City Manager’s Office

 

City Manager: Craig R. Bucheit

Reports to City Council

Department Mission

Articulate the City’s vision in a clear and engaging format to all stakeholders and provide resources to execute the vision, while developing an organizational culture that focuses on results within the framework of the City’s values.

Department Description

As Chief Executive Officer for the City of Hamilton, the City Manager is responsible for a workforce of more than 600 permanent employees and a $300+ million annual budget. The seven-member City Council appoints the City Manager. The Council operates as the legislative branch of the City and provides policy direction to the City Manager, while the City Manager is responsible for the administration of the City departments.

Reporting to the City Manager are five Executive Directors (Infrastructure, Public Safety, Community Services, Development, and Internal Services), Chief of Staff, Public Communications Specialist, and Executive Assistant.

Office of the City Manager

  • Craig R. Bucheit

    City Manager
    craig.bucheit@hamilton-oh.gov
    513-785-7002

  • Mallory Greenham

    Chief of Staff
    mallory.greenham@hamilton-oh.gov
    513-785-7096

  • Maddie Watkins

    Public Communications Specialist
    maddie.watkins@hamilton-oh.gov
    513-785-7072

  • Amy Bach

    Executive Assistant
    amy.bach@hamilton-oh.gov
    513-785-7002

State of the City.

Every year, the Mayor and the City Manager deliver the State of the City Address, updating the public on the status of current and planned projects and painting a vision for the next generation of Hamiltonians.

 

Leadership Blueprint.

Remain Strategic

Ensure my work - and that of my executive team - is strategic. All of our activities need to be aligned with the overarching strategic plan (OGSM) of the larger organization. Any individual that reports directly to me will have a set of measurable tasks during a specific time frame. 

Be Persistent & Work Hard

Success is a marathon, not a sprint; never give up. 

Accept Accountability

Hold myself accountable to the highest standards of behavior. The litmus test for every action will be "Would I be comfortable with the details of my decisions being placed on the front page of a newspaper?" 

Embrace Responsibility

Appreciate and embrace the responsibility that comes with being a leader. Always realize that many people depend on me. 

Value Meetings

Embrace the importance of team meetings and individual one-on-one meetings. These meetings are not a nuisance or distraction - they are the day-to-day manifestation of leadership. 

Create a Top Team

Create a team of "A" players. My goal is to hire, retain and promote only the best. If someone is not an "A" player, my job is to turn them into an "A" player or help them find another role where they have a better chance to be an "A" player. I will hold my team accountable to the highest standards of performance and behavior. 

Treat Direct Reports as Adults

Treat direct reports as bright, capable, responsible adults. Treating employees like inferiors and micromanaging is the ultimate form of disrespect and poor leadership.