William Tanks is the inaugural City Manager of the City of Mableton, Georgia, where he oversees the development of municipal operations, financial strategy and public services for one of the state’s newest cities. With a career spanning public safety, county administration and municipal leadership, he has held senior leadership roles overseeing multiple government departments and community services. His experience across emergency services, infrastructure, public administration and organizational leadership now guides the operational and strategic development of the City of Mableton.
Establishing the City’s Foundation
Mableton did not begin like most cities. There were no long-established systems, no fully built departments and no decades of processes to rely on.
When I stepped into the role of city manager, the city had already been established, but it was still in its earliest stages. We had limited staff and a fixed timeline to achieve active city status with the State of Georgia, while building systems, hiring staff and creating a financial structure at the same time. Without that designation, the city would not qualify for grants or achieve active city status within the State of Georgia. The first step in building any organization is understanding where you stand. We began with a full financial and operational assessment. The city had funding in place, but financial and reporting structures still had to be built before we could grow.
We were built under pressure, and that experience shaped how we lead, how we plan and how we make decisions.
At the same time, we had to establish core city services. To meet the state’s requirements, we needed to stand up building inspections, planning and zoning, and waste management services within a very tight timeline. This required hiring leadership and staff, securing workspace and putting systems in place quickly. Early decisions would shape how the city would operate for years to come.
Operating With Financial Discipline
One of the most defining decisions for the city was the commitment not to implement a residential property tax. That decision shaped everything that followed.
Cities typically rely heavily on property taxes to fund operations, but we had to take a different path. That meant finding other revenue sources, managing our budget carefully and building services in a way that was financially sustainable.
We relied on business licenses, franchise fees from utility providers, insurance premium taxes and other revenue sources available to municipalities. We also made a conscious decision to build a lean organization and use contracted services strategically. That approach allowed us to provide services without overextending the city financially.
Operating this way required discipline, but it also forced us to be innovative. We learned to look at every decision through the lens of sustainability. Over time, this approach allowed us to grow the city’s budget, build reserves and invest in land that will support future development.
Defining Mableton’s Identity
In the early days, there were people who expected the city to struggle. There were legal challenges, political pressure and skepticism from those who questioned whether a new city could deliver services effectively. Those challenges shaped how we approached the work.
We focused on doing the work. We built departments and established services. We focused on performance and stability. The city began receiving regional and national recognition, and we were able to make strategic investments that positioned us for long-term growth.
If I had to describe the city’s identity today, I would describe it as resilient. We were built under pressure, and that experience shaped how we lead, how we plan and how we make decisions.
Once the city became operational, the next phase was building the organization itself. We expanded from a small operational team into a full leadership structure with departments ranging from parks and community development to finance, communications and information technology.
But building an organization is not just about structure. It is about people and culture. We established a set of core values that guide how we operate: integrity, transparency, service, accountability and collaboration.
We also focused on communication and alignment. When people come from different organizations and backgrounds, they bring different ways of doing things. Part of leadership is bringing everyone together under a shared vision and a shared standard of performance.
Now that our structure is in place, our focus is on improving processes, and becoming a high-performing organization that operates responsibly.
Planning for Long-Term Growth
We want Mableton to grow in a way that makes residents proud of their city and confident in its future. Our goal is to be recognized as a high-performing city, not just in our region but nationally.
A big part of that future is becoming a smart city, using technology and innovation to deliver services effectively. Smart growth means thinking about development, infrastructure and community impact together so that growth strengthens the city rather than strain it.
Even as the city grows, we want to maintain a lean and effective government structure that focuses on service, performance and accountability.
A Career in Public Service
For me, this role is more than just a leadership position. It is personal. I began my career in public service as a firefighter and paramedic in this community. Over the years, I served in leadership roles in public safety and county government, working with multiple departments and learning how local government operates from many different angles.
To now serve as the inaugural city manager of this city, in the same community where I began my career, feels like a full-circle moment. Today, I have the opportunity to help build something that will serve this community long into the future.
Measuring Success Over Time
Building a new city is not just about the first few years. It is about what those first few years make possible.
We were given the opportunity to build a city from the ground up. Opportunities like that come with responsibility to build something that works and serves residents well.
That is what we are working toward every day in Mableton.
