July/August 2020

July/August 2020

ADVOCACY. SERVICE. INNOVATION.

Columns & Features In This Issue Communities Embrace Public Art | Cities Thrive Through Partnership Union City Mayor Vince Williams Elected GMA President | Cities Build Infrastructure for Racial Equity

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Table of Contents FEATURES CITIES THRIVE THROUGH PARTNERSHIP ..................................................... 8 2020 VIRTUAL CONVENTION RECAP ........................................................ 32 CITIES BUILD INFRASTRUCTURE FOR RACIAL EQUITY ................................. 39 CITYSCAPES ...................................................................................................... 5 + GMA President Editorial + GMA Executive Director Editorial

CITYLITES .........................................................................................................10 + Fairs & Fests + Georgia Gem

CITY DESK ........................................................................................................12 + Cities Combine Forces with Universities + Small Town,Big Impact: Towns County Cities Partner to Grow, Yet Keep Small-town Charm + City Spotlight: Ephesus

INSIDE GMA .....................................................................................................18 + Inside GMA + Staff Haikus + Georgia City Solutions Update + GMA Creates Equity & Inclusion Commission + GeorgiaForward Update + Advocacy + Innovation

ADDITIONAL + Downtown Developments: Revitalization and the Art of the Covered Dish Supper ...... 42 + Towns & The Law .........................................................................................44 + Federal Focus: Cities’ Call to Congress ............................................................46 + Census Spotlight ..........................................................................................50

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CITYSCAPES

Reaching the ‘Zone of High Aspirations’ with Resiliency

BY VINCE WILLIAMS, GMA PRESIDENT

The logo for GMA’s virtual Annual Convention held last month featured the words, “Cities United: Rising with Resilience.”

ALTHOUGH THIS THEME WAS developed in response to the COVID-19 pandemic, it can certainly apply to the broad array of challenges cities face every day.

At its core, resiliency is about building capacity to deal with change while continuing to develop and grow. In order to build resiliency, though, we also need to understand the shocks and stresses cities will face.

There are two important questions before us as city leaders. One, have we begun to seriously look at the potential shocks and stresses we’re seeing now and will see in the future? And two, have we taken the time to evaluate the various scenarios that could play out from the impact of these shocks and stresses?

Looking at COVID-19 and inequity, coupled with housing and healthcare issues, economic development and workforce challenges, as well as fiscal and environmental sustainability, what scenarios can we envision and how might they impact Georgia’s cities?

The Institute for Alternative Futures believes you can look at these scenarios in three zones: The Zone of Growing Desperation, the Zone of Conventional Expectation and the Zone of High Aspirations.

Let’s quickly look at each of these. Scenarios from the Zone of Desperation might show us a bleak future, one with continued social unrest and disorder, layoffs, budget deficits, a rise in consumer debt and bankruptcies, overwhelming stresses on our health care system and frustration with every level of government.

The Zone of Conventional Expectations scenarios could get us back to what we call “normal” through a focus on core services and priorities, increased public/private partnerships and increased collaboration between all levels of governments. These are all good things that will move our cities, state and nation forward.

It’s the Zone of High Aspirations, though, that could set the stage for us to become more resilient.

In my mind, these scenarios will allow cities to meet the challenges of the future—where innovators and disruptors have uncharted territory to explore and new ideas emerge; where local governments become more nimble and agile and more creative in service delivery; where sharing and sacrifice become civic virtues, expertise is sought and appreciated, equity is a given and civic engagement and transparency increase significantly.

None of us know exactly what will happen in either the near- or long-term, but it helps to go through the effort of looking at how things may play out. The scenarios we envision may depend on the lenses we use to see and evaluate our future. Whether we see the world in terms of geography, political affiliation, age, or race, what we all have in common is the desire for our cities to thrive and prosper.

As we face the challenges confronting our cities, now and in the future, it is my hope that we lead every community toward the Zone of High Aspirations to achieve long-term resiliency.

July/August 2020 | gacities.com 5

This is Our Moment to

L.E.A.D. for Social Justice

BY LARRY HANSON, GMA EXECUTIVE DIRECTOR

The events of this year and the past few months have compelled a strong statement to show that GMA stands in solidarity in opposition to racism, acts of injustice, inequity and intolerance.

I, ALONG WITH OUR GMA officers, believe our association is the right organization to create opportunities for discussion among our city leaders that will lead to a better understanding of these issues and how we, as city officials, employees, friends, colleagues and human beings can make a difference.

For leaders everywhere, it’s time to listen deeply, unite widely and act boldly.

We are all feeling anxious about current events. We have rarely experienced this level of collective emotion.

Months of uncertainty about a health pandemic has been compounded for many by feeling isolated and apprehensive. Then we face the issue of social injustice and unrest. For most every person, watching the video of George Floyd’s final moments likely activated intense feelings. People have been unable to normalize, rationalize or explain away what they saw. All they can sense is that this is deeply unfair and wrong. These events, and others, make now the time that we can and should all come together.

In this situation, leadership is going to be critical from every corner of society—not just to affect change within organizations but in the public realm, too. This is where GMA and city leaders can play a vital role.

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IT’S TIME FOR US TO:

1. Listen Deeply

The first step involves making sure people feel heard. We must all be willing to listen so that people feel heard more than they ever have. It means creating a designated time and place to have open discussions. This means focusing on ensuring people feel safe enough to voice their questions and experiences.

That is the purpose of the statewide town hall that we will host on Aug. 6. This opportunity will give the more than 5,000 city officials from across the state a platform to ask questions to and hear from a panel of four municipal leaders who have made strides for social justice. This town hall, which will be facilitated by Georgia Public Broadcasting will also allow Georgia’s entire population to watch the event.

2. Unite Widely Creating a Commission of 26 city leaders will allow us to spend the time necessary to study, engage and make sound recommendations for action. Our leaders can come together around shared goals. Learn more about this commission on page 24. In addition, within GMA we have created a 10 person staff team that will support these efforts and ensure the work of the Commission is meaningful and productive.

In order to unite widely, we start with the things we agree on: that racism, sexism, classism, bigotry, hate and oppression have no place in a civilized society nor

in our country today. As leaders, we are more similar than we are different, and we can share our own challenges and experiences to remind people of our shared humanity. From this foundation, we can find tangible goals in which everyone can participate. Perhaps this involves bringing attention and awareness, along with calm and purpose to others. We can unite people widely on things that matter now.

3. Act Boldly As leaders, we have the privilege of voices that are listened to and a platform that can make a difference. Moving emotions from outrage and pain to solutions will take bold action. The actions likely to have the most positive response are those that are not just unexpected, but surprising and courageous.

We must come together and own this moment in time. I know we will look back in a decade and be proud of the way we came together to use our voices and the leadership platform we enjoy for positive change.

While as individuals we can’t control issues, outcomes or actions individually, together we have power. This power includes influencing practices, such as seriously committing to diversity as a strategic imperative, looking for opportunities to increase fairness and role modeling what’s right, not what’s easy. As people and as leaders, we can collaborate on initiatives to support equity, diversity and fairness.

Making the “right” decisions involves opening minds and hearts, and we need to accept discomfort as a necessary part of that process.

We must plan for a long-term commitment and be committed to seeking diverse perspectives about the actions that need to be taken.

Now is the time to L.E.A.D.: Listen deeply. Engage fully. Act boldly. Deliver results.

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Cities Thrive Through

Partnership

BY ALIA HOYT

“Alone we can do so little; together we can do so much.”

Turns out that Helen Keller really knew what she was talking about.

YES, GEORGIA’S CITIES HAVE PHYSICAL BORDERS. But those city limits are purely metaphorical in terms of getting things done to benefit citizens and communities. Indeed, the most successful cities have managers, planners and elected officials who understand and appreciate how important partnerships with other cities, state and federal organizations, businesses and authorities truly are.

Here are two examples of Georgia’s cities that have achieved extra success, because they weren’t afraid to collaborate with other entities.

When the federal and state governments issued a call for next-level Census efforts, the cities of Centerville, Perry and Warner Robins answered with serious intention. The trio formed the Houston County Complete Count Committee in 2019 to prepare an action plan for the 2020 Census. The goal is to achieve the highest response rate possible for the entire county.

“An accurate, complete count during Census really ensures that we get the funding to match our jurisdiction,” explained Kate Hogan, director of economic development for the city of Centerville.

The effort is clipping along at a nice rate, with a press time response rate of 64.6 percent, compared with 2010’s final count of 66.2 percent. With a deadline of Oct. 31 (due to the impact of COVID-19), there’s plenty of time to see the 2020 number totally eclipse past rates.

The committee achieved such success by bringing together a team composed of all three mayors, as well as representation from the various chambers, jurisdictions, libraries and school systems. The committee developed a strategic plan with actionable items along a timeline from July 2019 to June 2020. The items included efforts to identify hard-to-reach populations and contact them via written postcards. The group also developed a social media strategy and toolkit for non-profits and other community partners to use. Of it all, the pièce de résistance was probably a multi-jurisdictional collaborative call-to-action video, which features trusted, recognizable voices in the community, as well as a version in Spanish. It has since been used across social media platforms, on television spots and has even been featured on National Public Radio.

Indeed, the committee’s early-bird attitude ended up serving them well during the COVID-19 pandemic, because although this unexpected curveball necessitated some adjustments, they were able to pivot to a stronger online campaign. Currently, Houston County leads Middle Georgia for the highest response rate.

Hogan advises others looking to establish similar committees to get the ball rolling as early as possible and recruit anyone and everyone who wants to participate.

“We enjoyed such a strong fellowship. Everybody felt heard and had something to bring to the table,” she said. “Even just educating them to take it back to their organization was so worthwhile. Because of that we just got so many trusted voices in the community involved.”

Bringing Nashville and Berrien County into 2020 Everyone can use a makeover from time to time. For the historic South Georgia city of Nashville, however, the recent rebranding effort is about more than just a new logo and catchy slogan. “It’s about hope, inspiration and change,” said Jill Wise, Main Street director for the city of Nashville.

To achieve that level of inspiration required a good deal of coordination. Fortunately, Nashville already enjoys existing partner relationships with both the Berrien County Chamber of Commerce and the Georgia Rural Center. The trio formed a committee of business owners within the city and county. Next, they advertised and held three community meetings, open to all residents.

“We wanted to know people’s true vision, good and bad,” Wise said. “Working with the citizens, them knowing their opinion mattered...it made a huge difference in our community.”

Based on feedback, they realized the overhaul should communicate a strong sense of unity, community, stability and pride. Eloise Design Company took on the challenge and developed sharp, yet charming new taglines and logos for the county, city and the Nashville Farmers Market, which is the cornerstone of downtown. The transition is part of a five-year plan, but key signage is already being replaced, to great acclaim.

“The designs elicit all of the emotions,” Wise reflected. “I’m very proud to live here.”

July/August 2020 | gacities.com 9

CITYLITES

Fairs and Festivals July 24 Cave Spring Motorcycle Rally Cave Spring

August 29 Simple Southernality Lawrenceville

July 30 Thursday Night Sip ‘n Stroll Cornelia

American Craft Beer Festival Suwanee

August 15 Piedmont Park Arts Festival Atlanta August 22 Family Promise Bed Race Lawrenceville August 27 Thursday Night Sip ‘n Stoll Cornelia

September 5 Marietta Art in the Park Marietta Hot Air Balloon Festival Pine Mountain

Bringing the Sea to the Springs Powder Springs September 18 Fall Art Walk Newnan Arts in the Heart of Augusta Festival Augusta September 19 Suwanee Fest Suwanee, Virtual

September 11 Lawrenceville Lawn Grand Opening: Live at the DTL Lawrenceville

Buckhead Fine Arts Festival Atlanta

Dahlonega Trail Fest Dahlonega

*Before you make plans to attend, check with cities to see if these events are postponed or canceled due to the COVID-19 pandemic.

To place a free Fairs & Festival listing contact gacities@gacities.com. Please submit listings at least eight to ten weeks ahead of publication date.

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GEORGIA GEMS

Cities Embrace Street & Mural Art CITIES ACROSS THE STATE ARE TAPPING INTO their creative sides and using what was once considered blank walls and dull spaces as canvases. Artists have used outdoor spaces in Georgia’s cities to create unexpected, eye-capturing masterpieces, including Fahamu Pecou, the lead artist who created the “Rise Above…” mural, which is featured on the cover of this issue of Georgia’s Cities. This large-scale public piece, which is located at the King Memorial Metropolitan Atlanta Rapid Transit Authority (MARTA) station in Atlanta, was the first of four that Pecou created at stations across the city.

This art installation, which soars high above the ground and depicts a young man enjoying a joyful leap and accompanied by a rainbow of birds flying from the soles of his sneakers, is a part of Artbound, MARTA’s public art program. Launched in 2017, there are three main components to the program: permanent and temporary visual arts, performing arts, and a conservation program to maintain and restore existing artworks.

Instead of presenting an image of Dr. Martin Luther King, Jr., which many anticipated, Pecou decided to celebrate the words of Dr. King by paraphrasing one of his quotes, “An individual has not started living until he can rise above the narrow confines of his individualistic concerns to the broader concerns of all humanity.”

Artbound Program Director Katherine Dirga boasts the power of public art and encourages cities to use their natural resources, local artists and community canvasses as inspiration.

“The real value of public art is in the people it inspires to see their community in a different way—or even to see themselves in a different way,” she said.

“Engage the community as much as you possibly can, and they will be your biggest champions.”

Public art is not limited to metro-Atlanta cities and can be found sprinkled everywhere. Explore Georgia shares a list of public art: • On the wall outside Young Brothers Pharmacy in Downtown Cartersville is the first outdoor painted wall advertisement for the Coca-Cola company.

Visitors to the site are encouraged to find the flaw in this landmark.

• The city of Colquitt is home to the Millennium Murals that feature Georgia’s official folk life play “Swamp Gravy.”

• As the official home of “Gone with the Wind,” the city of Jonesboro has a vivid mural of Scarlett O’Hara.

The city also offers a vibrant mural of Jesse Fuller, the one-man-band musician from Jonesboro who was best known for his song “San Francisco Blues.”

• More than two dozen murals in downtown Lakeland depict scenes of Milltown in 1925, the year the community was renamed Lakeland.

• The Tree Spirit on St. Simons Island shows that not all street art is on buildings. The St. Simons Island tree spirits are carved into the ancient live oaks around town.

CITY DESK

Universities Create Innovative Solutions for GMA & Cities

BY NIKKI PERRY

While “big data” sounds out of reach for most cities, access to research and development may be as close as the nearest university.

DEBRA LAM IS THE MANAGING DIRECTOR OF Smart Cities and Inclusive Innovation for Georgia Tech, an initiative that pairs researchers with local governments to create innovative solutions.

“Georgia Tech is a public university. We are very beholden to the state and its communities. If we have something that is useful, we want the community to benefit from it,” Lam said.

Across Georgia, cities and counties are collaborating with universities to solve common problems through community engagement and unique ideas.

Some are longstanding relationships, like the Business Innovation Group at Georgia Southern University that continues to support economic vitality in Statesboro.

Others are short-term projects with a targeted purpose, such as the redesign of the city of South Fulton’s police zones. Both have dual benefits for the university and local government.

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Dr. Yao Xie, an associate professor in the H. Milton Stewart School of Industrial and Systems Engineering at Georgia Tech, developed a system to analyze thousands of police reports and put the data to work. For South Fulton, the data has helped establish long-term staffing needs, reduced response time by a minute, and allowed officers to connect with the communities they patrol, Police Chief Keith Meadows said.

“Ensuring the safety of residents and businesses is our top priority and having more officers patrolling our neighborhoods helps us make good on that commitment,” Mayor William “Bill” Edwards said. “The new beat design also allows us to assign officers to specific, smaller zones, where they can get to know residents and build relationships with them and earn their trust.”

The partnership with the university was critical to the project’s success.

“Many people think redesigning beats is as simple as redrawing lines. It’s far more complicated. We went through over 200 iterations of various designs. The research was invaluable,” Meadows said.

Partnership Opportunities for All One of the most notable programs is the Smart Communities Challenge at Georgia Tech. To date, eight communities have received up to $100,000 in financial assistance, access to technical resources and a dedicated researcher. GMA is one of the program’s many supporters.

“Cities and communities don’t necessarily have research and development access or innovation capacity, so they get access to some great research. From the research side, they get to implement their research and verify it. So, it really creates a nice partnership,” Lam said.

GMA has also benefited from partnerships with universities. In the early months of the pandemic, GMA and the University of Georgia Department of Public Administration and Policy collaborated to survey Georgia cities about the local response. Thanks to the 216 cities that responded, Dr. Eric Zeemering was able to generate valuable data and recommendations.

“While 75 percent of survey respondents did not have a written pandemic response plan at the start

of March, COVID-19 will spur new strategic planning and policy development,” Zeemering said in his overview report.

Practical Insights for City Governments: • Carefully document the city government’s early response to COVID-19, which will help city officials develop stronger plans for future pandemic response.

• Establish a regular dialogue with stakeholders, including the business and medical communities, which may offer valuable insights to inform the city’s response in the months ahead.

• Review public communication plans and inform residents about how they can support public health, as well as how they can access government support for individuals or small businesses.

• Develop plans to enhance communication with the public to keep residents informed about changes to city services and action by the governing board.

• Revise sick leave policies and enhance access to employee assistance programs.

• Cross-train employees to cover absences due to illness, avoiding a disruption of city services.

• Initiate multi-sector partnerships to address resident needs, such as emergency food and housing.

July/August 2020 | gacities.com 13

Experts Share Insight on the Future of the U.S. Economy When some city leaders hear the term “assets,” their first thoughts may include natural resources or tourist attractions in their communities.

Georgia’s Cities caught up with two investment experts to talk another type of investment and the state of the U.S. economy.

KRISTINA HOOPER CFP®, CAIA, CIMA®, ChFC® Kristina Hooper is the chief global market strategist at Invesco. In this role, she leads Invesco’s Global Market Strategy Office, which has strategists onthe-ground in North America, Europe and Asia. Hooper and her team formulate macro views of the markets and economy, examine the investment implications of those views, and share their insights with clients and the media around the world.

MARVIN FLEWELLEN CFA® - Marvin Flewellen is head of client management for investments at Invesco. In this role, he is responsible for the overall leadership of client deliverables and engagement for institutional mandates globally within the public markets on the Invesco platform. These responsibilities involve client onboardings, client meetings, client updates, client transitions and client trainings. In addition, Flewellen is responsible for client portfolio management activities across several market segments, such as insurance and sovereigns.

GC: What are the impacts of fiscal stimulus on the U.S. economy?

KH: Fiscal stimulus refers to government policy that attempts to stimulate the economy either through increased government spending or a reduction in taxes or regulations. Fiscal stimulus is typically employed when an economy is weak or in recession. I believe it is usually a necessity to shorten recessions and restore growth; however, it does not come without consequences. Governments usually have to borrow to pay for the additional stimulus, adding to the national debt.

be extended. One area of disappointment in the U.S. jobs report was government jobs. Between April and May, there was a loss of more than one million government jobs. Without fiscal support from the federal government, we are likely to see more job losses. Public employment represents about 13 percent of the workforce, so it is a serious concern.

The EU realizes that more fiscal stimulus is needed; hence the proposal for significant fiscal support despite improved economic data. China also continues to provide significant stimulus even though economic data is improving. Some U.S. policymakers will look at the economic “green shoots” we have seen and conclude no more fiscal stimulus is needed. To the contrary—recent economic data proves that fiscal stimulus needs to continue.

GC: Is additional fiscal stimulus needed?

KH: Absolutely. The job gains in the U.S. are partially attributable to fiscal stimulus such as the Paycheck Protection Program (PPP). Programs like this need to 14

GC: How might direct fiscal stimulus to local governments benefit the economy in Georgia?

KH: Georgia has a balanced budget requirement. In April, tax collections dropped approximately $1 billion. From mid-March through April, 1.4 million jobless claims were processed. Local governments are also suffering from reduced revenues and, in some cases, increased expenditures.

The HEROES Act, which has passed the House of Representatives but is unlikely to pass the Senate, provides for $916 billion in local and state government relief broken down to $500 billion for states and $376 billion to local governments (the rest going to tribes).

This could help state and local governments shore up their budgets and prevent some layoffs and critical spending cuts.

GC: What are your expectations for the near/ mid-term future of the U.S. economy?

KH: My base case is that the economic recovery in its initial stages is slow and uneven. Think of it as a “swoosh”-shaped recovery. This is dependent on a variety of factors: infection rates, fiscal policy, monetary policy, public health policy including the severity—or “stringency”—of lockdowns, progress towards the development of therapies and a vaccine. It is also impacted by consumer and business behavior. My views can shift meaningfully given the large amounts of uncertainty today.

GC: What has been the effect of COVID-19 on fixed income/bond markets?

MF: COVID-19 has had a negative impact to valuations within the fixed income/bond markets, despite the aggressive rate cuts by the Federal Reserve. The economic impacts of shelter-in-place polices globally have been severe and risk premiums have escalated on a record setting pace. In March 2020, over a twoweek period, the investment grade corporate credit market experienced its worst five consecutive days in its recorded history and its best five consecutive days.

Volatility was exceptionally high. Amid the economic shutdown and rising volatility, consumer-based sectors

significantly underperformed comparable based treasuries, such as transportation, hospitality, energy and retail. Rating downgrades were inevitable.

GC: Are most bond markets now operating normally?

MF: Market activity has been operating normally across most sectors, despite the persistent risk of economic woes globally. While the policy support has fostered a “normal” market environment, the risk to market activity remains a second wave of COVID-19 and to what degree investors and industries begin to wane.

The market presently feels somewhat immune to the risk case scenario of a prolonged COVID-19 environment, but sentiment can change quickly given the fluid nature of the virus and its impacts on human and market behaviors.

GC: What are your near-term expectations for municipal bond rates?

MF: Much of the burden of the fiscal and monetary stimulus packages resulting from the government’s response to COVID-19 will likely fall onto taxpayers. This should make the tax exemption provided by municipal bonds more attractive to investors. The economy had experienced an unprecedented period of growth prior to the pandemic, resulting in strong balance sheets and ample cash on hand among many municipal issuers.

GC: How might these changes in municipal bond rates effect local governments that issue debt soon?

MF: The federal government has taken decisive action to support the municipal marketplace and municipal issuers. The Municipal Liquidity Facility (MLF) was established to provide market access for states, large cities and large counties. The establishment of the MLF has provided comfort and stability to the market. This has resulted in municipal interest rates decreasing over the last couple of months, allowing issuers to access the market through normal primary market activity.

July/August 2020 | gacities.com 15

Small Town,

Big Impact

Towns County Cities Partner to Grow, Yet Keep Small-Town Charm

AFTER MORE THAN A YEAR OF PLANNING, THE cities of Hiawassee and Young Harris along with Towns County are ready to start recruiting new business—carefully.

Towns County is in the northeastern corner of Georgia among the Appalachians. It is home to Brasstown Bald, Brasstown Valley Resort, Lake Chatuge and the North Georgia Fairgrounds. Retaining the rural, mountain character of the area is top priority as Towns County, Hiawassee and Young Harris continue to grow.

“Our first rule is ‘Do no harm,’” said Denise McKay, economic development director for Hiawassee, Young Harris and Towns County. That was the motto adopted in June at an informational meeting of the newly formed joint development authority.

The joint authority is the culmination of work that started in January 2019, when the two cities and Towns County agreed to help each other attract new business and hired McKay to lead the charge.

“Living in a rural area depending on travel and tourism to sustain us, and with limited budgets, we felt

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the need to have a joint, dedicated economic development effort,” Hiawassee Mayor Liz Ordiales said.

McKay set about forming a downtown development authority for Hiawassee, to carry out its five-year strategic plan completed in 2018 with the Carl Vinson Institute. She also worked with stakeholders in Young Harris and Towns County to define economic development goals. The committees agreed that the smalltown feel and natural amenities are selling points for the area.

McKay should know. That’s why she moved there.

“As you drive up here, you just develop a sense of calm. We hope that people will be attracted here because of that,” McKay said.

The joint development authority owns 14 acres of undeveloped property in an existing industrial park, and McKay is seeking businesses of an appropriate scale. Top priorities also include workforce housing to support the tourism industry.

“We look forward to securing future success with this agreement,” Ordiales said.

City Spotlight

Ephesus

HISTORY: You can’t mail a letter to Ephesus, Georgia. The closest post office is Roopville. One of the

POPULATION:

447

MAYOR:

Denney Rogers GMA DISTRICT:

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smallest municipalities in Georgia, Ephesus is a city of 447 people and three square miles located near the Alabama border about 20 miles south of Interstate 20. It is also a relatively new city in Heard County, incorporated in 1964 and named after the biblically named Ephesus Baptist Church and Ephesus Elementary.

Life in Ephesus centers around the church, library, Hoyt Rogers Park and the elementary school. Each year, graduating fifth graders participate in an Olympic Day Torch Run at Ephesus Elementary in May. Due to the COVID-19 pandemic, this year’s graduating class of 30 children celebrated with an Olympic Day Torch Ride down Hwy. 100, where community members cheered from the roadside.

Quilting has put Ephesus on the map. Artwork by the Ephesus Quilting Ladies makes up several stops in the Southern Quilt Trail through Northwest Georgia. The ladies met for decades at Ephesus City Hall, and their works remain on display at the elementary school, local historic buildings, and a family farm. Visit southernquilttrails.com to learn more about this trail that promotes and preserves the history of traditional folk-art quilt patterns.

July/August 2020 | gacities.com 17

INSIDE GMA

INSIDE GMA

GMA WELCOMES NEW TEAM MEMBERS Over the past several months, GMA welcomed three new employees. Cindy Eidson joined the GMA team in July as the director of community and economic development. She will also serve as the managing director of the Georgia Cities Foundation. Eidson has over 25 years of experience in downtown revitalization, tourism product development and community development. She worked across Georgia alongside local leadership and partners in developing economic revitalization plans for downtowns, managing staff toward those efforts and hosting Tourism Product Development Resource Teams for countless communities.

For the last eight years, Eidson served the Georgia Department of Economic Development (GDEcD)—most recently as the Director of Tourism Product Development. Prior to working for GDEcD, she worked at

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the Department of Community Affairs (DCA). At DCA, she served as the manager of the state Better Hometown Program, the training and special projects manager for the Office of Downtown Development and as the Office of Downtown Development Manager. Before joining DCA, she held the title of Main Street Program Manager for the cities of Newnan and Gainesville.

Eidson has an undergraduate degree from the University of Georgia in family and consumer sciences and a master’s degree from the Georgia Institute of Technology in city planning.

“Eidson brings a lot of energy and new ideas in creating economic development strategies,” said GMA Executive Director Larry Hanson. “During her career she has always sought out and embraced cutting-edge practices to help communities see economic success.”

GMA also welcomed Kiara Dyson as the new life and health benefits account representative. Previously, she worked as a temporary employee for GMA and as a Human Resources Generalist for the Georgia Department of Law. Dyson graduated with honors from the University of Memphis with a bachelor’s degree in psychology and has also obtained a master’s degree in Industrial and Organizational Psychology from the University of Central Florida.

Kristian Serrano joined GMA as the new web administrator. Previously, Serrano worked as a web developer and designer for Emory University’s Libraries and Information Technology where he

consulted departments and colleges on content strategy and information architecture. He also conducted user research, usability testing and development. Serrano later transitioned into a lead role for Emory Libraries, leading the development of its new website at libraries.emory.edu. He earned his bachelor’s degree in public relations from the University of Florida.

“GMA is thrilled to welcome these new team members, and we look forward to them working closely with staff and our valued members,” said Hanson.

WAYS TO SERVE: GMA’S ‘GET INVOLVED’ FEATURE City officials and staff interested in becoming more active in the work of GMA should visit the association’s “Get Involved” website feature.

Launched in late-February, this portion of the website allows GMA members to learn about every participation and leadership opportunity

at GMA—from legislative councils, to district officers, working councils and more. GMA members can conveniently submit an electronic interest form to learn more. Access this section from the GMA website menu at www.gacities.com.

GMA RECEIVES FINANCIAL REPORTING CERTIFICATE GMA recently completed its annual audits and those of all the association’s component units and affiliated associations that require annual financial audits. The auditors announced that GMA had received the Certificate of Achievement for Excellence in Financial Reporting from Government Finance Officers Association (GFOA) for 2019. This is the 14th year in a row that GMA has received this award. Based on their review, the auditors project that 2020’s audit should receive the award again.

The GFOA established the Comprehensive Annual Financial Report Program in 1945 to encourage and assist state and local governments to go beyond the minimum requirements of generally accepted accounting principles to prepare comprehensive annual financial reports that evidence the spirit of transparency and full disclosure, and then to recognize individual governments that succeed in achieving that goal.

The goal of the program is not to assess the financial health of participating governments, but rather to ensure that users of their financial statements have the information they need to do so themselves.

July/August 2020 | gacities.com 19

GMA & ACCG PARTNER FOR RISK MANAGEMENT SERVICES Founded in 1988, Local Government Risk Management Services (LGRMS) is a joint program of the self-insurance funds of ACCG and GMA. The programs provided by LGRMS offer a variety of loss prevention and loss control services to help local governments minimize their workers’ compensation, and liability and property exposures. Health Promotion Services (HPS) was added to LGRMS in 2000 to help the life and health fund members of ACCG and GMA by providing a consultative approach to improving the health and wellness of employees. The benefits of this service are to help members minimize adverse health issues that affect the well-being and productivity of employees. Through

the condition of physical and mental health and with proper nutrition, exercise and good habits, many health issues can be prevented. The HPS provides programs to help employees modify behaviors that decrease risks associated with many diseases.

Members participating in GMA’s Workers Compensation, Property and Liability Insurance or Health and Life Programs have free access to a variety of services and training opportunities. LGRMS will sponsor webinars throughout the remainder of 2020. Visit www.lgrms.com to learn more.

LGRMS OFFERS RISK REDUCTION CERTIFICATE PROGRAM Georgia Association of Chiefs of Police and LGRMS have partnered to offer a NEW program designed for public safety agencies that cannot participate in the state certification program. The program aims to mitigate potential for liability exposure and ensure officers respond in a consistent, appropriate manner. Upon completion of the program,

agencies will receive a five percent reduction in liability insurance premium.

Contact LGRMS Director Dan Beck at 678-686-6280, if you are interested in learning more about the Risk Reduction Certificate Program.

GMA PROMOTES INDIVIDUAL DEMOGRAPHIC TOOL Have you ever wondered how many of Georgia’s mayors are women?

Or what is the average age of councilmembers in our cities? As a second step, have you tried to answer these questions only to realize that the data you need is impossible to find? If so, GMA is here to help.

Members can now log into the GMA website (using their GMA username and password) at www.gacities.com/demographics and provide valuable information via the Individual Demographic Update form.

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The main demographic categories are: age, gender, race/ethnicity, education, employment, and government experience.

Data will be used as aggregated statistics to inform GMA members and the general public about who works for and represents Georgia’s cities. More detailed and accurate membership data also helps GMA improve its services and advocacy efforts.

GACP Risk Reduction Certificate

What’s the Purpose?

The Risk Reduction Certificate Program is a cooperative effort between the Georgia Association of Chiefs of Police (GACP) and the Georgia Interlocal Risk Management Agency (GIRMA) to help local law enforcement agencies mitigate potential liability. The certificate is good for two years. LGRMS will provide consultation services to governing authorities participaing in GIRMA to receive a reduction in their law enforcement liability premiums upon the request of those such participating employers.

Who can apply?

What are the 10 Policy Directives?

What is the application process?

What is the benefit to the agency?

Where Do I Submit the Completed Application?

Complete the Risk Reduction Certificate, “Application and Participation Agreement” and submit it to the GACP at: Georgia Association of Chiefs of Police 3500 Duluth Park Lane Suite 700 Duluth, GA 30092

01 Georgia law enforcement agencies participating in the Georgia Interlocal Risk Management Agency (GIRMA) program are eligible to apply for the Risk Reduction Certificate Program.

02 The GACP Risk Reduction Certificate Program contains the following 10 Policy Directives: 1) Human Resources (Equal Employment Opportunity, EEO) 2) Property and Evidence 3) Vehicle Operations 4) Search and Seizure 5) Use of Force/Response to Aggression 6) Arrest 7) Off-Duty and Extra-Duty Employment 8) Other Equipment 9)Persons Experiencing Mental Health Issues or Persons with Diminished Capacity 10) Multi-Jurisdictional Task Force.

03 To apply for the GACP Risk Reduction Certificate Program, one must: 1. Review the Risk Reduction Directives and Supporting Material.

2. Complete the Risk Reduction Certificate, ‘Application and Participation Agreement’ and submit it to the GACP. 3. Develop and implement policies and other activities required by the certificate program.

4. The Police Chief and City Manager/Mayor must sign compliance affidavit and submit the completed Risk Reduction Certificate to LGRMS once the agency has implemented the program directives.

5. LGRMS will conduct inspection and verify compliance. Once the process has been completed the GACP will provide the agency with their certificate.

6. Sixty days before the expiration of the certificate, the agency must reapply for the certificate.

04 Participating agencies receive the following benefits: 1) Verification that agency is meeting basic risk reduction compliance for 10 high risk critical law enforcement tasks 2) Agency will recieve a 5% discount off their GIRMA Law Enforcement Liability Coverage 3)Agency will be recognized as achieving the GACP Risk Reduction Certificate.

Visit www.lgrms.com to see the full guide to the Risk Reduction Certificate Program.

Team GMA Explores Their Creative Side IT HAS BEEN SAID THAT “POETRY IS PLUCKING AT the heartstrings and making music with them.” To help maintain a positive rapport, GMA employees were invited to participate in a Haiku poetry contest in their free time. Haiku poetry is a three-sentence

We return to work, And the first question will be, “Can I wear PJs?” --Virus staycation increasing your frustration?

Try meditation --Oh Carol Baskin, We know you killed your husband.

Became tiger food!

--Sports, I miss thee so.

God bless you ESPN, Last Dance saves us all.

--My love where are you?

Is the question we must ask Gone to heaven now

poem with a 5/7/5 syllable count. Over 60 entries were submitted by the GMA staff. The poems were read aloud via a virtual team building event, and staff voted on their favorites. Here are a few selections for your enjoyment:

Ode to foster dog: Once abandoned, now you rest At my feet all day.

--Work from home has perks Though none of which can replace Good ole’ face-to-face --I am in the wind Whispered to me as I left A grandmother’s love

Every day is A good day at GMA . . .

Even when at home.

--Forced to cook daily Omelet skills are improving Hardly any shells --Yesterday passes We wake forever grateful Missing our angel’s kiss

---

---

I am in the wind Turn to face it and my love

Into the Empyrean

Will be there always --Walking to the fridge As exercise does not count Self-control I need --Writing Haiku Poem Without counting on fingers Is impossible

Arms reaching up, up Extending all hope --Baby’s breath through rainfall, Softly, slowly into sleep, Screaming breaks the peace.

Georgia City Solutions Advances with Board Activity Georgia City Solutions, Inc. (GCS), the 501(c)(3) organization created by GMA, held its inaugural Board of Directors meeting on June 19 via a virtual platform.

IN ADDITION TO BOARD MEMBER introductions, the meeting agenda included an overview and discussion of the following areas of focus and initiatives identified in the GCS Task Force Report: youth leadership, workforce and economic development, blight and substandard housing, mental and behavioral health issues, and research and innovation.

Additionally, consulting firms TW2 and Coxe Curry & Associates were introduced at the meeting. TW2 will assist GCS with development of a strategic plan designed to deliver against GCS objectives and outline key projects and timing for the next calendar year.

Coxe Curry & Associates will provide consulting services aimed at narrowing the scope of GCS proposed initiatives and testing a fundraising campaign in support of the board’s chosen priorities.

GCS is a vehicle for receiving tax-deductible donations that can be used to establish and support new and innovative programs aimed at building vibrant, economically prosperous and well-managed cities and is governed by a 12-member Board of Directors made up of three current municipal elected officials, GMA’s Executive Director and eight representatives from the private sector. To date, eight members have been appointed to the Board of Directors, and active recruitment continues to build out the board.

Planning is underway for a GCS fundraiser in the fall. Proceeds from the fundraiser will be used to support GCS programs and initiatives.

The Georgia City Solutions Board of Directors Eric Fraker, Mid-South Region Government Accounts Representative for Outside Sales & Service, The Home Depot

Kristy Rachal, Community Development Manager, Georgia Power

Larry Hanson, GMA Executive Director

Rian Smith, Vice President & Chief Legal Officer, The Integral Group LLC

Skip Henderson, Mayor, Columbus Consolidated Government Michelle Cooper Kelly, Mayor Pro Tem, Marietta

Robert Reichert, Mayor, Macon-Bibb County

Kirby Thompson, Senior Vice President, Community and Government Affairs, Truist Bank

July/August 2020 | gacities.com 23

GMA Creates an Equity & Inclusion Commission In early June, the GMA officers sent a statement to the membership that expressed the association’s strong opposition to racism, violence and acts of injustice, inequity and inequality. As a follow-up to the statement, Mayor Phil Best, GMA immediate past president, and GMA President Mayor Vince Williams, announced the creation of the GMA Equity and Inclusion Commission.

THE ROLE OF THE COMMISSION WILL BE TO recommend actions that promote equality, justice, fairness and diversity; identify and eliminate sources of overt and implied racism, prejudice and bigotry; and equip city leaders to listen thoughtfully and dialogue constructively with the citizens they serve. The Commission includes 26 members, representing cities of all sizes from across the state, and is chaired by Augusta Mayor Hardie Davis and LaGrange Mayor and GMA First Vice President Jim Thornton.

“Change is needed now, and city officials can, and must, be actively engaged in discussing these difficult issues and seeking meaningful and lasting solutions,” said GMA Executive Director Larry Hanson. “I am confident

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that these dedicated members of this new Commission will spearhead this change across the state.”

It is anticipated that the Commission will meet monthly through June 2021, with meetings to be held virtually for the foreseeable future. If and when it becomes safe to do so, some meetings will be scheduled as in-person events in various parts of the state. The first meeting will be held in early August. With the support of a 12-member GMA staff team, a mid-term report will be issued to the Board of Directors in January 2021, and a final report will be presented to the Board and membership at the 2021 Annual Convention.

Equity & Inclusion Commission Members • Jim Thornton, Mayor, LaGrange (Co-chair) • Hardie Davis, Mayor, Augusta (Co-chair) • Linda Blechinger, Mayor, Auburn • Michelle Cooper Kelly, Mayor Pro Tem, Marietta • Carmen Chubb, Mayor’s Chief of Staff, Atlanta • Patti Garrett, Mayor, Decatur • Andrea Gibby, Mayor, Young Harris • Tyree Goodlett, Councilmember, Dalton • Keith Turman, Mayor Pro Tem, Royston • Bianca Motley Broom, Mayor, College Park • Liz Ordiales, Mayor, Hiawassee • Al Thurman, Mayor, Powder Springs • Amir R. Farokhi, Councilmember, Atlanta • Anthony Ford, Mayor, Stockbridge

• Kelly Girtz, Mayor, Athens-Clarke County • Cornell Harvey, Mayor, Brunswick • Lisa Clarke Hill, Councilmember, Moultrie • Doug Hollberg, Mayor, Griffin • Isaiah Hugley, City Manager, Columbus • Michael-Angelo James, Mayor, Waycross • Cam Jordan, Deputy Administrator, Fitzgerald • John Reid, Mayor, Eatonton • Matt Seale, Mayor, Ocilla • Julie Smith, Mayor, Tifton • Dr. Clemontine Washington, Mayor Pro Tem, Midway • Mike Young, Mayor, McRae-Helena

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WEBINAR HIGHLIGHTS RELATIONSHIP BETWEEN

COMMUNITY & LOCAL NEWS

ON JUNE 24, GEORGIAFORWARD HOSTED A webinar titled “Local News, Democracy and You.” Featuring Len Robbins, Teya Ryan and Maria Saporta and moderated by Bill Billing, the discussion focused on the role local news plays in a community and how news deserts—communities without a local newspaper—endanger democracy.

Len Robbins is the editor and publisher of four such newspapers: Clinch County News, Lanier County Advocate, Atkinson County Citizen, and Echols County Echo. Robbins shared his goal of creating “a mirror in each edition for what’s going on in that community, that time period.” That mirror reflects not only what’s happening with government, schools, crime and business, but also the lives of individual citizens.

“We’ll publish their birth announcement, when they graduate high school, when they get married,

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and when they die in our obituaries,” he said. “Their whole life story can be in a community newspaper.”

Georgia Public Broadcasting CEO & President Teya Ryan oversees nine television stations and 18 radio stations. Ryan pointed out the connection between news deserts and economic development. “There are two studies that show that if there is no newspaper in a community, no matter how large or how small, that community economically suffers.” More than 500 newspapers in rural America have closed in the past 15 years. As news deserts continue to expand, Ryan warns, “We’re going to have a real problem with democracy. That is just a fundamental reality, and that’s what worries me the most.”

Maria Saporta is a 40-year veteran of Georgia journalism, founder of the SaportaReport and weekly columnist for the Atlanta Business Chronicle. She shared

her perspective of how narrowing local news coverage also narrows civic engagement.

“Journalism is what contributes to civic literacy in a community…when you know more about what’s going on in your community you have a better understanding of how you can engage with that community.”

In addition to the webinar, GeorgiaForward has been focusing on expanding its partnerships and in June

joined both the Listen First Coalition and Weaving Community. The Listen First Coalition is a network of 300+ organizations working together to mend frayed social fabric by building relationships and bridging divides.

Weaving Community is a social and community campaign using this unique time in the pandemic to create the deep community our nation will need to rebuild after the crisis.

“Journalism is what contributes to civic literacy in a community…when you know more about what’s going on in your community you have a better understanding of how you can engage with that community.”

together we thank...

Families

with small

children

Social

workers Caregivers

Teachers

Farmers

Pharmacists

Nurses Supermarket

workers Cleaning staff

Delivery workers

Police

Doctors © 2020 The Coca-Cola Company.

Paramedics

ADVOCACY

Cities See Legislative Successes Despite the Capitol’s New Abnormal

MARKETPLACE FACILITATOR BILL

TITLE AD VALOREM TAX

Despite the three-month suspension of the General Assembly as a safety precaution to flatten the curve on the spread of COVID-19, cities celebrated several successes in the 2020 legislative session.

First and foremost was the early passage of the Marketplace Facilitator bill. The legislation called for online platforms to collect and remit sales taxes for retailers who used the platforms to sell goods in the state.

“Fiscal notes predicted that this law would bring in around $13 million per month in sales taxes to state and local governments,” said GMA Senior Governmental Relations Associate Joel Wiggins, “Then the pandemic struck.”

This law became effective on April 1, just as many Georgians were exponentially increasing their online purchases during the shelter-in-place orders.

According to the Department of Revenue, the Marketplace Facilitator law generated $38.5 million in the month of April and is expected to grow as more vendors comply with the law.

“This exceeds the expectations that forecasters had predicted by over $25 million dollars,” Wiggins said.

Another GMA priority passed with overwhelming support, the Title Ad Valorem Tax (TAVT). This legislation passed, which raised the municipal percentage of TAVT revenues from 23 percent to 28 percent in a city with a county school system and from 23 percent to 34 percent in a city with a city school district.

Several harmful preemption bills were proposed during the GMA legislative session, but they were all defeated thanks to the hard work of the legislative team, Legislative Policy Council members and city officials who contacted their legislative delegations.

“One of the worst proposals would have removed local governing authority over residential design standards,” said GMA 28

PRINCIPLES OF HOME RULE

BIPARTISAN HATE CRIMES LEGISLATION

Senior Governmental Relations Associate Charlotte Davis. “GMA’s message was simple—citizens should be allowed to make these core decisions in each community across the state rather than have this power removed by the General Assembly.”

Legislators by-and-large embraced the principles of home rule.

One of the last major pieces of business the Georgia General Assembly accomplished was the passage of bipartisan hate crimes legislation, House Bill 426.

This legislation establishes grounds for bias, prejudice or hate crimes, and increased sentencing for criminal defendants found guilty of crimes involving bias or prejudice. The legislation defines such bias or prejudice as based on perceived race, color, religion, national origin, sex, sexual orientation, gender, mental disability or physical disability.

“This action was long overdue,” said GMA President Vince Williams. “It is an important step for our state to acknowledge that Georgians will not tolerate hate.”

GMA Executive Director Larry Hanson emphasized that GMA’s political strength comes from the ability to speak as cities with one voice.

“While each municipality is unique, on issues at the state Capitol we showed legislators that we are cities united,” he said.

“I encourage each of you to engage fully in the political process at the state and federal level,” said GMA Director of Governmental Relations Tom Gehl, “City officials are closest to the people, and one of their core duties is to talk with legislators and candidates for higher office to lobby for what our citizens need to make their lives better.”

BETTER SERVE YOUR CITY WITH

GMA’s Information Technology Services At GMA, we understand the digital transformation happening around us and that reliable, secure information technology resources are essential for efficient operation of city business. GMA’s information technology services address these realities and help cities make informed IT decisions and implement successful IT solutions.

IN ADDITION TO THE BASE SERVICES TO THE LEFT, AN ANNUAL SUBSCRIPTION PLAN WILL INCLUDE THE FOLLOWING: INFRASTRUCTURE AND SECURITY ASSESSMENT ON-CALL STRATEGIC CONSULTING SERVICES Cities will enjoy the comfort of having access to chief information officer-level expertise when the need arises, for matters including:

INTRODUCING GMA’S IT SECURITY & STRATEGIC CONSULTING SERVICE GMA’s latest IT service offering is the IT Security & Strategic Consulting service. Through GMA’s strategic ally Ryan Wilson, city leaders can benefit from his years of municipal IT experience and receive a range of consulting services. These services will provide clarity and direction through detailed IT infrastructure and security assessments, experienced planning, cybersecurity training and more.

• RFP review, interviews

As a valued member of GMA, you’ll have access to the following services as a part of your existing membership:

SPECIFIC STRATEGIC CONSULTING SERVICE OFFERINGS Cities may also use the annual consulting hours for the following projects:

• GMA’s IT list serve and discussion board

• Technology Roadmap

• Participation in GMA’s monthly IT services roundtable group

• IT Governance

• GMA IT webinars

• IT Strategic Planning and Steering Committee

IT IN A BOX This new IT Security & Strategic Consulting Service joins IT in a Box to enhance GMA’s suite of technology services. Offered by GMA’s strategic ally Sophicity, the IT in a Box services range from backing up and securing a city’s data to modernizing your website.

• Identification of solution providers • Assistance establishing IT support arrangements through state and federal governmental organizations • Review of actions based on recommendations in assessment

IT IN A BOX INCLUDES: • Cybersecurity and Computer Maintenance • 24x7 Helpdesk Support • Data Backup and Disaster Recovery • Records Management and Email

• Video Archiving for Public Safety Officers • Policy and Compliance Support • Website Building • Vendor Management and Procurement

Enhance Your City’s IT Infrastructure and Security Today!

Contact: services@gacities.com

INNOVATION

GMA Training Helps Cities

SUSTAIN THEIR SUCCESS GMA’s professional development classes not only help cities become more successful; they equip government leaders with tools to help sustain their successes year after year.

ELECTED AND APPOINTED OFFICIALS AND CITY STAFF STUDY KEY elements of forward-looking capital budgeting, infrastructure management and downtown planning programs in the Harold F. Holtz Municipal Training Institute. Classes, delivered through GMA’s partnership with the University of Georgia’s Carl Vinson Institute of Government, provide municipal leaders with the skills to tackle today’s issues while preparing for future needs.

The Capital Improvement Planning class takes a deep dive into long-term financial planning methods to help municipal officials look beyond year-to-year budget demands, according to instructor Beth Horacek, an Institute of Government faculty member with 15 years of local government financial management experience.

“A capital improvement program helps a city plan for the future,” Horacek said. “It operates like a savings account, where you’re setting aside some of your revenue each year for infrastructure and asset replacement.”

Asset management techniques can help cities develop a systematic maintenance and replacement program to inform their capital improvement plan—techniques that are presented in Public Works Services, another class. Instructor Walt McBride, who worked with local governments throughout Georgia before joining the Institute of Government faculty, points out that public services like fire protection and street maintenance are an often-overlooked element of community growth.

“Public works play a huge role in emergency management and economic development,” said McBride, who also coordinates the training program for the Georgia Chapter of the American Public Works Association (APWA). McBride and the UGA College of Engineering worked with APWA-supported master’s student Caroline Dickey to

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develop an asset management guide that McBride uses in the Public Works Services class.

The guide is designed to help cities recognize the people needed to champion asset management as well as make decisions about infrastructure maintenance and replacement, according to Dickey. “It’s a step-by-step guide that walks you through how to develop an asset management team for your city,” she said.

The Eagle Theatre’s art deco marquee makes an eye-catching centerpiece on Sugar Hill’s E Center, designed to enhance the city’s downtown and attract visitors from the surrounding private housing developments it stimulated. Photo by Melissa Poloncarz, City of Sugar Hill

Besides effective financial and infrastructure management, cities need to attract residents and visitors through systematic planning that capitalizes on community assets and amenities, one of the core ideas presented in the Trends in Urban Design class. Every city has some unique aspect that can serve as the foundation of a community-informed vision and plan to attract people and prosper economically, according to class instructor and Institute of Government faculty member Danny Bivins.

“Everybody’s got something. You just have to figure out what that something is and build on it,” said Bivins, who has worked with Georgia communities on downtown development, planning and design for more than 15 years.

Georgia cities large and small are engaging residents and implementing downtown designs to capitalize on their unique differences, from redeveloping an historic hotel in McRae-Helena to implementing a riverfront revitalization program in Bainbridge and establishing a vibrant downtown core in Sugar Hill.

The Bowl, the City of Sugar Hill’s outdoor amphitheater, hosts ticketed concerts that bring visitors downtown, where they can also visit restaurants, a microbrewery, a museum and art gallery and other amenities. Photo by the City of Sugar Hill

July/August 2020 | gacities.com 31

GMA’S VIRTUAL CONVENTION RECAP

UNION CITY MAYOR

VINCE WILLIAMS ELECTED PRESIDENT OF GMA Union City Mayor Vince Williams was elected president of GMA during the association’s annual convention on Thursday, July 2. In 2007, Williams was elected to the Union City, City Council. In this role, he prioritized the creation of a viable economic base by attracting professional and commercial business. The then-councilmember carried his vision for a full-scale, financially sound community into being elected the 20th mayor of Union City in 2013.

Williams spearheaded the redevelopment of the city’s Central Business District and workforce, increased educational offerings, implemented transportation improvements, heightened public safety and trust building, encouraged governmental transparency, and combated homelessness and hunger across the community.

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Many Union City residents and community leaders would attest that when Williams took office, the city was on the verge of financial ruin, a stagnant economy and lacked true civic engagement. But within his seven years as mayor and building on his experience as councilmember and lifelong servant leader, Williams quickly spearheaded the city’s reawakening, which resulted in the revitalization of a dilapidated mall into a thriving multi-million-dollar film studio. Today the Atlanta Metro Studios is one of the state’s premier sound stage complexes, home to over 135,000 square feet of soundstages, offices and full production support.

In his first year as mayor, Williams turned the Union City’s multi-year financial deficit to an 81 percent increase, all while ushering in the greatest increase of job creation in the city’s history. He works tirelessly to encourage economic sustainability by fostering relationships with local businesses that have called Union City home for years.

In addition to taking Union City to the next level, Williams works to advocate for and serve Georgia’s cities through his past and present positions with GMA. He’s been a member of the association’s Executive Committee and Board of Directors. He was also the chair of GMA’s Federal Policy Council and the Legislative Policy Council. Williams also chaired the association’s Membership Council and served on the Board of the Georgia Municipal Employee Benefit System. Most recently, Williams was selected as a member of the GMA COVID-19 Advisory Committee.

Williams is also making a lasting impact on cities across the nation through his leadership role with the National League of Cities. He is the league’s second vice president and served on NLC’s Finance Committee as a University Leadership Fellow.

He is the proud husband to Sharon and father to Nia, a devout Christian and a member of the iThrive Christian Church as an associate pastor.

WILLIAMS: BE RESILIENT IN THE FIGHT FOR JUSTICE In his presidential acceptance speech, Williams encouraged Georgia city leaders to focus on a collective future. With the association’s convention theme, “Cities United: Rising with Resilience,” in the background, Williams stressed the importance of resiliency to “build capacity to deal with change while still continuing to develop and grow” and to use resiliency in combatting racial injustice and prejudice.

“The outrage sparked by the death of Ahmaud Arbery, Breonna Taylor, Sean Reed, George Floyd, Rayshard Brooks and countless other people of color unleashed the anger and despair so many in our nation are feeling. Sparked by racial injustice and prejudice, these feelings can no longer be disregarded,” he said.

Williams reminded city officials of their obligation to confront these issues now, “Violence against Black lives in America is historic, systemic and unchanged over centuries. We have a generational opportunity to squarely oppose this history and to move in a new direction that reflects our humanity and our need for one another.”

“THERE IS NO BETTER PLACE THAN IN OUR CITIES TO BEGIN HEALING THE WOUNDS OUR DEMOCRACY AND CULTURE HAVE SUSTAINED.” He urged Georgia’s cities to place the same emphasis on seeing justice that has been placed on various community development projects over the years, including investments in water, sewer and transportation infrastructure, housing and downtown developments.

“It’s time for us to make another kind of investment in our cities, one that reflects a moral and ethical foundation to build future prosperity. It’s time for each of us to invest ourselves, our integrity and our resolve to confront the ugly legacy of systemic racism and inequity in our communities,” he said. “It is time for us to bear witness to the principles of justice, equality and fairness to, as Dr. King said on the steps of the Lincoln Memorial, ‘make real the promises of democracy’ for every citizen of this nation. Only then will our cities truly flourish.”

Williams closed his speech by sharing GMA’s commitment to social justice and equality, which includes the recent creation of the GMA Equity and Inclusion Commission, and a final charge to cities.

“The work of this Commission represents the first step of a longterm journey. When the Commission’s work is complete, we expect its efforts to be carried forward and to become integral to the ongoing mission of GMA for many years to come,” he said.

“There is no better place than in our cities to begin healing the wounds our democracy and culture have sustained. As the architects of the future of our cities, it is incumbent on us to begin the process of racial healing and inclusion. We must convey the message that there is no place for racism, inequity and exclusion in our cities,” he continued.

“Both GMA’s efforts and those undertaken locally, will require humility, sacrifice and an understanding that inclusion is a much different and more worthy goal than mere tolerance. This inclusion will require leadership based in love and kindness.”

July/August 2020 | gacities.com 33

GMA’S VIRTUAL CONVENTION RECAP

2020-2021 GMA OFFICERS

PRESIDENT: Union City Mayor Vince Williams

FIRST VICE PRESIDENT: LaGrange Mayor Jim Thornton

SECOND VICE PRESIDENT: Tifton Mayor Julie Smith

THIRD VICE PRESIDENT: Marietta Mayor Pro Tem Michelle Cooper Kelly

GMA VIRTUAL CONVENTION: WATCH ON DEMAND & VISIT THE ONLINE EXHIBIT HALL Did you miss GMA’s 2020 Virtual Convention, themed “Cities United: Rising with Resilience?” If so or if you want to review another session, you can watch the convention on demand from wherever you are! Hear from inspiring keynote speakers, including internationally acclaimed leadership expert John C. Maxwell, and experience the virtual exhibit hall, complete with relevant and innovative product and service offerings by visiting gacitiesconvention.com. Please note that if you did not register for the convention prior to June 29, you must register in order to view the sessions.

Registration is open and the promo code is no longer necessary to view archived sessions.

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July/August 2020 | gacities.com 35

GMA’S VIRTUAL CONVENTION RECAP

LAGRANGE POLICE CHIEF SHARES INSIGHT ON LAW ENFORCEMENT, COMMUNITY TRUST AND SOCIAL JUSTICE

During the GMA Virtual Convention, GMA Executive Director Larry Hanson hosted a virtual conversation with LaGrange Police Chief Louis Dekmar to talk community policing, trust building and more.

LH: Chief Dekmar, let’s start by discussing the Georgia community service police trust initiative.

LD: As a result of the experiences that I had here in LaGrange, we started with learning and understanding the impact and history of specific incidents involving the police department. Although they may have happened generations ago, those stories are passed on from generation to generation, and they impact the relationships that police in LaGrange have primarily with the African American community.

The epiphany for me was understanding that I wasn’t responsible for only the history of the department that I create when I became police chief, but that all of the challenges and the history created before I was police chief is also a responsibility of leadership. That became even clearer after learning of a lynching that the LaGrange Police Department had been involved in and struggling for several years on how as a police department we should address it.

That opportunity presented itself as a result of trust building training sponsored by our elected officials and me receiving an invitation to join that initiative by Mayor Thornton. Somewhere between 300-350 individuals have gone through the training.

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As a result of that trust building training, I worked closer with NAACP [National Association for the Advancement of Colored People] Chapter President Ernest Ward. Shortly after sharing the idea of an apology to address Austin Callaway’s lynching with the NAACP chapter, Mayor Thornton, the president of LaGrange College, the state court judge, and members of the faith community and the African American church became involved, as did the family of Austin Callaway. This work galvanized the community to get behind this effort to address an act that should never have happened.

LH: Please share more of your thoughts on use of force, the Commission on Accreditation for Law and how the law enforcement community and elected officials can meet higher standards.

LD: The LaGrange Police Department has been training de-escalation for at least 15-20 years. We recognize that many of our encounters involved people that are either affected by mental illness, substance abuse or emotionally disturbed. The research on police involved shootings is consistent not only nationally but here in Georgia where 25 percent of those individuals that are fatally wounded are affected by mental illness. There was another

study done that looked at 707 shootings in several metropolitan areas and 36 percent suicide by cop, which involved somebody who was mentally ill or somebody that was emotionally disturbed. If we know this, we have an obligation as police leaders to address this area related to use of force. So, how do we do that? We address it through clear policies and training that not only captures the intent of the policy but also the resources of the community. This assists us in making effective referrals and helps those living with substance abuse issues or those affected by mental illness.

As it relates to accountability, every officer needs to understand that when the government uses force against any citizen that is the strongest measure a government can impose on its citizens.

Where I think police departments fall short (and ultimately government entities) is in their responsibilities for their police department and elected officials to uphold the social contract between the police and the public. Through this social contract, the public gives the police, through their elected officials, the authority and the tools to protect and provide for public safety. But any time the police exercise that authority, they have an obligation to explain that use of force or that arrest regardless of who the suspect is and their standing in the community.

LH: What are your thoughts of the role of law enforcement to address systemic racism in our society and in our state?

LD: What I’ve seen is that there are a lot of listening sessions, but not a lot of action sessions. When I was president of the International Association of Chiefs of Police, we did four listening sessions across the nation. What I found is that if you are really listening, the community will provide a clear path in addressing community concerns. But if that path, based on the information and those expectations communicated during the listening sessions is not acted on, community members disengage, because they are tired of the studies and discussion unaccompanied by action.

What distinguished the initiatives in LaGrange is that the trust-building created an environment for us to identify what is

troubling our community and uncover ways to enhance the department’s value in all communities, including: + Creating partnerships with various criminal justice agencies and asking them to waive all fees while we sponsored a Record Restriction Day. We’ve done two so far, which have positively impacted over 350 of our citizens. These free events streamline the criminal record restriction process of eligible citizens that may more effectively remove barriers to employment. This is life-changing. It’s more than the public relations veneer of getting out of your car and asking, “Hey, how are you doing?” It’s a “What are the issues and how can we help you address them effectively?” + Historically we’ve looked at law enforcement as compliance related as opposed to cooperation related, and you want people cooperating with the law, not submitting themselves to the law.

An example is LaGrange Police Department’s “Car Care” program.

We addressed traffic stops related to defective equipment violations with a discount coupon instead of a traffic ticket and all the frustration and hostility those traffic stops can cause. We did that by partnering with all our car parts stores, and they provided 10 percent discount coupons. After we give them the coupon, we log it, and if they are stopped two weeks later for the same violation, then they get the ticket. But they will understand why, because they had the opportunity to fix it and they didn’t. + Another program is “Handle with Care.” Many of our calls affect school age children who are witnesses or victims. They may be awake at 2 and 3 a.m. and then have to go to school the next day.

They are unrested and may put their head down on their desk due to being tired. Not knowing what the child has been involved in the night before, their teacher may handle this as a disciplinary issue, when in fact this child has been through trauma. To prevent this sort of incident we engaged a “handle this student with care” program, by an email to the superintendent’s office right after the situation to make the school aware of the incident prior to the student arriving for class the next morning. Those kinds of programs demonstrate that the police department and its officers care about the community.

July/August 2020 | gacities.com 37

GMA’S VIRTUAL CONVENTION RECAP

PRESENTING

DIAMOND

GMA THANKS THE 2020 ANNUAL CONVENTION SPONSORS!

PLATINUM

GOLD Thank you again for making the 2020 Virtual Annual Convention possible. Your support provided hundreds of elected officials, city staff and stakeholders from across the state access to virtual educational programming at no cost. You truly helped local governments across the state live out the convention’s theme, “Cities United: Rising with Resilience.”

Your participation with GMA sends a message to our members that you are here for them—not only representing businesses but as a fellow citizen, neighbor, and friend. Thank you!

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SILVER

BRONZE

CITIES BUILD INFRASTRUCTURE

FOR RACIAL EQUITY “I’VE BEEN STRUCK BY THE CALL THAT IT IS NOT ENOUGH TO BE NONRACIST, BUT WE NEED TO BE ANTIRACIST,” SAID LAGRANGE MAYOR JIM THORNTON IN AN OPED PRINTED IN THE LAGRANGE DAILY NEWS IN RESPONSE TO THE UNJUST TREATMENT OF PEOPLE OF COLOR. “We don’t want to have overt racism on display. I think everyone agrees with that. But that is not enough if you really want to be proactive and root out the causes of racism. You must step back and you have to make intentional efforts,” Thornton later explained his statement in an interview with GMA. “Being anti-racist is an intentional decision. It’s more than being a good person and trying to make right decisions, but actually looking for opportunities to change behavior.”

For the mayor, this belief has been the backdrop for his leadership toward equity and inclusion in the city of LaGrange and the motivation behind the recent list of initiatives he presented to his city council. Thornton presented a nondiscrimination ordinance, a local hate crimes ordinance and the passage of a civil penalty for

BY KELLI BENNETT

small marijuana possession, which “even in LaGrange disproportionately affects Black people and creates criminal records and prevents employment down the road,” he said. The mayor also recommended placing signage on Confederate monuments that explains its origin and that the monument is not a current reflection of the city’s values in 2020. It’s Thornton’s hope that these initiatives will enhance the city’s existing community trust building efforts. Learn more about these efforts on page 36.

Thornton credited Georgia’s cities across the state, including Sandy Springs and Decatur, for making valiant strides to oppose racism, acts of injustice and intolerance, and to create equitable opportunities for their residents— regardless of their race, religion or beliefs.

Thomasville’s Reflective Structured Dialog Training

July/August 2020 | gacities.com 39

CITIES GET DELIBERATE ABOUT DIVERSITY In 2017, the city of Thomasville held a large community meeting called “Let’s Discuss…Inclusiveness.” Over 100 citizens participated in the session, which birthed another meeting in 2019. This two-day workshop trained 15 stakeholders in the Thomasville community to use the Reflective Structured Dialog (RSD) method.

According to the J.W. Fanning Institute of Training and Development, RSD builds the capacity of communities and organizations to engage, live and thrive despite their differences. By enabling people to have new conversations about the issues that matter deeply to them and remain in relationship, the approach creates a foundation for trust, resiliency and collaborative action.

“Our goal was that the participants would then use the skills gained from this session in their workplace and in other community groups in which they participate,” said Sherri Nix, public outreach manager for the city of Thomasville. “In return, we asked that they participate as a facilitator in future inclusiveness sessions.”

Nix also shared more on the city’s internal diversity and inclusion team of 20 city staff who have brainstormed methods to embrace all staff. Post the COVID-19 pandemic, the city plans to offer more “Let’s Discuss…Inclusiveness” sessions using community leaders who have already completed training.

Leaders in the city of Powder Springs have engaged the city’s 4P (Principals, Pastors, Parks and Police) program to spark community trust and engagement.

“The 4P program evolved from what started as a Bridge the Gap initiative to help build stronger relationships and trust between our community and our police department,” said Powder Springs Mayor Al Thurman, who served as a councilmember for 13 years before running for mayor. “That need clearly continues today and the group’s existence provides a strong foundation to help us make a change in our current environment.”

According to the mayor, this engagement program has grown to emphasize connections with the city’s youth and young adult populations. In addition, all 40

pastors of our local churches and school administrators are invited to the program’s weekly meetings and encouraged to provide feedback from their spheres of influence and solutions to remedy community issues.

The committee is planning a community forum, an agenda for embracing diversity and a sustainable plan to move forward.

“We cannot respond effectively and responsibly as leaders without understanding our community, actively listening to our community and taking deliberate steps to be inclusive,” Thurman said. “Distrust, hatred and intolerance affect our long-term sustainability and success. So, we must become aware of and acknowledge different cultures and demonstrate empathy. Without including all, we will be unable to thrive as a community.”

As the first Black mayor in Cobb County, Thurman has experienced the importance of the diversity and inclusion that the city’s 4P program seeks to address.

“The historical significance of my election is encouraging to many, and importantly demonstrates to anyone who aspires to be an elected official that integrity, hard work and perseverance do indeed provide us with the opportunity to bridge our diversity through common goals and shared values,” he said, while stressing that he was “elected by the people to serve everyone, and this service extends beyond any racial distinction.”

CITIES MUST START THE CONVERSATION While these city officials are tackling social injustice and embracing diversity by using different methods, they all agree on the importance of open, genuine conversation with active listening, and encouraging residents and fellow leaders to remember that though some actions are uncomfortable, they are necessary for change.

“Don’t be reluctant to engage in this conversation,” Thornton said. “If we as mayors and city councilmembers can lead and facilitate this dialog, it will spill out into the community and others will engage in those same conversations.”

“I think that both Black and White leaders sometimes have a reluctance to talk about these issues because we don’t know all the right language,” Thornton said, recounting times where he’s asked his peers for forgiveness in advance when he may say the wrong words or not articulate as well, and to understand that he is coming to the racial equity conversation in good faith.

“In addition to people skills, the best leaders unify competing interests through effective listening, communication and compromise based on trust,” Thurman explained. “All leaders must have a ‘steady hand on the tiller.’ When waves crash the helm, as they will do, the community looks to us for confidence, composure, direction and strength to right the ship. We must rise to that challenge.”

Thurman also encouraged people of color to participate on more community boards and commissions.

“Be ready to commit to make change and do the hard work,” he said. “Come out and just be a part of the city. Sometimes it’s just a question of making yourself available.

As with elected roles, diversity on local boards and commissions can bring a wealth of good ideas and solutions.”

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DOWNTOWN DEVELOPMENTS

DOWNTOWN DEVELOPMENTS REVITALIZATION AND THE ART OF THE COVERED DISH SUPPER

BY BEN MULDROW

GROWING UP, EVERY WEDNESDAY NIGHT, MY family would head over to the Presbyterian Church for the covered dish supper: 40 feet of joyous jubilation in Jesus’ generosity. If you’re not familiar with these blessed events, allow me to school you. One meal. Many sides.

Everyone brings something. No one leaves hungry.

I learned so much about people in that congregation hall, but it wasn’t until much later that I realized those suppers are much like the world of downtown revitalization.

INFRASTRUCTURE. After the seemingly days-long line, we finally arrive at the first table with all the plates, cups, napkins and utensils. These are the kinds of things that no one is going to bring on their own, so the church provides them.

They set the serving size. They make sure it can be consumed according to the experience they’ve envisioned.

Sound familiar? The plates are like downtown infrastructure. Our sidewalks, benches, crosswalks and 42

parking lots are the basics that allow commerce to happen. And nobody ever says, “Man that dinner was amazing, did you see those clear plastic forks?” Dear city, thank you for setting the table.

WHERE IS THE MEAT? We move on down the line. Next stop is entrée land. As you can imagine, meat can sometimes be in short supply. We rarely see someone busting out steak for one of these things. Deli ham? Maybe.

See, the meat is the big investment. It’s the thing that everyone wants—but no one is willing to foot the bill for the good stuff on our potluck buffet, and herein lies the problem. If we cannot establish quality standards for acceptable entrées, we’re expecting everyone to be excited about a cold cuts tray.

This is where many communities step in to recruit.

The $1.8 million retail incubator, the $8 million museum shaped like a Loaf of Bread, and the ordinance forcing all buildings to look like a quaint Swiss Village—but

they’re all bologna. The community’s job is to provide the strongest possible plate so that the people, the businesses, the events and experiences can become the buffet of options. Our community should be a plate that features its entrées through investments in beautification, branding and business friendliness—things that often would be considered gravy. Our community should be the plate that motivates real people to make big investments. We have to have people like Griz willing to smoke pork for 13 hours out of sheer pride and commitment to the place he calls home.

LOVE ON THE SIDE. Next up, let’s part the sea of casseroles. Loaded two by two, here’s where things get creative. There’s an interesting battle that goes on between mac and cheese makers: we have our Velveeta Chefs, our Creamy Connoisseurs, and our old school egg-and-ground-mustard diehards. The folks who decide to enter this race obviously have something to prove. In this analogy, it’s the local business owners that are each their own side dish, offering special flavors and comforts to their customers.

Every business isn’t for every customer, but I think we

can all agree that is it probably the coleslaw who’s griping about parking (bless their heart). It’s the combination of unique businesses that creates the distinct flavor of our district.

FINAL STOP: DESSERTS. Dessert is our community’s special and always-evolving experience offerings—the cool alleyway project and amazing Brewfest, the farmers market and public art. It’s the look, feel and aroma that make a place unique. This is the vibrancy, the sweet, final ingredient that makes the magnetism visible and a place feel alive.

If people bring quality covered dishes, and we arrange them, thoughtfully, on a quality table stocked with all the essential tools… well, we can all share a great experience—one that keeps people and their families coming back, week after week.

Now, let’s all go grab another slice of that blue-ribbon pie.

Ben Muldrow is a partner at Arnett Muldrow, a city planning and place branding firm that focuses on engaging the citizens and helping to empower them to realize their own future.

Place-based economic development is designed to encourage collaborative and integrated approaches to make holistic improvements to the physical and civic/social environment and improve your community’s quality of life. A key component of a place-based model is that it builds on the unique features of a community and existing physical and social assets. Use this list to inventory all real and perceived community assets using local knowledge, government data and observation: • • • • •

NATURAL ASSETS: Including beaches, waterfalls, fertile soils and landforms.

TOURISM ASSETS: Including cultural, heritage, recreation, entertainment, social media, public art, hospitality, etc.

PHYSICAL ASSETS: Identify all under-utilized buildings, facilities and available or potentially available land for development/redevelopment.

ECONOMIC ASSETS: Identify the key community businesses and how they contribute to your community.

LOCAL ASSOCIATIONS: Identify all the non-government organizations and associations in your community—neighborhood, village, condominium, cooperative, a group of homeowners, neighborhood watch, social clubs, etc.

• LOCAL INSTITUTIONS: Including schools, colleges, trade schools, libraries, parks, hospitals and clinics.

• LOCAL STAKEHOLDERS: Identify individuals or groups who are stakeholders in your community.

July/August 2020 | gacities.com 43

TOWNS & THE LAW

‘Recognized Stature’:

Cities Think Twice Before Removing Art

BY RUSI PATEL, GMA GENERAL COUNSEL

As many of you know, GMA has been constructing a new headquarters with hopes of completing the project by mid-year 2021.

WHAT YOU MIGHT NOT know is that GMA plans to include within the new headquarters artwork, both inside and outside of the buildings that highlights our members and the work being done by our city leaders across the state.

Development must often consider art and partner with artists to make the development unique and memorable. Sometimes, however, developers take an opposite track and seek to eliminate existing artwork.

When developing property, it is always a good idea to try and partner with those in the community who want to add to the purpose of the development. It is also important to know that a specific federal law, the Visual Artists Rights Act of 1990 (VARA), grants certain rights to visual artists, including the right to prevent any intentional distortion, mutilation or modification of the work of art which would harm their reputation or any destruction of a work of art of a recognized stature.

Recently, in the case Castillo v. G&M Realty L.P., a developer in New York City learned the hard way that not partnering with local artists to save their works could have severe financial consequences. The developer owned a series of warehouses that, under the curatorship of a distinguished graffiti artist, was transformed into a world-renowned exhibition of graffiti art, attracting thousands of visitors each day.

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The artist learned that the developer planned on demolishing the warehouses to build apartments on the site and, after unsuccessfully trying to prevent the demolition, he and other artists sued the developer under the VARA. Even though the district court granted a temporary restraining order, when it expired the developer hired painters to whitewash over 49 unique pieces of artwork. After a trial, the court determined that 45 of those pieces had achieved the “recognized stature” level of protection under the VARA and that the developer had violated federal law by destroying them. Because the trial court determined that the actions of the developer were willful, it awarded the artists a $6.75 million judgment.

On appeal, the Second Circuit Court of Appeals held “that a work is of recognized stature when it is one of high quality, status or caliber that has been acknowledged as such by a relevant community” and that, even though these pieces of art were temporary, they could still rise to the level of a “recognized stature.” As a result, the court upheld the award to the artists.

City leaders should also keep aware of the VARA when redeveloping their downtowns as a piece of art does not need to be in New York City to achieve a “recognized stature” and become protected under federal law. Also, Art—even graffiti art—can sometimes transform a forgettable structure into a world-famous piece of architecture.

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FEDERAL FOCUS

Cities’ Federal Call to Action: Coronavirus Relief, Transportation Reauthorization & Infrastructure Funding

As this issue of Georgia’s Cities magazine went to press, the U.S. Senate Finance Committee was preparing to develop a package for Senate consideration on state and local funding.

“TO DATE, MOST CITIES HAVE BEEN LEFT OUT OF federal proposals to provide relief for COVID-19 related expenditures, revenue losses and impacts to services,” said Becky Taylor, GMA Research & Federal Relations director. “Obtaining this funding has been GMA’s top legislative priority since March.”

“Cities are implementing and considering layoffs and furloughs, which will make it even more difficult to maintain service levels and keep first responders on the front lines where they are most needed. Local governments are not only large employers themselves and generators of economic activity, they also provide the necessary permits and approvals for commercial, industrial, manufacturing and all private sector development,” she said.

GMA Executive Director Larry Hanson shared that, “Cities are not asking for a bailout. They are asking for a lifeline that provides fair and equitable funding to municipal governments at levels appropriate to their needs, with reasonable guardrails and minimal regulatory or administrative burdens to the states,” he said.

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“Federal investment in local governments will ensure our nation’s ability to recover from this crisis and for our country to emerge healthy, safe, strong and poised for prosperity.”

Transportation Reauthorization On July 1, the House passed Senate Bill 2, the Moving Forward Act, its version of an infrastructure bill. The bill includes authorization of $494 billion in surface transportation over the next five years (passed by House T&I in June as the INVEST Act), as the FAST Act is set to expire Sept. 30. The $494 billion reauthorization proposal, “Investing in a New Vision for the Environment and Surface Transportation in America,” will serve as the base bill for the House leadership’s long-awaited “Moving Forward” infrastructure bill. The Senate Environment and Public Works Committee approved the highway portion version of the transportation bill on a bipartisan basis in 2019. Still, Congress has not determined how to pay for the next transportation bill.

Infrastructure Funding: Moving Forward Act Highlights of the Moving Forward Act include: • Environment: Renewed funding for the Drinking Water State Revolving Fund; funds for municipal sewer overflow and stormwater reuse grants; funding for resilience and pre-disaster mitigation programs; reauthorization of the Energy Efficiency and Conservation Block grant, promoting renewable energy development and deployment and incentivizing EV and alternative fuel vehicles and related infrastructure.

• Broadband: $80 billion to build or upgrade broadband infrastructure not only in areas without any broadband, but also in areas with insufficient, asymmetrical, or high-latency service; creation of a Broadband Infrastructure Financing Innovation Program, similar to the WIFIA program for water infrastructure, to provide financing for broadband projects; overturns state preemption of municipal and public-private broadband ownership and operation and provides a tax credit for public or public-private broadband provision through 2028; and a new grant program for rural development that incorporates broadband infrastructure. It also authorizes $12 billion for the rollout of Next Generation 9-1-1 technology in communities.

• Bonds, Tax Credits and Financing: The bill proposes to reinstate advanced refunding of bonds; makes it easier for smaller issues of tax-exempt debt (defined as issuing $10 million or less in tax-exempt debt annually) to get financing for capital improvement projects by being able to sell debt to small, regional banks. The bill raises the threshold for small issues from $10 million to $30 million to help smaller issuers that face increased costs of issuing debt due to the lack of economics of scale; the bill also makes permanent the New Markets Tax Credit (NMTC) and increases the credit from 20 percent to 30 percent temporally and then phases it back down to 20 percent again. This credit helps spur investment in lower-income population tracts in the U.S., driving investment to areas where it typically would not be found. Finally, on the financing front, the bill provides a new direct-pay bond, similar to the Build America Bonds from 2009-2010.

“GMA estimates cities will need approximately $20 billion in infrastructure needs over the next five years for water and sewer, transportation, public safety and other projects,” said Taylor. “We are urging city officials to contact members of Congress to share your local needs and urge federal partnerships for infrastructure and COVID-19 relief for cities of all sizes.”

ADVOCACY HOW TO: TELL YOUR CITY’S STORY Use these tips for engaging with your federal legislators: • Describe budget shortfalls, revenue losses, service cuts and layoffs.

• Stress that CARES Act Coronavirus Relief Funds will not be enough for long term needs.

• Describe your city’s infrastructure needs and why federal funds are important.

• Stress that emergency relief is not a bailout. Explain what your city will use these funds for and how they would contribute to the maintenance of critical services, planned capital expenditures and keeping your workforce employed. Cities support guardrails to ensure funds cannot be used for unfunded liabilities. Your city is essential to the economic recovery. Without emergency relief from Congress, cities will not be able to bounce back quickly from the recession.

Meeting Growing Demands:

Fed Reserve Tracks COVID-19 Impact on Entities Serving Low-Income Communities Nonprofit organizations, government entities, financial institutions and others are critical community resources, particularly in difficult times.

THEY DELIVER IMPORTANT SERVICES TO SUPPORT the economic resilience of low-income individuals and families—from food and healthcare, to education and housing. The spread of COVID-19 and the many efforts to slow it are impacting communities and these entities that support them.

A new survey from the Federal Reserve System was launched to take eight-week snapshots of the effects of COVID-19 on low- to moderate-income households and the entities serving them. The following are results from the June survey, with a focus on entities in the six states that makeup the Federal Reserve’s southeastern district, which includes Alabama, Florida, Georgia, Louisiana, Mississippi and Tennessee.

The June Snapshot • Most entities in the Southeast are experiencing at least some level of disruption brought on by COVID-19, with 22 percent experiencing significant disruption and expecting a difficult recovery. Figure 1

• While most entities say demand for services has or will increase (72 percent), their ability to provide services has or will decrease (42 percent). The Fed’s study showed that while staffing is unchanged for most respondents, expenses are anticipated to be on the rise according to 53 percent of respondents.

• While demands are increasing, the largest portion of respondents do not anticipate additional dollars from most funding sources. In fact, many have experienced or anticipate decreased funding, particularly from individual and corporate donors. The one exception is government funding, where 19 percent of respondents have already experienced a funding increase.

• Nearly a third (31 percent) of Southeastern entities have six months or less before experiencing financial hardship that could result in reducing services, layoffs or closing locations. In contrast, 31 percent combined have more than 12 months before experiencing financial distress or current conditions do not impact their finances at all. Thirteen percent remain uncertain. Figure 2

“At the Atlanta Fed, we are using this survey and carefully listening to organizations to decide what resources we produce for Southeastern communities,” said Karen Leone de Nie, community affairs officer at the Federal Reserve Bank of Atlanta. “Most recently we unpacked evictions policies, looked at the risks to small business sustainability, explored state policies for affordable childcare and launched the Ask Us Anything webinar series aimed at answering questions on jobs, job training and the recovery.”

The Federal Reserve Board of Governors also has information on credit, liquidity and loan facilities set up in response to the COVID-19 pandemic.

To view more of the survey and for more information, contact Karen Leone de Nie at karen.leonedenie@atl.frb.org.

Figure FIGURE 11

FIGURE 1

Varying degrees of disruption Varying of disruption Q: At thisdegrees point in time, what level of disruption is COVID-19 having on the entity Q: At this point in time, what level of disruption is COVID-19 having onNation the N=1866 entity Southeast N=279, you represent? you represent?

Southeast N=279, Nation N=1866 Southeast Southeast

1% 1%

1% 1%

No disruption No disruption

Nation Nation

8% 8%

38% 36% 38% 36%

30% 30% 27% 27%

30% 22% 30% 22%

6% 6%

Minimal disruption Minimal disruption

Some disruption Some disruption

0% 0%

Significant disruption, Significant disruption, easy recovery difficult recovery Significant disruption, Significant disruption, easy recovery difficult recovery

1% 1%

Unknown Unknown

FIGURE 2 Figure2 2 FIGURE At risk, financially stable, or unknown At stable, or unknown Q: risk, How financially many months from today can the entity you represent operate in the Q: How environment many monthsbefore from today can the entitydistress? you represent operate in the current exhibiting financial Southeast environment N=281, Nation N=1866 current before exhibiting financial distress?

Southeast N=281, Nation N=1866

18% 18%

19% 19% 19% 19% 14% 14%

12% 12%

Less than 3 Less than 3 months months

3-6 months 3-6 months

17% 16% 17% 16% 11% 11%

7-9 months 7-9 months

12% 12% 10% 10%

10-12 months 10-12 months

Southeast Southeast

14% 14% 12% 12%

More than 12 Environment More than 12 doesn't Environment months impact us months doesn't impact us

Nation Nation 13% 13% 13% 13%

Unknown Unknown

July/August 2020 | gacities.com 49

2020 Census Update: Getting Back on Track for a Complete Count The coronavirus pandemic has had at least two implications for the 2020 Census in Georgia’s cities: It disrupted the schedule for census operations, and response rates across the state are barely increasing. It is now high time to address both problems.

In mid-June, the U.S. Census Bureau began contacting colleges and universities asking for information to count students where they would have been staying on April 1 of this year. This process helps eliminate duplicate responses to the census if students left campus early due to a school closure or shift to distance learning.

Another important schedule adjustment is the count of populations experiencing homelessness, which will take place between Sept.

22-24. In addition to counting people where they are staying outdoors, the Bureau plans to send specially trained census takers to shelters, soup kitchens, regularly scheduled mobile food vans, all-night businesses (such as transit stations and 24-hour laundromats) and similar locations. Census officials are preparing for these activities by coordinating with local service providers and consulting with advocacy groups and other stakeholders. As with other in-person outreach, census takers will follow the latest local public health guidance on the use of personal protective equipment and social distancing.

Considering flat response rates, the U.S. Census Bureau seeks to motivate people in your city to get counted. A recently published 2020 Census Response Rate Challenge asks: “Can you beat your 2010 response rate–and if you already did, can you set a new goal?”

Here are some ideas for community leaders to encourage responses while following social distancing guidelines: • City vs. City/County Challenge: Embed the Response Rates Map on your website or take a screenshot of your city’s current response rate and share it on social media to announce a friendly wager for elected officials.

• Community Parade: Host a “carade” featuring community leaders, first responders and trusted voices with 2020 Census promotional items and banners. Livestream the event and encourage viewers to share photos and videos on social media.

• Virtual Community Gathering: Host a “Response Rate Challenge Meetup” on social media. The event can feature local trusted voices and celebrities as well as contests, giveaways and stories focused on the community benefits of responding to the census.

• Community Pick-up Picnic: Partner with local businesses and organizations for a census-themed drive-thru “pick-up picnic.” Promotional materials, food and other items can be distributed to people in their cars or from a safe pick-up area in your city. You can add a raffle drawing for other prizes such as gift cards to local restaurants or businesses, or a special experience when people can safely gather again.

• Social Media Live Talks: Host a socially distant talk with local officials and other groups that use census data to plan and support the community. Provide specific examples of why the census matters to you and include a call to action.

The 2020 Census Response Rate Challenge Mini Toolkit and other resources can be found on the GMA website.

Do your part to make sure that Every. One. Counts.

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