Leadership Defined, 
and Leadership Recognized
by Bernie Fratto

To know Rick Helwig is to know an individual who genuinely believes that, "we have an obligation to provide the citizens of Novi with the best from responsive services to financial integrity."

Rick Helwig will celebrate two anniversaries in 2003. Three years in his current role as City Manager, and 30 years in Public Service and City Government.

Originally from Akron, Ohio, after graduating from Bowling Green State University with a BS in Business Administration and Finance, he joined the Navy during the height of the Vietnam War. After serving 4 years, Lieutenant Helwig was onto Harvard University, earning his Masters Degree in Public Administration.

After strongly considering a career in International Business, he instead went to work for the City of Dayton, Ohio in June 1973, and this initial experience proved invaluable in formulating many philosophies he would begin to embrace, even today.

A city with a population of 185,000, Dayton offered challenges to even the most seasoned veteran. Labor strife, race issues, economic development, modernizing the infrastructure and environmental issues were all part of the docket on a daily basis. In addition, the City ran the Airport and the Convention Center as well. As the youngest Department Director (Finance) in the history of the city, Rick Helwig was promoted to City Manager in 1984, a position he held for 10 years. This is important to note, because Dayton, Ohio was the 1st major city to adopt a Council/Manager form of government. In this structure, the City Council selects a City Manager to act as CEO of the enterprise, while also functioning as a "board of directors." This in fact, is the same concept utilized by the City of Novi.

In 1994, it was off to Elgin, Illinois as City Manager for 2½ years, followed by a 3 year assignment as the Assistant City Manager in Dublin, Ohio, where he also served as Director of Development.

His odyssey took him to Michigan in 2000, and the lure was personal as well as professional. After accepting the position of City Manager of Novi in April 2000, he immediately embraced the multiple challenges of a growing city with some incredibly complex issues.

First and foremost, he believed, the Sandstone litigation needed to be resolved. Even though a judgment against the City had been on the books since July '99, Helwig embarked on an intense proactive effort to bring this to a resolution that would guarantee "no tax increases, and no reduction of services, to the citizens of Novi."

He assembled an esprit de corps that included the City Council, the Planning Commission, and a new legal team, as well as key individuals from the community. A born leader with decades of experience, Helwig is utterly sincere when he recalled the undeniable feeling in his gut; "City government had let them down," he stated.

He vowed that in all future endeavors, his new team would acclimate and work to "build trust with the community." He unequivocally states that his interaction with Mayor Clark revealed an elected leader of great dignity and professionalism, and says without trepidation that, "Mayor Clark is the most honorable Mayor that I have had the privilege of working with in the last 30 years." New City Attorney Jerry Fisher brought expertise and sheer determination to the Sandstone settlement negotiation team. These three individuals spent nearly eighteen months in difficult negotiations with the Sandstone representatives.

On July 24, 2002 a workable solution vis a vis the Sandstone litigation had been finalized. Perhaps the most visible and sensitive public matter in the history of Novi had finally been laid to rest by a team of professionals that refused to compromise their values.

And through it all, quietly but diligently, Helwig's team was coming together. A new era of "Open Government" was building momentum. Televised City Council meetings, a quarterly newsletter, neighborhood focus groups, and Chamber functions all contributed to the overall effort to create a flow of information. 

These concepts were successfully put to the test during the Road Bond endeavors of Nov. 2000. This collaborative process was highly effective in garnering 60% approval during the presidential elections of 2000. Engaging the valuable input of citizens, Rick Helwig and his team were able to glean pertinent facts regarding how resources could be maximized in developing Novi's roads and infrastructure to accommodate it's rapid growth. The result? $18.4 in municipal bonds, and $45 million in county, state, and federal funds as well. This was no small feat... Juxtapose this effort against the backdrop of post 9/11 challenges, a tough economy, and the unfortunate fact that Michigan is facing a state budget deficit of $1.8 billion dollars!

City Manager Helwig has elevated Novi to an enviable plateau. The City is poised to strategically attract and compete for people, economic investment and overall community vitality. However, alas, his job is never done. But, perhaps "labor of love" is the appropriate moniker. It's not uncommon for a Council meeting to last until 1:30am, but just several hours later find Richard Helwig at a 7:30am breakfast meeting with a concerned citizen, only to be followed up by an important Civic/Social Function that evening.

Such impeccable time management allowed him to deal with a certain subject matter that was on the minds of many in the Police Department. In this particular instance, he was able to recall from his experiences in labor negotiations while with the City of Dayton.

At the behest of the Novi Police Department, Helwig was asked to look into the feasibility and impact of scheduling 12 hr. shifts instead of 8 hr. shifts. Once again his team swung into action with icy-cold precision and discovered many benefits that would be realized by the officers, their families, and of course the City and citizens of Novi. They included cost control, enhanced police services, improved morale and the ability to more strategically staff during critical times. It also helped to improve the quality of private life for the officers that protect our city, during their off days with their loved ones.

Ratified on July 10, 2000, it turned out to be a real plus for everyone, and it even allowed the city to recently authorize adding three more uniformed officers, while maintaining cost consciousness.

Richard Helwig is a leader, a man that presides over an enterprise that employs 250+ people. As he approaches his third year anniversary it is evident that he is building a cohesive team where the whole is greater than the sum of its parts. Under his leadership, the organization has been streamlined, the focus on the big picture has been crystallized and the template has been set for future growth and success.

The team has come together for a common cause, and at every level, individual competence, integrity, and a strong sense of the importance of a code of ethics, embodies the persona of every team member. A spirit of cooperation between the city and its council is evident. 
Once again, Rick Helwig is quick to emphasize the critical role Mayor and the City Council members have played in facing every challenge Novi has faced.

Novi is at a pivotal time in history. Land uses, an outstanding school system, a responsive City government, and maintaining integrity among the ranks while building a quality community are all activist pursuits that will continue. And of course, leadership is, and will always be of paramount importance. Our leaders will guide us, direct by influence and show us the way. 

Rick Helwig is a leader.

You could look it up...