James Hartshorn

What we talked about

A city manager cannot be the expert on everything

James Hartshorn oversees a city whose daily work spans police, libraries, streets and services residents may rarely think about. In this Making Names conversation, Pflugerville’s city manager explains why the job depends on knowing what to ask and having people with the expertise to answer. He looks to mentors and peers for experience he cannot acquire overnight. Inside City Hall, his responsibility is to build a team that understands its work. An outside perspective can help too, especially when it reveals how a process feels to the resident using it.

Protect time for the important work

Hartshorn calls strategic reflection Q2 time: work that matters but does not arrive with an urgent deadline. Emails can fill a day before a leader has considered whether the organization is heading in the right direction. His response is practical. He puts thinking and writing time on his calendar and tries to defend it. That depends on trust with staff and the City Council, including conversations about priorities and response times. He also asks his executive team to pause and consider whether they are still pursuing the right goals.

Public service with an operator’s responsibilities

His route into local government began with a different plan. Hartshorn expected to enter law enforcement, then returned to school when hiring opportunities were limited. A conversation with a deputy city manager introduced him to a profession he had not understood. It combined the public service he wanted with his interest in running an organization. That motivation still shapes how he describes success. He finds fulfillment in developing staff and watching their work improve the community, rather than waiting for public praise.

Decisions that reach beyond the current year

Pflugerville’s infrastructure decisions give that long view a concrete form. Hartshorn discusses planning roads and water systems for needs that may extend decades into the future, even as growth and financial conditions change. At the time of the interview, he points to water projects and Downtown East as priorities. He describes the latter as a place for residents to gather and make memories together. These are his descriptions of projects and expectations during the conversation, not a current construction-status report or a guarantee of future water availability.

Trust takes time in the room

Asked how to build trust, Hartshorn starts with spending time together. He describes meeting staff in smaller groups, learning what different departments do and asking what would make their work easier. Feeling heard and respected gives people a basis for working together. He applies that same attention to relationships with council members and the wider community. Communication remains an ongoing responsibility, particularly when good city services are easy to take for granted. For residents who want to follow that work, he recommends the city website and its options for newsletters, social updates and alerts.