Lessons from Leading a Growing City

Shawn M. Bell is the City Administrator of Fountain Inn, South Carolina, a role he has held since October 2017. With over a decade of experience in municipal governance, he previously served as City Administrator in Lake City, SC, and as Assistant City Manager in Abbeville, SC. Shawn holds a bachelor’s degree in Political Science from the University of Missouri–Columbia and a Master of Public Administration from Southern Illinois University–Edwardsville. Outside his professional role, he is active in state and national city management associations.

A Calling to Serve the Public Good

I grew up in the St. Louis area and earned my degree in Political Science from the University of Missouri. During my senior year, I interned with a state representative at the Missouri Capitol, which reshaped my understanding of leadership and public service. I realized I did not just want to study policy, but to help make it work in real life.

After graduation, I spent several years in government relations and politics, gaining firsthand experience in how policy decisions shape communities. With a calling to serve the public more deeply, I pursued a Master of Public Administration at Southern Illinois University Edwardsville, where I interned for a year with the city manager and assistant city manager of a St. Louis County municipality. That experience ignited a passion for city management as a means of achieving tangible change.

Around that time, my wife and I decided to settle in the Carolinas, where I began as Assistant City Manager in Abbeville, SC. This small, historic town offered valuable hands-on experience in local government operations and utilities management. After about a year and a half, I became City Administrator of Lake City, serving for three years and learning how to balance progress with community values.

Since 2017, I have served as City Administrator for Fountain Inn, a fast-growing city in Upstate South Carolina. Guiding this community through rapid growth while preserving its character has been both challenging and deeply rewarding. My focus remains on ensuring that economic growth translates into tangible benefits for the people who call Fountain Inn home.

Leading Through Growth, Service, and Integrity

For me, leadership begins with continuous learning and professional growth. I have always believed in lifelong education and make it a priority to pursue some form of professional development every year. Over the years, I have completed various programs, including Leadership South Carolina, the Local Government Leadership Institute, the Advanced Institute, the Riley Fellows Diversity Leaders Initiative, the Risk Management Institute, and multiple Economic Development certifications. Each program has shaped my leadership philosophy and helped me bring new practices and perspectives back to my organization.

Equally important to me is giving back to the profession. I currently serve as Secretary-Treasurer of the South Carolina City and County Managers Association and Vice Chair of the Laurens County Development Corporation. I am also a past president of the South Carolina Community Development Association and the Fountain Inn Rotary Club. I recently completed my tenure as Chair of the Board of Trustees of the South Carolina Municipal Insurance Trust and have served on ICMA’s Government Affairs and Policy Committee. These roles keep me connected to peers, expose me to diverse ideas, and allow me to contribute to the broader field of local government.

Ethics also play a central role in my work. The ICMA Code of Ethics serves as my daily compass, and a copy hangs in my office as a constant reminder of the principles that guide my decisions.

At Fountain Inn, we have adopted the CliftonStrengths framework. My top strength, consistency, shapes how I lead. I strive to treat everyone with fairness and respect, building trust and stability across our organization.

Strengthening the City by Strengthening Its People

Delivering city services with accuracy, transparency, and community focus defines how we govern in Fountain Inn. Every initiative is designed to build trust, improve efficiency, and foster shared ownership among residents, employees, and local businesses.

One of our most successful programs is the annual Civics Academy, which provides residents with an inside look at how their local government operates. Each year, community members spend a Saturday with me and our department heads, touring police, fire, and public works facilities, and participating in a hands-on budgeting exercise that highlights the challenges of municipal finance. They also visit our natural gas department, something unique in South Carolina. The experience not only deepens understanding but also humanizes local government. Graduates often become city ambassadors, championing Fountain Inn in public and online forums.

To strengthen employee engagement, I host a quarterly Breakfast with the City Administrator, where randomly selected employees from each department join me for open discussions and dialogue. These informal sessions create space for candid feedback, shared ideas, and mutual understanding, ensuring that voices from every level are heard.

Our economic development strategy centers on relationships with property owners, entrepreneurs, investors, and real estate professionals. In smaller municipalities, success depends on these networks, which enable us to connect opportunities quickly and advance projects collaboratively.

We have also invested in wayfinding and interstate signage, enhancing civic identity and visitor experience while signaling community pride. Simple yet impactful, this initiative has earned consistent praise from residents and visitors alike.

Finally, downtown revitalization remains a core priority. Through our façade improvement grants, we offer matching funds for upgrades such as new paint, awnings, and windows. The result is visible renewal—public investment inspiring private investment and a stronger sense of pride in our city’s heart.

Together, these initiatives reflect a single philosophy: effective city management is about more than services; it is about partnership, pride, and shared progress.

The Future of Local Governance

One of the most pressing challenges for local governments remains housing affordability. What began as a coastal crisis in cities such as San Francisco, Boston, and New York has now spread nationwide, including to fast-growing states such as South Carolina. While demand for housing continues to surge, supply has not kept pace, creating widening gaps that impact families, workforce mobility, and overall community stability.

The causes are complex, ranging from zoning and infrastructure constraints to rising material costs. Some factors are within the control of local governments, while others are not. Still, city leaders must take an active role in shaping creative solutions, forming cross-sector partnerships, and advocating for policy changes that make housing more attainable. Over the next several decades, housing affordability will continue to be a defining issue at every level of government.

A second challenge is the shrinking pipeline of qualified professionals entering public service. Fewer people are pursuing careers in local administration, law enforcement, or related fields as public-sector pay lags behind private opportunities. Even graduates with advanced degrees in public administration often choose different paths. The desire to serve remains, but incentives, workplace conditions, and perceptions of government work must evolve to meet these needs. Without action, communities risk facing critical shortages in essential roles.

Finally, the growing culture of incivility in public life poses a more profound threat. Online hostility, personal attacks, and contentious meetings have discouraged many ethical and capable individuals from running for office. Those best suited to lead often choose not to expose themselves or their families to that environment.

This erosion of civility is not just political; it is a governance challenge. The strength of local government depends on trust, respect, and a shared belief in public service. Rebuilding that culture will require a collective effort to restore faith in civic participation and inspire future leaders to serve with integrity and purpose.