The City of Manning recently welcomed John Singh as its new City Administrator. Singh brings more than 20 years of public service experience to the role, most recently serving as Director of Public Works in Orangeburg, where he also held the positions of Assistant and Interim City Administrator.
A graduate of the University of South Carolina with a degree in political science, Singh began his professional journey in real estate with The Wolfe Company before serving as Administrator for the Town of Elloree from 2003 to 2009.
Singh and his wife, Jane, live in Elloree, where they are active in community service. He has served on the boards of Edisto Habitat for Humanity and the Elloree Fire Board and is a member of the Elloree Lions Club and Trinity Lutheran Church.
In a recent conversation with The Manning Times, Singh shared more about his background, leadership philosophy, and his vision for Manning’s growth and future.
To start, can you tell us a little about where you grew up and what inspired you to pursue a career in public service?
I grew up in Columbia and graduated from Dreher High School. While attending the University of South Carolina, I worked for a law firm where I was surrounded by local leaders — the mayor, a councilman, and a wildlife commissioner. That exposure to public service and decision-making really sparked my interest in government.
After college, I went into property management, and eventually, my wife Jane and I decided to settle between our jobs in Columbia and Holly Hill. I applied for the administrator position in Elloree, which had previously been managed by a roving administrator. The transition made sense, managing shopping centers isn’t so different from managing a town. You deal with taxes, infrastructure, maintenance, and tenants. All the same challenges that come with running a city.
What led you to study political science at the University of South Carolina, and how did that education shape your outlook on government leadership?
I actually started out as a biology major but realized medical school wasn’t the right fit for me. Political science was something I genuinely enjoyed. Working in a law firm that did lobbying gave me hands-on experience with how policy and government work. It showed me that government leadership is about understanding people, making informed decisions, and managing systems that directly affect daily life.
You and your wife, Jane, are known to be animal lovers. How do you like to spend your time outside of work, and what keeps you grounded away from city hall?
I’m probably guilty of not spending enough time away from work, but when I do, I like being outdoors and relaxing. Jane is very involved in animal rescue – she’s on the board for For the Love of a Paw. We have a few rescue pets ourselves, and that’s something that keeps us both grounded.
Over the past two decades, you’ve served as Elloree’s town administrator, Orangeburg’s assistant and interim city administrator, and later its director of public works. What experiences from those roles have best prepared you for your new position in Manning?
I’ve been fortunate to work across many areas of local government – finance, grants, infrastructure, and administration. My experience in Orangeburg, especially during my time as interim administrator, taught me how departments work together and how to manage projects from start to finish. Each role has helped me understand how to lead with balance and keep operations running smoothly while always looking for ways to improve.
Having worked in both small towns and larger cities, what do you see as the biggest opportunities and challenges for a community like Manning?
In my view, it’s all about scale. A small town faces the same kinds of issues as a larger city – public safety, sanitation, infrastructure, taxes – just on a smaller level. Manning’s greatest opportunity lies in growth. The area has so much potential with development coming from Charleston, Columbia, and Florence, and with the appeal of Lake Marion.
More and more people are looking to move away from larger cities and into smaller communities like Manning, where life feels more personal and affordable. The key is “smart growth.” We want to grow without changing the heart of the community. That means thoughtful planning and maintaining the character that makes Manning special.
How would you describe your leadership style, and what do you consider most important when managing staff and collaborating with council?
I believe in communication and teamwork. I have an open-door policy because I think most issues can be solved by talking them through. I view council and staff as a team working toward the same goal: serving the residents.
From what I’ve seen so far, Manning has dedicated employees and a strong council that works well together. The city already has a solid foundation, and my goal is to build on that.
Manning currently has several major infrastructure projects underway, including stormwater and sewer improvements. How do you plan to guide these efforts in your first months on the job?
Since the projects are already in progress, my role is to make sure everything continues smoothly. I’ll focus on oversight and quality control, ensuring the work meets the city’s expectations and is completed properly. It’s about keeping momentum while maintaining accountability.
Beyond infrastructure, what are your top priorities for your first year as city administrator?
My first goal is to evaluate operations – to understand what’s working well and where improvements can be made. I want to ensure that city government remains efficient and that we’re being responsible stewards of taxpayer funds.
Recreation is also a key focus. Manning has a new park in development that will be a great addition for families and children. I’d like to see continued investment in parks, trails, and community spaces that give residents more opportunities to enjoy the outdoors and connect with one another.
Manning has a strong sense of small-town character and history. How do you envision preserving that charm while encouraging responsible growth and new investment?
It’s important to understand the heart of a community before trying to change anything. Growth should be natural and complement what already exists. Manning has a strong identity — friendly people, a comfortable pace, and a beautiful downtown. Preserving that while making strategic improvements is what “smart growth” is all about.
You’ve been active in community organizations such as Habitat for Humanity and the Lions Club. How do those experiences influence the way you engage with residents and civic groups?
Civic involvement has always been important to me. I’ve served with Kiwanis, Rotary, and the Lions Club, and I was president of the Columbia Kiwanis Club. Each experience reinforced how vital volunteerism is to a community.
Working with Habitat for Humanity was especially rewarding — seeing someone move into their first home or watching the “tiny homes” project take shape was incredible. In Manning, I’d like to encourage more of that kind of engagement, whether it’s through civic clubs, community events, or volunteer projects.
Looking ahead, what is your long-term vision for the City of Manning, and what do you hope residents will say about your leadership a year from now?
My hope is that residents will say they’ve been treated fairly and that they’ve seen a city government that listens, responds, and serves with integrity. Local government is the closest to the people — it’s truly “home rule.” I want Manning to continue growing in a way that’s responsible and community-driven, where residents feel heard and are proud of where they live.
