Two Former Mayors, Two Parties: What Makes a Great Councilmember

A new monthly Braver Angels column, produced with the Braver Angels Riverside Alliance and launching this August, is built around a simple idea: that Riversiders can disagree about politics and still reason together toward a better city.

With three City Council seats in play after Tuesday's election, we saw a chance to preview it early, putting a single question to two people who understand the job from the inside far better than most of us: As a former mayor, now a citizen voter, what are you looking for in a councilmember?

We put that question to former mayors Dr. Ron Loveridge and Rusty Bailey, asking each to write independently before we shared what the other wrote and invited a response. Dr. Loveridge answers from the blue side of the aisle, Mayor Bailey from the red. The point isn't to settle who's right. It's to bridge the distance between two people who see Riverside differently but love it the same.

Loveridge: Pragmatism, Not Partisanship

Dr. Ron Loveridge represented Ward 1 on the City Council from 1979 to 1993, then served as mayor from 1993 to 2012.

I will draw on the perspectives of 19 years as Mayor, 14 years as a councilmember, and 61 years as a UCR professor teaching classes in local politics. As to my approach to politics, I am a Robert Kennedy Democrat.

Kennedy's view of community: "Community demands a place where people can see and know each other, where children can play and adults work together and join in the pleasures and responsibilities of the place where they live."

Councilmembers, mayors, and city managers can and should make a difference in the economic development and quality of life of Riverside. Some do, others do not. The question: what councilmembers will more likely make Riverside a better place to live, play, work, and visit?

I would contend that there is general consensus on the goals and objectives for the City of Riverside: safe streets, vibrant economy, great neighborhoods, efficient and effective services, excellent schools, accessible healthcare, respect for history, signature parks and open spaces, dynamic downtown, distinguished arts and culture, and a high level of social capital.

What are the primary characteristics of a councilmember who can achieve, sustain, and enhance these goals and objectives? Ten points:

1. Councilmembers should run to make life better in Riverside.
2. Councilmembers should have goals, policy and personal.
3. Councilmembers should work with each other.
4. Councilmembers should encourage teamwork and partner with administrators.
5. Councilmembers should represent/value the entire City, and not only their own ward.
6. Councilmembers should identify and understand Riverside's resources — inside and outside of City Hall.
7. Councilmembers should envision a good city and continuously look for best practices.
8. Councilmembers should represent/respect the voters of their wards — walk, inform, listen, return emails/phone calls, go to meetings.
9. Councilmembers should do their homework, especially read/understand the Council agendas.
10. Councilmembers should recognize/value the importance of stakeholder groups in the City.

Successful councilmembers match these ten characteristics by commitment to place, sustained curiosity/engagement, integrity, realistic strategy, and hard work! It is pragmatism not partisanship, the public interest not private or personal advantage that should explain/highlight their key decisions. Councilmembers should be the guardians of good governance.

I served with over 30 councilmembers. My retrospective choices of successful councilmembers would include Bob Bowers (Democrat), Jack Clarke (Democrat), Mike Gardner (Republican), Maureen Kane (Republican), Chris MacArthur (Republican), and Paul Renck. As Mayor, my two closest advisers were Jane Carney (Democrat) and Dave Willmon (Republican).

In Our Towns (published in 2018), James and Deborah Fallows study over 30 cities across America. They identify 10½ signs of civic success. The first sign is "People work together on practical local possibilities, rather than allowing bitter disagreements about national politics to keep them apart."

Let's continue to do so in Riverside!

Bailey: The Art of Compromise

Rusty Bailey represented Ward 3 on the City Council from 2007 to 2012, then served as mayor from 2012 to 2020.

Represent, Problem Solve, Decision Make! That is what is required of every elected official, but what is desired by the voters is that they are super heroes. Seriously though, expectations of public officials have increased over the years, while the wages per hour have decreased — so why would anyone want to be a councilmember? The answer lies in a genuine passion for public service and a commitment to civic improvement.

To whom much is given, much is required — that is the mantra I took into city hall when I was first elected. A good councilmember embraces this commitment, understanding that their duty extends beyond simply casting a vote. I aimed to split my time evenly: half inside City Hall, shaping policy with staff and colleagues, and half outside it, listening to my ward and organizing to meet its needs. This dual approach ensures that policy is informed by the reality on the ground.

A councilmember must be able to work with others. Implied in that is the ability to listen toward understanding the problems and needs of the community. This essential skill involves more than just attending meetings; it means proactively engaging with constituents through regular town halls, maintaining open communication channels, and actively seeking out the diverse perspectives of all residents, from long-time homeowners to new business owners and renters. Representation is not a passive act; it is the deliberate championing of the collective good, ensuring every voice, especially those most marginalized, is considered in the halls of power.

Another significant skill is the ability to find a solution that is legally, morally, and ethically responsible to the greatest number of residents and businesses. This is the heart of Problem Solving. It requires a councilmember to be a quick study on complex issues like municipal finance, zoning codes, and environmental regulations. A good councilmember must be prepared to challenge staff recommendations when necessary, always prioritizing the long-term fiscal health and well-being of the city over short-term political gains.

The hallmark of effective public service is not ideological purity but practical results. The art of compromise is just that — finding a way to a negotiated agreement that moves the organization forward — and thereby gives the people progress. This means skillfully negotiating with colleagues who hold opposing views, patiently building coalitions, and focusing energy on critical infrastructure projects and essential city services rather than divisive partisan battles. Compromise ensures that progress is made, even if it means acknowledging that the outcome is probably not everything that they wanted from the city council — but enough to make a positive outcome to improving the quality of life of our city.

Ultimately, an excellent councilmember operates with unwavering transparency and accountability. That means being clear about the rationale behind every vote, making communications and processes public where legally possible, and holding oneself and city staff to the highest standards of public trust. The people deserve to know where their tax money is being spent and how public policy is formed. Through dedication, diplomacy, and integrity, a councilmember can rise above the noise of politics and truly serve our city. That's what the people need, and hopefully expect, from their elected leaders.

Loveridge's response

Thank you Rusty for your clarity and passion of what makes a good councilmember. I agree that the motivation to run should center on a commitment to public service and to civic improvement.

I also agree that the life and work of a councilmember is much more than casting votes. Success largely depends on what happens outside of city hall.

Success depends on wanting to make a difference. It centers on listening to, respecting, and working with many others. Beyond representing constituents, success depends on ideas of good governance and the good city as well as continuous attention to best practices.

The legacy question is important. After four years (or more), what have you accomplished? What difference have you made? How is your Ward, and the City, a better place?

There is a famous saying by a New York Mayor, "There is not a Democratic or Republican way to fill a pothole." The good governance emphasis is on results.

Rusty and I agree that it is an honor, and responsibility, to be a councilmember. Godspeed to those who will be elected! The future of the City, and my neighborhood, depend on what choices you make with your votes, time, and ability to work with others to make good things happen.

Bailey's response

I love the fact that Mayor Loveridge was never afraid to listen to the "other side" of the aisle. Much like President Lincoln with his Team of Rivals (should be required reading for all). He deliberately met with community leaders who thought about solving problems in a different way.

Thus, he was creating a garden for solutions to community problems to spring up with the watering by multiple voices and perspectives — hence a space of compromise. When people gather and play and enjoy and communicate together, good things happen.

Like when we saved the Mission Inn and the cross on Mt. Rubidoux, when the council approved the Riverside Renaissance projects in every ward, or when we had concerts on the courthouse lawn or turned the Fox Theater into a Performing Arts Center or brought the Cheech to Riverside. That's the community that I want to live in.

Disagreeing better starts with talking. What do you look for in a councilmember — and did either mayor shift your thinking? Let us know in the comments.