Harter's first year in office
Posted by on April 18th, 2010
La Crosse Mayor Matt Harter walks into every room the same way,shaking everyone’s hand whether meeting them for the first time orthe 50th.
It’s the same retail politics that propelled him from a politicalneophyte with a familiar name to mayoral frontrunner.
Harter’s supporters called him fresh-faced and an answer for thetimes, and they haven’t been disillusioned by a somewhat turbulentfirst year. his opponents are more steadfast than ever in theiraversion to his administration.
He’s now a 25-year-old presiding over 500 employees, 53,000citizens and a $68 million budget.
In policies and politics, his platform hasn’t much departed fromthe one that got him here: vowing to make City Hall moretransparent and efficient, and, above all, to cut taxes.
John Medinger, a former mayor and a veteran of local and statepolitics, said he still doesn’t know what the guarded, on-messagemayor stands for.
“Frankly, I still find him a bit puzzling. I haven’t quite figuredout who he is, where he’s coming from, what’s really important tohim,” Medinger said. “I always say you have to pick the cross youwant to die on. I’m not quite sure what Matt thinks is reallyimportant.”
Harter picked up some political capital for coming through onreducing the tax levy but draws mixed reviews on whether hispolicies have strengthened or weakened local government.
Wilma Spaeth met the mayor 13 months ago when he knocked on herdoor to ask for her vote.
“From my standpoint, I’m really satisfied with him,” she said. “Icertainly cannot complain. I think he’s really working hard andreally picking up on his duties.”
Her primary interest then and now was holding down taxes, which hedid by freezing the budget, shifting a $500,000 fee to a utilityand shuffling $700,000 from surplus. but that promise will collidenext year with the harsh reality of the lingering recession andstate budget.
Council member Lorraine Decker, also a close Harter family friend,said Harter made a “smooth transition, because he was born andraised here, the son of a local business owner.”
That’s not to say Harter has had a drama-free tenure. He’s had toanswer for a sultry calendar, ethics questions involving a meetingwith a county official and an ill-received volunteer firefighterproposal.
But asked how he thinks he’s done and Harter deflects with ajoke.
“I don’t want to say anything that’s going to get me into trouble,”he said after quipping he hasn’t been assassinated yet.
He told La Crosse Rotary last month he was being”persecuted.”
“I think he’s made a few mistakes. … I know about bumpy firstyears because I had one,” Medinger said. “And one of the mistakesis trying to blame other people for his problems. People are veryforgiving, but they also want you to acknowledge you made a mistakeand not blame other people for it.”
Council members, armed with those controversies, have begun pushingback. Audrey Kader asked for a compilation of all Harter’sdirectives. Marilyn Wigdahl sought to remove federal programs fromunder his authority. and Dick Swantz asked for a legal opinion on apurported conflict of interest.
But Harter said he’s not affected by the second-guessing and he’sreceptive to input, whenever and in whatever form it comes.
A personal touch
Then-candidate Harter introduced himself to every restaurant dineror gas station patron while pumping fuel into his black ChevyMalibu.
Political observers credited that face-to-face campaigning for hiswin, and it’s become part of his leadership strategy.
Harter met alone with the developer when negotiations over adowntown building stalled. he showed up at the home of CollinsOutdoor Advertising’s Marjorie Collins to work out the ongoingcondemnation of a Copeland Avenue billboard.
“It’s just taking a personal approach and establishing arelationship,” he said.
It’s naive, unless it works, countered a city employee, who spokeonly on the condition of anonymity. That employee proffered thatHarter’s independent leadership style is based partly on hisdistrust for department heads.
Harter’s predecessor, Mayor mark Johnsrud, always was accompaniedby an attorney, the planner, finance director or some cityexecutive when dealing in city business. “I always felt that youlisten to staff. Staff are really experts in their fields andthey’re going to provide you with the information you need,”Johnsrud said, sharing the single piece of advice he passed on tothe young mayor.
Harter agreed they’re a good resource but are busy and havedepartments to run.
Still, a handful of directives suggest he’s fallen into a tenuousrelationship with several of his would-be advisers. In February, herequested copies of all department heads’ time sheets and targetedothers to account for their time in 10-minute increments. Herecently directed that no more than two department heads could meetwithout his permission.
“I think that there’s some friction between some employees and themayor’s office,” Medinger said. “The job of the mayor is to be thecheerleader for the city and the team leader for city employees,and I’m concerned that the employees’ morale is not thebest.”
Harter defended the measures. he requested the time sheets, hesaid, because on rare occasions certain executives were taking timeoff without taking vacation time. and if a meeting is importantenough to involve more than two department chiefs, the mayor’soffice ought to be aware, he added.
Johnsrud, now village administrator for Johnson Creek, Wis., saidsome of the tension likely is a backlash over Harter’s hiringfreeze that critics claim crippled services.
The Planning Department suspended work on 32 programs, plans andreports, and the fire department anticipates burning through its$197,000 overtime budget by about July.
Fire Chief Gregg Cleveland said every new mayor has their ownstyle, and “it’s more or less incumbent on department heads to lookat whatever style that is and be able to fashion your operations toit.”
A question of growth
In the wake of finishing fifth in the 2009 primary, Johnsrud warnedhis successor would be dealt a tough hand, but he had positionedthe city to manage the broader decline.
The ousted mayor, though, doesn’t think Harter has maintained themomentum, instead feeding off the growth started under his andMedinger’s administrations.
“I’m really not seeing new growth, new development happening withinthe city under the new mayor,” he said, pointing to the CopelandAvenue hotel, transit center and Riverside Center III. “Some ofthat is directly related to the economy, but some of it is relatedto the city’s administration not actively involved in pursuingeconomic development. and that’s unfortunate for La Crosse.”
There’s development going on throughout the city in big ways and insmall ways, Harter countered. and amid the hiring freeze, he agreedto fill an economic development administrator job.
A mind of his own
Each month at the Committee of the Whole, Harter moves from theninth chair to the fourth to the 11th, filling the seat of whomeveris presiding over the meeting.
Anyone who’s been around City Hall long enough knows former MayorPat Zielke played the same game of musical chairs, as a way to stayin touch with the council members.
“I’m sure he picked that one up on his own,” Zielke said. “He’s gothis feet on the ground, and he certainly is able to think forhimself.”
John Cleveland, a 50-year La Crosse resident who watched Harterdebate challenger Dorothy Lenard last spring, thinks it’s obviousthe mayor is getting help.
But the mayor consistently declines to name who has his ear.
“I don’t think he’s as transparent as he should be, because hewatches very carefully what he says,” Cleveland said. “I don’t knowwho is writing his program.”
Decker thinks he’s been well-received by the council and almost aforce for transformation in the community.
“Because he is charming, good-natured and a godly man, myobservance is he is a peacemaker. Those that he doesn’t agree withideologically, he seems to get along with, for the most part,” shesaid. “He’s pulling the whole community together. He’s kind ofawakened some people from their complacencies.”

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