November/December 2020
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Columns & Features In This Issue How Cities Used CARES Act Funding | Cities Learn Lessons in a Pandemic 2021 Virtual Cities United Summit | GMA’s New Director of Equity & Inclusion
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W W W . P A R K E R Y O U N G . C O M
Table of Contents FEATURES CITIES SHARE CARES ACT FUNDING ........................................................... 5 CITIES LEARN LESSONS IN A PANDEMIC ................................................... 12 CITYSCAPES ...................................................................................................... 8 + Let Love Lead Political Leadership for Our Cities + Being United in a Time of Division + Examining the Fiscal Impact of COVID-19 for Cities + Give the Gift of Safety This Holiday Season
CITY DESK ........................................................................................................16 + Small Town, Big Impact: Jefferson Recognized as a Dynamic Micropolitan + City Spotlight: Euharlee
INSIDE GMA .....................................................................................................18 + GMA’s Money Management Classes + GMA Virtual Cities United Summit + RMEBS Financial Market Update + GMA’s Working Committees + GMA’s New Director of Equity & Inclusion + Georgia City Solutions ‘Tees Up’ for Success + The ‘State’ of GeorgiaForward
ADDITIONAL + ENGAGE: Connecting with Georgia’s Children and Youth ..................................38 + 2020 Census: Thank You, Cities!.....................................................................40 + Towns & Law: Cities Keep Their Eye on New York v. Trump and LOST ................... 42 + Federal Focus: Transforming Fines and Fees to Advance Equity and Financial Security ........................................................................................44 + Downtown Developments: Tax Advantaged Incentives for Georgia Communities ....... 48
CITYLITES ........................................................................................................ 50 + Fairs & Fests + Georgia Gem
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COVID-19 A State of Adjustment Turns Opportunity to Shine for Georgia’s Cities Powder Springs | Marietta | Canton | Sugar Hill By Alia Hoyt
The COVID-19 pandemic has tested people and communities in ways never thought possible outside of sci-fi movies. Prior to the pandemic, few had ever heard of “social distancing” and masks were donned pretty much exclusively by medical professionals. As Georgia’s residents settle into this bizarre “new normal,” cities have employed some creative and forward-thinking measures to keep them both safe and served. Here, GMA profiles a few of the many Georgia cities that have gone above and beyond during an exceptionally challenging time.
November/December 2020 | gacities.com 5
Powder Springs
Marietta
Leveled Upward and Outward
Kept on ‘Trucking’
During a time when people were forced to pull back from life as they knew it, the city of Powder Springs saw opportunities to move forward. The city took steps to protect employees and others who use its facilities by integrating advanced technology to keep the air clean and safe. “The technology utilizes specialized tubes that take oxygen molecules from the air and convert them into charged atoms,” said Pam Conner, Powder Springs city manager. “They then cluster around microparticles, surrounding and deactivating harmful substances like airborne mold, bacteria, allergens and viruses.” This was done expressly with COVID-19 in mind but will surely help to alleviate the spread of other ailments, like influenza and the common cold, said Conner. Powder Springs also emphasized on engaging the community through social media, especially by promoting remote council meetings. So far, the city’s social media reach has greatly improved compared with pre-pandemic meetings, which were previously attended by only 10 or so residents. “If we had not implemented remote and streamed meetings, our reach would have been around 400 since January,” Conner said. However, the new process has resulted in 900 live viewers and an additional 600 who have accessed the recordings following the meetings. “We consider this to be one of the silver linings of the cloud we are under at the moment,” Conner added.
Many businesses temporarily shuttered thanks to COVID-19, but cities didn’t have that option as residents rely on critical services, such as sanitation and law enforcement. Marietta, one of the largest citywide governments in the state, came to the realization early that COVID-19 couldn’t be treated like a normal emergency, thanks to its projected longevity. “We had to harden our infrastructure, services and workforce to get through this,” said Marietta City Manager Bill Bruton, Jr. To keep chugging along without interruption, Marietta had to rearrange some things physically. “The unique thing that we did was to examine all of our functions and workgroups and then separate them physically so that COVID could not take out any part of our operation,” he explained. For example, the sanitation service was divided into three sets of crews. Each crew now reports to different locations at the beginning and end of each workday and separate crews never interact. “If one group had an individual contract COVID and we had to quarantine that crew, we still would have two-thirds of our employees available to continue the service,” said Bruton. The same was done with every department in the city, including business licensing, power crews, detectives, court, inspectors, finance and so on. “This has worked very well and allowed us to continue with all of our operations even when we have someone infected or suspected of possible infection,” he said. Marietta was also on the front end of looking out for their employees’ financial and emotional concerns. “Even before the CARES Act, we approved a leave policy that ended up being very similar, giving 14 days’ worth of leave to individuals suspected of having COVID, or who had to be isolated,” Bruton said, also pointing to the city’s additional measures to pay all out of pocket medical expenses for any employee who contracts COVID.
Canton
Bolstered Businesses In the blink of an eye, restaurants and businesses lost most, if not all, revenue potential due to the COVID-19 shutdown. The city of Canton, which is home to several independently owned businesses, took steps to protect vulnerable restaurateurs from losing their livelihoods. During the period when in-restaurant dining was prohibited, Canton altered the alcohol ordinance to permanently allow the package sale of beer or wine from restaurants with to-go meals. “It made a big difference for lots of our restaurants to be able to sell a bottle of wine with a meal to-go,” said Billy Peppers, Canton’s city manager. Canton also waived business license fees and provided occupational tax refunds to businesses with fewer than 50 employees. All told, the city rebated about $175,000 back to local businesses, including car dealers, franchisees, attorneys, chiropractors and cosmetologists. Canton Downtown Development Authority and Main Street Canton also created a matching gift card purchase program to stimulate local businesses. To participate, individuals could go online and purchase gift cards in $10 increments for any downtown business. Every $10 purchase was matched by the city, so $20,000 in stimulus from consumers with a matching bonus from the city took quite a bit of the sting out of these hard-hit enterprises.
Sugar Hill
Plans for the Future Eventually, COVID-19 will be a thing of the past. The city of Sugar Hill aims to finish as strong as possible thanks to the creation of the Sugar Hill Economic Recovery Task Force (ERTF). This collection of community representatives was assembled at the mayor and city manager’s request, with the intent of identifying and solving current and potential COVID-related problems. Specifically, the group has created an action plan to establish effective local economic recovery efforts, provide business support and encourage community health measures. The group also has a well-developed community outreach program designed to keep residents in the loop. Ideally, these efforts will mitigate some of the damage that would otherwise be caused by COVID-19, possibly even improving upon the city by encouraging a more cohesive communication and interaction standard.
Although everyone certainly looks forward to returning to “normal,” COVID-19 has taught cities a lot about navigating times of emergency. “I hope we never have to go through it again,” said Peppers. “But I think all of the cities have learned from each other. Ultimately, we serve the public and if the public can’t come in, we have to figure out a way to get the services to them.”
CITYSCAPES
Let Love Lead Political Leadership for Our Cities BY VINCE WILLIAMS, GMA PRESIDENT
I’m writing this before the 2020 elections, and there’s a lot going on. The unease about the election is palatable. PARTS OF GEORGIA AND THE Southeast are recovering from Hurricane Zeta, the Midwest is recovering from an ice storm, the West is battling wildfires, and they’re tracking down murder hornets in the Pacific Northwest. All the while, COVID-19 is surging, millions of Americans continue to suffer from the economic downturn, and a lack of racial equity continues to hinder our nation’s greatest aspirations. These are just a few of the challenges we’re facing. Amid all this, we may ask, “What’s next?” That question can’t be answered with 100% precision, of course. We don’t know what the impact of the 2020 elections will be, what will happen with the economy and COVID-19 or what natural disaster may appear. This lack of knowledge and not being in control of things is humbling. There is one thing, though, that we do know will happen, and that is that the work of Georgia’s cities will, and must, continue. What we do locally is often unglamorous, constrained by state and federal rules and regulations, falls well outside the media spotlight, and is usually not particularly interesting to most residents—well, not until something impacts them personally. Yet, in our cities, we grapple with and slog through many of the challenges facing our country day by day, month by month, year by year. The fact that we know to some small degree what is before us gives me comfort. I hope it does for you, too.
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As you read this, the 2020 elections are over. My hope for a successful future for our cities, however, looks beyond the outcome of partisan, zero-sum politics and is grounded in something we don’t talk enough about… love. Some of you may be rolling your eyes, thinking that this four-letter word is not particularly germane to today’s political environment. Let’s not forget, though, that love is an active noun and as such is an expression of deep and abiding care and concern for all people. It requires that we act with their welfare in mind. Whether we know it or not, we communicate this value in almost everything we do. When we focus on delivering clean water to our residents, engage with our children and youth, make efforts to alleviate poverty and homelessness and work to create local economies that provide well-paying jobs, we do so out of love for our cities and for the people that live in them. Mr. Rogers once said, “Love is at the root of everything: all learning, all relationships. Love or the lack of it.” Like me, maybe you’re not always motivated by love when you wake up to start your day. But I choose to embrace that squishy feeling and look at love as the key to effective political leadership for our cities. Without it, what’s the point? Remember, I love you and there ain’t nothing you can do about it!
Being United in A Time of Division BY LARRY HANSON, GMA EXECUTIVE DIRECTOR
At GMA, we are united in our passion to serve all cities and all of you, so that you can better serve the citizens who reside in your 537 unique municipalities. WE COME TOGETHER TO LEARN from one another—from our experiences, successes, challenges and our various backgrounds. Today, given the state of political discourse and division, it is no easy task to bring people together in a spirit of service and cooperation. Yet, that is what we are called to do. When you examine things closely, you realize that most of what cities do is apolitical. Providing for public safety, emergency response, infrastructure and public works are all examples of what cities do. Creating an environment for economic development and a high quality of life are goals we all strive for. None of these are for Democrats or Republicans— they are for Georgians. I’ve always appreciated the fact that municipal elections are nonpartisan and likewise, GMA is a nonprofit, nonpartisan organization. While all of us support diversity of opinion and thought, there has never been a greater need for civility and respectful discourse than now. These are challenging times we are living in. A health pandemic, social unrest, political turmoil and divisiveness, anxiety, apprehension and uncertainty influence our mental state and make it even more important to stay encouraged and positive. I am a fan of positive thinking and of reading positive, inspiring quotes. I hope one of these will connect with you:
Attitude is a choice. Happiness is a choice. Optimism is a choice. Kindness is a choice. Giving is a choice. Respect is a choice. Whatever choice you make, makes you. Choose wisely. Happiness is an attitude. We either make ourselves miserable, or happy and strong. The amount of work is the same. The positive thinker sees the invisible, feels the intangible and achieves the impossible. GMA will continue to work to be a positive force to unite our members and our cities through our professional commitment to advocacy, service and innovation. Let us never forget why we serve and why it is important that GMA remains the glue that keeps our “Cities United” in these challenging times. Thank you for all you do to make GMA a successful organization. As I interact with our city and association leaders, it makes me proud to hear the many accolades they use to describe how GMA is serving their city and making them better. That service is a team effort and is a tribute to each employee in our organization. We are proud to serve you, our members, and to be surrounded by so many dedicated and passionate leaders. You are the reason we are successful. Your encouragement and support are deeply appreciated. Please stay safe, stay healthy and stay resilient and let me know if there is anything that we at GMA can do for you. November/December 2020 | gacities.com 9
EXAMINING THE FISCAL IMPACT
OF COVID-19 FOR CITIES BY LAURA WHEELER ASSOCIATE DIRECTOR OF THE CENTER FOR STATE AND LOCAL FINANCE, SENIOR RESEARCH ASSOCIATE AT THE FISCAL RESEARCH CENTER, GEORGIA STATE UNIVERSITY
THE IMPORTANCE OF A well-functioning city has never been more evident than in the past eight months. The impact of the pandemic and the ensuing economic hardship has shown how vital it is for our municipal governments to have the resources necessary to provide the services that their residents rely on and require. In the spring, businesses closed, and residents were asked to significantly limit their presence outside the home to stem the tide of the pandemic. As a result, the revenue outlook for our cities looked bleak. Since then many businesses have reopened, albeit at reduced capacity in most cases, and consumers have adapted their behavior. Consequently, municipal revenues have held up better than initially expected but significant challenges remain. So far, sales tax receipts have shown remarkable resilience. This is due in part to the passage of HB 276, which cleared the way for the collection of sales taxes
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on online purchases from vendors such as Wayfair and Etsy. In addition, local governments collect sales tax on grocery store purchases which have experienced a huge uptick—think more cooking at home and less dining out. Equally important, sales tax receipts were buoyed by the $1,200 stimulus checks and the $600 per week supplement in unemployment benefits. These additional funds allowed many consumers to keep their consumption up even when they were not working. Finally, consumers altered their consumption patterns away from services and towards goods which are more likely to be captured in the sales tax base—think more exercise bikes and fewer gym memberships. In place of expenditures on sporting events and travel, consumers engaged in home improvement projects. Usually, property tax revenue is the largest single source of municipal revenue and prospects for this revenue source are mixed. Home sales have been performing very well as individuals are placing a higher value on space and mortgage rates are at historic lows.
But property tax revenues have a significant lag effect built into them. Property tax bills for 2020 are just now coming due. Given that the job losses so far have been concentrated among the lower-wage employees and home ownership is concentrated among higher-wage workers, there may be a muted impact on property tax receipts in terms of delinquent payments. Conversely, commercial property values are at a greater risk of decline. With more office workers working remotely—a trend that is likely to continue to some extent in the post-pandemic world—commercial property values may fall, and bankruptcies continue, both an ominous sign for property tax revenues. By far, the hardest hit revenue source is the accommodation tax. This revenue has been decimated by all accounts and will not return until the public regains its confidence in travel. Alcoholic beverage taxes are likely to have returned somewhat but not to their pre-pandemic levels due to reduced seating capacity in restaurants. Franchise fees are likely down as a result of shuttered office buildings, and occupational tax revenue may see a drop next year as businesses close or owe less in tax due to reduced operations. Several cities also suspended water shutoffs during the height of the lockdown period in the spring. Although many have lifted these moratoriums, it is not clear that all back payments will be retrieved. This will put pressure on cities to support these enterprise funds so that their debt is properly funded.
As we enter the winter, COVID-19 cases are expected to increase, and consumers will likely react by curtailing their economic activity. There is little cities can do in the short run to adjust their sources of revenue, which is why federal support is so crucial. As part of the system of government, the federal government’s role is to act as a counterbalance for state and local governments during times of economic crisis. Thus, when economic activity is low and revenues are falling short, the federal government should provide the financial support that allows local governments to continue to offer much-needed services to their residents. At the same time, local governments should explore ways to provide services more efficiently, such as through shared service agreements and integrating technology into their operations. The pandemic will eventually end, but it will leave lasting effects. Downtowns and office parks are likely to see fewer workers, city employees may continue to work remotely, large entertainment events will be smaller, and traffic citations will be reduced. At the same time, there will be increased pressure for cities to provide more green space, social services and perhaps internet connectivity. After the pandemic passes, cities will still face challenges stemming from climate change, racial and income inequality, an aging population and many more. Ensuring our cities are financially sound will always be an important task and a work in progress.
November/December 2020 | gacities.com 11
Cities Adopt Innovative Ways to Share CARES Act Funding BY NIKKI PERRY
For many cities, CARES Act funding was consumed quickly by public health, safety and technology needs brought on by the COVID-19 pandemic. However, thanks to extended relief from the federal government, some municipalities were able to share that assistance to meet broader community needs. The city of Acworth pumped $588,000 into a bleeding local economy. The Acworth CARES Grant was awarded to 114 businesses and nonprofits, which agreed to use the funding by Dec. 31 for business needs such as equipment rentals, utility payments, marketing, rehiring staff and safety supplies.
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TO BE ELIGIBLE, SMALL BUSINESSES—THOSE WITH gross revenue under $5 million—were required to be at least one year old and current on all taxes and licensing. They also demonstrated a COVID-19 impact in the application. The funding was distributed based on a formula, with a maximum of $6,980, said Alex Almodovar, Acworth’s assistant to the city manager. The reaction from the business community was surprise and gratitude when the mayor and board of aldermen handed out checks at a grant reception. “A lot of them were in tears, because they were so happy,” Almodovar said. “Most of them weren’t expecting to get $5,000 or more.” City officials received heartfelt thanks from recipients, such as this note from Academy Kids DayCare in Acworth: “We are so appreciative of this gift as we strive to support both our teachers and our daycare families during this time. We are certain that there were numerous businesses and nonprofits absolutely in need of the assistance, and we are honored to have been included as one of those entities.” For the city, the trust gained through the distribution of funds was a tremendous benefit of the program. “We already had a great relationship with the business community, but this just enhanced it,” Almodovar said. The city of Ringgold also generated goodwill in the business community by offering grants with CARES funding. The Downtown Development Authority awarded 17 businesses a $300 grant to give their downtown a boost. “The businesses were very appreciative of the money, and I think it means a lot to know that the city is trying to support them,” Ringgold Main Street Manager Jamie Klementisz said. After meeting public health, safety and city technology needs, the city of Woodstock reallocated CARES Act funding to address deficits in the community due to the economic impacts of COVID-19. After seeing a rise in food sensitivity in Woodstock, Mayor Donnie Henriques and the city council awarded grants to six local food pantries. The city allocated $90,000 to schools serving Woodstock residents,
to purchase Wi-Fi hotspots to assist in virtual learning. “In response to an increasing need related to food insecurity in our city, the mayor and council allocated $40,000 to developing a grant program for local food pantries that serve residents of the city of Woodstock,” Assistant City Manager Coty Thigpen said. “These funds will go a long way to help these organizations replenish their shelves and get these families back on their feet. The city was also proud to partner with our local school board and provide them with a grant to purchase 270 MiFi units so that schools that educate Woodstock residents can be sure to have access to at-home Internet for digital learning so that the children in our city don’t fall behind.” Woodstock also waived 2021 business license fees for 60 percent of all businesses, as well as discounted alcohol license renewal fees. Fee deferral or cancelation is one of the many ways municipalities across the country have supported small businesses during the pandemic, according to the National League of Cities. Here are some other examples nationwide: • The city of Philadelphia, Pa., provided grants and zero-interest loans to small businesses. • The city of Chattanooga, Tenn., hosted webinars for minority-owned businesses and Spanish-speaking business owners, to share relief information. • The city of Providence, R.I., launched a small business survey to gauge the impact of COVID-19 on the local economy, justifying the need for additional federal response. • The city of Birmingham, Ala., created a small business resource website, bhamstrong.com, to share information and develop a meal preparation network for restaurant owners.
Cities can share their stories through the COVID-19: Local Action Tracker at covid19.nlc.org.
November/December 2020 | gacities.com 13
YOUR HEALTH MATTERS
LIVING IN A PANDEMIC
Give the Gift of Safety This Holiday Season BY AMBER SCHMIDTKE, PH.D., MEDICAL EDUCATOR AND SCIENCE COMMUNICATOR 14
Much like everything else in 2020, the pandemic is going to change the way we gather and celebrate the winter holidays. Remember that the virus is only concerned with the biology and physics of reaching the next human to infect for its own survival. But the virus has a weakness— it cannot move on its own. Instead it depends on humans who gather, providing the virus with new opportunities to spread. When you think like a virus, you see that humans can love someone very much and still give them a potentially deadly infection. Here are some suggestions to reduce risk of disease transmission for the upcoming holidays.
GET YOUR FLU SHOT. A person can be infected with influenza and COVID-19 at the same time and each can be fatal on its own. While we wait for a COVID-19 vaccine, the good news is that we already have a vaccine for influenza.
CELEBRATE WITH YOUR HOUSEHOLD OR QUARANTINE POD ONLY. Gather with distant friends and family virtually. This is the safest option, especially for those who are aged 65+ or who have underlying medical conditions.
IF YOU PLAN TO GATHER WITH PEOPLE FROM OUTSIDE OF YOUR HOUSEHOLD/POD, KEEP YOUR GATHERING SMALL, SPENDING TIME OUTSIDE WHILE KEEPING SOCIALLY DISTANT. Minimize time spent indoors and wear a mask while doing so. Try to self-quarantine for the two weeks leading up to the event and do not attend if you show any symptoms, even if you think your symptoms are just seasonal allergies or the common cold. No one prevention strategy is perfect, so it is important to layer these strategies to avoid disease transmission. This option may be well-suited for those who are younger and generally healthy but want to avoid hosting a super-spreader event.
Living through this historic event is not fun. As much as the holidays do not feel right without all our family present, we need to consider whether it is more important to share this holiday now, or to celebrate the holidays together in the years to come. Use this opportunity to create new traditions and memories, including ways to involve distant friends and relatives virtually. This pandemic will end, hopefully sooner rather than later, with the earliest vaccines expected in 2021. It is my hope that we can gather with fewer obstacles in the years to come. November/December 2020 | gacities.com 15
CITY DESK
Small Town,
Big Impact City of Jefferson Recognized as a Dynamic Micropolitan THE THINK TANK HEARTLAND FORWARD JUST released its annual “Most Dynamic Micropolitan Regions” report, ranking the city of Jefferson, Ga. as the most dynamic region in the southeastern United States. At #9 on the list, Jefferson outstripped any other Georgia community thanks to its local economic momentum. Based on independent, data-driven research, the index ranks 515 small communities to identify those that provide outstanding economic opportunity. Pecos, Texas; Jackson, Wyoming-Idaho; and Summit Park, Utah ranked as the first, second and third most dynamic micropolitans. Factors considered include the following: • Job growth • Wage and income gains • Proportion of jobs at young private sector firms • Knowledge intensity of those firms • Effective economic development strategies • Quality of life Jefferson City Manager Priscilla Murphy humbly pointed out that Jefferson can’t take all the credit: the micropolitan area includes all of Jackson County and its cities. “While not accepting all of the acclaim, Jefferson as the county seat does appreciate the recognition in particular because it reflects or position of advantage in Northeast Georgia along Interstate 85, and it shows that our economic development posture is positive and successful in Jefferson and Jackson County.”
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Jobs in transportation, warehousing and manufacturing have grown exponentially in Jackson County due to its business-friendly climate, proximity to Hartsfield-Jackson International Airport, rail links to the Port of Savannah and interstate access. The Amazon fulfillment center in Jefferson employs 2,500 workers at multiple sites. The Korean-owned electric vehicle battery manufacturing plant under construction in Commerce is an example of advanced manufacturing that promises a $1.7 billion investment and 2,000 jobs. Kubota Manufacturing of America makes agricultural equipment in Jefferson, employing 1,000 people. However, it’s more than statistics that put Jefferson at #9. “A large number of Jefferson residents come from Gwinnett County and they like Jefferson because of a slower pace, friendly people, lesser congestion, great (consistently high ranking) city school system, proximity to the University of Georgia main campus in Athens, and access to metro area attractors as well as other regional/state draws like the north Georgia Mountains and Lake Lanier,” Murphy said.
Georgia Municipal Association | New Headquarters, Renovation, and Parking Deck
Pickens County | Courthouse
City Spotlight
City of Douglasville | Public Safety Complex
Euharlee
The city of Euharlee (pronounced You-Harley) takes its name from Euharlee Creek, which in turn comes from the Cherokee name Eufaula, meaning, “She laughs as she runs,” according to the city’s website. Present-day Euharlee was settled in the 1840s after Burges Mill was constructed on the creek. Euharlee today retains many historic buildings dating back to the 1800s, including the famous covered bridge responsible for coining the slogan, “The Covered Bridge City.” The Euharlee Covered Bridge is one of the state’s oldest remaining covered bridges. It is also listed on the National Register of Historic Places and part of the Georgia Covered Bridge Trail. Euharlee is the third largest city in Bartow County and is home to two schools and four churches. POPULATION: Just south of the town, the soaring cooling towers of Georgia Power’s Plant Bowen 4,345 provide another landmark. City leaders believe that the contrast between MAYOR: these two examples of the finest technology of their respective eras make Steven Worthington the city special for tourist and residents. The city touts its progression as a community, while also preserving the rich history of their past. GMA DISTRICT: Learn more about this Georgia treasure at: www.euharlee.com
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November/December 2020 | gacities.com 17
INSIDE GMA
GMA Celebrates Board Appointment and New Staff In late October, GMA’s Deputy Executive Director Randy Logan was appointed to the National League of Cities Risk Information Sharing Consortium’s (NLCRISC) Board of Directors for 2020-2021. NLC-RISC serves as cities’ trusted resource and connection for information sharing, expertise and thought leadership in pooling. The consortium provides tools, resources and partnerships to help cities make their communities safer and stronger. NLC-RISC member pools offer property, liability, workers’ compensation, unemployment and/or employee benefit programs to their combined 16,000+ member cities, towns, counties and other local government entities. “I am extremely excited for Randy and pleased he is held in such high regard by the NLC-RISC
membership,” said GMA Executive Director Larry Hanson. “I am also pleased as his selection speaks of the respect for RMEBS and GMA’s board leadership.” GMA welcomed Ahide Rostro-Cisneros as the new Risk Management Specialist in October. She graduated from the University of Georgia in May 2020 with a bachelor’s degree from the Terry College of Business in Risk Management & Insurance. As an Atlanta native, she is excited to be able to return to her hometown and be part of the GMA family.
GMA Hosts Inaugural Coffee & Conversation Virtual Meetings Members of the GMA team wanted to take the association’s traditional fall district meetings to the next level and planned the association’s first round of Coffee & Conversation virtual gatherings. Held from mid-November to early December, these meetings provided GMA members opportunities to network, learn and laugh with other city officials and staff from their respective districts. The meetings included a special presentation on the state and federal political landscape from experienced pundits Tharon Johnson
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and Todd Rehm. Districts also enjoyed entertaining activities and giveaway opportunities. In addition, the first 10 registrants who attended the virtual meeting in each district received a free Coffee & Conversation coffee mug, and all attendees received a GMA-branded face covering. Stay tuned to the GMA website, www.gacities. com, for more information on future opportunities to participate in a Coffee & Conversation meeting in your district.
GMA Makes Great Strides on New Headquarters Following years of planning by the GMA Property Committee, which was led by Newnan Mayor Keith Brady, and the support and commitment of recent GMA presidents, officers, and the Board of Directors, the dream of a new facility is becoming a reality. At the conclusion of the 2020 Cities United Summit, a groundbreaking ceremony took place on the new GMA Headquarters building and parking deck. The new, four-story, 29,000-square-foot building and the five-level parking deck are on track to be completed by Jan. 15, 2021. “The new facility will allow us to provide much greater service to our members and we will be able to accommodate meetings of up to 150 people, along with doubling our existing parking,” said GMA Executive Director Larry Hanson. The renovation of GMA’s existing building, which was scheduled to begin in mid-January following the completion of the new building, was moved up and began on Nov. 30, which is about 45 days earlier than planned, according to Hanson. “If all goes well, we will finish everything by May 1, 2021 rather than mid-July 2021,” said Hanson.
GMA leaders are also excited that the project will provide other amenities to benefit employees and members. These amenities include an outdoor courtyard that will connect the buildings and be a space for small meetings, lunches and receptions. The fourth floor of the new building will also have a partially covered terrace that will allow GMA to host receptions and meal functions for up to 200 attendees. The north facing wall of the parking deck will become the location of a mural that will celebrate cities. “We had 18 Georgia artists respond to the mural RFQ and selecting the best from among such a talented group was a real challenge. Many of the submittals used words and phrases such as ‘sure to be an Atlanta landmark,’ ‘this site will be an icon in the city,’ and ‘this location will be a destination for ‘Instagram-able moments,’” said Hanson. “We can’t wait for the ribbon cutting to share this beautiful facility with our members.”
November/December 2020 | gacities.com 19
GEORGIA MUNICIPAL ASSOCIATION January 24-27, 2020
GMA Hosts 2021 Virtual Cities United Summit In view of the continuing threat of COVID-19 and predictions by many medical experts of a surge in cases this winter, the GMA Officers, in consultation with staff, have made the difficult decision to cancel GMA’s Cities United Summit in January 2021 as an in-person event. IN LIEU OF AN IN-PERSON EVENT, A VIRTUAL one-day Cities United Summit will be held on Monday, Jan. 25, 2021. Gov. Brian Kemp, Lt. Gov. Geoff Duncan and Speaker David Ralston have been invited to speak at the opening session at 8 a.m. A session focused on GMA’s 2021 legislative priorities, followed by three sets of combined policy committee meetings, will round out the morning program. Attendees will then be encouraged to get their lunch and join GMA for an Awards Luncheon, which will feature an inspirational keynote speaker and the presentation of the Visionary 20
City Awards. Following the lunch program, GMA will host a session focused on key federal issues of interest to cities. GMA will also host virtual networking opportunities. “While it’s impossible to match the experience of face-to-face conversations, plans are being made to provide attendees with opportunities to engage each other during the break periods throughout the day,” said GMA Executive Director Larry Hanson, as he pointed out the virtual summit’s “Conversations in the Hall.”
Cities United Summit Tentative Schedule MONDAY, JANUARY 25 8 a.m. to 8:40 a.m. Perspectives from State Leaders on the 2021 Legislative Session Remarks: Union City Mayor Vince Williams, GMA President Larry Hanson, GMA Executive Director Invited Speakers: Gov. Brian Kemp Lt. Gov. Geoff Duncan Speaker David Ralston 8:40 a.m. to 8:45 a.m. Break 8:45 a.m. to 9:15 a.m. Key Issues Facing Cities in the 2021 Legislative Session Presiding: LaGrange Mayor Jim Thornton,GMA First Vice President and Chair, Legislative Policy Council 9:15 a.m. to 9:30 a.m. Conversations in the Hall 9:30 a.m. to 10 a.m. Combined Policy Committee Meeting 10 a.m. to 10:15 a.m. Conversations in the Hall 10:15 a.m. to 10:45 a.m. Combined Policy Committee Meeting 10:45 a.m. to 11 a.m. Conversations in the Hall 11 a.m. to 11:30 a.m. Combined Policy Committee Meeting
11:30 a.m. to 11:45 a.m. Pick Up Your Lunch 11:45 a.m. to 12:45 a.m. Awards Luncheon Featuring a keynote speaker and the presentation of the Visionary City Awards 12:45 p.m.to 1 p.m. Conversations in the Hall 1 p.m. to 1:45 p.m. Key Federal Issues Facing Cities in the 117th United States Congress Presiding: Tifton Mayor Julie Smith, GMA Second Vice President 1:45 p.m. to 2 p.m. Conversations in the Hall 2 p.m. to 2:30 p.m. Legal Update Invited Speaker: Lisa Soronen, Executive Director of the State and Local Legal Center
TUESDAY, JANUARY 26 9 a.m. to 10:30 a.m. Board of Directors Meeting 1 p.m. to 4 p.m. Municipal Training Institute classes
Stay Up to Date on the 2021 Virtual Cities United Summit Visit www.gacities.com and stay close to your email for guest speaker and registration information.
November/December 2020 | gacities.com 21
Risk Management and Employee Benefits (RMEBS)Financial Market Updates As of the latest reporting period available, June 30, 2020, RMEBS investment returns were: I. Georgia Municipal Employees Benefit System (GMEBS) Retirement Fund QUARTER
1 YEAR
3 YEARS
5 YEARS
10 YEARS
16.27%
4.25%
6.97%
7.48%
10.26%
Longer term, the GMEBS Retirement Fund’s dollar-weighted annualized return for the 39.5 years, which ended June 30, 2020, was 9.19%. The total GMEBS fund outperformed other public retirement funds over the last quarter and ranks favorably to all peers over the longer term. This outperformance is driven by strong returns from equity, fixed income and real estate programs, as all rank favorably versus GMEBS peers over time.
II. GMEBS Life and Health Insurance Portfolio QUARTER
1 YEAR
3 YEARS
5 YEARS
10 YEARS
16.27%
4.25%
6.97%
7.48%
10.26%
III. Georgia Municipal Association Worker’s Compensation Self-Insurance Fund (GMAWCSIF) QUARTER
1 YEAR
3 YEARS
5 YEARS
10 YEARS
16.27%
4.25%
6.97%
7.48%
10.26%
IV. Georgia Interlocal Risk Management Agency (GIRMA) QUARTER
1 YEAR
3 YEARS
5 YEARS
10 YEARS
16.27%
4.25%
6.97%
7.48%
10.26%
V. Georgia Municipal Association DC/DC Program As of June 30, 2020, the GMA DC/DC Program had total assets of $112,374,000, reflecting an increase of 16.33% over the previous quarter. The average balance for individual account holders was $18,889. 22
GMA Working Committees Serve Cities Statewide Member Services Advisory Council
Dan Wright, City Manager, Ringgold Kathy Young, Deputy Administrator, Fitzgerald Samantha Young, City Administrator, Woodbine
CHAIR Michelle Cooper Kelly, Mayor Pro Tem, Marietta; GMA Third Vice President
Children and Youth Advisory Council
MEMBERS Chris Addleton, City Manager, Cairo Telina Allred, City Clerk, Byron Bill Andrew, City Manager, Flowery Branch Mark Barber, City Manager, Valdosta Michael Bowens, City Administrator, Vienna Terry Branch, Mayor, Claxton Ricky Clark, City Manager, Jonesboro Tina Coleman, City Clerk, Moultrie Kristi Cox, Mayor Pro Tem, Richmond Hill Lisa Goodwin, Deputy City Manager, Columbus Hank Griffeth, City Manager, Milledgeville Jonathan Herschell, City Manager, Hartwell Perry Hicks, City Manager, Bremen Edward Johnson, Mayor, Fayetteville Tammi Saddler Jones, Interim City Manager, South Fulton Paula Martin, City Clerk, Americus Tonya Miller, City Manager, Waycross Craig Newton, Mayor, Norcross Nick Overstreet, City Manager, Vidalia Kelvin Owens, Mayor, Camilla Richard Sapp, City Administrator, Louisville Gerald Smith, Mayor Pro Tem, Dublin Kenny Smith, City Manager, Griffin ChaQuias Thornton, City Manager, Stone Mountain Jim Triplett, City Clerk, Carrollton Ken Turner, Mayor, Gordon Paul Walton, Mayor, Hull Fredda Wheeler, City Clerk, Toccoa Roxanne Whitaker, Mayor, Harlem Barbara Williams, Mayor, Fort Valley Hawnethia Williams, Councilmember, Covington
CHAIR Deana Holiday Ingraham, Mayor, East Point MEMBERS Harry Harvey, Mayor, Summerville Tyree Goodlett, Councilmember, Dalton Edward Guzman, City Manager, Cedartown Andrea Gibby, Mayor, Young Harris Barbara Brooks, Councilmember, Gainesville JoAnne Taylor, Councilmember, Dahlonega Kenny Ruffin, Councilmember, Riverdale Nancy Harris, Mayor, Duluth Henry Lust, Councilmember, Powder Springs Cynthia Jenkins, Councilmember, Newnan Henry Hutchinson, Councilmember, West Point Kelly Girtz, Mayor, Athens-Clarke County John Howard, Mayor, Monroe Larry Schlesinger, Commissioner, Macon-Bibb County LeMario Brown, Councilmember, Fort Valley Greg Carswell, Mayor, Waynesboro Harold Moore, Mayor, Wadley Bruce Huff, Councilor, Columbus Walter “Butch” Turner, Mayor, Reynolds Bennie Jones, Councilmember, Dublin Buddy Pittman, Chairman, Eastman Roslyn Palmer, Councilmember, Bainbridge James Puckett, Mayor, Fitzgerald Tony Paulk, Mayor, Douglas Jonathan McCollar, Mayor, Statesboro Grayson Day, Mayor, Kingsland Janet LeViner, City Clerk, Tybee Island
November/December 2020 | gacities.com 23
Municipal Workforce Development Advisory Council CHAIR Keith Turman, Councilmember, Royston MEMBERS Edward Guzman, City Manager, Cedartown Billy Morse, City Manager, Toccoa Teaa Alston-Bing, HR Director, Douglasville Michelle Cooper Kelly, Councilmember, Marietta Jim Harner, HR Director, Roswell Sonja Fillingame, City Manager, Union City Ed Moon, City Manager, West Point Catherine Bennett, Director, Organizational Development, Athens-Clarke County Lolita Brown, HR Manager, Winder Cameron Andrews, Mayor Pro-Tem, Centerville Keith Moffett, County Manager, Macon-Bibb County Bill DeGolian, Mayor, Washington Isaiah Hugley, City Manager, Columbus Gerald Smith, Councilmember, Dublin Sharon Subadan, City Manager, Albany Al Crace, City Manager, Alma Emily Beeman, HR Director, Tifton Alex Floyd, City Administrator, Pembroke Regina McDuffie, City Manager, Brunswick
Legislative Policy Council CHAIR Jim Thornton Mayor, LaGrange - 1st Vice President MEMBERS Steve Edwards, Mayor, Sugar Hill - Environment & Natural Resource Chair James E. Elliott, Jr., City Attorney, McDonough and Hawkinsville - Revenue & Finance Chair Cornell Harvey, Mayor, Brunswick - Transportation Chair Linnea Miller, Council Member, Suwanee - Community Development Chair Bianca Motley Broom, Mayor, College Park - Municipal Government Chair Fred P. Perriman, Mayor, Madison - Public Safety Chair 24
Shelly Jackson Berryhill, Chairman, Hawkinsville Phil Best, Mayor, Dublin Linda Blechinger, Mayor, Auburn Mike Bodker, Mayor, Johns Creek Keith Brady, Mayor, Newnan James Burnette, Jr., Mayor, Suwanee Betty Cason, Mayor, Carrollton Ricky Clark, City Manager, Jonesboro Lisa Clarke Hill, Councilmember, Moultrie Michelle Cooper Kelly, Mayor Pro Tem, Marietta Wendy Davis, Commissioner, Rome Lynn Deutsch, Mayor, Dunwoody Tom Dickson, Mayor, Varnell Buddy Duke, Mayor, Adel Anthony Ford, Mayor, Stockbridge Kelly Girtz, Mayor, Athens-Clarke County Skip Henderson, Mayor, Columbus Isaiah Hugley, City Manager, Columbus Mike Jewell, Gas Director, Covington Van Johnson, Mayor, City of Savannah Jerome Jordan, Deputy Chief of Staff, Atlanta Paula Martin, City Clerk, Americus Felicia Moore, Council President, Atlanta Rusty Paul, Mayor, Sandy Springs Kay Pippin, Mayor, Jackson Paul Radford, City Manager, City of Sugar Hill Robert A. B. Reichert, Mayor, Macon-Bibb County Janie B. Reid, Councilmember, Eatonton Matt Seale, Mayor, Ocilla Julie B. Smith, Mayor, Tifton Sharon Subadan, City Manager, Albany Kenneth L. Usry, Mayor, Thomson Randall Walker, Mayor, Perry Jason Ray Weaver, Mayor, Screven Donna Whitener, Mayor, Blue Ridge Vince Williams, Mayor, Union City Mike Young, Mayor, McRae-Helena
Federal Policy Council CHAIR Julie B. Smith, Mayor, City of Tifton MEMBERS Phil Best, Mayor, Dublin Linda Blechinger, Mayor, Auburn Mike Bodker, Mayor, Johns Creek
Keith Brady, Mayor, Newnan Pete Bridges, Mayor, Tallapoosa Allen Brown, Mayor, Hinesville William F. Bruton, Jr., City Manager, Marietta James Burnette, Jr., Mayor, Suwanee Lisa Clarke Hill, Council Member, Moultrie Michelle Cooper Kelly, Mayor Pro Tem, Marietta Matt Donaldson, Mayor, Twin City Jamie Doss, Commissioner, Rome Danny Dunagan, Mayor, Gainesville James E. Elliott, Jr., City Attorney, McDonough and Hawkinsville Vanessa Fleisch, Mayor, Peachtree City Patti M. Garrett, Mayor, Decatur Cornell Harvey, Mayor, Brunswick Brian Jones, Councilmember, Union City Kelvin J. Kelkenberg, Councilmember, Duluth Rey Martinez, Mayor, Loganville Jonathan McCollar, Mayor, Statesboro Felicia Moore, Council President, Atlanta Annette Morman, Mayor, Baconton Bianca Motley Broom, Mayor, College Park Sam Norton, Mayor, Dahlonega Rusty Paul, Mayor, Sandy Springs Kay Pippin, Mayor, Jackson Hattie Portis-Jones, Councilmember, Fairburn Robert A. B. Reichert, Mayor, Macon-Bibb County Phil Sadd, Councilmember, Peachtree Corners Joyce M. Sheperd, Councilmember, Atlanta ChaQuias Miller Thornton, City Manager, Stone Mountain Jim Thornton, Mayor, LaGrange Rebecca Tydings, City Attorney, Centerville Kenneth L. Usry, Mayor, Thomson Sandra Vincent, Councilmember, McDonough Jason Ray Weaver, Mayor, Screven Susan D. Wilkinson, Councilmember, Smyrna Vince Williams, Mayor, Union City
Municipal Training Board TRAINING BOARD CHAIR Liz Ordiales, Mayor, Hiawassee - District 2
DISTRICT 3 Marc Cohen, Councilmember, Sugar Hill DISTRICT 4 Christopher Hightower, Councilmember, Barnesville DISTRICT 5 Rey Martinez, Mayor, Loganville DISTRICT 6 Collinda J. Lee, Ph.D, Councilmember, Milledgeville DISTRICT 7 Robin Scott, Councilmember, Millen DISTRICT 8 Jeanie Bartee, Commissioner, Cordele DISTRICT 9 Matt Donaldson, Mayor, Twin City DISTRICT 10 James Eubanks, Mayor, Pelham DISTRICT 11 Julie Smith, Mayor, Tifton AT-LARGE POST 1 Rochelle Robinson, Mayor, Douglasville AT-LARGE POST 2 Tiffany Walraven, Councilmember, Pembroke AT-LARGE POST 3 Jonathan Sumner, City Manager, Hahira Dr. Laura Meadows, Director, Carl Vinson Institute of Government, UGA Corinne Thornton, Office Director, Regional Community Services, Georgia Department of Community Affairs
TRAINING BOARD VICE CHAIR Phil Boyum, Councilmember, Statesboro - District 12 DISTRICT 1 James Henson, Councilmember, Dallas November/December 2020 | gacities.com 25
Meet GMA’s New Director of Equity & Inclusion, Freddie Broome In September, GMA named Freddie Broome as the association’s Director of Equity and Inclusion. IN THIS NEW ROLE, BROOME WILL spearhead the creation of training programs for the elected officials and staff of GMA’s member cities, assist in developing the plans of GMA’s newly established Equity and Inclusion Commission, and support GMA’s internal staff efforts for education and engagement around diversity, equity and inclusion. Broome will also be GMA’s staff support to member cities as they seek improvement in these areas. Broome, who joined GMA earlier this year, will also continue to serve District 3 (the Atlanta Metro Area) as a member services consultant. Before joining GMA, Broome spent 24 years working in public safety, including his time as a fire chief with the Valdosta Fire Department and the South Fulton Fire and Rescue Department.
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Broome has a master’s degree in public administration and is a certified public manager through the University of Georgia’s Carl Vinson Institute of Government. He currently serves on the Wiregrass Georgia Technical College Executive Board and the Georgia Fire Academy’s Advisory Board. In addition to his career in public safety, Broome has undergone specialized training in diversity recruiting and retention over the last 10 years. He also served on the International Association of Fire Chiefs Human Relations Committee, which focuses on developing toolkits on diversity, inclusion and equality. “Freddie’s new position is one way that GMA is working to show that we care for Georgia’s cities,” said GMA Executive Director Larry Hanson. “GMA is uniquely positioned to tackle the issues of systemic racism and inequality and to serve as a catalyst for lasting change,
and I’m confident that Freddie is the perfect person to advance this work across our state.” GMA’s efforts also include the formation of the association’s Equity and Inclusion Commission, which is chaired by LaGrange Mayor and GMA First Vice President Jim Thornton and Augusta Mayor Hardie Davis. 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 association’s membership that expressed the association’s strong opposition to racism, violence, acts of injustice, inequity and inequality that occurred across the nation. 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. The commission will work 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. BROOME GETS TO WORK In a letter to GMA staff, Broome expressed his excitement for his new role saying, “This position will allow me to fulfill a long-time passion of mine to work, learn, listen and participate in conversations about diversity, equity, equality, inclusion and engagement.” Broome hit the ground running as the director of equity and inclusion by serving as the co-developer and instructor for the “Making Cultural Diversity Work” class. This class is currently offered online through the Harold F. Holtz Municipal Training Institute, which GMA manages in partnership with the University of Georgia’s Carl Vinson Institute of Government. The six-hour
course helps city officials identify and promote diversity, avoid discrimination, gain skills for inclusive conversations and better understand emerging issues in their communities. “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.”
GMA’S EQUITY AND INCLUSION RESOURCES: EQUITY & INCLUSION TOOLKIT: Access GMA’s revamped Equity and Inclusion Toolkit under the “Trending Topics” portion of the GMA website at www.gacities.com. TRAINING: Visit the “Training” portion of the GMA website, www.gacities.com to learn more about the “Making Cultural Diversity Work” class. SPECIALIZED GUIDANCE: Contact Freddie Broome today to see how GMA can support your city’s diversity endeavors. Email: fbroome@gacities.com
November/December 2020 | gacities.com 27
Georgia City Solutions ‘Tees Up’ for
Fundraising Success
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The GMA Golf Tournament to benefit Georgia City Solutions (GCS) took place on Oct. 19 in Dublin. The tournament was hosted by the cities of Dublin and Vidalia. Seventy-nine golfers and a host of volunteers enjoyed the sensational weather and camaraderie to raise $32,000 to support GCS programs and initiatives across the focus areas of youth leadership development, workforce and economic development, and equity and inclusion. GCS IS THE NEW NON-PROFIT SUBSIDIARY OF GMA, which was established for the purpose of providing the association with a vehicle to receive taxdeductible donations that can be used to fund initiatives and innovative programs aimed at building vibrant, economically prosperous and well-managed cities. The GCS Board of Directors held a virtual meeting on Oct. 20 and elected Kirby Thompson, senior vice president of Community and Government Affairs at Truist, to serve as chair. The board also elected Yvette Pugh, director of external affairs at AT&T, Georgia, to serve as Vice-Chair. In January 2021, a change of one municipal official board position will occur. “GCS has been fortunate to benefit from the leadership of Macon-Bibb County Mayor Robert Reichert, who chaired the GCS Task Force,” said Georgia City Solutions Managing Director Kay Love. “His appointment to a one-year transitional term was by design to coincide with his mayoral term of office ending. Mayor Reichert will truly be missed, and we are grateful for his visionary commitment to the task force and for his contributions in seeing GCS come to fruition.” On Oct. 9, the GMA Board of Directors appointed Savannah Mayor Van R. Johnson II, to the GCS Board of
Directors effective Jan. 1, 2021 to fill the municipal elected official board position to be vacated by Reichert. Additionally, the GCS Board of Directors adopted a strategic plan with the objective to develop and implement programs and initiatives that attract funding and collaboration partners to make a positive impact on Georgia’s cities.
2021 GCS Goals Include: Deploy at least one program or initiative in each of three areas of focus—Workforce & Economic Development; Youth Leadership; and Equity and Inclusion. Secure funding from at least one donor in support of the initial feasibility study results. Identify and convene partners in at least one area of focus to discuss how to leverage the impact of GCS programs and initiatives.
November/December 2020 | gacities.com 29
The ‘State’ of GeorgiaForward “TOGETHER, IMPROVING THE STATE OF OUR State,” is the unofficial motto of GeorgiaForward (GF) and the concept behind GF’s fall initiatives. With a discussion on voting, a partnership to recruit more poll workers, and a pledge to put shared civic community above partisan preferences, GF reminded citizens that donkeys and elephants don’t need to dominate civic participation, according to GF Managing Director Brenda Belcher. On Sept. 15, GF featured Secretary of State Brad Raffensperger, Carter Center Chair Jason Carter, Dr. Andra Gillespie of Emory University, and Janet Lee of the U.S. Census Bureau in “Let Your Voice Be Heard: How, When and Why to Vote.” The full webinar can be viewed at www.georgiaforward.org/events/. Raffensperger detailed the many steps his office has taken to provide a secure vote to all Georgians, including partnering with entities across the state to recruit more poll workers. GF and GMA both joined the SOS in this campaign. Carter shared a global perspective, contrasting how “our elections have become almost sad events” with the celebratory and sacred tenor of elections he observed in other countries. He encouraged citizens
to vote even when displeased with the ballot, saying “[I]f you don’t show up [to vote] you’re truly irrelevant . . . To stay home does not do a service to your view that you’re looking for someone better. What it does is send a message that you don’t care.” Gillespie noted the destructive path of hyperpartisanship. “We have to get ahold of this increasing partisan intolerance,” she said. “I know how difficult it is, but we all have to take steps to make sure that we get to know people and that we don’t stereotype and defame people whose political beliefs are different from ours.” “Each corner of Georgia, however different from one another they may be, is interdependent and rises and falls together,” said Belcher. That’s why GF has joined with Braver Angels’ “With Malice Toward None” campaign and encourages all Georgians to sign the pledge: Regardless of how the election turns out, I will not hold hate, disdain, or ridicule for those who voted differently from me. Whether I am pleased or upset about the outcome, I will seek to understand the concerns and aspirations of those who voted differently and will look for opportunities to work with people with whom I disagree.
Visit www.georgiaforward.org/with-malice-toward-none/ for more information.
ADVOCACY
GMA Awards ‘Champion of Georgia Cities’ to Legislators “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. AT THE END OF EVERY LEGISLATIVE BIENNIUM, GMA honors legislators who have defended home rule principles both in their communities and under the Gold Dome. This honor is called the “Champion of Georgia Cities” award. Municipalities across the state have benefitted from these legislators’ leadership on policies impacting revenue and finance, residential building design standards and many other governmental operations. Congratulations to the 2019-2020 award recipients: Chuck Hufstetler Senator Chairman of Finance Committee Shaw Blackmon Representative Chairman of Governmental Affairs Committee Brett Harrell Representative Chairman of Ways and Means Committee Rick Jasperse Representative Chairman of Education Committee
Beth Moore Representative Member of Energy, Utilities, and Telecommunications Committee Jan Tankersley Representative Chairwoman of Intragovernmental Coordination Committee Bob Trammell Representative House Minority Leader Matthew Wilson Representative Member of Agriculture and Consumer Affairs Committee
GMA’s 2021 Legislative Policies were approved by the GMA Board of Directors during its Oct. 9 meeting. The policies reflect the collaboration of GMA’s six policy committees, member feedback and the work of GMA’s Legislative Policy Committee. Visit the Advocacy section on the GMA website to view the policies document.
McPherson Named Recycling Board Member Michael McPherson, GMA’s intergovernmental coordinator and lead staff member for the association’s Environmental and Natural Resources policy, was named to
the Board of Directors of the Southeastern Recycling Development Council (SERDC) in October. McPherson will serve a three-year term on SERDC’s Board. One of GMA’s key environmental policy areas speaks to the need for greater state focus on regional recycling efforts, including funding for educational efforts. McPherson shared that Georgia is second only to California for putting recycling materials to use, “as we host many manufacturers that use recycled materials,” he said. “Every ounce of material recycled means less going into our landfills—that diversion means longer life spans for our landfills.” McPherson encouraged cities interested in bringing recycling grant funds to Georgia to assist with the data collection effort underway at the Municipal Measurement Program (MMP) at www.municipalmeasurement.com.
SERVICE
Cities Share Service Success GMA knows a thing or two about saving and generating money for its valued member cities with years of experience and numerous services. City officials shared with GMA what they enjoy most about their services and how GMA has improved their cities.
HOME DEPOT GOVERNMENT SOLUTION GMA has worked with Home Depot’s government leadership team to provide exclusive discounts and volume pricing for Georgia cities. Additionally, cities receive an annual rebate of 3% with no minimum spending required and volume pricing on major purchases of $1,000 or more. “The online shopping at Home Depot is convenient and allows the city to take advantage of extra savings. We also like the rebate check we receive from all purchases made within the year. It’s a win-win!” -LISA TAYLOR, BAINBRIDGE ADMIN SERVICES DIRECTOR GOVDEALS GovDeals is an e-commerce marketplace of liquidity services that enables buyers and sellers to conduct business in an efficient, automated environment offering over 500 product categories from over 200 countries and territories. “GovDeals gave us the opportunity to advertise property to a larger audience. The city had first requested sealed bids through the local newspaper and received two bids from the area. Council did not accept the bid and in-turn used GovDeals as an alternative to hopefully generate a much larger offer for the property. As it turns out, it was well worth it!” - BECKY CRONIC, UNION POINT CLERK/TREASURER ALCOHOL EXCISE TAX RECOVERY GMA’s Alcoholic Beverage Excise Tax Compliance service not only helps cities identify and collect underpaid excise taxes, but it ensures that wholesalers and retailers stay compliant. This service also includes resources for both city employees and retail pouring licensees. “I’m so glad the city performed the audit. The process was educational for both city staff and local merchants, and we increased our revenues too.” -MELISSA FORRESTER, CANTON FINANCE DIRECTOR TELECOMMUNICATIONS & RIGHT-OF-WAY MANAGEMENT This GMA program provides participants with a wide range of technical assistance including negotiating water tank tower leases and land leases with telecommunications companies and assisting with processing applications from small cell antenna companies to use the city’s right of way. “Greg and Ryan Fender, with Local Government Services, LLC, have been outstanding to work with and their services have helped the city protect our rights of ways and ensure we receive fair compensation for use of our facilities by telecommunication providers. In addition to the approximate $20,000 we receive annually for fiber infrastructure located in our rights of ways, in July 2020 Local Government Services assisted the city in renegotiating a contract with T-Mobile for cellular
service infrastructure co-located on one of our water storage tanks. The new contract, which extends through 2042, provides the city with an immediate $20,000 annual increase in revenue and a total revenue of $1.822M from a 3% annual escalator.” -CHARLES PENNY, STATESBORO CITY MANAGER
DEBT COLLECTION Get assistance in collecting outstanding utility bills, court fines and fees, parking tickets, ambulance fees or other debt exclusive to cities through this GMA service. This service also improves cities’ overall debt collection processes now and in the future. “Commerce has used GMA’s Debt Collection since the beginning. Penn Credit has the resources to find and collect outstanding accounts. We would never be able to do what this service provides. It’s a great service to the city.” -LYNN ANTHONY, COMMERCE BILLING COORDINATOR HOTEL/MOTEL TAX RECOVERY GMA will help establish a compliance ethic with your hotel/motel operators through review and analysis of returns, education programs with operators and by ensuring the city’s ordinance is current and enforceable. “Even for a small city, the hotel motel Excise Tax Recovery and Management Service has proved to be very beneficial in making sure the city receives the tax revenue it should be receiving. It also helps to know that someone is reviewing it, which frees up city staff to do other jobs. We are very pleased with the service.” -PAUL HAWKINS, FLEMINGTON MAYOR In addition to these services, GMA also offers its Delinquent Insurance License Collection Program. This program annually collects delinquent and escaped license fees due from insurance companies to member cities. Cities can also benefit from GMA’s Property Damage Revenue Recovery service where GMA, in partnership with Peachtree Recovery, track down the money due to cities by auto accident damage and recover revenue for transportation maintenance budget; and the U.S. Communities service, which allows purchasing of quality products and services through competitively solicited contracts from government purchasing alliances.
Learn more about these services by visiting www.gacities.com. November/December 2020 | gacities.com 33
Centerville Builds for the Future with GMA Services SINCE 1991, THE GMA BRICKS & MORTAR Financing Program has provided a cost-effective way for Georgia’s cities to finance real estate projects. The city of Centerville was one of the most recent beneficiaries of this service. The city had long considered the construction of a new fire station to serve its residents. After careful consideration, the city decided to move forward in the summer of 2020 to finance the project through GMA’s Bricks & Mortar Financing Program. After an initial conference call, GMA engaged legal counsel to work with the city to set a transaction calendar and obtain all related council resolutions. Within four weeks of the expected close date, GMA issued the project request for proposal to 11 institutions and received strong feedback. As the COVID-19 pandemic disrupted financial markets in the spring of 2020, it was critical to issue the request to a wide group of banks to ensure the best possible execution. After reviewing proposals, the city selected a strong regional institution that maintains a local presence. And as the proposed interest rate was materially lower than what was originally projected, the city was able to shorten the term of the transaction resulting in material interest expense savings. All parties then worked to finalize the documentation and successfully close the transaction.
“Working with GMA’s Bricks & Mortar program allowed the city of Centerville to secure long-term financing at an attractive interest rate. The process was efficient, and we are very pleased with the outcome for our residents,” said Centerville Accountant Carol Harrison. The Bricks & Mortar Program allows cities in Georgia to finance 100% of eligible real estate project costs at competitive interest rates. Transactions are structured as a sale leaseback with the property titled to GMA and then leased back to the city. Once the lease is fully repaid, property ownership is transferred back to the city. This structure allows cities to finance the project without a public referendum requirement or reporting the lease as General Obligation debt. GMA issues a financing Request for Proposal to 10 to 15 banks throughout the state, ensuring the city obtains competitive interest rates and flexible financing structures. Most transactions are structured with terms of 10-15 years and can be prepaid without penalty. Interest rates are determined by the city’s underlying credit quality and current market conditions. Local institutions can also be included in the RFP process if the city wishes to accommodate existing banking relationships.
Benefits of GMA’s Bricks & Mortar Program
Since 1991, the program has closed over 150 transactions with total notional value of over $675 million.
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Wide network of large and small lenders results in a competitive financing structure while accommodating local relationships.
Well-established documentation process ensures efficient transaction execution.
Dedicated GMA staff that work on the project from inception to closing serving as the city’s advocate during the process.
INNOVATION
Training Classes Help City Officials Gain
Municipal Money Management Skills EFFECTIVELY MANAGING TAXPAYERS’ RESOURCES is one of the core duties expected of elected and senior-level city officials. Those new to city government may find this to be a daunting task. That’s where the Harold F. Holtz Municipal Training Institute comes in. Operated via a partnership between GMA and the University of Georgia’s Carl Vinson Institute of Government (CVIOG), the training institute offers several classes to help city officials understand municipal budgeting, finances, taxation and securing grants and loans. “One of the most imMunicipal Long-term portant responsibilities of Budgeting Instructor city officials is passing a David Lakly says the class budget,” said CVIOG Pubstresses the importance of lic Service Associate and budgeting strategically. Financial Management Trainer David Lakly. “Local government leaders must make tough decisions to ensure that services are provided for their constituents in a timely and affordable manner. “ Lakly pointed out that the municipal budget process involves all levels of municipal personnel and elected officials, and several important state laws and local ordinances govern the process. “Because all cities are required to pass an annual balanced budget, the process can easily be dominated by very current emergencies and demands,” he explained.
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To help city officials understand the budgeting process better, Lakly teaches the six-hour class Municipal LongTerm Budgeting. “The class stresses the importance of budgeting strategically, and participants leave the class better equipped to identify long-term budget costs and maintain financial sustainability,” he said. “I think knowledge of balancing short-term needs against long-term financial stability is essential for us to provide for our communities,” said one class participant who took the Long-Term Budgeting class in a live online format in June. “This class was an excellent primer for that. I should’ve taken it earlier.” The six-hour Municipal Finance I and Municipal Finance II training classes are on the required list for the training institute’s certificate program. The training institute designed the finance classes to equip those in governance with the knowledge needed to fulfill their role. “Mayors and councilmembers serve as the oversight body for their government,” commented Tracy Arner, one of the instructors for the municipal finance classes. She also manages CVIOG’s Financial Management Municipal Finance Instructor Training Program. Tracy Arner says local “Elected officials government officials who have represent the taxpayers not worked in the public sector will benefit from learning the and hold city managelaws and rules that govern ment accountable,” financial accountability. Arner added. “Part
of that responsibility includes having enough Municipal Taxation I: The knowledge to review a fiBasics Instructor Kay Love nancial statement and ask says it is imperative city questions.” officials understand the The municipal finance revenue sources that make classes also cover some up the city’s revenue pie. of the many Georgia laws about the local government budget process. “Knowing state requirements allows municipal elected officials to understand what to expect and more fully participate in the oversight process,” Arner said. “Many local government officials have not worked in the public sector and can benefit from learning the laws and rules that govern financial accountability.” Officials would also do well to learn about municipal taxation. “One of the most important decisions that elected officials make is how to allocate the ‘revenue pie’ to provide for the delivery of services to residents,” explained GMA staffer and former Roswell City Administrator Kay Love, who teaches the three-hour Municipal Taxation 101: The Basics class. The class is also on the required list for training certificates. “Every decision that city officials make somehow has a connection to the budget and funding. It is imperative that city officials understand the sources of revenue that make up the city’s ‘revenue pie.’ The more diverse the pie, the less risk or volatility the city may experience in an economic downturn or unforeseen circumstances.” Love noted that Georgia cities have substantial taxation autonomy. “In Municipal Taxation 101: The Basics, the class participants learn about some (not all) of the municipal taxation options available to cities. The class reviews
property taxes (real and personal) and sales taxes (Local Option Sales Tax (LOST)), Special Purpose Local Option Sales Tax (SPLOST) and Transportation Special Purpose Local Option Sales Tax (TSPLOST),” Love explained. “These taxes typically make up the largest percentage of a city’s revenue budget.” The training institute also offers Taxation 102: The Basics Continued, which covers additional taxation options. Even with fiscal management know-how, CVIOG Instructor and Rural Development Manager Saralyn Stafford said, “City officials have no doubt discovered that money for projects, services and facilities just doesn’t stretch far enough to accomplish everything” one would like for the city or even everything a city needs. “City officials can add to limited funds for some important projects through grants and loans, Stafford explained. “The Money, Money, Money…Money! Funding City Projects and Programs Through Grants and Loans class will help city officials identify some of these available funds and the important processes for accessing and utilizing them to improve communities.” For more information about these and other classes in the Harold F. Holtz Municipal Institute curriculum, visit the institute’s page on GMA’s website.
November/December 2020 | gacities.com 37
Connecting with Georgia’s
Children and Youth By Sara Baxter
ENGAGE: Connecting With Georgia’s Children and Youth is a GMA and Georgia City Solutions initiative that highlights and supports cities and city officials as they engage and connect with children and youth in their communities and address the issues they face.
Providing an Alternative to Gangs Back in 2008, when Gary Sparks was Deputy Chief of the Douglasville Police Department, he started to see an increase in young people getting into trouble. They were fighting in schools and the community. They were committing crimes. Gangs were forming. This led Sparks to create the “Youth Against Violence” program in the summer of 2008 to help educate at-risk youth on the disadvantages of gangs and making positive life choices. Since that first class, Sparks estimates nearly 4,000 kids—males and females ages 14-19—have graduated
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from the program. It costs about $20,000 a year for materials, speakers and lunches that are provided during each class. Sparks said most of the funding comes from confiscated funds from drug operations. Each session lasts eight weeks and is held every Saturday from 10 a.m. to 12 p.m. Guest speakers such as city officials, judges, lawyers, local business owners and even former gang members and past participants have shared their knowledge and experience with the participants. Not only have the young people of Douglasville benefited from the program, but so has the city. Sparks says that since the program was started, there has been a decrease in gang activity, crime has gone down and graffiti around the city has been reduced.
The other thing the program has done is to instill a mutual respect for the youth and the police, softening the “us vs. them” mentality. In fact, when the program first started, Sparks had officers providing rides to and from the class to youth who needed transportation. Officers are also a common fixture in the class. It changed the perspective of Matthew Saffo, who attended the first class in 2008 when he was 14 years old. “It gave me a better understanding of the way things work,” Saffo said. “It taught me not to be afraid of the system and trust in the police. It helps create bonds you wouldn’t usually have and bridges the gap between us vs. them.”
To read the full article on Douglasville’s youth engagement, visit the Reference Articles section at www.gacities.com
Grooming Future Leaders of Tomorrow In 2018, the city of Dublin was planning to build a city pool. But the young people of this middle Georgia community had another idea: construct a water park. They voiced their opinions through the Dublin Youth Council, which is comprised of a group of high schoolers and is set up to mimic the positions and functions of their adult counterparts on the Dublin City Council. Youth Council members surveyed their peers, researched the specifications and costs, and presented the case to build a water park instead of a pool.
In 2019, the Southern Pines Water Park opened in Dublin. “They changed the discussion,” says Dublin City Councilmember Bennie Jones, who also sits on the GMA Children and Youth Advisory Council. “The water park is now an asset to the community—it generates revenue and provides summer jobs for our young people. It was win-win.” The Dublin Youth Council is one example of how the city is trying to not only engage its younger residents, but also help them gain confidence, knowledge, leadership and networking skills along the way. The city’s Teen Court and Summer Youth Program are two other examples. The Youth Council, started in 2016, was created to build a bridge between youth and the adults in government. To help youth get jobs, Dublin developed the Summer Youth Program, in which businesses agree to hire youth for a minimum of $8 and hour for at least 32 hours a week for eight weeks. Students apply for the program, and, if they qualify, they are matched with an employer. Before they start work, participants are required to take a mandatory soft skills training class that teaches them accountability, punctuality, respect and basic finances like how to open a bank account. “There’s not a better investment in our community than in the youth,” said Dublin Mayor Phil Best. “We are benefitting from their service, and we are grooming future leaders.”
To read the full article on Dublin’s youth engagement, visit the Reference Articles section at www.gacities.com
November/December 2020 | gacities.com 39
GMA Thanks Cities for Their 2020 Census Efforts After the tumultuous end of the 2020 Census enumeration phase on Sept. 30 Oct. 31 Oct. 5 Oct. 31 Oct. 15, GMA would like to thank all its members who worked tirelessly to make sure that everyone in Georgia counts. BEFORE THE CORONAVIRUS PANDEMIC UPENDED lives, city officials attended workshops, formed complete count committees, handed out promotional materials and hosted events. “As more and more jurisdictions implemented social distancing and other emergency measures, cities endured a torrent of emails and virtual meetings asking you to keep the Census in mind,” said GMA Research Manager Holger Loewendorf. “Cities accepted new challenges and continued to conduct outreach in creative ways using social media, sidewalk chalk, car parades and many other innovative ideas.” The U.S. Census Bureau reports that it hired more than 528,000 temporary employees across the country to knock on doors and complete the count. Their work, combined with the efforts of local officials and nearly 400,000 community partners, led to an enumeration rate of 99.9% for all states except Louisiana and a national self-response rate of 67.0%, compared to 66.5% in 2010. Georgia’s final self-response rate of 62.8% places the state 38th in the country and 0.3% above the last decennial count. “These numbers are not a reflection of the many hours cities invested in the 2020 Census, but they are correlated with Georgia’s share of hard-to-count populations, a climate of distrust in government and the limits of technology,” said Loewendorf. “Considering the unprecedented nature of the last eight months, we should be proud of our achievements and learn 40
from this experience. Perhaps there are also reasons to believe that we can reach more people and do better next time.” Meanwhile, the Census Bureau is processing the data to deliver complete and accurate state population counts as close as possible to the Dec. 31, 2020, statutory deadline. But it is not clear whether this deadline or the March 31, 2021 deadline to produce redistricting data can be met. Another area of concern is data quality because nearly 6% of households were counted using administrative data, which is a proxy measure when Census workers cannot complete an interview to obtain information from individual households. GMA will provide periodic updates on postprocessing efforts over the coming months.
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How the City of South Fulton improved their community engagement Like many local governments, COVID-19 required the City of South Fulton to shift their communication and community engagement strategy to better meet the needs of their residents during a public health crisis. They realized they needed a better way to connect their constituents to vital information and services during the pandemic, one that could be leveraged to inform their residents of changes in community status, relay the latest safety measures and recommendations, and post official communications from government representatives. Like most other cities, they needed to do it without increasing their IT support, or impacting their staff productivity. The City of South Fulton partnered with ITsimple to create a communication and public engagement solution geared to match the needs of the ‘new normal.’ Publication of content is easy, efficient, and effective via SpotlightCMS, ITsimple’s turnkey community engagement solution. SpotlightCMS is a real-time community engagement platform that enables management of multiple publication channels - mobile, web and social media presences - from one user-friendly dashboard and single data entry point. In addition, SpotlightCMS pairs with a free end user app, It’sMyTown, that puts information and services in one place for city residents and makes it far easier for them to engage and find the information they need. It saves both time and resources, and puts vital information where it needs to be - in the hands of their residents in the avenues they already use to access information. It’sMyTown is freely available from Apple and Google app stores, has no privacy concerns or social media dependency because no registration is required and no personal information is gathered or stored, and helps build a sense of community and support local engagement. The City of South Fulton was quickly able to reach over 20,000 user interactions monthly with minimal advertising and effort, and the user base continues to rapidly grow. With ITsimple, they were able to localize their crisis communications to reflect the needs of their unique circumstances and constituent needs, and build community engagement while doing so. And since SpotlightCMS has no back-end IT requirements, the City of South Fulton was able to conserve its IT resources both financially and in terms of maintenance and support. Setup took just a couple days and required no IT support from the City, as SpotlightCMS is a cloud-based software as a service (SaaS).
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TOWNS & THE LAW
Cities Keep Their Eye on New York v. Trump and LOST in Georgia BY CAROLINE DORSEY, GMA ASSOCIATE GENERAL COUNSEL
2020 has posed many new, and difficult, issues for each of us. This is no different for the U.S. Census Bureau and its efforts to conduct the 2020 Census, hoping to ensure each person was accurately counted. THE U.S. CONSTITUTION, ALONG with a patchwork of federal laws, requires an official tally of all persons within the United States to occur every 10 years. The U.S. Census Bureau operates under the Department of Commerce. Federal law requires the secretary of commerce to report the official population count by state to the president, which he or she in turn provides to Congress. The official population count is used to determine important measures including funding, apportionment of representatives in the U.S. House, and even the timeline for local option sales tax (LOST) negotiations in Georgia. On July 21, President Donald Trump issued a presidential memorandum directing the secretary of commerce to not only provide the constitutionally mandated count of all persons in each state, but also the total population minus “aliens who are not
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in a lawful immigration status.” The memorandum explicitly stated that the intent for the second tally of persons is to be used in the apportionment of representatives among the states. In response to the memorandum, several states and local governments filed suit to challenge the legality of the president’s request for a second report excluding the number of individuals unlawfully residing in the United States. The case was brought in the U.S. District Court for the Southern District of New York. The plaintiffs filed a motion for summary judgment on the matters, which was granted for two key reasons. First, the court stated the statuary requirements are clear that the secretary of commerce is to report only one number to the president. Second, this number must be the total count of all “persons” who reside in the United States. The court noted that the immigration status of an individual has no bearing on whether such individual qualifies as a person under federal law. The U.S. Supreme Court is scheduled
+ Strong Relationships
to hear arguments from both sides in the case on Nov. 30, which is about one month away from the Dec. 31 deadline for the secretary of commerce’s report to the president. Avoiding the obvious immigration issues, having an accurate count of all persons in each city greatly assists in all manner of situations. The census is particularly important in Georgia because it triggers the renegotiation of LOST distribution certificates in Georgia. All current certificates will expire on Dec. 31, 2022. County governing authorities must notify the Department of Revenue Commissioner in writing by July 1, 2022 that renegotiation proceedings have begun. While the population is not intended to be the determinative criteria, it is an important consideration in negotiating the LOST distribution. Without an accurate count of all persons in each jurisdiction, revenue streams could be greatly impacted. The court’s decision on whether immigration status can cause an exclusion for the list of persons in the census results may affect many Georgia cities and is worth keeping an eye on.
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FEDERAL FOCUS
How Cities are Transforming Fines and Fees to Advance Equity and Financial Security Cities are being tested like never before, with the coronavirus pandemic and the racial unrest caused by the death of George Floyd and many other people of color. BECAUSE OF THE PANDEMIC, LOW-WAGE workers and people of color are experiencing more financial stress from job loss and the inability to pay criminal justice and other debts stemming from fines and fees. This places them in harm’s way on many fronts such as wealth extraction, exposure to COVID-19 and the fear of encountering the police. For nearly two years, the National League of Cities (NLC) has been partnering with five cities to assess their use of local fines and fees, with a focus on implementing equitable collections strategies and improving residents’ financial health. Through Cities Addressing Fines and Fees Equitably (CAFFE), a JPMorgan Chase & Co. funded technical assistance initiative, each participating city conducted a thorough assessment of its municipal fine and fee structure. The assessments placed equity as a key pillar and covered many components including examination of the true cost of a fine or fee, its impact on communities of color, how reform may alleviate these adverse impacts, potential partners and feasibility.
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Some early takeaways that have emerged from the CAFFE city assessments include: Fine or Fee Reforms Must Address Inequities Impacting Communities of Color As part of this effort, qualitative and quantitative city data were examined within and across city departments and agencies to help city staff identify deep-rooted inequities in their policies and practices. Creative tactics and project grant funding from NLC were used to create heat maps of impacted communities and statistical analyses of collection rates to get the answers they were seeking. While demographic data, especially race, was often missing from the city datasets, it is clear from the data NLC does have that Black individuals were considerably more likely to be impacted by the assessed fine or fee: • In Aurora, Colo., young Black men ages 20-24 were more likely than their white counterparts to be referred to collection for tickets related to speeding tickets less than 20 mph over the limit; • In Baton Rouge, La., Black residents comprise roughly half of the city’s population, yet account for nearly three-quarters of total traffic fines; • In Lansing, Mich., Black residents accounted for over half of the residents who were recently tracked for a vehicle offense related to driving with out a license. Reforming Fines and Fees Takes A Whole Community Approach to be Successful Cities in CAFFE enacted necessary and “common sense” reforms by also listening to residents to gain a better understanding of their financial needs, forging partnerships within the community and integrating financial
empowerment services into city fines and fees functions. When the city of Saint Paul, Minn. partnered with the Minnesota Justice Research Center to conduct their assessment, they were surprised to learn that a typical snow emergency extracts nearly $250,000 from neighborhoods through city fines, towing and impound fees and vehicle forfeitures, which is drawn disproportionately from low-income communities. When cities can adjust unfair policies and residents can pay fewer fines and fees, more money remains in their wallets and more wealth circulates within local economies. Providers of Financial Empowerment Services Are Meeting Residents Where They Are In addition to policy reforms, NLC is also helping CAFFE cities to assist residents in addressing their financial challenges by providing access to reputable financial coaches.
To learn more about the CAFFE program, visit the article section of NLC’s website at www.nlc.org. This article is excerpted from NLC’s CitiesSpeak blog and article written by NLC staff members: Denise Belser, Program Director, Economic Opportunity and Financial Empowerment Mital Lyons Warren, Program Specialist, Economic Opportunity and Financial Empowerment
November/December 2020 | gacities.com 45
GMA AGENCY SPOTLIGHT:
USDA Rural
Development BY: JOYCE WHITE USDA Rural Development State Director WHEN I THINK ABOUT USDA Rural Development, I am reminded of the movie It’s a Wonderful Life. In this movie, the character George Bailey gives up his dreams of traveling the world to stay in his hometown to run the Bailey Building and Loan begun by his father. This decision was driven by his desire to follow in his father’s footsteps in caring for his community. It is a great story of a bank helping small town America much like USDA Rural Development is committed to doing the same. USDA Rural Development is the sixth largest bank in the nation, investing approximately $1 billion
annually into Georgia. We fund water, waste and sewer systems, electric and transportation infrastructure, broadband, large and small businesses, healthcare and educational facilities and community facilities. We also help 4,000 rural citizens realize the dream of a home each year. We believe that when a family can send their children off to college and the children have jobs to come back home to, the family is strengthened, and the rural community thrives. When rural America thrives, all of America thrives.
USDA Rural Development Programs:
Distance Learning & Telemedicine Program (DLT)
ReConnect Program
Community Facilities Program
Water and Waste Programs (WEP)
The DLT program uses telecommunications to connect rural to urban and can link teachers to students and medical services to patients. The need to connect has never been so critical. We recently awarded four DLT grants amounting to $2.8 million that will be infused into connecting Georgians.
ReConnect furnishes loans and grants for the costs of construction, improvement or acquisition of facilities and equipment needed to provide broadband service in eligible rural areas. USDA has invested $22 million in four ReConnect projects for rural Georgia to date.
Funds can be used to purchase, construct and/ or improve facilities or purchase equipment and pay related project expenses in rural areas. Examples include health care facilities such as hospitals, medical and dental clinics, nursing homes, courthouses, childcare centers, fire departments, police stations and equipment, food pantries and more.
You can’t develop an area without adequate infrastructure. WEP provides funding for the construction of water and waste facilities in rural communities and is proud to be the only federal program exclusively focused on rural water and waste infrastructure needs of rural communities with populations of 10,000 or less.
If your community has a need, whether it be infrastructure, broadband or business development, please give us a call at 706-546-2162.
DOWNTOWN DEVELOPMENTS
TAX ADVANTAGED INCENTIVES FOR GEORGIA COMMUNITIES BY ANDREW M. HAM
The challenge facing many public and private sector owners and developers in today’s economy is how to successfully finance a project in the most efficient and cost-effective manner possible.
TAX INCENTIVES ARE REVITALIZING DOWNTOWNS
rehabilitation of a certified historic building and can be transferred in the case of the Georgia Historic Credit and exchanged in the case of a federal Historic Credit for “cash” equity to reduce borrowing costs for a historic rehabilitation project. The federal credit is calculated at 20% of eligible hard and soft costs of rehabilitation and the state credit at 25% of qualified rehabilitation costs. Currently the Georgia State Historic Credit is capped at $300,000 for incomeproducing properties. It is possible to have twenty percent of project costs covered by cash received from these credits. The credits are sought by national and state investors to offset federal and state tax liabilities.
Historic Preservation Tax Credits (HTC) Historic Preservation Tax Credits are the most often used tax incentive in Georgia’s non-metro communities. These credits are generated from the
Rural Zone Credits (RZC) In effect since 2017, this Georgia DCA and DED Tax Credit provides tax credits to individuals creating jobs and making qualifying investments within historic
OFTEN IN RENOVATION PROJECTS, project owners overlook and do not take advantage of the benefits of federal, state and local incentives and the positive financial impact those incentives may have on their projects. This article will discuss the various federal and state tax advantaged incentives available to Georgia property owners with a focus on nonmetro communities and historic properties. A case study and additional details on the incentives can be found on GMA’s website.
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downtown areas. The three tax incentives are the Jobs Credit offering $2,000 per new full-time equivalent job created, the Investment Credit equivalent to 25% of a building’s purchase price and the Rehabilitation Credit equivalent to 30% of qualified rehabilitation costs. This credit program is available on an annual competitive basis to communities under 15,000 in population. To date, 25 Georgia communities have been approved for this program.
Opportunity Zone Incentives (OZ) Created as part of the 2017 Tax Act, OZ incentives are a new investment tool that provides incentives for investors to invest in capital-starved urban and rural areas. Opportunities Zones are created by each state, and investors who invest in qualified OZ properties receive a postponement of federal taxes on “gains” they recognize if they invest the “gains” in an Opportunity Fund that invests in eligible projects in Opportunity Zones.
New Markets Tax Credits (NMTC) NMTC is a 17-year-old federal tax credit program from the Department of Treasury’s CDFI Fund, which allocates tax credit authority to Community Development Entities (CDEs) through a competitive application process. CDEs are financial intermediaries through which private capital flows from an investor to a qualified business located in a low-income community. CDEs use their authority to offer tax credits to investors in exchange for equity in the CDE. Using the capital from these equity investments, CDEs can make loans and investments to businesses operating in low-income communities on better rates and terms and more flexible features than the market. Most downtowns qualify for this program. The NMTC Program has supported a wide range of businesses including manufacturing, food, retail, housing, health, technology, energy, education and childcare. Communities benefit from the jobs associated with these investments, as well as greater access to community facilities and commercial goods and services. Generally, an eligible project must be at least $5 million in project costs to warrant the expense of closing a NMTC transaction as there are several players involved in these transactions.
TAX INCENTIVES AT WORK Many Georgia non-metro communities and metro communities have benefited from tax incentives in revitalizing their downtowns. The author has provided tax incentive assistance to Georgia private businesses, cities and downtown development authorities including in Waycross, Milledgeville, Savannah, Fort Valley, Thomasville, Columbus, Perry, Dahlonega, Athens, Rome, Carrollton, Jonesboro, Ocilla, Albany, Jonesboro, Zebulon, Springfield, Washington and Social Circle.
The Author: Andrew M. Ham is the Managing Director of Urban Trust Capital (Urban Trust, LLC) a Jacksonville, FL based national tax credit real estate investment capital advisory firm. Andrew Ham has been actively involved in originating historic tax credit equity capital, advising on public/private financing structures and providing tax credit investment transaction advice 1994. Since 2005, Ham has also been a partner in Public-Private Partnership Project Management, Inc. (4PM) and Community Development Partners, Inc. (CDP) companies founded by Kirby A. Glaze.
November/December 2020 | gacities.com 49
CITYLITES
Fairs and Festivals Christmas Parade, McRae-Helena
Christmas Parade, Winder
December 1 Tree Lighting, Smyrna
Holiday Glow on the Town Green, Peachtree Corners
Cookies and Cocoa with Santa, Duluth
Christmas Parade, Rome
December 5 Christmas Fest and Lighting of the Tree, Toccoa
Christmas on the Pond, Nicholls
December 3 Lighting of the Tree in the Square, Marietta December 4-5 Mistletoe Market, Bowman December 4-6 Christmas Market, Dublin
Christmas Parade, Valdosta Christmas Parade, Conyers Christmas Parade, Grovetown Christmas Parade, Covington Deck the Halls, Duluth
December 1-31 Lights Along the River, Bainbridge
Christmas Parade, Kennesaw
Tour of Trees, Blairsville
Christmas Parade, Villa Rica
December 1-January 1 Festival of Lights, Tallapoosa
December 6 Auburn Christmas Parade, Auburn
December 4 – 20 A Christmas Carol, Woodstock
Christmas Parade, Harlem
December 4 Movie Under the Stars, Braselton Tree Lighting Ceremony, Douglas
December 10 Festival of Lights Christmas Parade, Moultrie
Virtual Christmas Tree Lighting, Norcross
December 12 Christmas in the Streets, Chickamauga
Christmas Parade, Hinesville
Christmas Parade, Augusta
Christmas Parade, Dawsonville
Merry Little Christmas Experience & Fireworks Show, Lawrenceville
December 12 – 13 Wild Adventures Christmas, Valdosta December 13-16 North Pole Express, Tifton December 26-January 13 Christmas Tree Chip & Dip Woodstock December 31 Dropping of the Edelweiss, Helen January 2 Tree Toss!, Cleveland January 14-17 Boat Show, Atlanta January 17-23 Augusta Futurity, Perry
*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. 50
GEORGIA GEMS CITIES CELEBRATE THE HOLIDAYS SAFELY Though countless events have been canceled due to COVID-19 this year, Georgia’s cities are finding safe ways to continue annual holiday traditions.
BLUE RIDGE Children across Georgia have made memories riding the Santa Express on the Blue Ridge Scenic Railway. Though Santa and Mrs. Claus will not ride the train this year, they are available for safe visits and photos at the depot. Get tickets early, because train car capacity is limited to 50 percent of the maximum occupancy. Social distancing, hand sanitizing and mask wearing is encouraged. For more info visit: brscenic.com
DAHLONEGA Not to disappoint thousands of tourists and locals, Dahlonega once again will transform into the quintessential Christmas town from November to January. Southern Living, Better Homes & Gardens and Hallmark have proclaimed Dahlonega to be one of the best Christmas towns in the nation. The traditional tree lighting will kick off the festivities on the Friday
Dahlonega
Rock City Gardens
after Thanksgiving. Instead of sitting on Santa’s lap, children will visit at a safe distance as Santa sits on his North Pole throne in the open-air Christmas Gazebo. Outdoor kids’ activities, additional outdoor food vendors on West Main Street, and extended store hours will accommodate public health guidelines. Tickets for some events, such as the Holiday Open House at the Mountain Laurel Creek Inn & Spa, must be purchased in advance and are limited. For more info visit: www.dahlonegachristmas.com
LOOKOUT MOUNTAIN Rock City Gardens will encourage guests to “Roam like a gnome” by staying six feet apart as they walk through the Enchanted Garden of Lights. More than 30 holiday scenes light up the night, and there are planned activities like gingerbread cookie decorating and visiting Santa. The Enchanted Garden is open Nov. 20–Jan 2, 2021. Timed entry tickets must be purchased in advance. Masks are required. For more info visit: www.seerockcity.com
201 Pryor Street, SW Atlanta, Georgia 30303
SAVE THE DATE
PRSRT STD U.S. POSTAGE PAID ATLANTA, GA PERMIT NO. 1959
GMA’s 2021 Virtual Cities United Summit – January 26, 2021. Visit page 20 to learn more about this exciting virtual experience!
GEORGIA MUNICIPAL ASSOCIATION January 24-27, 2020