Jose Madrigal currently serves as the city manager for Durango, Colorado. His career in public service began in 2002, and over the years, he has held several leadership roles across Texas before making his way to Durango in 2020.
Today, he oversees more than 425 full-time employees and up to 600 seasonal staff, and he is responsible for managing a budget of over $170 million. In many ways, he functions as the city’s CEO, ensuring that departments and services align with the community’s values and needs.
The following are the insights that he shared.
Balancing Heritage with Progress
I started in local government as an intern at the City of Lubbock in 2002. That opportunity grew into a role as an assistant to the city council. By 2004, I was in Cedar Park, Texas, serving as assistant to the city manager, and just two years later, I was promoted to assistant city manager. In 2010, I transitioned to the City of Irving in a similar capacity, before moving on in 2013 to McKinney, Texas, where I served as Deputy City Manager and had the privilege of acting as Interim City Manager for a few months during my tenure there, which was for six years.
Finally, in 2020, I took on my current role in Durango, a community whose character and vibrancy quickly drew me in.
My approach has always been about aligning innovation with tradition so that growth is embraced, not resisted.
When I arrived in Durango from Texas, one of my priorities was not to impose change but to understand the unique fabric of this community. Every city has its traditions, rhythms, and ways of doing things, and I knew I needed to honor that. I designed a 100-day plan, focusing entirely on listening and observing rather than making changes. Many practices in a city exist for historical and practical reasons, and I wanted to learn why things were done a certain way before suggesting any adjustments.
Building Trust through Engagement
Over time, I discovered that progress in a city like Durango happens when you blend your ideas with the community’s identity and your workforce’s priorities. My approach has always been about aligning innovation with tradition so that growth is embraced, not resisted.
Trust is at the heart of city leadership. For me, fostering that trust means creating as many entry points as possible for residents and businesses to interact with their government. That could be at a resident’s home, a public hearing, a site visit, or through structured programs.
One way we do this is through our Connect and Engage Forum, which takes place every two months. During these sessions, each city director gives a brief update on ongoing initiatives, and then we open the floor for nearly two hours of free conversation. Residents can speak directly with directors about issues that matter to them. To make these meetings as accessible as possible, we provide childcare, translation services, and food, removing barriers that might otherwise keep people from participating.
The feedback we receive isn’t always easy—it often comes with criticism—but that’s part of the process. Openness means listening, even when it’s uncomfortable.
Projects That Made a Difference
One initiative that I believe has significantly impacted is the creation of focus groups alongside our Community Engagement Specialist. Traditional boards and commissions are valuable but require long-term commitments, which not everyone can make. Focus groups allow us to tap into the knowledge and experience of residents for shorter, project-specific windows of 30 to 60 days.
For example, whether it’s input on a road project, a stormwater fee structure, or multi-modal transportation, these groups provide direct, time-bound insights that help shape our decisions. This approach expands engagement beyond those in ongoing roles, giving more citizens and businesses a voice in shaping city projects. Combined with the Connected Engage Forum, it has significantly broadened how people connect with and influence their government.
Advice to Emerging Leaders
If I had one piece of advice for future city leaders, it would be this: you cannot drive meaningful change without first understanding your community and workforce. Change for the sake of change rarely succeeds. You need to align your vision with the priorities of the people you serve and the employees who carry out the work. That alignment builds trust and ensures that progress is sustainable, not fleeting.
My time in Durango has reinforced what I’ve learned throughout my career—leadership in local government is about listening first, acting second, and always striving to connect people with the institutions that serve them.
I’m proud of the steps we’ve taken to strengthen engagement and open new pathways for collaboration, and I look forward to continuing this work alongside the people of Durango.
