Shaping the Future of City Management
We are already seeing trends that will shape the future of city management, beginning to influence how we run municipal operations today. Years ago, everything was on paper, before we shifted to digital documentation. Now, filing cabinets are fast disappearing in government and the private sectors as more information moves to the cloud.
The next major shift I see is the role of artificial intelligence (AI) in government operations. Abundant opportunities exist for applying AI in municipal management.
One example is using AI to provide residents with quick responses to frequently asked questions on websites or social media with a simple click. This could make work easier and faster in the city hall, public safety and other areas where staff interact directly with the public.
Beyond AI, I believe the future lies in continued partnerships. In my experience, partnerships with other governments are the most cost-effective way for municipalities to operate and deliver services.
Words of Wisdom for Tomorrow’s City Managers
The relationship between the City Manager and political leadership is straightforward. In a council–manager form of government, the council sets policies and passes legislation, while the City Manager implements them to ensure the city runs smoothly. Each side has its role, and both need to stay in their lane.
The best advice I have for anyone in this role is not to take things personally. In my view, the most constructive way forward is to learn from every interaction, whether it is with the public or elected officials. Listen, learn, understand and communicate. Be clear with both the public and political leadership about the what, why and how of your plans.
As a manager and administrator, your ability to communicate effectively with the community and leadership is essential. If you do that well, the path ahead becomes much smoother.
