PM Magazine at 100

ICMA's PM Magazine turns 100 years old in 2019. In celebration, PM is publishing memories and stories over a century serving local government managers.

ARTICLE | Feb 19, 2019

PM is celebrating a significant milestone this year, as it recognizes 100 years of publication, beginning with its debut as the City Manager Bulletin in January 1919. Beginning with this issue and continuing throughout the coming months, the magazine will highlight past covers, people, contents, and events. From these snippets, readers might find that some aspects of the magazine’s contents have not changed that much.

From the May 2019 Edition

Looking back at PM’s history provides a glimpse at what city managers expected the local government profession would look like in the future. In the February 1933 issue of PM, Leonard White, professor of public administration at the University of Chicago, analyzed trends in the profession during the 1930s and wrote his predictions: “What of the future? So far as it can be read from the experience of other countries, the state government is likely to assume much greater responsibility for the character of local government than has yet been known in the United States.” He also predicted that the greatest development would come in the realm of local revenue and expenditure. 

In the May 1933 issue, the “News of the Month” section included a bulletin announcing that seven cities had adopted a five-day work week for city employees. “Seven cities of over 50,000 population have restricted hours of labor and days per week according to a recent report published but the United States Conference of Mayors.” 

The PM issues in the 1930s touched on many relevant topics of the time. In the May 1934 issue, Julia Wright Merrill described how the depression had affected public libraries: “Reduced availability of new books and magazines, shorter hours, deterioration of book stock, salary cuts, discontinuance of training classes and an over-worked staff are the chief ill effects suffered by libraries.”

From the April 2019 Edition

  • It was reported that the “January Bulletin was drafted by stub pencil on scratch paper aboard a train. The idiosyncrasy chirography is more to be blamed than our mimeographer for the frequent errors noted.”
  • A position appointment was noted as a “managership.”
  • In January 1923, City Manager Magazine, the successor of the City Manager Bulletin and labeled the official organ of the City Managers’ Association, is published from Lawrence, Kansas. Advertising is accepted for sewer flushing siphons, chloride of lime, and vitrified paving brick.
  • Articles focused on such topics as paving widths, useless expenditures, creamery wastes disposal, public welfare department organization, and local government management in New Zealand.
  • Concerns also focused on ice plants (1923), standardized fire hose couplings and a municipally owned autobus (1924), and truant gangs (1925). At the end of 1920s, articles were published on airports as a city problem, street assessment collection, administrative organization, and cost accounting.


From the March 2019 Edition

The foundation for Public Management (PM) magazine and even other ICMA publications over the years, was set by PM’s early 1919 issues. Known as the City Manager Bulletin then, the January 1919 issue was published in New York City’s Tribune Building, had seven pages, was typewritten, and included a story titled the “City Manager’s 10 Commandments.” 

Issues of the day could be found in managers’ statements like this one: “Harry Freeman of Kalamazoo advises that he finds morning conferences of administrative officials very valuable. City distribution of milk, city planning, budget exhibition, and a municipal bulletin are on the slate for 1919.” 

Another statement found among the first pages: “ICMA members and ex-managers who have been in the Service are looking about for opportunities to return to the field.” 

The February 1919 copy included a list of city manager salaries, which would later become content for ICMA’s Municipal Year Book. Some of the 1918 salaries shown: Niagara Falls, New York ($5,000); Glendale, Arizona ($2,400); Cadillac, Michigan ($2,200); and Hickory, North Carolina ($1,500).

From the January/February, 2019 Edition

This issue includes messages from two respected ICMA members who, over the years, also have been PM contributors and readers.


My Regards to PM

I think so much of the ICMA organization and of Public Management (PM) magazine. I go back a long way with ICMA—to former executive directors Clarence Ridley, Orin Nolting, Bill Hansell, Mark Keane, my idol Bob O’Neill, and now Marc Ott. The organization, along with the magazine, has meant a great deal to me throughout my career, and I have tried to give back a little by contributing to both while as a manager and at the LBJ School in Austin.

I particularly enjoy reading Public Management for (1) the insightful articles penned by motivational and leadership writers—and not incidentally, current ICMA staff members—who constantly challenge managers and others of us who work in a number of professions, and (2) the columns and articles by current managers who give us the benefit of how they face and solve the everyday problems that all communities face.

I am holding out for the ICMA conference in San Antonio in 2023 to celebrate my 100th birthday in my favorite city. Congratulations to PM for reaching its 100th milestone in 2019!

Y’all keep ginning out PM. It’s the best trade magazine in the world, and I still look forward to receiving it every month!

 Terrell Blodgett, Mike Hogg Professor Emeritus in Urban Management, LBJ School - University of Texas, Austin (



PM Reflections

Congratulations to PM on its 100th year of publication. For my formal city management education, I relied on the Fels Institute of Government at the University of Pennsylvania. That education was thorough and contained many managerial and supervisory instructional exercises.

But for most of my management processes and practices training, I depended on articles in PM. Those articles had stories of work projects that had beginning and ending explanations. The stories told how it was done and what was the level of success and/or failure.

Invariably, the stories told of the involvement of elected officials, department personnel, community organizations, and individual residents. And the stories’ authors were usually people you could pick up the telephone and query directly. I gained a lot personally from having PM as a tool.

I regularly referenced PM during executive staff meetings in each of the cities I served as administrator or managed: Inkster, Michigan, 1970–1973; Ann Arbor, Michigan, 1973–1979; Cincinnati, Ohio, 1979–1985; and San Diego, California, 1985–1986.

I also used the magazine as a training tool for city employees. I especially remember using it with the middle management training sessions in the city of Cincinnati. The Personnel Training Division usually copied it for training classes, and I certainly referred to it when I spoke to the classes. We were able to improve our work product in Cincinnati based on articles we had read.


Sylvester (Sy) Murray, Professor of Urban Studies and Public Administration, Levin College of Urban Affairs, Cleveland State University, Cleveland, Ohio (