Small town governance gets a bad rap. Civic misdeeds have provided celluloid fodder for movies as varied as “To Kill a Mockingbird” and “Footloose.” The reality is likely closer to “Mayberry, R.F.D.”

Ryan Miller, a Mid-Prairie graduate and long-time resident, has been the mayor of Wellman since 2006, a seventeen-year run.  His tenure spans the transition of city administration from the original mayor-council structure of government to the modern manager-council form.

A Doctor of Chiropractic, Miller maintains offices in Wellman and Coralville. He began his business practice in 1994, well before launching his civic career as an unpaid city administrator.

  “At the start, the mayor managed the city,” he said. “The mayor managed through the department heads.”

But that form of government, “mayor-council”, was everywhere being exhausted by the complexities of overseeing modern-day communities. Wellman hired its first city manager in 2007.

While the manager’s position came with a job description of duties and responsibilities, that didn’t mean the mayor handed off all administrative concerns. Miller has remained involved in the details of city administration. His first-hand knowledge of city goals and planned projects empower his role as spokesperson for council actions.

Amiable and approachable, Miller fields questions from residents and neighbors wherever and whenever they meet him without showing impatience.

“People stop me in the street to talk about the city and their difficulties, but that’s what you sign up for,” he said.

Miller’s long tenure as mayor is testament to his popularity with Wellman residents, but the job also entails difficult, unpopular decisions.

Those who attend city council meetings discover the potential for conflict is unlimited in city governance. While the council’s meeting agenda might appear light, the issues they face can be tricky and time-consuming. Small disputes can cause big headaches.

Dogs bark, neighbors create junk yards, fences encroach, and winter creates snow hazards. Neighborhood conflicts can end up at council meetings for resolution. And though the situations appear uncomplicated, they can be more difficult to untangle than a bond issue. All of which needs to be resolved within the timeframe of a council meeting, and with the friendly touch that’s needed when negotiating with neighbors.

Because complaints are addressed in a public forum, discussions can become heated. Cool heads are required and Miller praises Wellman’s council and city administrators for their balanced handling of hot-button issues. 

“We are fortunate in that our council and city staff work well together. Both entities understand their roles. The council sets policy and the staff implement the policy decisions,” he said. 

Not all administrative decisions are well-received, and city employees are sometimes criticized for performing unpopular tasks such as turning off city services or insisting residents adhere to city code when constructing fences and outbuildings. Miller said the city attempts to shield its employees from blame by accepting responsibility for the decision.

“When residents become upset, employees can say that they are doing what the council has told them to do,” Miller said.

Though a Wellman mayor does not have a vote on council actions, his voice can carry an outsized weight. In Miller’s case, his opinions reflect 17 years of experience with road improvements, water and sewer systems, and zoning issues. Miller can point out potential opportunities and problems on city issues when sharing his experience. 

“Even when you agree with the (pending) decision, you have to offer different perspectives,” he said.

Miller said he originally ran for mayor from a concern for the future of his community. In developing a vision for Wellman, he took a resident’s perspective.

“I asked myself ‘If my kids would want to come back to Wellman, what would make it more attractive so they would want to live here?’,” he said.

During his term of office, Wellman has made substantial investments within the community. In addition to the always necessary improvements to infrastructure, there have been commitments to non-governmental organizations such as the Senior Dining Program, the library, the skating rink, North Park and the YMCA that enhance Wellman’s quality of life. 

North Washington County is growing rapidly, and Wellman will continue to share in that growth. The community has much to offer. Its amenities include a good network of county and local support systems such as 911 communications, an ambulance service, YMCA facilities, Senior Dining services, a skating rink, a golf course, a large city park and easy access to Iowa City. 

One of its challenges, however, is a lack of vacant land suitable for new housing. The good real estate market proves there is significant demand for more housing in the community, he said.

“When houses come up for sale, they go quickly,” he said. “But we’re landlocked. We need to infill to grow.” 

As Wellman moves into the future, Miller identifies additional challenges for his community as the retention of employees and finding the funds for ongoing infrastructure projects. With a good school system and an excellent network of support systems, the community is well-positioned for continued growth.

In Wellman, residents can find a mayor that’s approachable and a council that accepts responsibility for their actions. City administration projects a neighborly commitment to the welfare of the community. As long-time residents, both the mayor and the council members demonstrate a deep investment in the future of its community. 

That loyalty promotes sincerity and plain dealing with residents and city employees. The result is an effective, down-home approach to problem-solving. 

That’s the hallmark of good governance, and its more commonplace in our small towns than Hollywood might have us believe.