August 27, 2025 • 40 mins
A city as complex and diverse as West Palm Beach requires a team to get things done. While the Mayor makes the final decision, he often looks to his City Administrator to keep city government running smoothly. Today we talk to Faye Johnson, a woman who's lifelong dedication to West Palm Beach keeps the government's wheels turning every day.
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Episode Transcript
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(11:00:56):
Welcome to the City Center
Podcast. I'm Jerry Marcello.
When it comes to the ultimate decision
maker here in West Palm Beach, it is well
known the mayor makes the call on
decisions for the city.
But he is not alone when it comes to
managing all the moving parts
that make up city government.
Today we'll be talking to the woman whose
leadership keeps the wheels
(11:01:16):
moving in West Palm Beach.
That's next on the City Center Podcast.
[Music]
Joining us today is Faye Johnson, City
Administrator for the
City of West Palm Beach.
Faye, welcome. Thank you
for coming on the show today.
(11:01:37):
Thank you for having me.
We're excited to talk about all the
things that are involved
with being a city administrator.
But we always want to
start by talking about you.
Tell us a little bit about yourself and
your voice to becoming
a city administrator.
Okay, well, you know,
there's quite a bit to unpack.
So let me just kind
of maybe summarize it.
(11:02:00):
You know, I am a West Palm Beach
generational resident, was born and
raised here and was raised
in a single family household.
I grew up with nine sisters
and brothers in public housing.
(11:02:20):
I went through the public school system
here in Palm Beach County
for most of my education.
I left here in maybe the 11th grade and
moved out of state to
finish up high school.
I was a cheerleader all through high
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school for the most part.
I started cheering in fourth grade,
believe it or not, at Gaines Park.
At that time, the city operated a number
of different programs and
they had cheerleader squads.
And so that's where I got my introduction
and fell in love with cheer.
So I was a cheerleader for a good six or
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seven years of my years of growing up.
And, you know, how I got into city
management actually came through an
interest that I developed in city
government in a seventh grade American
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history class, believe it or not.
So at that time, I was attending
Roosevelt Junior High and we had a
teacher who was very well known for
history, Mr. Harvey.
And each week we would have to cut out
newspaper articles, current events, and
he would select different suitors to read
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theirs in the classroom.
And invariably, for one reason or
another, my article
tended to be on government.
And at the end of the school year, he had
a mock city commission meeting teaching
us about local government.
And I was assigned the
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role of a city commissioner.
One of my other students in the class was
to sign the role of a city manager.
And as we start rehearsing and all, you
know, I wanted to be the city manager.
I wanted to play that role.
So he allowed the two of us to negotiate
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and I end up getting to
play the city manager.
And that was the start of the peak of my
interest in city management.
And it stayed with me.
And ultimately, the only reason that I
went to college and grad school, you
know, was because I
wanted to be a city manager.
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And here I am.
Isn't that wonderful?
The opportunities you see in elementary
and in high school where you get an
intense to taste possible career and you
suddenly find the
passion that ignites you to
to move forward.
That's really fantastic.
And on top of that
cheerleading, you can't beat that.
Yes.
Yes.
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And I like to think that, you know, being
a cheerleader all those years and, you
know, being a champion for, you know, the
team and a number of
those teams were underdogs.
You know, that kind of helped shape my
thinking of, you know, being a champion
for employees in the workforce and what I
am fortunate to be doing now.
(11:05:31):
All that.
That's really cool.
And then the most important thing for me
is in a place where many people are are
moving to and are transplants, having
someone who has been in the been here
your entire life gives you a perspective
which I think is
incredibly useful to you.
It has.
Now, I actually I moved away my 11th
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grade year of high school.
So I have moved lived in other places and
then came back home, spent 12 years here
at the city with what I call my first
tour of duty to really start my career
and build my career and then left and
moved around and am back.
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So I certainly consider this as a full
circle opportunity, you know, but on the
personal side, you know, I have two great
sons, both of whom are in different
aspects of public service.
And that's kind of ironic and is a family
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joke that we tease and laugh about
because growing up, each of my sons spent
quite a bit of time with me either, you
know, on the job or attending meetings
and always, you know, said, oh, I would
not go into government, you know, and now
all three of us, you know,
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are government professionals.
That's fantastic. Now, along your pathway, you clearly had
to break through barriers to become the
person that you are and to fill the role
that you're filling for the city. Tell us
a little bit about that.
How was that voyage for you?
You know, when I think breaking through
barriers, you know, as you know, I've had
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an opportunity to kind of reflect back,
you know, on my life's journey.
That was something that started pretty
early on, you know, as a cheerleader.
You know, when I think about the fact
that once the public school systems
system was segregated here, you know, I
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ended up going to Twin Lakes.
And at that time, there were not many
black cheerleaders on the cheering squad,
you know, so that was breaking barriers.
And then certainly at the time that I
became a cheerleader at Twin Lakes, there
was still quite a bit of racial tension.
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And my very first and best friend on the
cheer squad was one of the white
cheerleaders. And she and I hung out. I
remember vividly the first time that I
spent the night with her and the folks
peering out their windows as she and I
walked to the corner store.
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Now, I didn't have a clear understanding
of why that was. But looking back on it,
that was breaking a barrier, you know, to
even go into a neighborhood where
heretofore, blacks, you know, had not
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lived in that neighborhood, had not
frequent visited that neighborhood.
So that was breaking a barrier. But now
when I look at my professional career,
city management has always been a white
male dominated field. And that is still
pretty much the case today.
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When you look at black females in the
field, that percentage is very, very low.
So the notion of going into that field,
certainly just from a thought process,
you know, that is breaking new ground and
then to have actually accomplish it, you
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know, is at another level
of breaking the barrier.
So when I look at that, in actuality, I
became the first female county
administrator for St. Lucie County and
the first black county administrator for
St. Lucie County. So that was definitely
breaking the barriers.
And when you look at St. Lucie County 10
(11:09:53):
years ago, when I was there and over 10
years ago, it was still very much so a
rural county and did not have a history
of having blacks in high level positions,
let alone county administrators.
So that was breaking a barrier. And now
in this capacity as the city
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administrator for our city, you know, I
again am the first female and the first
black to be the city administrator. So
again, breaking barriers there.
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Just thinking about it retrospectively, I
don't think that one is tougher than the
other. However, what I have learned,
particularly from that St. Lucie County
experience when I first became county
administrator and
certainly, you know, that was just
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highlighted, you know, the fact that
you're in a rural county, never had a
female administrator, never had a black
administrator or, you know, I was the
first black assistant county
administrator. And so initially, you
know, you feel the
weight, you know, of that
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situation here. And I think for a short
period of time, you know, certainly you
get in your own head, you know, about all
of the eyes that are on you, you know, as
the first female and the first black. But
what I learned is that at the end of the
day, while you make history being the
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first female and the first black, what
the residents and your commissioners care
about is how you perform. And I think
that is still the case today. Now, while
that accomplishments both back at St.
Lucie County, and certainly the
accomplishment here today, being at home
is something that, you know, I work very
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hard to achieve and something I am
incredibly proud about.
But, you know, people don't really pay
attention to the fact that the city has a
female administrator or a black female
administrator. I think what they care
about when they talk about Miss Johnson,
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if you will, or administrator Johnson, if
you will, is that I perform, I produce,
you know, I'm on top of the job where the
rubber meets the road.
I think that's what is impactual. Now,
the fact that I have built that kind of
reputation and then happened to be black
and happened to be a female. I mean,
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that's, you know, something that I just
am deeply proud about.
Very good. Let's talk a little bit about
the job. The City of West Palm Beach
works under the option of strong mayor as
a form of government. Tell us for our
audience, explain a little bit about what
that entails, what that means, and how does the city address that?
And how does the city administrator
position take part in that?
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As the strong mayor form of government,
the mayor serves as the chief executive
officer, you know, and the administrative
leader of the city. I mean, he is the
executive decision maker of the city.
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And as the city administrator, you know,
I see myself as the chief operating
officer, you know, I serve at the
pleasure of the mayor. I add his
designation. I oversee the day to day
operations of the city.
Interact with the commissioners as the
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liaison between the commissioners and the
mayor handle the oversight facilitation
of the development of the budget and all
of the day to day things that comes with
actually running the organization.
So you have for the most part, if you
look at how the city's governmental
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structure was prior to changing its form
of government in 1992, which I happen to
have been here at that time, we were
under a council
manager form of government.
And so the city manager was really
considered the chief executive officer
because we didn't have a strong mayor. We
had a figurehead mayor, if you will. So
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under that form of government, the
ceremonial mayor did not have the
executive and administrative powers that
the strong mayor has.
And the charter lays those powers out.
And the mayor makes a number of the
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executive decisions and
really directs the operation.
OK, so you are basically managing the
machine, keeping the mechanics and the
gears turning for the city.
Yes. OK. And to what road, what level do
you advise the mayor as far as policy and
things that the city
has to set forward with?
(11:15:42):
I would say that there is very little
that the mayor does not involve me in,
which I really enjoy the fact that he
respects my professional training and
looks at me as one of his, and maybe
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perhaps in a number of instances,
you know, as his top adviser on things
across the board. Now, as the city
administrator, a lot of
what I do is behind the scenes.
You know, I think that probably the most
high profile of what I do is the budget.
(11:16:28):
But there are very few things that come
across the mayor's desk that at some
point we don't have a discussion about or
that he doesn't bounce off of me.
He and I sort of work hand in hand and a
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lot, if not everything that the mayor
does from an executive
standpoint has an operational impact.
And so, you know, we work very closely
together. Now, being that he is the
mayor, I am the administrator. You know,
there is, you know, a separation of how
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much, you know, I actually direct and
guide on the executive side.
But as the administrator, you know, I sit
in a covenant position to be able to be
at the table with the mayor on most of
the executive matters that he actually
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makes the final decision on.
So you are a strong resource for the
mayor and pretty much every and every
move. Yes. Outstanding. Yes. You
mentioned the you mentioned the budget.
The budget is a huge
part of your your job.
And what you do. Tell us a little bit
about the process of how the budget comes
to form together and how it becomes what
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we're working with every year.
So the budget actually is a seven month
loan and your process, you know, it's
it's one a process we go
through every single year.
And it is the only process that every
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department within the city has to be
involved in because while the general
fund budget tends to be the one that is
the most highlighted and the most
familiar to residents just because of the nature of the general fund.
It being the largest budget and the
different operations that are funded by
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it. Every thing that we do is part of the
budget. So it's an all hands on deck
operation for seven months.
So we started typically in February in
that budget calendar is really developed
in concert with finance. So we started in
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February and didn't have a budget calendar.
So we started in February and then there
are different major steps along the way
from February through September to get
the budget adopted. So right now where we
are in August, we have presented the
proposed balance budget for FY26 to the
board and work through any follow up
discussion with the board.
(11:19:24):
We are now teeing up when I say we mean
finance in terms of loading up the budget
and getting ready for the first budget
adoption hearing in September and then
the second budget adoption
here and come October one.
The FY26 budget goes into effect and then
come January, February of 2026, we
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started all over again. And I do want to
highlight one point in doing the seven
month process where the
budget takes priority.
We still have all of the other work, the
regular part of our jobs that we're
doing. So the budget doesn't give you an
opportunity where everything else stops
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and you're just working solely on the
budget. The budget is the priority of the
seven months. However, everything else
has to also get done.
And so that's what makes
it so very challenging.
Challenging complex. Wow. Incredible.
But it is absolutely my
favorite seven months of the year.
(11:20:27):
Bless you.
Yes. Seven months that when we get to
September where we adopt the budget, I go
through this kind of low and then I'm
like the little kid at Christmas looking
for February to come again because the
budget is going to start up again.
So that's great. Is there anything that
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we can share with the audience? Things to
expect as far as will the was there
anything in the budget for this year that
the residents will see
and feel immediately?
Well, the big beauty of this budget, from
my perspective, is that the residents
won't see the adverse impact that could
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have been, but for some changes we made.
Specifically, when I look at the CRA and
the changes that are being made at the
state level in terms of tightening the
screws, if you will, on how
CRA dollars could be utilized.
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The CRA has funded for the last five, six
years of my tenure has funded the
majority of the programs
and events on the waterfront.
They have funded the marquee events that
we hold in the Northwest
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community as well as Northwood.
So because of what is happening at the
state level, the CRA pulled the funding
for those events out of their budget.
So had the general fund not stepped in to
pick up the funding for those events,
what the community would have felt was
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that negative impact of not having the
events at the waterfront, not having
brews and barbecue in the Northwest,
Christmas and paradise, not having nights
in Northwood, the quarterly events there.
So that would have been a big negative
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impact because those events, whether it's
waterfront, Northwest and Northwood,
those events contribute highly to the
quality of life for our residents.
If residents and visitors come to our
city because of the quality of life that
we provide, I mean, they
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love forefront flagler.
You know, they love coming to
the events in the Northwest.
The merchants in Northwood love having
those quarterly
nights in Northwood events.
So had it not been for the general fund
being in a position to pick up that
funding to keep those events going, then
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we will be having a
different kinds of conversation.
So I think what residents can expect is
that the level of the quality of life
programming and services that we have
offered will be maintained.
They won't see where things are coming to
an end, where they won't have all of the
activities that they have grown
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accustomed to and look forward to that
they will still be able to enjoy those.
You mentioned the proverbial tightening
of screws both at the
federal and at the state level.
Looks like in the short term, there is a
solution or at least a way for us to
continue to enjoy the things that we've
come to expect here in
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the city of West Palm Beach.
What is the future perspective? What
changes are we anticipating beyond that?
I tell you what we are trying to stay on
top of is that you have, let me just
start with the state level.
So part of what came out of the
legislature this year was the governor
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established a property tax committee.
And they are taking a look at different
options for changing how
property taxes are collected.
And there's been noise about doing away
with property taxes altogether.
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When we had the update from
Representative Edmond here a couple of
weeks ago and Senator Mike Bernard, they
each mentioned, they both mentioned about
this property tax committee in that they
expect that some
changes are going to be made.
(11:25:02):
Now it remains to be seen what changes
will be made and hopefully it won't be
draconian changes that will
then cripple municipalities.
But just on the point of the property
tax, the prospect of changes being made.
When I look at our general fund budget,
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so the FY25 general fund
budget is about 264 million.
Of that 137 million property tax. So it's
about 52% of our general fund revenue.
If we were to lose any of that because of
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changes that are mandated by the state,
it's going to have an impact.
And we have to wait to
see what happens there.
The other concern from the state level
would be 12% of our general fund revenues
come from state shared revenues on a
number of different items and some other
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governmental revenue.
So if the state does not do anything to
adversely impact property tax revenue
legislatively, they may change how they
distribute state shared revenue.
So if they were to pull back on that,
that's a total of about 31
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million in the general fund.
So if we were to lose any
of that, that's an impact.
When we look at our overall budget, it's
comprised the total budget about 25% of
recurring revenue
from federal government.
And then we have a portion from the
state. So any changes on that state
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revenue, there's going to be an impact.
Now, at the federal level, a number of
things are being talked about in terms of
the president's skinny
budget and what have you.
And I certainly am not going to get into
the politics of presidential decisions,
but our total budget has about 157
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reoccurring federal dollars.
And a big portion of that is on the
housing side. So theoretically, worst
case scenario, if that money is pulled
back, we know that it's going to impact
residents who rely on those services.
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And if the city is not in a position to
backfill whatever funding we lose from
the federal level for
housing, it's going to be felt.
I mean, there is an affordable housing
challenge right now with the funding.
So if you take away the funding, then it
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just increases that challenge to house
those who rely on housing assistance.
But in addition to that, one of the big
areas that I'm concerned about, as well
as the mayor, as we have tried to keep
track of what's happening and what's
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being discussed at the federal level, is
the potential elimination of FEMA,
Federal Emergency Management Agency.
Because FEMA steps in in the case of
disasters and help
governmental entities be able to recover.
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Now, we've been fortunate that we've not
had a direct hit, and certainly I hope
that that continues to be the case.
However, we've had some minor or, I would
say, modest damage that we have incurred
in different storms, and we've gotten
reimbursed from FEMA.
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So if the funding for FEMA is eliminated
and that total responsibility is shifted
to municipalities, that's
going to be a huge impact.
And where that impact will be felt is
that we have an emergency reserve that we
have been very methodical about not
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utilizing it because we've been able to
have that cost sharing
with the federal government.
But if we have to fund any potential
impact, 100%, it will eat
that reserves up so very quickly.
So there is certainly an impact. We have
had a great funding partnership with the
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federal government and
the state government.
And I'm hoping that with whatever comes
out of the federal and the state
governments, that it's reasonable and
that it's done in steps and
not with just one fell swoop.
Not only the city, but I am concerned
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about our city, where we're adversely
impacted to the point where it will have
such a negative impact on our
residents and how we operate.
You have been city administrator now for
six years, just about six years?
Well, I've been on board for six years.
It will be six years as the city
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administrator in January of 2026.
Oh, okay.
Yes, almost six.
So you've seen a lot of water going to
the bridge here in West Palm Beach. A lot
of stuff's going down.
What would you say out of the things that
you've experienced in the past five and a
half, so years, was the most important,
the most formative for the city as far as
(11:30:47):
was it the pandemic?
Was it the explosion of business?
What would you say?
Yeah, there is a interconnection between
those two, and that certainly would be
where I would go with
the pandemic of COVID.
You know, it ended up having a silver
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lining for us in a couple of major ways.
I think, first of all, the fact that
under the mayor's
leadership, we kept the city open.
You know, we were able to pivot and make
certain that building permits were still
being issued, building
(11:31:29):
inspections were still being done.
And although we had workers operating
from home, we kept the doors
of City Hall open for business.
That ended up benefiting us in that, you
know, as the country was shut down, if
you will, and folks were then working
(11:31:52):
remote and had the ability to then kind
of relocate and all.
I think it put us on the radar of a
number of major businesses that probably
otherwise would not, you know, have
viewed West Palm Beach as the
(11:32:13):
place, you know, to relocate.
So we have seen just, you know, an
increase, an influx of new business
headquarters relocating from the East
Coast to our city in this whole notion
about Wall Street South that was in play
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way before I became a city administrator.
I think it began to really take shape and
is now solidified. And so we're wearing
that moniker as being Wall Street South.
And then we just are seeing the continual
(11:32:59):
investment of major
developers in our city.
And certainly there is a leader in that
regard of related Ross, and we see all
that they are doing.
But we are also the beneficiaries of new
major developers who have had West Palm
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on their radar and they see what is
happening, the transformation.
So when you look at the Nora district,
when you look at what's beginning to
happen on the north end and whatnot, if
you look at development that's taken
place on the south end,
when you look at the park.
So we have all of these major
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developments coming together
and it's not just one developer.
You know, we have diverse developers that
are coming in or that have invested in
our city and they're continuing to look
at our city and making substantial
investments in West Palm Beach.
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So I think we have just become very, very
attractive in terms of doing business and
then places, a place where their workers
want to live, you know, and want to be in
terms of what things there are to do when
(11:34:23):
work is done, you know, and that goes
back to that quality of life.
Of course. Yes.
So we've talked a little bit about the
past where we've been over the past five
years or so. Let's talk a little bit
about the future. What are your
objectives? What would you like to
accomplish during the remainder of your
career in the city of West Palm Beach?
West Palm in terms of the community, you
(11:34:49):
know, it's going through this incredible
transformation and, you know, from one
perspective, you know, that
transformation, you know, is very, very
sexy, if you will, because you can see
the tall buildings that are going up,
(11:35:10):
the class A office building and I mean,
and just the quality of the types of
office buildings that are being built in
our city. The new high class restaurants
that are coming in the city, the
different types of workforce and
(11:35:32):
affordable housing developments, the
different art and culture that's taking
place in all that's going on in the city.
And then we have a number of other things
that are on the drawing board, like
Vanderbilt that will be coming Cleveland
clinic and on whatnot. And so that's the
physical outward sexy part of the
(11:35:52):
transformation. But I am equally excited
about the transformation,
the other transformation.
And that's the internal transformation.
You know, when I look at the
transformation of our organization in
terms of how we were operating when we
change administrations in terms of the
(11:36:15):
mayor being elected and
putting new staff in place.
We have quietly been going through for me
an equally sexy transformation,
particularly when I looked at our budget,
you know, and how we budget my very first
(11:36:35):
budget back in 2021.
And that was, you know, under doing the
midst of the pandemic where we were
dealing with that $7 million hit from the
pandemic. And we actually had 11
different work sessions with the board
before we got to a balanced budget.
And because we have gotten our arms
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around our finances and our budgeting in
a different manner utilizing best
budgeting practices, you know, for the
most part, the very first time out on the
work session, you know, the board
embraces the proposed balanced budget.
So that's a transformation that, you
(11:37:19):
know, I couldn't be more pleased about.
And then when I look at operating
procedures, you know, we are doing things
so differently from the way
that they were being done.
And we have embraced trying to become as
efficient and effective as we can. Now,
(11:37:40):
the operating transformation, that's not
sexy stuff to
residents and whatnot, perhaps.
I think that they have an appreciation
for having an effective and efficient
government. They like the fact that if
they call with a complaint, it's going to
be responded to, and that we judiciously
(11:38:03):
utilize the taxpayer dollars and all of
the dollars that we get.
But a resident is not going to sit down
and say, oh, you know, the city has this
sexy transformation going on internally
in higher operates, you know, and I'm
probably the only one that
will put it in that perspective.
But I see it as though we have this dual
transformation that has been happening
(11:38:25):
over the five years, one that has been
very explosive physically from the
community aspect and one that has been
incrementally very steady, very
methodical internally.
But it takes a very effective internal
operation to be in place so that the
(11:38:49):
external transformation can happen
without a lot of hiccups. And so that's
the connection between the two.
What I would like to see moving forward
in terms of my future here at the city,
you know, is to continue to be in a
position to provide good administrative
leadership to the organization and to
(11:39:12):
continue to be a resource to this mayor,
whomever becomes our next mayor, to help
shape city policy and
to make certain that
we are that city that is the one that
continues to be the cornerstone of Palm
(11:39:36):
Beach County. And that's probably a very
selfish perspective, but that's one that
I think we have established, you know,
the reputation of being, you know, the
city, the place to be and whatnot.
And so I think we have to continue to
just stay on top of what's happening so
(11:39:58):
that we're able to pivot when we need to,
but keep the city moving forward.
Clearly during your last discussion here,
it's clear that you are indeed the
cheerleader and you are you're high on
the city of West Palm Beach
and that's really wonderful.
I want to thank you for your time today,
Administrator Faye. I very much
(11:40:18):
appreciate your time and we appreciate
everything you do for the
city of West Palm Beach.
Oh, you're very welcome. I am just so
honored to be sitting in the seat that I
am, you know, and to be able to be the
city administrator for the city that I
was born and raised in.
I mean, it's an opportunity of a lifetime
and one that doesn't come very often. So
(11:40:39):
thank you for having me.
And thank you for joining us for the City
Center podcast. If you have comments or
ideas for other topics, please feel free
to write us at podcast at wpb.org.
This has been a production of the City of
West Palm Beach Communications
Department. I'm Jerry
Marcello. We'll see you next time.
Welcome to the City Center
Podcast. I'm Jerry Marcello.
When it comes to the ultimate decision
maker here in West Palm Beach, it is well
known the mayor makes the call on
decisions for the city.
But he is not alone when it comes to
managing all the moving parts
that make up city government.
Today we'll be talking to the woman whose
leadership keeps the wheels
(11:01:16):
moving in West Palm Beach.
That's next on the City Center Podcast.
[Music]
Joining us today is Faye Johnson, City
Administrator for the
City of West Palm Beach.
Faye, welcome. Thank you
for coming on the show today.
(11:01:37):
Thank you for having me.
We're excited to talk about all the
things that are involved
with being a city administrator.
But we always want to
start by talking about you.
Tell us a little bit about yourself and
your voice to becoming
a city administrator.
Okay, well, you know,
there's quite a bit to unpack.
So let me just kind
of maybe summarize it.
(11:02:00):
You know, I am a West Palm Beach
generational resident, was born and
raised here and was raised
in a single family household.
I grew up with nine sisters
and brothers in public housing.
(11:02:20):
I went through the public school system
here in Palm Beach County
for most of my education.
I left here in maybe the 11th grade and
moved out of state to
finish up high school.
I was a cheerleader all through high
(11:02:41):
school for the most part.
I started cheering in fourth grade,
believe it or not, at Gaines Park.
At that time, the city operated a number
of different programs and
they had cheerleader squads.
And so that's where I got my introduction
and fell in love with cheer.
So I was a cheerleader for a good six or
(11:03:05):
seven years of my years of growing up.
And, you know, how I got into city
management actually came through an
interest that I developed in city
government in a seventh grade American
(11:03:26):
history class, believe it or not.
So at that time, I was attending
Roosevelt Junior High and we had a
teacher who was very well known for
history, Mr. Harvey.
And each week we would have to cut out
newspaper articles, current events, and
he would select different suitors to read
(11:03:47):
theirs in the classroom.
And invariably, for one reason or
another, my article
tended to be on government.
And at the end of the school year, he had
a mock city commission meeting teaching
us about local government.
And I was assigned the
(11:04:07):
role of a city commissioner.
One of my other students in the class was
to sign the role of a city manager.
And as we start rehearsing and all, you
know, I wanted to be the city manager.
I wanted to play that role.
So he allowed the two of us to negotiate
(11:04:28):
and I end up getting to
play the city manager.
And that was the start of the peak of my
interest in city management.
And it stayed with me.
And ultimately, the only reason that I
went to college and grad school, you
know, was because I
wanted to be a city manager.
(11:04:50):
And here I am.
Isn't that wonderful?
The opportunities you see in elementary
and in high school where you get an
intense to taste possible career and you
suddenly find the
passion that ignites you to
to move forward.
That's really fantastic.
And on top of that
cheerleading, you can't beat that.
Yes.
Yes.
(11:05:10):
And I like to think that, you know, being
a cheerleader all those years and, you
know, being a champion for, you know, the
team and a number of
those teams were underdogs.
You know, that kind of helped shape my
thinking of, you know, being a champion
for employees in the workforce and what I
am fortunate to be doing now.
(11:05:31):
All that.
That's really cool.
And then the most important thing for me
is in a place where many people are are
moving to and are transplants, having
someone who has been in the been here
your entire life gives you a perspective
which I think is
incredibly useful to you.
It has.
Now, I actually I moved away my 11th
(11:05:53):
grade year of high school.
So I have moved lived in other places and
then came back home, spent 12 years here
at the city with what I call my first
tour of duty to really start my career
and build my career and then left and
moved around and am back.
(11:06:13):
So I certainly consider this as a full
circle opportunity, you know, but on the
personal side, you know, I have two great
sons, both of whom are in different
aspects of public service.
And that's kind of ironic and is a family
(11:06:34):
joke that we tease and laugh about
because growing up, each of my sons spent
quite a bit of time with me either, you
know, on the job or attending meetings
and always, you know, said, oh, I would
not go into government, you know, and now
all three of us, you know,
(11:06:55):
are government professionals.
That's fantastic. Now, along your pathway, you clearly had
to break through barriers to become the
person that you are and to fill the role
that you're filling for the city. Tell us
a little bit about that.
How was that voyage for you?
You know, when I think breaking through
barriers, you know, as you know, I've had
(11:07:17):
an opportunity to kind of reflect back,
you know, on my life's journey.
That was something that started pretty
early on, you know, as a cheerleader.
You know, when I think about the fact
that once the public school systems
system was segregated here, you know, I
(11:07:40):
ended up going to Twin Lakes.
And at that time, there were not many
black cheerleaders on the cheering squad,
you know, so that was breaking barriers.
And then certainly at the time that I
became a cheerleader at Twin Lakes, there
was still quite a bit of racial tension.
(11:08:04):
And my very first and best friend on the
cheer squad was one of the white
cheerleaders. And she and I hung out. I
remember vividly the first time that I
spent the night with her and the folks
peering out their windows as she and I
walked to the corner store.
(11:08:24):
Now, I didn't have a clear understanding
of why that was. But looking back on it,
that was breaking a barrier, you know, to
even go into a neighborhood where
heretofore, blacks, you know, had not
(11:08:45):
lived in that neighborhood, had not
frequent visited that neighborhood.
So that was breaking a barrier. But now
when I look at my professional career,
city management has always been a white
male dominated field. And that is still
pretty much the case today.
(11:09:06):
When you look at black females in the
field, that percentage is very, very low.
So the notion of going into that field,
certainly just from a thought process,
you know, that is breaking new ground and
then to have actually accomplish it, you
(11:09:29):
know, is at another level
of breaking the barrier.
So when I look at that, in actuality, I
became the first female county
administrator for St. Lucie County and
the first black county administrator for
St. Lucie County. So that was definitely
breaking the barriers.
And when you look at St. Lucie County 10
(11:09:53):
years ago, when I was there and over 10
years ago, it was still very much so a
rural county and did not have a history
of having blacks in high level positions,
let alone county administrators.
So that was breaking a barrier. And now
in this capacity as the city
(11:10:14):
administrator for our city, you know, I
again am the first female and the first
black to be the city administrator. So
again, breaking barriers there.
(11:10:56):
Just thinking about it retrospectively, I
don't think that one is tougher than the
other. However, what I have learned,
particularly from that St. Lucie County
experience when I first became county
administrator and
certainly, you know, that was just
(11:11:18):
highlighted, you know, the fact that
you're in a rural county, never had a
female administrator, never had a black
administrator or, you know, I was the
first black assistant county
administrator. And so initially, you
know, you feel the
weight, you know, of that
(11:11:42):
situation here. And I think for a short
period of time, you know, certainly you
get in your own head, you know, about all
of the eyes that are on you, you know, as
the first female and the first black. But
what I learned is that at the end of the
day, while you make history being the
(11:12:04):
first female and the first black, what
the residents and your commissioners care
about is how you perform. And I think
that is still the case today. Now, while
that accomplishments both back at St.
Lucie County, and certainly the
accomplishment here today, being at home
is something that, you know, I work very
(11:12:26):
hard to achieve and something I am
incredibly proud about.
But, you know, people don't really pay
attention to the fact that the city has a
female administrator or a black female
administrator. I think what they care
about when they talk about Miss Johnson,
(11:12:48):
if you will, or administrator Johnson, if
you will, is that I perform, I produce,
you know, I'm on top of the job where the
rubber meets the road.
I think that's what is impactual. Now,
the fact that I have built that kind of
reputation and then happened to be black
and happened to be a female. I mean,
(11:13:10):
that's, you know, something that I just
am deeply proud about.
Very good. Let's talk a little bit about
the job. The City of West Palm Beach
works under the option of strong mayor as
a form of government. Tell us for our
audience, explain a little bit about what
that entails, what that means, and how does the city address that?
And how does the city administrator
position take part in that?
(11:13:32):
As the strong mayor form of government,
the mayor serves as the chief executive
officer, you know, and the administrative
leader of the city. I mean, he is the
executive decision maker of the city.
(11:13:54):
And as the city administrator, you know,
I see myself as the chief operating
officer, you know, I serve at the
pleasure of the mayor. I add his
designation. I oversee the day to day
operations of the city.
Interact with the commissioners as the
(11:14:17):
liaison between the commissioners and the
mayor handle the oversight facilitation
of the development of the budget and all
of the day to day things that comes with
actually running the organization.
So you have for the most part, if you
look at how the city's governmental
(11:14:39):
structure was prior to changing its form
of government in 1992, which I happen to
have been here at that time, we were
under a council
manager form of government.
And so the city manager was really
considered the chief executive officer
because we didn't have a strong mayor. We
had a figurehead mayor, if you will. So
(11:15:01):
under that form of government, the
ceremonial mayor did not have the
executive and administrative powers that
the strong mayor has.
And the charter lays those powers out.
And the mayor makes a number of the
(11:15:21):
executive decisions and
really directs the operation.
OK, so you are basically managing the
machine, keeping the mechanics and the
gears turning for the city.
Yes. OK. And to what road, what level do
you advise the mayor as far as policy and
things that the city
has to set forward with?
(11:15:42):
I would say that there is very little
that the mayor does not involve me in,
which I really enjoy the fact that he
respects my professional training and
looks at me as one of his, and maybe
(11:16:07):
perhaps in a number of instances,
you know, as his top adviser on things
across the board. Now, as the city
administrator, a lot of
what I do is behind the scenes.
You know, I think that probably the most
high profile of what I do is the budget.
(11:16:28):
But there are very few things that come
across the mayor's desk that at some
point we don't have a discussion about or
that he doesn't bounce off of me.
He and I sort of work hand in hand and a
(11:16:51):
lot, if not everything that the mayor
does from an executive
standpoint has an operational impact.
And so, you know, we work very closely
together. Now, being that he is the
mayor, I am the administrator. You know,
there is, you know, a separation of how
(11:17:14):
much, you know, I actually direct and
guide on the executive side.
But as the administrator, you know, I sit
in a covenant position to be able to be
at the table with the mayor on most of
the executive matters that he actually
(11:17:35):
makes the final decision on.
So you are a strong resource for the
mayor and pretty much every and every
move. Yes. Outstanding. Yes. You
mentioned the you mentioned the budget.
The budget is a huge
part of your your job.
And what you do. Tell us a little bit
about the process of how the budget comes
to form together and how it becomes what
(11:17:56):
we're working with every year.
So the budget actually is a seven month
loan and your process, you know, it's
it's one a process we go
through every single year.
And it is the only process that every
(11:18:17):
department within the city has to be
involved in because while the general
fund budget tends to be the one that is
the most highlighted and the most
familiar to residents just because of the nature of the general fund.
It being the largest budget and the
different operations that are funded by
(11:18:40):
it. Every thing that we do is part of the
budget. So it's an all hands on deck
operation for seven months.
So we started typically in February in
that budget calendar is really developed
in concert with finance. So we started in
(11:19:02):
February and didn't have a budget calendar.
So we started in February and then there
are different major steps along the way
from February through September to get
the budget adopted. So right now where we
are in August, we have presented the
proposed balance budget for FY26 to the
board and work through any follow up
discussion with the board.
(11:19:24):
We are now teeing up when I say we mean
finance in terms of loading up the budget
and getting ready for the first budget
adoption hearing in September and then
the second budget adoption
here and come October one.
The FY26 budget goes into effect and then
come January, February of 2026, we
(11:19:45):
started all over again. And I do want to
highlight one point in doing the seven
month process where the
budget takes priority.
We still have all of the other work, the
regular part of our jobs that we're
doing. So the budget doesn't give you an
opportunity where everything else stops
(11:20:05):
and you're just working solely on the
budget. The budget is the priority of the
seven months. However, everything else
has to also get done.
And so that's what makes
it so very challenging.
Challenging complex. Wow. Incredible.
But it is absolutely my
favorite seven months of the year.
(11:20:27):
Bless you.
Yes. Seven months that when we get to
September where we adopt the budget, I go
through this kind of low and then I'm
like the little kid at Christmas looking
for February to come again because the
budget is going to start up again.
So that's great. Is there anything that
(11:20:47):
we can share with the audience? Things to
expect as far as will the was there
anything in the budget for this year that
the residents will see
and feel immediately?
Well, the big beauty of this budget, from
my perspective, is that the residents
won't see the adverse impact that could
(11:21:10):
have been, but for some changes we made.
Specifically, when I look at the CRA and
the changes that are being made at the
state level in terms of tightening the
screws, if you will, on how
CRA dollars could be utilized.
(11:21:30):
The CRA has funded for the last five, six
years of my tenure has funded the
majority of the programs
and events on the waterfront.
They have funded the marquee events that
we hold in the Northwest
(11:21:51):
community as well as Northwood.
So because of what is happening at the
state level, the CRA pulled the funding
for those events out of their budget.
So had the general fund not stepped in to
pick up the funding for those events,
what the community would have felt was
(11:22:13):
that negative impact of not having the
events at the waterfront, not having
brews and barbecue in the Northwest,
Christmas and paradise, not having nights
in Northwood, the quarterly events there.
So that would have been a big negative
(11:22:33):
impact because those events, whether it's
waterfront, Northwest and Northwood,
those events contribute highly to the
quality of life for our residents.
If residents and visitors come to our
city because of the quality of life that
we provide, I mean, they
(11:22:53):
love forefront flagler.
You know, they love coming to
the events in the Northwest.
The merchants in Northwood love having
those quarterly
nights in Northwood events.
So had it not been for the general fund
being in a position to pick up that
funding to keep those events going, then
(11:23:15):
we will be having a
different kinds of conversation.
So I think what residents can expect is
that the level of the quality of life
programming and services that we have
offered will be maintained.
They won't see where things are coming to
an end, where they won't have all of the
activities that they have grown
(11:23:37):
accustomed to and look forward to that
they will still be able to enjoy those.
You mentioned the proverbial tightening
of screws both at the
federal and at the state level.
Looks like in the short term, there is a
solution or at least a way for us to
continue to enjoy the things that we've
come to expect here in
(11:23:57):
the city of West Palm Beach.
What is the future perspective? What
changes are we anticipating beyond that?
I tell you what we are trying to stay on
top of is that you have, let me just
start with the state level.
So part of what came out of the
legislature this year was the governor
(11:24:21):
established a property tax committee.
And they are taking a look at different
options for changing how
property taxes are collected.
And there's been noise about doing away
with property taxes altogether.
(11:24:41):
When we had the update from
Representative Edmond here a couple of
weeks ago and Senator Mike Bernard, they
each mentioned, they both mentioned about
this property tax committee in that they
expect that some
changes are going to be made.
(11:25:02):
Now it remains to be seen what changes
will be made and hopefully it won't be
draconian changes that will
then cripple municipalities.
But just on the point of the property
tax, the prospect of changes being made.
When I look at our general fund budget,
(11:25:24):
so the FY25 general fund
budget is about 264 million.
Of that 137 million property tax. So it's
about 52% of our general fund revenue.
If we were to lose any of that because of
(11:25:46):
changes that are mandated by the state,
it's going to have an impact.
And we have to wait to
see what happens there.
The other concern from the state level
would be 12% of our general fund revenues
come from state shared revenues on a
number of different items and some other
(11:26:06):
governmental revenue.
So if the state does not do anything to
adversely impact property tax revenue
legislatively, they may change how they
distribute state shared revenue.
So if they were to pull back on that,
that's a total of about 31
(11:26:27):
million in the general fund.
So if we were to lose any
of that, that's an impact.
When we look at our overall budget, it's
comprised the total budget about 25% of
recurring revenue
from federal government.
And then we have a portion from the
state. So any changes on that state
(11:26:48):
revenue, there's going to be an impact.
Now, at the federal level, a number of
things are being talked about in terms of
the president's skinny
budget and what have you.
And I certainly am not going to get into
the politics of presidential decisions,
but our total budget has about 157
(11:27:12):
reoccurring federal dollars.
And a big portion of that is on the
housing side. So theoretically, worst
case scenario, if that money is pulled
back, we know that it's going to impact
residents who rely on those services.
(11:27:32):
And if the city is not in a position to
backfill whatever funding we lose from
the federal level for
housing, it's going to be felt.
I mean, there is an affordable housing
challenge right now with the funding.
So if you take away the funding, then it
(11:27:53):
just increases that challenge to house
those who rely on housing assistance.
But in addition to that, one of the big
areas that I'm concerned about, as well
as the mayor, as we have tried to keep
track of what's happening and what's
(11:28:13):
being discussed at the federal level, is
the potential elimination of FEMA,
Federal Emergency Management Agency.
Because FEMA steps in in the case of
disasters and help
governmental entities be able to recover.
(11:28:37):
Now, we've been fortunate that we've not
had a direct hit, and certainly I hope
that that continues to be the case.
However, we've had some minor or, I would
say, modest damage that we have incurred
in different storms, and we've gotten
reimbursed from FEMA.
(11:28:58):
So if the funding for FEMA is eliminated
and that total responsibility is shifted
to municipalities, that's
going to be a huge impact.
And where that impact will be felt is
that we have an emergency reserve that we
have been very methodical about not
(11:29:20):
utilizing it because we've been able to
have that cost sharing
with the federal government.
But if we have to fund any potential
impact, 100%, it will eat
that reserves up so very quickly.
So there is certainly an impact. We have
had a great funding partnership with the
(11:29:43):
federal government and
the state government.
And I'm hoping that with whatever comes
out of the federal and the state
governments, that it's reasonable and
that it's done in steps and
not with just one fell swoop.
Not only the city, but I am concerned
(11:30:03):
about our city, where we're adversely
impacted to the point where it will have
such a negative impact on our
residents and how we operate.
You have been city administrator now for
six years, just about six years?
Well, I've been on board for six years.
It will be six years as the city
(11:30:24):
administrator in January of 2026.
Oh, okay.
Yes, almost six.
So you've seen a lot of water going to
the bridge here in West Palm Beach. A lot
of stuff's going down.
What would you say out of the things that
you've experienced in the past five and a
half, so years, was the most important,
the most formative for the city as far as
(11:30:47):
was it the pandemic?
Was it the explosion of business?
What would you say?
Yeah, there is a interconnection between
those two, and that certainly would be
where I would go with
the pandemic of COVID.
You know, it ended up having a silver
(11:31:08):
lining for us in a couple of major ways.
I think, first of all, the fact that
under the mayor's
leadership, we kept the city open.
You know, we were able to pivot and make
certain that building permits were still
being issued, building
(11:31:29):
inspections were still being done.
And although we had workers operating
from home, we kept the doors
of City Hall open for business.
That ended up benefiting us in that, you
know, as the country was shut down, if
you will, and folks were then working
(11:31:52):
remote and had the ability to then kind
of relocate and all.
I think it put us on the radar of a
number of major businesses that probably
otherwise would not, you know, have
viewed West Palm Beach as the
(11:32:13):
place, you know, to relocate.
So we have seen just, you know, an
increase, an influx of new business
headquarters relocating from the East
Coast to our city in this whole notion
about Wall Street South that was in play
(11:32:38):
way before I became a city administrator.
I think it began to really take shape and
is now solidified. And so we're wearing
that moniker as being Wall Street South.
And then we just are seeing the continual
(11:32:59):
investment of major
developers in our city.
And certainly there is a leader in that
regard of related Ross, and we see all
that they are doing.
But we are also the beneficiaries of new
major developers who have had West Palm
(11:33:20):
on their radar and they see what is
happening, the transformation.
So when you look at the Nora district,
when you look at what's beginning to
happen on the north end and whatnot, if
you look at development that's taken
place on the south end,
when you look at the park.
So we have all of these major
(11:33:41):
developments coming together
and it's not just one developer.
You know, we have diverse developers that
are coming in or that have invested in
our city and they're continuing to look
at our city and making substantial
investments in West Palm Beach.
(11:34:01):
So I think we have just become very, very
attractive in terms of doing business and
then places, a place where their workers
want to live, you know, and want to be in
terms of what things there are to do when
(11:34:23):
work is done, you know, and that goes
back to that quality of life.
Of course. Yes.
So we've talked a little bit about the
past where we've been over the past five
years or so. Let's talk a little bit
about the future. What are your
objectives? What would you like to
accomplish during the remainder of your
career in the city of West Palm Beach?
West Palm in terms of the community, you
(11:34:49):
know, it's going through this incredible
transformation and, you know, from one
perspective, you know, that
transformation, you know, is very, very
sexy, if you will, because you can see
the tall buildings that are going up,
(11:35:10):
the class A office building and I mean,
and just the quality of the types of
office buildings that are being built in
our city. The new high class restaurants
that are coming in the city, the
different types of workforce and
(11:35:32):
affordable housing developments, the
different art and culture that's taking
place in all that's going on in the city.
And then we have a number of other things
that are on the drawing board, like
Vanderbilt that will be coming Cleveland
clinic and on whatnot. And so that's the
physical outward sexy part of the
(11:35:52):
transformation. But I am equally excited
about the transformation,
the other transformation.
And that's the internal transformation.
You know, when I look at the
transformation of our organization in
terms of how we were operating when we
change administrations in terms of the
(11:36:15):
mayor being elected and
putting new staff in place.
We have quietly been going through for me
an equally sexy transformation,
particularly when I looked at our budget,
you know, and how we budget my very first
(11:36:35):
budget back in 2021.
And that was, you know, under doing the
midst of the pandemic where we were
dealing with that $7 million hit from the
pandemic. And we actually had 11
different work sessions with the board
before we got to a balanced budget.
And because we have gotten our arms
(11:36:57):
around our finances and our budgeting in
a different manner utilizing best
budgeting practices, you know, for the
most part, the very first time out on the
work session, you know, the board
embraces the proposed balanced budget.
So that's a transformation that, you
(11:37:19):
know, I couldn't be more pleased about.
And then when I look at operating
procedures, you know, we are doing things
so differently from the way
that they were being done.
And we have embraced trying to become as
efficient and effective as we can. Now,
(11:37:40):
the operating transformation, that's not
sexy stuff to
residents and whatnot, perhaps.
I think that they have an appreciation
for having an effective and efficient
government. They like the fact that if
they call with a complaint, it's going to
be responded to, and that we judiciously
(11:38:03):
utilize the taxpayer dollars and all of
the dollars that we get.
But a resident is not going to sit down
and say, oh, you know, the city has this
sexy transformation going on internally
in higher operates, you know, and I'm
probably the only one that
will put it in that perspective.
But I see it as though we have this dual
transformation that has been happening
(11:38:25):
over the five years, one that has been
very explosive physically from the
community aspect and one that has been
incrementally very steady, very
methodical internally.
But it takes a very effective internal
operation to be in place so that the
(11:38:49):
external transformation can happen
without a lot of hiccups. And so that's
the connection between the two.
What I would like to see moving forward
in terms of my future here at the city,
you know, is to continue to be in a
position to provide good administrative
leadership to the organization and to
(11:39:12):
continue to be a resource to this mayor,
whomever becomes our next mayor, to help
shape city policy and
to make certain that
we are that city that is the one that
continues to be the cornerstone of Palm
(11:39:36):
Beach County. And that's probably a very
selfish perspective, but that's one that
I think we have established, you know,
the reputation of being, you know, the
city, the place to be and whatnot.
And so I think we have to continue to
just stay on top of what's happening so
(11:39:58):
that we're able to pivot when we need to,
but keep the city moving forward.
Clearly during your last discussion here,
it's clear that you are indeed the
cheerleader and you are you're high on
the city of West Palm Beach
and that's really wonderful.
I want to thank you for your time today,
Administrator Faye. I very much
(11:40:18):
appreciate your time and we appreciate
everything you do for the
city of West Palm Beach.
Oh, you're very welcome. I am just so
honored to be sitting in the seat that I
am, you know, and to be able to be the
city administrator for the city that I
was born and raised in.
I mean, it's an opportunity of a lifetime
and one that doesn't come very often. So
(11:40:39):
thank you for having me.
And thank you for joining us for the City
Center podcast. If you have comments or
ideas for other topics, please feel free
to write us at podcast at wpb.org.
This has been a production of the City of
West Palm Beach Communications
Department. I'm Jerry
Marcello. We'll see you next time.
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