The two candidates for Austin’s city manager position each made their case to the public Monday for why they should be chosen for the job. Sara Hensley, the current city manager of Denton, Texas, and T.C. Broadnax, current but soon departing city manager of Dallas, fielded questions for about 30 minutes each in an interview in front of a live audience moderated by journalist Judy Maggio.

Hensley and Broadnax received the same seven questions about topics that are top of mind for city leaders and residents, with each giving a closing statement, followed by an open meet-and-greet session to talk with attendees.

Maggio started by asking each how they would implement policies related to diversity, equity and inclusion. Hensley said the city government has to be reflective of the public at large, with City Council and other leaders being vocal about diversity as a priority.

“Every single department has to affect that, not just one person. Everybody has to be a part of the solution for (DEI),” she said. “Every one of us has to be the people that move that forward. As the city manager, I have to be the one that leads that effort. Talking about it, making sure I’m engaging groups and people to talk about it, making sure we’re getting it out on the table if there’s issues, working with Council when they talk about their strategic priorities.”

Broadnax discussed his work to launch diversity efforts in his previous positions and said DEI goals can be successful only if they are genuinely baked into the priorities of a city’s leadership.

“It’s easy to talk about wanting to implement equity as an organization or even as a leader, but when it’s a part of your DNA and who you are as a person and a leader, I think it’s easy because I show up like that every day and I expect the people that work for me to have the same type of values and principles associated with diversity and equity and inclusion across all different pieces and elements of what that represents for who you are.”

Because Hensley oversaw matters related to homelessness when she was an assistant city manager in Austin, she drew on her experiences uniting city departments under her purview in trying to address the needs and impacts of the city’s growing homeless population. She also shared details of an effort to convert a former senior center in Denton into a housing and rehabilitation facility to help unhoused people achieve stability and employment.

Broadnax shared details of a plan launched in 2021 with homelessness services groups and related organizations that he said helped house more than 3,600 people in two years. He said Dallas’ success in curbing homelessness has resulted in increased federal funding and other recognition, which Austin could take as some inspiration for how to evolve its own policies.

On the issue of public safety, Hensley said Austin needs to start with a careful review and possible search for a permanent police chief. From there, she said accountability, transparency and training on mental health needs and de-escalation tactics should be priorities for ensuring support for police among residents.

“It’s hard to deal with when you haven’t had the training,” she said. “I’m a big proponent of making sure that you provide training for police officers under the right chief so that you are actually effecting change in a positive way.”

Broadnax made reference to the evolving issue of accountability and oversight in the public safety sector in Austin and said the police chief has to prioritize public involvement.

“Having some respect for (oversight) is … to balance out or allow people to have the opportunity to make sure and understand that they have a place to go should they feel like something did not happen the right way,” he said. “I think support for law enforcement is important, but also holding them accountable for protecting and serving at the same time.”

On the matter of transparency, both candidates spoke about the importance of making city data highly visible via a digital online dashboard so that information on spending and actions taken is available and searchable for residents.

Both expressed an appreciation for high expectations and humility when they were asked about how they’d hold their leadership teams accountable while also encouraging creative solutions for the city’s many issues and challenges.

“The higher you go, the less you know,” Hensley said while talking about the need to be aware of the surprises and unpleasant realities that often come with the job. “You build a team through trust. You build a team through transparency. You build a team through respect. I expect critical thinking in everything we do. We owe the mayor and Council our due diligence to give them the best information to make the most informed decision. That’s sometimes not what they want to hear, but it’s important that I make sure, and I’m transparent enough, that here’s the facts and here’s the information you needed.”

Broadnax said he makes his expectations for excellence clear for his leadership team and relevant staff so they’re ready to achieve from the moment they’re onboarded.

“You can’t be on my team long if you do not subscribe to the fact that you’re here for a reason and every day has to be purpose-driven,” he said. “That is really to provide the utmost and best quality service. For me, it’s growing people. It’s motivating them and rewarding them and allowing what they think and what they do to show up in the end product.”

The issue of accessibility to the public brought similar approaches for the two, with Hensley sharing that she’s constantly in offices of colleagues or in meetings with public groups, as well as holding employee forums to talk widely about city matters.

Broadnax said he enjoys feeling energized by hearing stories and feedback from the community and makes a point to take down names and relevant information of people he interacts with inside City Hall and beyond so he can better process those interactions.

Because Austin is facing growth pressures from many directions, Maggio’s final question focused on how the candidates would unite city departments around a cohesive vision for the city.

Hensley likened the city manager post to that of a coxswain, in charge of making sure everyone on a boat is rowing in the same direction set by City Council and the public.

“It’s important that I work with them to have their vision, their mission and their values, but also where are their strategic priorities,” she said. “Then you work with the staff – the directors and the staff – to set the initiatives. Now, they may say safe community, and under that is homelessness and under that is creating a better quality of life.”

Broadnax said he prefers frequent conversations with staff and residents to take feedback, so there’s a constant communication loop about what’s happening and needs to happen.

“You can listen to residents to talk about the disconnects that exist, elevating those conversations, developing systems that prevent the same mistakes from happening, but just actually opening yourself up to wanting to be more aware and get out of your own little bubble sometimes,” he said. “Accountability and results matter, and you only get that for people that are equally as committed to engaging and to advancing the greater good. I think you do that better with teams and collective insight.”