The city of Mentor is pleased to announce the appointment of Robert M. Fowler to the position of Assistant City Manager.
Fowler brings extensive experience in economic and community development, public safety, municipal operations, finance, grant writing, and project management, as well as a passion for public service, to his new role.
“All my life, I have served the public in various capacities, including working as a runner for the Board of Elections to becoming a city administrator. My passion for public service was furthered during graduate school, when I became more aware of the profession and the impact a person would have in this role on the constituency,” says Fowler.
“Mr. Fowler has a proven record of success in public administration and economic development in several Ohio communities. He brings energy and a desire to raise the level of public service effectiveness wherever he goes. I have confidence he is ready to serve the residents of Mentor well,” says Mentor City Manager Kenneth J. Filipiak.
When asked what attracted him to the position, Fowler remarked that, “Mentor is an amazing city with a diverse economy. It is one of the most coveted positions in the State of Ohio. It is an amazing place to live, work and play. This is also an opportunity to work with a great team of professionals, while gaining additional knowledge and experience.”
Most recently, Fowler served as the Administrative Officer for the city of Norton, Ohio, a position he held since 2017, and is proud of the role he played in attracting grant funding to that city from a variety of county, state, and federal sources. Under his leadership, Norton was awarded over $10 million in funding for various infrastructure projects.
His previous Ohio experience includes serving as Director of Public Safety and Service in Lorain, Director of Administration in Wooster, and Village Administrator in Carollton.
Fowler attended the Maxine Goodman Levin College of Urban Affairs at Cleveland State University where he earned a Master of Public Administration, a Graduate Certificate in Local and Urban Management, and a Bachelor of Arts in Public Safety Management. He currently serves as the President of the Ohio City/County Management Association.
Jack Cameron has been appointed Silverton’s Village Manager. Cameron, who previously served as the Township Administrator for Delphi Township, joined Silverton in October, replacing Tom Carroll who assumed a position in Maryland.
ICMA’s Annual Conference delivered attendees an incredible opportunity to gain insights and connections needed to achieve excellence in their organizations, their communities, and their profession. Conference attendees and new registrants can now view 140 sessions on-demand, including dynamic keynotes and featured speakers, through December 31, 2022! Those registered for the event will access the 2022 ICMA Annual Conference online platform using the unique credentials provided during registration from the email address mobilesolutions@chime.live. New registrants need to visit the 2022 ICMA Digital website to complete their registration. Register for on-demand access today. Questions? Contact the conference team.
Professional management adds the expertise which comes from having an individual trained in the field of local government participate in the running of the municipality. According to data gathered by the International City/County Management Association, two-thirds of U.S. cities with populations over 2500 now operate with a chief administrative officer in place. Managers have a variety of responsibilities. They organize and work with department heads, front line supervisors and technical staff to implement programs and deliver public services. They are knowledgeable about changing and expanding state and federal regulations, public finance and public budgeting. They have access to information about the latest trends in infrastructure improvements and economic development practices. Through their professional contacts, they share a wealth of information and experience about the successful operations of municipal government.
Professional administrators have the skills to take a problem or opportunity facing a community, research the options available for dealing with the situation, present the pros and cons of those options to the governing body, and then implement the final decision reached by the elected officials. They are able to engage in long-range planning which is necessary to the smooth functioning of today’s community. They also have the time and expertise to oversee the day-to-day operations of the municipality. The elected officials, mayor and council, however, retain the responsibility for choosing the options and plans which best fit their community.
If professional management simply lends knowledge and experience to municipal government, why is it controversial? First, there is a misconception that professional management requires or implies a change in the form of government. While there are approximately one hundred communities in Ohio operating under the city manager form of government, there are many others that employ an administrator but continue to operate as mayor-council governments. Clearly, it is not necessary to change the form of government to benefit from the professional management or to be of any particular size.
Second, there is apprehension that hiring an administrator dilutes the authority of the mayor and the council. Again, this is not the case. The mayor and council continue to have not only the authority but the responsibility to set the course for the city. They can rely on the administrator to provide them with information, to spell out choices, to develop alternate funding mechanisms, and, in general, to provide professional advice; but the mayor and the council must still provide the political will and leadership to get projects done and make the final decisions on how those projects and services will be funded.
Third, communities fear that the addition of an administrator will substantially increase the cost of doing business. While an initial outlay for salary and benefits is, of course, necessary, in the long run the cost of doing business should be contained and the budget and finance experience which such an individual brings should allow the city to operate in a more efficient financial manner. In addition, the administrator’s knowledge of alternate funding sources and an understanding of the many options available should provide the community with a range of options for financing specific projects and services which might otherwise be overlooked.
In a time when many communities are undergoing development pressures, having an individual on board with the education and experience to manage the day-to-day affairs of the city, to deal with developers and entrepreneurs in a prompt and professional way, and to assist the community in long range planning is a must. On the other hand, communities that are coping with a declining commercial, industrial, or even residential base can also benefit from the knowledge and expertise which professional management can provide in seeking ways to maintain a viable fiscal posture.
At the October 2019 ICMA Executive Board meeting in Nashville, ICMA’s leadership was wrestling with an issue that had long been plaguing board members. What would it take to grow ICMA membership? How could ICMA attract even more passionate and committed city, county, and town managers, assistants, and others aspiring to those roles?
While members placed a high value on their ICMA membership, some believed the dues were too expensive. At state association meetings, nonmembers often described the dues as their main barrier to joining. Though everyone at the board meeting said they had heard these concerns raised in the past, the board recognized that this was anecdotal information. The most important next step would be to get actual data and explore more deeply how dues affected various segments of prospective, former, and current members.
Breaking with the past tradition of establishing a member task force, ICMA looked for outside expertise. “We hired an external consultant with several decades of experience in helping other associations. The consultants guided us through the process of surveying members and conducting focus groups and interviews across all our membership segments,” said Troy Brown, outgoing ICMA president and city manager of Moorpark, California.
The consultant, McKinley and Partners, kicked off the project in November 2020. Nearly 3,000 surveys were completed and analyzed, helping ICMA staff to better understand how member benefits are perceived and valued. They also looked at how the dues structure could be improved to allow more individuals to join and to create an even greater sense of satisfaction for existing members.
Member Research Points to Gaps
The research results continue to reflect the high regard that respondents have for ICMA, most specifically its networking and professional development offerings. The overall satisfaction rate of 85% with ICMA is significantly higher than other professional associations, which average 78% member satisfaction levels. However, 45% of respondents disagree that membership pricing is reasonable. To compare how ICMA members feel versus members of other professional organizations, the average “cost to value of membership” for professional organizations is 33%. ICMA rated 29%.
A significant number of comments in the focus groups centered on the lack of affordability for communities with small budgets and/or populations under 7,500. “For small town managers, you have priced them out,” one respondent said. In considering a range of different dues models, “ability to pay” was a preferred approach for the CAO/ACAO segment with salary continuing to be a reasonable metric.
With this data in hand, the committee wanted to better understand the financial constraints of small communities. “I have worked in small communities for almost my entire career,” said Board Member Teresa (Terri) Tieman, assistant city manager of Bethany Beach, Delaware, who served on the dues subcommittee. “I can’t tell you the number of times that I have tapped into ICMA resources to solve a problem, find a vendor, learn the best way to on-board a new councilmember, or to find sample policies. We recently used a policy I found on icma.org to develop our teleworking policy. We didn’t have one pre-COVID. I have literally saved my communities thousands in consulting fees, so I was really excited that one outcome [of the dues subcommittee] would be to help ICMA become more inclusive of small communities.”
Options Explored
Given that charge, an ICMA staff team under the leadership of Patricia Vinchesi, Northeast regional director, studied a total of 6,000 communities and 250 counties across the United States with an eye toward potential discounts based either on population, budget, or a combination of both. Based on the analysis, the team found among other things that neither population nor budget size is the sole factor for determining ability to pay.
The team looked at a number of financial options that focused, according to Vinchesi, on “being meaningful enough that there would be a substantial reduction from the previous cost of membership to join and an amount that would be within reach of municipal budgets so managers could make an effective ROI case to their elected officials.” Vinchesi too worked in small communities prior to her tenure at ICMA. She recalls reaching for ICMA resources or calling on her ICMA network when her town demanded an analysis and recommendation with no budget and limited time.
Building on Past Dues Improvements
Previous boards have recognized that ICMA’s dues structure is a serious and complicated matter since dues help fund member benefits and keep the association solvent. Prior task forces took steps to align ICMA dues with organizational priorities. Past task forces established a dues cap of $1,400, a flat rate for early to mid-career professionals, and a $200.00 dues rate for department directors to help attract and develop next-generation leaders. These adjustments, along with benefit enhancements, have succeeded in growing ICMA’s membership.
Options for a new dues structure were modeled by ICMA’s Chief Finance Officer Sabina Agarunova and her team and reviewed by the board finance and member committees. The final recommendation reflects a careful balance of forecasting member growth in the years ahead versus the reduction in revenues from the lower cost of dues in the immediate future. “The work of the ICMA staff in support of this effort was tremendous and it reflects a strong belief in the outcome,” Tieman said.
Fellow Board and Dues Committee Member Michael Kaigler, assistant county manager of Chatham County, Georgia, agrees. “This makes membership more affordable for individuals in smaller jurisdictions who may not have access to the resources to deal with today’s complicated issues and who need ICMA resources the most. It marks the first time in the history of the organization where the cost of membership overall was lowered. I am most proud of the work we accomplished to address the value of membership through the dues process.”
The New Dues Structure
The new dues structure is effective beginning October 1, 2022.* You can see the full structure here. Here is a summary:
Sample CAO/ACAO Member Cases
The ICMA membership team put together some hypothetical member cases to demonstrate the new dues structure in action.
Manager from a Mid-size City
Salary: $200,000
Old dues structure: She would pay $1,400 (.008 of salary capped at a maximum payment of $1,400).
New dues structure: The rate has been reduced to salary times .0065 and is now capped at $1,200. She would now pay $1,200 and realize a savings of $200.
Assistant Manager from a Large County
Salary: $150,000
Old dues structure: He would pay $1,200 (.008 of salary capped at a maximum payment of $1,400).
New dues structure: The rate has been reduced to salary times .0065 and is now capped at $1,200. He would now pay $975 and realize a savings of $225.
Manager from a Small Community (population of 7,500 and a general fund budget of $7.8 million)
Salary: $135,000
Old dues structure: He would pay $1,080 (salary times .008 capped at a maximum payment of $1,400).
New dues structure: The rate has been reduced to salary times .0065 and is now capped at $1,200. In addition, because the community meets the qualifications for ICMA’s new small community discount, he will receive an additional 20% discount on his dues. His new dues rate is $702—a savings of $378.
Manager from a Small Community
Salary: $105,000
Old dues structure: She would pay $840 (salary times .008 capped at a maximum payment of $1,400).
New dues structure: The rate has been reduced to salary times .0065 and is now capped at $1,200. In addition, because her community meets the qualifications for ICMA’s new small community discount, she will receive an additional 20% discount on her dues. Her new dues rate is $546—a savings of $294.
Dues Committee
“This monumental task could not have been accomplished without the dedication of the dues subcommittee. These board members met frequently, and this assignment was extremely labor intensive,” praised Brown. “We knew it would be a multi-year project, but we didn’t know it would be done during a pandemic, which made everything a little more complicated,” he added. “On behalf of all the members, I’d like to thank the ICMA staff, especially the membership and finance teams, and the dues subcommittee members for getting us across the goal line.”
Co-chairs:
Laura A. Fitzpatrick, deputy city manager, Chesapeake, Virginia
Ray Gonzales, former county manager, Adams County, Colorado
Michael Kaigler, assistant county manager, Chatham County, Georgia
Members:
Molly Mehner, deputy city manager, Cape Girardeau, Missouri
Teresa Tieman, town manager, Fenwick Island, Delaware
Peter Troedsson, city manager, Albany, Oregon
What You Need to Do
Join or renew! Current members will receive renewal invoices that will reflect the dues changes as applicable. New members joining after October 1, 2022, will receive the new dues rates as applicable. If you have questions about your invoice, contact membership@icma.org.
Current members: please update your ICMA member profile to ensure we have the latest, most accurate information for you. Click on “My ICMA” at the top right of the icma.org homepage to update your profile and to manage your communication preferences.
MARTHA PEREGO, ICMA-CM, is director of member services and ethics director, ICMA, Washington, D.C. (mperego@icma.org).
The council-manager form of government is the fastest growing form of government in the United States today. It’s also the most prevalent — it’s used by more cities, villages, townships, and counties than any other form.
It’s a system of local government that combines the strong political leadership of elected officials (the governing body) with the strong managerial experience of an appointed local government manager. The governing body is commonly known as the council — it may also be referred to as the commission or board. The council-manager form establishes a representative system where all power is concentrated in the elected council, and where the council hires a professionally trained manager to oversee the delivery of public services.
The council-manager form, sometimes referred to as the “city manager” form, was born in the early 20th century in response to corruption and patronage that plagued many cities. The form was designed to “professionalize” local government and resembles the structure of a corporation or a non-profit. In a city, for instance, the city council acts much like a board of directors: similar to how a board would hire an experienced CEO to run a private sector organization, the council hires a professionally-trained manager to run the day-to-day operations of the city. (The position of mayor can be compared to the chair of the board.) The council, which includes the mayor, oversees the actions of the professional manager and ensures that policies are implemented to the community’s satisfaction. The council may decide to replace the manager at any time with a majority vote.
The second most prevalent form of government in the US is the “strong mayor” form, also known as the mayor-council form. In this form, it is the mayor who serves as the CEO of the community. Since the mayor is an elected office, this form of government may or may not result in a professionally-trained manager serving in that position.
The council-manager form of government is used throughout the world, in communities both large and small, because it is highly effective and adaptable to local conditions and preferences.
It’s Responsive
In council-manager government, the mayor or chairperson of the governing body and council members are the leaders and policy makers elected to represent the community. They focus on policy issues that are responsive to citizens’ needs and wishes. The manager is appointed by the governing body to carry out policy and ensure that the entire community is being served. If the manager is not responsive to the governing body’s wishes, the governing body has the authority to terminate the manager at any time. In that sense, a manager’s responsiveness is tested daily.
It’s Adaptable
Not all council-manager governments are structured the same way. One of the most attractive features is that the council-manager form is adaptable to local conditions and preferences. For example, some communities have councils that are elected at large while other councils are elected by district or by a combination of an at-large and by-district structure. In some local governments, the mayor or chairperson is elected at large by the voters; others are elected by their colleagues on the governing body.
It’s Less Expensive
Local governments have found that overall costs actually have been reduced with competent management. Savings come in the form of reduced operating costs, increased efficiency and productivity, improved revenue collection, or effective use of technology.
Council-Manager vs. the Strong Mayor
Nearly 90% of all communities use either the council-manager or the strong mayor form of government. When viewed together, the overwhelming advantages of the council-manager form become apparent. It encourages neighborhood input into the political process, diffuses the power of special interests, and eliminates partisan politics from municipal hiring, firing, and contracting decisions.
Neighborhoods Strengthen Their Voice
The council-manager form encourages open communication between citizens and their government. Under this form, each member of the governing body has an equal voice in policy development and administrative oversight. This gives neighborhoods and diverse groups a greater opportunity to influence policy.
Under the strong mayor form, political power is concentrated in the mayor, which means that other members of the elected body relinquish at least some of their policy-making power and influence. This loss of decision-making power among council members can have a chilling effect on the voices of neighborhoods and city residents.
The Power of Special Interests is Diffused
Under the council-manager form of government, involvement of the entire elected body ensures a more balanced approach to community decision making, so that all interests can be expressed and heard not just those that are well funded.
Under the strong-mayor form, however, it’s easier for special interests to use money and political power to influence a single elected official, rather than having to secure a majority of the city council’s support for their agenda.
Merit-Based Decision Making Vs. Partisan Politics
Under council-manager government, qualifications and performance — and not skillful navigation of the political election process — are the criteria the elected body uses to select a professional manager. The professional manager, in turn, uses his or her education, experience, and training to select department heads and other key managers to oversee the efficient delivery of services. In this way, council-manager government maintains critical checks and balances to ensure accountability at city hall.
Under the strong mayor form of government, the day-to-day management of community operations shifts to the mayor, who often lacks the appropriate training, education, and experience in municipal administration and finance to oversee the delivery of essential community services. Also, under the strong mayor form, there is the temptation to make decisions regarding the hiring and firing of key department head positions such as the police chief, public works director, and finance director based on the applicant’s political support rather than his or her professional qualifications.
Kettering City Council is pleased to announce the selection of Matt Greeson to serve as Kettering’s next city manager effective January 1, 2023. Mr. Greeson will start his service on December 12 in a transitionary capacity. He will succeed Kettering’s sixth City Manager, Mark Schwieterman, who will continue his role through December 31, 2022.
Mr. Greeson emerged as the top candidate resulting from an extensive recruitment process. He has been serving the City of Worthington, Ohio, since 2007. He brings to Kettering over 26 years of local government experience with a strong record of forming partnerships, fostering fiscal stability and economic success, leading talented teams, and improving organizations and community quality of life. A resolution to approve Mr. Greeson’s contract will be voted upon by City Council on Tuesday, October 11, at the regularly-scheduled meeting at 7:30 p.m., at 3600 Shroyer Road.
Mayor Peggy Lehner stated, “It is City Council’s goal to ensure that Kettering’s next city manager brings outstanding, proven leadership skills to the position to continue the level of service at which residents and businesses are accustomed. The needs and aspirations of our community are paramount, and our goal was to find the right candidate committed to continuing Kettering’s strong tradition of collaboration, engagement and partnership. Conducting a national search allowed us to speak with a diverse group of candidates to ensure we chose the best fit for our community.”
City Council began the nationwide search process with Slavin Management Consultants earlier this year in preparation for the departure of current City Manager Mark Schwieterman, who announced his intention to retire after more than three decades of public service with the City of Kettering. Kettering city managers include Ervin Welch 1954-1975; John Laney 1976-1979; Phil Hawkey 1980-1981; Robert Walker 1982-1990; Steven Husemann 1990-2006; and Mark Schwieterman currently serving since 2006.
Greeson says he is committed to upholding the expectations of excellence in Kettering ensuring that the City’s exceptional employees maintain world-class services and amenities for residents, businesses and patrons. He is also committed to maintaining strong infrastructure and driving economic development in support of City Council’s goals, as well as engaging with Kettering’s residents, neighborhoods, businesses and other community stakeholders.
“Mr. Greeson succeeds six incredible leaders who have furthered the health and vitality of our city, and City Council is confident in his ability to enhance Kettering’s vision and strategic framework through sustainability, connection and resiliency,” said Mayor Lehner.
“I am honored that Kettering’s Mayor and City Council are providing me the opportunity to serve as the City’s seventh city manager,” Mr. Greeson said. “Kettering is a vibrant and friendly city known for its safety, inclusivity, innovation, economic vitality and natural beauty. I am excited to work collaboratively with Council, City employees, residents and the business community as we advance the many important initiatives already underway, along with new possibilities. My family will soon call Kettering home, and with that comes a strong commitment to this community and a vested interest in providing the best quality of life and environment in which our residents and businesses can thrive.”
Personally, Greeson stated he is excited to attend music events at Fraze Pavilion, watching games at Trent Arena, and enjoying the incredible parks, recreation and cultural arts facilities with his family. Professionally, he added that Kettering represents an ideal opportunity for collaboration and commitment to community building.
Greeson served the City of Worthington, Ohio, as city manager since 2007. Prior to his current position, Mr. Greeson served Volusia County, Florida, for 12 years where he rose to the position of Deputy County Manager. Mr. Greeson holds a Master in Public Administration from the University of Central Florida and a Bachelor of Arts in Political Science from Stetson University.
He is a member of the International City/County Management Association and the Ohio City/County Management Association. Greeson fosters rich professional relationships with many community, county and regional partners. He served as chair and vice chair of the Mid-Ohio Regional Planning Commission, inaugural chair of the Central Ohio Interoperable Radio System Board of Directors, Central Ohio Mayors and Managers Association, Dublin-Worthington Rotary Club and the Worthington CARES Coalition–a group aimed at reducing substance abuse and improving mental health among youth.
