As the Wichita City Council prepares to select a successor to long-time City Manager Robert Layton, the three finalists faced a public grilling Tuesday night regarding the city’s financial future. With a budget exceeding $573 million, the next manager will not only oversee daily operations but serve as the primary steward of the public purse. At the forum held at Botanica, finalists Donte Martin, Mark Freitag, and Dennis Marstall offered three divergent philosophies on how best to protect taxpayer dollars.
Donte Martin: The Philosophy of Public Benefit Donte Martin, the sole internal finalist and current Assistant City Manager, leveraged his 25-year tenure to argue that institutional knowledge is the ultimate cost-saving measure. Martin’s fiscal philosophy centers on the concept of “public benefit,” arguing that spending is justified when it yields tangible social returns. “I believe that we have to keep the public benefit in mind,” Martin told the audience. “Whether you’re an elected official or you’re appointed… we always lead, or should lead, with the public benefit.”
Martin’s supporters point to his handling of complex funds, such as the opioid settlement, where he avoided “supplanting” operational costs with one-time money—a move that prevented a future fiscal cliff. However, his approach to fiscal transparency faced scrutiny. When a resident attempted to question him about the costs and implications of “Flock Safety” surveillance cameras—a significant recurring expense—Martin reportedly walked away from the conversation. This reticence raises questions about whether an internal candidate can effectively scrutinize the budgets of powerful departments like the police.
Mark Freitag: Effective First, Efficient Second Mark Freitag, a former City Manager of Westminster, Colorado, and Janesville, Wisconsin, brought a military-influenced doctrine to the discussion: “Effective first, efficient second.” Freitag argued that the greatest waste of taxpayer money is not “high spending,” but mission failure. He advocates for “generational investments” in infrastructure to prevent catastrophic depreciation, referencing his push for a new water treatment facility in Westminster to secure the city’s future viability.
Freitag operationalizes his fiscal oversight through “four pillars”: Accessibility, Responsiveness, Transparency, and Accountability. However, he described his leadership style as “decentralized,” trusting department heads to operate within “left and right boundaries.” While this empowers staff, it presents a risk profile that relies heavily on the competence of subordinates to prevent budget bloat.
Dennis Marstall: The Strategic Planner Dennis Marstall, currently the County Administrator for Lancaster County, South Carolina, pitched a “bread and butter” approach focused on core services like streets and housing. His fiscal strategy relies on rigorous strategic planning and transparency; his administration in Lancaster received the Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA).
Marstall’s record highlights an ability to adapt to fiscal constraints. After Lancaster voters rejected a 1% transportation sales tax in consecutive years, Marstall pivoted to aggressive grant seeking, securing alternative funding rather than forcing the issue. “The voters have spoken again which is certainly what they wanted,” he noted after the defeat, demonstrating a deference to the public’s tax tolerance while still finding ways to fund projects.
The Council’s Choice The City Council’s decision will likely hinge on which type of fiscal protection they value most. Martin offers the stability of a manager who knows the system’s existing inefficiencies. Freitag offers the “investment” approach, willing to spend now to save later. Marstall offers a “pay-as-you-go” discipline, prioritizing grant funding and voter alignment. The council is expected to make a final decision in December.
