Less than two weeks into his new post, Culver City Manager John Nachbar is still getting his feet wet.

The University of Kansas graduate, who has served as the top executive in several cities — including Overland Park, Kan., Patterson, Calif. and Tucson, Ariz. — is now tasked with helping Culver City resolve a projected $2 million structural deficit, while also maintaining residents’ quality of life. In an interview at his City Hall office on Monday, Nachbar spoke to The Wave about his intentions for the city and how he came to be involved in local government.

You’ve been city manager in Culver City for less than two weeks. How has the transition been? Is it overwhelming?
It’s been great. The city and the community have been very welcoming. It’s a special place and this organization functions as a family, they are very close-knit. The first thing for me is to go through a process of learning as much as I can about the community, the city council, the thoughts and feelings of those in this community, the employees, the organization. It is important for me to absorb as much information as I can from all the people representing various groups in the city, so that I can begin to form my strategy as to how to proceed. But I don’t come in with any preconceived notion. I think it’s important in this form of government that I serve at the pleasure of the elected officials, so it is important that I understand their direction and their goals, as well as the community’s interests and concerns.

Why did you set your sights on Culver City?
I was determined to continue my career in California, having worked here before — about eight-plus years — in my earlier career. The opening became available here in Culver City. This location and the amenities, the quality of life — I mean, this is just an outstanding community and I feel fortunate to be in this position.

What are your priorities as they relate to managing this city?
There are still fiscal problems that need to be addressed. There is significant progress that has been made but there is more work to do. That needs to be dealt with very soon. The other thing that is quite apparent is that activity continues here in Culver City and it’s important that I pick up on what’s currently going on so that I can begin to provide guidance and oversight.

How can the city’s $2 million structural deficit be resolved?
We will be beginning those discussions with the staff ASAP. Last week was a “get-acquainted” period and I suppose I will still be getting acquainted. But I finished my first meeting with [chief financial officer] Jeff Muir and one of the things I want to do is secure a detailed understanding of our financial picture. I have a general understanding right now but in the coming days I hope to develop a more refined understanding of the situation.

Members of the city council have mentioned on several occasions that the city needs to find a consistent stream of revenue. Former interim city manager Lamont Ewell suggested that the city market its growing arts scene in order to draw in consumers. Is this something you would like the city to pursue or do you have other ideas?
I spoke with Mr. Ewell before he left and he shared with me his thoughts — one of those being that he felt like there needs to be an economic development strategy that is prepared, and that the city should expand and amplify the arts component. That certainly can make some sense. My experience working other places in the country, it is definitely a great strategy to play to your strengths. That is a dynamic that is already at play here in Culver City and the arts scene is a very attractive component of a community and that often sparks a lot of insular economic development…Economic development has to be pursued in a manner that is comfortable for the community. I don’t want anything that is contradictory of the community’s values. I want to honor them.

Has the council spoken to you about what their expectations are?
We are still in the ‘get acquainted’ phase and it’s clear to me in talking with them that they’re very interested in continuing efforts to enhance the quality of life that exists in Culver City and being able to enhance the local economy while still maintaining that quality of life. Public safety has been a key component of Culver City’s success.

How did you become involved in local government?
I knew I wanted to be a city manager from the time I was young. It is kind of unusual. I was interested in politics at a very young age. I fairly quickly decided that I didn’t want to work at the federal or state level because I felt they were too large and bureaucratic. I like to make things happen; I thought I could have more of an impact at the local level…I love what I do. It’s really challenging, but I like that.

How does Culver City compare to other cities you’ve managed?
Every city is unique but there are commonalties. Everyone — every place I’ve been — values public safety, good schools, a quality shopping environment, parks, good jobs, and overall public services.

What has been your greatest accomplishment?
Tucson had a serious crisis with their water system. It is a desert. The community could no longer survive on groundwater alone so there was a giant canal built, a $2 billion project to bring Colorado River water to Tucson. When it was introduced to the system — this was before I got there — it created horrible problems. The water came out reddish and smelly. The citizens got really upset. The city’s water department didn’t act fast enough so the citizens put a measure on the ballot and voted to prohibit the use of that water. Eventually I led an effort that was able to figure out what went wrong, how to solve the problem, how to get that water problem fixed…We got it back on the ballot and got the citizens to approve it. Now that Colorado River water is still serving that community and the groundwater is starting to come back.