S.A.'s Most Powerful Woman City Manager Sheryl Sculley

by Richard Farias | Published Online on February 28, 2011

What does it take to be the CEO of the seventh largest city in the United States? Only one woman knows the answer to that question, and we are proud to feature an interview with her in this month's issue. Sheryl Sculley has had an enormous impact on San Antonio during her five-year-plus tenure as City Manager. Ms. Sculley oversees San Antonio's municipal corporation, which includes 11,500 employees, an annual operating and capital budget of $2.4 billion and a city population of 1.3 million residents – all with poise, grace, and an amazing attitude.

During her tenure, Ms. Sculley has overseen many accomplishments, from streamlining the city's organizational structure and improving customer service to proposing the largest capital bond program in city history (which she explains below). Under her fiscal leadership, San Antonio was recognized in 2008 by Standard and Poor's Rating service with an upgraded "AAA" general obligation bond rating – the only major city in the United States to attain and maintain such a status (it was reaffirmed in 2010 by all three major rating agencies).

Committed to inclusion and diversity, Ms. Sculley is often (and rightly) well-admired by her LGBT constituents. We are happy to recognize Sheryl Sculley as a shining star in our San Antonio community and one of ignite Magazine's Leading Ladies.

ignite: What would you say you are most proud of as you look back during your time (so far!) as City Manager in San Antonio?

Sculley: Last fall, I celebrated my 5-year anniversary as City Manager for the City of San Antonio. Over the past 5 years, we have recruited excellent talent, strengthened the City's financial management, improved city business practices, increased much needed police and fire services, and in 2007, approved the largest bond program in city history. Today, city government is more transparent, more professional and focused on results. In my over 30 years in local government, my professional focus has been to deliver quality results, work with integrity and improve the quality of life in each community in which I have lived and worked.

i: You have been viewed as a very positive force for the LGBT community in San Antonio. What motivates you to advocate or work for LGBT people?

S: The City has the tremendous responsibility to provide quality city services to everyone who lives and works in San Antonio. As City Manager, I am responsible to ensure that we respect diversity and culture in our community and that opportunities and services are provided to everyone.

i: When I saw you on stage at Fiesta Cornyation in April 2009 as "King Anchovy," I was impressed to see my City Manager as someone who could fully embrace an event that draws such a gay and gay-friendly crowd. Was that the first time you had been involved in something like that and what did you think of the experience?

S: It was a blast! Since my first Fiesta in 2006, I've enjoyed attending Cornyation, an official Fiesta event. In 2009, I was asked to serve as King Anchovy and I said yes! Tony Bradfield and Kevin Block designed my costume, skit and set. The annual event showcases our local talent and creativity and has a positive impact in our community. Proceeds from the 3-day event support local non-profit organizations.

i: Lately, there has been a lot of talk and some work into revamping the Tobin Hill area (near Main St. by San Antonio College), which is sometimes looked at as San Antonio's "gayborhood." How could the city benefit from the redevelopment and improvement of that area?

S: The City is committed to revitalizing the inner-city. Today, Tobin Hill includes an eclectic mix of historic houses, small businesses, San Antonio College, and a growing medical complex. The history, location, and dense mix of uses makes this area very appealing to people who want to live, work, and recreate in an authentic urban neighborhood and experience all that the City's downtown has to offer.

The City organized neighborhood stakeholders and helped the community develop and articulate a vision for the Tobin Hill Neighborhood in 2007. The plan development process took a little over a year and included 7 community meetings and 15 planning team meetings. In 2008, City Council approved the final phase of the Tobin Hill Historic District to help preserve and protect the historic housing stock. The Tobin Hill Neighborhood Commercial Revitalization (NCR) district was approved by Council for first year funding on April 1, 2010, and allocated $70,000. The district includes properties on Main, Locust, Dewey Place, and McCullough. The Tobin Hill NCR hired a full time district manager late last summer. The manager is responsible for ongoing revitalization activities in the corridor including: organization, marketing, design enhancements, and business development.

i: There are some people working towards an LGBT Community Center in San Antonio. Do you think a community center has a role to play in the city, and do you believe the city could help support such a center in some way?

S: I am always encouraged to see a grassroots effort in the development of a self-sustaining, independent entity serving the needs of the local community. The center could provide a direct resource to the LBGT community in addressing a variety of social and advocacy issues, especially for our youth. Today, our youth are faced with a variety of social pressures and the center can provide valuable outreach in mitigating negative behavior and consequences.

i: San Antonio is known as a welcoming place for tourists, and LGBT travel in the U.S. is a $47.3 million industry. Thanks to the efforts of the LGBT Chamber of Commerce, the San Antonio Convention and Visitors Bureau (SACVB) added an "LGBT" link to its website www.visitsanantonio.com. What else is being done by the city to promote the lucrative LGBT travel market?

S: SACVB launched an LGBT specific section of www.visitsanantonio.com in January of 2010. The webpage included content specific to this target audience. The LGBT audience aligns with SACVB's affluent target market, which we reach through publications such as Travel + Leisure, Conde Nast Traveler, airline publications, Food & Wine, Texas Monthly, Southern Living. The 2011 print advertising plan will reach 64% of affluent travelers who travel south.

CVB staff also assisted in negotiation for San Antonio to be included in the first edition of Fodor's Gay Guide to the USA, now in its third edition. The SACVB researched and built a media database of LGBT media, to include in editorial pitching of destination news and updates. The San Antonio CVB continues to research and explore new opportunities in outreaching to various markets, including the LGBT community, to encourage visiting our wonderful city – San Antonio.

i: I've been fascinated with the mayor's "SA 2020" initiative, and I have made it to almost every session. What role have you played in SA 2020, and now that the process of town hall meetings is essentially done, what are the next steps your office will play in the ideas that were developed?

S: I am excited with the overall response and participation from our residents in the SA 2020 visioning process led by Mayor Castro. SA 2020 will provide us with the community feedback we need to make significant changes throughout the entire city. The community's role and input during the SA 2020 visioning process is critical to our success in making positive change in our community's future. The SA 2020 vision will serve as a guide, to which the city can set policies and goals to impact the items that the community deems are most important.

The 2007 Bond program, the largest in City's history with $550 million in capital improvements for the community, is scheduled for substantial completion by June 2012. This summer, we will begin the process of developing the next bond program. Based on preliminary input from the City Council, the referendum of the 2012-2017 Bond Program will be in May 2012. Staff is currently working on a recommended professional list of projects for initial consideration. This summer, the City Council will discuss the parameters of the program and the civic engagement participation. I am recommending a comprehensive public process similar to what we did with the 2007 Bond program. In 2007, the majority of the final bond program projects were recommended by community bond committees, consisting of 128 residents. These bond committees worked for several months holding community meetings with more than 500 residents attending. After overwhelming support and passage of the Bond Program by our residents, the City Council prioritized goals for the delivery of the bond program to include budget, schedule, and quality. Our City/County Citizen Bond Oversight Committee appointed to oversee the implementation of the Bond Program has been fully engaged in program providing annual reports to the City Council and Community.

i: San Antonio is definitely a city on the rise and we are becoming more cosmopolitan every year. Do you see yourself staying in San Antonio as the city continues its growth and development?

S: We have increased the professionalism of city government, and I look forward to many more successes in San Antonio, especially as we implement SA 2020.

This article appeared in the March 2011 of ignite Magazine.