In my previous op-ed on Operational Excellence, I argued that no city can thrive without modern systems, clear standards, and a culture of continuous improvement. Today, I want to go deeper — because the struggle many Trentonians face when dealing with their own government reveals a crisis demandi ng immediate attention. For more than five decades, my life’s work has been rooted in operations: from keypunching at New Jersey Bell, to telemarketing at ATT, to building call-center teams nationwide through my first consulting firm, Ollimuel Consulting, and ultimately leading training, quality, and customer service operations at Educational Testing Service, including the SAT Call Center. Those experiences taught me one unshakable truth: Operational failure is leadership failure — and leadership failure always lands hardest on the people. Gene Bouie (Submitted photo) Residents Know the Truth: Basic Service Has Broken Down Ask any homeowner who has battled Trenton Water Works over billing errors or customer service. Ask any contractor or developer who has been delayed for weeks because the permitting process is inconsistent and disorganized. Ask any resident who has made phone calls, sent emails, or walked into city offices only to leave frustrated and unheard. These experiences are not minor inconveniences. They are symptoms of a system where: Processes are outdated Staff are undertrained Leadership is unaccountable And residents pay the price A city cannot rise above this. The Next Mayor Must Lead Through Accountability Whoever becomes Trenton’s next mayor must understand that the core of city transformation is not public speeches — it is operational courage. That courage is demonstrated through actions such as: Holding directors, managers, and supervisors fully accountable for quality and performance Setting clear standards and enforcing them consistently Re-training staff where possible and replacing staff where necessary Introducing performance metrics, transparent reporting, and customer-service expectations In high-performing organizations, this is normal. In Trenton, this would be revolutionary. The Role of Unions: Partnership, Not Confrontation Trenton is a union city. That will never change — nor should it. Strong labor partnerships can be an asset when guided by trust, honesty, and shared purpose. But unions cannot be used as a shield to excuse poor service. And management cannot treat unions as adversaries. The next mayor must cultivate relationships rooted in respect and clarity: We value your members. We will invest in training and development. We will create clear expectations for quality and performance. And we will work together to remove barriers standing in the way of excellent service. This is how strong cities function. This is how world-class operations are built. Training, Development, or Replacement Every employee deserves the opportunity to grow. But residents deserve competent service. A mayor who refuses to make difficult personnel decisions is a mayor who accepts dysfunction. And Trenton has suffered enough from that acceptance. This Is an Emergency — and It Is Solvable The operational failures at Trenton Water Works alone have affected thousands of families, undermined trust, and shaken confidence in basic services. The broken permitting process has cost the city development, jobs, and tax revenue. Daily inefficiencies have damaged morale and driven residents away. But every one of these problems is solvable with operational discipline, accountability, and leadership. A Call to Action: Demand Excellence, Not Excuses Trenton cannot afford another election where candidates talk about vision without addressing operations. Vision without operational discipline is just a speech. So I urge: Residents — Demand that every mayoral candidate publicly explain how they will fix operations, implement accountability, and rebuild customer service across city departments. City employees — Embrace the call to excellence. Great leadership will support you, train you, and help you succeed. Union leaders — Partner in raising standards. Strong unions and strong operations rise together. Candidates — Tell us how you will modernize Trenton’s systems, measure performance, and deliver the level of service our people deserve. Trenton has the talent. Trenton has the heart. Now Trenton must build the operations worthy of its people — and worthy of its future. Editor’s Note: This is part of a series of OpEds from Brother Gene Bouie discussing what leadership in Trenton needs in order to build a better future for the city. Read more here: The Power of Strategic Thinking Fiscal Responsibility Economic Growth Quality Government Operational Excellence People-Centered Development Public Safety Community Wellness – an Integrated Approach A Call to Higher Standards The Courage to Confront Trenton’s Truths The next mayor of Trenton must reduce the poverty rate Reclaiming Our Identity: How Trenton Can Make Again and Revive Its Economy ...read more read less