Cities Named Winners of 2022 Georgia Smart Communities Challenge + City Spotlight: Ideal

September/October 2022 Volume 1 • No. 20

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GMA OFFICERS President: Tifton Mayor Julie Smith First Vice President: Perry Mayor Randall Walker Second Vice President: Madison Mayor Fred Perriman Third Vice President: College Park Mayor Bianca Motley Broom Immediate Past President: LaGrange Mayor Jim Thornton

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Table of Contents

FEATURES GEORGIA DOWNTOWN CONFERENCE RECAP AND AWARDS SUMMARY ........5 HOW TO MANAGE YOUR WORK-LIFE BALANCE AS A NEWLY ELECTED OFFICIAL ...................................................................... 10 CITIES CREATE COMMUNITY THROUGH PLACEMAKING .............................42

CITYSCAPES.....................................................................................................10 + GMA President: Literacy is the Key to a Strong Tomorrow + GMA CEO and Executive Director: Looking To The Future + Expert Editorial: State-City Partnership Opportunities through the Energy Efficiency and Conservation Block Grant Program

CITY DESK ....................................................................................................... 26 + 3 Cities Named Winners of 2022 Georgia Smart Communities Challenge + City Spotlight: Ideal

INSIDE GMA.....................................................................................................19 + Equity and Inclusion Council Meets in Macon + Creating a roadmap to jobs + Young Gamechangers present Big Ideas to Dalton/Whitfield County on September 29 + Learning the Ropes: Mentorship Program Brings Benefits on Both Sides + Making Cultural Diversity Work Training Hosted at GMA Headquarters + Better Together: GMA and ACCG Hold Joint Legislative Policy Council Meetings + Georgia Government Communicators Convene to Learn and Network + 2023 Newly Elected Officials Institute Set For March + Pembroke’s Walraven Elected Municipal Training Board Chair + 2022 LEAN Conference Puts Priority on Preparedness + The Importance of a Hometown Connection + Connect with GMA at Fall District Meetings + Talk it Up Thursday + GMA Cares + GMA Workshops Lay Out Budgeting Process

ADDITIONAL + Towns & Law: Supreme Court Ruling Sides With Sovereign Immunity ...................44 + Federal Focus:Federal Collaboration Focuses on Rural Resource Access ..............46

CITYLITES ........................................................................................................ 48 + Georgia Gem: Morganton Point + Fairs & Fests

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Georgia Downtown Association Honors Excellence in City Projects, Leadership

The Georgia Downtown Association convened in Macon in August to celebrate the achievements of the Peach State’s city governments, downtown development authorities and city staff in continuing to develop innovative and unique programs and places for their communities. Cities large and small were recognized at the GDA Conference’s capstone event, the awards ceremony. From a festival celebrating pollinators to a new boutique hotel utilizing a historic downtown building, the projects recognized by the Georgia Downtown Association show the impact hardworking public servants and private partners can have on Georgia’s cities.

The Recipients of the Georgia Downtown Association 2022 Awards of Excellence are as follows:

Best Placemaking Project: Thomasville – Flaunt 2022: Let’s Play!

Conceived 10 years ago to connect generations, inspire community and expose visitors to new ways of thinking and seeing, FLAUNT is a temporary public art explosion led by Thomasville Center for the Arts. Fueled by the imaginations of local and regional artists, each FLAUNT exhibition takes on a new persona and, in turn, brings fresh new life to historic facades.

Featuring eight public art exhibitions scattered throughout the downtown Thomasville Creative District, FLAUNT2022: Let’s Play! also included interactive game stations, live mural painting, playful photo opportunities and the unveiling of THOMopoly, a local version of the popular Monopoly board game.

Best Façade Rehabilitation: Monroe – The Roe

For years, a key corner in the heart of downtown Monroe sat lifeless, waiting on the perfect buyer with the perfect vision to bring this 1900s beauty back to life. After almost two long years of work amidst the COVID-19 pandemic, what once was an eyesore now shines bright in the heart of downtown Monroe. The Roe is a market with fresh baked bread, wine and a whole-animal butcher, all connecting to a full-service restaurant. This renovation goes far beyond the historic exterior to every detail of the interior, perfectly merging history with new-age art and design. This $1.5 million renovation is not only preserving the rich history of this building, but the history of the local experience.

Best Public Improvement Project: Cornelia – Level Grove Sidewalk Project

Level Grove Road is a downtown district corridor that connects travelers to downtown Cornelia from Highway 441 and Highway 365. It is mainly within a residential neighborhood, but it is also walking distance to Habersham County’s largest employer, Fieldale Farms. This corridor houses many employees and low-income families, many of whom regularly walk to work or downtown shops. The scope of the project included sewer work, storm drainage, new 12-foot sidewalks, crosswalks, streetlights and a newly paved road costing the city more than $1.25 million. The completed project now connects the city from Highways 441 and 365 through downtown Cornelia and up to city limits at the Cornelia City Park and walking trail.

Best Adaptive Reuse: Canton – The Mill on Etowah (Co-winner)

Nestled on 35 acres along the banks of Canton’s Etowah River sits a stunning adaptive reuse development housed in an expansive historic 120-year-old former cotton mill. Once the home of a thriving downtown denim production facility, today The Mill on Etowah boasts a large brewery and taproom, community green-and-screen, restaurants, wine bar, shops, co-working space, dance studio, gym and much more. This 250,000-square-foot destination also features a variety of artwork including a bronze Creek Native American statue, a funky blackbird sculpture, a mural of the Etowah and many artistic photographs highlighting the area’s rich history.

Best Adaptive Reuse:Newtown Macon – Hotel Forty Five (Co-winner)

In February 2022, Hotel Forty Five became the first new hotel to open in downtown Macon in several decades. This 94-room boutique hotel was a the single largest investment in downtown Macon in the past 10 years, totaling $39 million in value. Hotel Forty Five created 73 new jobs to run hotel operations, a fine dining restaurant, a rooftop bar and a coffee and wine bar.

While the economic impact of this project can be quantified by the number of room stays, people employed, sales tax generated and total cost of the rehabilitation, the hope and aspiration this project has brought to Macon’s community is invaluable. This project represents a turning point for downtown Macon and shows that tourists are ready to visit and stay in Macon’s urban core.

Outstanding Community: Transformation – Downtown of the YearMoultrie

Moultrie’s downtown revitalization efforts began in 1989, when it became a Main Street City. As a result of 33 years of dedicated work, a great sense of pride has developed throughout the community. The city has worked with many organizations to enhance the downtown. Many projects have been completed to include a pocket park, the Mule Barn Park, enhancement of the Sportsman Park, enhancement of the Downtown Welcome Center, enhancement of a Covered Breezeway and addition of downtown speakers that cover a sevenblock area with music. These maiden projects have spurred private growth estimated to be over $2 million.

Premier Partner: Warrenton - Area Children’s Theatre, Inc.

Area Children’s Theatre (ACT) was founded in 2006 and continues to give children in the Warren County area the ability to participate in arts free of charge. More than 265 children volunteer for community events, helped complete downtown murals and more. ACT has produced shows like “Romeo & Juliet,” “Comedy Through the Ages,” and “Godspell.” ACT has been a champion for Hometown Warrenton investing over $30,000 into the Cultural Center and other projects.

Main Street Hero: Hartwell – Peggy Vickery

After her retirement from the corporate world, Peggy Vickery has been a catalyst that has revitalized the Main Street organization and community in Hartwell. When Peggy took on the role of Main Street Coordinator, she assembled a group of 40 volunteers and used the relationships she has built over a lifetime in Hartwell to bring people together to overcome obstacles. Some of her work includes overseeing a treescape project, downtown events and engaging and supporting businesses through Covid with a “Shop Small” campaign. Best Creative Fundraising Effort: Rome - Downtown Dog Stations

The Downtown Dog Station Fundraiser was a twopart fundraiser stemming from the desire to have more accessible ways to clean up after dogs in downtown Rome. The first part of the fundraiser was a dog mayor “election,” naming both a canine mayor and mayor pro-tempore. The second phase included downtown business owners, large corporations and more sponsoring pet stations in order to cover costs of signage, waste bags and other essentials to keep downtown Rome clean and tails wagging.

Premier Special Event: LaFayette - The Honeybee Festival (Co-winner)

This community event has grown from fewer than 10,000 attendees in its first year to an astonishing 85,000 in June 2022 – more than 10 times LaFayette’s population. It takes more than 350 volunteers, many of which are our youth volunteers from LaFayette High School, and a diverse group of sponsors ranging from large corporations to hometown small businesses. The event was formed from the belief that the honeybee’s importance in supporting agricultural security and economic vitality draws a close parallel to the importance in creating a community ecology of investment, pride and engagement to sustain the vibrancy of our local economy and citizenry.

Premier Special Event:Moultrie – Lights! Lights! Thanksgiving Night! (Co-winner)

This event features reindeer, pony rides, stilt-walkers, Santa Claus and more than 10,000 lights strung from the top of the downtown courthouse over a nineblock area. It’s magical, and brings a sense of unity and joy to all. On Thanksgiving night, once everyone has enjoyed a meal with their family, the entire town seems to descend into downtown Moultrie. With sounds of the season playing throughout the day and character cutouts staged around downtown, it is the perfect setting to enjoy all of the best parts of Christmas.

Creative New Event: Suwanee – Atlanta International Night Market - Glow in the Park

The city of Suwanee’s population reflects the cultural diversity of metro Atlanta area. Over the years, as event planners work to bring events to match the interests and cultures of Suwanee’s changing demographics, it became necessary to broaden event offerings to represent a variety of cultural backgrounds. Glow in the Park was an established smaller event that brought bright glowing lanterns and a concert to the Town Center Park venue. Attendees are able to purchase lanterns onsite from the Suwanee Welcome Center, and this year’s event raised more than $8,000.

Outstanding Promotional Campaign Suwanee – Suwanee Annual Report

Annual reports can be boring. Suwanee acknowledges this with their creative publications. Past reports have mirrored “The Game of Life,” a comic book edition and 2020’s “Seussical” narrative entitled “How the COVID Didn’t Steal 2020.” The publication bolsters Suwanee’s reputation as a fun, welcoming community that likes to do things a bit differently, while still advocating authenticity and transparency in government. All writing and design are completed by staff in-house.

How to Manage Your Work-Life Balance as a Newly Elected Official

BY CHRIS OBENSCHAIN

Maintaining a healthy work-life balance is important in all careers, but for local elected officials, it’s not always easy. In some ways, it might seem like you’re never off the clock.

YOU’LL LIKELY OFTEN RUN INTO CONSTITUENTS in public, and while talking taxes or your voting record might not be what you planned on doing while making a quick run to the store, for public officials, it’s part of the job.

Balancing the demands of public office and home life can be a particular concern for younger elected officials. Long hours — especially for those with additional full-time jobs —concerned constituents and blurring lines between official duties and private life can all take a toll.

When it comes to running into constituents in public, Bogart Mayor Janet Jones stressed the importance of encouraging them to become more involved.

“I do my very best to listen to their concerns, answer to the best of my ability and then invite them to participate in our city council meetings,” said Jones.

Watkinsville City Manager Sharyn Dickerson believes keeping constituents informed is key to minimizing disturbances in your private life.

“I send out a weekly newsletter that provides information about upcoming votes or other issues that I thought my constituents might want to weigh in on before decisions are made. I also post similar information on my Facebook page,” Dickerson said. “In my experience, this helps head off the late-evening phone calls and workday texts and/or emails, as my constituents feel informed and not caught off guard or surprised about community issues.”

Monroe Mayor John Howard believes younger generations’ schedules can have a significant influence on their work-life balance.

“Baby Boomers and older Gen X leaders see the workday as 8 a.m. to 5 p.m.,” Howard said. “Gen Z and Millennials may never have consistent work hours; work is 24/7 — emails at the coffee shop, meetings over Skype, 3 a.m. texts.”

Nobody can be “on” all the time. However, Howard believes younger officials’ resistance to adhering to a strict schedule, when combined with a focus on priorities, can actually make elected life easier to handle.

“Gen Z and Millennials have a much better natural balance, but do not expect them to adhere to societal norms,” he said. “Not everything is pressing, and we, as leaders, must discern between the needs of public life and needs of our families.”

Young Harris Mayor Andrea Gibby, a 14-year veteran of public office, agrees.

“The most important thing is to create a separation in work and home. Yes, you will take your work home, but you can have boundaries,” Gibby said. “You don’t have to be on every committee. You can say no or appoint people to help.”

Here are some additional tips elected officials can use to maintain work-life balance:

Maximize Your Most Productive Time:

As long as the work happens, it doesn’t always matter when it happens. Everyone has a time when they tend to be the most productive, be it early in the morning, after lunch or at 3 a.m. Use that time to your advantage, whenever it is.

Don’t Forget to Take Time Off:

With everything going on, it might seem like taking a vacation is impossible. But the truth is, taking some much-needed time off will rejuvenate you and will help you be a more productive and better leader. So, in a way, you owe it to yourself (and your constituents) to take that beach trip you keep putting off.

Know When to Say No:

There’s no question municipal leaders have important jobs to do. And while the scope of work may seem daunting, it’s important to know when to say no. Focus on your priorities and what you promised to do. Similar to the point above about taking a vacation, it’s even more important to not take on too much. Arranging priorities is critical for success as an elected official.

Don’t Be Afraid to Ask for Help:

The truth is sometimes you can’t say no. Emergencies can occur and priorities can change. It’s part of the job, so don’t be afraid to ask for help from other municipal leaders and employees. Remember that you’re all in this together. Turn Off Your Phone:

Technological distractions can affect anyone, but the interruptions can be particularly difficult for local elected officials. From angry constituents blowing up on social media to managing the fallout from the latest city council meeting, it might seem like your phone will never stop buzzing. So, turn it off. Schedule a time each day, such as during dinner with your family, that you shut down all electronic devices. That way you can just enjoy each other’s company. Don’t worry, those Facebook comments will still be there when you’re ready to log back on.

No matter how you choose to manage your worklife balance, when things get tough, remind yourself of your motivations for pursuing public office. Then remember that you can’t pour from an empty cup. Taking time for self-care will allow you to be most effective in serving your constituents.

Literacy is the Key to a Strong Tomorrow

BY JULIE SMITH , GMA PRESIDENT

As city officials, most of us would agree that building safe, vibrant, thriving communities that provide a foundation for individuals to succeed is an important aspect of what we do.

WE WORK TOWARD CREATING A high quality of life through investing in our downtowns; parks and recreation programs and facilities; water, sewer and transportation infrastructure; public safety; housing; and arts and culture.

Yet, there’s something else that is a central ingredient to the future success of our communities that requires our attention and investment now. Something that falls outside the traditional day-to-day operational focus of cities. That is literacy. It is key to individual and community wellbeing and to the economic development and prosperity of our cities.

A key literacy metric is third grade reading level. In Georgia, the most recent Kids Count data indicates that 68% of students at the end of third grade are not proficient in reading. Consequently, those students are four times more likely to drop out of high school than proficient readers. That reduces their potential earnings and chances for success in adulthood. They are also more likely to have discipline problems and poor health. As adults, they are more likely to spend time in prison, struggle with unemployment, live in poverty and experience negative health outcomes.

This one key metric presents a significant challenge to our goal of creating communities that are safe, vibrant and thriving. We can, however, play an important role in addressing this challenge locally. First, we must understand that literacy is not just an issue for educators to address. The roadblocks to third grade reading proficiency are complex and require systemic change. While some of the roadblocks are certainly outside the purview of a city, our understanding of them is important.

Second, we must be willing to lead and use our convening power to bring attention to this issue as well as bring local stakeholders together to develop a local plan to address it.

Third, we can support the efforts of local literacy efforts by recognizing them, providing space in city buildings for literacy classes, as well as integrating them into city operations when feasible.

And fourth, cities can participate in Georgia City Solutions (GCS) Mayor’s Reading Club. The goal of this new program is to improve the literacy skills and overall success with early reading for children through encouragement, support and leadership from city officials. Participating cities will receive a starter kit with a program implementation and resource guide, a suggested book list and a copy of Georgia Caroline Visits City Hall, a children’s book developed for the Mayor’s Reading Club.

As we look to the future, let’s not forget that the reading proficiency level of today’s “next generation” is a key element in building communities where we want to live, work and play.

Anticipating What the Future Holds for Georgia’s Cities

BY LARRY HANSON, CEO AND EXECUTIVE DIRECTOR

As city leaders, we are always pressed to deal with the present, with all of its challenges and opportunities.

IT’S EASY TO GET CAUGHT UP in the daily grind. It is our duty as elected and appointed officials to respond to the issues in front of us, whether that be pothole complaints, trash pick-up, overgrown lots, or one of the many other matters that are brought to us daily. We find new immediate challenges when faced with the consequences of a pandemic, natural disasters, an industry closing, workforce challenges, the negative effects of inflation and more. And yet, it is essential that we pay equal attention to the future, and that we plan and prepare for it, to ensure our city’s success.

One of the greatest challenges we face today is recruiting and retaining the workforce of the future. GMA has worked hard in this area with our Municipal Workforce Development Advisory Council and a partnership with the UGA Carl Vinson Institute of Government. CVIOG conducted a survey of local governments and we have used that information to develop plans to assist cities in this critical area. We have a publication titled “Jobs With Purpose,” which is a strategy and playbook with focus areas in employee recruitment, employee retention, pay and benefits and planning and strategic partnerships.

A recent study highlighted for me a key challenge cities are facing as employers. There are four generations in the workforce: Baby Boomers, Gen X, Millennials, and Gen Z. The challenge we face is that they do not see things in the same way. What each values and finds most important as employees is quite different. Baby Boomers place compensation as the ultimate factor in employment, while younger generations tend to weigh money, benefits and professional growth together. Gen Z and Millennial employees prioritize work that gives them a sense of purpose, and while that is also important to Baby Boomers and Gen Xers, it is not always a make or break factor.

Today’s workforce most values flexibility; internal mobility; and diversity, equity and inclusion. We must not get stuck in old ways and refuse to take this into account. To ensure that work is both meaningful and provides a sense of purpose, we need to consider these values when structuring our compensation and benefit plans as well as our work flexibility. As we plan for generational changes in employment, we must also plan for generational changes in what our citizens expect in their quality of life. Citizen engagement has never been more important in creating the sense of place that is needed to develop vibrant downtowns, parks and green spaces, gathering spots and local events centered around local interest. Infrastructure is critical to our future, but so are the quality of life services when people are choosing a place to call home, start a family or open a business.

At GMA, we are here to help you prepare for a bright and prosperous future. Please let us know how we can help you and always know we value your service to your city and to GMA and that by sharing and learning with and from each other, we are stronger and more successful.

The future of Georgia’s 537 cities is bright, and we are excited for what lies ahead.

STATE-CITY PARTNERSHIP OPPORTUNITIES THROUGH THE ENERGY EFFICIENCY AND CONSERVATION BLOCK GRANT PROGRAM

BY CAROLYN BERNDT, MCKAIA DYKEMA, SANDY FAZELI (NATIONAL LEAGUE OF CITIES)

The bipartisan Infrastructure Investment and Jobs Act (IIJA), also known as the Bipartisan Infrastructure Law (BIL), directs more than $1 trillion to infrastructure improvements across the country.

ONE OF ITS KEY CLIMATE-RELATED programs for state and local governments is the Energy Efficiency and Conservation Block Grant (EECBG), which advances energy efficiency, clean transportation and renewable energy projects in communities. While EECBG provides much-needed federal funding to expand state and local efforts in these areas, coordination is necessary among all levels of government and the private sector to address the scale and urgency of the climate crisis, as well as growing energy affordability concerns. Previous EECBG funding provided state and local governments the opportunity to address sustainability priorities through actions such as improving transportation infrastructure, adopting and implementing building energy codes, strengthening electric grid policy and program making, and supporting community-driven climate and resilience planning. The renewed program funding enables state and local agencies to be responsive to their own unique market conditions and community needs. It also establishes a new option to deliver public-private financing options for energy efficiency, renewable energy and zero-emission transportation investments. Importantly, these funds create a platform for local governments to leverage investments together to advance important community priorities.

THE EECBG OPPORTUNITY

The purpose of the EECBG program is to assist state and local governments in implementing strategies that reduce emissions in a matter that is environmentally sustainable and maximizes benefits for the community; reduce total energy use; and improve energy efficiency in the transportation, building and other appropriate sectors.

The $550 million in new funding under the EECBG program will be split between state agencies and local governments. The formula for funds distribution includes 68% for larger cities, 28% for state energy offices, allocations for tribal entities and a competitive program.

Local governments should begin planning and communicating with each other now, and use their representative associations to elevate questions, comments and plans to DOE.

To get started, below are some key considerations for local elected officials and city staff.

• Think about regional impact and how to coordinate among multiple regional jurisdictions or through your metropolitan planning organization or council of governments to maximize the funding and impact of projects. Smaller communities should consider partnering with neighboring jurisdictions to leverage their funds. A successful regional partnership may consider sharing administrative functions of the grant or implementation process. • Consider state agencies as partners. Georgia’s state energy office is the Energy Resources Division of the

Georgia Environmental Finance Authority. • Identify projects that will have an impact in areas of the community that have the greatest need and how the project can meet the objectives of the Biden Administration’s Justice40 initiative, focusing on environmental justice. Ensure that the right stakeholders are part of the project planning and prioritization process, including representatives from these disadvantaged or vulnerable communities. • Consider partnering with the state to leverage the local workforce and prioritize local hiring for EEC-

BG projects.

IDEAS FOR PARTNERSHIP PROJECTS

There is a lot to learn from EECBG projects previously funded under the American Recovery and Reinvestment Act of 2009, which jumpstarted many state and local sustainability and climate action plans across the country. Thirteen years later, states and local governments have built a strong track record not only in planning but also in technology deployment, public-private financing and project implementation, coordination and tracking – a track record that offers promising and impactful examples in preparation for the new EECBG funds.

Clean energy, climate and resiliency planning offers a foundational step for communities to convene stakeholders, explore needs and opportunities, and set forth a path for projects and programs. Some states have provided grants directly to local governments to support community-led planning and clean energy project development. In other instances, local governments may band together for multi-jurisdictional planning and coordination efforts through regional councils or independently to advance a shared purpose.

Innovative clean energy financing programs offer another opportunity for state and local coordination. Commercial Property Assessed Clean Energy (PACE) programs, which leverage state and local property tax authority, are active in 28 states, including Georgia, and many states offer technical assistance and guaranteed energy savings performance contract options for locally-owned buildings.

As both states and local governments begin to consider the opportunities under EECBG and how they may partner to leverage the funding, they should keep in mind how these communication channels can also be leveraged to explore additional opportunities for partnership, such as through other provisions in the IIJA, state appropriations, utility ratepayer funds, greenhouse gas auction proceeds, FEMA pre-disaster mitigation and transportation programs such as the Congestion Mitigation and Air Quality (CMAQ) or Volkswagen Settlement funds.

3 Cities Named Winners of 2022 Georgia Smart Communities Challenge

Atlanta, Athens, Warner Robins recognized for projects partnering with universities

THREE CITIES HAVE BEEN NAMED WINNERS OF the 2022 Georgia Smart Communities Challenge. Atlanta, Warner Robins and Athens-Clarke County were named alongside Henry County as this year’s winners of the program focusing on “smart local development.” In winning this recognition, each community will receive support for projects that leverage applied research, technology and data to further innovation and the 2022 theme, “smart resilience.”

Under that theme, projects addressing topics like disaster response, energy efficiency and public safety were considered for the honor.

“The selected communities submitted strong multi-disciplinary, multi-university research project proposals that aim to advance innovation by leveraging technology and data,” said Stephanie Broxton, the Partnership for Inclusive Innovation’s (PIN) community research manager. “Communities from throughout Georgia were selected to ensure impact across the state.” PIN is a consortium of leaders from the private sector, academia and government that promotes the advancement of technology and innovation across Georgia. The group supports the Georgia Smart Communities Challenge.

Each of this year’s winning projects stem from collaborations between local government and nearby colleges and universities. For the next year, each project will receive financial and technical assistance to support and continue the work of implementing applied research from university partners. PIN will also assist each community with monthly meetings, community engagement and project promotion

“This work is sure to create lasting transformative change, not just for the winning communities, but also for their neighbors and everyone who benefits from this research in the future,” said Georgia Tech President Ángel Cabrera.

The 2022 cohort communities and projects are:

Atlanta

The project will use innovative diagnostic techniques to perform energy audits in Atlanta’s Thomasville Heights community, with the goal of achieving significant cost savings compared to traditional building energy auditing practices. The audits are done with minimally invasive drones equipped with remote sensing instruments to analyze building exteriors. The project is especially timely in the Thomasville Heights community, where ongoing challenges such as acute unemployment and poverty will soon be compounded by the closure of long-neglected subsidized housing. Researchers from Georgia Tech and Morehouse College, and representatives from Focused Community Strategies will work with the city of Atlanta on this project.

Athens-Clarke County

The Climate Resilience Project through Technology and Transportation Innovation will evaluate and improve community preparedness in response to the growing severity of environmental disaster and the region’s increasing population. The project will include the development and deployment of a survey to gauge existing disaster preparedness and resident interest in improving preparedness in their communities. Leaders will engage with the community to create an all-hazards mitigation plan, neighborhood disaster playbook template and strengthened neighborhood-level resource and relationship network. The goal is to minimize risk and work toward providing equitable outcomes for all members of the community in the event of a catastrophic disaster. Researchers from the University of Georgia, Augusta University and Kennesaw State University will work with Athens-Clarke County on this project.

“Athens-Clarke County is dedicated to building a culture of readiness and resiliency for all of our residents,” said Mayor Kelly Girtz. “Through this partnership, I believe we will make Athens-Clarke County a safer, strong and adaptable place to live.”

Warner Robins

The project will develop and test a Citizen Safety Digital Twin for Community Resilience through the integration of a dynamic license plate reader solution with police department investigation practices. The project team will build on previous work to refine an interface that enables the police department to see where crimes are predicted to occur and suggest placement of license plate readers to detect them. This project will help Warner Robins to maximize both deterrence and detection, with the aim of lowering crime rates across the city. Researchers from Georgia Tech and Middle Georgia State University will work with the city of Warner Robins on this project.

“Police departments are under-resourced and understaffed around the nation,” Warner Robins Mayor LaRhonda Patrick said. “The use of technology has been a force multiplier to reduce crime. This grant will give Chief [John] Wagner and the entire police department team the tools they need to provide public safety for our city. This is proactive crime prevention.”

Henry County

The Smart Resilience Decision Support Tool (DST) will be an interactive web-based tool to assist county planners, policymakers and county officials as they assess and explore the impact and potential of new greenspace, warehousing and freight-related infrastructure projects. The tool will help county officials answer the question: How can Henry County reconcile community economic development objectives with quality of life and energy resilience concerns? Researchers from Georgia Tech and Clayton State University will work with Henry County on this project.

“We are so excited and honored that Henry County has been chosen to receive the Georgia Smart Award,” said Carlotta Harrell, chair of the Henry County Board of Commissioners. “We continue to look for ways to improve and enhance transportation for Henry County residents and this continued partnership with Georgia Smart allows us to do just that.”

Equity and Inclusion Council Meets in Macon

Group prepares for launch of Municipal Government Equity and Inclusion Certification Program

THE SECOND MEETING OF THE EQUITY AND Inclusion Advisory Council was held Aug. 10 at the Middle Georgia Regional Commission office in Macon. The council was given up-to-date information about EMBRACE, GMA’s banner diversity, equity and inclusion (DEI) program. Freddie Broome, GMA’s Equity & Inclusion Director, continues to provide customized diversity, equity, and inclusion training for cities on request, in addition to providing basic DEI training as part of GMA’s regular training schedule throughout the calendar year. Broome has provided basic DEI training and technical assistance to over 5,700 local officials and partner organizations since the program’s launch in January 2021.

Following the EMBRACE program update, the council reviewed the measurements and point values for each of the seven areas included in the Municipal Government Equity and Inclusion Certification Program, which launches this fall. Workforce housing; education; health and well-being; public safety and restorative justice; community and economic development; municipal workforce development and employment; and community dialogue and stakeholder Engagement are the seven categories’ cities can use to achieve certification for addressing equity and inclusion. To accomplish the initial certification, a city must apply for at least two categories, with community dialogue/stakeholder being one of the categories. A city can choose from four tiers of certification: bronze (two categories), silver (three to four categories), gold (five to six categories), and platinum (seven categories). To be eligible for recertification, a city must demonstrate that it continues to work toward equity and inclusion in its certified categories.

The advisory council also discussed options for providing discounts to cities that send multiple registrants to a DEI training session and strategies for getting additional cities interested in DEI programs.

The council’s next meeting is scheduled for Nov. 15 in Macon. Creating an ambassador program, which will teach advisory members to deliver the EMBRACE program during mayor-council work sessions, is one of the agenda items that will be discussed.

Creating a roadmap to jobs

University of Georgia partners with Georgia’s cities to address workforce challenges

BY MARGARET BLANCHARD, PUBLIC RELATIONS COORDINATOR, CARL VINSON INSTITUTE OF GOVERNMENT

GEOCITIES ACROSS GEORGIA NOW HAVE strategies and resources for tackling their workforce challenges thanks to research conducted by experts at the University of Georgia Carl Vinson Institute of Government (CVIOG) in partnership with the Georgia Municipal Association (GMA) and its nonprofit, Georgia City Solutions (GCS). The Jobs With Purpose: Georgia Municipal Workforce Development Strategy and Playbook 2022 was presented to the GMA Board of Directors during the association’s Annual Convention in Savannah this summer.

“The report provides a playbook for cities to proactively address workforce needs through investment, planning and strategy implementation,” said Larry Hanson, CEO and executive director of GMA.

The municipal workforce strategy is based on a needs assessment of municipalities across the state that determined workforce challenges and opportunities for advancing workforce development efforts.

“Ultimately, this is about making sure our municipal governments have the qualified workers they need. Cities aren’t immune from labor market challenges, but this work provides an advantage for municipal leaders looking to recruit and retain talent,” said Greg Wilson, an assistant director at CVIOG, a public service and outreach unit at the University of Georgia. “We look forward to assisting municipal leaders in their efforts to build a sustainable, high-quality workforce.”

GMA’s Municipal Workforce Development Advisory Council, comprised of city staff and elected officials as well as statewide stakeholders — including partners from the Georgia Department of Education, the Technical College System of Georgia and the University System of Georgia — guided the Jobs With Purpose initiative.

After analyzing the needs assessment, the advisory council identified a two-pronged strategy for addressing municipal workforce needs. The first prong focuses on statewide strategies, partnerships and investments that GMA and GCS will pursue on behalf of Georgia’s cities.

GMA and GCS will develop resources for cities to promote public service careers, expand the municipal workforce toolkit on the GMA website and provide grants for technical assistance and funding to assist with pilot programs based on strategies found in the playbook.

Shelly Berryhill, chair of the Municipal Workforce Development Advisory Council and Hawkinsville commissioner, said the playbook prompts cities to review current strategies by asking questions such as: What are the best recruiting methods? What benefits do we need to add to be more competitive in today’s environment? Is our pay scale in line with other cities and competing industries?

“Our goal is to help cities find ways to compete for employees and to assist GMA and Georgia cities in supporting this endeavor,” Berryhill said. “There’s more work to do as we further define and implement these steps, but we’re off to a great start.”

The second prong of the strategy focuses on actions city governments can take to address their unique workforce needs. The advisory council identified four strategy areas: employee recruitment; employee retention; pay and benefits, and planning and strategic partnerships.

To illustrate best practices in employee retention, the playbook features the city of Douglasville’s “Promoting Within Policy.” Part of the city’s employee handbook, the long-standing policy allows internal candidates the first shot at newly posted positions within the municipal government. In 2020, approximately 28 employees were promoted through this pathway. Another eight and 16 moved up in 2021 and the first half of 2022, respectively.

Teaa Allston-Bing, Douglasville’s human resources director, said having a written procedure is just the first step in retaining workers; it also requires consistent communication and ample professional development.

“Now more than ever we have to be intentional about not only this policy, but all of our policies,” Allston-Bing said. “When employees see that we hold true to these practices — that we do promote within before we even open up ourselves to the external market — then it becomes a known factor and makes us a great place to work.”

Highlighting the benefits of a robust municipal workforce is also an important takeaway from the Jobs With Purpose playbook for Sonja Fillingame, city manager of Union City.

“The framework goes beyond a ‘supply-and-demand’ issue,” she said. “It goes to the very heart of service delivery — having the bandwidth necessary to provide citizens with high-quality public safety services, infrastructure investment, recreational amenities and more.”

Young Gamechangers present Big Ideas to Dalton/Whitfield County

Topics include new Trail Systems, Infill Redevelopment, and a Workforce Development Pipeline

SINCE THE BEGINNING OF THE YEAR, 45 OF Georgia’s brightest young professionals have been working in Dalton-Whitfield County. They have met with community leaders, toured businesses and schools, visited neighborhoods and parks, researched history and re-imagined the area’s connectivity in their quest to come up with big ideas and innovative solutions to some of the Dalton’s most persistent challenges. Their final recommendations from their hard work were presented to the community on Sept. 29 at The Dalton Convention Center.

The Young Gamechangers are made up of professionals from across the state between the ages of 24 and 40 who work in diverse sectors including business, non-profit, education, finance, media relations, real estate, technology, agriculture, healthcare, politics, marketing and economic and urban development. “Our challenge question focused on redeveloping neighborhoods to attract families that want to live, work, and play in Dalton-Whitfield County,” said Andrew Thomas II, a process engineer at Shaw Industries. “After researching the success of similar efforts around the country, we landed on initiatives that can catalyze growth by redeveloping underutilized community assets.”

The 2022 Young Gamechangers’ recommendations include an outdoor recreation project that could make the North Georgia city more walkable for residents and visitors.

“Although each component of our group’s work is meaningful, I’m most excited about the new greenway project, the ‘Mill-Line,’ which is a proposal to connect downtown Dalton to the Crown Mill,” Thomas said. “As someone who spends a lot of time in Dalton, I can’t wait to see this project come to fruition so my family, along with many other current and future residents, can continually enjoy all the beauty and history Dalton has to offer.”

The Young Gamechangers group took many factors into consideration during their work, including Dalton’s racial, ethnic and socioeconomic diversity. The city is a hub for carpet manufacturing and has a large Latino population, including many who are Spanish speakers.

“[We were] challenged to inspire diverse community engagement in Dalton by empowering everyone, specifically Dalton’s large population of Hispanic residents, to be involved and invested,” said Amanda Brown, executive director of the Dalton Creative Arts Guild. “After asking questions, listening, and collecting experiences from our community at large, our team is excited to propose ideas that encourage sharing with and learning from each other so that we can all move forward stronger – together.”

Next year, the Young Gamechangers will be focused on another great Georgia city.

If you or someone you know would like to apply to be a Young Gamechanger, the online application is online at georgiaforward.org/younggamechangers.

Learning the Ropes: Mentorship Program Brings Benefits on Both Sides

As part of GMA’s commitment to expand cost-effective learning and networking opportunities for elected officials, GMA offers a mentoring program to help newly elected officials acclimate themselves to their new roles.

LOCAL GOVERNMENT IS A COMPLEX AND constantly changing environment, which can be overwhelming for a mayor or councilmember taking on that new role for the first time. Through GMA’s mentoring program, elected officials can obtain support, guidance and encouragement from seasoned officials willing to give of their time. Many of the mentors were once mentees of the program and know the benefits they received from their mentor. Therefore, they are very excited to sign up as a mentor once they have achieved four years in office, to offer that same knowledge to their assigned mentee.

As part of the mentor program, mentors and mentees are encouraged to meet with one another in their prospective cities, to share the good things they have going on in their communities, to share how their cities operate and to build relationships with each other. They also correspond monthly and whenever they need support. It is not just the mentees that gain from this program, the mentors express that they get as much knowledge from their mentees as they give. It is a beneficial program for all.

If you would be interested in becoming a mentor or if you are within your first two years of service and would like to be assigned a mentor, you can find more information on GMA’s website under “Training & Education” and “Mentoring Program.” You can also reach out to Sherri Bailey at sbailey@gacities.com.

“This program is amazing. I was matched up with JoAnne Taylor who was running for mayor while she was my mentor. Even still, she made time for me and truly cared about my elected official experience. She was also really helpful with current challenges we were facing and ordinances we were discussing. She was more than happy to share stories of how her town navigated similar situations. I am so grateful for her time and wisdom. And now I have a friend in another city in Georgia. “

— AMANDA MOONEY, COUNCILMEMBER, WINTERVILLE

“My Mentor is Mayor Van Johnson of Savannah. The mentoring program was both beneficial and rewarding. I was able to depend on Mayor Johnson for solid leadership advice as I adjusted to the role of a newly elected official. The GMA mentoring program gives you the opportunity to have a person that can provide some expertise and knowledge on issues or concerns that you might be experiencing as a newly elected official.”

— FRANCINE SCOTT, COMMISSIONER, AUGUSTA-RICHMOND COUNTY

“As a newly elected official, the GMA mentorship program served as a great resource that enabled me to step into my new role and hit the ground running. Having a mentor helped me to focus my priorities and set first-year goals that I would have never thought about or considered before. Some things you can’t simply learn or understand just by reading, or attending training. As an elected official, relationships are critically important. The mentor/mentee relationship is the first of many in learning how to navigate through and in an arena where there are so many existing relationships. The insight from my mentor Phil Bynum helped me tremendously. His mentorship and experience gave me a real life example to follow. His candor, willingness to share his own experience and wisdom are all qualities that I’ve learned.”

— LISA JAMES, MAYOR PRO TEM, ST. MARYS “The GMA mentorship program was truly a blessing to me. I won in a special election to fill my dear friend’s term after his passing, so I was already anxious and wanting to ensure that his memory and legacy lived on and that I made him proud. My mentor welcomed me with open arms and took my calls regardless of the time of day or night I called. We have become friends often sharing about our grandchildren. She was always encouraging and pointed me in the right direction. It was good to have someone with her years of experience to counsel me on matters that were at that time, out of my wheelhouse. Many days I thought to myself, ‘What have I gotten myself into?’, but her words of assurance that I was equipped to do the job helped me weather the difficult times and I’m grateful for her and this program. I would encourage any new councilmember to take advantage of this mentorship program. “

— CERETTA SMITH, COUNCILMEMBER, GROVETOWN

“I was paired with Commissioner Marian Solomon-Grimes from the city of Waycross. From the beginning, Commissioner Solomon-Grimes was kind, approachable, professional and knowledgeable. She was candid, she provided insight and guidance. The transfer of knowledge shared by Commissioner Solomon-Grimes and her expertise about local government was invaluable.

The mentor program afforded me an opportunity to have one-onone access with an experienced local government official. Commissioner Solomon-Grimes and I have developed a lifelong friendship.

I would like to express my sincere appreciation to Commissioner Marian Solomon-Grimes for participating in the Mentor Program and her friendship. I would like to thank GMA for offering the Mentor Program, I have truly benefited. “

— L.CARLA GIBSON-WRIGHT, COUNCILMEMBER, ALAPAHA

Making Cultural Diversity Work Training Hosted at GMA Headquarters

New Course Debuted in 2020

AS PART OF GMA’S WORK TO FURTHER EQUITY and inclusion in Georgia’s cities, the association is hosting a daylong Making Cultural Diversity Work training at its headquarters Oct. 20.

The class was first offered in fall 2020, as GMA began to ramp up its equity and inclusion efforts. Cultural diversity training is essential because our country, states, cities and organizations are made up of individuals from various cultural, racial and ethnic groups. In this course, participants learn how to build connections across identity lines and facilitate an environment that is welcoming and considerate of all. As we work to improve relationships within our organizations and communities, it is critical to leverage the strength of diversity, become inclusive leaders and facilitate essential conversations within our groups. These skills will lead to collaborative efforts that ensure efficient and effective government.

The last day to register for this training is Oct. 18. Those traveling from out of town can book a room at the Holiday Inn Express and Suites Atlanta Downtown at a reduced rate. Visit gacities.com for a link to the room block, or ask for the Georgia Municipal Association block when calling the hotel.

Better Together: GMA and ACCG Hold Joint Legislative Policy Council Meetings

NOAH ROENITZ

City, county leaders find ways to work together on top issues

ON SEPT. 7, THE LEGISLATIVE POLICY COUNCILS (LPC) from the Georgia Municipal Association and the Association County Commissioners of Georgia met in the consolidated city-county of Columbus. True to the jurisdiction of the venue, this joint meeting was born out of a spirit of collaboration and duty to best serve. This meeting marked the third iteration of this event and works to drive home the sentiment that city and county officials have far more in common than they do differences.

‘We want the same things, more local control - less preemptions and unfunded mandates.’ – GMA LPC Chair - Mayor Randall Walker of Perry Georgia

To head off the meeting, city and county officials heard from several speakers who outlined key facts and figures pertaining to growth in the state of Georgia. These discussions were headed off by Jeffrey Dorfman, the state fiscal economist of Georgia, who presented on the economic outlook within the state with a focus placed on regional differences. Officials next heard from Taylor Hafley, an applied demographer with the Carl Vinson Institute of Government (CVIOG) who presented on Georgia’s changing demographics and how they are affecting growth.

Following Taylor was Carmen Chubb, president of Columbia Residential, a workforce housing developer who spoke on the impacts of growth and shifting demographics on communities in the state, and in turn how those inform development practices. Mike Carnathan, manager of the research and analytics division at the Atlanta Regional Commission, followed, addressing the state of housing in Georgia with a focus on affordability and the role local governments play. Rounding off the presentations was Katherine Moore, president of the Georgia Conservancy, who spoke on the role of placemaking in informing development practices from a local government standpoint.

The focal point of the meeting was on the facilitated activity by the University of Georgia’s Carl Vinson Institute of Government. CVIOG’s Mara Shaw and Suzette Arnold lead the local government officials through a series of collaborative exercises which required these leaders to answer key questions among their co-mingled groups. These questions challenged officials to think about solutions to rural emigration, relationship building, and public service at large.

Following the activity, the meeting was concluded by remarks from GMA President Julie Smith (city of Tifton) and ACCG President Melissa Hughes (Tift County Board of Commissioners), as well as GMA CEO and Executive Director Larry Hanson and ACCG Executive Director Dave Wills.

Above all, the meeting showed the strength in unity of our organizations and the power local governments can wield when aligned.

‘We have all been elected or appointed to serve our constituencies and I am proud to participate in this meeting to proclaim that our local governments will be stronger because we are committed to working together.’ – GMA LPC Chair - Mayor Randall Walker of Perry Georgia.

Georgia Government Communicators Convene to Learn and Network

More than 60 city and county communicators from around the state gathered in Columbus, in August for the 7th Annual Government Communicators Conference, presented by the Georgia Municipal Association and the Association County Commissioners of Georgia.

PARTICIPANTS KICKED OFF THE CONFERENCE with a golf cart tour that showcased recent city development along the Chattahoochee River and uptown Columbus.

The opening session featured veteran news reporters Mark Rice of the Columbus Ledger-Enquirer and Mark Winne of Atlanta’s WSB-TV. Both journalists encouraged the communicators to build relationships with local media representatives.

Brookhaven Communications Manager Ann Marie Quill provided graphic design tips using Canva and other apps. In her Diversity, Equity and Inclusion session, Decatur Communications Director Renae Jackson discussed the importance of inclusive communications and engagement. She invited communicators to create a plan to engage diverse audiences in their communities.

Atlanta Police Department Public Affairs Director Chata Spikes gave real-life examples of dealing with the media during a crisis. Fulton County Digital Communications Supervisor Marcell English shared ways communicators can create a digital and social media content plan. Douglasville Digital Media Manager Steve Jones provided tips on creating a local government podcast and produced a podcast during the conference. In his interactive session, IKON Filmworks Managing Partner James Hammonds gave some best practices and applications to capture amazing photos and videos with a cell phone. Other session topics included open government and social media and messaging on American Rescue Plan Act fund usage.

Fayetteville Public Information Officer Danny Harrison said the Government Communicators Conference

Photo captions: WSB Reporter Mark Winne encouraged communicators to build relationships with the media. Atlanta City Police Director of Public Affairs Chata Spikes gave tips on managing a crisis. East Point Public Information Officer Shannon Wiggins and Douglas County Communications Operations Manager enjoyed the networking and informative sessions the conference offered