Coachella City Manager ‘Gus’ Romo Unfiltered

Coachella City Manager Gustavo “Gus” Romo Fields Barrage of Questions from Uken Report

COACHELLA — When City Council members look back on Wednesday, May 27, 2026, they might just find that it was a pivotal day in the city’s history.  It was the day they unanimously appointed Gustavo Romo as city Manager, bringing to an end a revolving door of city managers, interim city managers, and applicants.

Romo began serving in the role June 15, 2026.

With more than 32 years of municipal leadership experience, he is a dream candidate — on paper. Romo most recently served as Deputy City Manager and Interim City Manager for the City of Beaumont. He has also held executive leadership positions in Bell Gardens and several Southern California cities, specializing in community development, economic development, and strategic planning.

Only when you meet or talk with him directly, do you realize he is the dream-plus. He is a mixture of brains, energy, ideas, charm, good looks, genuineness, positivity and drive. He is filled with passion and compassion, but make no mistake, he is not a pushover.  Mayor Frank Figueroa said Romo can— and will be— “firm” when the situation calls for it.

He fits in at City Council meetings, like a favorite pair of running shoes. He’s confident and self-assured without being cocky and arrogant. He has an insatiable appetite for knowledge, especially about Coachella.

Figueroa said Romo has been a great addition to the City of Coachella, “His background in economic development and his visionary leadership is what the city of Coachella needs at this time! Gus is ready to move Coachella forward into (the) next chapter in its history, as the city turns 85 this year!  I am excited to work with Mr. Romo to grow Coachella!”

Romo accepted the role from which others fled.

So, without further delay, let’s commence with the questions.

UKEN REPORT (UR): It is no secret that this past year has been a tumultuous time for Coachella and continues to be with an election on the horizon and a recall effort underway.  Why did you want this job?

Gus Romo: Although Coachella has faced some challenging and tumultuous times over the past year, I don’t believe those challenges should define the community—or its future. In fact, they are part of what drew me to this opportunity.

Coachella has something special: a strong sense of community and a genuine appreciation for coming together. You see it in the many events held throughout the year, in families gathering to share meals and create memories, and especially in the seniors who participate every day at the Senior Center. In all my years as a public servant, I have rarely seen a senior center with the level of participation and community spirit that Coachella’s has. That says a great deal about the people who call this city home.

For me, public service has always been about making a meaningful difference. There is tremendous satisfaction in knowing that the work you do can improve someone’s day, strengthen a community, or help create a better future.

That is what excites me about this position. I want to help Coachella build on its strengths, navigate its challenges, and continue moving forward. Just as importantly, I want every member of the city staff to know that their work matters, that they are valued, and that they are part of something bigger than themselves. If I can help create an environment where people feel proud of the work they do and good about coming to work each morning, then I know I am making a difference.

That combination—the opportunity to serve a community with such a strong spirit and the opportunity to support the people who serve it every day—is why I wanted this job.

UR: What difference do you think you can make and how?

Gus Romo: I believe the difference I can make begins with how I show up. There is a saying, “No one cares how much you know until they know how much you care.” I start by showing up with a smile, listening to people, and encouraging those I encounter with a positive word. From there, I am focused on two goals: (1) fostering a culture of positivity, respect, dignity, and empathy; and (2) creating a citywide strategic plan, grounded in the City of Coachella’s award-winning General Plan, that positions the City for a sustainable and prosperous future.

(1)    A Culture of Positivity, Respect, Dignity, and Empathy

Local governments routinely face difficult issues, controversial projects, and moments of public frustration. Every community has its challenges, but those challenges should never be allowed to define the character of its government.

We must listen to the public, remain open to criticism, consider every perspective, and respond with respect and empathy—even when conversations are difficult. Good leadership is not about avoiding disagreement; it is about how we conduct ourselves when we disagree.

I have taught my daughters to be kind and understanding, to manage their emotions, and to put themselves in someone else’s shoes, particularly when faced with a difficult conversation. As a new member of the Coachella family, I bring that same philosophy to my work environment. We should model the behavior we want future generations to embrace: positivity, respect, dignity, and empathy.

As Bill Adams of Leadership Circle says, “Leaders bring the weather.” A leader’s attitude and behavior influence the people around them and ultimately shape an organization’s culture. I want to help create an environment in which residents, employees, businesses, and community partners feel heard, respected, and valued.

(2)    A Strategic Plan for a Sustainable Future

The City of Coachella’s General Plan is an important asset. It is the City’s roadmap—a shared vision that helps ensure residents, businesses, developers, and City leaders are working toward the same destination. When circumstances or community priorities change, we should revisit that roadmap and make thoughtful adjustments.

One of the best ways to turn a General Plan into measurable action is through a citywide strategic plan. The City issued a Request for Proposals (RFP) this year, and I intend to complete that process and bring the strategic plan to fruition.

Coachella is blessed with beautiful parks, master-planned communities, affordable housing, and a strong record of securing grants for important public programs. But obtaining funding is only part of the equation. Programs and infrastructure require sustainable resources to operate, maintain, and improve them over time. That is why I believe economic development must be at the core of the City’s strategic plan. A sustainable future requires more than planning for growth; it requires creating the economic foundation necessary to support the quality of life we want for our residents.

My goal is to help build a strategic plan that connects economic development, responsible growth, environmental sustainability, infrastructure, housing, and quality of life into one cohesive vision. If we do that well, we can ensure that the investments we make today continue benefiting the residents of Coachella for generations to come.

Ultimately, the difference I hope to make is both cultural and strategic: helping create a City government that leads with empathy and respect while putting a clear, sustainable, and economically sound plan into action. I want to help Coachella not simply respond to the future, but prepare for it—and shape it together with the community.

UR: What is your No.1 priority and how will you go about addressing it?

Gus Romo: My No. 1 priority is getting our current development projects across the finish line. We have significant opportunities in front of us, but we also have real challenges—particularly when it comes to electric infrastructure. I’m focused on finding practical solutions and working collaboratively with the developers who have invested in Coachella and want to make our community their home. I can’t share all of the details just yet, but I can tell you that we are making meaningful progress, and I’m confident we are getting closer to a solution.

At the same time, I believe that how we work together is just as important as what we accomplish. As I stated before, I am committed to fostering a positive culture for our staff and our community—one built on kindness, mutual respect, collaboration, and a shared commitment to moving Coachella forward.

We may not always agree, but we have far more in common than we sometimes realize. My focus is on bringing people together, reducing unnecessary division, and keeping our attention on the work that matters: delivering results, creating opportunities, and building a stronger future for Coachella.

UR: What is your vision for Coachella?

My vision for Coachella is to help advance the City Council’s vision of a community united by the principles outlined in our “award-winning” General Plan: “balancing its small-town heritage with sustainable civic and economic expansion.”

I see my role as serving the City Council as a trusted guide and partner—helping turn that shared vision into meaningful results for our residents. The Council has expressed a common desire to shine a positive light on Coachella and build a renewed sense of civic pride. That means creating the foundation for the revitalization of our historic downtown, managing growth thoughtfully and sustainably, protecting public safety, and ensuring that our existing infrastructure is maintained and strengthened. It also means being responsible stewards of public resources and maintaining a balanced budget.

Ultimately, my vision is the Council’s shared vision. We collectively believe in a Coachella that honors its history, manages its growth, invests in its future, and gives residents a community they can be proud to call home.

UR: What are you doing to get to know the residents of Coachella and their concerns?

Gus Romo:  I believe the best way to understand the residents of Coachella and their concerns is to be present, accessible, and willing to listen. A few weeks ago, I hosted a “Coffee with the City Manager” at 6th Street Coffee, one of our popular local coffee shops, which provided an informal opportunity to meet residents, hear their perspectives, and have candid conversations about the community. I intend to make this a recurring opportunity for residents to connect with me directly.

I have also made several visits to the Senior Center to introduce myself and members of our executive team and to hear directly from our senior residents. Going forward, I plan to spend more time in other local public spaces and throughout our neighborhoods so I can continue getting to know residents from all walks of life and better understand the issues that matter most to them.

I will also continue making myself available at the many community events held throughout the year. My goal is to build relationships beyond City Hall—to listen, learn, and ensure that residents feel comfortable reaching out and know that their voices are being heard.

UR:  How would you describe your management style?

Gus Romo: I would describe my management style as leading by example, while fostering a culture of openness, accountability, and trust. I encourage my team to address uncomfortable issues directly rather than allowing them to go unspoken. In my experience, concerns that aren’t addressed early can build over time and become much bigger challenges.

I believe in creating an environment where people feel comfortable having honest and transparent conversations, even when those conversations are difficult. As a leader, I try to model that behavior myself by being approachable, listening to different perspectives, addressing issues directly, and holding myself and my team accountable. Ultimately, my goal is to build a team where people feel supported, respected, and empowered to have the necessary conversations to be successful.

UR: Are you fluent in English and Spanish?

Gus Romo: Yes, I am flu

nt in English and Spanish, both spoken and written. Spanish was my first language, and I participated in the English as a Second Language (ESL) program for the majority of my elementary school years. This experience helped me develop strong English language skills while maintaining fluency in Spanish.

UR:  Do you have a family?

Gus Romo: Yes, I do. Family is one of the greatest blessings in my life. I have been happily married for 33 years to my beautiful, kind, and generous wife, who has been my greatest supporter and trusted advisor!

We have been blessed with two amazing daughters, one incredible granddaughter, and a top-notch son-in-law who proudly serves in the Honor Guard of the U.S. Coast Guard. I am incredibly proud of each of them and grateful for the love, memories, and experiences we share as a family.

I also come from a very large and close-knit extended family. Sadly, I lost my father in 2012, as well as my father-in-law in 2019 and my mother-in-law in 2022. Today, my family includes my mother, three brothers, five brothers-in-law, seven sisters-in-law, and dozens of nieces, nephews, aunts, uncles, and cousins. Being part of such a large family means there is rarely a shortage of stories to share, celebrations to enjoy, or loved ones to lean on when life gets tough.

Family has always been an important part of who I am. They have taught me what is important in life. I consider myself truly fortunate to be surrounded by so many wonderful people, and I am especially grateful for the opportunity to take care of my family and hopefully be a positive influence. In my humble opinion, creating lasting memories and being there to support the people we love are two of the most meaningful things we can do in life.

UR: Anything you’d like to add?

Gus Romo: Nothing more, but thank you, Cindy. I appreciate the opportunity to present my thoughts and look forward to meeting you in person. God bless you.