September/October 2020

September/October 2020

ADVOCACY. SERVICE. INNOVATION.

Columns & Features In This Issue Guide for Successful Youth Councils | Attracting Young Adults to the Workforce First Meeting of GMA’s Equity & Inclusion Commission | The Push for Remote Courts

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Table of Contents FEATURES ATTRACTING YOUNG ADULTS TO THE WORKFORCE ..................................... 5 BUILDING STRONG YOUTH COUNCILS ..................................................... 32 CITYSCAPES ...................................................................................................... 5 + GMA President Editorial + GMA Executive Director Editorial + Cities Explore Succession & Replacement Planning

CITY DESK ........................................................................................................12 + Smart Community Challenge Winners + Guyton Wins GMA’s 2020 Census Challenge + Small Town, Big Impact + City Spotlight: Whigham + Q&A: Mentorship Builds Meaningful Impact

INSIDE GMA .................................................................................................... 20 + GMA’s Mask Up Georgia’s Cities Campaign + Amb. Andrew Young Charges GMA’s E&I Commission + Golf Tournament Benefits Georgia City Solutions + Hub Cities Address Homelessness

ADDITIONAL + Towns & Law: The Push for Remote Court .........................................................38 + Communities Work to Beat The Heat ...............................................................40 + Federal Focus: Cities’ Call to Congress ............................................................ 42 + Guide: Financial Reporting Requirements ........................................................45 + Downtown Developments: Businesses Adapt for the Future ..................................... 46

CITYLITES ........................................................................................................ 50 + Fairs & Fests + Georgia Gem

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‘Be WHO You Needed When YOU Were Younger:’ Attracting Young Adults to the Workforce

BY NIKKI PERRY

UPON ENTERING THE WORKFORCE DURING THE Great Recession of 2008, many millennials took whatever employment was available and are still job-hopping to catch up on their careers. Now in 2020, as Generation Z begins graduating college, they face similar prospects in the shadow of the coronavirus pandemic that abruptly halted a booming economy.

Welcome to adulthood, Gen Z. In their favor, Gen Z is the most educated and tech-savvy generation of Americans thus far, according to the Pew Research Center. Like their Millennial elders, they are also passionate about community service and environmental stewardship, making them ideal candidates for public sector employment.

ATTRACTING YOUNG WORKERS The public sector is touted as having a competitive benefits package, typically including a Cadillac-quality health insurance plan, robust retirement program and extensive paid time off. To stay competitive, local governments may need to reprioritize. The 2019 workforce survey by the Center for State and Local Government Excellence (SLGE) overwhelmingly identified flexible work (49 percent) and health insurance (33 percent) as the most important benefits for attracting and retaining the next generation of public sector workers.

Flexibility is paramount in 2020 and beyond due to the impact of COVID-19 on the workplace.

Decatur City Manager Andrea Arnold admits that some essential tasks cannot be completed at home, September/October 2020 | gacities.com 5

such as trash collection and public safety calls. However, the city has worked hard to accommodate workers who can complete their jobs remotely or on an alternative schedule. The Decatur City Commission adopted a pandemic leave policy on March 16, 2020, to reassure employees that their jobs and families were protected.

“No employee should have to choose between their job and their child’s education,” Arnold said.

“Family first” policies have increased over the past decade, and that trend is likely to continue following the Families First Coronavirus Response Act of 2020.

These priority shifts may be leading to greater retention of young workers. For the first time in Deloitte’s annual Global Millennial Survey, the majority of respondents in 2020 said they would like to stay with their current employers for at least five years. Previously, most surveyed millennials said they planned to leave within two years.

“Job loyalty rises as businesses address employee needs, from diversity and inclusion to sustainability and reskilling,” according to Deloitte’s report.

RECRUITING CAREER EMPLOYEES Instituting benefits to attract young workers helps set a strong foundation for the future. Next, human resources departments must modernize recruitment strategies and marketing materials for Gen Z.

“The broad-based nature of local government work should be celebrated and shared. It’s important to remind recent graduates that no matter their degree, there’s a fit for them in local government,” said Kirsten Wyatt, co-founder and executive director of Engaging Local Government Leaders (ELGL).

ELGL, GMA and the University of Georgia collaborated on an event in November 2019 in Athens designed to introduce students to the wide variety of jobs in local government.

“By sharing those exciting stories, allowing students to meet with dynamic Georgia local government leaders and talking about what it’s really like to work in service of a city or county, we are trying to reshape and reframe what a career in local government really looks like,” Wyatt said.

The city of Valdosta is using social media and video to showcase career opportunities for young workers.

In March of 2019, the city launched the “Next-Gen Valdosta” video series featuring city employees in their 20s and 30s. The series spread organically on social media to reach young job seekers on a regional level. A partnership with the Valdosta-Lowndes County Development Authority has expanded the series to include young employees in industries throughout the county.

“In the past two years, we have seen a noticeable increase in the number of young employees in their 20s

Decatur’s E5 Academy

and 30s joining the city of Valdosta team,” said Ashlyn Johnson, Valdosta’s public information officer. “I believe that we have caught the attention of the younger workforce—they are more aware of the opportunities at the city of Valdosta.”

In addition to attracting young workers, projects like the “Next-Gen Valdosta” video series are morale boosters that help retain employees.

“Speaking from experience, as I am part of the millennial generation, I believe our employees feel like they are part of something bigger than themselves,” Johnson said. “Millennial/Gen Z employees are just beginning their careers and are eager to learn more, to be as proficient and as well-rounded as possible. Our city leadership is investing in the future of these employees by allowing them opportunities to learn, train and grow.”

PREPARING FUTURE LEADERS The city of Decatur empowered its employees to create a program for professional development and promotional opportunities within the city.

The E5 Academy fosters leadership development, connectivity between departments and management levels, and commitment to the organizational vision.

Over the past four years, the program has worked: The

PAID INTERNSHIP The paid internship is a time-tested tool for attracting quality young professionals. For example, the city of Douglasville recruits up to six interns each year from Georgia universities, colleges and technical schools. “We start there with hiring young talent into the organization. We have had successful placement from those programs into permanent work,” Douglasville Assistant City Manager Teaa Allston-Bing said.

average tenure of a city of Decatur employee is 10 years.

“I think it keeps people engaged,” Arnold said. “If they are here, and they have opportunities for professional development and growth—and they know that they are part of something bigger than themselves, bigger than just the divisions or departments they are working in—that’s motivating. That’s going to drive them to get up and come to work every day.”

Entry-level work is often more mundane than motivational. When assigning tasks to young staff members, Wyatt encourages city leaders to recall their early years of service.

“The goal is to ensure that in the process of completing important and sometimes dreary work, that you don’t accidentally burn the staff person out and make them think that old stereotypes of local governments being slow, inefficient and boring are true,” Wyatt said.

“Be who you needed when you were younger and balance the day-to-day with some projects that provide meaning and value to the organization.”

RESOURCES FOR FORMING AND FUNDING A SUCCESSFUL INTERNSHIP PROGRAM Georgia Municipal Association Internships Program, Local Government Practicum and City Manager Shadowing Program. Contact GMA at hloewendorf@gacities.com.

ICMA Local Government Management Fellowship. Contact the International City/County Management Association (ICMA), lgmfprogram@icma.org.

Georgia City-County Management Association Fellowship Program.

Assistance in funding ICMA Fellowship. Contact Erica Powell Grier, epowell@gccma.com.

American Public Works Association Georgia Chapter Internship Program. $10,000 funded by APWA with matching $2,500 from city/county government. Contact Program Chair Jason Spencer, jspencer@cityofoakwood.net.

CITYSCAPES

Words Matter: Setting the Tone for Political Discourse

BY VINCE WILLIAMS, GMA PRESIDENT

“Remember that I love you, and there ain’t nothing you can do about it” are words I often use to end meetings I chair.

I DO THIS FOR TWO REASONS. First, I hope it brings a smile and a good feeling to those that hear it. Second, and more importantly, I want to convey to them that as a public servant, I value and respect them and their humanity, regardless of if we agree or disagree on an issue. That, in my opinion, doesn’t happen as often as it should in our political discourse.

I think most of us would agree that we find ourselves in times best described as being polarized. This is due in part to the upcoming national and state elections and how we think things will be if candidates we support lose their election. The other part of it is due to the stress and upheaval caused by the COVID-19 pandemic as well as the racial and equity issues that have arisen from the death of George Floyd and numerous other people of color.

These events have highlighted vast differences in what people think the appropriate course of action is to address them. I believe, though, that the polarization we are experiencing is fueled by the words we use when talking about these and other issues.

If you are familiar with Lewis Carroll’s “Through the Looking Glass,” you may remember that Alice and Humpty Dumpty had a conversation about the meaning of words.

“When I use a word,” Humpty Dumpty says, in a rather scornful tone, “it means just what I choose it to mean – neither more nor less.”

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“The question is,” says Alice, “whether you can make words mean so many different things.”

“The question is,” says Humpty Dumpty, “which is to be master – that’s all.”

Words and how we use them, are important. They can be used to unify or divide, seek the truth or misdirect, build up or tear down, provide hope or spread fear. Just as importantly, “which is to be master” and who gets to decide what words mean, is crucial.

We’ve lost ground when the words “conservative” and “liberal” are hurled as insults as opposed to them being used to provide a general picture of a person’s political persuasion. Nor do I believe that derisive, inflammatory rhetoric that paints those with differing opinions as a threat increases our civic health or moves the needle on solving common challenges.

Our nation, state and communities are comprised of people that represent different backgrounds, political philosophies, races, genders, professions and religious persuasions. We must look upon this diversity of experiences as a strength rather than something to exploit for political gain.

I believe city officials can, and should, set the standard for political discourse for others to follow. And we can start by challenging those that want to divide us by communicating in a manner that upholds the ideal that our democracy is grounded in the respect and dignity of every man and woman.

Remember that I love you, and there ain’t nothing you can do about it.

GMA Cares Because Cities Are Essential

BY LARRY HANSON, GMA EXECUTIVE DIRECTOR

As we navigate through these unprecedented times, I continue to be so impressed by the leadership and dedication of our city officials.

AS I THINK ABOUT THIS YEAR from March forward, it’s hard to believe what we have faced as a nation, here in Georgia and in our individual cities. It is remarkable how our city leaders have stepped up to provide essential services to keep our cities strong and vibrant and residents protected and encouraged. I am confident that the public has a new sense of appreciation for the role local governments play in their lives. Our city employees are all essential, and they have responded to the call of duty in these dangerous times, just as each of you have. You are to be commended, and I trust that local citizens appreciate all you have done and continue to do in leading your city.

At GMA, with the leadership of our officers, executive committee and board of directors, we have remained committed to serving you in these challenging times. Our service includes our efforts to negotiate the sharing of CARES Act funding with the state, to weekly calls with leading healthcare experts, multiple webinars designed to help city leaders successfully navigate this new normal and review and guidance of the governor’s executive orders.

I’m very proud we were able to negotiate with the governor’s office to get a written commitment for the state to share 45% of its CARES funding with local governments. This is the maximum amount allowed by

the CARES Act and amounts to a commitment of $1.23 billion in funding for cities and counties. As you know, phase one, which was 30% of the total $1.23 billion, was completed on Sept. 1, and I am pleased to report that approximately $360 million in funding was provided to cities and counties based on population and by reimbursement. We worked hard to get the state to allow reimbursement for all public safety costs from March 1-Sept. 1, which helped many of you gain your full share. In fact, 99.4% of phase one funds were disbursed to cities and counties.

We are hard at work now negotiating with the state for the next round(s) which will include the 70% remainder of the funds. Per Gov. Kemp’s June 29 letter to mayors, “As Phase 1 funding is exhausted, additional program and disbursement criteria for the remainder of the $1.23 billion will be developed and evaluated to ensure flexibility in responding to COVID.” We will continue to advocate on your behalf for federal funding to support your city.

Please remember that GMA remains honored to serve and ready to support you in any way we can. We are proud to see the selfless and dedicated service of our city leaders as you demonstrate your commitment to the ideals of public service.

Please stay safe, healthy and resilient and call on GMA to serve you.

September/October 2020 | gacities.com 9

CITIES EXPLORE SUCCESSION & REPLACEMENT PLANNING CATHERINE BENNETT, ORGANIZATIONAL DEVELOPMENT ADMINISTRATOR TATE FOWLER, ORGANIZATIONAL DEVELOPMENT ADMINISTRATIVE TRAINER, UNIFIED GOVERNMENT OF ATHENS-CLARKE COUNTY, GA

Ninety four percent of employers surveyed in 2015 by Software Advice reported that having a succession plan positively impacts their employees’ engagement levels. The survey found that nearly all city employees would be more productive, satisfied and present with a program that is proven to impact engagement. What is a succession plan and is it right for your city? To understand what your answer may be, we must first understand the difference between a replacement plan and a succession plan.

Replacement planning is reactive by nature. This type of planning aims to replace a given position effectively and in a short period of time. Replacement plans are on an as-needed basis, simply ensuring there is a candidate in line if an incumbent needs to be replaced on short notice. Some cite this type of planning to consist of “quick-fixes,” relying on employees to be at the right place and position at the right time. Replacement planning focuses on immediate needs and works in the moment to maintain the status quo and continue business as usual. This may be ideal for an organization with a rapidly changing workforce or short average employee tenure. However, if you are in the market for longevity, you want a succession plan.

Seventy-nine percent of employers surveyed in 2015 noted that they already have succession plans in place for mid-level manager positions. However, perhaps the idea can be reinforced for younger generations, just entering low-level positions. Over 90% of younger workers surveyed (aged 18-34) said that working at a company with a clear succession plan—in 10

which they were included—would improve their level of engagement as well. Succession planning does not have to begin or end with one generation of workers— it could be the organizational culture that needs to span decades to keep your organization highly profitable for years to come.

While replacement and succession planning may sound similar on the surface, the two types of programs have different goals. In opposition to replacement planning, succession planning is proactive and makes a long-term commitment to professional development for all employees throughout their career. It ensures that employees can break out of the status quo and move the organization forward through continually enhanced skills and innovative competencies. By utilizing feedback and longitudinal strategies, a succession plan will create a deep pool of potential candidates with wide-ranging skills, who are able to step into and improve future vacancies. Often heavily integrated with inclusion and recruitment initiatives, succession planning aims to plan a better future run by employees who have diverse backgrounds and skillsets, ready to pivot at any time.

THE MOST SUCCESSFUL SUCCESSION PLANNING PROGRAMS TYPICALLY FOLLOW THESE FIVE STEPS: 1. Identify key positions.

2. Identify succession planning participants.

3. Develop the program and prepare the participants.

4. Provide developmental opportunities for participants.

5. Monitor individual and program progress and acknowledge achievement.

As we move into the future of succession planning, we must be innovative. A core Athens-Clarke County (ACC) team built an innovative Succession Plan for ACC’s 1,600 employees. The program developed was dubbed the,“Innovation Ambassadors.”

This is a select group of approximately 30 highpotential employees identified by the manager’s office/department directors and nominated by ambassador alumni. This diverse group of employees comes from the middle of the organization, where the managers are very keen to hear their perspectives, observations and solutions. The program meets once a month for two hours. The group discusses issues that the county is currently facing. They also discuss failures and successes with the ambassadors. The program is semi-structured in that the sessions include: • Team building • SWOT analysis • 10-year financial trend of the government • Emergenetics Workshop, which provides a clear way to understand the intersection of nature and nurture through the Emergenetics Profile, built on four thinking attributes and three behavioral attributes that every person exhibits.

• Shark Tank Day: Managers and department directors pitch problem statements to the Innovation Ambassadors. They describe the problem (current state) in a document and come to a session to try and “lure” ambassadors to

spend the next five months meeting in “Hives” to determine steps on how to get to the “desired state.”

• After five months of working with process improvement tools, “hives” perform a gap analysis. They research what other progressive, innovative governments are doing to address similar issues in their state. If it is a community issue, ambassadors may meet with people/organizations in the community to find solutions.

For more information contact: Catherine Bennett at Catherine.bennett@accgov.com Tate Fowler at Tate.fowler@accgov.com

September/October 2020 | gacities.com 11

CITY DESK

Three Cities Receive Georgia Smart Community Challenge Grants Sandy Springs, Savannah and Valdosta, along with Clayton County, are the third class of recipients to receive a Georgia Smart Communities Challenge grant. Georgia Tech announced this year’s grant winners during an online event on Aug. 6.

“GMA is excited that the Georgia Smart Communities THE GEORGIA SMART COMMUNITIES CHALLENGE Challenge is in its third year. As we’ve seen the previous is a funding and technical assistance program for local two years, this year’s winners exemplify how Georgia’s governments in the state of Georgia. “As an institution cities and counties continue of Georgia, Georgia Tech is This year’s winners exemplify to look for innovative ways foremost committed to makhow Georgia’s cities and counties to meet the challenges they ing our state better,” said continue to look for innovative ways face,” said GMA Executive Georgia Tech President Ánto meet the challenges they face.

Director Larry Hanson. “It’s gel Cabrera. “We’re very exheartening to see technolocited about Georgia Smart’s gy used to make our communities better, more efficient third class of winners, who will be able to use our preand responsive to the needs of residents.” eminent research and technology to improve lives, livelihoods, safety and equity—no matter their commuFollowing is a summary of each of the new projects. nity’s size, population, demographics or income level.”

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STREAMLINING SUBURBAN TRANSIT, SANDY SPRINGS This project will develop a pilot transit signal priority system for the MARTA bus service through the use of an application programming interface, with the goal of reducing transit time for riders. Georgia Tech researchers Michael Hunter and Kari Watkins will partner with this project team. Collaborators include MARTA and the city of Dunwoody.

CIVIC DATA SCIENCE FOR EQUITABLE DEVELOPMENT, SAVANNAH The city of Savannah plans to build new decision-making tools using a city data hub and analytics platform for programmatic outcomes for vacant and blighted properties. The project will build on work started through the 2018 Georgia Smart Albany project. Georgia Tech researchers Clio Andris and Omar Isaac Asensio will assist with the project. They will work with a number of partner agencies including the City of Savannah Housing and Neighborhood Services Department, City of Savannah Information Technology Department, Coastal Georgia Indicators Coalition, Chatham County/City of Savannah Land Bank Authority Inc., Community Housing Services Agency Inc., the Center for Community Progress and the civic data technology company Tolemi.

TRAFFIC MONITORING AND COMMUNICATION SYSTEM, VALDOSTA This project includes development of a smart traffic management system that will connect all 128 traffic signals in Valdosta for increased safety and efficiency.

Georgia Tech researcher Baabak Ashuri will lead the research activities. Valdosta State University researcher Barry Hojjatie will serve as co-principal investigator on the project. Partners include Southern Georgia Regional Commission, Valdosta-Lowndes Development Authority, Valdosta State University, Temple and Applied Information.

SMART PEDESTRIAN PLANNING, CLAYTON COUNTY This project will build a decision support system for transport project prioritization to promote mobility and equity and to identify smart technologies to support walkability throughout the community. The plan calls for engagement with high school students for data collection tasks and use of Georgia Tech’s semi-automated Geographic Information System collection process to gather sidewalk data. Georgia Tech researchers involved in this project include Randall Guensler, Arthi Rao and Catherine Ross. Partner organizations include the cities of Lake City and Morrow, as well as the Rotary Club of Lake Spivey/Clayton County.

This year’s grant recipients will receive the following: • up to $100,000 in grant funding to develop their pilot; • technical assistance and funding for a Georgia Tech researcher; • access to a network of peer governments to share best practices; and • access to a local, national and international network of experts for advice on piloting a smart community.

In addition to GMA, collaborators in the Georgia Smart program include Georgia Tech, the Atlanta Regional Commission, the Georgia Association of Regional Commissions, Association County Commissioners of Georgia, Georgia Chamber of Commerce, Georgia Department of Community Affairs, Georgia Department of Economic Development, Georgia Planning Association, Metro Atlanta Chamber of Commerce, Technology Association of Georgia and Georgia Power.

Learn more about Georgia Tech’s initiative on Smart Cities and Inclusive Innovation (SCI2) at smartcities.gatech.edu.

September/October 2020 | gacities.com 13

Guyton Wins GMA’S 2020 CENSUS CHALLENGE

In July, GMA created the 2020 Census Challenge to help encourage the self-response rates in all of Georgia’s cities.

DURING THE SIX-WEEK CAMPAIGN, 103 CITIES participated and received GMA resources to help improve response rates, including links to the census websites and tips. As communities shared examples of partnerships or creative census promotions, GMA highlighted these stories on social media to amplify member cities’ efforts, raise awareness throughout the state and inspire others to do the same. Examples include community partnerships in Tifton, Dunwoody’s multi-lingual promotions, “We Count Wednesday” in Thomasville, Decatur’s Census Tract Challenge, videos 14

in Acworth and easy access to the census on websites for the cities of Guyton and Statesboro.

The city of Guyton secured the win with the highest percentage increase of 4.9% throughout the challenge. This small town of approximately 2,000 prides itself on “working together to make a difference.” When asked about their census efforts, Tina Chadwick, Guyton city clerk, shared that city staff stressed the importance of completing the census in five simple ways:

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Promoted at meetings: At every public meeting, including city council workshops and regular meetings, which also allowed public participation through Facebook Live and RingCentral, leadership promoted the census and its impacts on their community. Additional efforts included planning and zoning meetings.

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Promoted online: Census related information was shared on their Facebook page (@cityofguyton) as well as a direct link to complete the US Census on their city website.

Promoted in the community newsletter: The city initiated a monthly newsletter to highlight the many things going on in

Guyton, including the census. In addition to being available on their Facebook and website, they placed the newsletter in local stores and their public works team dis tributed them to citizens.

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Helped anyone that felt uncomfortable or unsure how to complete their census, including senior citizens.

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Encouraged residents to spread the word on just how important the census is and the various response options.

GMA celebrates the city of Guyton for their efforts, along with the other cities that joined in this census challenge.

September/October 2020 | gacities.com 15

Small Town,

Big Impact

Woodbury Connects Residents for the Next Generation

BY NIA WILLIAMS

CITIES ARE CONSTANTLY EVOLVING WITH NEW ways to ensure that they not only stand out, but that the offer exceptional quality of life for their residents.

One way that cities are meeting this enhanced quality of life need is by offering broadband and wireless Internet access for their citizens. Some cities, including the small city of Woodbury, have found that offering their own Internet is not only a convenient, but affordable alternative.

The city, which is made up of 1,000 residents, was the first to be designated as a Broadband Ready Community by the Georgia Department of Community Affairs. Woodbury utilizes a wireless mesh network that works by using airways rather than fiber optic or copper cables. This also eliminates any issue when there might be a storm.

The system works by using wireless mesh nodes that share the network connection across a large area.

The nodes function the same way a wireless router does. But Woodbury utilizes their water towers to help relay the service the city needs. For citizens to be able to receive the service, they must be within three miles from town. Citizens are only charged $35 a month to receive the streaming, but it’s worth it because everyone has a need for the use, said Mayor Steve Ledbetter.

“We really wanted high-speed internet for our city and needed to make a change,” said Ledbetter. “It was costing us a fortune.”

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“Patrons at our local Blackbird Cafe would have to go to the ATM across the street and pull out cash because there wasn’t the ability to run access to the restaurant for them to use cards,” Ledbetter said remembering a real-life scenario. “Now, the cafe is running at 120 MB per second which is extremely fast. When a waitress swipes someone’s card at their table, their receipt is already printed before she can get to it!”

“It’s not cheap, but it’s an investment,” Ledbetter said. “We bring it in without budget. With the antennas, wireless program and more, it totals up to about a $45,000 investment.”

“We’re proud of this little system, and we’re working hard to make our city notable,” he said. “No outside investor will come into a city and make an investment if those in the city aren’t willing to make an investment in themselves.”

Georgia Municipal Association | New Headquarters, Renovation, and Parking Deck

Pickens County | Courthouse

City Spotlight

POPULATION:

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MAYOR:

City of Douglasville | Public Safety Complex

Whigham

HISTORY: Located in Grady county, the city of Whigham was incorporated in 1888 and named after local merchant Robert Whigham. Recently, the city of Whigham was the second municipality in Grady County to receive its own outdoor warning siren following the county commissioners’ vote. This siren is a small portion of an eventual county-wide system that will work as a grid, providing warnings to citizens of impending danger. The siren signals will work together to travel through the county as the dangerous weather makes its way across the community.

EVENTS: Since 1960, the city of Whigham has hosted its annual “Rattlesnake Roundup” to collect the snake venom needed to make anti-venom. In 2019 the roundup hosted approximately 10,000 people. Over the last 60 years, this event has transformed into a family-friendly fair with various vendors, fried foods and a perfect place for locals to reconnect. The educational side of the event includes an opportunity for visitors to learn about different snakes from all over the area and what to do if they encounter them. The community uses the proceeds for several programs including boy scouts, 4-H and Future Farmers of America.

George Trulock GMA DISTRICT:

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September/October 2020 | gacities.com 17

Mentorship Builds Meaningful Impact For many, mentorship relationships have helped to shape their careers, including that of Oxford City Manager Matthew Pepper who shared an inside look into his mentorship journey with Georgia’s Cities.

GC: How would you describe your personal mentorship style?

MP: Personally, I like the idea of a twoway mentorship relationship. Unfortunately, I can be rather selfish and prefer to learn from an experienced administrator than offer my own insight.

However, it is important to engage in meaningful

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two-way conversation. I’m always eager to learn from an old-timer, and I’m getting better at sharing my thoughts with others in local government.

GC: How do you keep mentorship relationships successful and engaging for both parties?

MP: At their base, mentorship relationships are friendships. Most mentees are just looking for a friend.

Mentors have a lot to gain from the relationship if they are willing to really engage with a younger counterpart. Here are a few ideas on how to keep the mentorship successful: • Set parameters on how often you will meet (e.g., monthly, quarterly) and under what context (e.g., lunch, by phone, etc.).

• When you meet: • Talk about each other’s successes and failures.

• Set collective goals (e.g., what will the mentor accomplish? The mentee?).

• Hold each other accountable to your goals. (e.g., when will you follow up with each other?)

• Be a sounding board: Sometimes you just need an outlet to discuss your frustrations about work, etc. without judgment.

• Share some insights into your personal life— perhaps you just finished a good book or watched a new movie.

• Express gratitude for your mentor/mentee by offering a sincere “thank you” for your friend.

GC: How would you encourage a fellow, emerging leader in the local government space to find a mentor?

MP: I recommend these steps: • Consider your career goals. It is important to find someone working in the field in which you want to join.

• Choose someone who will challenge you. We all need someone in our corner to encourage us to reach our full potential.

• Have the courage to ask someone to mentor you.

Sometimes we are afraid to ask because we don’t want to be a burden. Generally, people like sharing their insight into their jobs especially with a newcomer.

• Be a contributor. You may be young, but you still have some insights to share!

GC: There are some younger leaders who do not necessarily believe in the idea of a traditional mentoring relationship, but prefer to have more of a two-way, equally advisory relationship. In your career and experience, have you seen these relationships work? If so, what were the benefits?

MP: Personally, I have not seen a two-way relationship in mentoring. However, like any relationship, it is important to have some give-and-take. Given their experiences, a mentor will usually have a lot to share. That’s a great thing. On the other hand, a mentee may have a unique perspective that would benefit the relationship. It is invigorating for a young leader to feel that he or she is being taken seriously by a seasoned leader. It makes you want to work harder to grow your skill set.

GC: What advice would you give to cities interested in exploring mentorship programs to attract, develop and retain emerging leaders?

MP: The short answer: Do it! It is a great way to attract young professionals interested in public service.

From a practical perspective, it is important to do your research: • Talk with other cities that have mentorship programs about their experiences (e.g., What’s the goal of the program? What works? What doesn’t? Duration?).

• Identify who of your staff would like to participate.

You may find that many of them have already developed mentorship relationships with people outside of your organization.

• Consider developing relationships with local universities and colleges to create a pipeline for talent. That’s happening now. For instance, GMA’s Local Government Practicum is a great program for both students and cities. The students get an oportunity to complete a meaningful project for a city. In turn, the city gets a quality product and potentially a new employee.

September/October 2020 | gacities.com 19

INSIDE GMA

MASK UP GEORGIA’S CITIES: CITIES LEAD BY EXAMPLE

In July, GMA launched the “Mask Up Georgia’s Cities” campaign to keep Georgians safe and stop the spread of the coronavirus. GMA distributed over 5,000 branded face coverings to all of its member cities. City officials and staff were encouraged to share photos in their masks on social media and their city websites.

This mask campaign is another way that GMA is assisting cities throughout the pandemic. Other COVID-19 resources include regular email alerts, a

coronavirus online resources center, CARES Act Funding support, model ordinances and more.

Check out some of these cities leading by example in their GMA face masks. Remember to share your mask photos via your social media pages or via email at gacities@gacities.com. If sharing on social media, tag @gacities (twitter) and @Georgia Municipal Association (Facebook). You can also use the hashtags: #GaCities and #MaskUpGaCities.

Special Thank You to GMA’s Dedicated Business Alliance Program Companies!

These companies have shown a continued commitment to GMA and Georgia’s cities, especially during a pandemic.

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To learn more about GMA’s Business Alliance Program, email gacities@gacities.com.

September/October 2020 | gacities.com 21

Places of Peace:

Ambassador Andrew Young Charges GMA’s Equity & Inclusion Commission On Thursday, Aug. 20, GMA hosted the first meeting of its Equity & Inclusion Commission.

AMBASSADOR ANDREW YOUNG DELIVERED A virtual keynote address to the 26-member commission, which is chaired by LaGrange Mayor and GMA First Vice President Jim Thornton and Augusta Mayor Hardie Davis.

In his welcome, Davis reminded his fellow commission members that, “The role of the GMA Equity and Inclusion Commission is to recommend actions that bear witness to the principles of justice, equality and fairness, develop a long-term plan of action to address institutional and systemic racism and equip city leaders to listen thoughtfully and dialogue constructively with the residents they serve.”

GMA Executive Director Larry Hanson reminded Commission members of the importance of listening deeply, uniting widely and acting boldly in order to bring justice to the complex systems that shape and influence today’s society. These systems are included in (but not limited to) some of the commission’s focus areas of training and education, state legislation, public safety reform and employment. The commission will also address, propose and implement solutions for additional impediments to equity including housing, medical access, food disparities and development.

“Today GMA begins its journey to address the ugly legacy of systemic racism and inequality,” said Vince Williams, Union City mayor and GMA president in his remarks to the commission. “This is a big step, a courageous step and the right step for our cities and the state of Georgia, and our association is uniquely positioned to tackle these issues and serve as a catalyst for lasting change,” he said.

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“Solving problems starts with a conversation,” said LaGrange Mayor Jim Thornton. “Let’s practice that virtue we know as empathy, where we try to place ourselves in someone else’s position and see the world through their eyes.”

“What cities have to do is find a way to create places of peace, places where people get along with each other regardless of their color of skin and how rich or poor they are,” said Ambassador Young during his address. “Places where the law is respected and where education and health are cared for.”

Ambassador Young closed with a message of hope for the commission and by quoting Georgia music icon, Otis Redding. “Take your time,” he said. “When you have problems, try a little tenderness. When things are going wrong, all it takes is a little respect to go a long way. If we work together as brothers and sisters, we will succeed.”

The commission was created in early June when the GMA officers, led by Dublin Mayor Phil Best, (GMA immediate past president), and Union City Mayor Vince Williams, (GMA President), sent a statement to

the membership that expressed the association’s strong opposition to racism; violence; and acts of injustice, inequity, and inequality that were occurring across the nation.

With the support of a 12-member GMA staff team, the commission will issue a mid-term report 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. The commission will meet monthly through June 2021.

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In addition to launching the commission, GMA hosted a statewide town hall, “Cities United: The Road to Equity & Inclusion” with Georgia Public Broadcasting and created a valuable online Equity & Inclusion Toolkit for all city officials.

This toolkit includes: • Key Terminology • How-to Guides • Guest Editorials • Tools to Address Implicit Bias Watch Now: “Cities: United: The Road to Equity & Inclusion” at www.gacities.com

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GMA Plans Golf Tournament to Benefit Georgia City Solutions The annual GMA Golf Tournament will be held on Monday, Oct. 19, at the Riverview Park Golf Course in the city of Dublin. This event, formerly known as the “GMA Mayors’ Christmas Motorcade Golf Tournament,” has been rebranded as the “GMA Golf Tournament benefitting Georgia City Solutions (GCS).”

The tournament is hosted by the cities of Dublin and Vidalia. Proceeds from the golf tournament will be used to support GCS programs and initiatives. Find out about tournament registration and sponsorship opportunities at gcs.gacities.com.

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GCS is a non-profit subsidiary of GMA that was formed in 2018. Tax-deductible donations to GCS are used to fund initiatives and innovative programs aimed at building vibrant, prosperous and well-managed cities.

A GMA task force, chaired by Mayor Robert Reichert of Macon-Bibb County, issued a report to the GMA Board of Directors in May 2019 recommending that GCS pursue initiatives that relate to these five focus areas: • Support and encourage the development of city youth advisory councils and other youth engagement activities • Strengthen local economies through workforce and business development to prevent brain drain, especially among youth • Help cities fill critical positions and encourage careers in municipal government through internships, work-study programs and/or scholarships, as well as through other strategies • Provide tools to eradicate blight and substandard housing • Develop and support programs to assist with mental and behavioral health issues GCS is governed by a Board of Directors that was appointed over the last several months consisting of three municipal elected officials, eight non-city officials and the GMA executive director. The current members include:

• Eric Fraker, Mid-South Region Government Accounts Representative for Outside Sales & Service, The Home Depot • Larry Hanson, GMA Executive Director • Skip Henderson, Mayor, Columbus Consolidated Government • Michelle Cooper Kelly, Mayor Pro Tem, Marietta • Kristy Rachal, Community Development Manager, Georgia Power • Robert Reichert, Mayor, Macon-Bibb County • Rian Smith, Vice President & Chief Legal Officer, The Integral Group LLC • Kirby Thompson, Senior Vice President, Community and Government Affairs, Truist Bank • Yvette Pugh, Director, External Affairs, AT&T • Camila Knowles, Principal and Counsel, Cornerstone Government Affairs • Kevin Perry, President & CEO, Georgia Beverage Association Currently, the GCS Board of Directors is in the process of developing a Strategic Plan that will establish priorities and guide the work to be accomplished in the identified areas of focus.

September/October 2020 | gacities.com 25

GMA’s Hub Cities Address Homelessness When it comes to the issue of homelessness, homeless single mothers and families are the most frequent concerns for city officials in the 13 cities part of GMA’s Hub Cities Initiative.

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character of homelessness really require a tailored reSTUDENTS PURSUING THEIR GRADUATE DEGREES sponse. There is no ‘one size fits all’ approach to this from the Andrew Young School of Policy Studies at issue, nor is there a silver bullet solution out there.”

Georgia State University (GSU) researched the issue of Hacker went on to say that veterans who have fallen homelessness for the Hub Cities this spring. The final on hard times are a concern to a number of cities. Howreport served as the student’s Public Service and Crimiever, the student’s research found that this subgroup of nal Justice Capstone project and was presented to Hub homeless individuals is very visible and their needs are Cities mayors and managers during a virtual meeting largely attended to by communities. Instead, another on June 24. Cayce Hamilton, Elliott Walker, Nikolai group may be most vulnerable.

Elneser Montiel and Whitney Temple comprised the “I want to stress the importance of homeless famstudent team. ilies with small children, who are not mentally ill, nor “Over the last few years the issue of homelessness drug addicted, nor veterans...this is a group with the had come up during meetings with the Hub Cities most need and much less vismayors and managers and we Since 2013, the mayors of Albany, Athens, ibility than the other groups,” thought it was time to do some Augusta, Brunswick, Columbus, Dalton, Hacker said. research on the issue,” said BriGainesville, Hinesville, Macon, Rome, During the June 24 prean Wallace, GMA’s director of Savannah, Valdosta and Warner Robins sentation to the Hub Cities, the strategic initiatives. “We wanthave worked together to find solutions to student’s felt, based on their ed to do something that would issues affecting Georgia’s cities. research, that the most effecprovide these cities some useful tive strategy to address homeinformation. We were excited lessness is a “housing first” approach. This strategy to be able tap the resources available from GSU that are focuses on providing housing to the people that literally a short walk up the street from the GMA headneed it, regardless of their other needs, such as help quarters.” Wallace added that the quality of the report with substance abuse or mental health challenges. was very high, especially considering the impact of the Suitable housing is a stable platform that allows othCOVID-19 pandemic on the ability of the students to er needs to be addressed. “Built for Zero” was cited work together as a team and to communicate with local as an initiative that has achieved success in addressofficials and service providers in the 13 communities. ing chronic homelessness in over 15 cities across The sixty-page report provides an overview of the the country. homelessness in each of the Hub Cities, a review of best Although the issue of homelessness does require practices from around the country, and specific recomfunding from either government or non-profit service mendations for each city to address homelessness in providers, an investment of time is just as important. their community. In general, the report recommended “The simplest approach to this problem is coordithat the cities strengthen data collection and monitornation and communication between partners,” Hacker ing of the homeless population, help integrate service said. “Our research of best practices suggests that an inproviders at the neighborhood level and implement vestment of time to bring providers together to facilitate various prevention strategies. cooperation provides benefits at low or zero cost. Even “There are a few points about the report that are with lots of funding, ongoing coordination and commuworth mentioning,” said Dr. Joseph Hacker, the faculty nication between providers and agencies remains the advisor on the project. “There was considerable varibest possible step in treating homelessness.” ation by city and region. The differences in size and

September/October 2020 | gacities.com 27

ADVOCACY

Policy Process and Engagement Persist Amidst Pandemic “Cities United” has served as more than a chant for GMA and its member cities during the pandemic as staff and officials work together to build the association’s legislative policy setting process and legislative engagement.

CITIES HAVE BEEN BUSY HOSTING VIRTUAL Hometown Connections to ensure that legislators understand the needs of cities during this trying time. In August, the cities of Cobb County united to host their legislative delegation during a Hometown Connection.

Discussion topics included CARES Act funding, alcohol delivery legislation and racial equity.

“We had a great discussion,” said Marietta Mayor Pro Tem Michelle Cooper Kelly, GMA third vice president. “The legislators appreciated the dialogue and opportunity to hear our priorities.”

As part of the policy committee meetings during the Virtual Annual Convention, several questions were presented to city officials to give GMA’s advocacy team feedback on policies to pursue during the 2021 legislative session.

In late summer, the Legislative Policy Council (LPC) participated in two policy-themed virtual break-out meetings to review member feedback and GMA’s standing policies of the six committees and propose changes for consideration by the full LPC this month.

“Policy feedback from GMA’s membership has been crucial in developing the 2021 policy platform,” said LPC Chair and Mayor Jim Thornton. “The LPC is committed to municipal priorities that will reinforce home rule principles and local-decision making.”

Legislative Policy Council Chair Jim Thornton, Mayor of LaGrange Community Development Policy Committee Chair Linnea Miller, Suwanee Councilmember Environment & Natural Resources Policy Committee Chair Steve Edwards, Mayor of Sugar Hill Municipal Government Policy Committee Chair Bianca Motley Broom, Mayor of College Park Public Safety Policy Committee Chair Fred Perriman, Mayor of Madison Revenue and Finance Policy Committee Chair Jim Elliott, McDonough City Attorney Transportation Policy Committee Chair Cornell Harvey, Mayor of Brunswick

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GMA Offers Human Resources Administration Certificate Cities across Georgia are faced with recruiting and retaining a workforce to support current and future municipal service levels.

HOWEVER, MANY CITIES DON’T HAVE A designated, trained Human Resources or Personnel department to help them meet this ongoing challenge.

GMA’s Human Resources Administration Certificate (HRAC) Program includes five classes specifically designed to provide city elected officials and appointed staff with the tools necessary to successfully recruit, train and retain talent to provide services to their communities. The program is targeted at city clerks, department heads, supervisors, staff handling HR duties and mayor and councilmembers who must address human resources administration.

Current plans are to offer the five classes virtually in December 2020. Cost of registration for each class is $100. Classes are from 9 a.m.-4 p.m.

• December 9: Personnel Law: Basic employment laws and their applicability to cities. Cities need to know the basics of Personnel Law and weave through the “mine fields” of potential litigation. This class will provide participants with a good foundation on laws such as FLSA, FMLA, HIPPA, Title VII and other pertinent laws and regulations.

• December 16: Talent Management: Getting employees “on the bus” and helping all members of the workforce understand the city’s mission and objectives and relaying the importance of ongoing expansion of knowledge and skills through training and development.

• December 30: Compensation and Benefits: This course will provide information on managing pay

plans and job descriptions; understanding workers compensation, claims administration, payroll administration, overtime requirements as well as the administration of cafeteria plans. Participants will explore different types of employee benefits, retirement plans and other benefits to recruit and retain employees.

• January 6, 2021: Personnel Policies: Participants will gain an understanding of how to develop personnel policies that are straightforward, easy to administer, and provide protection to employees and to the city. Participants will discuss and examine commonly used personnel policies that are easy for all parties to understand and balance the needs and expectations of the employee and city.

• January 13, 2021: Performance Management Systems: Participants will review and learn to develop performance evaluations that include measurable and objective criteria and that have been tried and tested in the workplace. Participants will also examine best practices to administer performance evaluations to promote communication and provide useful feedback to employees, facilitate better working relationships, provide a historical record of performance, and contribute to professional development without overburdening supervisory staff.

For more information contact Terrell Jacobs at tjacobs@gacities.com.

September/October 2020 | gacities.com 29

INNOVATION

New Diversity Training Class Can Help City Officials Become Inclusive Leaders When Johns Creek Councilmember Erin Elwood learned of George Floyd’s death while he was in Minneapolis Police custody in May, she was shocked and hurt.

CONCERNED constituents contacted her immediately, expressing hurt and asking if Broome Key their children were safe in Johns Creek. “We are a diverse city,” said Elwood, who was elected to the city council last fall. “More than 40 percent of our residents are non-white.”

Residents asked Elwood if the city council had undergone diversity and implicit bias training. Elwood acknowledged she had not.

“The residents said to me,” Elwood said, “that if city administrators and elected officials do not have diversity training, how can they expect the police department to emulate policies they don’t follow themselves?”

In June, Elwood asked if GMA provided diversity training for its membership. The answer was no.

But GMA’s leadership responded quickly and decisively. They crafted an online race and equity toolkit for members in June, formed an ongoing equity and inclusion commission made up of city officials in June, and then partnered with Georgia Public Broadcasting in 30

early August to host a town hall on race and equity. Addressing equity, inclusion and diversity in cities became a priority for GMA’s officers.

The Harold F. Holtz Municipal Training Institute, which GMA manages in partnership with the University of Georgia’s Carl Vinson Institute of Government (CVIOG), chose veteran instructors to develop a class on diversity.

Freddie Broome, a GMA member service consultant, and David Key, a CVIOG senior faculty member, collaborated to create Making Cultural Diversity Work.

They designed the six-hour course to help city officials identify and promote diversity, avoid discrimination, gain skills for inclusive conversations and better understand emerging issues in their communities.

The Municipal Training Board approved the course in July and Broome and Key taught the first class online in September. The training institute has scheduled the next class for Saturday, Oct. 24, 2020, online.

“I’m so happy GMA was able to have a class ready so quickly,” Elwood said.

“We learned over this past spring and summer that many in our society are ahead of government when it

comes to talking about diversity,” said Key, who is well-versed in inclusion training around race, culture and LGBTQ issues. “They are looking for governmental leaders who can frame a discussion to move our cities forward in constructive ways.

Hopefully, this class can begin that process.”

While diversity training may be long overdue, Broome said the time is right to discuss diversity, inclusion and racial injustice.

“Now is the time our society is ready to listen and understand instead of creating feelings of disparity,” said Broome, who has undergone specialized training in diversity recruiting and retention over the last ten years. As a municipal fire chief in Valdosta and South Fulton, he also served on the International Association of Fire Chiefs Human Relations Committee, which focuses on developing tool kits on diversity, inclusion and equality.

Class participants will learn that everyone is diverse.

“When you walk into a room, you enter an environment of diversity,” Broome said. “You observe differences in ages, height, religion, politics, nationality, ethnicity, educational background and implicit biases. The list can go on and on.”

While conversations about cultural diversity can be difficult, they are necessary, both Broome and Key maintain.

“As we work to implement changes in our organizations and communities, it is essential to embrace cultural diversity,” Broome said. “However, before we can embrace cultural diversity, we must take the unwieldy steps of having courageous conversations and be willing to listen, learn and engage. Most are ill-equipped to discuss due to implicit biases. When we look at the events transpiring today, it is inevitable that not having the conversation is detrimental to our organizations and communities. The goal of this class will be conforming skill sets to mold the conversations.”

“We need these conversations so government will function at an even higher level,” Key added.

“Diversity is strength. We need to tap into it.”

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Youth Councils Continue TO

ENGAGE & IMPROVE

COMMUNITIES

Councils Help Young People Make a Difference

BY GALE HORTON GAY Involving young people in their communities is the goal of youth councils that are being cultivated in many localities throughout Georgia.

These councils evolve in a variety of ways but generally have a mission to get youth actively involved in their communities and learn how individuals—even those who are young—can make a difference for the greater good.

This past July, Downtown Douglas was abuzz with activity as 300 bookbags loaded with school supplies and personal protection equipment were handed out to families whose children would be starting school.

Those handing out the bookbags were teens themselves and members of the Douglas Youth Council. Not

only did they distribute the supplies, they also talked with residents, asking if they completed the 2020 U.S. Census and encouraging them to do so if they hadn’t.

The Douglas Youth Council is in its third year and currently has eight participants, according to Wynetta Bolder, who serves as Douglas city clerk, customer service director and oversees the council along with four others.

The council seeks students in ninth through 12th grades and initially attracted young people who were already involved in numerous activities but weren’t as committed to the council as Bolder wanted. Those students started dropping off.

Committee and made more than 500 calls regarding Now, she says, she’s seeking students who may not the 2020 Census, developed a “No Hate Zone” anthink that a youth council program is meant for them— ti-bullying and suicide prevention program, worked on ones who may be shy or lack confidence or might not an anti-vaping project and won first place for a teenage have A and B grades, but who have potential. pregnancy prevention video.

The teens in the Douglas Youth Council are chal“We have to groom them and open them up to lenged to decide what they want to focus on and how some of our networks,” said Sparkle Adams, executive to accomplish their goals—suicide prevention, buldirector of the council. The council’s goal is for youth to lying and dating violence are among topics they’ve be part of coming up with “successful solutions to comdiscussed. munity problems.”

“I am hoping they will take responsibility for the Former council members are also assisting the prothings going on in their community,” said Bolder of gram and have recently been involved in the startup the big picture. “A lot of them didn’t understand why of an alumni council with individuals such as 18-yearit was important to do the census. They learned the old Genesis Velasco taking part. Velasco was an acimportance of it. We hope they will take these things tive member of WIA for about a year to college with them. Go off, come and a half and found the experience back and help out.”

“You have to listen to the Her advice to those beginning to kids. This is their board. This rewarding.

“It was such a unique opportunity,” embark on developing a youth counis their thing. You can’t tell said Velasco of being able to meet busicil is to understand that adults should them how to run it.” ness and community leaders, discuss serve as guides and advisors. community issues with them, be taken “You have to listen to the kids,” said seriously and not treated like a child by the adults.

Bolder. “This is their board. This is their thing. You can’t Now, she’s back to mentor younger council memtell them how to run it.” bers about college and scholarship applications before She added the importance of having the support beginning her freshman year at Boston College as a preof local and state officials and getting as many involved med student. as possible, because establishing a youth council is no Partnerships have been easy task. a strategically important part “You just can’t give up,” she said. “If you give up on in helping WIA be successful the program, you’re going to give up on the kids.” in covering such a broad terSugar Hill’s Youth Council has made its presence ritory. Among its partners are known in several significant ways.

Clayton County Public DefendCouncil members testified on a vaping bill earlier er’s Office and Clayton County this year and sent a letter to Gov. Brian Kemp requestPublic Schools. ing an invitation to the bill’s signing. They also held a Adams said one of the virtual Black Lives Matter session this summer and are most important elements drafting a resolution to present to city council to make to have a successful youth Juneteenth a city holiday. council is getting parents’ Launched in 2009, Walking in Authority (WIA) buy-in from the start. She also Youth Council covers seven cities—Forest Park, Rivsuggested creating a how-to book that erdale, Lovejoy, College Park, Lake City, Morrow and outlines the committees, positions and organizational Jonesboro—with a membership of 27 teens ages 13-19. information.

The council has worked with the Fair Count

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Testimonial From Former Youth Council Participant Dublin Youth Council: Impacting Generations

Kesla Holder, director of youth programs for the city of Dublin, will never forget that history-making day in 1997 when, for the first time in Georgia’s history, a community held its first youth court trial. As an 11-year-old, she remembers the gavel tapping three times, followed by, “All rise! This Dublin-Laurens County Teen Court is now in session.” Upon entering the court room, she still remembers thinking, “Wow! This is real court.” Holder credits the program for helping her to develop confidence, leadership skills, networking opportunities and

providing firsthand experience of the judicial system.

Twenty-three years later, Holder serves as the program’s director. According to Holder, the teen court program has a success rate higher than 97 percent and sees minimal repeat offenses from participating youth. Several students who have completed the program as a defendant requested an application and training to join the organization as a volunteer once their court requirements have been met.

“Returning to Dublin and giving back to our rising leaders is a sure gift that keeps on giving. There are two sides to this organization. We can change a young person’s life in a positive way when they find themselves on the wrong side of the law. We do not ridicule or look down on any of them. We practice positive peer pressure. The entering youth defendants will face their own peers and receive a court sentence from someone their age. Our courtroom officers have trained diligently and are well equipped to handle their responsibilities. Each day I enter my office and realize the great impact our Dublin Youth Programs have on our local youth. I’m grateful to our city leaders who realize the importance of involving young lives in major decisions. Whether it is government, judicial or teaching the importance of service, our teens have access to all of it in Dublin.”

KESLA HOLDER DIRECTOR OF YOUTH PROGRAMS, CITY OF DUBLIN

Q&A

Tips to Improving Your Youth Council

Lisa Goodwin, deputy city manager of Columbus Consolidated Government, sat down with Georgia’s Cities to share more about the community’s youth program and tips for success. The Columbus Youth Advisory Council started in 1999 and hosts 84 students per program year. the start of the YAC year, the students attend a city council meeting where they are officially sworn in by the mayor and confirmed by the council. They then are required to sign their official oath of office immediately following the swearing-in ceremony.

How do you attract students to apply for your

GC program?

LG

We send out applications to each public and private school counselor in Muscogee County in order to solicit interest from 5th-12th grade students.

Our program is for 6th-12th grade, so applications are solicited from up and coming sixth graders.

Most of those who enter our program hear about it from their counterparts or siblings that served in the program.

GC How do you get community buy-in?

LG

GC Who selects your final participants?

The final list of participants is selected by the

LG Youth Advisory Council (YAC) president-elect and the Advisors. The application deadline is April 15 of each year, and we start reviewing applications in early July and send out selection notification letters in late July.

How do you get buy-in from your city leaders

GC and city council?

LG Our city council welcomed and approved this program over 20 years ago. Our mayor, city council members and our school board each appoint a student to the YAC as their official appointee. Prior to

Both the school district and the Columbus Consolidated Government sponsors this program and have since its inception. We have been fortunate with sponsorship by our Local Legislative Delegation that sponsors a trip to the Capitol each year, as well. The community, including parents, sees this as a tremendous benefit to their students in terms of experiential learning that this program affords the students.

GC How do you create programming and projects?

LG

We allow the YAC members to set their agenda, service projects and programming themselves.

This is done during their second meeting each year. The first meeting is an organizational meeting where elections take place. Meetings are from August through May of each year, with the May meeting serving as our year-end recognition ceremony.

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Resources

How GMA Supports Youth Councils

Equipping Youth Councils for Success Throughout the state, city leaders are recognizing their younger citizens as a resource for community problem solving. In these cities, youth councils are working with elected officials and other city leaders to tackle important issues and discovering that their voices are essential to city success. For years, GMA has worked to be a resource to these youth councils in several ways:

also hold roundtable discussions during each of these events so that they can share ideas and challenges.

Youth Delegate: This program is offered each January during GMA’s Cities United Summit (previously Mayors’ Day Conference). Here, youth attendees participate in sessions with elected officials and hear from motivational speakers and municipal or state leaders to help develop leadership skills and gain more knowledge of local government operations.

In addition to these tools and events, both advisors and members of youth councils have held several informational workshops during the GMA June Convention to encourage additional cities to establish Youth Councils. According to Janice Eidson, GMA’s liaison to the youth councils, since GMA started coordinating this statewide effort in 2017, the number of cities with a youth council has doubled. GMA is also developing a toolkit and other council support resources.

Cities are also encouraged to access the National League of Cities’ Institute for Youth Education and Families.

Youth Symposium: This annual gathering, which is held at a different location each year, is a two-day event that includes leadership and motivational speakers, reports from each participating group on their activities for the past year, a Q&A-style panel of younger elected officials or city staff and group activities. Youth advisors

Youth Delegate

A Guide to Creating Youth Councils: Published

by GMA, this resource includes information from 18 different youth leadership programs. Find the guide today in the GMA Publications section under Resources at www.gacities.com.

Youth Symposium

A Guide touth Creating Yiols Counc

GMA Offers Virtual Training Classes Through November As the COVID-19 pandemic continues, GMA wants to keep its members safe while still providing training opportunities.

THE HAROLD F. HOLTZ MUNICIPAL TRAINING Institute, which GMA operates in partnership with the University of Georgia’s Carl Vinson Institute of Government, is offering live online interactive training classes through November 2020. Three-hour classes are $120 each and six-hour classes are $220.

City officials eligible for training certificates can earn three or six hours of credit towards a certificate for each class completion. Registrants need access to highspeed Internet and are expected to participate in the class polls, chats and breakout rooms. Please visit the GMA website for registration and more information.

October 22 Service Delivery Strategy—Efficiency & Tax Equity for Local Governments, 9 a.m.-4 p.m.

Classes with an * are on the required list.

November 12 *Municipal Law, 9 a.m.-4 p.m.

October 7 Funding and Programming Transportation Project, 1 p.m.-4 p.m.

October 24 NEW: Current Issues Class: Making Cultural Diversity Work, 9 a.m.-4 p.m.

October 28 *Planning and Zoning, 8:30 a.m.-3:30 p.m.

November 4 Money, Money, Money….Money! Funding City Projects and Programs Through Grants and Loans, 8:30 a.m.-3:30 p.m.

November 13, 8:30 a.m.-3:30 p.m. *Economic Development

October 8 Current Issues Class: Workforce Development, 9 a.m.-4 p.m.

November 17 Downtown Development Authority Basic Training Part I, 8:30 a.m.-1:00 p.m.

October 9 Risk and Insurance 101, 9 a.m.-12 p.m.

Municipal Taxation 102 -The Basics Continued, 1-4 p.m.

November 18 Downtown Development Authority Basic Training Part 2, 8:30 a.m.-1 p.m.

Participants must attend both sessions to receive credit.

September/October 2020 | gacities.com 37

TOWNS & THE LAW

The Push for Remote Court:

Why Cities and Municipal Courts are Adding, Expanding Remote Court During COVID-19

BY ALISON CLINE EARLES, SENIOR ASSOCIATE GENERAL COUNSEL

Many Georgia municipal courts are expanding or introducing remote court proceedings in response to COVID-19.

THE FIFTH JUDICIAL EMERGENCY order issued by Chief Justice Harold Melton and the report show why cities with municipal courts are taking this bold step.

The order and the report urge courts to “use all reasonable efforts to conduct proceedings remotely when lawful and practical to do so” for health and safety reasons. The order implores courts “to use and increase the use of technology to conduct remote judicial proceedings as a safer alternative to in-person proceedings,” unless required by law or by technical or other reasons to be in person. After learning of deaths, illness and exposure to COVID-19 in other courts, and the associated costs of isolation, quarantine and disinfection, many cities and municipal courts are willing to consider remote proceedings for financial and risk management reasons, as well as to promote health and safety.

Under the order, municipal courts may not compel attendance at in-person proceedings unless the court proceeding and court facilities adopt, publish and implement specific safety guidelines. According to task force representatives, “court facilities” include 38

areas in city buildings that court attendees must enter to attend court, pay fines, meet with court personnel and others associated with the court, as well as areas in which offices of court personnel are located. Cities that do not require masks in city buildings or do not prohibit entry to those who have been exposed to COVID-19 or have symptoms may have difficulty ensuring compliance with the order’s safety guidelines. Remote proceedings may make more sense than physically separating court activities or requiring compliance with the order throughout the shared building in some cases.

Frustration with delays arising from in-person court requirements may make remote court more appealing. In remarks to city and county attorneys, Chief Justice Melton and Municipal Court Judge Willie Weaver, president of the Municipal Court Judges Council, acknowledged that during the pandemic, many attorneys and litigants can easily continue to delay their in-person court appearances on COVID-19 grounds.

By mandating that courts use the Georgia Courts Reopening Guide as a template, the order effectively requires courts to provide notice on how to contact the court to request a continuance when a party has met

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the outlined COVID-19 parameters. In contrast, courts often may compel attendance at remote court proceedings in these situations and swiftly resolve the case.

For years, municipal courts have held “first appearance” hearings for arrestees remotely to comply with legal deadlines, and many cities have held remote council meetings. Loganville’s Presiding Judge Lori Duff finds remote court powered by “Zoom, YouTube, Docusign and already available laptops and webcams” to be a “safe, workable alternative with a minimal addition in technology” that maintains “everyone’s rights” while protecting staff and the public. With strong support from judicial leadership and growing familiarity with remote gatherings, the time is ripe for cities to expand remote municipal court proceedings.

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Communities Work to

BEAT THE HEAT

With more days being “hotter than Georgia asphalt,” cities face heat-related issues.

THE UNION OF CONCERNED SCIENTISTS WARNS that Georgia’s future will be “hotter ‘n a blister bug in a pepper patch.” A 2019 report, “Killer Heat in the United States: Climate Choices and the Future of Dangerously Hot Days,” predicts that the Southeast region will be the hardest hit by potential lethal heat if no action is taken to mitigate the predicted increase.

Georgia isn’t spared in the report’s assessment. The report predicts that the number of days the heat index is above the worker safety threshold of 90 degrees will increase from an average of 70 days per year to 127 days by midcentury and 153 days by the year 2100. The analysis calculates that the number of days where the heat index is above 100 degrees will increase from 16 days per year on average to 70 days by midcentury and 104 by the century’s end.

Currently, Georgia experiences an average of four days per year with a heat index above 105 degrees. According to the report, this would increase nearly tenfold to 39 days by midcentury and to 77 days by the century’s end. In the end, the report predicts that in just 80 years 9.6 million Georgians will be exposed to a heat index above 105 degrees for more than a month.

Increased heat can lead to numerous issues. Energy consumption increases as the demand for electricity to run air conditioning spikes, resulting in higher energy costs. Heat-related deaths, respiratory problems, heat exhaustion and heat stroke all increase as the number of hot days increase. Water quality can also take a hit as the increased temperature of stormwater runoff can negatively impact the aquatic life in streams, rivers, ponds and lakes. Compounding this issue for cities is

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that they have less green cover than rural areas; pavement absorbs and retains heat, which can create urban heat islands.

Savannah is one Georgia city that takes the likelihood of more extreme heat days seriously and is taking a number of steps to mitigate the impact on its residents.

According to Nick Deffley, the director of Savannah’s Office of Sustainability, the city has partnered with the University of Georgia and Georgia Sea Grant to promote the value of trees to create healthy air, reduce flooding and cool down its neighborhoods. Additionally, the city and Chatham County will use information from the Savannah Tree Foundation’s tree canopy analysis to inform future work efforts.

In a pilot project with Georgia Tech and the county, the city is deploying heat/humidity sensors to begin heat mapping in its more vulnerable communities. Savannah is also pursuing the development of “resilience hubs” that would, among other benefits, provide cool places for the city’s at-risk residents to locate during hot days.

And in an effort to reach its 2035 goal of 100% clean renewable electricity, city officials are in the early planning stages of a pilot project to weatherize and increase the energy efficiency of homes in vulnerable communities where a disproportionate amount of household income is spent on cooling.

Learn more about Savannah’s sustainability efforts by visiting the city’s Office of Sustainability on the city’s web site, www.savannahga.gov.

Heat Index Above 90° F Outdoor workers become more susceptible to heat-related illness.

Heat Index About 100° F Children, elderly adults, pregnant women and people with underlying conditions are at heightened risk of heat-related illness.

Heat Index About 105° F Anyone could be at risk of heat-related illness or even death as a result of prolonged exposure.

Heat Index Off the Charts Undetermined: any level of exposure is presumed extremely dangerous for all people and likely to result in heat-related illness or even death.

Heat index conditions as low as 80°F can affect human health. Extreme heat exposure affects people differently depending on their health and environment. Certain groups of people may become more susceptible to heat-related illness as the heat index rises.

SOURCES: IOWA STATE UNIVERSITY 2019; MORRIS ET AL. 2019; NWS 1984; NWS N.D. B; OSHA N.D.

September/October 2020 | gacities.com 41

FEDERAL FOCUS

Mayors to Congress:

Cities Need Your Help Mayors from across the country are calling on Congress and the White House to return to the negotiating table and deliver critical aid to local governments in the next COVID-19 relief package.

“I would like to see Congress recognize the efficiency and effectiveness of our local cities, particularly in Georgia, at supplying services to our residents and businesses, and how the loss of revenue adversely affects our ability to do so. These revenue declines affect real people and real businesses. Our cities have similar needs to businesses for revenue support, and I hope that Congress will consider that in this next round of funding.”

Jim Thornton, Mayor of LaGrange, GMA First Vice President

“To our representatives in Congress: Let us get to the table with you on federal funding.

We’re the boots on the ground. When there’s an issue, most people call us. We know what our communities need, so let us be at the table with you to discuss that…Direct federal aid is supporting and sustaining every individual citizen that lives in our cities and counties.

It’s critical and lifesaving for some of these communities. We’re in such uncertain times right now that we need everybody at the table working as closely together as we can to make sure that Georgia does not suffer financially any worse than we already have.”

Julie Smith, Mayor of Tifton, GMA Second Vice President

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In August 2020, NLC released the City Fiscal Conditions 2020 Report during a virtual release event with special guest and Chief Economist, Dr. Mark Zandi of Moody’s Analytics. Findings in the report reveal that America’s cities are experiencing the fiscal consequences of this pandemic-downturn at an unprecedented speed—and like recent recessions, it will take years for municipal budgets to recover from the impact of COVID-19. This is the unfortunate reality that local leaders are facing from coronavirus and the increasing revenue loss cities, towns and villages are facing.

Key takeaways from the report: • Nearly 90% of cities will be less able to meet the fiscal needs of their communities in fiscal year 2021 than in fiscal year 2020. We have not seen a lack of fiscal capacity reported like this since the low point of the Great Recession.

• Budget estimates for 2020, which were collected only two months after the pandemic started, demonstrate the immediate impact coronavirus had on sales and income revenues.

• All major local tax revenue sources slowed in fiscal year 2020, with severe year-over-year-declines in sales (-11%) and income tax (-3.4%) receipts, and on average, cities anticipate a 13% decline in fiscal year 2021 general fund revenues over fiscal year 2020.

Additionally, Zandi, discussed the grave fiscal impact of the coronavirus pandemic on America’s cities, towns and villages and the broader impact of local fiscal health on national economic recovery.

“Aid to state and local governments is a particularly efficacious way to support the economy… The single most effective way to support the economy, bottom

line, the top of the list of things that lawmakers need to do for pandemic recovery … is providing that support to state and local governments. Without it, state and local governments will have to cut millions of jobs and make it very difficult to return to full employment.”

“That’s why we have the federal government… to step in and provide that necessary support to make sure things don’t evaporate. State and local governments are here because this is a catastrophic event. That narrative that we are bailing cities out is a false one.”

“This isn’t a problem in one part of the country.

We’re not talking about an issue in New England or Southern California – it’s coast to coast. It doesn’t matter where you are, you got hit hard by this. Every city and state is struggling, some more than others, but every corner of the country is struggling with this and needs help.”

Concluding the City Fiscal Condition 2020 Report release event, local leaders were even more committed to calling on Congress for direct federal funding for America’s hometowns to move the economy forward. A one-page summary of the report is available on NLC’s website.

Portions of this article were written by NLC’s Research Director Christiana McFarland and Bryan Griffith, manager of State League Services at the National League of Cities.

September/October 2020 | gacities.com 43

COVID-19 Georgia

Geospatial Data Hub Setting public policy during a global pandemic requires data-driven solutions.

MUNICIPAL LEADERS NAVIGATING THESE unprecedented times have a new online resource: the Georgia Geospatial Information Office (GIO) has worked with public health experts to develop a geospatial data hub. This online dashboard, available at https://covid-hub.gio.georgia.gov/, is a one-stop shop for data, applications and map resources related to COVID-19. Through this clearinghouse, city leaders will find extensive data gathered from a variety of sources to support local planning and policy decisions.

In addition to visualizations of case counts, death data and maps of regional hospital capacity, applications on the dashboard showcase maps scoring counties on social distancing and non-essential travel; maps displaying economic vulnerability, economic impact, and

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unemployment; social media public sentiment maps; maps for vulnerable populations; and a host of information about resources in Georgia and neighboring states.

“Geospatial data enables informed planning, policy development, decision making and response, which function together to improve the overall safety and economic resilience of the State of Georgia and its citizens,” said Susan Miller, Georgia geospatial information officer. “The Georgia COVID-19 Geospatial Data Hub is an effort to disseminate publicly available data and information resources to decision-makers and the public that will be useful in managing this unprecedented crisis. There are many ways to interpret data. The hub contains content from a wide variety of sources from diverse perspectives.”

Georgia Public Health Emergency Declaration –

Guidance for Local Governments on Financial Reporting Requirements Information as of Sept. 2, 2020* • As a result of Gov. Kemp’s Public Health Emergency Declaration, certain local governments and authorities have extensions on reporting requirements.

• All jurisdictions that had a reporting deadline during the declared public health emergency, or within 90 days of the expiration of the public health emergency, receive a 90-day extension on Audit (DOAA) and RLGF (DCA) reporting (EO 04.23.20.02, pp 22-23) • The current declaration (EO 08.31.20.01) expires Oct. 10 (affecting all submissions due through Jan. 9, 2021), any further extensions will be communicated directly to local governments.

• For those local governments with a Dec. 31 FYE, the FY2019 RLGF (DCA) and Audit (DOAA) are due Sept.

30, 2020 – this is reflective of the extension granted by the Governor’s executive order.

• For those local governments with a September, October, or November FYE, the FY2019 RLGF (DCA) and Audit (DOAA) are already delinquent, inclusive of the extension by executive order.

• The chief elected official, manager/administrator, clerk, and finance director on record with DCA in affected jurisdictions have been notified of extension. Current DCA contact information can be accessed and updated at www.dca.ga.gov/ local-government-assistance/research-surveys/ local-government-contact-database.

Fiscal Year

FYE Date

Standard Audit/RLGF Deadline (Normal Year)

COVID-19 Public Health Emergency EO Deadline (90-day Extension)

Affected Jurisdictions (/689)

2019

September 30

March 31, 2020

June 30, 2020 (Delinquent)

Municipal: 36 County: 22

2019

October 31

April 30, 2020

July 31, 2020 (Delinquent)

Municipal: 2

2019

November 30

May 31, 2020

August 31, 2020 (Delinquent)

Municipal: 1

2019

December 31

June 30, 2020

September 30, 2020

Municipal: 270 County: 50 Consolidated: 4

2020

January 31

July 31, 2020

October 31, 2020

Municipal: 1

2020

February 29

August 31, 2020

November 30, 2020

Municipal: 2

2020

March 31

September 30, 2020

December 31, 2020

Municipal: 2

2020

April 30

October 31, 2020

January 31, 2021

Municipal: 4 County: 1

2020

May 31

November 30, 2020

February 28, 2021

Municipal: 2 County: 1

2020

June 30

December 31, 2020

March 31, 2021

Municipal: 196 County: 74 Consolidated: 4

2020

July 31

January 31, 2021

N/A - AFTER 90-DAY WINDOW OF CURRENT EO EXPIRATION*

Municipal: 5 County: 1

* All information updated to reflect EO 08.31.20.01, and accurate as of Sept. 2, 2020 – Any further Executive Orders or directives will be communicated directly to local governments.

September/October 2020 | gacities.com 45

DOWNTOWN DEVELOPMENTS

BUSINESSES AND LOCAL GOVERNMENTS ADAPT FOR THE FUTURE

BY GMA’S CINDY EIDSON AND CHRIS HIGDON

Downtown small businesses are having to adapt to weather this COVID storm for business survival.

It is important for city officials to encourage local businesses to try tools that have been working, like transitioning to e-commerce and carry-out for restaurants.

SOME CITIES AROUND THE COUNTRY ARE working with utility companies to keep lights on and water running for small businesses. The most important programs are those that provide grants to help these businesses. Despite the many challenges that businesses are facing right now, there are several cities across Georgia using their Downtown Development programs to work with businesses to plan and adapt for the future through creativity and just plain grit. Below are four examples of cities that are doing just that.

CITY OF MONROE In the city of Monroe, Sadie Krawczyk, director of the Office of Economic Development, leveraged existing communication channels with downtown businesses and committed customers to quickly share information about resources for recovery and changes to business operations. The communication channels included a closed Facebook group for downtown businesses 46

and a bi-monthly email newsletter to 3,300+ downtown customers. This opened the door for Krawczyk’s office to become a reliable communication source for businesses.

Monroe put real skin in the game by facilitating a stabilization grant through the Downtown Development Authority (DDA) for up to $2,500 for businesses that faced significant hardship. Through this program, the DDA impacted 52 businesses and preserved 375 jobs. The program was a real game changer, helping businesses stay open.

The DDA program also sponsored a campaign to encourage people to support downtown businesses by making a least a $25 purchase. Customers would send in a copy of shopping receipts to receive a free hammock. The hammocks were left-over from a previous promotion a few years ago, and this simple campaign prompted shoppers to turn in more than $7,300 in receipts over a single weekend!

The DDA started selling 2020 event shirts, which ironically celebrated all the events that will not be occurring this year. With each t-shirt purchased, it covered the cost of the t-shirt and then sent $10 to the business of the buyers’ choice. This event raised $460 for 18 different businesses.

During this time, the city focused on outdoor enhancements such as adding additional picnic tables and benches and creating a permanent scavenger hunt for people to enjoy whenever they are visiting downtown. Downtown Monroe has remained a place full of meaning and significance for the community, and because of this, it is helping people feel connected to one another during this potentially isolating time.

CITY OF NEWNAN Courtney Harcourt, director for the Main Street/DDA program, established the Brick and Click Grant Program to encourage business expansion and retention by providing resources to business owners to invest in e-commerce. The widespread use of innovative information technologies has drastically transformed the business environment.

The traditional brick-and-mortar distribution systems have defied all odds to remain relevant in the supply chain, and e-commerce has become a complementary transaction channel to ensure the business remains competitive with online stores. Having this online presence allowed businesses to enhance accessibility, garner a wider audience, build relationships and consumer trust and enabled effortless marketing.

The purpose of this grant program was to provide a matching grant to downtown businesses for creation or improvement of their online presence. Applicants were eligible for a matching grant up to $500, since the product must be a service or tool that exists within the existing brick-and-mortar storefront to ensure that it

wouldn’t encourage businesses to move strictly to an e-commerce site. The Point of Sale systems submitted must collect local sales tax.

The city of Newnan, alongside the Downtown Development program, established a new temporary ordinance to assist business owners with recovery by motivating businesses to move outdoors. The ordinance allows for businesses to request to occupy more than 50% of their existing storefront for conducting outdoor services. Businesses may also request to use neighboring properties, and public spaces to include sidewalks, parking spaces, alleys and bump-outs.

Most of the restaurants in Downtown Newnan have taken advantage of the additional sidewalk spaces, and there are a handful of businesses that have featured parklets (a small seating area created as a public amenity along the sidewalk or in a parking space). The city has dedicated two curbside parking spaces on each street within the central business district as parklets. The new temporary ordinance also allowed for alcohol to be openly consumed in downtown, Monday through Saturday, 12 p.m. to 12 a.m. In addition to this ordinance, downtown business owners were given five free months of sanitation and common-space maintenance services, and an extension on paying occupational taxes (business licenses).

Newnan’s downtown development staff have also started hosting a handful of events; however, a majority of Newnan’s 2020 event calendar has remained canceled. The city has been very strategic in considering all safety options when hosting events within the downtown district. For example, during the Main Street’s monthly Market Day event, vendors were spaced 10 feet apart on closed streets at half-capacity, encouraged to wear PPE and provided sanitizing options for customers. Sampling was not allowed, and vendors encouraged their patrons to social distance while in line. The downtown development staff provided September/October 2020 | gacities.com 47

signage, sanitizing stations and options to access masks by request.

Newnan’s 43rd annual Sunrise on the Square Road Race took place Labor Day weekend as an in-person race, and an online race-in-place.

The downtown development staff released a limited number of runners in person by various time slots to ensure that social distancing was considered and encouraged. All registration took place in advance online, as well as packet pick-up. Runners were given bottled water in advance; there was no food tables, water stops, or an award ceremony.

The Downtown Development Office has also started hosting outdoor “walks” as promotions and opportunities for business owners to operate outdoors. This includes the “Forward Fridays” event on the first Friday of the month and an Art Walk. Retailers stay open late during both events and are asked to bring business into parking spaces and public areas. The businesses spread out their displays and assist to manage social distancing and safe conduct. Business owners encourage specials and promotions during Forward Fridays.

They also feature an outdoor art demonstration during the Art Walk where guests stroll the district to see over 30 demonstrations. The new alcohol ordinance complements both events, and the downtown development staff hopes to continue to layer programming if conditions begin to improve. This could include hiring buskers to move through the district and may someday result in closing the streets again for live music. Staff have heard very positive responses from the community about the city’s modest promotions as business is conducted safely and thoughtfully.

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CITY OF BAINBRIDGE Amanda Glover, director of the DDA with the city of Bainbridge, did not realize how important the existing outdoor seating area in the city’s town square, Willis Park, would be during COVID-19. To accommodate the increased number of park users, the DDA accomplished one of its 2020 work plan items by adding additional seating areas with five sets of table and chairs, yards games and music streaming from the gazebo. The DDA’s goal with the new space was to create an additional area that made people feel comfortable and safe while enjoying all the benefits of shopping and dining in Downtown Bainbridge.

Also, having an existing open container district within the downtown proved to be an added benefit.

The combination of the two allowed downtown businesses to stay steadfast and strong in an environment where indoor space constraints dictated that restaurants reduce or even eliminate dining room seating to comply with State Health directives.

Just months prior to the pandemic, the Downtown Station, a public restroom facility, opened across from city hall. Hand washing stations were added in key locations.

Most recently, the Bainbridge City Council approved a policy for the installation of interim parklet seating areas in the city right-of-way. The city council recognized restaurants play a key role in the vitality of the Downtown Bainbridge business district and have faced significant economic challenges as a result of the COVID-19 pandemic.

Overall, the benefits of having designated outdoor dining areas, an open container district, public restrooms, and hand washing stations helps support local businesses, increases walkability and fosters a sense of community.

CITY OF SAVANNAH Cities across Georgia have made great strides in creating adaptive ways to do business. Not only have businesses adapted, but companies have also realized that teleworking is working, and they can reduce their overall budgets by not providing office space. This opens the door for local officials to have a real conversation about what it means when companies decide to allow permanent teleworking. Workers would be able to live/work anywhere in the state.

An example of a city thinking innovatively about recruiting workers to their community is the Savannah Economic Development Authority (SEDA). The SEDA is offering a Savannah Technology Workforce Incentive to reimburse moving expenses up to $2,000 for up to 50 qualified technology workers currently located outside of Chatham County and who will move to Savannah before the end of the year. The city of Savannah sees the importance of recruiting tech workers to their city.

ADAPTING FOR AN URBAN WORKFORCE Cities can play a role in adapting for a future workforce that will want the same amenities offered to them by living in an urban area such as live/ work/play options as well as access to outdoor spaces and trails. City officials in smaller communities can start planning for live/work/play nodes as well as providing more outdoor spaces and trails.

Young educated employees will seek a less car-centric lifestyle, affordable housing, less congestion, good schools and live/work/play lifestyles. If small towns want to capture this market, they will need

to place focus on their schools and live/work/play environments and provide infrastructure such as trails, calmer streets, pedestrian green space and parks and safe routes to school and work for pedestrians and cyclist.

Cities can develop greenspace and trail master plans, allocate funding locally as well as seek other funding options to implement these plans, as well as establish those live/work/play to draw in millennials with families as well as other market segments of the workforce to smaller downtowns. The Path Foundation states that trails are becoming an essential component of the effort to retain and attract younger residents and workers.

Providing more outdoor recreation opportunities not only benefits locals, tourists will also seek out communities that offer those experiences. The Outdoor Industry Association reports that outdoor recreation in Georgia generates $27.3 billion in consumer spending annually which results in $1.8 billion in state and local tax revenue. From this industry, we find 238,000 direct jobs (ahead of the auto industry which offers 207,000), resulting in $8.1 billion in wages and salaries. Fifty-eight percent of Georgia residents participate in outdoor recreation each year which includes hiking, trail running, fishing, biking, camping and hunting.

By creating infrastructure to support the future workforce, cities encourage the entrepreneurial spirit for opening breweries, coffee shops, restaurants and retail. Cities that invest in outdoor environments, affordable housing and quality education will thrive economically and socially.

September/October 2020 | gacities.com 49

CITYLITES

Fairs and Festivals September 26 North Georgia Folk Festival Athens

October 9 Live at the DTL Concert Lawrenceville

October 23 Boo Fest Lawrenceville

September 27 Six Gap Century Bike Ride Dahlonega

October 10 4th Annual Fiddlin’ Fest Rome

October 24 AuburnFest Auburn

October 3 25th Annual Friendship Festival Social Circle

October 10-31 Ultimate Nightmare Haunted House Cordele

October 30 Downtown Cornelia Trick or Treat Cornelia

October 5 Taste of Eatonton Eatonton

October 16-18 Fall Festival Hoschton

October 31 Halloween on the Square Adairsville

October 8-18 Country Fair & Festival Cumming

October 17 PAWfest Lawrenceville

November 14 Springfield Fall Festival Springfield

October 9-17 Georgia Mountain Fall Festival Hiawassee

Autumn Fest in Loganville Loganville

UJ Chili Cook-Off Lawrenceville

October 9-10 The Real Squeal BBQ & Music Festival Lyons

HartOber Fest Hartwell

*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 Rock City Gardens Thrives on Nature and Nostalgia

BY NIA WILLIAMS GARDENS. WONDERS. VIEWS. THESE ARE THE three words that serve as the advertising banner for folks visiting Rock City Gardens in Lookout Mountain, GA. The family-owned establishment appeals to the nature-lover, as well as the imaginative, fairytale-adoring kid in everyone.

“We want to make this a place where someone would want to come back,” said Susan Harris, president and CEO of Rock City Gardens. “But at the same time, we always want to honor the legacy. Nothing has to be glitzy and electronic; it just has to be authentic.”

Rock City Gardens was established in the 1920s

by Garnet Carter and his wife Frieda Carter when they first visited the Lookout Mountain area. Garnet was a “big idea” man and continuously working on projects.

Freida, who was a first-generation German immigrant, was fascinated with fairytales and European folklore.

They came to Lookout Mountain originally to build a planned community. The development of the now golf course began in the 1930s, however, due to the Great Depression, Garnet turned his focus toward building up Rock City Gardens. The Carters took advantage of the rocks from the natural pathways and figured that

Photo Credit Rock City Gardens

people would pay to see their land. The 100-acre establishment opened to the public on May 21, 1932, and the history and heritage of Frieda’s gardening and enchantment is still alive in the community today.

According to community leaders, the Lookout Mountain community, which holds the title of the No. 1 elementary school in the Chattanooga area, has grown over time not just because of the beloved attraction, but because it is a genuinely strong community.

“We’ve stayed neutral over the years,” said Lookout Mountain Mayor David Bennett. “We’re home to 1,600 residents and most of them grow up here, leave and come back or stay.”

And while that helps, the city profits from the gardens as it is the city’s largest sales tax generator, welcoming approximately 700-800 thousand visitors a year.

“The Carters figured out the connection between nostalgia, natural, quirky and fun to draw your attention” said Harris. “They believe that the people that visit are their guests, so they want people to have a good time.”

Rock City Gardens

201 Pryor Street, SW Atlanta, Georgia 30303

MASK UP GEORGIA’S CITIES

Visit page 20 of this issue to see how cities across the state joined the Georgia Municipal Association to lead by example and keep Georgians safe against COVID-19.

PRSRT STD U.S. POSTAGE PAID ATLANTA, GA PERMIT NO. 1959