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Konrad Hildebrandt
Reference Notes
TAB 6
developing plans for the City he looked ten to twenty years ahead and considered how the
infrastructure would be affected. He guided Council through the growing pains and advised
them about how and where to spend money to keep up with growth. Due to his foresight and
planning, Cedar Hills did not have to lay off employees or raise taxes as other municipalities did
when the economy fell. In fact, one year Cedar Hills lowered its taxes. He helped the City grow
from a small town of 4,500 to a city of over 10,000, with its own infrastructure and water supply.
The fact that Mr. Hildebrandt is no longer working for Cedar Hills is a shame. If Mr. Perry were
still in office he would have made sure Mr. Hildebrandt did not leave. Mr. Hildebrandt is a
visionary and innovator, and has the necessary skills to lead a city as City Manager.
Words or phrases used to describe Konrad Hildebrandt:
Patient,
Good listener,
Easy going,
Respectful,
Organized, and
Upfront.
Strengths:
People person, manager, and knowledgeable in all aspect of local government.
Weaknesses: He is too nice to employees who need more discipline.
______________________________________________________________________________
Eric Johnson - City Attorney, Cedar Hills, UT 801-261-3407
Mr. Johnson worked with Mr. Hildebrandt from 2004 to 2012. Mr. Johnson is the contracted
City Attorney. He works for many other cities and can say with certainty that Mr. Hildebrandt is
the most patient, competent City Manager he knows.
Mr. Hildebrandt understands how to run a city at a high performance level. He inspired his staff
members to put forth their best effort without a great deal of discipline. He is a leader. During
his service in Cedar Hills the Council would occasionally be either united or fractured. No
matter what was occurring between Council members, he kept his staff focused and on task.
The majority of residents enjoyed working with Mr. Hildebrandt. He listened and responded to
their concerns. Whenever he made presentations at Council meetings he summarized the key
information in a manner that allowed everyone in the audience to quickly grasp the concepts.
The City owned a golf course that was the most contentious operation Mr. Hildebrandt had to
deal with. A developer built the course with the understanding that the City had an option to
purchase it, which the citizens voted to do. Once the City took over ownership of the course it
tried using three or four different management contracts but without success. Finally the Council
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