Warren A. Hutmacher
41 Perimeter Center East, Suite 250
Dunwoody, GA 30346
University of Delaware
Bachelor of Arts, Political Science (May 1995)
Ohio State University
Master of Public Administration (June 1997)
City Manager (Dunwoody)
City Manager (Norcross)
City Manager (Avondale Estates)
Named one of “40 under 40 - Georgia’s Rising Stars” by Georgia Trend Magazine
Mr. Warren A. Hutmacher became the first City Manager for the new City of Dunwoody in November 2008.
Previously, Mr. Hutmacher had served as City Manager for the City of
Norcross, Georgia since 2006 and as the City Manager of Avondale
Estates, Georgia from 2003 to 2006. He also worked four years as the
Assistant to the City Manager for the City of Marietta, Georgia and
worked a year in the Governor’s Office of Planning and Budget.
As Chief Executive Officer, Mr. Hutmacher has consistently developed
programs and implemented projects that have improved the quality of life
for its residents. Fiscally responsible for a budget of more than $15
million, Mr. Hutmacher has also greatly improved the day-to-day
operations of the city government by the successful administration of
strategic management planning and capital improvements programming.
As an administrator with a passion for community relations, Mr.
Hutmacher can also be credited for creating the nationally recognized
“Citizens Government Academy”, which educates citizens on how their city
Mr. Hutmacher is a member of numerous professional organizations,
including the International City Managers Association (I.C.M.A) and was
named one of “40 under 40 - Georgia’s Rising Stars” by Georgia Trend
Mr. Hutmacher earned a Master's degree in public administration from
Ohio State University in 1997 and received a Bachelor of Arts degree in
Political Science from the University of Delaware in 1995. He is
married to Emily Hutmacher. They reside in Dunwoody and have two young
City Key Performance Indicators (KPIs)
The City of Dunwoody is committed to providing the highest quality services to the citizens of our community.
In an effort to sustain our service levels, strive for excellence, and push for continued improvement, in 2012 the City established Key Performance Indicators (KPI’s) for each of our main government service contracts.
In 2013 we expanded the initiative to bring in all departments, establishing goals for performance tied to their core competencies and workload measures to monitor activity levels.
Performance measures focus on efficiency and effectiveness such as speed and accuracy in paying invoices or issuing permits. Workload measures track activity level such as number of pot holes filled or sets of plans reviewed.