Leadership in Review - Q&A with Former Royersford Mayor Dave Urner: Part II

Royersford's Mayor Dave Urner made a truly difficult decision in September. He announced that he would be stepping down just about a year shy of the expiration of his term for personal reasons. His resignation was effective Sept. 30 and in the meantime, the borough council had to make moves to select an interim.

Urner took a few hours of his time to sit down with Limerick-Royersford-Spring City Patch Editor Kevin Haslam and discussed everything from the genesis to his term to the wonderful people he's served in the community.

In of our series, Urner discussed his seven-year term, as well as the revitalization efforts of the past, present and future in Royersford. Today, we continue our conversation with the former mayor.

Make sure you check back here all week long for the continuation of the conversation, and a photo gallery of Urner over his tenure provided by a local resident.

LRSC Patch: What would you say are some of your fondest memories from your term?

Urner: I guess there’s a couple. I have always felt this borough was overloaded here with our fire companies. We have two fire companies that were one square mile in dimension. The history of the fire companies that we have were very much legitimate at the time, because of the need that existed.

However, times change and so has the interest in being a fireman. So, I know that there were attempts to combine the two fire companies in the past. They were unsuccessful. However, the most recent attempt to has been successful. I feel that primarily it has been attributed to the willingness to let the two fire companies recognize their problems together that they have and resolve them, as opposed to a council dictating: ‘you will do this, you won’t do that.’ They recognize that volunteerism is down. They recognize that there is duplication of equipment. They recognize the costs. The two fire companies have similar costs, I would say, when it comes to replacing equipment, keeping things updated/upgraded and so on and so forth.

Well, with that recognition of the fire companies’ boards, they have together come to an agreement: tradition is good, but tradition can be a real roadblock. I believe that they have come to grips with the importance of consolidation for the good of the whole. That is one of my favorite phrases to say, because that’s what it’s all about.

For the good of the whole. Councilmen, myself and anybody in elected office is there not for their own agenda but for the good of the whole. They are voted in by the people to be their voice. Therefore, what they do should be in the interest in the good of the whole. It may be oversimplified, but if that perspective was recognized more, then there’d be less I’s instead of we’s, which brings up another point, and I may be hopping around here. The people vote you in to office to represent them, then why don’t they come to council meetings? Why do they only come when there is a sensitive issue that’s on their borders, and then they’re there in droves to object to or in support of whatever the case may be.

Come to council meetings and learn what your councilmen are doing, what they’re not doing. Ask questions. Don’t wait until there’s a crisis – something brewing that’s going to be a hot topic. Try to keep smooth waters all the time. But, it doesn’t happen, unfortunately, and I understand why. You’ve got two people that have to work in a family. This has to be, in this day and age. Evenings with the family are at a premium. To come to a council meeting once or twice a month is really a job, because there’s sports events and so many other different things. So, you have to set your priorities and do what’s right and consequently, our council sessions are filled with students who are there to get some extra credit or special interest groups attempting to get something to be approved or not approved – whatever the case.

The mayor, as far as what it used to be, has his responsibilities reduced drastically. When the burgess was in place, prior to the mayor-council setup, the burgess was everything. He was the code enforcement, he was the streets department, he was in charge of police, in charge of permits, everything. That got separated. Now, the mayor is more of a ceremonial person. Not that he doesn’t have a voice in council, but he doesn’t have a vote, except when there is a tie when there is not a quorum. Then, the mayor breaks that tie. That’s his responsibility. Other than that, all he can do is be a spokesperson in that council meeting to give a point of view from his perspective, or from what he hears from the residents.

So, the ceremonial aspect of it has so many fond memories. I never realized I had the authority to marry people. I mean, the first phone call I got from a girl who said, ‘Well, Mr. Mayor, I was wondering if you would be able to conduct my wedding ceremony,’ threw me for a loop because I didn’t know how to handle that. Oh boy, I just took a gulp and said ‘Let me check my schedule.’

So, I went to the former mayor and said ‘what is this about.’ He said, ‘Dave, that’s part of it!’ He says, ‘You have the authority now. You, the minister and the justice of peace.’ I looked into it further and got back to her and did my first wedding. Ever since then, they’ve been so delightful! I have really enjoyed performing wedding ceremonies, because you’re meeting new people. Everyone’s different. It was one of those things that has created an interest and were memorable.

I’ve always enjoyed giving comments at . It’s an opportunity to give points of view. I don’t get political. I don’t get on a soapbox about an issue, but to give respect to people deserving of that respect and honor was always a high point at that particular time.

I’m asked to give comments and I always tried to keep it to comments, as opposed to a speech, because people remember the first couple of sentences you say, and maybe the last couple of sentences and then you go on and on and on and it becomes a boring thing. That’s something I try not to let happen. I made precise points, said them and was done. I’m always asked to give comments for an that has obtained that achievement. In fact, one was on Oct. 30. That was my last ceremony to be able to deal with these events. That is so great. I tell you, if you’ve never been to one, you ought to try to get there. Just to see the whole mechanics of it was very enlightening. It was enlightening to me, because I never knew they were so precise and involved in a person qualifying for that Eagle badge.

I guess the events – the parade, the . I always dressed up. I went up Swamp Pike and got me a costume. Instead of riding in a police car, I would walk behind the car in my garment greeting everybody. I always enjoyed driving my classic car in one of the parades. That was exciting.

But, you know, I guess it’s an overall high to work with the , because that was my main responsibility. I was in charge of the police department. I was the liaison between the police department and council. When there are situations that exist, I’m the one that brings it to the attention of council for deliberation and I’m the one that takes it back to the department and settles an issue or whatever and work with the chief.

I have thoroughly enjoyed working with Chief [Kevin] Schurr. He is the person that has been there for 30-some years. He came up through the ranks in the borough of Royersford. He knows the borough like the back of his hand. His knowledge of the area is above excellence. He has really got a handle on everything. Then, our officers are seasoned officers. Prior to maybe my coming on board as a mayor, our department was sort of a swinging door. They would come for a few years and leave to take a better-paying job in a township or whatever. That’s understandable. You almost know this is going to happen. We were sort of an OJT-type department with the understanding that this was going to be, because that’s their privilege. They don’t have to stay. But, to be able to see these officers develop along the line, become more proficient, more efficient and more mature, if you will, was a real pleasure to see happen because now they have elevated in their salary level to a point where it’s livable. It’s not the highest, it’s not the lowest, but they’re comfortable there and the borough has got stuff under control.

Yes, there are some issues. These issues do exist. Some of which we just can’t talk about, simply because they’re classified or in litigation. But, they do respond to what needs to be responded to in a quick and efficient way. That’s been a highlight – to see the department develop to a level that they have a lot of credibility. They’re not greenhorns. They’re real, seasoned police officers and that’s important to any borough, township or community in this day and age. You get guys that are just not sure of themselves and too much stuff can slip through the cracks. We’ve got one officer, I’ll tell you, he’s so sharp with DUI’s. I think he can sense them coming before they even get in the borough. His record shows he can hone in on somebody that has been drinking.

But, above all else, it should be recognized that the effectiveness of police personnel for the present and the future is ongoing training. There is no substitute for quality, up-to-date study and training so as to have officers prepared for the unexpected. The cunningness of those bent on doing harm be it rape, robbery, burglary, car-jacking – you name it – is never on the decline. There are very effective programs available for officers to attend that serve to keep them in the know about the "enemy's new tools." Council must recognize the value of such and authorize the chief to take advantage of such upgrading. Yes, walking a beat has some effectiveness. It alerts the "problem makers" to cool their heels for a period of time and then resume activity. You have to beat "them" to the punch with other procedure and equipment, which is many fold more effective. Our force is mature enough and seasoned enough to handle new and innovative procedures. 

So, that’s two or three areas of highlight. I’ve been dealing with people. I do like people. Being the mayor is a people person office. The one thing you need to be knowledgeable of all aspects of the local government. You’ve got to know what’s going on. You must have either been in a meeting where decisions were made, or be knowledgeable of the ordinances that exist. You must be understanding of what has potential down the road. You’ve got inquisitive people and inquisitive people want to know. If you’re standing there like a dunce, then your credibility is reduced. What are you doing in the meetings if you don’t know what’s going on. It’s a people thing, needing to be able to communicate and at the same time, keeping a cool head.

I tell you, boy, some of the stuff I’ve been confronted with are things you want to punch in the mouth. It’s so aggravating, but you can’t do that. You can’t even show that kind of attitude. It’s a matter of being able to overlook it and discuss it in a cool matter so that they are satisfied and it works.

I guess I get on the highlights of what has been a highlight for me. Seven years is a long time. There’s been a lot of things that have happened, but I have to say everything has been a joy to solve or get information for. It’s just been a good experience.

Check back tomorrow for more musings from the mayor, including: his councilmen, a question of change and interim .