INSIDE… Senior Advisor Emeritus Roger Jordan Honored as ICMA Credentialing President’s Message NEWSLETTER THIRD QUARTER 2018 How to Avoid Career Compass Procurement NPPGov Can Helpwith ICMA Ethics 2018 Summer Conference FIRED BEING Managers ontheMove Senior Advisor Reports Retirement -Brookings

MESSAGE FROM THE PRESIDENT Christy Wurster • City Manager • Silverton

Dear Managers,

This message follows our recent summer conference in Bend. crisis of the day when necessary. Special thanks to our senior What an amazing time we had! The message that resonated advisors for nominating Roger Jordan for the status of Senior from the conference for me is that “times are a-changin’” and Advisor Emeritus. Roger has helped me and many of our our future reality will be those of our wildest dreams. If you members in one way or another from monetary contributions to attended the conference I’m sure you were impressed and support student scholarships, to personal mentorship and advice. astonished thinking about our future from the perspective of Last month included more training at the annual ICMA Confer- Steve Brown. His presentation highlighted many things that we ence in Baltimore, and also at the League of Oregon Cities Con- all need to consider as we plan for our delivery services models ference, manager’s workshop and annual membership meeting, and infrastructure needs in the years ahead. We were reminded in Eugene. I connected with many of you at these events as we that as we forge ahead as today’s pioneers we need to consider prepare for more change with the election of our new slate of the importance of innovation, ethics, inclusion and self-care as Board members for 2019. we prepare for the next Big Things. I will leave you with a quote from Harriet Tubman, “Every One thing that I always enjoy about the conference is the op- great dream begins with a dreamer. Always remember, you have portunity to network with colleagues. This year we welcomed within you the strength, the patience, and the passion to reach participants from the NW Women’s Leadership Academy and for the stars to change the world.” several scholarship recipients from both Portland State Univer- sity and the University of Oregon. It is encouraging to welcome the next generation of talent to our profession. We are fortunate to have professional contributions from individuals like Dr. Phil Cooper to help pave the way for our next generation. I think most of our members will agree that we also owe much gratitude to our senior advisors who help us navigate this Christy Wurster profession. They always seem to be there to help us through the 2018 OCCMA President

ICMA Credentialing Program The ICMA Credentialing Program recognizes professional • Quantification of the unique expertise you offer local government managers qualified by a combination of education and experience, adherence to high standards of • Demonstration of adherence to high standards of integrity integrity, and an assessed commitment to lifelong learning • Structured and focused professional development plan and professional development. Managers are recognized by ICMA through a peer review credentialing process, and this • Peer review of professional development activities and self-directed program offers an opportunity for interested learning ICMA members to quantify the unique experiences they bring to communities. • Eligibility for Legacy Leaders Program

There are many benefits to credentialing, including: • Access to special workshops and other training for ICMA Credentialed Managers and Candidates • Recognition as a professional local government manager For more information and to apply, visit icma.org.

Page 2 Roger Jordan Honored as Senior Advisor Emeritus

ll of us in this profession are fortunate to be in a Aposition to make an impact in the community we serve. That fortune, however, isn’t without a cost. There are days when the challenges we encounter are more than we can handle alone. Days the volume of work can be overwhelming. Days we wonder if we’re making a difference. Days we question ourselves and if we’re leading the organization in the right direction. Days we ask how we’re going to solve a new crisis. It’s during those times we all need a coach. A coach who will listen as we vent our latest frustrations. A coach who can empathize with our situation and who shares similar stories of their own. A coach who will help us through the tough days, so we can enjoy the good times.

At the summer conference, we had the opportunity to give “Roger has been a passionate advocate and supporter for a special recognition to that kind of coach. For decades, our profession and our members for decades. His knack Roger Jordan has often been the first person to pick up the for bluster and filibuster combined with his undeniable phone when one of us needs support. In his formal role enthusiasm and intellect have become endearing hallmarks as a Senior Advisor, he has travelled the state to listen to of his character. His commitment as a mentor and coach our challenges, share his own experiences, offer guidance, for so many of his colleagues puts him in rare company. and help with contract negotiations. In name and practice, His willingness to reach out to anyone and everyone Roger has been the ultimate Senior Advisor. In addition regardless of position, experience or circumstances is to his time, Roger and his wife, Susie, have generously emblematic of what it means to be a Senior Advisor. We donated thousands of dollars to sponsor OCCMA coaching have learned from Roger (sometimes, what not to do), been initiatives. It is for these reasons the OCCMA was honored supported by Roger, been corrected by Roger, and just to present Roger with the title of Senior Advisor Emeritus. generally enjoyed his company.” Jeff Towery, McMinnville As part of Roger’s recognition, many of our colleagues City Manager shared what Roger has meant to them. It became evident “Over the past twenty years, Roger taught me about the that once Roger retired, his work wasn’t complete. He intuitive “art” of being a City Manager, or everything they understood the value in boastfully sharing his stories to help couldn’t teach me in graduate school. When I found myself the rest of us reach our goals. With his time and money, facing difficult, and potentially job ending decisions, Roger Roger has been a model coach. When times are tough, he was always there for me providing a grounded perspective, reminded us the fortune we have to serve our community. experience, and sound mentorship that helped me navigate Please join me and a few of our colleagues in thanking the crisis while still upholding my obligations. From Roger, Roger for his service. I learned the practical value of developing change-strategy “Roger has never failed to be there when I needed him. and letting “situations” unfold until just the right moment. He has been a supportive advocate for me and many As a leader, Roger showed me how and when to use others in this profession. He is the reason I became a city authority to achieve the right outcomes. Thanks to Roger, I manager. With his enthusiasm, integrity, and ability, Roger know that, although we report to the City Council, we also Jordan represents what is best about the local government serve the community and that smart managers understand profession.” Christy Wurster, Silverton City Manager and become part of their communities. Roger is proof that we can make our communities, and in fact, the world a better place by teaching others with passion, leadership and integrity. I would not be as successful as I have been without Roger.” Scott Derickson, Woodburn City Manager

Page 3 HOW TO AVOID By Kevin Duggan, ICMA-CM

By (or perhaps because of ) Department Heads

ocalocal government government chief chief execu- • Membersmanager of who the governingended up body exiting the The samethe canway occur a department in a personal addressed interac- executivestives have have many many “audiences” attemptingorganization. to pressure the manager tion at thema community at a council event meetingor in some or “audiences”that require that their require time and on who to hire as a department head other setting.responded There to are a residentalso instances complaint. their time and attention— • Members of the governing body attention—neighborhood and andattempting when not to successful pressure in the doing manager so, whenThe employees same can or occurtheir employee in a personal orga- LneighborhoodbusinessL groups, and employees/business groups, employee threatening the manager’s job. nization representatives complain about employees/employee organizations, on who to hire as a department head interaction at a community event or organizations, other governmental agen- • Councilmembersand when not successful attempting toin pres-doing a departmentin some other head. setting.Complaints There can arealso also othercies, governmental and so forth. agencies, and so sure the manager to remove depart- come from residents, community groups, forth. so, threatening the manager’s job. instances when employees or their Yet it sometimes falls beneath the ment head(s) whom they viewed as or otheremployee sources. organization representatives Yetradar it sometimes how the government’s falls beneath department the radar • notCouncilmembers performing satisfactorily. attempting The to complainRecognizing about all of athese department potential head. howheads the government’sare particularly department critical to the managerpressure may the not manager agree with to remove the issues,Complaints managers canneed also strategies come for from headsmanager’s are particularly success. While critical this to should be council’sdepartment assessment head(s) of whom performance or workingresidents, with governing community boards, groups, with or other the intuitive,manager’s it is success. possible Whileto underestimate this maythey not viewed move as quicklynot performing as desired by individualsources. department heads, and with shouldthe commitment be intuitive, needed it is possible to establish to thesatisfactorily. council. The manager may not department heads as a group in order to underestimateand maintain the an commitmenteffective relationship, needed • Theagree manager with thebeing council’s viewed asassessment not minimizeRecognizing the likelihood all of of these any ofpotential these to establishnot only betweenand maintain the chief an executiveeffective holdingof performance department or heads may tonot a highmove as issuesissues, becoming managers a major need problem. strategies for relationship,and the department not only heads,between but the also chief enoughquickly standard. as desired Sometimes, by the council. councils working with governing boards, with executivebetween and the thedepartment department heads heads, and the think the manager either is con ict Workingindividual with departmentthe Governing heads, Board and governing body. • adverseThe manager and is not being willing viewed to confront as not No withset of departmentstrategies is guaranteed heads as a to group avoid in but also between the department heads holding department heads to a and theAs governing part of Cal-ICMA’s body. continued substandard performance or perhaps all conordericts to between minimize a manager the likelihood and of efforts to enhance city and county hashigh become enough more standard. of a friend Sometimes, than a electedany ofof cialsthese regarding issues becoming department a major As managerpart of Cal-ICMA’s “survival skills” continued and career bosscouncils and is think willing the to manageroverlook what either headproblem. issues. Yet steps can be taken to effortssuccess, to enhanceit developed city sessions and county for League theis conflictcouncil views adverse as inadequate and is not minimize the likelihood of problems: managerof California “survival Cities skills” conferences and career this year performance.willing to confront substandard Working with the Governing Board success,dealing it withdeveloped the critical sessions relationship for • Theperformance manager is orperceived perhaps as has being become Before accepting a job leading an Leaguebetween of Californiachief executives Cities and conferences their leader- unablemore ofto establisha friend andthan maintain a boss andan is organization,No set of strategies a manager is can guaranteed try to to thisship year team. dealing with the critical effectivewilling relationshipto overlook with what some the or council all makeavoid sure all he conflictsor she understands between thea manager relationshipThis focus between was in chief part theexecutives result of ofviews the department as inadequate head team.performance. This basisand for elected the manager’s officials versus regarding the several examples of managers having can result from the belief that the governingdepartment board’s head relationship issues. Yet with steps the can and their leadership team. • The manager is perceived as being signi cant challenges with their elected relationship is strained due to person- departmentbe taken heads. to minimize the likelihood of unable to establish and maintain Thisof focuscials regardingwas in part issues the about result the of ality con icts, different perceptions problems:Is the manager’s authority to hire an effective relationship with some severaldepartment examples head of team. managers having regarding adequate performance, poor and dismiss department heads clear? or all of the department head team. Before accepting a job leading an significantThese challenges have with included: their elected communication, or additional reasons. Is it included in a charter, local ordi- This can result from the belief that organization, a manager can try to officials• Department regarding heads issues rebelling about against the • At times, less-than-ideal interactions nance, resolution, or possibly state law? the relationship is strained due make sure he or she understands the departmentthe manager head andteam. putting councils in between department heads and How explicit and enforceable are the to personality conflicts, different basis for the manager’s versus the the position of choosing between the councilmembers can be the source provisions? These challenges have included: perceptions regarding adequate governing board’s relationship with manager’s continued employment and of discord. Perhaps one or more Is there a clear non-interference performance, poor communication, the department heads. the perceived morale of all or a portion members of the council didn’t like the provision that can be used to fortify • Department heads rebelling against or additional reasons. theof manager the department and putting head team. councils In more in way a department addressed them at the Ismanager’s the manager’s position authorityif one or more to hire and thethan position one example, of choosing it was betweenthe manager the • aAt council times, meeting less-than-ideal or responded interactions to a councilmembersdismiss department gets overly heads involved clear? in Is it manager’swho ended continued up exiting employment the organization. residentbetween complaint. department heads and tryingincluded to direct in department a charter, heads?local ordinance, and the perceived morale of all or a councilmembers can be the source resolution, or possibly state law? portion14 PUBLIC of the departmentMANAGEMENT head | JULYteam. 2018 of discord. Perhaps one or more How explicit and enforceableicma.org/ are pm the In more than one example, it was the members of the council didn’t like provisions?

Page 4 Avoid surprising with difficulties, but not doing the governing so usually leads to much greater board with major challenges as the elected officials changes and become emboldened to involve issues involving themselves to an increasing degree in department the daily management of staff with all heads. Simply the resulting negative consequences. because some action The manager also needs to work a manager is to establish and maintain the planning to take professional credibility of the is fully within department heads as a team and as the position’s individuals. This can be done in authority, that many ways, including as early as doesn’t mean council candidate or newly elected that catching councilmember orientations. Is there a clear non-interference the council off guard—or not laying provision that can be used to fortify Communicating to elected officials the sufficient groundwork with the the manager’s position if one or more education, training, and experience elected officials regarding a proposed councilmembers gets overly involved of department heads can help them change—won’t have the potential in trying to direct department heads? put in context the foundation that of negatively impacting a manager’s these individuals bring to managing Consider including in an employ- relationship with the elected officials. their departments and to making ment agreement a provision clearly Create ways for the governing board recommendations. stating the manager’s authority to to provide input on organizational hire, fire, and direct department heads, Interacting personally with department performance and service quality including referencing any appropriate heads can also help dispel impressions without encouraging board members charter provisions, laws, or resolu- that others may give council to get into the detail of how issues tions. candidates and councilmembers and problems identified should be regarding these individuals. Consider including in an employ- resolved. Governing boards are put in the often-challenging position of being ment agreement a requirement that Working with Department Heads the manager abides by the ICMA Code held accountable by the electorate of Ethics. Tenet 10 requires members for the overall performance of the There are times when a manager to resist encroachment on profes- organization without the ability to has the opportunity to select the sional responsibilities, while Tenet 11 direct departmental performance. department head team, but frequently requires that all matters of personnel he or she will inherit a team selected Determine ways to make sure be handled on the basis of merit so by one or more previous managers. councilmembers feel that they can that fairness and impartiality govern Here are strategies for dealing with have some influence (through the decisions relating to personnel matters, both circumstances: manager), by being open to their including the selection of staff. observations and concerns. It is As part of job research, and before Even if it appears the governing important, however, to try to get the accepting a job in a new community, board is giving the manager full council to stick to the “what” (what develop a good understanding of the authority to make any changes deemed the concern or issue is) versus the department head team, including the appropriate, appreciate the reality that “how” (how that concern or issue team’s strengths and deficiencies and depending on how much controversy should be addressed and resolved). the department heads’ relationship comes with the changes, the board’s with the governing board. This The manager also needs to protect support may not be unequivocal. can include the governing board’s his or her authority to select and lead perception of the team. While they may agree that changes— the department head team--the mirror for example, higher performance opposite of the immediately preceding Discussing the council’s impression of expectations for department heads— point. the organization during the selection are needed, they may not fully process, including the department Resisting the efforts of governing appreciate the level of discord that can heads, is one way to garner this board members to direct the work of result through the process leading to information. Also, if possible, try to the department heads can be fraught the higher performance.

Page 5 talk with one or more department When laying out expectations, try Work with the council and depart- heads prior to accepting the position. to do so in a way that does not come ment heads to find a reasonable bal- across as threatening or intimidating. ance between expectations, including It might also be possible to get appropriately setting priorities and information by talking to peers Make it clear that you will work with providing adequate resources to match in neighboring communities, by individual department heads and the the priorities. researching press reports, or by group as a whole to understand their observing governing board meetings. current circumstances, while working When changes need to be made to with them to determine how best to the department head team, do so From the outset, recognize that advance the organization in order to carefully and thoughtfully. Handle department heads, both individually meet governing board and community the exit of department heads, to the and as a group, are a “key audience.” expectations. greatest extent possible, in the same Act accordingly by taking seriously manner as you would like to be treated the need to establish and maintain As should be the norm in all your if forced to exit the organization. a good relationship, including good relationships, try not to overreact to Doing this, or not doing this, communication regarding mutual the normal differences of opinion or communicates a powerful message to expectations. Have a plan to get the personal style that can be encountered the remaining department heads. relationship off to a positive start and with department heads. to maintain it over the long haul. This is particularly important in the Avoid Complacency Fully appreciate the connection early stages of the relationship when It is not really possible to be a local between the relationship a manager pretty much everything you say and do government chief executive for long can have with the department heads will be examined and analyzed closely without fully appreciating the critical and their relationship with the by a variety of audiences, including role that the manager’s relationship governing board. Understand that the department heads. with the governing board will have to one impacts the other. Determine the position’s success. While it should how to navigate those intertwined Exercising emotional maturity can be challenging depending on the be equally clear that a relationship relationships in a way that works with the department head team, and effectively for all the involved parties. circumstances, but it can be one of your most important attributes. individual department heads, is also When undertaking a new job, make of critical importance, it is possible to it a high priority to develop a good If you are having trouble become complacent regarding these relationship with each department establishing and maintaining a relationships. positive relationship with multiple head, regardless of personality or People can also fail to fully skill level. Try to make it clear that department heads, especially if it’s a majority of the department head team, appreciate how the department head you believe in effective two-way relationship can significantly impact communication and feedback and view that as a big red flag! Carefully reflect on why that is the case and the relationship with elected officials. that you will carefully consider their By fully appreciating how these perspectives on issues before reaching what could result if that situation remains unresolved. relationships are intertwined, and conclusions. conducting ourselves consistent with Make personal expectations for Fully appreciate how your actions, that understanding, the likelihood for department heads, as well as or inaction, may impact your success will be significantly increased. organizational performance, as clear relationships not only with the as possible and early in your term department heads but also with the as a manager. It is hard to meet governing board. Kevin Duggan, ICMA-CM, is West expectations when a department Carefully balance the need to Coast Regional Director, ICMA, head doesn’t fully understand what is adequately support and defend Mountain View, California (kduggan@ expected. department heads with requiring icma.org). He is a former manager of Mountain View. In doing so, however, try to have adequate performance. Recognizing the process be more in the form that there can be a wide variance of Reprinted from the July 2018 issue of of a conversation than a unilateral opinion regarding what adequate PM Magazine. pronouncement. Carefully listen performance looks like, make it a to views of the department heads priority to have clarity between you, regarding their, as well as your, the department heads, and the council. performance.

Page 6 2018 OCCMA Summer Conference

What Happened at the OCCMA Summer Conference?

130 local government managers gathered in Bend on July • The City of Hillsboro showed us their “eureka” moments 10-13 for the OCCMA Summer Conference. Eleven students through self-directed, cross-departmental teams who received the Charlie Henry or Roger Jordan scholarships to come together to continuously improve city processes – attend the conference. complete with a problem-solving box for participants to “escape” from! • Mike Cully and Craig Honeyman gave an overview of what to expect from the League of Oregon Cities. The • Thursday’s half-day training session featured John League is working to build and rebuild partnerships and Lenssen’s guidance on how to think about and build relationships. The fall conference will have a new look equality, equity, liberation, and inclusion in our workplace focused on training and problem-solving together. cultures. OCCMA members walked through inclusion scenarios and how to recognize microaggressions. • A discussion of practical approaches to ethical situations brought to you by your ICMA and Senior Advisors. • Thursday afternoon’s roundtable discussions included many good ideas shared about effective manager • Futurist Steve Brown focused us on the future and by evaluations, negotiating an employment contract, and showing how artificial intelligence (that’s trained data) practical approaches to working with a split city council. and robotics are combining to transform everything we do. The technology of smart infrastructure and process • Updates from ICMA, planning for ICMA in Portland automation is here now. What’s your data strategy? in 2021, time to collaborate at receptions after each What’s your digital trust strategy? day, honors for Roger Jordan, and remembrances of colleagues Charlie Henry and Jennie Messmer. • In the Next Big Things, we looked ahead at the next 20 years in local government to be more future-ready. The • Thank you to all conference sponsors and CIS! Each year Alliance for Innovation brought us four forces and 40 Citycounty Insurance Services supports OCCMA Senior trends that are shaping cities today. If you knew about Advisor program with a donation of $2,500. OCCMA these trends today, how could you plan for them in your was pleased to recognize CIS as a Summer Conference city tomorrow? sponsor with the funds supporting the Senior Advisors.

• A panel discussion about self-care gave us intentional • Conference content is available at www.occma.org. ways to approach personal and organizational health by setting personal goals and leading by example. (Add meditation and yoga!) Page 7 2018 OCCMA Summer Conference

KEYNOTE SPONSOR

Student Perspectives from the Summer Conference

By Elizabeth Grey By Joshua Subramanyan

I’m very thankful to have had the chance to attend the OC- Driving up to the compound at Mount Bachelor always feels CMA as a student scholarship awardee for a second time. like driving to a place outside of our lives, where the hard- Now more accustomed to the rhythms of the conference est and most complicated of issues can be broken down and week, I was excited to see what this year’s programming discussed without the rush of the world to get in the way. had in store. I applaud having so many sessions that pro- This being the second time I have gone to this conference moted conversation and reflection among attendees. From as a graduate student hasn’t changed the awe of the event. the City of Hillsboro’s presentation on innovation, that Everyone I met had a new story to share to help prepare all of featured a staff-created “escape room in a box” teamwork the students starting their careers and give realistic expecta- exercise, to John Lennson’s facilitated listening exercises tions of the challenges of tomorrow. The conference itself around inclusive workplace culture, the presenters provided contained multiple seminars that covered a wide variety of a wealth of opportunities to really engage with the people at topics that I have barely scratched the surface of, whether it our tables. In addition, many practitioners generously shared be team building or how to negotiate an employment contract. personal stories of work-life balance and self-care practices. Coming out of my MPA program, I had never realized the Their candor, and the wisdom that was shared regarding full process of actually negotiating an employment con- contract negotiations and council relations, will surely ben- tract. Included in these different seminars were topics that efit me and my peers in the coming years. Thank you to the changed the way we as future public administrators will look conference organizers for setting the tone of sincere sharing. at the workplace in the public sector. Whether it will be how technological advancements will reshape the meaning of the City managers and OCCMA conference attendees have traditional workplace, or how to help my employees to focus been consistently warm and helpful to us as students. Even on self-preservation and bodily care. No matter how the knowing the camaraderie of this group, I see how these future unfolds, these conferences unravel the unknown and small group interactions can be really helpful generating help paint a clearer picture of the work that we as the young familiarity among folks who may not see each other often generation will have to take up once the torch has been pass to or have not met before. I look forward to continuing these us. Not only that, but it shows how much support that we will relationships as I transition from school to the local govern- have to help guide us on our way. ment workforce and will strive to welcome others as we have been welcomed! Page 8 THANK YOU THANK YOU, CIS! 2018 OCCMA SUMMER CONFERENCE

SPONSORS/VENDORS for your support and contribution to the Senior Advisor Program. KEYNOTE SPONSOR

PLATINUM SPONSORS LOC’s Local Government Management Certificate Program The Local Government Management Certificate (LGMC) is available to local government officials who successfully complete a prescribed amount of management level training in ten core areas.

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10. Ethics and Leadership

For more information please contact Lisa Trevino, Project Coordinator, at (503) 588-6550 or [email protected] Page 9 ETHICS

Leading Practices for an Ethical Strategy By Kevin Duggan, ICMA-CM

rganizations that use leading practices are often defined Employee orientation. Thoughtful employee orientation Oas using approaches and techniques designed to achieve programs are an important component of making sure optimal results in one or more functional areas. They often new staff members are given the best opportunity to make seek out the most contemporary thinking regarding proven a successful transition to our organizations and to meet practices most likely to lead to organizational success. organizational expectations. Does your program discuss organizational ethical expectations and values? If it does, that A good deal is written and spoken about these practices communicates a powerful message. in many areas of local government, including budgeting, resident engagement, human resources, law enforcement, and Training. Training is a critical component of establishing more. But what about ethics? and maintaining all kinds of skills and aptitudes. What we train about and how often we train about it communicates a Have you considered whether your organization follows clear message regarding organization priorities. ethical best practices? Recognizing the many negative consequences for individuals or organizations that become When was the last time your organization had an employee ensnared in an ethical crisis, implementing the policies development session on the topic of ethical conduct? Was it and processes most likely to prevent such events should designed to be of practical value to your employees as they undeniably be a high organizational priority. Here are some make decisions with ethical consequences on a regular basis? examples: Performance evaluation systems. What is covered, or is not Organizational code of ethics. ICMA’s Code of Ethics covered, in the employee evaluation process communicates serves as a guide to a local government administrator’s to employees what is important in their roles. What does your professional conduct. Organizational codes can also be an evaluation processes say about ethical conduct as a priority? important component of a program to increase the odds that your organization will consistently perform in a manner Reporting of suspected ethical misconduct. Does your considered consistent with high ethical standards. organization make it clear when employees are expected to report suspected ethical misconduct? Is it clear that a failure Many ethical missteps are the result of staff members not to disclose can ensnare others (including themselves) in the recognizing they are violating organizational norms. To be ethical problem? truly effective, however, such codes need to be understood, accepted, and followed. Often, the old saying “the process is Are there multiple avenues and individuals within the the product” applies. organization—in addition to an employee’s supervisor or team leader—to which suspected problems can be reported Codes that are simply promulgated and given attention (e.g., chief administrative officer’s office, human resources, primarily when initially launched are not likely to have a attorney)? Are employees given the assurance that if they do long-term impact. Codes that are created with the active report their suspicions in good faith, they will be protected participation of staff and reinforced with regular reference from retaliation? and discussion, however, are most likely to have a real impact. The Leadership Message

Employee selection processes. To say the least, it is difficult One of the most powerful messages regarding organizational to have an ethical organization without ethical employees. ethical expectations comes from the leadership of the So why is so little time, attention, and effort given to organization. Does the chief executive and leadership team making sure we hire individuals who are most likely to meet both talk about and model high ethical standards? our organizational expectations? Does your organization incorporate ethics as a topic in job announcements, interview processes, and background checks? If not, why not?

Page 10 Do they regularly describe their ethical expectations for the practices does your organization use? Have you considered organization and its members? Does the chief executive what is an appropriate ethics strategy for your organization? officer have an open-door policy allowing employees to talk about sensitive issues? Is it clear the leader is willing Kevin Duggan, ICMA-CM, is ICMA West Coast Regional to listen to bad news and is not in the habit of “shooting the Director, Mountain View, California ([email protected]), messenger?” and is the former city manager of Mountain View.

The ethical best practices discussed in this article do not represent a comprehensive list, but how many of these

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Page 11 CAREER COMPASS

FIO – The Key Competency for 21st Century Leaders By Dr. Frank Benest

Editor’s Note: The following article is an excerpt and has In her blog piece on March 15, 2018, “Why Learning Agility been edited for space. Read the full article, visit www.icma. Is Key to Survive in Today’s Business World,” Rayi Noomega org/careercompass. defined an agile learner as “someone who has the ability to learn new things and easily adapt to changes and make the am a fire captain in a mid-sized city in the west. The fire most of it.” When confronted with new situations and reali- Ichief recommended me to represent the department on ties, someone who is an agile learner will view the challenge a multi-department team. Appointed by the city manager, from multiple angles and generate new ideas on how to the team is charged with addressing the growing problem respond with others. of individuals or families living in cars and recreational vehicles. The community services director is the chair of the To promote learning agility in your situation, you and your committee and after the first couple of meetings asked me to colleagues should: serve as vice-chair. I don’t mind backing her up, but I know • Start a lot of conversations with affected parties (see Career nothing of this complicated problem. I take a leadership Compass #61 “Leadership is the Art of Conversation”). role in my department, but I am uncertain and uneasy about • Reach out to other jurisdictions and organizations that are helping to lead this multi-department team. I feel for these struggling with the same challenge. people and want to help the city address the challenge but I’m not comfortable taking a leadership role. • Read a lot. The problem of people living in vehicles, RVs, or on the • Brainstorm with everyone. streets is a big adaptive challenge. It is not a technical chal- • Identify a few options. lenge where the solutions are known and can be addressed • Try out one or several experiments. through management. • Fix up the “solutions” as you go along. According to Ronald Herzberg and Marty Linsky in their book Leadership on the Line, an adaptive challenge is one Get Uncomfortable where there are no right or wrong answers, each stakeholder Little learning occurs when you and your colleagues are group has its own preferred solution, and value conflicts comfortable. This team assignment is obviously a “stretch” abound. Adaptive challenges can only be addressed through opportunity for you to learn and grow. You must get uncom- leadership, not management. Homelessness is a classic adap- fortable if you are to take advantage of the opportunity to tive challenge. learn and lead.

Learning Agility Enlarge Your Team You and your colleagues on the committee have a lot of tech- You might want to enlarge and diversify your multi-depart- nical knowledge and skills. For instance, I am sure that you ment team to include external stakeholder group represen- know how to knock down a fire, help someone amid a heart tatives and several people who live in a vehicle or RV. As attack, or inspect a commercial building for fire hazards. Since Google’s Aristotle Project discovered, effective teams that you and your city colleagues can’t solve the homelessness arrive at great solutions are diverse and ensure that there is challenge with your technical expertise, you must get out of broad participation. Team leaders need to ensure that there is your comfort zone and explore a range of possible responses, “psychological safety” to disagree so that everyone is unafraid none of which are perfect solutions for everyone. to share their unique perspectives. You can leverage technical knowledge and skills in a stable environment. In an uncertain and disruptive environment, Start a Series of Conversations technical skills quickly become obsolete. Learn-how becomes To identify the best or most acceptable approach for imple- as important as know-how. It’s all about learning agility. mentation, you must engage stakeholder groups in authentic So, how do you become an agile learner? conversations, ask questions, listen intently, incorporate their ideas where possible, address their concerns and fears, and Page 12 generally get their “fingerprints” on the proposed solution. 8. Take incremental steps and ramp up over time. You Of course, you must be open to the conversation and be might want to start by providing a portable toilet in an willing to consider different perspectives. As actor Alan area where the RVs and other vehicles park and then Alda once suggested, listening and engaging another person perhaps learn more by doing one-to-one outreach to in authentic conversation involves the “willingness to let identify what the families need. Taking incremental the other person change you.” steps creates momentum. Moreover, any one action is reversible. As a leader, you must show in tangible ways that the conversation influenced your thinking and the proposal. 9. Debrief experience as you go along. Doing post-action Otherwise, the conversation is not “authentic;” it is merely reports as you proceed (just like you do for a fire talk. To influence others, you must let them influence you. incident) allows you to learn what works and how to And you must provide feedback to the other person about enhance your future efforts. For any debrief with your how the conversation changed your perspective or idea. team, you want to ask three questions: o What is going well? Take Smart Risks o What is not going well? To address this challenge, take some smart risks (as op- posed to wild gambles). To take smart risks and make a dif- o What are we learning to enhance our future practice? ference for your community, you and your team colleagues 10. Seek guidance from your “dream team.” Since this is should: a messy and potentially contentious issue, you need to 1. Consider the risks only if they are important to you seek guidance and advice from formal and informal and align with your passion and values. If this issue is coaches. (See Career Compass No. 7: How Do I Create important to you and the community that you serve, a Dream Team of Advisors and Career Compass No. 48: you might be willing to take the required risks to pursue How Do I Benefit from a Coach.) some of the solutions. Develop a Growth Mindset 2. Calculate the costs of doing nothing (status quo option). To address the homeless situation in your community, you We typically ignore the costs of the status quo. What are and your team members must adopt a “growth mindset.” In the negative impacts to the community and the families her book Mindset, Carol Dweck indicated that those with who live in the vehicles if the city does nothing? a “fixed mindset” believe that their talents and abilities are 3. “Ready, fire, aim.” It’s about getting things “roughly fixed. They avoid new challenges because they are afraid to right” and fixing up the approach as you go along. fail, and they try to do the same thing repeatedly because it There is no perfect solution in a VUCA situation. reinforces their sense of competency. 4. Use a respected sponsor. If you know the politics of Those with a growth mindset seek out new challenges, try your city council and your community, you might want out different approaches, and see mistakes as opportunities to find a front-person or two to serve as sponsors. For to learn and grow. instance, the police chief, the president of a neighbor- hood group and/or a minister might be a good sponsor FIO is the Key Competency of 21st Century Leaders for your effort. As you engage others in authentic conversations, incorpo- 5. Spread the risk. By engaging several stakeholder groups rate different ideas and perspectives, try stuff out, fix things and getting their fingerprints on the proposal, you up as you go along and learn from your mistakes, you are spread the risk and minimize the potential for opponents practicing “FIO” (Figure It Out) skills. FIO is the key com- to attack your staff team. petency for leaders in disruptive times. 6. Tie the change project to another initiative or invest- Responding to the homeless problem in your community is ment already underway. You are more likely to secure challenging and beyond your technical skills and expertise. support for your proposed solution if you tie it to an Yet it is a wonderful opportunity to learn and grow and ongoing priority of the council or some other influential become a better leader. As John F. Kennedy stated, “leader- group. For instance, your solution might be tied to the ship and learning are indispensable to each other.” council’s priority of supporting families, promoting great neighborhoods, or creating a safe community. Career Compass is a monthly column from ICMA focused 7. Pilot everything. Even if what you propose is not an on career issues for local government professional staff. experiment, call it a “pilot.” A pilot suggests that there Dr. Frank Benest is ICMA’s liaison for Next Generation will be missteps and errors that you will learn from Initiatives and resides in Palo Alto, California. If you them to develop a better permanent solution. have a career question you would like addressed in a future Career Compass, email [email protected] or contact Frank directly at [email protected]. Page 13 RETIREMENT

Gary Milliman Retires from Brookings, Janell Howard Appointed City Manager

he Brookings City Council Among Howard’s first challenges will be to address the Thas appointed Janell Howard management needs of the Public Works and Public Safety as City Manager effective July Departments. 1. The City Council approved an employment agreement with Public Works Director Paul Stevens resigned in December Howard at its May 29 meeting. 2017, and the City contracted out a major part of the public works operation…water and wastewater treatment…to a Howard has served as Brookings private company in March. Milliman assumed the public Finance and Human Resources works management function while assigning some duties to Director since 2009 and served in other staff members. a similar position with the City of Coos Bay for 10 years. She also Public Safety Director Chris Wallace has announced plans served as an audit consultant and to retire in July. audit manager for six years. “We considered an open recruitment for the position, City Manager Gary Milliman but recognized the agony that many communities are has begun transitioning duties experiencing with frequent turnover and in finding quality to Howard as she similarly City Manager candidates,” Pieper said. “We know Janell. restructures the finance and She knows the community. There will be no need for a human resources function. lengthy familiarization period. No need to spend $20- Milliman’s last day in the office 30,000 on a professional headhunter.” will be June 29, but will remain A Brookings Harbor High School Valedictorian and Student available to help with any “loose ends.” He said he expects Body President, Howard graduated from the University a smooth transition. of Oregon with a degree in accounting. She is a Certified “I have had Janell in mind as a possible successor since Public Accountant and holds an Oregon Municipal Auditor I hired her nine years ago,” Milliman said, noting that he License. included the role of acting City Manager during his absence She has been active in a number of finance professional in her job description. associations, including the Oregon Municipal Finance “Like anyone that would be hired as City Manager, Officers Association, American Institute of Certified Janell will bring a different personality and set of skills, Public Accountants and the Government Finance Officers experience and strengths to the position,” Milliman said. Association. “She is very dedicated to the community and to public Howard is a Brookings native and a mother of four. service, and is a very capable manager.” “I am really happy to be able to hand this off to someone In her role as Budget Officer, she is intimately familiar with who has a long history with the community,” Milliman the City operation. The City’s continued healthy financial concluded. condition is attributable in large part to her efforts,” Milliman said. “Along with Public Safety Director Chris Source: City of Brookings press release Wallace, she has been a key member of the City’s core management team.”

Page 14 RETIREMENT Oregon Senior Advisors

Metro staff presented information on the From From regional housing measure. This November, voters in the metro area will consider a $652.8 Dan Sheila million GO bond to provide funds for afford- able housing. The bond revenue could create Bartlett Ritz affordable housing for about 7,500 people throughout the region. This will be the third largest bond measure in the state. Metro will use 10% of the funds for land acquisition. This will be a short submission. On June Clackamas County Managers Meeting- Metro and local housing providers (the cities of 28 I attended the retirement celebration for May 7 Gresham, Portland, Beaverton and Hillsboro) Rob Dixon, Hillsboro assistant city would use bond proceeds to build affordable In attendance were Scott Lazenby (Lake manager. The room was full of folks many housing, purchase and rehabilitate existing Oswego), Jason Tuck (Happy Valley), in Aloha garb wishing Rob a great retire- housing. In November voters will also consider Tony Konkol (Oregon City), Eileen ment. Several officials from Cornelius a state constitution amendment that would Stein (West Linn), Bryan Cosgrove came to praise Rob’s work there and wish allow public entities to use GO bond proceeds (Wilsonville), Dan Huff (Molalla), him well. Many folks from the community for affordable housing to be owned by non- Denise Carey (Estacada), Laurel But- including the chamber of commerce came governmental entities. If both measures pass, man (Deputy County Administrator), to congratulate Rob on his retirement. It the funds raised by the Metro bond could cre- County Public Health Dept. staff, and was clear that he made an impact on ate housing for approximately 12,000 people. Phil Keisling (PSU). western Washington County. Many folks Metro staff provided an update on the Regional noted his office white boards with detailed The state Legislature raised the age to 21 Waste Plan. They are working with the region to-do lists for multiple public works to be able to buy or sell tobacco products. communities to develop a 2030 Regional projects. It was clear that he was detail- County Health Dept. staff discussed the Waste Plan. They are currently in Phase 4 oriented. proposed Tobacco Retail License (TRL) “building a strategy.” This phase is focused on program. This will require businesses to OCCMA Summer Conference has been identifying actions to close the gap between purchase an annual license to sell tobacco my favorite get together for all my years in where the region is today and the future rep- and other nicotine products. Revenue from OCCMA. This year was no exception. The resented by the vision and goals. The outcome the annual fee will be used for education first session facilitated by former interim of this phase is a set of prioritized actions to and support of the retail businesses and for LOC executive director and current ICMA be incorporated into the final plan. The last enforcement. Klamath, Benton, Lane, and liaison, Steve Bryant, was a great revela- phase is plan adoption which is scheduled for Multnomah counties have already adopted tion of a new direction of collaboration completion later this year. between the various associations supported a TRL. The annual license fee ranges by LOC. Executive Director Mike Cully between $500 and $600. Metro’s growth management decision this year was briefly discussed. They approached shared his thoughts on working together Phil Keisling, director of the Center for it differently this time asking cities to submit with all of us. Craig Honeyman, legislative Public Service at PSU, discussed the proposals if they were interested in extending director, discussed a focus on grassroots programs available to local governments. their boundaries rather than looking at the re- involvement with the various associations He encouraged more cities to participate gion as a whole and determining where Metro and city advocates. Nijah Fudge from the in the total employer cost of employee thought the boundary should be extended. Alliance for Innovation talked about the compensation program for them to be able These proposals are now being reviewed for Next BIG Things our organizations should to build richer data. Employers need to consideration. be addressing. Check the conference hand- enter their own data for each position and outs at: occma.org/Conferences. While then they get comparable compensation managers discussed “Practical Approaches data from all entities participating in the Ben Bryant, Happy Valley to a Split Council”, senior advisors and program. It’s a tool to consider because it Assistant City Manager Kevin Duggan, ICMA West Coast Re- provides validated data. gional Director, talked about who would Ben has been with the city Metro Managers – June 15 be supporting cities previously handled three years now. His respon- by Roger Jordan, who was named Senior Martha Bennett (Metro), Erik Kvarsten sibilities include research Advisor Emeritus. I expect that we will (Gresham), Linda Tate (Durham), support for the city man- still see Roger at some conferences. Michael Weston (King City), Bill ager, city attorney and public Like many prior summer conferences, we Peterson (Wood Village), Nolan Young communications team. He stayed over in Bend. Our boys came up (Fairview), Portland Planning Bureau, oversees the library, human resources, IT, gov- and rode the 50-mile route of the Tour des Washington County, Eileen Stein (West ernment affairs, the city recorder and records Chutes. Riding to and from the vacation Linn) and Ray Young (Troutdale) were management. in attendance. I found it interesting that rental we stayed at added another 10 miles. Ben has also been very involved in the is- very few cities in the metro area attended Summer conference has been a family sue described here: In June 2017, the city but all cities in Multnomah County were tradition since the boys were born. started the process to withdraw from the North there. Page 15 Clackamas Parks & Recreation District They are considering constructing a new Club area on the north side of the Town Cen- (NCPRD). The city and county agreed on Development Services Center which ter and there has been nothing new to report the withdrawal process but not the division would be paid for with utility fees. Then on their plans. of assets. In October 2017 a lawsuit was the current leased city hall administrative The city is looking into the feasibility of a filed concerning the division of assets. This offices would be moved to the existing façade renovation program for single-family lawsuit is still in progress. In March the building across the street adjacent to the homes on 238th south of Halsey. These state Dept. of Revenue approved the city’s library. homes are part of the original development withdrawal. In May 2018 the city residents Tualatin water rates are really low now of Wood Village in the early 1940s and they voted to pass a city levy to replace the because they have no capital investments are located along the major north-south county parks district tax rate. The plan was included. They buy all their water from street through town. Half of them are within for Happy Valley to take over providing Portland through one supply line. There the urban renewal district. They hope to have parks and recreation services in their com- is no back-up water source or back-up gravel driveways replaced with concrete, munity starting July 1, 2018. So the city supply line. They are currently looking at add features to enhance the cottage housing spent a great deal of money to hire staff redundant system options. They cannot feel of the original community, and effect and purchase equipment to be ready July use Willamette River water without voter improved landscaping and repainting. 1. Then in late June after questions were approval. raised by the county assessor, the state The Wood Village city park is the western Dept. of Revenue rescinded their previous Concerning housing, they are looking at end of the Gorge tourist area that goes east approval of the city’s withdrawal from the code changes for accessory dwelling units. to The Dalles. The city is working on park entry enhancements including a stone wall parks district and stated that the process Tualatin has 10 department heads and 8 entry with a new gate, a new plaza, bike under a different state statute needs to be of them have less than 5 years experience fix-it station, bottle-filler style water fountain followed instead. This different process re- with the city. There is no longer an as- and there will be traveler information for quires the County Board of Commissioners sistant city manager position. Sherilyn will people biking and driving through the Co- to give final approval. The Board’s decision be holding a team-building retreat with lumbia River Gorge. is potentially subject to a vote within the them this summer. entire district. Other work Ben is involved in includes the Tony Konkol, Oregon Greg Dirks, Wood following: they are digitizing all records City City Manager so they are searchable through Laser-Fiche Village HR & and sets up a retention schedule; looking at Records Manager The Downtown Oregon City Association was one changing health benefits to create VEBA Bill Peterson, city of three winners of the accounts (pre-tax funds for health expens- manager, has only been 2018 Great American Main es) where only the employer pays into the working part-time this Street Awards this past accounts, not the employees; developing year and Greg is the spring. Since 2009 when design standards for the new small commu- acting city manager in the Downtown Association was formed, nication cells attached to power poles and Bill’s absence. At the time of this writing, nearly $42 million has been invested in the streetlights, and the fees to charge for their Greg is very close to finalizing his MPA district’s buildings, streetscapes and infra- use of the public ROW. These new small degree and local government management structure and 28 net new businesses have cell antennas are the size of a water bottle certificate with the USC online program. opened. They are the first ever community but they also need a fairly big box attached He is looking forward to having more time in Oregon and the first on the West Coast in as well. Ben also noted that the Happy with his wife. the last eight years to win this prestigious Valley library has the highest circulation of The city is in the process of selling the award! CONGRATULATIONS! (The city children’s books of any city in Clackamas existing city hall property of 5.6 acres. contributes $60,000/year to this 501c (3) County. It is still in the due diligence phase. The charitable non-profit organization focused on proposed redevelopment project consists the revitalization of Oregon City’s 172-year of 8,500-8,600 sq. ft. retail development old downtown.) Sherilyn Lombos, at the corner of 238th & Halsey with 160- Tualatin City Manager Willamette Falls Legacy Project: The public 200 units of multi-family housing at the partnership of Metro, state of Oregon, Ore- Tualatin’s $20 million north end near I-84. Staff is temporarily gon City and Clackamas County are continu- transportation bond moved to lease space in the Pressure Safe ing to work on this project with the property business office building on Halsey Street. measure passed in May owner, Falls Legacy LLC. In May permits The city has not yet determined the loca- by 56%. The tax rate is were submitted to the Corps of Engineers tion for a new city hall. Options are being $0.50/$1000 assessed for Phase 1 of the riverwalk. $20 million has considered. value for 10 years. They been raised for this project and they expect are starting work on some projects but the There are 45 new single-family homes be- that construction will start in April 2020. council needs to prioritize because there are ing built by Lennar just north of Lowe’s as This phase will be public improvements only more projects to be done than the funding part of the Riverwood development south to provide access to view the falls from an that will be available. of Arata Road. elevated platform. Demolition of some exist- ing buildings will be necessary to complete They are nearing completion of their The new owner of the Town Center at this project. updated Parks & Recreation Master Plan 223rd & Glisan is working on getting full and will be developing a potential bond build-out of the area. The Grand Ronde In 2021 the county courthouse in downtown measure. Tribe owns the former Multnomah Kennel will be relocated to a new building at the Page 16 County’s Red Soils campus. This will In Hood River, Rachael Fuller was the position for 14 months. He was upbeat certainly help to relieve parking problems named the replacement city manager for about the condition he leaves the city. He felt downtown and presents an opportunity for Steve Wheeler who retired. Rachael began as though “the city is in great shape fiscally. a new use downtown. There are commit- her duties on August 20, 2018. Before that We’ve achieved a lot of our goals and there tees discussing what to do with this site she was assistant in Gresham. is more to come.” He believes he has left the once it is vacated. city in a positive place and he leaves things I will write more in depth about these new better than when he arrived. They plan on relocating public works people in a future edition. operations and parks operations together Brant’s reason for leaving is to live closer to into an existing building just purchased in his son. In Ashland, Wisconsin he’ll be three an industrial area. The existing office part Matthew Klebes, The Dalles hours away from his son. Brant feels bad of this building will either be remodeled or about leaving but family ties are stronger. While at the OCCMA Summer Confer- rebuilt. ence I meet Matthew. I found him a Kerry Prossor, city recorder, has been Current development in Oregon City fascinating person and decided to include named interim city manager while the city includes a 30,000 sq. ft. medical office him and his activities in The Dalles in my council recruits another manager. building and new building additions to the report. Matthew is from New England community college. (New Hampshire and Maine). He has an Steve Forrester, Prineville City Council: 3 of 5 seats will be up for undergraduate degree in political science election. So far, one has announced they and a masters degree in public policy and I visited Steve for breakfast recently and will not seek reelection and there will be management. He served in the Philippines he was very positive about progress in contested races for some of the positions. with his wife as a Peace Corps volunteer. Prineville which is celebrating its 150-year He came to The Dalles as an AmeriCorps anniversary of incorporation and 100 years A future need they are starting to work on volunteer in the Resource Assistance for owning their own railroad. Prineville is is funding needs for parks maintenance and Rural Environments (RARE) program the home to several data centers that have capital investments. where he worked as the coordinator for benefited the city’s residents in many ways. The Dalles Main Street program. Upon Steve reports partnering with the data cities

completing his service he was hired as on sewer and water has increased the capac- the director of The Dalles Main Street ity for the whole community, not just the From program. Roughly two years later he was data centers. Steve also reports as a result of hired as the assistant to the city manager. utility expansion, rates are now very reason- Andy The Dalles has problems with limited able for the average Prineville citizen, when Anderson housing. Possibilities to expand the com- they had not been prior to the expansion. munity’s UGB is limited by its location in Even though the data centers do not employ the Columbia Gorge National Scenic Area. large numbers, they generate employment While efforts are being made to expand the in support businesses. Also as a result of the Third quarter saw quite a lot of movement UGB, emphasis has been placed on devel- data centers the local electrical utilities are in my area. First is Ashland where Kelly oping vertical housing and underutilized generating 50 megawatts of renewal power Madding began July 30, 2018 as city properties. Currently, a historic building in in Crook County. manager. Kelly began her career as a plan- the downtown area is being redeveloped The city-owned railroad is doing very well ner in Ashland moved to Jackson County which will include 9 new downtown apart- economically. New customers McCall oil and then Medford as deputy city manager ments. Several other developments are and Clayton Homes have helped the bottom before taking the top position in Ashland. at different stages and sizes from 3 to 50 line. Prineville built the community’s own Second, Talent where Tom Corrigan left units. These projects are being completed railroad to connect to the mainline to the and was replaced currently with Sandra using various tools such as urban renewal, west when Prineville was bypassed. Spelliscy as interim. As I understand it but a vertical housing zone, as well as the help cannot confirm, Sandra has been offered of regional and state partners. Steve reports the Forest Service is devel- the position. Third, in Phoenix Steve Dahl oping a new concept called stewardship left and was later hired in Drain. Jaime In addition the city is working on redevel- contract. A timber company will gain a McLeod-Skinner then served for a short oping brownfield properties in the urban contract to help manage a portion of forest. time and is now the Democratic nominee renewal district through an Integrated It is hoped to reduce the fire load in the areas for Congress against Greg Walden. Dave Planning Grant from Business Oregon. contracted and gain the company valuable Kanner took over as interim. Eric Swan- Matthew feels the community is making timber in return without clear cutting whole son then was hired and left for a position great progress in enhancing its quality of forests. life. with Comprehensive Health Services Inc. Prineville has developed a Downtown Dave Kanner took over as interim for the Strategic Plan. As a result, there have been second time until Aaron Prunty took the enhancements to downtown buildings. The Brant Kucera has left the position of city position permanently. Aaron had several program has been well received and Steve manager in Sisters on August 18, 2018, successful years at Shady Cove and has believes they may be able to move toward a taking the position of city manager in been replaced there by Tom Corrigan late urban renewal district. I believe Steve does Ashland, Wisconsin. Brant had been in of Talent. has justification to be positive about progress in Prineville.

Page 17 Jeff Hecksel, County Administrator, This is for both existing and new homes. Hood River County Since late 2014 the city has seen construc- From tion of 42 new homes and the purchase of I visited Jeff in mid-February. The County 142 existing homes. Commission had settled on a sale tax as a Larry long term replacement their loss of federal The infrastructure of the community is be- timber revenue. The original plan was to Lehman ing improved and completion of a looped place the issue before voters in May of water system of the main lines. 2018. They are conducting two public Karen, has a number of key positions to fill hearings. The first had been held and based in the next few months. on the feedback the commissioners ask Had a meeting with both the city manager staff to cut the proposal from 2% to 1.25%. of Hermiston, Byron Smith, and assistant Staff ran the numbers and that smaller city manager, Mark Morgan, in mid-July. Met with Robb Corbett, city manager of percentage will not generate the intended Hermiston is sort of a competitor with the Pendleton, on the first of August. revenue. They are currently rethinking the great city of Pendleton, so I must be care- Robb is pleased with the developments proposal. They have been trying to balance ful not let any biases show!!! occurring in Pendleton. There is a desire the amount of exemptions with the rate The city is making advances in many for additional housing in Pendleton. There to generate the necessary income. I spoke areas. The city increased their franchise is good progress is being made, with more to Jeff at the summer conference and he fees from an average of 5% to 7% which housing options becoming available. indicated the County Commission decided generates approximately an additional to go back to the drawing board and study $400,000 per year. They have dedicated The activity at the city airport centers other alternatives. One which is under these funds to streets. The city streets are around drones and is creating many good study is the food and beverage tax which is in decent shape now so this money allows paying jobs. This is a need for additional employed by Ashland and Yachats. Jeff be- them to do system improvements and hangers for this activity and the city is lieves Ballot Initiative 103 on the Novem- expansions. working on solutions. ber 6, 2018 ballot may render a food and They are working on a new 1-million- Robb states the city is holding its own beverage tax illegal. Jeff believes that a gallon water tower. This is expected to be financially, and he is optimistic for the city’s judge could easily interpret this measure in completed by the end of 2019 and increase future. that manner. Thus not allowing new food the storage capacity by 12%. Just as and beverage taxes and may render the A new fire stations is under construction, important, is the construction of the water current taxes in both Ashland and Yachats being paid for from funds from a bond issue line to the tower which has the potential of illegal. approved by the Pendleton citizens. providing water to 300 acres of additional The controversy over vacation rentals has housing. Had a great visit with Michael Sykes, city been addressed with the county cleaning The festival street project in front of city manager of Scappoose, on June 28. Scap- up their enforcement code, which seems to hall has been completed and looks great. poose is looking good with lots of industrial have solved the problem. The number of The concept is to provide a street that can and residential development underway. housing units devoted to vacation rentals be easily closed down to vehicular traffic is about 2% whereas in the city was up to and become a community event location. The city is getting millions of dollars from 10%. the state’s new highway bill, lottery funds The new $2.3 million Harkinrider Senior and ODOT immediate opportunity funds for The country has sufficient short term agri- Center is completed. It is named after water, sewer and road projects. culture worker housing but suffers with the long-term mayor, Frank Harkinrider. lack of affordable year round housing. The city is building a new 3-acre park to be Both Bryon and Mark state they are hav- named after Chief Comcomly. The name One of the more controversial issues Jeff ing a good time, they are enjoying their was selected by the public and is a fitting was dealing with was weddings. Outdoor work and proud of the progress in their acknowledgment of the Chinook Tribe. weddings are scheduled all over the county community. because it is so picturesque. Some get out The city with the leadership of the Rotary of hand with loud noise and other nuisance Club, has completed a very unique water issues. The number which gets out of hand Had a great visit with Karen Pittigrew, structure in Heritage Park. The design by is small but does gain the interest of county city manager of Boardman. Boardman is Michael Curry includes a structure with officials. one of those towns that just keeps improv- water spraying, lights that change the color ing. Compared to other cities of its size, of the structure and music along with a little Boardman is a very well funded city. A bid of thunder. Viewing this park is a good large part of this financial well being is reason to visit Scappoose due to cooperative agreements and attitude Mike has hired a number of new staff in the of the leadership of city, the county and past year and is very pleased with quality of the Port of Morrow. his hires. The city offers a program of offering $5,000 of home assistance to home buyers.

Page 18 Serve on an OCCMA Committee in 2019

re you interested in increasing the diversity on the • Academic Affairs.Increase partnerships with AOCCMA Board? Do you have session ideas for a universities to help build future generations of local future conference? Are you a skilled communicator with the government managers. ability to revamp a website? Do you like to help others solve professional challenges or share your experiences? If so, • Communications. Maintain and enhance multimedia we need you! The OCCMA Board of Directors is soliciting communication and information exchange through OCCMA members who are willing to serve on an OCCMA quarterly newsletter, website and other tools. Committee in 2019. Current committees include: • Next Generation. Assist with the development of • Nominating. Recommend candidates for the OCCMA educational programs that promote city management and Board of Directors for the following year at the Annual internship opportunities. Support and collaborate with Membership Meeting in September. ELGL.

• Ethics. Monitor OCCMA and ICMA member • ICMA Liaison. Identify and recommend actions in compliance with the ICMA Code of Ethics. The relation to the ICMA/OCCMA Affiliation Agreement Committee also serves as the local fact-finding body and provide updates on international issues. inquiry. • Host Committee. Participate with planning efforts for • Support for Managers. To connect managers with the 2021 ICMA Annual Conference in Portland, Oregon. network of opportunities to gain knowledge, insight, This appointment will last through December 31, 2021. experience and perspective through developing other If you are already a member of this committee, you do professionals in the field. not need to sign up again.

• Bylaws and Policy. Review Bylaws and Policy Annex Committees typically meet via conference call up to 6 times and recommend amendments as requested by the Board per year, or as needed, to forward their individual agendas. of Directors. If you are interested in joining an OCCMA committee, please visit occma.org to complete an application. The • Professional Development. Plan conferences and other deadline to submit applications has been extended to Friday, training opportunities including the Northwest Regional November 2. Managers Conference, Summer Conference and Fall Workshop.

www.occma.org Check out the OCCMA website for: • Newsletter archives • Conference information • Member directory • Coaching and mentoring information • ICMA resources • Calendar of events

Page 19 1201 Court St. NE, Suite 200 Salem, OR 97301

MANAGERS ON THE MOVE

Recruitments in Progress Recently Appointed League of Oregon Cities │ Legislative Director Dennis Durham, City Manager, Carlton Cannon Beach │ Emergency Manager Janell Howard, City Manager, Brookings Corvallis │ System Administrator Rachael Fuller, City Manager, Hood River Eugene │ Financial Analyst Cynthia Alamillo, City Manager, Manzanita Gold Hill │ City Recorder/Treasurer Hines │ City Administrator Aaron Prunty, City Manager, Phoenix Hood River │ Development Review Manager Independence │ City Manager Lakeside │ City Manager/ Recorder Silverton │ Planning and Permit Assistant Springfield │ Finance Director Troutdale │ Communications and Digital Media Specialist Wheeler │ City Manager Wood Village │ Finance Director

Published Quarterly by the Oregon City/County Management Association