September/October 2021
ADVOCACY. SERVICE. INNOVATION.
INSIDE LOOK:
GMA 2021 ANNUAL CONVENTION
Columns & Features In This Issue The Future of Work in Georgia’s Cities | Infrastructure Bill Could Bring Billions Attracting Young Professionals | Mask Mandate Guidance
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Editorial and Advertising Offices: 201 Pryor Street, SW Atlanta, GA 30303 Phone: 404.688.0472 Fax: 678.686.6289 E-mail: gacities@gacities.com EXECUTIVE DIRECTOR Larry Hanson PUBLISHER Kelli Bennett GRAPHIC ARTIST Lindsay Podrid ADVERTISING SALES Lynne Norton EDITORIAL BOARD Amanda Coyne Charlotte Davis Emily Davenport Alan Dickerson Cindy Eidson Dana Goodall Gwin Hall Aileen Harris Chris Higdon Kay Love Chris Obenschain Rusi Patel Kristian Seranno Brian Wallace GMA OFFICERS President: LaGrange Mayor Jim Thornton First Vice President: Tifton Mayor Julie Smith Second Vice President: Marietta Councilmember Michelle Cooper Kelly Third Vice President: Perry Mayor Randall Walker Immediate Past President: Union City Mayor Vince Williams
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Table of Contents FEATURES SPECIAL SECTION: GMA CONVENTION IN REVIEW ...................................... 5 GEORGIA’S CITIES INVEST IN THE FUTURE ................................................. 36 CITYSCAPES .....................................................................................................14 + GMA PRESIDENT: Local Action, Statewide Impact + GMA EXECUTIVE DIRECTOR: Planting Seeds and Living Dreams + EXPERT EDITORIAL: How can Georgia’s Small Cities Survive the Future? CITY DESK ........................................................................................................18 + SMALL TOWN, BIG IMPACT: Accessible Recreation in Dahlonega + CITY SPOTLIGHT: Parrott + Griffin’s EDIT Program + Q&A: Experts Share How Cities Adapt to Change INSIDE GMA .................................................................................................... 23 + GeorgiaForward Seeks Young Gamechangers Host Communities + Georgia City Solutions Teams Up With Municipal Golf Courses + LGRMS: Ball Ground Risk Reduction Certificate + Advocacy: New Policy Chairs + Innovation: Equity & Inclusion Update + Innovation: GMA Training Schedule + Georgia Smart Communities Challenge + Service: GMA Direct Lease Program ADDITIONAL + Towns & Law: Anticipating Housing Challenges ................................................ 39 + Q&A: Guidance on Mask Mandates ................................................................40 + Federal Focus: Infrastructure Bill Could Bring Billions for Cities ............................ 42 + ENGAGE: Finding Ways To Involve the Youngest Citizens ...................................46 + Downtown Developments: 2021 GDA Awards..................................................48 CITYLITES ........................................................................................................ 50 + Fairs & Fests + Georgia Gem: Brasstown Bald
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2021 GMA ANNUAL CONVENTION:
LEADERS LEARN TO CONNECT, COLLABORATE & CARE FOR CITIES NEW GMA PRESIDENT: LAGRANGE MAYOR JIM THORNTON On Aug. 9, LaGrange Mayor Jim Thornton was sworn in as GMA president during the association’s 2021 Annual Convention. Thornton has served the city of LaGrange since 2013 and first joined city government as a councilmember in 2009. He was elected third vice president of GMA in 2018 and has served as second and first vice president in the years leading up to his election as president. During his tenure as mayor, Thornton has never stopped looking for opportunities for improvement, from shaving seconds off fire department response time to actively promoting equity and inclusion. He has also prioritized investments in the future and residents’ quality of life, whether it be infrastructure, relationships between residents and law enforcement, or economic development. As the COVID-19 pandemic created uncertainty and downturns for many cities, Thornton led LaGrange through the storm. He served as a calm, trustworthy voice for residents during an unsettling time by ensuring people had accurate, useful information about testing, treatment and vaccines. He convened leaders from the public and private sector to identify key community needs in a time of crisis, all while pushing the city forward.
“GMA has been fortunate to benefit from Mayor Thornton’s wisdom for several key functions, and all of our member cities are fortunate to have him leading our association,” said GMA Executive Director Larry Hanson. “Mayor Thornton has been a member of the association’s Executive Committee and Board of Directors and has chaired GMA’s Federal Policy Council and Legislative Policy Council.” Thornton’s work as a co-chair of the GMA Equity and Inclusion Commission has contributed to actions that bear witness to the principles of justice, equality and fairness. He has also chaired the association’s Member Services Advisory Council and was selected as a member of the Gov. Kemp’s COVID-19 Municipal Advisory Committee. Thornton was born and raised in LaGrange, graduated from LaGrange High School, and received his bachelor’s degree from LaGrange College. He ventured to Emory University Law School in Atlanta and headed back home after graduation. Thornton began practicing law right in downtown LaGrange and has dedicated much of his work to milestones in his neighbors’ lives including new home closings, starting new businesses, writing wills and more. Before his work ethic and leadership skills brought him to city hall, Thornton served as Chairman of the LaGrange-Troup County Chamber of Commerce and the United Way of West Georgia fundraising campaign. He was a founding board member of the West Georgia Health Foundation and the Troup Cares Clinic, and a member of the LaGrange Rotary Club.
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When not striving to make LaGrange the best place to live, work and play, Thornton enjoys spending time with his wife Corinne; and other family including his mother Dodie; his sister Jane and her husband Joel and their daughter Avery; and the Thornton’s five dogs. Thornton is a lifelong member of the First United Methodist Church of LaGrange. He has served in numerous leadership roles in his church, is a regular Sunday school teacher, and has been certified as a lay speaker. He currently serves as Chancellor of the North Georgia Conference of the United Methodist Church.
The GMA officers were sworn in during the Annual Convention. Pictured: (l to r) GMA Immediate Past President, Union City Mayor Vince Williams; President, LaGrange Mayor Jim Thornton; First Vice President, Tifton Mayor Julie Smith; Second Vice President, Marietta Councilmember Michelle Cooper Kelly; and Third Vice President, Perry Mayor Randall Walker. The full board of directors were also sworn in. To see the full list of the GMA Board of Directors, visit www.gacities.com/about.
ESTEEMED LEADERS INDUCTED INTO THE GEORGIA MUNICIPAL GOVERNMENT HALL OF FAME On Aug. 9, five city leaders were inducted into the Municipal Government Hall of Fame, which was established in 1992 to recognize current and past municipal officials who exemplify the very best in public service and who, throughout their careers, have made extraordinary contributions to municipal government, and have been strong supporters of GMA.
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GMA CONVENTION IN-REVIEW
FORMER GMA PRESIDENT AND FORMER DUBLIN MAYOR PHIL BEST Best served 32 years as an elected city official, including the past 22 years as mayor. Prior to his election as mayor, he served six years on the Dublin City Council and four years on the McRae City Council before moving to Dublin. Best was elected as GMA President during the association’s Annual Convention in June 2019 and worked to advocate for and serve Georgia’s cities through his leadership positions with GMA. He was a member of the association’s Executive Committee, Board of Directors, a District President and served on the Georgia Municipal Employees Benefit System Board of Trustees and several other committees. Under Best’s leadership, the city of Dublin was named a City of Excellence, a Certified City of Ethics, a Plan First community by the Department of Community Affairs, a Georgia Initiative for Community Housing participant and a recipient of the 2017 Live, Work & Play Award presented by GMA and Georgia Trend magazine. Best has served as a member of the Laurens County Board of Health and Community Mental Health Board for the Central State Hospital Local Redevelopment Authority and is a Leadership Georgia graduate. Best was appointed by then-Gov. Sonny Perdue to the Workforce Development Council and the President’s Advisory Council for Middle Georgia State University. In 2018, the Georgia Chapter of the American Public Works Association named Mayor Best the Elected Official of the Year.
FORMER GMA PRESIDENT AND UNION CITY MAYOR VINCE WILLIAMS Williams was first elected to the City Council of Union City in 2007, where he served until taking office as mayor of Union City in 2013. Within GMA, Williams works tirelessly to promote the interests of cities and has been a significant leader. He was elected GMA president in June of 2020, following terms as first, second and third vice president. Williams has served or is currently serving on several of the association’s leadership bodies including, the Executive Committee, Board of Directors, COVID-19 Advisory Committee and the Georgia Municipal Employees Benefit System Board of Trustees.
During Williams’ time in Union City, he has strived to increase consensus, cooperation and partnership. His successful leadership in Union City has not gone unnoticed, as Williams has been called on to serve in numerous leadership roles throughout metro Atlanta, the state of Georgia and beyond. On the federal level, Williams currently serves as the first vice president of the National League of Cities (NLC) and is scheduled to take the reins as NLC president in November. He will become only the fifth municipal official from Georgia to serve as NLC president and the first since 1994. Williams is a recipient of the Outstanding Citizen Award given by the Georgia Secretary of State and the President’s Volunteer Service Award given by President Barack Obama. He was awarded Mayor of the Year by the Georgia Minority Business Awards, and Georgia Trend magazine has honored him as one of the 100 Most Influential Georgians.
SUGAR HILL MAYOR STEVE EDWARDS Following terms on his city’s planning commission and as a councilmember, Steve Edwards was elected mayor of Sugar Hill. With a passion to build a walkable, thriving, close-knit community, Edwards helped create a solid policy foundation with a clear and concise vision and most importantly, he provided the private sector clarity for their investment decisions. Edwards worked with community partners to build the $49 million Sugar Hill downtown district from the ground up. The area is home to a variety of office tenants, retail shops and restaurants, as well as a theatre and a two-story community gymnasium that has over 13,000 active members. Edwards worked closely with the city staff and city council to turn the city’s outdoor amphitheater into the city’s concert venue, where Grammy-winning artists and Rock and Roll Hall of Fame inductees come to perform. Edwards serves as a mentor to the youth in the community and is a graduate of his county’s leadership program as well as the Regional Leadership Institute.
In addition to his leadership in his community, Edwards also makes time to give back to GMA. He currently serves on GMA’s Legislative Policy Council and COVID-19 Advisory Committee, and has previously served on the GMA Executive Committee, Board of Directors and as chair of the Environment and Natural Resources Policy Committee. He has served as a GMA District President and as a member of the Business Alliance Committee. Edwards has also received his Certificate of Excellence through the Harold F. Holtz Municipal Training Institute.
SUWANEE MAYOR JIMMY BURNETTE Born and raised in the city where he now serves, Suwanee Mayor Jimmy Burnette is in his third term as mayor, having previously served on the city council. Suwanee is often visited and modeled for quality of life, innovation and standard of excellence. Burnette’s influence, and impact is evident in everything from economic development, to infrastructure, from parks to public art and from the city’s history to the innovative approach to placemaking and community development. The mayor’s commitment to leadership in his community does not stop at the city limits. Since 2013 he has served as chair of a public funding entity in his county and as a board member of the Clean and Beautiful program in his county. Each year, Burnette participates as a delegation member for the Gwinnett County Chamber of Commerce’s Strategic Leadership Visits, and he is often chosen by his peers in the 16 cities within his county to represent them on the county and state levels. A true champion for GMA, Burnette added an agenda item to monthly council workshops to keep the council informed of GMA activity. He encourages council and city leaders from all over the state to take advantage of opportunities for growth through GMA. In addition to serving on several GMA leadership bodies, Burnette has completed 291 hours of training through the Harold F. Holtz Municipal Training Institute and earned the Certificate of Dedication, the training institute’s highest certificate level.
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COLUMBUS CITY MANAGER ISAIAH HUGLEY City Manager Isaiah Hugley has worked for the Columbus Consolidated Government for 37 years. In his 16 years as city manager, he has served under four different mayors. Through his vision and service, Hugley helped transform a community into a destination city. He led the way through continuous public-private partnerships on projects that have impacted quality of life and on programs that have improved services and processes. Hugley spearheaded transformational projects to include removing mill dams to return the city’s downtown river to its natural state, creating a tourist attraction. He also led the public effort to revitalize the city’s downtown area. He helped increase dedicated biking and walking trails that are interconnected in the city and led in the structuring of economic development deals to help bring major corporations to the city. In his role as city manager, Hugley has overseen nearly 200 projects dealing with buildings, infrastructure, road and bridges totaling in excess of $1 billion. Hugley has been recognized with numerous community service awards, including the 2019 Dr. Martin Luther King, Jr. Unity Award, presented by Alpha Phi Alpha Fraternity, Delta Iota Lambda Chapter; the 2016 Black History Legacy Leadership Award, presented by United States Congressman Sanford D. Bishop; and the Georgia City-County Management Association’s 2015 Pillars of Professional Management Award, to name a few. Highly involved and committed to GMA, Hugley currently serves on several decision-making boards including GMA’s Equity and Inclusion Commission, Legislative Policy Council and Workforce Development Advisory Council. He served the Georgia City-County Management Association as president and as a member of their Board of Directors.
COMMUNITIES RECOGNIZED AS CITIES OF ETHICS The city of Lula was recognized as the most recently certified City of Ethics while several additional cities received recertifications: Ashburn, Baconton, Blakely, Bowdon, Brookhaven, Duluth, Flowery Branch,
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GMA CONVENTION IN-REVIEW
Gordon, Pelham, Remerton, Roswell, Snellville, Social Circle, Union Point and Young Harris.
City of Lula The City of Ethics program began in 1999 and was developed by a panel of business and government leaders to encourage cities to adopt and adhere to a set of key ethical principles and adopt a local ethics ordinance. The ordinance must contain definitions, prohibited conduct and due process for officials accused of violations in areas such as financial disclosures, conflicts of interests and outside employment. The ordinance must also contain penalties for city officials who violate the ordinance. GMA requires cities with the designation to recertify for the program, ensuring that ordinances maintain the standards of the program and city officials are regularly reminded of their ethical obligations as individuals and as a governing body. Each city is required to apply for recertification every four years. A panel of attorneys reviewed the ordinances to determine if they comply with the criteria set by GMA. The cities received a plaque and are now authorized by GMA to use a “Certified City of Ethics” logo on city stationery, road signs, city vehicles and for other uses.
CLERK OF THE YEAR Brookhaven City Clerk Susan Hiott was named the Georgia Municipal Clerks Association’s 2021 Clerk of the Year during the GMA Annual Convention. Hiott was nominated by both Brookhaven’s mayor and city manager. She has served no less than four cities in her career as city clerk and has the distinction of having been the first clerk in two of those cities. Her experience includes records administration, court
administration, human resources, cemetery operations, grants and general administration and supervision. In addition to exceeding in her service to Brookhaven, Hiott was also the city clerk in three other cities and has been active in several association and authorities including the Development Authority, Facilities Authority, Arts Alliance, Chambers of Commerce, Auxiliaries and School Councils. She has presented at past GMA concurrent sessions and clerk training classes. Hiott was the first Georgia Clerk to receive the Master Municipal Clerk designation from the International Institute of Municipal Clerks in 2008, and recently received the Athenian Fellow designation of IIMC’s Athenian Leadership Society. The Georgia Municipal Clerks Association promotes the highest standards of excellence among city clerks in the areas of leadership, service, integrity and professionalism through education and professional development, and by providing networking opportunities for discussion of municipal challenges and finding mutual solutions by research. Each year, the association recognizes one clerk who exemplifies these standards with the Clerk of the Year Award.
ROBERT W. WOODRUFF FOUNDATION RECOGNIZED WITH RENAISSANCE AWARD FROM GEORGIA CITIES FOUNDATION The Robert W. Woodruff Foundation was presented with the Georgia Cities Foundation’s Renaissance Award Aug. 9 at the GMA Annual Convention. The award, given annually, recognizes an individual or organization that has significantly contributed to the revitalization of Georgia downtown districts. The Woodruff Foundation has provided significant support to the Georgia Cities Foundation (GCF) for more than 20 years. In 2000, the Woodruff Foundation provided a challenge grant of $9 million for GCF. Challenge grants help non-profit organizations raise even more money by matching contributions from other groups, and the Woodruff Foundation’s challenge grant was matched by the state of Georgia for years. These key early funds, given in GCF’s second year of existence, helped establish a revolving loan fund that has provided more than $31 million in loans to Georgia cities for downtown revitalization projects. These loans have yielded 323 new businesses, more than 2,100 new jobs and $181 million in private investment in downtown districts
across the state. They’ve helped create event spaces, brewpubs, hotels and more. The Woodruff Foundation’s financial commitment put in place the funding and the credibility for others to invest, and has resulted in downtown revitalization, private investment, job creation and quality of life improvements in cities and downtowns of all sizes across the state. GCF and the Georgia Municipal Association are grateful for the Woodruff Foundation’s support of Georgia’s cities.
TOCCOA’S CONNIE TABOR RECOGNIZED WITH STARR AWARD FROM GEORGIA CITIES FOUNDATION Toccoa Community Development Director Connie Tabor has been recognized for her tireless efforts in restoring her city’s historic downtown district with the Starr Award, presented by the Georgia Cities Foundation (GCF). The award was presented Aug. 9 during the GMA’s Annual Convention. Tabor has led the city’s effort to restore its downtown since 1990, securing $1.4 million in state and federal funding and returning the area to its original aesthetic. She established an active Historic Preservation Commission for the ongoing effort, and her work has been recognized by the National Main Street Center as one of the top 10 Great American Main Streets. Under her direction, the Historic Downtown District in Toccoa sees over 50 annual events, has been awarded 48 grants totaling more than $4.6 million in funding, and has seen over $36 million invested in public and private dollars, creating real jobs and supporting families in the community. Tabor led the visioning team during the large-scale update to the city of Toccoa’s Comprehensive Plan in 2017 that directly influenced Main Street Toccoa being designated one of the first nine Rural Zones in the state of Georgia in 2018, a PlanFirst community in 2018, and a Georgia Trend Live, Work, Play city in 2019. Tabor’s forward-thinking approach to downtown development has brought hundreds of jobs into Downtown Toccoa, has garnered community support for the downtown that has increased the quality-of-life in the city, and has instilled a passion for downtown development in all.
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ON-DEMAND 2021 CONVENTION PACKAGE & VIRTUAL EXHIBIT HALL For those who missed GMA’s 2021 Annual Convention in Savannah or attended and wanted to catch some of their favorite concurrent sessions or meeting from the big stage again, GMA has created a virtual, on-demand package just for you. For $50, city leaders and friends of GMA can visit the “Annual Convention” section at www.gacities.com to view all the Concurrent Sessions as well as the Opening and General Sessions, the Business Meeting, Awards Ceremony, Large and Small City Rapid Fire Sessions, city spotlights and much more. Again this year, GMA is also hosting a virtual exhibit hall as a continuation of the unmatched networking and service opportunities offered in Savannah. Those interested can also visit www.gacities.com to browse hundreds of solution and service providers.
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GMA THANKS THE 2021 ANNUAL CONVENTION SPONSORS! PRESENTING
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CITYSCAPES
Local Action, Statewide Impact BY JIM THORNTON , GMA PRESIDENT
It was great to see many local officials in Savannah for the Annual Convention in August. It was good to spend time with others in public service. DURING MY ACCEPTANCE speech, I reflected upon the question as to why we as elected officials run for office. As we know, it’s not for the pay; it’s not because the adoring public thinks we can do no wrong; and it’s not because we get a lot of power or always get to have our way. Rather, it’s because we love our cities and are passionate about their future. While serving as mayor or as a city councilmember is mostly a thankless job, it does have an upside. As we ride around or walk through our cities, we can point to things that are good, and things that are getting better, and projects that are happening, at least in part because of our work. I find that very rewarding, and I suspect you do, too. What drives this work is our love and passion for a specific place. It’s good to be passionate about your city. In fact, it’s necessary. Knowing and loving the place you call home are the prerequisites to making a difference in it. And over the past year, I believe that this concept of place has become even more important in our thinking and actions. The conventional wisdom of the past decade focused on globalism. Most of us read books and heard speakers talk about the interconnectedness of the world. Because of modern technology and the modern economy, it was claimed that “the world was flat.”
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Over time, and particularly over the past 18 months as COVID-19 has impacted our communities, we have been reminded that the place we find ourselves in really does matter. Our city, our community, and our neighbors are the things that shape our lives and our future. These places and the people in them are what we feel most passionately about, and these places, and the institutions and people in them, in turn care for us. The trend of globalization will certainly continue, but I also perceive a renewed emphasis on these places we call home. While this hyper-local focus doesn’t need to limit our worldview or imagination, it does inspire us to continue to work to improve and enhance our cities. “Place” is also what inspires and drives GMA, our association. Through its programs, services and advocacy, it assists local leaders creating communities where people want to live, work and play. While GMA is a statewide organization with statewide impact, its goal has been, and will remain, to inspire and to equip us to make our cities better than they are today. As we embark on the next year, I look forward to seeing the great things that you will each accomplish in the place that matters most to you, and I look forward to the role that GMA will play in helping you along that journey.
The Cities of Georgia: Planting Seeds and Living Dreams BY LARRY HANSON, GMA EXECUTIVE DIRECTOR
“Don’t judge each day by the harvest you reap, but by the seeds that you plant.” - Robert Louis Stevenson
IN OUR UNCERTAIN TIMES, ONE thing is certain: Challenges will always arise, and leadership is the primary ingredient to successfully deal with such challenges. Over the last 18 months, we have experienced a pandemic which affected business, economies, jobs, health care and families, and caused the loss of life of over 24,000 Georgians. And yet, through this time, one common ingredient is that city leaders have stepped up courageously to be voices of stability, encouragement and hope for the citizens they serve. In many cases, economies have recovered, and revenues are strong. However, this is not uniform across all cities. One thing for certain, though, is that you as leaders worked to plant seeds at the beginning of the pandemic as to how your city would manage and recover. These seeds included innovative ideas, making wise use of CARES funding, transitioning services to virtual or remote and prioritizing expenditures. Many of these changes borne out of necessity are now being made permanent, an example of how seeds can germinate and reap benefits that were not imagined at the time. Innovation occurs with vision and imagination, but also from necessity. I am certain that your city’s plans have changed as a result of the pandemic, but this only reinforces that plans should be living, breathing creatures with an expectation of flexibility and change.
We are ultimately judged by our results, not our plans, and I am proud that city leaders demonstrated innovation, adaptability, resilience and the ability to see beyond each day’s struggles to stay focused on a positive outcome. “Too many of us are not living our dreams because we are living our fears.” – Les Brown Along those lines, I find that success is often accomplished by those who lead with bold dreams as opposed to leading with fear. I have always found it ironic that faith and fear share a common connection — the belief in something we cannot see. I take great pride in watching city officials all over this state lead with faith and allow their dreams for their city to remain a focal point in their communications with citizens. As I write this, we are still managing in difficult times and the COVID numbers remain high, and we must continue to encourage our citizens to take the necessary actions so that we can all regain a sense of normalcy in our communities, economies and lives. I know that each of you will continue to lead your cities with dreams and aspirations of better times to come and that your leadership will continue to make a difference to all those you serve. As always, we at GMA are here to serve you and assist you. We remain grateful for your steadfast support.
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HOW CAN GEORGIA’S SMALL CITIES
SURVIVE IN THE FUTURE? BY DONOVAN RYPKEMA, PRINCIPAL, PLACE ECONOMICS
“It was the best of times; it was the worst of times.” The opening lines of A Tale of Two Cities may be one of the most quoted phrases in English literature, but it is very applicable today for Georgia’s small cities. THE WORLDWIDE PANDEMIC and corresponding economic uncertainty is a once-in-a-century occurrence, and there is no definitive end in sight. The pandemic is complimented by another longer-term trend that has impacted many Georgia small cities — the departure of the young to larger metropolitan areas. These two challenges might argue for the “worst of times” description.
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However, there are three countervailing forces that, if small cities are smart, could mean, if not the best of times, at least times of exceptional opportunity. First, preferences on where to live are changing. Early in the pandemic, there were news stories claiming an exodus from cities into less dense areas. As of today, that pattern seems to have been largely exaggerated. But over the last two years, there has been a significant shift in people’s preferences on where to live. A Gallup Poll released earlier this year asked,
“If you could live anywhere you wished, where would you prefer to live?” a question Gallup has asked regularly for 20 years. Through 2018 there was a steady decline in those who answered, “Small town or rural area.” But beginning in 2019 and continuing through 2020, there was a reversal of that trend with nearly half (48%) of American adults giving that as their response as compared to only 39% two years earlier. Further, among those already living in small towns or rural areas, three in four expressed a preference to continue living there. This may be an early sign that the decades long flight from rural to urban areas may be reversing. Second, a potential asset for smaller communities is housing affordability. While every county in Georgia has an affordable housing challenge that needs to be addressed, the relative affordability of housing in smaller towns has the potential of providing a competitive advantage. This is particularly true for those in fields who can “take their job with them.”
The survival of your town in the future is dependent on the actions its leadership takes today. The large share of the population who was able to work remotely during the pandemic has demonstrated to both employers and workers that going to the office every day wasn’t necessarily a requirement. If a worker can receive the same paycheck in a small town in Georgia that she was receiving in Atlanta, the smaller share of her paycheck going to housing can mean a significantly higher quality of life. That does mean, however, that smaller communities need to make sure they get their share of the $65 billion in the pending infrastructure bill that is targeted to providing broadband internet access to rural areas and lower income populations.
Third, a virtually unnoticed trend during the pandemic has been the huge increase in early indicators of new business creation. One of the strongest such indicators is the number of applications for an Employer Identification Number (EIN), usually a prerequisite for starting a business. In Georgia in the years 2017 through 2019, there were an average of around 160,000 EIN applications a year. In 2020 that number jumped to 273,000 and in 2021 is on a pace to reach 380,000. Where are those businesses going to locate? Many of them could choose a small Georgia city for home. FOR YOUR CITY TO BE A BENEFICIARY RATHER THAN A VICTIM OF THE FUTURE, THREE ACTIONS ARE CRITICAL: Your city is likely to be a recipient of large amounts of federal money through three pieces of legislation: the American Rescue Plan Act, the pending Infrastructure bill, and likely affordable housing funding. Money from each of those sources needs to be invested in long-term capital assets, not shortterm operational expenses. 1
Develop strategies to maintain and enhance the quality and condition of your older stock of houses and commercial buildings. 2
Recognize that the quality of life, not how cheap the land or low the taxes, will be your competitive edge for those wishing to move to small towns and who will be part of a wave of new businesses in Georgia. 3
The survival of your town in the future is dependent on the actions its leadership takes today. To find out more and to contact Donovan Rypkema visit, www.placeeconomics.com.
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CITY DESK
Small Town,
Big Impact Dahlonega Makes Recreation Accessible
PEOPLE HAVE LONG LOVED GETTING OUTSIDE IN Dahlonega, but this year, the city took a step towards making its outdoor recreation more accessible to all. An accessible kayak launch opened on Yahoola Creek Reservoir in Wimpy Mill Park earlier this year. The new launch area allows people of all physical abilities to get into their kayak and out on the water. “Dahlonega is well known for its many outdoor recreational experiences, and water activities are no exception. Both locals and tourists enjoy kayaking on the Chestatee River, Lake Zwerner and Yahoola Creek,” said Ariel Alexander, Dahlonega’s Main Street and Downtown Development Authority marketing manager. “It was only natural that the city provides a convenient location to extend enjoyment further upstream.” The launch site was previously drying beds for the city water treatment plant. When a new plant was built, the land sat unused for multiple years, Alexander said. “Now, it is used daily by residents and visitors alike,” she said. The kayak launch helps people who may have mobility issues or physical disabilities get into their boat and onto the water. It provides supports that can help with stability when getting into a kayak. This isn’t the first time Dahlonega has worked to make its outdoor facilities accessible to all. In 2019, the city opened the Gold Adventure All-Abilities Playground at Hancock Park. The playground has traditional equipment like swings and climbing equipment that are made accessible to children of all physical abilities and ages, Alexander said. Both the kayak launch and the playground were developed with input from ConnectAbility, a local 18
non-profit dedicated to creating accessible opportunities for people of all abilities. These facilities aren’t only an investment in making accessible recreation facilities for all residents, but an investment in the city’s future. Dahlonega’s parks and trails master plan has been recognized with a national award, the NADO Impact Award, for its diversity of services and programs. Future plans for Dahlonega’s parks include extended nature walk trails that connect parks together, a waterfront boardwalk and a fishing pier. “As a tourist destination, we hope to create attractions and recreational activities in our city that everyone may enjoy for generations to come,” Alexander said.
WE MAK E A LOT OF THINGS . COC A- COL A , ORGANIC TE A ,
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City Spotlight
Parrott, Georgia
You can find a little bit of the Old West in Southwest Georgia when you visit Parrott. The small city outside of Albany was a filming location for “The Long Riders,” a 1980s Western film. The cast is packed with familiar faces, as multiple sets of celebrity brothers played brothers in the film. The cast includes David, Keith and Robert Carradine; Randy and Dennis Quaid; and Nicholas and Christopher Guest.
POPULATION:
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MAYOR:
Gregory Satterfield GMA DISTRICT:
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Parrott has another Hollywood connection in hometown girl Joanna Moore. The late actress was born in Parrott and went on to act in more than 80 film and television roles. Her credits include “Perry Mason,” “Gunsmoke,” the “Andy Griffith Show” and more. She was also the mother of Oscar-winning actor Tatum O’Neal. An unexpected slice of Hollywood history is closer than you think in the city of Parrott!
Griffin’s EDIT Program Fosters Connection BY BECCA J.G. GODWIN
For the first time in Griffin’s 181-year history, city employees have certified a plan to promote diversity and inclusion within its workforce. THE EMPLOYEE DIVERSITY INCLUSION TEAM, or EDIT, was formed in September 2020 after cities across the nation demanded attention for institutional and systemic racism and violence against Black people. As tensions rose in Griffin, it became clear that city leaders could benefit from participating in a facilitated discussion about race. Former City Manager Kenny Smith contacted the University of Georgia’s J.W. Fanning Institute for Leadership Development through the Archway Partnership, which Griffin-Spalding County has been a community of since 2015. Griffin Mayor Douglas Hollberg described the intensive two-day workshop as highly emotional — but worth it. “I’m just proud that our city employees were able to come together and discuss the hard issues that our organization faces and being open to the idea of just having a conversation, a simple conversation about what’s right, and what’s wrong, and how we can be better,” said Hollberg, a self-described “white, middle-aged male.” Other city leaders who want to make changes, he said, can start by being supportive and allowing the dialogue to happen. “If we focus on being humble, serving others and loving everybody, no matter what our differences are, our communities will be better in the long run,” Hollberg said. Jessica O’Connor, who became Griffin’s first female city manager in April, recalls workshop participants being asked tough questions, such as whether they’ve ever treated someone differently because of their skin color.
“It was sort of eye opening, and we realized that there are so many cultural differences,” said O’Connor. “And so, we didn’t know how our community was really addressing that amongst each other.” These conversations birthed EDIT, which consists of nine employee volunteer participants across different departments. The team used a survey to outline goals such as adopting a diversity and inclusion statement, implementing training programs, reviewing hiring practices and creating the “ONE Griffin” brand campaign. The city also commissioned a downtown mural honoring Griffin native Janet Harmon Bragg, the first Black woman to hold a commercial pilot’s license. It was designed by community partner Brian Keith Miller, who has been the city’s citizen engagement specialist for six years. “We’re not too far removed from a really ugly time in America’s history,” Miller said, adding that his mother was a student when the school system integrated in Griffin. He believes EDIT can be proactive about meeting underserved needs, like providing Spanish-speaking assistance. “I think when I was hired, they thought I was a good person for the job, but it was really an afterthought in terms of me being a minority and what that would mean to our community,” Miller said. “(EDIT) is just a way to be more intentional about those things, and a way for employees to have more conversations about what’s important to them, and how we as a city, as a community and as an employer can meet people where they are.”
Experts Share How Cities Adapt to Change Cities across the nation are seeing great shifts in the workforce due to technology, changing demographics, a global pandemic and the call for more remote work options. GEORGIA’S CITIES CAUGHT UP WITH Douglasville City Manager Marcia Hampton who is also the International City/County Management Association president, and Stan Brown, GMA Member Services Consultant and American Public Works Association President, to uncover some workforce trends they are seeing. GC: What top two trends or changes have you seen in the municipal workforce? What successful strategies have you seen cities implement to manage these changes and employee retention? MH: One major trend is tenure. Municipal employees are on average staying three to five years or less. The cost of turnover is hitting all government services. The second trend is a highly skilled work force. We are getting employees who have an educational attainment far
higher than I have seen in the past 20 years of local government. This forces higher wages and expectations for performance and delivery. I’ve seen cities utilize tools such as sign on bonuses, housing allowances, flexible schedules and a variety of other means to attract and retain talent. In Douglasville, we have heavily tapped into our internship and fellowship programs. We believe those just starting out in their careers that specifically seek out interest in local government are prime candidates for long-term interest in local government. SB: The two trends that I’ve seen are the employees’ desire for more work/life balance and more effective communication. Today’s employee doesn’t always see work as the thing that defines them, but that it is just a part of the overall life experience. To assist in keeping work in perspective with family, friends, and other life continued on next page
passions, cities can consider alternate work schedules, telecommuting policies, more social interaction and creative efforts to insert “fun” in the workplace. As for communication, “one size-fits all” does not work. City leaders should consider staff web portals, community service projects and team building events to strengthen relationships that can lead to better flow of information. GC: Have you seen “unintended” efficiencies that resulted from changes implemented due to the pandemic? MH: The best unintended efficiency that I have witnessed is a revaluation of how to provide services. The pandemic gave everyone an opportunity to take a step back and force efficiencies in all areas. SB: I’ve found that through remote work, employees seem to deal with life distractions in a more flexible way while still getting the job done – which after all is the goal. Also, virtual platforms have brought our workforce closer and encouraged more interaction. GC: What new ways have cities had to learn to compete with the private sector for top candidates? MH: For years, cities were able to boast about benefits offerings such as healthcare and retirement offering that were superior to the private sector. Currently potential candidates aren’t as interested in those things as they are environment and culture. Local governments are forced to educate potential employees about the intangible benefits of local government, such as giving back, community service, and building and maintaining quality life for today and the future. SB: One of the most effective ways to compete for top candidates is to focus on the service aspect
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of working for the city. Public service is more than a job—it’s a calling. Recruitment for the top candidates should focus on how the candidate can make a difference in the community and have a true impact on the lives of others. Competitive pay and benefits as certainly important, but a culture that values and engages employees and truly strives to provide the workforce with the tools for success are likewise important. GC: What’s the most significant change you expect for your city’s workforce in the next two years, and how are you preparing for it? MH: As a long-term employee of the city, I’ve witnessed many employees that I know retire or move on to other careers and/or local governments. I am preparing for this by educating my elected officials and department heads about how to survive and understand turnover. Turnover is not always a bad thing. It can be chaotic if not managed properly. We must fiscally plan for it as well as prepare our workforce for it. Employees will have to be crossed trained and ready to take over at a moment’s notice as the wheels of government continue to move. GC: What advice would you give to cities about managing change in the workforce? MH: My advice is to accept the current climate, make the most of it and prepare for its impact on today and the future. SB: I’d advise cities to remain flexible, focus on how you communicate, recognize generational differences and strive for diversity, equity and inclusion. We should always keep in mind that it’s our differences and uniqueness that make us stronger. I’d also recommend fostering a culture of work-life balance, communication and career development. Showing your workforce that you truly care about them makes all the difference.
INSIDE GMA
GeorgiaForward Seeks Young Gamechangers Host Communities THE YOUNG GAMECHANGERS PROGRAM IS A unique leadership action program that brings 50 young professionals from across the state to work on the persistent challenges of one Georgia community. In 2022 the Young Gamechangers will be hosted by Dalton-Whitfield County. Dalton will provide the class with four “Challenge Questions” addressing a significant overarching need or opportunity in the community, and the Young Gamechangers will spend six months developing specific, actionable recommendations for the community. “Number one, obviously we’re excited about the recognition around the state that we’re hosting this project,” said Dalton Mayor David Pennington. “And obviously it’s going to be interesting to see what other people coming into our community think about what we’re doing in Dalton. We hope to get some new ideas as far as marketing our community.” The Young Gamechangers program gives host communities the opportunity to discover new leaders in their own community as well as learning from young leaders across the state. “Young Gamechangers are civic-minded individuals with big-picture mindsets and a willingness to learn. Applicants are welcome from every industry, background and corner of the state,” said GeorgiaForward Managing Director Brenda Belcher. One-third of the Young Gamechangers class is selected from the host community, one-third from the Atlanta metro region and one-third from greater Georgia. “Class participants tackle real community and economic development issues with colleagues from
across the state, each bringing in the different experiences and ideas. Young Gamechangers also build up their own leadership and civic engagement tools, such as collaboration, compromise and negotiation,” said Belcher. “The timing is perfect for the Young Gamechangers program to come to the city of Dalton to bring fresh ideas and perspectives as our community continues to grow and evolve,” said Dalton City Administrator Andrew Parker. “There are so many exciting projects taking place within the city over the next few years, and the Young Gamechangers will help us continue to think critically to best position the community for long term success.” A successful Young Gamechangers program is built on: broad community support and buy-in; a strong and collaborative relationship between city and county government; and an openness to big new ideas. Host communities are responsible for raising a minimum of $75,000 in sponsorship dollars for the program. Up to $25,000 can be in-kind donations in the form of hotel rooms, meeting space, meals and transportation. Previous Young Gamechangers host communities are Americus-Sumter County, Dublin-Laurens County, Douglasville-Douglas County, Augusta-Richmond County, LaGrange-Troup County, Milledgeville-Baldwin County, Albany-Dougherty County and Monroe-Walton County. Contact gacities@gacities.com for more information.
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Ball Ground Achieves GACP Certification The small North Georgia city of Ball Ground has made big strides toward state certification, becoming the third in the state to earn the new Risk Reduction Certificate from the Georgia Association of Chiefs of Police (GACP). “FOR OUR COMMUNITY, IT MEANS THAT WHILE we are served by a relatively small department, we are served by a department that has extensive professional standards, is well trained and understands its unique role in the community,” Ball Ground Mayor Rick Roberts said. The new certificate is a steppingstone in the Georgia Law Enforcement Certification Program, which encompasses a checklist of 140 elements and requires a considerable staff commitment. Only 20 percent of law enforcement agencies in the state have completed the rigorous certification process. GACP and the Georgia Interlocal Risk Management Agency (GIRMA) developed the Risk Reduction Certificate to give departments the opportunity to review internal processes, meet current standards and reduce risk, while advancing toward the end goal of state certification. The Risk Reduction Certificate addresses activities most likely to result in a Georgia law enforcement agency being named in a lawsuit. Participating departments reduce potential liability by implementing operational procedures, training, documentation and 24
supervisor review requirements that meet established professional and legal standards. “The program provides police departments with the tools to assess high-liability areas of operations, increase the level of professionalism and promote trust in the community,” said Dan Beck, Director of Local Government Risk Management Services (LGRMS). “It’s more important than ever for departments to demonstrate a commitment to excellence in law enforcement, so we encourage all eligible agencies to participate in the Risk Reduction Certification Program,” he said. Ball Ground Police Chief Byron Reeves said the certification process was not difficult, other than finding time for administrative work while serving a community of 2,000. It was well worth the effort, he said. The process prompted him to update important policies, such as Use of Force; instilled confidence in existing policies; and established a clear pathway for the department to achieve state certification. “We’re continuing to grow, and it’s getting better and better,” Chief Reeves said.
Risk Reduction Certificate Requirements Police departments must meet minimum standards in 10 areas including: • Human Resources • Property and Evidence • Vehicle Operations • Search and Seizure • Use of Force and Response to Aggression • Arrest • Off-Duty and Extra-Duty Employment • Other Equipment • Persons Experiencing Mental Health Issues or Persons with Diminished Capacity • Multi-Jurisdictional Task Force Georgia law enforcement agencies must participate in GIRMA to be eligible for the Risk Reduction Certificate Program. If a law enforcement agency receives the certificate, they will receive a 5-percent discount on their GIRMA Law Enforcement Liability Coverage, and the agency will be recognized as achieving the GACP Risk Reduction Certificate. Resources include a master policy manual, risk reduction resource manual, assessor worksheets, and other helpful items. The certificate is good for two years.
For more information, visit gachiefs.com/risk-reduction-certificate-program or contact Dan Beck at 678-686-6280 or dbeck@lgrms.com.
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GCS Teams Up With Municipal Golf Courses Did you know there are 68 public golf courses in Georgia? IT’S TRUE, AND ON MONDAY, OCT. 18, MORE than 100 golfers will gather at the Sugar Hill Golf Club for the 2021 GMA Golf Tournament to benefit Georgia City Solutions (GCS). “We are excited that this year’s tournament is sold out and we thank the city of Sugar Hill and our corporate sponsors,” said Kay Love, GCS Managing Director. Proceeds from the annual tournament provides critical funding to support GCS programs and initiatives in the focus areas of municipal workforce development, youth leadership and engagement, and equity and inclusion. GCS and the Municipal Golf Course Advisory Board teamed up in the Exhibit Hall at the recent GMA Annual Convention in Savannah to raise awareness about the annual fundraiser golf tournament and to spotlight the 68 public courses across the state. Many of these courses are hidden gems and are a cost-effective way to enjoy your favorite pastime and support the community. To spread the love and support, the annual tournament moves around the state to different municipal courses. GCS is pleased to announce that the city of Thomasville’s Country Oaks Golf Course will host the 2022 tournament. GCS is also proud to announce its first grant opportunity in the focus area of Youth Leadership and Engagement. Youth councils are one of the most direct ways in which cities and city leaders can engage with the youth in their community. By educating youth on the roles and responsibilities of cities,
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teaching leadership skills and creating youth-led service projects, youth councils can play a vital role in creating healthy communities. Cities that currently have a youth council or youth commission are eligible to apply for a $500 grant to support a youth council program or project during the 2021-2022 school year. This is a competitive grant, and two grants of $500 will be awarded. The application deadline is Nov. 1.
To apply for the grant, go to the GCS website at gcs.gacities.com and click on the Grants tab.
Georgia’s Municipal Golf Courses For more details on a golf course near you, visit: www.gacities.com.
Two Cities Selected for 2021 Georgia Smart Communities Challenge The Partnership for Inclusive Innovation recently announced that the cities of Woodbury and Concord, along with Pike and Spalding Counties, were selected to participate in its 2021 Georgia Smart Communities Challenge, which allows localities across the state to apply for research assistance that empowers them to envision, explore and plan for a “smart” future. AS GEORGIA SMART COMMUNITIES, THE COHORT will work with researchers from Georgia Tech’s College of Computing to expand and enhance connectivity and explore additional applications that will improve their services, efficiencies and cost savings. “What’s really exciting is that this year’s cohort includes small communities that are often left out of large-scale solutions,” said GMA Executive Director Larry Hanson in the announcement of this year’s participating cities. “It is important that our smaller communities be given these types of opportunities, and I commend Georgia Smart for making the effort to reach out and include them.” The community connectivity focus for this cohort aims to link them with the resources they need to pilot relevant smart solutions within the two-year Georgia Smart program. “Communities experiencing gaps in connectivity across the state of Georgia have sought creative solutions to bridge them, and still more communities are seeking answers about how to get connected,” said Debra Lam, PIN’s executive director. “This cohort has taken steps toward being innovative in a collaborative way.”
Woodbury Woodbury has employed an innovative Wireless Internet Service Provider (WISP) network as a publicly owned utility, serving 50 community members. Georgia Tech researchers will assist in the enhancement and
expansion of the WISP network by exploring measurement-driven dashboards for evaluating the end-user experience. They will also explore connectivity needs for the proposed Meriwether County AgTech Center for Innovation (MACI). “Meeting the needs of our ever-changing world requires diversity in thought and a willingness to move boldly into the future,” said Woodbury Mayor Steve Ledbetter. “Our goal is to push beyond the possible and be a part of leading our community and our state into the future.”
Concord With a network similar to Woodbury’s, city representatives and Georgia Tech researchers will work together to advance connectivity in the city through further testing, evaluation and community engagement. Tech researchers will also help Concord explore connectivity applications such as having water sensors available in public facilities for operational efficiency and potential cost savings. “The pandemic underscores just how critical connectivity can be for a community’s economic well-being,” said Concord Mayor John Strickland. “COVID-19 made it clear that the internet is necessary for education, healthcare, and business, as well as access to important real-time information. Working together, small cities and counties can provide solutions that will serve more people at a lower cost.”
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ADVOCACY
Legislative Activity Underway Leading Up to Redistricting Session Georgia state legislators are anticipating Gov. Brian Kemp’s call for a special session on reapportionment in late fall, which could include local legislation. HOWEVER, HOUSE AND SENATE MEMBERS HAVE been busy in the interim focused on issues which could impact municipal governments when the 2022 session begins in January. GMA’s governmental relations team is actively engaged with legislators in policy discussions on annexations and the dispute resolution process, cityhood proposals and usage of the municipal rights-of-way, among others. Be sure to stay up-to-speed on the work underway during the interim between the 2021 and 2022 sessions by subscribing to the Gold Dome Update newsletter.
GMA Recognized by James Magazine James Magazine, which covers Georgia politics and policy, recently ranked GMA in the top six lobbying groups among trade organizations at the Georgia General Assembly. GMA thanks city officials who are key to the association’s advocacy efforts across the state. Hometown Connections Underway GMA’s Hometown Connection program is about creating dialogue with legislators on the challenges and opportunities facing your city. A partnership between legislators and city officials is important. Consider hosting a Hometown Connection with members of your legislative delegation and GMA’s legislative staff, and keep the conversation going year-around. For more information and ideas on how to host legislators contact any member of the governmental relations team. City of Thomson Mayor Kenneth Usry recently hosted a Hometown Connection in conjunction with three legislators and three other cities. 28
From L to R: GMA Director of Governmental Relations Tom Gehl, Senator Max Burns (R-Sylvania), Representative Barry Fleming (R-Harlem), Dearing Mayor Sean Kelley, Harlem Mayor Roxanne Whitaker, Representative Mack Jackson (D-Sandersville), Thomson Mayor Kenneth Usry, and Warrenton Mayor Chris McCorkle.
New Legislative Policy Committee Chairs The GMA Board of Directors has appointed three new policy committee chairs to serve on the 2021-2022 Legislative Policy Council. Thanks to these mayors for their service and engagement with GMA’s advocacy efforts. Environment and Natural Resources Policy Committee Mayor Van Johnson, City of Savannah Public Safety Policy Committee Mayor Kelly Girtz, Athens-Clarke County Unified Government Revenue and Finance Policy Committee Mayor Betty Cason, City of Carrolton
SERVICE
GMA’s Direct Lease Program Serves Cities Since 1991, GMA has worked with cities in Georgia to facilitate the purchase of real estate projects for a variety of project types including city halls, police/fire stations and public parks, theaters and greenspaces among others.
Financing Metter’s Equipment Needs for the Last 25 Years Since 1995, the city of Metter has used the GMA Direct Lease Program to finance a variety of essential equipment including police vehicles, fire trucks, excavators, knuckle boom trucks and computer servers. To initiate a new transaction, the city forwards the quote sheet or invoice for the equipment being financed along with the last city’s last three Comprehensive Annual Financial Report (if not available online). GMA will then forward the formal request to the bank. After approval, GMA prepares the lease supplement (including council resolution) for execution. After forwarding the executed documents to GMA, the closing is scheduled which provides the city the funds for the purchase. The city and GMA have created a seamless working relationship leading to quick execution for Metter’s vehicle and equipment needs.
Closing into a project account also allows the city to lock in an attractive interest rate rather than accepting the risk of a higher rate when the trucks are delivered.
Flexibility for New and Used Fire Trucks for Riverdale In 2021, city of Riverdale looked to GMA to assist in financing three fire trucks. Two of the fire trucks were new, while one was built in 2008. GMA worked with a lending partner to provide financing for all three trucks with a seven-year term and a very attractive interest rate. Because the trucks will be delivered throughout the year, GMA structured a project account in which transaction proceeds are placed in a dedicated account available for the city to access as trucks are delivered and paid for.
New Relationship with City of Tennille Many cities that have previously financed equipment through third parties are finding value in GMA’s Direct Lease Program. In 2020, the city of Tennille executed a master lease and closed its first transaction with GMA for a single piece of equipment. The city has since used the program again in 2021 for another project. Initiating a direct lease relationship is an easy process that can then be efficiently used to finance future transactions.
Efficient Execution with City of Griffin Closing its first transaction in 1993, city of Griffin has a long history financing equipment through GMA’s Direct Lease Program. The city has partnered with GMA to finance a number of assets including solid waste vehicles, excavators, fire trucks, street sweepers and a variety of other rolling stock. Griffin’s finance team works closely with GMA staff and our partner banks to anticipate future funding needs and craft the most cost-effective financing structure for each project. Early communication has been instrumental in forging an effective partnership between the city and GMA Financial Services.
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GMA’S MEMBER SERVICES CONSULTANTS AREAS OF EXPERTISE
PAM HELTON, DIRECTOR phelton@gacities.com
TERRELL JACOBS tjacobs@gacities.com
SHERRI BAILEY sbailey@gacities.com
MICHAEL MCPHERSON mmcpherson@gacities.com
478-232-0939
404-295-6247
470-755-1357
404-556-3661
— City Administration, Financial Management and Revenue Administration, Operational Reviews, Utilities, Elections
— City Administration, Human Resources, Credentialing Management, Utilities
— Financial Management, Grants (DCA, HPD, JAG), Contract Negotiations, Capital Improvements, Economic Development
— Intergovernmental Relations, Legislative Process, Municipal Revenues and Taxation, Environmental Resources, Community Development
STAN BROWN sbrown@gacities.com
EMILY DAVENPORT edavenport@gacities.com
ARTIFFANY STANLEY astanley@gacities.com
HERE TO SERVE GEORGIA’S CITIES!
470-553-5248
404-852-1638
404-783-4736
— Strategic Planning, Public Transportation, Public Works, Solid Waste, Fleet Services/ Facilities
— Stormwater Management, Environmental Resources, Community Involvement & Marketing, Downtown/ Main Street
— Certified Human Resources Professional-SHRM-CP, Youth & Internship Programs, Special Event Planning, FEMA Public Assistance Grant Program
— 404-688-0472 www.gacities.com msconsulting@gacities.com
INNOVATION
Cartersville, Garden City Provide Diversity Training to Hundreds of Employees AS CITIES REOPENED AND EMPLOYEES STARTED returning to the office, two city managers almost 300 miles apart had the same vision of providing essential diversity, equity and inclusion training for their cities. “The importance of offering diversity training to city employees was to help employees understand their differences, to improve employee collaboration and encourage them to find ways to work better together,” said Cartersville City Manager Dan Porta. Along with Porta, Garden City City Manager Ron Feldner reached out to GMA to provide some basic training to help employees recognize, accept and celebrate differences. “Garden City believes very strongly as to the importance of diversity, equity and inclusion when it comes to creating a positive and supportive workplace environment for its city staff,” Feldner said. “We sought out this type of training in an effort to educate the city staff, and GMA was an excellent partner to assist us with this important exercise.” GMA Director of Equity and Inclusion Freddie Broome provided in-person training for both cities centered around valuing differences, understanding equity, and creating an inclusive workplace and community where people want to work, live and play. The training highlights the difference between internal, external, organizational, and worldview diversity. “Diversity means differences, and when individuals understand that we are all different, it creates a space
of valuing differences and embracing equity and inclusion,” Broome said. “Diversity is everyone attending the community event, equity is making sure everyone has the same opportunities to observe and participate in the event, and inclusion ensures that everyone is included and has a sense of belonging during the event.” Over 450 employees attended the training between the two cities. “At times, we forget that we are all on the same team; this reminds us to appreciate each other and be mindful of each other as we strive to serve in a complicated society,” said Cartersville Fire Chief Scott Carter. The training concluded by showing a video of the importance of seeing equal, as hugs do not care who gives them, tears do not care who cries them, and love does not care who gives it. “When seeing equal, individuals are more open to creating a space that values differences and fosters relationships,” Broome said. Cartersville Fire Sgt. Andrew Hornick saw the training as valuable for his city and beyond. “This type of training seems to be overlooked,” Hornick said. “This class was a necessary puzzle piece for a successful relationship with others, outstanding presentation and delivery.” Those interested in equity and inclusion training should contact Freddie D. Broome at fbroome@gacities.com. September/October 2021 | gacities.com 31
Training Class Helps City Leaders Understand How to Attract Young Professionals “The future belongs to those who prepare for it today”—this famous quote is one to consider for city leaders looking to attract young workers, entrepreneurs and community leaders. “By 2030, Millennials and GenZ will comprise a majority of the workforce; by 2040, Millennials and GenZ will comprise more than 80 percent of the workforce,” said Newnan Assistant City Manager Hasco Craver. “Strategic public investments in infrastructure and personnel today will bear fruit in the coming years.” Craver is the lead instructor for the “How to Attract Young Professionals to Your Town” training class offered by the Harold F. Holtz Municipal Training Institute, which is operated through a partnership between GMA and the Carl Vinson Institute of Government. Craver taught the first offering of the class during the GMA 2021 Annual Convention and saw a sell-out class. Eatonton Councilmember Janie Reid was one of the inaugural class participants. “We often talk about how to get our young people to come back to live in Eatonton when they finish college or the military,” said the four-year councilmember on why she decided to take the class. “The issue is also personal for me. I have a grown son who lives in Eatonton but works in Covington and he is talking about moving. I want him to stay.” Reid said what stuck out to her the most during the class was the importance of city leaders including young professionals in planning and decision making.
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“The class emphasized the importance of engaging young people,” she said. “I think that is the best tool we can use to help keep our young people here.” During the class, participants learn about the numerous generations currently in the workforce, the events in their formative years and the resulting common characteristics and values each generation cherishes. “The common values of each generation and how they are expressed can inform public officials as to why certain groups enjoy certain projects and programs,” Craver explained. “Attendees leave the first session of the class with a greater understanding of their neighbor. The next session includes a Case Study exercise that requires full attendance, a little humor and a lot of creativity. The last hour of the session is dedicated to learning about specific projects and programs that were designed to attract and retain younger professionals, concluding with a panel of public and private sector officials.”
Rome Commissioner Wendy Davis said the class was eye-opening and taught her a lot about the differences between generations. “The group exercise we had to do was light bulb moment after light bulb moment after light bulb moment,” she said. “I realized that some of the disconnects I have with some of my colleagues are because of the generational differences.” For example, during an exercise about planning a public meeting, Davis said the Boomers in the group wanted a traditional daytime public meeting, while the millennials favored an evening meeting with pizza and beer. “I want there to be a 102 class,” Davis added. “I want us to find further ways to appeal to people and learn how we can better engage young constituents.” She plans to share what she learned with her colleagues. “Young people see things very differently than the way we do in terms of what we are looking for,” Davis continued. “These young professionals are looking for interesting experiences. They don’t want more things; they want to gather, be around people and have fun things to do.” Craver said local governments that sincerely want to attract and retain younger professionals must consider the common characteristics and values that Millennials and GenZ persons hold and be intentional about investments that may attract them.
“There isn’t a magic formula for attracting young professionals to your community,” he said. “The current environment is ripe for appealing to younger professionals, as the modern economy allows for unique work schedules and living arrangements. More specifically, younger professionals working in the modern economy may not need to live in the community they work in, nor are they always required to sit at a desk for 40 hours per week. Understanding the modern economy and those individuals participating in it creates a great opportunity for small cities to capitalize on specific lifestyles that appeal to younger professionals: less burdensome cost of living, tightknit community, safe neighborhoods, opportunities to build businesses, less traffic/noise, interest in wellness (hiking, bicycling, etc.).” Whether big or small, each Georgia community can be a target for young professionals. Craver explained, “It is the responsibility of the local officials (elected, appointed and otherwise interested) to invest in themselves: drawing on their unique offerings collectively.” The city of Newnan employs several young professionals. Craver said he was attracted to come work for the city because he has always had had a powerful desire to work for a public organization that invested in its community, people and places, as Newnan does.
Newnan City Staff
Andrew Moody, ARPA Special Projects Manager, Hasco Craver IV, Assistant City Manager, and Ashley Copeland, Communications Manager
Abigail Strickland, Main Street Manager; Jesse Branch, Special Events Coordinator for Main Street Newnan
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Training Events Scheduled for Late October 2021 and Spring, Fall 2022 Fall Training, Oct. 28-29 The Harold F. Holtz Municipal Training Institute, operated through a partnership between GMA and the University of Georgia Carl Vinson Institute of Government, will hold the two-day Fall Training Event on Oct. 28-29 at the Classic Center in Athens. (All in person classes). Classes are six hours each and the fee for each class is $275. Those eligible for training certificates will receive six hours of credit for completing each class.
Thursday, Oct. 28 8:30 a.m.-3:30 p.m. Downtown Development Authority Basic Training (this class ends at 4:30 p.m.) This class is primarily directed at those who serve on Downtown Development Authorities (DDAs), but it is open to all city officials. Topics include management of downtown as a valuable resource; the role of the authority, board members and staff; DDA laws; and the day-to-day operations of a DDA. *Governing the Commons: Collective Decision Making in Complex Systems (On the Advanced Leadership Track) Making decisions within a single jurisdiction is complicated enough, but relatively simple compared to the complexity of decisions multiple jurisdictions must often make among themselves. In this class, participants explore first-hand some
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of the critical leadership challenges involved in collective decision making, such as: How should such decisions be made? What form should they take? How should they be governed, monitored and enforced? Municipal Long-Term Budgeting This class is intended to serve as a follow-up to Municipal Finance I. Topics will address long-term budget requirements for capital asset renewal and replacement, capital improvements, pension and other employment benefit costs and compensated absences. *Municipal Law This class provides an overview of the major sources of municipal authority and the limitations on that authority, including constitutional and statutory law. Municipal charters and ordinances are discussed, and participants are encouraged to read their city’s charter before attending this class. How to enter into legal contracts is reviewed. This class also provides a basic foundation for understanding the liability and immunity of cities, elected officials and municipal employees. If time permits, this course may also address working with the city attorney.
Friday, Oct. 29 Building Community Capacity Through Tourism It is important to learn about tourism’s benefit to our economy in creating jobs, attracting businesses, developing new attractions, bolstering new market segments, enhancing quality of life and inspiring
creativity. This course will feature class discussions about what local officials can do to create a cohesive community tourism based economy through working with partners; policies that support tourism; navigating through crises, funding sources available for tourism projects; and best practices from around the state. Presentations of real-life success stories will enhance your learning experience and help you think about ways to build community capacity through tourism. *Conflict Resolution This class explores strategies and techniques for successfully resolving conflict through negotiation and mediation. Emphasis is placed on identifying the sources of conflict and the personality styles of the parties involved. *Municipal Finance II This class emphasizes the importance of establishing sound financial policies and provides participants with a better understanding of how to read and understand audited city financial statements, assess the effectiveness of internal accounting controls and manage a city’s cash and investments. This class may be taken before or after Municipal Finance I.
Online, on-demand classes that you can take anytime are still available including: • Capital Improvement Program • Local Government Debt Methods • Open Meetings Open Records • Human Resources: An Online Course for Governmental Officials
Please Save the Date for 2022 Training Events Newly Elected Officials Institute 2022, Feb. 23-25, University of Georgia Center for Continuing Education and Hotel, Athens, GA March 16-18, UGA Tifton Campus Conference Center, Tifton, GA Registration will open in November.
*How Shall We Live? Practical Ethics for Public Life (On the Advanced Leadership Track) Ethics is often seen as something that is lacking in public officials, and therefore must be imposed on them through laws and training. Ethics training may promote awareness and compliance, but it does not promote ethical excellence. In this class, participants explore the advantages and limitations of codified ethics; how values, morality, virtue, character and obligations play out in everyday decision making; why ethical dilemmas arise and how we resolve them; virtues and temptations of leadership; and how public service constitutes a moral and ethical enterprise for public leaders. *This class is on the required list for the Municipal Training Institute Certificate program. Please see the GMA website event listing for more information. Small city scholarships that provide a tuition discount are available for this training event. Please email Aileen Harris at aharris@gacities.com for an application.
Spring 2022 Robert E. Knox, Jr. Municipal Leadership Institute Callaway Gardens, Pine Mountain April 12, April 15, 2022 Two-Day Spring Training, Callaway Gardens, Pine Mountain, April 14-15, 2022 Fall 2022 Robert E. Knox, Jr. Municipal Leadership Institute, Brasstown Valley Resort, Young Harris Sept. 20, 2022 Sept. 23, 2022 Two-Day Fall Training Brasstown Valley Resort Sept. 22-23, 2022
September/October 2021 | gacities.com 35
Georgia’s Cities
Invest in the Future BY NIKKI PERRY
Listening may be the most important thing city leaders can do when planning for the future.
C
anton City Manager Billy Peppers imagines Georgia’s cities to be like the squares in a quilt: each one unique, and some even a little crazy, but all contributing to the beauty of the whole picture. In his former role at the Georgia Department of Community Affairs, Peppers said he realized that cities, though different, face similar challenges and missions. The formula for success is listening to residents, figuring out what the community values and finding innovative ways to make that happen. “If you can get your residents passionate about three or four things you’re working toward, everything else will fall in line,” Peppers said. When the city of Canton asked its residents, “What do you value most?” they came back with a list of eight
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tenets. In December 2020, Canton City Council approved a “Roadmap for Success,” a set of eight principles to guide city decisions for the next 15 years, along with measurable goals and action items. A year in the making and backed by substantial community input, this plan is no dust collector. Every developer who approaches the city receives a copy of the roadmap, signs an affidavit acknowledging that they have read it, and is asked to submit a description of how their proposed project contributes to the roadmap goals. Canton’s “Roadmap for Success” is a snapshot of priorities that many of Georgia’s cities have adopted for the future.
Advancing Regional Economic Success When in her previous role as planning director for the city of Metter, Mandi Cody was searching for a way to connect the dots in her city’s economy. “Agriculture is the economic driver in Metter, but how do you connect that to downtown?” she asked. Food was the answer. “We can become a foodie destination, building off the farm-to-table movement. We can use the ag resources that we have right here in Metter and Candler County,” Cody said. She and economic development director Heidi Jeffers worked with Georgia Southern University’s Business Innovation Group (BIG) to create a business incubator focused on agriculture in their rural, South Georgia community. BIG Director Dominique Halaby said the city worked to “develop a focal area that would galvanize that community and really strengthen the messaging about what could happen in Metter.” Georgia Grown was a familiar brand and concept that people could embrace, Jeffers said. And they have: Even the welcome center on Interstate 16 has been branded with Georgia Grown products and serves as a focal point for the new community identity. “Agriculture touches everything in Georgia and beyond,” Jeffers said. “It’s about creating good quality jobs here, and that’s what our goal is. Whether it’s a clothing company that uses Georgia Grown products, a florist, a logistics company—they are all tied to agriculture.” The Georgia Grown Innovation Center’s first client was a hydroponic agribusiness growing
specialty herbs and lettuces. With access to Georgia Southern University and Georgia Grown staff, as well as each other, businesses have flourished in the center. They have found resources for everything from creating a business plan, to university-based research and development, to networking with product distributors. One year later, participation has far exceeded initial expectations, with 15 businesses in the Georgia Grown Innovation Center and 71 jobs in Metter directly impacted by the program, according to Jeffers. While the center in Downtown Metter provides office space for some, the virtual aspect of the program has expanded its reach across state borders and even into Canada. This opens the doors to new businesses locating in Metter, Jeffers said. Halaby credits the success of the program to the commitment of the Metter city staff and the Georgia Department of Agriculture. “Georgia Grown and their commitment to driving activity and awareness of this facility is truly remarkable. That has been the accelerant to the success of the program,” he said.
September/October 2021 | gacities.com 37
Leading with Excellence Now, as city administrator for Winder, Cody has brought her focus on leadership development and community connection to North Georgia. Building on the exemplary customer service provided by the city’s utility department, the Winder City Council created a new Department of Talent and Leadership Development. “Like a lot of cities, we were facing some succession plan challenges and employee development challenges,” Cody said. “We had some strong leaders at the director level, but building your bench is incredibly important.” Gwen Rice, who was promoted from customer service manager to lead the new department, has begun a program that trains city employees in soft skills and technical skills. Employees in the “Know Your City” program also learn each department’s role, which has the dual purpose of unifying the city staff and enabling them to provide better customer service. “If a resident has a request, or need, or complaint, our team member—regardless of what department they’re assigned to full time—knows what to do and how to get that issue resolved,” Cody said. Cody said that all municipalities, no matter size or location, exist to serve the community. “We are all in the customer service business. That’s what we do in city government,” Cody said.
Celebrating the Diversity in Our Community Serving customers is easier if you all speak the same language. Canton’s early census numbers show that 27% of the population is Hispanic. “There has not been a lot of outreach in the past. But when you’re approaching 27% of the population, it’s critical that those citizens are represented fairly and heard,” Mayor Bill Grant said. “We are successful when every citizen in our city is successful.” Canton’s goals extend beyond translating government communications into Spanish. Grant said the city is integrating the needs of a diverse community into all the goals of the “Roadmap for Success.” 38
One of the first projects is a mini-pitch soccer field, the first to benefit from financial and technical assistance from the Atlanta United Foundation. Community members are directly involved in the construction, maintenance and programming for the field in Harmon Field Park, which will replace a makeshift soccer field in the Sunnyside community. That transitional neighborhood is a city gateway that is being revived through initiatives born in the Georgia Economic Placemaking Collaborative through the Georgia Cities Foundation. “It shows that we are investing in them, and that they have tangible signs that we are putting our money where our mouth is,” Grant said. Peppers encourages city leaders to find their city’s focus by listening to the needs of all residents, and not just the ones who are speaking the loudest. The aging, youth, disabled, or other marginalized groups deserve to have their needs met, as well. “You have to listen to people. You have to go into conversations without any predisposed ideas of what you think will come out of the conversation. You have to be able to hear hard things,” Peppers said. “It’s easy for government to overlook issues that may not seem important to an employee or elected official but are very important to residents, and sometimes those don’t get communicated as easily.” While Georgia overall gained a diverse group of new residents over the past decade, many rural cities lost population. Those city leaders will be challenged to provide government services with fewer resources. Community input, strategic planning and innovative solutions are essential if those cities are to continue providing value to their residents’ lives. In short, they must break the stereotypes of government. “Government has to think not like government,” Peppers said.
TOWNS & THE LAW
Cities, Time to Plan for Housing Issues BY RUSI PATEL, GMA GENERAL COUNSEL
The past few years have been incredibly challenging for people across the country, including local government officials. The economic and public health challenges have caused the number of people who are in dire financial straits to blossom.
ONE OF THE MAJOR CHALLENGES local governments have faced for years has been those issues relating to housing in their communities. Housing issues are not going to disappear on their own and local government officials must plan for the future. Recent court actions reflect the number of challenges local governments are facing with current and future housing issues. During the pandemic, the CDC imposed a nationwide moratorium on evictions of tenants who lived in counties experiencing high levels of COVID-19 transmission. In issuing the moratorium, the CDC had relied upon an old statute allowing them to implement measures like fumigation and pest extermination. In a 6-3 decision, the U.S. Supreme Court held in Alabama Association of Realtors v. Department of Health and Human Services, that the statute relied upon by the CDC did not grant the CDC such sweeping authority. Thus, the Court allowed evictions to resume. Increased evictions, obviously, may increase the burdens created by the problem of homelessness. Two recent federal decisions, one from the 9th Circuit and the other from our own 11th Circuit, highlight some of the many issues presented by the issue of homelessness. In Garcia v. Los Angeles, the 9th Circuit held that a
city measure limiting the storage of personal property in public areas violated the Constitution. The city ordinance in question allowed the city to remove and discard any items that did not fit into a 60-gallon container or was not designed to be used as a shelter. The court held that the city did not have the capability of storing so many items and destroying such unabandoned items would violate the Constitutional rights of the homeless. As a result, the court held that the city must allow for the homeless to store such unabandoned items in public areas. In Fort Lauderdale Food Not Bombs v. Fort Lauderdale, the 11th Circuit reaffirmed that sharing of food with the homeless amounted to First Amendment expression. The city rule banned food sharing programs unless a written agreement was approved by the city. The court held that the rule did not provide guidelines to the official making the decisions in offering reasonable time, place and manner restrictions and violated the First Amendment rights of those wishing to share food with the homeless. These cases and others like them show some of the many challenges local government officials are currently facing and may face in the future when it comes to housing issues.
September/October 2021 | gacities.com 39
C I T I E S TO K N OW :
Mandatory Mask and Vaccine Policies GEORGIA’S CITIES SPOKE TO GMA GENERAL COUNSEL RUSI PATEL ON WHAT CITIES CAN LEGALLY DO IN REGARD TO COVID-19 MANDATES AND POLICIES.
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GEORGIA’S CITIES: What limitations are there for municipalities in having mask mandates? RUSI PATEL: During much of the pandemic, Gov. Brian Kemp had provisions in his COVID-19 Public Health Emergency Orders which specifically allowed local governments which had a case positivity rate of at least 100 cases per 100,000 to impose mask mandates. However, Gov. Kemp ceased to extend the COVID-19 Public Health Emergency on July 1. This action turns all decisions on mask mandates back to a local control question, fully. In terms of imposing mask mandates, obviously, the easiest and least likely to face any challenges are mask mandates for city workers and on city property. The issue becomes a little more politically charged when it comes to mask mandates on private property and with private businesses. On Aug. 19, 2021, Gov. Kemp issued Executive Order 08.19.21.03, which states that businesses, establishments, corporations, non-profits, and other venues and entities may voluntarily implement local regulations which were enacted pursuant to emergency powers of the local government. Cities likely have the police power to mandate masks generally though there has not been litigation in Georgia that has borne fruit to prove this point and the governor’s recent executive order may add new wrinkles and considerations to any such legal analysis.
going through a surge of cases, hospitalizations, and deaths right now due to the delta variant. As a result, on July 27, 2021, the CDC began recommending that fully vaccinated people wear a mask in public indoor settings in areas of high transmission.
GC: What is the current CDC mask guidance? RP: The mask guidance from the CDC does change with the situation. Most of the country, including Georgia, is
GC: What should be in any mandatory vaccine policy for city employees? RP: Any mandatory vaccine policy should include
GC: Does GMA have model policies and ordinances regarding masks? RP: Yes. Last summer, GMA developed a model policy requiring face coverings in city buildings and a model ordinance requiring face coverings in public spaces. Both of those documents can be found on the GMA webpage covering plans to reopen. GC: Are cities allowed to mandate that employees be vaccinated? RP: Yes, the U.S. Department of Justice issued an opinion on July 6, 2021, which clearly states that employers, including local governments, may require employees to be vaccinated, even for a vaccine that the Federal Drug Administration (FDA) has approved under an Emergency Use Authorization (EUA). The Society for Human Resources Management (SHRM) has a model mandatory vaccine policy available for members, though non-members can see a version on the SHRM website.
provisions to allow for those who are able to provide satisfactory evidence that they qualify for an exemption under the Americans with Disabilities Act (ADA). Likewise, any mandatory vaccine policy should provide for exceptions for religious reasons. Both of these considerations are contemplated under Equal Employment Opportunity Commission (EEOC) guidance in great detail, and we would encourage any city seeking to impose a mandatory vaccine policy upon its employees to have its city attorney carefully review this guidance.
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GC: Are there alternatives cities might consider to mandating vaccines that might provide incentives to employees to get
GC: Are cities allowed to offer financial incentives for people in the community to get vaccinated? How about city employees? RP: Yes. On July 29, President Joe Biden called upon local governments to utilize federal relief funding to incentivize vaccination, including offering $100 to those who get vaccinated. In the announcement, the President clearly notes that the American Rescue Plan (ARPA) allows for local governments to use those funds for such incentives. Use of these federal funds for such incentives would not violate the Georgia Constitution’s Gratuities Clause because it would be federal funding which is clearly allowed to be used for this purpose.
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vaccinated? RP: Yes. Employers may seek to have policies which encourage but do not mandate vaccines. For example, a city may require that employees who are not vaccinated must provide a certain number of negative tests to the city’s human resources department each week and/or may require unvaccinated employees to wear masks while vaccinated employees may have a choice as to whether to wear a mask. By eliminating a mandate, an employer can circumvent the necessity to have an analysis of religious or medical accommodations. When considering which incentives or disincentives to utilize it would be wise to prioritize those which inherently protect others from possible transmission of the virus.
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FEDERAL FOCUS
Infrastructure Bill Could Bring Billions in Improvements to Georgia’s Cities The Senate-passed Infrastructure Investment and Jobs Act (IIJA), if signed into law, would make unprecedented federal investments in broadband infrastructure and technology.
THE COVID-19 PANDEMIC HIGHLIGHTED THE stark access gaps between the digital haves and have-nots, and made clear that a reliable, affordable, high-quality in-home broadband connection is a required utility for modern life. Internet access became necessary to safely participate in school, work and socializing; to apply for and access government services; and even to access appointments for COVID-19 tests and vaccines, too many households lacked access because they lived in areas that were not considered profitable for broadband service providers, or because residents could not afford the monthly cost associated with home broadband subscription. The IIJA tackles the digital divide from several angles: • Investing in new broadband infrastructure where it is currently absent. • Making subscriptions more accessible to low-income households where infrastructure already exists.
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• Supporting the work of states, cities and nonprofits to help residents connect to subsidies and gain the technical skills they need to get online. The majority of this funding, about $42 billion of the $65 billion total allocated for broadband, would be directed through the states, rather than directly from federal agencies. While the National Telecommunications and Information Administration would administer and create rules for the program, most of the actual spending decisions will be made by state leaders, who are charged with subgranting the funds for the construction of broadband infrastructure. States are directed to prioritize the use of those funds first in areas considered “unserved” by 25/3 Mbps broadband service according to updated Federal Communications Commission maps (which are still under development to meet new standards passed by Congress in December 2020), then areas “underserved” by broadband, or lacking 100/20 Mbps service. A smaller competitive grant program would be available directly to local
governments and other entities to build middle-mile broadband infrastructure, which helps connect local network infrastructure to the wider Internet.
Closing the Digital Divide The IIJA also takes historic steps to tackle other aspects of the digital divide: the inability of too many residents to afford an in-home connection, and the skills or information gap that prevents even those who can access broadband from choosing to do so, or fully engaging with online activities and services. The bill creates a $14.2 billion Affordable Connectivity Fund to provide a $30 monthly discount to qualifying low-income households for in-home broadband service, a five-year extension of the existing Emergency Broadband Benefit. The bill also establishes new digital inclusion grant programs, which will support the work of states, local governments, and nonprofits to provide technology skills training to residents and assist them in accessing broadband subscription subsidies and discounted devices. However, even these new investments will not be enough to totally close the digital divide in American communities, and Congress still has policy options at its disposal to make a difference during the current session. The budget reconciliation process offers a key opportunity to tackle some of these opportunities. For example, the Emergency Connectivity Fund program, which provides competitive grants to schools and libraries for students, library patrons, and staff to get connected off-site, was not boosted in the infrastructure package. The existing funding stream is not expected to last long, with more than $5 billion in funding requests from schools and libraries already submitted for the $7 billion account. Legislators are debating a boost to this program, which could serve as a key tool for closing the long-term “homework gap” – the inability of some students to fully participate in education because they are unable to complete homework that requires connectivity outside of the school
building, even if school is taking place fully in-person. Congress also neglected to include a dedicated fund for connected devices in the infrastructure package’s digital inclusion and affordability elements. While the Emergency Broadband Benefit offers the option for participating broadband providers to also supply a discounted laptop or tablet to participating households, few providers have taken that option. A dedicated connected device fund will help ensure that disconnected residents – especially those outside the education system, which has more existing streams of funding to support device and equipment access – are able to get the hardware they need to fully access online opportunities. Congress may also choose to provide boosts to other existing federal programs that could support local broadband infrastructure, broadband planning, or digital equity work, such as the U.S. Department of Agriculture’s ReConnect broadband grant and loan program and the Community Development Block Grant. Over the coming days, House committees will lay out spending proposals within their agencies and programs of jurisdiction and cities will gain a clearer picture of where resources are likely to be directed.
Make Your Voice Heard NLC has called on Congress to support these and other priorities in the reconciliation package, and to swiftly pass both the reconciliation bill and infrastructure bill into law. To support these efforts, you can highlight your own local connectivity efforts to your congressional delegation using NLC’s advocacy tools.
See the full article on NLC’s Cities Speak blog at nlc.org.
September/October 2021 | gacities.com 43
August Recess:
Georgia’s Cities Engage with U.S. Senators During the August recess, city officials across the state had the opportunity to build relationships with Georgia’s U.S. Senators and share information about the local perspective on infrastructure needs and other topics. A few examples include: Union City Mayor and Past President Vince Williams, Doraville Mayor Joseph Geierman, and Dunwoody Mayor Lynn Deutsch were invited to participate in a roundtable discussion with local officials and Sen. Jon Ossoff in Atlanta. In Augusta, Mayor Hardie Davis hosted Sen. Raphael Warnock and his staff to discuss the infrastructure bill passed by the Senate and the investments it will bring to the region and the state of Georgia. And in Tifton, Mayor Julie Smith, GMA first Vice President, hosted a roundtable briefing with Sen. Ossoff and a diverse group of local officials to discuss the city’s urban redevelopment project, broadband, housing, education and a number of other topics. During this half-day event, the itinerary included a driving tour of the URA with the senator and a 90-minute roundtable discussion at an elementary school in the heart of the URA with local leaders on issues facing the community and how the federal government can help. The senator brought with him the legislative staffer from Washington, DC who covers infrastructure, along with other key staff. This was an important and unique opportunity for 44
the senator to gain firsthand understanding of the challenges facing this city and rural Georgia cities generally. As he was taking notes, it was evident he was hearing about problems and issues that he was previously unaware of, including chronic flooding in neighborhoods in the city that requires the elementary school to close during heavy rain events; and thinking of how proposals Congress has been working on can be updated to reflect real needs in our communities (e.g., expanding funding for coastal resiliency in the draft infrastructure bill to allow cities across the state to be eligible for federal grants). GMA has remained engaged with Georgia’s senators since they took office in January, encouraging them to visit communities throughout the state during twoday GMA outreach visit to Washington, DC in July with Mayor Smith. “Cities remain engaged with federal officials and remain a trusted voice for leaders in Washington as they continue work on issues cities care about,” said GMA Executive Director Larry Hanson. “These visits to cities in Georgia are an example of how GMA’s federal advocacy outreach to build relationships has tangible benefits for our member cities.”
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Connecting with Georgia’s
Children
By Sara Baxter
Youth
ENGAGE is a series of stories by GMA and Georgia City Solutions that highlights how cities and city officials are engaging and connecting with children and youth in their communities and addressing the issues they face. Each issue will feature excerpts from the ENGAGE stories. To read the full features, visit www.gacities.com.
Two communities find a way to involve their youngest citizens.
When Charlie Wardner was planning his sixth birthday party, he had one unusual guest: Pine Lake Mayor Melanie Hammet. “He felt really comfortable around the mayor because she’d always treated him with such respect,” said his mother, Leigh Scott. Charlie got to know the mayor by participating in the Pine Lake Tots’ Town Hall, a group of children under six that met several times a year to learn about the government and the city. A little further north of Atlanta, the children of Johns Creek created works of art in a campaign called “Share Joy,” an initiative designed to bring a little happiness to school age children who had been shut out of school, activities and their friends because of the pandemic. Making City Government a “Little Less Scary” When Hammet became mayor in January 2016, she wanted to help Pine Lake’s youth learn about the city’s government in a fun, engaging way. She came up with the Kids’ Town Hall.
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“We had four town halls for adults, but nothing for the kids,” she said. “I wanted kids to have ownership in the city and have a voice.” The first Kids’ Town Hall met in fall 2016. Hammet had a plan for each meeting, but no set curriculum. She only had one rule: No parents allowed, hoping to create a space where kids felt free to share ideas. A “Tots’ Town Hall” was also started for children under six, who had to be accompanied by a parent.Hammet’s main goal with both town halls was to create accessibility. In 2019, when the Pine Lake Beach area’s summer opening date was pushed back, a group of kids came to the city council meeting and made their case to return to the original opening date. After they made a presentation and offered to help out, the beach opened on time. “I encourage all small cities to do this,” Hammet said. “Don’t underestimate how powerful the impact can be on kids. And be with them, don’t just let them watch you.” Sharing Joy Through Art The Pine Lake Kids’ and Tots’ Town Halls went on hiatus during the pandemic, but “Share Joy” began because of it.
“We wanted to bring a little happiness and sunshine to families during a time that wasn’t so bright,” said Edie Damann, Johns Creek external communications manager. The city partnered with the Johns Creek Arts Center for the “Share Joy” art campaign, in which school-aged children were encouraged to submit a piece of art. Her advice to other cities? Do it now. “Don’t wait to do these kinds of projects when something bad is happening,” Damann said. “It’s always a good time to share a little joy.”
To read the full article visit the Reference Articles section at www.gacities.com
Improving the Lives of Georgia’s Children and Youth: What’s Next
Strides have been made in the areas of youth engagement and tackling the challenges that plague youth. But cities need to work together and forge partnerships for continued success in this area. Over the past year, GMA has told stories of cities, organizations and individuals finding ways to support and engage young people. Efforts are underway across the state to engage and empower children and youth while addressing the issues that can hinder their success. GMA has engaged with city youth councils for many years. Last year, GMA created the Children and Youth Advisory Council, comprised of city leaders tasked with keeping up with what cities are doing in this area and offering guidance, policy and programming ideas. Now, GMA has another tool in its toolbox: Georgia City Solutions, Inc. (GCS). Formed in 2018 as a 501(c)(3) organization, GCS works to establish and support innovative programs that will positively impact cities and improve Georgians’
quality of life. Youth leadership development is one of its three focus areas ‘Collaboration is the Key’ Bringing cities together to collaborate and share ideas is GCS’s main goal. “We want to take the best practices, replicate them, and give cities the tools and the seed money so they are more successful with a higher impact and less risk,” said Kirby Thompson, Chair of GCS and Senior Vice President, Community and Government Affairs at Truist. While GCS is offering a platform for cities to collaborate with each other, Columbus Mayor Skip Henderson says that it is crucial for city leaders to work together and bring in other partners from the community. “Collaboration is the key,” said Henderson, also a GCS boardmember. “It’s incumbent upon elected officials to be conveners and bring together a number of constituencies.” Bringing Individuals and Organizations Together When it comes to solving issues that affect children – such as poverty, childcare and literacy – East Point Mayor Deana Holiday Ingraham has a lot of experience. She has spent her career as an advocate for youth and education, and is currently a quality program specialist for the Georgia Statewide Afterschool Network. She also chairs GMA’s Children and Youth Advisory Council. “Parents and caretakers are often told what they need to do, but often they aren’t given the resources or guidance to follow through,” Ingraham said. “We need to make sure everyone has access to that. Cities can help restoratively connect the dots to resources.”
To read the full article visit the Reference Articles section at www.gacities.com
September/October 2021 | gacities.com 47
DOWNTOWN DEVELOPMENTS
GEORGIA DOWNTOWN ASSOCIATION 2021 AWARD PRESENTATIONS AWARD #1 (CO-WINNER) Premier Partner, Monroe – Monroe Walton Center for the Arts The MWCA provides an opportunity for all citizens of Monroe to experience the arts including their beautiful garden with painted sidewalks, sculptures and fountain. This important organization supports monthly art shows and provides local artisans a low-cost opportunity to market and sell merchandise. AWARD #2 (CO-WINNER) Premier Partner, Toccoa – Amtrack Waiting Platform Revitalization Working with the Georgia Department of Community Affairs, Toccoa officials looked at tourism resources and developed a plan to attract “railfans” to downtown. This creative effort has transformed the Amtrak Waiting Platform through substantial funding and community investment. AWARD #3 Main Street Hero, Rome – Ira & Libby Levy Ira and Libby Levy’s presence as a dynamic duo have contributed immensely to Downtown Rome’s success. One of their many projects is a downtown boutique hotel, The Hawthorn Suites by Wyndham. This beautifully renovated 1890’s warehouse totaled over $4,000,000 in investment, created 65 hotel rooms and includes original wood floors, brick walls and a large sky-lit atrium.
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AWARD #4 Premier Special Event, Thomasville – Annual Rose Show & Festival Thomasville is known for their annual Rose Show & Festival. This year’s 100th celebration featured a re-imagined historic parade experience, which adhered to social distancing guidelines. A new interactive experience replaced the traditional parade with larger-thanlife historic photo displays lining Broad Street dating back to the 1920s. AWARD #5 Creative New Event, Braselton – Cravin’ Bacon Walk The Braselton Downtown Development Authority wanted to attract more male shoppers, so a Bacon Walk was created. During this event, each participating business prepared a bacon inspired treat and walkers could upgrade to a VIP (Very Important Pig) ticket which included bourbon tastings. In addition to visiting all the stops, they received entrance into three private tasting rooms in local restaurants for special presentations. AWARD #6 Outstanding Promotional Campaign, Canton – Downtown Canton Cash Mob This promotional campaign was created to support small businesses in Downtown Canton through focused group spending. This included over 2,400 participants and presented the funds in “Publisher
Clearing House” fashion. Each participants agreed to spend $20 at each Cash Mob business and once a participant has cash mobbed eight businesses, they enter a drawing for one of two prizes. AWARD #7 Best Placemaking Project, Cornelia - Fenders Alley/The Yard This $500,000 project highlights the importance of placemaking through strong partnerships with local government, downtown business owners, and stakeholders. In a challenging time, this project helped preserve an iconic downtown business while transforming an underutilized parking area into a vibrant community destination. In creating a new community hub, this project also expanded sidewalks, created a new public greenspace, added on-street parking, and created a new revenue stream for the DDA. AWARD #8 (CO-WINNER) Best Façade Rehabilitation, Bainbridge - Eagle Saloon Suites This project does an excellent job of referencing the history of this unique corner building to create a modern hub in downtown Bainbridge. The exceptional care taken in preserving historical details and restoring elements lost over the decades make this a project worthy of recognition. This formerly vacant building now includes downtown lodging, ground floor retail and more. AWARD #9 (CO-WINNER) Best Façade Rehabilitation, Monroe - John’s Supermarket Renovation This rehabilitation project deserves praise for transforming a car-centric development into a walkable downtown-scaled supermarket and the addition of apartments. This project extends the downtown form, encourages walkability between downtown and
surrounding neighborhoods, and helps preserve and expand a vital local business. AWARD #10 Best Public Improvement Project, Sugar Hill - The Bowl at Sugar Hill This huge public improvement project has clearly transformed Sugar Hill. With high-caliber programming, seasonal events, and exceptional public amenities, this development helps set a new standard for public improvement projects in Georgia. This multiuse space has created a true center of the community in downtown Sugar Hill. AWARD #11 Best Adaptive Reuse, LaGrange – Historic Creighton Davis Building Built in 1875, the Davis Building is one of LaGrange’s oldest downtown buildings. After the north corner of the building collapsed in 2017 and multiple attempts to repair, the city made the difficult decision to allow the building to be demolished. That was until Leon Moody determined that the building could be saved. Today, it is back in use with the potential for loft living space on the second floor. The city also created a pocket park area next to the building, which includes outdoor dining and cell phone charging stations. AWARD #12 Outstanding Community Transformation, Cornelia – COVID Community Transformation Even with the pandemic, downtown Cornelia had an incredibly successful year as businesses were able to adapt and develop creative ways to remain open. In 2020, downtown saw a public/private investment over $38 million with nine public improvement projects and 23 new jobs and the momentum has continued in 2021.
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CITYLITES
Fairs and Festivals October 6-31 Oktoberfest Helen October 9-10 Fall Festival on Ponce Atlanta October 16-17 Concord Country Jubilee Concord The Hogansville Hummingbird Festival Hogansville Annual Concord Country Jubilee Concord October 16 Okefenokee Festival Folkston Olde Town Conyers Fall Festival Conyers PAWfest Lawrenceville Project: WE-R1 AutumnFest Concert Experience Forest Park Autumn Fest Loganville Annual Fall Festival Snellville HartOber Fest Hartwell 6th Magnolia Fines Arts Festival Peachtree City October 23 Acworth Halloween Jamboree Acworth Oktoberfest Perry
Mac & Cheese Fest Lawrenceville Deep Roots Festival Milledgeville AuburnFest Auburn Chili Cook-Off & Fall Festival Madison The Great Pumpkin Fest Canton October 24 Halloween at the Symphony Evans October 29 BOO Fest Lawrenceville October 29-30 Halloween Party Fayetteville October 30 Tailgate at the Depot Lawrenceville Toccoa Harvest Festival Toccoa October 31 Halloween on the Square Adairsville November 6 Chili Cook Off Hoschton Summerville Mini Renaissance Festival Summerville Granite City Fall Festival Elberton
November 11 Veterans Day Ceremony Adairsville November 18 Lighting of the Square Alamo November 13 Springfield Fall Festival Springfield November 20 Catfish Festival Kingsland November 25 Mountain Country Christmas in Lights Hiawassee Lighting of the Tree Locust Grove November 26 Annual Lighting of the Village Helen Lighting of the Square and Tree Dahlonega November 27 Christmas Tree Lighting and Lighted Parade Snellville Light Up Lincolnton Lincolnton Annual Tree Lighting Ceremony Hawkinsville November 30-December 4 Festival of Trees Atlanta
Harvest Festival Lawrenceville
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 VIBRANT VIEWS FROM THE STATE’S HIGHEST PEAK BRASSTOWN BALD IS ONE OF THE FIRST PLACES to see the Georgia’s famous fall colors. Thousands of tourists will head to the very highest point in the state—4,784 feet above sea level—to take in the awe-inspiring view of the surrounding Chattahoochee-Oconee National Forest. Four states are visible from the 360-degree observation deck, and the Atlanta skyline can be seen on clear days. Also at the peak, a visitor center operated by FIND Outdoors offers educational entertainment, a gift shop with Georgia-made products, and a science and history museum. The movie theater is undergoing renovations, according to the U.S. Forest Service. The 0.6-mile paved trail to the viewing platform is very steep. Plan to work up a sweat, or enjoy the
scenery by stopping at benches along the trail. Daily shuttle service is also available during leaf season. Check the shuttle schedule and the weather online before you go. There are live webcams on the north and south sides of the lookout tower! Brasstown Bald is a popular destination for day hikers. The park connects to the Appalachian Trail via Jacks Knob Foot Trail (4.5 miles). The Arkaquah Foot Trail (5.5 miles) ends at Track Rock Gap. The Wagon Train Foot Trail (5.8 miles) ends at Young Harris College. If you plan to visit, take time to explore the nearby cities. Popular tourist attractions include Grandaddy Mimm’s Distilling Company in Blairsville, ArtWorks Artisan Center in Hiawassee, and Cupid Falls in Young Harris. Find more at exploregeorgia.org.
201 Pryor Street, SW Atlanta, Georgia 30303
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Have you used GMA’s COVID-19 vaccine toolkit, yet? The “It’s Worth a Shot” public information campaign was designed to provide all of Georgia’s cities—regardless of their size, location or communications resources—with resources to educate residents about the COVID-19 vaccine. This campaign was launched to contribute to Gov. Kemp’s and the Georgia Department of Health’s goal to vaccinate as many Georgians as possible. “It’s Worth a Shot” is packed with operational details and actionable steps for receiving the vaccine, communications tools to dispel myths surrounding the vaccine and effectively communicate with your entire community.
Through the “It’s Worth a Shot” campaign, you have access to: Talking points in English and Spanish Vaccine Q&A Social media posts
Expert resources Press release templates Editorial scripts PSA scripts in English and Spanish
Vaccine site trackers COVID-19 dashboards And more
Access the toolkit: www.gacities.com/covidvaccine