OCMA is looking for a dedicated leader to Chair the Professional Development and Education Committee. Among other responsibilities, the most important role of this committee is to plan OCMA Annual Conferences.
If you are intersted in Chairing the Professional Development and Education Committee, please send the following two items to the OCMA Secretariat at ocmaohio@gmail.com by September 30, 2022.
1. Letter of Intent
2. One-page resume
One of the best ways to facilitate the transition of older workers to younger ones, is to ensure your organization has the technological infrastructure the incoming generation expects and can build upon.
Lampadedromia
The “passing of the torch” is an idiom that many of us have heard and even seen before. The ancient Greeks may have best depicted the art of “passing the torch” through their ancient Lampadedromia race. In the race, runners held a torch and passed it on to the next runner until the final member of the team crossed the finish line. The prize was awarded to the first team to reach the finish line with its torch still lit.
More modern forms of the famous relay have made their way into our track and field and other Olympic events. While fast runners are essential, the transition of the torch or baton to the next runner is just as important. Failing to have smooth transitions will lead to failure.
The Local Government Workforce is Aging
We are at a critical transitional moment with our local government workforce today. According to the Bureau of Labor Statistics, more than three-quarters of public sector workers are 45 or older. As baby boomers retire, the number of workers per retiree will decline sharply, causing a loss of experience and institutional knowledge.
Modernization
So how, exactly, can local governments prepare for this inevitable transition? Outside of recruiting, mentoring and cross-training, one of the best ways to ensure the successful “passing of the torch” is to build systems and invest in platforms that empower employees to face the demands of tomorrow. Having modern tools already in place will help the incoming younger generations close the inevitable skills gap and help them build upon the legacy you have dedicated your career to.
When it comes to public service, local governments are increasingly being asked to do more with less. This has made modernization efforts more pressing than ever before. Recent surveys show that most local government organizations are not keeping up with the need for technological modernization. Local governments tend to be traditional and are more likely to resist shifting from older processes that have been entrenched for decades simply because “it worked before.”
Although the concept of modernization is in no way unique to the public sector, it has a particular meaning in local government. For cities and counties facing a rapidly-changing world, modernization isn’t just about better customer service or greater efficiency. It’s about being able to anticipate the needs of your citizens and provide them with the services they want now and will want ten years from now.
The National Association of State Chief Information Officers President Denis Goulet recently advocated for modernization through cloud technology. In addition to investing in cybersecurity, Goulet said, “States should invest in cloud services for these modernization efforts, which reduce complexity, enhance security and ensure that no unused services are kept active. While this may be more difficult in less centralized IT environments, operating systems that continue to rely on outdated technologies simply cannot meet the future demand for increased digital services and the delivery of critical services and benefits to our citizens.”
A modern-day cloud-based solution can provide local governments with the tools they need to operate more efficiently. Some of the most significant potential benefits of moving to the cloud include:
Strengthen Security
A breach might make critical data accessible to criminals or even halt business operations. Local governments are becoming more frequently the target of cyberattacks like ransomware because their outdated systems make them particularly vulnerable.
Increased Collaboration
Some cloud services allow staff members to access and work on projects from any location and on any device. They also make it easier for staff members and government departments to collaborate. With cloud-based storage, information silos and duplicated documents are minimized, and remote work transitions can be completed more quickly.
Scalability & Cost Savings
Running on-premises infrastructure is expensive, especially in the current climate where almost everything is becoming digital. Thanks to cloud computing, local governments can be more responsive to frequent shifts in computing capacity needs, such as requests for service and data storage.
Business Continuity & Disaster Recovery
To preserve data and prevent downtime due to outages or cyberattacks, redundancy is one of the most vital components. Storing data locally and running crucial digital infrastructure, such as servers, without any off-site redundancy is a prescription for catastrophe.
Recruiting Expectations
The incoming younger workforce have expectations of modern cloud-based systems. The flexibility of remote work and quick access to data is important to them. They have grown up with the internet and prefer digital over paper and self-service over asking for information. Right or wrong, the workforce is starting to expect a certain level of modernization in the workplace.
To address today’s challenges, modern governments require innovative solutions. Cloud-based services can help safeguard confidential data, streamline tasks and teamwork, guarantee business continuity in the case of a crisis, and attract the incoming younger workforce.
Keeping the Torch Lit
An important distinction between the ancient Greek relay race and those of today is that the runners in the Lampadedromia faced the extra challenge of ensuring their torches weren’t extinguished during the race. While we may not be carrying physical torches today, we are still very much concerned with how we guard our flames.
Investing for tomorrow can be challenging. But just as the Greeks saw the importance of “passing the torch,” so it is with our local government officials. We all have experienced transitional times and we have always found ways to pass the torch while keeping the flame lit. Fortunately for us, today we have the added benefit of technology to help in making this important transition even smoother.
Written by: Grant Halsey,
Software Solutions Dayton, OH
Phone: (800) 686-9578
Email: info@mysoftwaresolutions.com
www.MySoftwareSolutions.com
Marie-Joëlle C. Khouzam, Bricker & Eckler LLP
Public officials are in many ways a microcosm of the community that employs or elects them. People drawn to public service typically value fairness, collaboration, and other qualities that are cornerstones to helping communities grow and thrive. At times, though, the tension between the desire to remain the same charming place versus one that allows itself to be reimagined can result in communities being seen as less progressive and possibly less welcoming. This can be a dilemma for communities working to make diversity, equity and inclusion (DEI) part of their core values.
While DEI is most often discussed through the lens of hiring and human resources, it can go well beyond that in the public sector. We have all overheard neighbors and residents lament “the good old days”, seen visitors at public meetings fight tooth and nail over code or zoning changes, oppose a development that they view as changing the character of a neighborhood, or even balk at efforts to replace a blighted site with a commercial project that could mean jobs and income tax. Perhaps the new proposal included affordable-housing or senior living components, or proposed to develop multi-family right next to a single-family subdivision. All these possibilities, as well as how public officials react to them, can affect our DEI efforts at creating more inclusive communities.
Why is DEI so important? An article in Harvard Business Review noted that the coaching service BetterUp surveyed thousands of employees who reported that the benefits to organizations when workers feel accepted and included result in 56% better performance, 50% fewer resignations, and 75% fewer sick days.1 And of course, when a workforce reflects its community, it is better able to understand and respond to the life experiences and problems of its citizens and how to authentically engage with them to deliver services.
It all starts at the top, and organizations are considering how to layer DEI into all aspects, from hiring, to leadership training, to outward-facing customer service, and everything in between. Last June, President Biden issued an executive order directing federal agency heads to comprehensively review their practices and identify improvements that would create opportunities for underrepresented persons. If a town is committed to including DEI among public hallmarks like stewardship and trust, its leadership – elected and appointed – must be clear in what that means and then model the desired behavior. This starts with placing a premium on respect and understanding.
Here are a few suggestions that may jump-start your DEI efforts and get you out of that “we’ve always done it this way” mindset:
Recruiting talent: Often, we default to hiring people we or our co-workers know. This may prove useful, but statistically, it likely means we are hiring people who look or think like us, or have similar backgrounds or skills. If your recruiting talents are not generating a diverse pool of applicants and, therefore, diverse thinking, consider alternative ways or places to reach potential applicants. Participating in job fairs and veteran outreach organizations, posting in newspapers with minority readerships, recruiting at historically black colleges and universities, and creating talent pipelines that start with internships or trade apprenticeships are just a few ways to do this. According to Mission Square Research Institute’s September 2021 report, Diversity, Equity and Inclusion in Public Service Workforce, “…Recruitment efforts include direct outreach to colleges (27% of survey respondents), targeted neighborhoods and demographics (17%), and veterans and military family members (13%). With attitudes about public service starting early in life, governments are also helping to develop civic curricula or other partnerships with K- 12 schools (4%)…. Rather than simply relying on a single jobs board, employers recognize that diverse audiences are best reached by a mix of platforms, associations, or media most appropriate to their varying education, industry, technological proficiency, geography, primary language, or demographics. This requires efforts that increase connections with candidates that typically would not have considered a position in public service.”
Communications: We sometimes become jaded to how words can impact the public’s perception. It may be helpful to periodically review communications with a peer to gauge how they are perceived by non-employees, or whether they will be understood to someone whose first language may not be English. Thinking about specific departments, are there words that may be perceived as offensive or biased? Can a simple word swap alleviate this? Here are some examples:
REPLACE
“manpower”
“chairman”
“Councilman”
“perp”, “perpetrator”
“protests”
“criminal”, “convict”
“mentally ill”
“addict”, “alcoholic”
“illegal alien”, “illegal immigrant” “prostitute”
WITH ALTERNATIVE
“staffing”
“chair”
“Councilmember” “uncharged”/”unindicted persons” “marches”, “rallies”.
“incarcerated person”
“person with mental health needs” “substance abuser” “undocumented person”
“sex worker
Benham’s Grove is a community gathering place located in the heart of Centerville, Ohio. Owned by the City, Benham’s Grove is a venue rooted in history, a fitting setting for a wide variety of functions from intimate meetings to large formal gatherings.
The Gerber House is located at the front of the property adjacent to the road. The ten-acre property exhibits a romantic and relaxed presence with rambling grounds, an abundance of landscaping and the gazebo overlooking the pond. The historic accessory buildings such as the barn and cottage enhance the feel of this country estate that was once a working farm.
Administrator Randal Bishop shares his perspective as Benham’s Grove celebrates 30 years.
Why do you think Benham’s Grove has such a special place in the hearts of local families?
Randal: So many families have used Benham’s Grove for birthdays, anniversaries, graduation parties and weddings. Over the 20 years I have been here, I have seen families here on multiple occasions to use Benham’s Grove as their children grew and as their families expanded. I have had so many wonderful comments on the property and grounds. It is
truly a Centerville gathering space.
Benham’s Grove was once a dilapidated, vacant property. How did the city save it? Randal: When the city purchased the property, it was in a state of disrepair. It had been unoccupied for several years. The buildings were falling apart, and the vegetation was out of control. The city devised a plan to makethe best use of the buildings and grounds. In April 1992, Benham’s Grove was dedicated and opened as the 1992 Dayton Showhouse. After Showhouse, Benham’s Grove opened for business.
What are the notable changes you’ve seen over
the past 30 years?
Randal: In 1995, the gazebo was added to the
property for wedding ceremonies. Many civic
groups in Centerville have used the space and raised money for improvements to the facility. The pergola was also added to the southwest corner of the property. In 2013, the brick plaza was added to offer cover for outdoor events and to help use tents to protect the grounds.
Please describe a few of the fun stories or highlights from events over the past decades.
Benham’s Grove has hosted thousands of guests over the years. We have had so many beautiful weddings, parties and city events it is difficult pick out just one or two. In 2008, we hosted two small weddings on thesame day as the leftover effects of Hurricane Ike blew through the Dayton area. We had no power, strong winds and the loss of several large trees that came crashing down. We pushed through the weather and both couples laughed and said they would talk about getting married in a hurricane in Ohio for the rest of their lives. Plus, the Americana Festival is always a good time as thousands of people gather to catch some shade and enjoy the entertainment or just relax on the grounds.
The family of past owners are still involved in the property, right?
I am still in touch with the granddaughter of the Gerber Family, and the family still comes to visit the property. The family continues to be involved and has donated projects to enhance it as well, the latest being the new fountain at the Gerber House.
What changes should we expect in the next five years at Benham’s Grove?
The future is bright at Benham’s Grove! We are working now to develop an improvement plan to secure the future of the venue for generations in the future. Expect a refresh of some of the buildings and changes that will make the space more accessible for all.
The Village of Gambier has invested in green energy and other infrastructure improvements with its American Rescue Plan Act allocation.
Gambier received $260,000 in ARPA money, half of it was received in 2021 and the other half arrived this summer.
Council has approved upgrading the water meter reading system for $80,000 to enable the Sensus meters to be read from the office, eliminating the need to drive around the village to obtain the readings. The system includes detection devices that attach to the fire hydrants in an effort to better identify leaks in the distribution system.
The village also spent $215,000 to install 94 solar panels at the wastewater treatment plant, using some
of its own utility funds to support the work that is scheduled to start in September. The village utilized a job contracting proposal through its membership in Sourcewell to undertake the project. McDaniels Construction is doing the build out in coordination with Third Sun Kokosing Solar.
When done, this will be the second solar powered system used in village facilities. A roof-mounted solar system was installed a few years ago on the Community Center and for the past two years it has generated more power in the summer months than what it takes to operate for former elementary school building that houses the village offices, a Head Start program and a library branch.
R.C. Wise, Village Administrator, said Council decided to do two large utility infrastructure improvements with the ARPA money in contrast to funding several initiatives in 2020 with the CARES Act allocation where they helped other private and public entities with the federal money allocated to it during the pandemic.
Gambier was awarded about $135,000 in the Coronavirus Aid, Relief, and Economic Security Act (CARES Act) and it was spent on public health, preventive measures, telework capabilities and economic aid.
Among the items, the Village spent:
Under the time restraints of the CARES Act, the Village referred nearly $13,000 of its allocation back to the County Auditor to help out other local government partners.
Dublin City Council unanimously approved a contract with Megan O’Callaghan to be the next City Manager. O’Callaghan will assume the role on October 1, 2022. She will succeed Dublin’s fifth City Manager, Dana McDaniel, who will continue to work in an advisory capacity to further facilitate the transition until February 1, 2023.
O’Callaghan emerged as the top candidate after an extensive recruitment process. She has been serving the City of Dublin since 2014, when she was hired as the City’s public service director. She is currently the deputy city manager/chief finance and development officer, a position she has held since February 2021.
O’Callaghan says she is committed to fostering the culture of excellence in Dublin, ensuring that the City’s exceptional employees maintain world-class services
and amenities for Dublin’s residents and businesses. She is also dedicated to driving economic development in support of City Council’s visionary goals and to engaging with Dublin’s residents, neighborhoods, businesses and other community stakeholders.
“I am honored that Dublin City Council selected me to serve as the City’s sixth city manager,” O’Callaghan says. “Dublin is a vibrant and friendly city known for safety, inclusivity, innovation, economic vitality and natural beauty. As a resident and long-time employee, I am deeply committed to this community and have a vested interest in providing the best quality of life and environment in which our residents and businesses can thrive.”
Council unanimously approved a motion initiating contract negotiations with O’Callaghan at a special meeting held on August 2, 2022.
City Council began the nationwide search process earlier this year in preparation for the departure of current city manager Dana McDaniel, who announced his intention to retire after more than three decades of public service with the City of Dublin. Previous city managers include Tim Hansley 1987 – 2001; Jane Brautigam 2002-2008; Terry Foegler 2009 –2010, Marsha Grigsby 2010 – 2015 and McDaniel 2015 – present.
• Section 1. FULL MEMBERS All local government employees working in Ohio may become Full members of the Association upon application and payment of dues to O.C.M.A. A Member in Transition shall be considered a Full Member.
• Section 2. AFFILIATE MEMBERS Any person who does not otherwise meet the qualifications for Full Membership who is working for a non-commercial entity with an interest in local government in Ohio. This may include any person working academia, or at another level of government, and any person from another state who indicates a desire to meet with this Association may also become an Affiliate member.
• Section 3. RETIRED MEMBERS Any person who is no longer employed on a full time basis in local government.
• Section 4. LIFE MEMBERS The Association may, from time to time upon the recommendation of the Executive Board, honor a member of the profession by bestowing upon the individual the status of Life Member. The individual receiving the honor (1) must be eligible for retirement in a qualified retirement program, (2) must have retired from active service in local government, (3) must have been a participating and contributing Full member of the Association, (4) must have worked in support of the profession as well as for the betterment of the profession, (5) must have been a Full Member who has completed twenty-five years of local government service, during which at least 50 percent of the service the member has been eligible to be an officer of the Association and the rest of the time the member was a full member of the applicable state association(s), or has been a Full Member who has been eligible to be an officer of the Association for at least fifteen years and retired from active service with a local government at age sixty-five or older. Life Member status must be requested in writing by at least three (3) endorsing Full members other than the proposed Life member. Confirmation of Life member status must be approved by a majority of the Executive Board and by at least a 75 percent majority of the Full members present and voting thereon. Life member status shall be placed in abeyance if the member returns to active service, in any form, in local government.
• Section 5. HONORARY MEMBERS The Association may, from time to time upon the recommendation of its Executive Board, elect to honorary membership in the Association persons who have rendered distinguished service to or in support of the profession and to local government. Honorary membership is intended to be highly selective and limited and must be approved by at least a 75 percent majority of the Full members present and voting thereon.
• Section 6. EMERGING LEADER Individuals enrolled in a graduate or under-graduate program and/or interns may become an Emerging Leader member of the Association.
• Section 7. ELIGIBILITY Eligibility in any classification shall be determined by the Executive Board which shall establish a procedure for admission to membership. Under no circumstances shall an elected official, or someone who is actively seeking elected office, be eligible for membership.
• Section 8. VOTING RIGHTS The right to vote upon matters coming before the Association shall be limited to Full and Life members, and each eligible member shall have one equal vote upon each matter submitted for vote to the membership.
• Section 9. DUES The annual dues of members shall be as determined from time to time by the Executive Board. Life members, Emerging Leaders, Members in Transition, and Honorary members shall be exempt from dues. Dues shall be payable January 1 of each year. Any member whose dues are in arrears for a period of four months, shall be suspended from membership and notified in writing of his/her suspension.
• Section 10. EXPULSION The Executive Board by a 2/3 vote of its constituted membership, may suspend or revoke the membership of any member of the Association whose personal or professional conduct is deemed by the Executive Board to be detrimental to the best interest of the Association. No member shall have his/her membership suspended or revoked without due notice and a reasonable opportunity for a hearing before the Executive Board. A member whose membership has been revoked may be restored to membership by a 2/3 vote of the constituted membership of the Executive Board.
• Section 11. RESIGNATION Any member under any classification may resign his/her membership by a written notice to the secretary-treasurer of his/her desire to do so.
Amendments
Bylaws
This Constitution was adopted September 26, 1974 by a majority of Association members and supersedes the OCMA Constitution and Bylaws adopted May 23, 1969.
Amendments
Colerain Township named Jeff Weckbach Township Administrator in September. Weckbach, who had served as the Assistant Township Administrator since 2018, assumes the role previously held by Geoff Milz who resigned in August.
Tim Hansley, Union County Administrator, retired in June after over 50 years of public service throughout the state of Ohio. Tim began his career in public service with the US Coast Guard in 1968. In 1972, he began serving as management analyst for
the City of Cincinnati until 1974 before becoming the finance director for the City of Westerville. Tim then moved into a city management role for multiple Ohio Cities: Tipp City (1976-
1980), Lebanon (1980-1987), Dublin (1987-2001), Conneaut (2002-2004), Beavercreek (2004-2005) and City of Pickerington (Director of Development 2006-2008 and City Manager/Director of Development 2008-2009). Tim then moved on to serve as county administrator for Delaware County from 2010-2016 before being named Union County Administrator in 2017.
Tim formerly served as OCMA President, Past President,
Treasurer and Board Member, and was recognized by the International City/County Management Association (ICMA) for his career in public management at the
2019 ICMA Annual Conference.
In addition to holding many other leadership roles on committees, boards and associations throughout his career, Tim has provided countless individuals and communities with unmatched leadership, selflessness and a pragmatic approach to problem solving.
In retirement, Tim will continue to serve as a volunteer with the Dublin Police Department and Union County EMA. He will also take advantage of his newfound spare time by enjoying time with his partner, Anne, children and grandchildren as well as his favorite hobbies: traveling, camping, boating, and water sports.
Welcome to the 108th ICMA Annual Conference
On behalf of the Ohio City/County Management Association and our Conference Host Committee, thank you for joining us in Columbus/Franklin County for the 108th Annual ICMA Conference. We’re thrilled you’re here!
Columbus is the 14th largest city in the country and the fastest-growing city in the Midwest. You’ll love exploring the place that is known as one of the nation’s most creative, innovative and up-and-coming destinations. Celebrated for its incredible arts, entertainment, fashion and culinary offerings, exciting collegiate and professional sports teams and spectacular sprawling green space on the Scioto Mile downtown riverfront, Columbus/Franklin County has something for everyone.
Our Host Committee Members, 300+ volunteers and Certified Tourism Ambassadors will be present throughout the convention center, host hotel lobbies and Downtown Columbus. If you have a question, need directions or are looking for a suggestion … this energetic and committed team is ready to assist.
We invite you to join us throughout the conference in the Host Committee Lounge, located in the main hallway, as we showcase some of the best that Columbus/Franklin County has to offer…and yes, of course, we’ll have coffee, tea and snacks too! Photos with Brutus Buckeye, performances by the West African Dance Institute, live aerosol art with Lance Johnson, and a visit from the Columbus Zoo & Aquarium’s animal ambassadors are among the attractions.
And at the Arnold Plaza, just outside the Convention Center’s main High Street doors, you’ll get a chance to leave a bit of yourself and take a piece of Columbus/Franklin County home with you. Be a part of the art, and help paint our signature “One with US” mural designed by local street artist Miss Birdy, customize a t-shirt with Franklinton Press or DIY a personalized leather keychain with Makers Social.
The Host Committee Lounge showcases, food, beverages and Arnold Plaza participatory activities are all compliments of our Ohio Host Committee Sponsors. We sincerely thank them and encourage you to acknowledge our sponsor signage in the Host Committee Lounge, the Arnold Plaza and on the back of this letter.
On behalf of Team Ohio…we are thankful the world made the choice to be one with US in 2022.
R. Thomas Homan, ICMA-CM Host Committee Co-chair
City of Delaware City Manager
Charlotte Colley
Host Committee Co-chair Miami County Administrator
Robert Fowler
OCMA President
City Manager, City of Norton