For N.J. Johnson, the path to city management started with a simple conviction: local government is where public service hits closest to home.
A lifelong Oregonian, N.J. was drawn to municipal government because of its direct impact on daily life. "Local government is typically the level of government that is the most impactful in people's daily lives," he says. "Because of the connection to our services and its size, local government is also the most accessible to participate in." That accessibility, combined with the ability to move quickly at a smaller scale, made it the right fit.
Choosing the Hatfield School of Government was, in his words, an easy decision. Having one of the top MPA programs in the country in the heart of downtown Portland meant he could pursue a rigorous education without leaving the state he calls home. Among his coursework, Financial Management stands out as the most lasting influence, giving him the hands-on skills to assess an organization's fiscal health, skills he draws on daily. He also credits Dr. Cooper and Dr. Lazenby as mentors who supported his growth both inside and outside the classroom.
N.J. highlights the 509 capstone project as a turning point in his education. While coursework built his toolkit as a generalist administrator, the 509 was his first real exposure to the work itself: managing a project end to end, writing for a professional audience, collaborating with busy practitioners, and presenting to an elected body. His project, leading the City of Springfield's land use application fee study, combined an area he already knew well with one he wanted to develop, bridging land use planning and public finance.
That blend of planning and administration would define his early career. While completing his MPA, N.J. worked as both an intern and Associate Planner for the City of Scappoose. When a new city manager arrived and the assistant city manager role opened up, N.J. proposed combining it with his planning duties. The idea stuck. Within a few months, he was promoted to Assistant to City Manager and City Planner, adding human resources, budgeting, and council goal work to his portfolio.
In October 2025, the City of Clatskanie posted an opening for a new city manager, with the incumbent retiring in mid-2026. After extensive conversations with his wife and three rounds of interviews, N.J. was offered the position and started in June 2026.
Though only a few months into the role, he has already faced the kind of challenge that defines small-city leadership. Before his arrival, the cost of Clatskanie's wastewater treatment plant project tripled, requiring the city to take on a $20 million loan on top of existing financing. Repaying that loan over 30 years will add nearly $1,500 in annual sewer charges per household, a significant burden in a community where many residents are on fixed or low incomes. N.J. is focused on building relationships and making the case for state and federal support. "Everyone is facing infrastructure challenges and has costs that are seemingly exceeding their resources," he says. "I'm hopeful that we can tell our story, show the impact on the residents, and ultimately make our case for needed support."
Balancing limited resources with community expectations is a daily reality in small-city management, but N.J. approaches it with directness. Open conversations about budget realities with staff, council, and the public are central to his leadership. He also makes a point of emphasizing what can be accomplished with time and people rather than dollars alone.
Despite the demands, N.J. has no doubts about his chosen field. "I couldn't imagine doing anything else," he says. "The impact you get to make or work towards every single day, along with the relationships you hold with all the others around you working towards the same thing, can't be beat."
His advice to current MPA students is straightforward: start small. Smaller agencies offer early responsibility, visible impact, and direct access to leadership that larger organizations simply cannot match. And just as importantly, he encourages students to embrace being learners. "It can be tempting to try to show everyone what you know and how competent and ready you are," he says. "But what's even more powerful for your growth and more impressive to the seasoned professionals around you is being a willing sponge of information." It is a principle he still practices as a city manager, asking his department heads as many questions as he needs to, basic ones included.
Looking ahead, N.J. is optimistic. He sees a new generation of public administrators entering the field with energy and passion across housing, workforce development, food systems, equity, transportation, and more. "The more smart, hardworking, caring people we have working in our systems," he says, "the better off we'll be."