Newburgh residents have an opportunity right now to help shape the future of their city — and they should take advantage of it.

The City of Newburgh is conducting a community survey as part of its search for the next City Manager. The city has hired MGT Impact Solutions LLC to conduct the recruitment process, and residents, community organizations and other stakeholders are being asked what qualities they believe the next City Manager should possess and what challenges that person should be prepared to tackle.

The deadline is Aug. 26.

This is more than just another government questionnaire. The City Manager is one of the most important positions in city government. The person selected will be responsible for overseeing city operations, developing the budget, implementing policies and working with the City Council, employees and residents.

So what should Newburgh be looking for?

We took the survey, and the answers reflect what we believe the city needs most at this point in its history.

For leadership qualities, we selected approachable, visionary, courageous, communicative and trustworthy.

Those five qualities are not accidental. Newburgh needs a City Manager who will get out of City Hall and listen to residents. The city needs someone who can envision what Newburgh can become, rather than simply managing its existing problems. That person must also be willing to tell the truth, including when the truth is uncomfortable.

Communication and trust are equally important. Residents deserve to know what their government is doing, why it is doing it and whether the promises made by city officials are actually being kept.

For management style, we chose strategic, decisive and team-oriented. A City Manager must be able to develop a long-term plan and execute it, make difficult decisions and work constructively with both city employees and residents.

The skills we consider most important are conflict resolution, city finance, the ability to work with a City Council whose members have differing opinions, the ability to work openly with the community, and the ability to remain focused on long-term goals.

Those priorities speak to some of the realities facing Newburgh. Managing a city is not simply a matter of writing plans. It requires balancing competing interests, managing limited resources and building consensus without losing sight of the larger objective.

The next City Manager should concentrate on budget development, operational oversight of city services, and policy implementation and execution. Good ideas mean little if city government cannot effectively put them into practice.

At the same time, Newburgh has considerable assets that should not be overlooked.

The first is its waterfront. Newburgh has a remarkable connection to the Hudson River, yet the city has not fully capitalized on that asset. There is enormous potential in making the waterfront an even greater economic, recreational and cultural resource.

Second is the city’s historic district and history itself. Newburgh played an important role in the story of America. That history is an asset that should be celebrated, preserved and incorporated into the city’s future.

And third is the diversity of the community. Newburgh is a diverse city, and there are many people who genuinely want to live here and see it succeed. That is an important foundation on which to build.

But the next City Manager also will inherit serious challenges.

Newburgh continues to struggle with its reputation for crime and poverty, regardless of how that reputation compares with the reality on the ground. Changing that perception will require results, effective communication and a sustained commitment to improving the quality of life.

The cost of living and taxes, both locally and across New York state, present another challenge. City government has to find ways to provide necessary services while recognizing the financial pressures faced by residents.

And the City Manager will have to deal effectively with city employees and labor unions. That requires management skill, fairness, communication and the ability to negotiate while maintaining accountability.

One additional comment on the survey: The next City Manager should be someone willing to engage with the public, live in the city and commit to an open and transparent city government — something the prior City Manager lacked.

That last point may be the most important of all.

A City Manager does not have to agree with every resident, and no manager can solve every problem. But residents should be able to expect accessibility, transparency and a willingness to listen.

The City Council will ultimately make the appointment, but the community should have a voice in defining what it wants from the person who gets the job.

If you live in Newburgh, take the survey. If you have strong opinions about the city’s future, take the survey. If you have complaints about city government, take the survey — but also explain what you believe should be done differently.

And if you are optimistic about Newburgh’s future, say that, too.

The next City Manager will inherit both significant problems and extraordinary opportunities. The more residents who participate, the better chance there is that the search will produce a leader who understands both.

The deadline to complete the survey is Aug. 26, 2026. Your opinion should be part of the process.