Board transitions can bring about hand wringing or a promise of welcome change, they may feel like a small shift or a seismic one. But at root, there are fundamental lessons to be learned if you, as the executive leader or manager, are going through one for the first time.On today's show, we welcome Sara Gibson, Borough Manager at Camp Hill Borough, Cumberland County, Pennsylvania, and Scott Hutt, Assistant Manager of Hatfield Township in Montgomery County, Pennsylvania. Though the size and structure of the governments they manage differ, they both bring a wealth of knowledge about the core elements of effective onboarding. Today we talk about the importance of patience and open communication, a structured onboarding process that also encourages mentorship and an ongoing need to balance change while preserving the core values of local government.We hope you enjoy!SHOW NOTESFollow Sara Gibson on LinkedInSara Gibson has served as Manager of Camp Hill Borough for the past three years, driving progress on strategic initiatives like pedestrian connectivity, zoning updates, sewage and stormwater planning, and downtown development. Under her leadership, the Borough adopted a Climate Action Plan in 2023 through the DEP Local Climate Action program. Sara has championed environmental efforts, including the innovative StormFest public outreach event and the establishment of a Sustainability Committee. Camp Hill also participates in Bee City USA, Tree City USA, Bird Town Pennsylvania, and SolSmart programs, with Sara and her team securing grants and technical assistance to bolster these initiatives.Follow Scott Hutt on LinkedInFollow APMM on LinkedInMORE INFORMATION ABOUT APMMSign up for the PCC Local Time Newsletter to receive updates about the community and this podcast HERE EPISODE HIGHLIGHTS[00:01:10] Importance of Board Transitions in Shaping Organizational LifeSara reflects on her first experiences with board transitions and the challenges of being a professional manager.[00:05:07] Onboarding New Board MembersScott shares his first experience with onboarding and the importance of structured, effective processes.[00:06:21] Structuring the Onboarding ProcessDetailed explanation of onboarding approaches, including educational seminars with consultants and department heads.[00:07:45] Building Personal Connections with Board MembersSara emphasizes the significance of developing personal connections and understanding board members' backgrounds.[00:10:44] Quality Interactions Between Board Members and StaffDiscussion on fostering trust and ensuring productive interactions through community events and informal gatherings.[00:12:45] Setting Boundaries and Roles for Effective GovernanceScott elaborates on defining roles and staying in lanes for efficient operations and collaboration.[00:17:30] Community Events and Relationship BuildingSara and Scott discuss the role of community events in creating stronger bonds among board members, staff, and the public.[00:23:00] Navigating Difficult Transitions and ConflictsNancy and Scott explore managing transitions

How many of us feel overwhelmed by the amount of information coming at us about AI today? One of my best thought partners on the topic of AI is Joe Mench, Assistant Manager at Muhlenberg Township in Berks County Pennsylvania. He is truly boots on the ground at the local government level and this conversation is a starting point for thinking about AI today in our organizations.We delve into the practical applications of AI for local governments, discussing both the opportunities and challenges. Joe Mench shares his insights on how AI can enhance municipal operations, from improving customer service to predictive analytics for public safety. The conversation highlights the importance of ethical use, transparency, and developing internal policies to guide AI's responsible implementation. The episode also touches on the future of AI in areas such as public works and organizational learning, stressing the need for clear guidelines and cautious optimism. It’s a must-listen for local government leaders interested in leveraging AI to improve services while being mindful of ethical considerations and community trust.Sign up for the PCC Local Time Newsletter HERE Connect with Joe Mench on LinkedInMuhlenberg Township, Berks County, PennsylvaniaTIMESTAMPS[00:00:00] Introduction to AI Tools and OptimismJoe encourages trying out AI tools before forming an opinion. He emphasizes that AI is a powerful tool that’s not as intimidating or omnipotent as some perceive.[00:09:53] Practical Use Cases of AI in Local GovernmentDiscussion on AI applications such as customer service improvements, predictive analytics for infrastructure, and operational efficiencies (e.g., waste management, public safety).[00:13:07] AI in Law Enforcement for Body Cam AnalysisThe use of AI to review body cam footage for good policing practices, improving morale by highlighting positive behavior, and potentially identifying areas for officer development.[00:16:21] AI as a Tool for Organizational LearningAI's potential to build internal knowledge libraries for custom learning and professional development within local governments.[00:18:38] The Concept of AI as an Executive AssistantHow AI can act like an executive assistant, offering data-driven suggestions to facilitate decision-making, while still requiring human validation for accuracy.[00:20:07] Building AI Chatbots for Resident InteractionDevelopment of AI chatbots to provide better and more responsive service to residents, moving beyond keyword recognition to more natural, interactive conversations.[00:28:38] Vendor Accountability and Policy DevelopmentKey considerations when implementing AI solutions, such as asking vendors critical questions about data security and transparency, as well as forming responsible AI policies.[00:39:00] Addressing Ethical Considerations and TransparencyConversations about ethical implications, such as ensuring fairness, addressing the digital divide, and maintaining transparency with citizens on data usage.[00:46:39] AI’s Role in Public Works and InfrastructureAI applications in monitoring and planning infrastructure needs (e.g., road maintenance, leaf collection), optimizing operational efficiency in public works.

Have you ever thought about capturing your ideas in a book, a TED Talk, or maybe a blog? Perhaps you have a story to tell, expertise to share, or ideas that pile up but never quite come together in a cohesive way. If this sounds like you, stay tuned.In this episode, Emily Crookston explains why even experienced writers might hire a ghostwriter. She shares how ghostwriting is not just about putting words on paper; it’s about collaboration, shaping ideas, and helping clients clearly communicate their expertise. Whether you’re thinking about writing a book, creating LinkedIn content, or simply sharing your knowledge in any format, this episode will show you how a ghostwriter can bring your ideas to life and make the process less overwhelming.Sign up for the PCC Local Time Newsletter HERE BIOEmily Crookston is a best-selling business book ghostwriter, author, and developmental editor. She specializes in helping entrepreneurs and consultants build their businesses by writing a book that sells. As the Owner of The Pocket PhD, she and her team create and execute pre-launch strategies for self-published business book authors to align your thought leadership content, increase your sphere of influence, and prime your audience for the book. Her first book, Unwritten: The Thought Leader’s Guide to Not Overthinking Your Business Book, launches on October 1, 2024.Emily is also a former philosophy professor, speaker, and podcast guest. When she’s not writing intensely, she’s most likely practicing yoga intensely. She lives for desserts topped with *real* whipped cream.Find Emily on LinkedIN Check out Emily's book, UNWRITTENTIMESTAMPS[00:03:33] Why Hire a Ghostwriter?[00:04:10] The Role of a Ghostwriter in Shaping Ideas[00:06:00] Collaborative Writing and Developmental Editing[00:06:47] The Importance of Audience and Translation of Expertise[00:07:14] The Process of Ghostwriting[00:09:21] Publishing Options and Self-Publishing[00:18:33] The Rising Role of Books in Professional Branding[00:19:48] Writing for Different Formats[00:27:42] Why Some People Struggle with Writing[00:29:19] Final Tips on the Writing Process

In this episode, we explore the multi-faceted career of Crandall Jones, a seasoned City Manager. His is not a predictable story, but one with many twists and turns. Crandall opens up about the challenges that impacted his big decisions. Crandall is currently the Chief Administrative Officer at Upper Darby Township in Delaware County Pennsylvania. He previously served as CAO in Norristown, Pennsylvania in Montgomery County. In addition to serving as an adjunct at Villanova University, he serves on the Board of the APPM.This episode is particularly valuable for those considering a career in city management or a new opportunity in the field of local government.The APMM series highlights the many layers and aspects of local government work. Be sure to check out the links to APMM and visit us at the upcoming ICMA conference in Pittsburgh!SHOW NOTESFollow Crandall Jones on LinkedInFollow APMM on LinkedInMORE INFORMATION ABOUT APMMSign up for the PCC Local Time Newsletter to receive updates about the community and this podcast HERE TIMESTAMPS[00:00:00] Introduction and Crandall’s BackgroundNancy introduces Crandall and the focus of the episode on his career in city management.[00:01:51] The Unique Arc of a City Management CareerCrandall discusses how each city management career is unique and shaped by personal choices and challenges.[00:04:00] Early Inspiration in Political ScienceCrandall shares how a high school political science course sparked his interest in local government.[00:07:01] Lessons from Savannah: The Importance of PlanningCrandall reflects on his time in Savannah, where he learned the value of big-picture thinking and community engagement.[00:13:15] Transition to City ManagementCrandall talks about his move from economic development to city management and the challenges he faced.[00:19:38] The Role of MentorshipCrandall emphasizes the importance of mentorship in his career and how it helped shape his path in city management.[00:26:10] Navigating Race-related IssuesCrandall discusses his experiences managing in diverse communities and the challenges of navigating race-related issues.[00:34:09] The Importance of Building Strong TeamsCrandall shares insights on the importance of team building and leadership in local government.[00:43:12] Strategic Planning and Community HealthDiscussion on the need for strategic planning in addressing long-term community health and infrastructure issues.[00:52:03] Making Career TransitionsCrandall reflects on his decision to transition to new opportunities and the factors that influence such...

In this episode of the PCC Local Time Podcast, we explore the evolving landscape of fire services with Rick Kane, the Manager of Manheim Township and a former Fire Chief. Rick offers unique insights into the critical transition from volunteer to career fire departments, focusing on the importance of strategic planning, leadership, and effective communication. Many municipal managers will tell you this is one of the greatest challenges facing local government today. Rick gives us an excellent understanding of why that is and how municipalities can respond.This episode has tons of takeaways for fire service professionals, municipal managers, elected officials, and people like you and me who depend on fire services!SHOWNOTES:Manheim Township, Lancaster County, PennsylvaniaFollow APMM on LinkedInMORE INFORMATION ABOUT APMMSign up for the PCC Local Time Newsletter HERE TIMESTAMPS:[00:00:00] Introduction and OverviewIntroduction to the episode and Rick Kane’s background.[00:01:33] Historical Context of Volunteer Fire ServicesRick discusses the historical context of volunteer fire services and their deep-rooted independence.[00:04:00] Transition from Volunteer to Career Fire ServiceChallenges and considerations when transitioning from a volunteer to a career fire service.[00:09:40] Importance of Communication Between Municipal Managers and Fire ChiefsRick emphasizes the need for open communication between municipal managers and fire chiefs.[00:15:20] Financial Implications of Fire Service TransitionsDiscussion on the financial costs associated with transitioning to a career fire service and maintaining it.[00:21:00] Establishing Benchmarks and StandardsThe role of benchmarks and standards in fire services, including NFPA standards and ISO ratings.[00:26:10] The Strategic Planning ProcessRick shares insights on the strategic planning process for merging volunteer departments into a municipal fire service.[00:31:00] The Role of Leadership in Fire ServicesHow leadership plays a critical role in managing the transition and maintaining service quality.[00:37:10] The Future of Fire ServicesRick discusses the future challenges and opportunities in fire services.[00:46:50] Moving from Fire Chief to Municipal ManagerRick reflects on his transition from fire chief to municipal manager and the lessons learned.

In this episode, we delve into the evolving relationship between a Township Manager and a Fire Chief, focusing on transitioning from a volunteer to a career fire service. This episode is a fascinating inside look at how a rural community that becomes a suburban one transitions from a volunteer to a full-time career fire service that includes volunteer fire. Robert Pellegrino and Adam Selisker share their journey, highlighting the importance of trust, community engagement, and strategic leadership. From addressing funding challenges to building a resilient fire service, this episode offers valuable insights for municipal leaders and emergency service professionals. Discover how effective collaboration can transform community safety and resilience.SHOWNOTES:Visit Northampton Township websiteConnect with Adam M. Selisker on LinkedInFollow APMM on LinkedInMORE INFORMATION ABOUT APMMSign up for the PCC Local Time Newsletter HERE TIMESTAMPS:[00:00:00] Introduction and BackgroundNancy introduces the topic and the guests.[00:01:22] Transitioning from Volunteer to Career Fire ServiceRobert and Adam discuss the initial challenges and steps in transitioning from a volunteer to a career fire service.[00:04:34] Building a Working RelationshipThe importance of building a good working relationship between the Township Manager and the Fire Chief.How Robert and Adam established their working relationship.[00:06:18] Addressing Funding and Manpower IssuesDiscussion on the funding challenges and solutions, including the federal SAFER grant.How they addressed the shortage of volunteers.[00:08:06] Community EngagementStrategies for engaging the community and communicating the need for a paid fire service.Examples of successful community engagement efforts.[00:13:14] Leadership and TrustThe importance of mutual trust and support between the Township Manager and the Fire Chief.Advice for other managers and fire chiefs on building trust.[00:17:55] Challenges and SolutionsOngoing challenges in maintaining a mix of volunteer and career firefighters.How they adapted and evolved their strategies over time.[00:24:30] Impact on the CommunityPositive outcomes of the transition to a career fire service.Personal anecdotes highlighting the impact on community safety and resilience.ADDITIONAL RESOURCE NOTES: 1933 ACT 69 SECOND CLASS TOWNSHIP CODE OF PENNSYLVANIASECTION 607. DUTIES OF SUPERVISORS.--THE BOARD OF SUPERVISORS SHALL:(1) BE CHARGED WITH THE GENERAL GOVERNANCE OF THE TOWNSHIP AND THE EXECUTION OF LEGISLATIVE, EXECUTIVE AND ADMINISTRATIVE POWERS IN ORDER TO ENSURE SOUND FISCAL MANAGEMENT AND TO SECURE THE HEALTH, SAFETY AND WELFARE OF THE CITIZENS OF THE TOWNSHIP.

Bert Brugghemans joins us from the City of Antwerp, where he serves as the Chief Fire Officer. Today, we'll gain Bert’s perspective on leadership and decision-making when routine operations turn into rapid response situations.We talk about Bert's research and how he has progressed his thinking from the early days in the fire service and studies in public health to his later career in leadership and studies in public management. In particular, we talk about leadership-team dynamics and what creates the environment in which trust enables teams to make good decisions in a crisis. If you are interested in topics like this, sign up for our Friday newsletter to find out what we are up to. SHOWNOTESConnect with Bert Brugghemans on LinkedINResearch Links:The process of decision-making in a fast burning crisis situation: a multiple sequence approach of decisivenessThe Collapse of Sensemaking in Organizations: The Mann Gulch DisasterYoung Men and FireHow does Leadership Manage Network-Level Tensions in a Turbulent Environment? A Case Study on the Antwerp Fire Service Network Leadership during the COVID-19 PandemicTIMESTAMPS[00:04:36] Transition from Order to Chaos[00:08:07] The Unique Role of Fire Services[00:13:24] Collaborative Leadership[00:24:31] Decision-Making Research[00:43:00] Trust and Team Cohesion[00:45:14] Network Management[00:49:50] Public Awareness and Investment

Welcome to another episode in the APMM Series on PCC Local Time. I am your host Nancy HessOur guests today offer us a glimpse of how labor relations in your municipality can help or hinder your efforts as a manager, and significantly impact your workplace. What is unique about labor relations is that you can only really come to it through experience. No amount of study or expertise will make you good at it. You must develop a practice and an approach or style that is both authentic and appropriate for your situation.Stephanie Teoli-Kuhls is the manager of Middletown Township in Bucks County Pennsylvania, and Sandra Zadell is the manager at Upper Gwynedd Township in Montgomery County. Both are seasoned managers and adjuncts at Villa Nova University, and as you will learn, Sandra was mentored by Stephanie. So they have a special connection that brings this episode to life. This conversation offers a wealth of insights for managers looking to foster a collaborative and productive work environment.Follow APMM on LinkedInMORE INFORMATION ABOUT APMMSign up for the PCC Local Time Newsletter HERE Connect on LinkedIn:APMMStephanie Teoli-KuhlsSandra ZadellNancy HessSHOW NOTES:[00:02:17] Signs of a Good NegotiationA good negotiation leaves both sides feeling neutral, without clear winners or losers.[00:03:31] Components of a Good RelationshipMutual respect, open communication, engagement, and consistency.Importance of resolving issues proactively before they escalate.[00:08:46] Impact on Workplace and ServicesHow labor relations affect the delivery of services and workplace morale.The significance of fostering a collaborative culture.[00:13:31] Engaging Unions Outside NegotiationsBuilding individual relationships with union members and understanding their perspectives.Examples of engaging union leadership in discussions about major changes.[00:22:08] Manager at the Negotiation TablePros and cons of having the manager lead negotiations versus bringing in a professional negotiator.Balancing advice from labor attorneys with what is best for the organization.[00:29:46] Top Advice for First-Time NegotiatorsBeing prepared by understanding the negotiation landscape and anticipating issues.Being patient and trusting the process.Understanding that a good negotiation is one where neither side feels like they won or lost.[00:34:50] Challenges for New ManagersExperiences of gender...

This episode is part of our APMM series on Community Health. Today we dig deeper into the connection between climate action and community health. Our guest, Peter Buck, co-directs the Local Climate Action Program and is the Associate Director of Climate and Sustainability Education at Penn State Sustainability. Peter brings a perspective that helps us untangle some of the ideas related to climate action and sustainability, and he shares practical steps and success stories that show how local governments can make a real impact. Climate change isn't just a global issue; it hits home in our neighborhoods, affecting everything from air quality to stormwater management. But local governments face the challenge of building awareness and converting policy to action. Peter brings great energy to this conversation as he shares his experience with initiatives that are changing the course of our future. Follow APMM on LinkedInMORE INFORMATION ABOUT APMMSign up for the PCC Local Time Newsletter HERE GUEST BIO:Dr. Peter Buck is a sustainability and climate change professional, public servant, and educator. He co-directs the Local Climate Action Program and is the Associate Director of Climate and Sustainability Education at Penn State Sustainability. Buck has communicated widely on sustainability, education, leadership, and democracy in The Washington Post, Citizens Democracy Works, on the TEDx stage, and in peer-reviewed journals and books. Buck commits himself to leadership and service, serving as an elected official in municipal and school district government, appointed service for climate planning at the local and state level, and in educational and Connect with Peter HERE on LinkedInSHOW NOTES:[Scroll down for links to resources mentioned in episode.]Today we explore the impact of climate change on community health and local government actions.Timestamps: [00:02:40] Background and Personal JourneyPeter's early interest in the controversy over teaching evolution and its link to climate science.His transition to focusing on climate action due to the real-world impacts on health and safety.[00:08:17] Local Climate Action ProgramOverview of the program at Penn State.Partnership with local governments and students to conduct greenhouse gas inventories and develop climate action plans.Examples of different municipalities and their unique challenges and opportunities.[00:14:55] Challenges and Opportunities in Local GovernmentVariations in municipal capacities and readiness to tackle climate issues.Importance of regional cooperation for effective climate action.Encouraging educational initiatives to promote community engagement and understanding.[00:18:21] Policy and InfrastructureThe role of policy windows in creating opportunities for change.Integrating climate action into comprehensive plans and municipal budgets.Examples of successful initiatives, like the LEED Gold-certified public works facility in Ferguson Township.[00:24:12] Community EngagementStrategies to engage and educate communities about climate impacts and actions.Importance of transparency and...

Zoning may be one of the least understood and most under-appreciated aspects of local government. But my guests today see zoning through the lens of community health and want you to come along with them to better understand how zoning and planning impact our lives. Ben Estell is manager of Dormont Borough outside of Pittsburgh in Allegheny County Pennsylvania and R.J. Susko is Planning and Development Director in the Town of McCandless in Allegheny County. In this episode, RJ and Ben discuss the crucial role zoning and community planning play in enhancing community health. RJ and Ben highlight the paths to their current roles and emphasize the human impact of zoning decisions. They explore topics such as transparency, public engagement, and the challenges of implementing zoning changes that balance community needs and environmental considerations. The conversation underscores the importance of proactive planning and the iterative nature of zoning regulations to foster resilient and thriving communities.If you like your comprehensive planning to be entertaining and even a little sexy, you have come to the right place. This episode is part of our 2024 APMM series. APMM is dedicated to the promotion of professional and effective local government management in Pennsylvania.Follow APMM on LinkedInMORE INFORMATION ABOUT APMMSign up for the PCC Local Time Newsletter HERE Guest BiosRJ Susko serves as the Planning and Development Director for the Town of McCandless, Allegheny County, PA. Ms. Susko holds a Master of Public Administration Urban Affairs and Planning concentration, from the University of Pittsburgh Graduate School of Public and International Affairs (GSPIA), and a B.S. in Public Health from the University of Massachusetts Amherst. A lifelong asker of “how does that work?”, Ms. Susko has been active in the municipal management world for several years, focusing on process improvement, change management, and right-sizing regulations to empower communities to reach their full potential. Most recently in her current role as Planning and Development Director at the Town of McCandless, RJ has overseen the Town’s first wholesale zoning update in the last 50 years, involving a complete re-write and restructuring of the McCandless land use and development codes. Benjamin Ryan Estell serves as Manager for the Borough of Dormont in Allegheny County, PA. Ben holds a Master of Business Administration (MBA) from the University of North Carolina at Chapel Hill and a B.A. in French language and Culture from The Ohio State University. He received his ICMA certification in 2015.Has led numerous impactful projects, such as the Potomac Avenue Design and Reconstruction, an award-winning storm water management project, and a 5-Year Strategic Planning Process, which has involved significant public input and research. Most recently led a comprehensive zoning rewrite that brought Form-Based Code and Transit Oriented Development into the Pittsburgh suburbs and created the transformational catalyst for a truly welcoming community.TIMESTAMPS[00:00 - 05:07]: Introduction and RJ's background in community development.[05:08 - 10:18]: Ben's childhood experience with a hazardous waste incinerator and its influence on his career.[10:19 - 15:00]: Discussion on transparency in zoning and...

In times of crisis, we often see leaders emerge from the frontline. My guest today, Professor Paresh Wankhade has published extensive research on emergency services and offers us examples of how emergent leadership shows up in times of crisis. In this episode we talk about how the leadership framework is changing within emergency services. Some of the topics we cover include pressure on ambulance crews to meet performance targets, and how this impacts their ability to provide care, cultural challenges inside fire services, and lessons on leadership from crisis situations. This episode is part of the Across the Pond Series that we began in 2023 with Professor John Diamond. We have so much to learn with our colleagues across the pond and they in turn have an interest in learning with us. GUEST BIOParesh Wankhade FAcSS, FRSA, FCMI is a Professor of Leadership and Management at Edge Hill University Business School, UK. He is the Editor-In-Chief of International Journal of Emergency Services. His research and publications focus on analyses of strategic leadership, organisational culture, organisational change and interoperability within the public services with a focus on emergency services. Paresh has published in major journals including Work, Employment and Society, International Journal of Management Reviews, Public Management Review, Regional Studies, Public Money and Management and International Journal of Public Sector Management along with several monographs on the leadership and governance aspects in the emergency services. MOST RECENT BOOK: Emergency Services Management: A Research OverviewProfile with List of ResearchLinkedIn ProfileSHOW NOTES[05:00] Emergent Leadership in Crisis SituationsParesh explains how leadership can emerge from unexpected situations, using examples like the Chilean miners and the Thai cave rescue. He emphasizes the importance of team-based leadership and bottom-up approaches in emergency services.[10:00] Performance Targets in Ambulance ServicesParesh critiques the performance management approach in ambulance services, particularly the focus on response time targets. He argues that this approach pressures ambulance crews and impacts the quality of patient care, as the eight-minute response target often prioritizes speed over effective medical intervention.[15:00] Cultural Challenges in Fire ServicesParesh highlights the cultural issues within fire services, particularly the lack of diversity and gender balance. He mentions recent reviews highlighting problems related to the treatment of women and ethnic minorities in the fire services and the need for cultural change to address these issues.[20:00] Professionalization and Its ImpactParesh talks about the professionalization of emergency services and how it affects motivation and job satisfaction. He discusses the clash between efficiency-focused management models and the mission-driven nature of emergency services work.[25:00] Crisis Leadership and Shared LeadershipParesh discusses the need for a shift in leadership models from heroic, top-down approaches to more collaborative, team-based structures. He provides examples of effective shared leadership during crises, such as the Chilean miners' ordeal.[30:00] Lessons from Grenfell Tower FireParesh...

Jerry Ozog, Executive Director, Pennsylvania Fire & Emergency Services Institute, is here today to talk about challenges in the leadership of emergency services. We cover topics such as everyday leadership vs crisis leadership, community expectations, funding and transparency, organizational models, recruitment, including diversity and inclusion, and the particular challenge small communities face.This episode is part of our APMM series. APMM is dedicated to the promotion of professional and effective local government management of Pennsylvania. SHOW NOTESJerry Ozog Bio on LinkedInPennsylvania Fire & Emergency Services InstituteFollow APMM on LinkedInMORE INFORMATION ABOUT APMMSign up for the PCC Local Time Newsletter HERE TIMESTAMPS[00:00] Facilitator Leadership[03:53] Effective Relationships Seminar[09:03] Building Trust and Transparency[13:12] Different Cultures in Emergency Services[15:56] Collaborative Leadership and Flexibility[21:41] Preserving Collaborative Cultures[25:54] Community-Based Strategic Planning[31:42] Inclusion and Diversity[40:54] Solutions Through CollaborationQUOTES FROM SHOWOn Collaborative Leadership:"In these environments, the day-to-day leadership in today's environment you need more of a facilitator that can bring people to the table and be able to... accept ideas from other people. I want to work with other people."Balancing Command and Control with Collaboration:"Sometimes that leader gets into a position. They are a command and control folk. And there's a lot of problems within the organization where the employees or the volunteers feel that I never get a voice. I never get to say anything."Building Trust Through Collaboration:"I tell municipal officials you don't go immediately and demand records from the fire company. You gotta approach it where let's sit down and have coffee together. Let's talk. Let's identify the fire company leadership. Let's develop that relationship to start to build a little bit of trust and ease our way into helping the fire company and the municipality learn about each other."Importance of Frontline Input in Strategic Planning:"There's something that is called a community-based strategic plan for fire and EMS where a stakeholder group of citizens are brought together... and you use that session as an initial SWOT analysis for defining what their expectations are."Collaborative Decision-Making in Volunteer Organizations:"When you assess and let's say you're working to get a fire tax implemented and doing those things, you definitely want to focus on keeping a few of the traditional events... there has to be a connection and feedback where I see places that are challenged or they're internally making their own decisions based on no feedback."

Today we have a special episode of PCC local time. This week the APMM conference for local government managers took place in Bethlehem, Pennsylvania. Our conference took place in the ruins of the former Bethlehem Steel.Overlooking the historic Steel Stacks, the largest revitalized brownfield in the country, it has become a top destination for arts and culture. What better place then this to host the APMM 2024? Now, come with me for a break from sessions to enjoy voices that echo the theme of the conference, refresh, renew, and reimagine. Oh, and by the way, are you coachable?APMM is a premier association for professional municipal management in Pennsylvania. If you would like more information, check out the link below. Guests include: John Ernst, Manager, Lansdale BoroughPaul Leonard, Retired manager, former manager of Upper DublinCrandall Jones, Manager, Upper Darby Township, APMM 2024 Conference ChairDr. Craig Wheeland, Senior Vice Provost for Academics, Villa Nova UniversityKen Myers, Administrator, Quincy TownshipCarolyn McCreary, Manager, Montgomery TownshipGreg Primm, City Manager, City of Lower BurrellDan Santoro, Manager, Cranberry TownshipMatthew R. Serakowski, Manager Upper St. ClairKyle Beidler, Assistant Manager, Cranberry TownshipNate Kline, Sr. Acct Executive, Infradaft LLCDavid Pribulka, Manager, Susquehanna Township, Incoming PresidentSara Gibson, Manager, Camp Hill Borough, Incoming Conference ChairTom Vernau, Manager, Lower Allen TownshipPodcast Cover Photo taken by Nicole Whitaker, Manager, Township of DarbyMORE INFORMATION ABOUT APMMSign up for the PCC Local Time Newsletter HERE

My guest today is Hugo Marynissen. He is an expert in Crisis Governance and Risk Management Co-holding the Chair of Crisis Governance at University of Antwerp. Our conversation today will address the question of how leaders might structure organizations to better adapt to an uncertain world. He identifies key myths and assumptions that are part of traditional models that simply, do not work in times of crisis.      He is senior partner at PM•Risk Crisis Change and senior researcher at the University of Antwerp in the Business & Economics, Management department and professor at Antwerp Management School. The focus of his current research is on crisis networks, organizational resilience, normal chaos, and the role of crisis governance as a way to anticipate extreme events.LINKSBio at PM Risk Crisis ChangeLinkedInResearch LinksNetwork of Networks: Preliminary Lessons from the Antwerp Port Authority on Crisis Management and Network Governance to Deal with the COVID-19 PandemicNetwork of Networks: Preliminary Lessons from the Antwerp Port Authority on Crisis Management and Network Governance to Deal with the COVID-19 PandemicMentioned in Episode:Normal Accidents: Living with High Risk Technologies by Charles PerrowVideo Intro to EpisodeTIMESTAMPS03:00 - Definition of crisis governance and the inherent conflict between crisis and governance.06:00 - Introduction of the concept of normal chaos and the human factor in crisis creation.09:00 - Hugo's personal background and journey into academia and crisis management.12:00 - Working with the fire service and the importance of science and academia in crisis management. 15:00 - Cultural shifts within fire services and the need for multiple good leaders rather than a single strong leader.18:00 - Collaboration among different emergency services and the impact of hierarchical structures. Examples from the Port of Antwerp and crisis management practices during the COVID-19 lockdown.27:00 - The concept of resilience in crisis management. Differentiating between bouncing back and bouncing forward after a crisis.30:00 - The role of leadership in fostering resilience within organizations.33:00 - Effective coordination and integration of autonomous networks in crisis management.36:00 - Examples from the Houston Port and the Channel Industries Mutual Aid (CIMA).39:00 - Real-world implications of network collaboration and trust-building.42:00 - The role of governance in crisis management and decision-making processes. - Balancing formal structures with implicit interactions and stakeholder influence.45:00 - The necessity of political courage and long-term vision in governance. - Peter Drucker's quote on turbulence and the need to adapt our thinking. “The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday's logic.” 51:00 - The tendency to repeat mistakes and the lack of...

A disaster happens where hazards meet human systems. My guest today shared that quote and much more about what local governments can do to lay the groundwork for a smooth recovery process should the worst-case scenario occur. We go deep on what can be done before a disaster strikes. We talk about how to expedite the funding process and the unintended consequences when communities do not make the necessary investments before disaster strikes.Dustin Hinkel works as a consultant at Guidehouse to help state and local governments, schools, nonprofits, find, acquire, spend, and retain grant funding to help them implement their most complex and critical public service projects.Dustin has an academic background in environmental policy and natural and technological hazards. He began his career in county emergency management but eventually rose to the role of County Executive in Taylor County, Florida before moving into a consultant role with Guidehouse.Sign up for the Pioneering Change Community Friday newsletter HERE to get inspired and receive updates about the community.Sign up for the PCC Local Time Newsletter LINKS TO DUSTINConnect with Dustin Hinkel on LinkedINMore information on Guidehouse.com (State and Local Governments)TIME STAMPS[00:03:00] Dustin's background in government and his education in emergency management. Transition from theoretical knowledge to practical application in emergency management.[00:06:00] The realization of the importance of funding and fiscal stewardship in disaster management. Challenges in managing budgets during disasters.[00:09:00] Support from mentors and networks in understanding public sector finance and budgeting. The role of regional associations in Florida's emergency management program.[00:12:00] The impact of insurance rates on government investment in infrastructure.Case study: The National Flood Insurance Program and its effects during the Great Recession.[00:15:00] Steps to expedite funding in the event of a disaster.Importance of pre-existing relationships and mutual aid agreements.[00:18:00] The role of industry partners in disaster response and recovery.Example: Utilizing local resources such as tree haulers and timber professionals.[00:21:00] Typical questions from governments after a disaster regarding reimbursement.Categories of expenses eligible for FEMA reimbursement and the importance of documentation.[00:24:00] Political and administrative challenges in securing disaster declarations and assistance.Example: Taylor County's experience during Hurricane Hermine.[00:27:00] The importance of persistence and understanding FEMA processes.The iterative nature of the public assistance process and interactions with FEMA officials.[00:30:00] The complexities of local vendor preferences in federal procurement processes.Balancing community involvement with federal standards for fair and competitive pricing.[00:33:00] The importance of documenting baseline conditions for projects like beach renourishment and road reconstruction. Ensuring transparency and accountability in federal funding.[00:36:00] Discussion on the Francis Scott Key Bridge and the role of federal government in local disasters. The importance of local and industry input in rebuilding infrastructure.[00:39:00] The hypothetical scenario of FEMA funding as a loan rather than a grant.The potential impact on community investment and infrastructure...

Welcome to PCC Local Time. This week we have a special episode – the first in a series of episodes created in partnership with APMM, the Association of Professional Municipal Managers. We are talking with the current and upcoming Presidents, Amanda Serock and Dave Pribulka about the topics that are challenging local government today and the municipal manager who is behind the scenes making it all happen.Follow this podcast and sign up for the newsletter to follow this series and related episodes. But more importantly, check out the APMM conference and ICMA conference this fall. If you have been sitting on the fence, well, we are waiting for you.SHOW NOTESLearn more about APMM and sign up to be a volunteer at the ICMA ConferenceAmanda Serock (LinkedIn)Amanda has been working professionally in municipal management for 20 years. She is currently serving as the Township Manager in Concord Township, Delaware County, PA where she was appointed in October of 2017. Prior to that she served as Township Manager and Sewer Authority Manager at Chadd's Ford Township.She received her Master’s Degree in Public Administration from Villanova University and her Bachelor’s Degree from LaSalle University. David Pribulka (LinkedIn)David is currently serving as the Township Manager in Susquehanna Township, Dauphin County, PA. since March 2022. Prior to that appointment he served as manager of Ferguson Township for 9.5 years and as Assistant Township Manager at Ferguson prior to that.He received her Master's Degree in Public Administration from Kutztown University of Pennsylvania and his Bachelor's Degree from Moravian University.TIME STAMPS:[00:01:17] Leadership in Local Government.[00:04:15] Municipal managers sharing technology.[00:10:16] Generational dynamics in the workplace.[00:10:48] Changing dynamics in local governments.[00:16:01] Public safety and crisis.[00:20:47] Sustainability challenges for managers.[00:22:11] Professional management and development.[00:26:02] Finding the Managerial Path.[00:30:35] Seeking confidence and inclusion.[00:34:16] Welcoming community in municipal government.[00:37:43] APMM conference planning excitement.[00:39:13] Becoming coachable.[00:42:45] Passing the torch of leadership.

Today, we welcome back Ray Patchett, the former City Manager of Carlsbad, California and now consultant to leadership teams. Ray brings a wealth of knowledge and insights into the organizational principles of city management and teams.I asked Ray to take a deeper dive into his 8 Traits of High Performing Teams which will soon be out in published form. What stands out to me about Ray is his practical application of theory, direct approach, and insightful understanding of the city manager's role. Our interview starts by exploring the concepts that influenced his development of these eight traits and concludes with a brief discussion of each trait.If you like what you hear today, sign up for PCC Local Time Newsletter to get an email in your box every Friday with resources like this.Sign up for the PCC Local Time Newsletter HERE BioRaymond R. Patchett served as the City Manager for the City of Carlsbad, California, for 20 plus years where he has done extensive implementation of strategic change in a public sector organization. He joined the City in 1985. Prior to his appointment as City Manager in 1987, he served as Assistant City Manager for the City of Carlsbad, and has worked in local government since 1974 with the Cities of Manhattan Beach, Redondo Beach and Burbank. He formed Patchett & Associates in 2006 to offer clients a full spectrum of consulting, coaching and training services that foster community excellence, organizational effectiveness and personal growth. Patchett holds a Bachelor of Science degree in Public Administration from the University of Southern California, and a Master’s Degree in Organization Development from Pepperdine University. He is a Certified Facilitator in Group Facilitation Methods, Participatory Strategic Planning, and Relationship Awareness TheoryResources mentioned in this episode:• Bruce Tuckman; Forming, Storming, Norming and Performing• Stanley McChrystal, Team of TeamsQuick summary of the 8 Traits:1. Set the course and stay on course2. Shape and energize the culture3. Get the right people on the team4. Empower others to manage the results5. Establish ground rules or a working agreement6. Do things to foster trust7. Focus on results and regularly track progress8. Provide flexible guidelines to produce superior results.TIMESTAMPS:[00:03:35] Synergy in team building.[00:04:37] Managing Cross-Functional Teams.[00:10:04] The mission creates the team.[00:15:04] City manager as facilitator.[00:19:18] Facilitation skills in teamwork.[00:26:20] Bureaucracy in organizations.[00:27:24] Public service and learning culture.[00:35:06] Managing resistance and change.[00:41:30] The ethical obligation to be politically neutral.[00:44:48] Team development questions.[00:49:55] Handling resistance in group dynamics.[00:52:25] Building a safe space.

Today, I bring you Peter Marshall. Peter has a long and distinguished career as a city manager and consultant to local governments. Most notably, he was city manager at State College Pennsylvania for many years and before that, Newark, Delaware. Peter and I have had many conversations over the years. He has so much to say about the field of city management, but today I bring you perhaps my favorite conversation and that is about his travels to other parts of the world to meet with other city managers and teach. Marshall holds a Master’s Degree from the Wharton School of the University of Pennsylvania. He has been a municipal manager in Michigan (6 years), Delaware (13 years), and Pennsylvania (22 years). In addition to municipal management, Marshall taught Public Administration, Labor Studies, Municipal Management, and Government at four universities. Marshall has also had extensive experience with local government officials in several foreign countries.LinkedInArticle in the Daily Collegian If you are interested in getting more content like this, sign up for our Friday PCC newsletter HERETimestamps:[00:00:22] Traveling during Northern Ireland troubles.[00:08:25] Journey to Australia for work.[00:19:05] Life in the Australian Outback.[00:23:18] Experiences with Indigenous Australians[00:25:38] Exchange with Christchurch, England[00:26:15] International travels and conferences.[00:31:20] A chance encounter.[00:37:44] Japanese culture observations.[00:39:12] Homestay with Japanese City Manager[00:46:28] Teaching in Georgia (former Soviet Union).[00:51:25] Academic exchange and learning.[00:51:48] The Value of International Experiences for Managers[00:53:42] Peter's Takeaways from International Travels

45 Today we talk with managers about the the role of technology in local government and the need to adapt to and address technology challenges. My co-host today is Claudia Arriaga, Senior Vice President of Customer Service at OpenGov Our three distinguished guests include: Aaron Siko, Manager, Hempfield Township, Westmoreland CountyDave Pribulka Manager, Susquehanna Township, Dauphin CountyBrad Gotshall, Manager, Lower Paxton Township, Dauphin CountyThis episode is brought to you by OpenGov.OpenGov is the leader in cloud software exclusively designed for local government agencies. Our mission is to power more effective and accountable government. With more than 1800 local government agencies across the U.S. using its solutions for budgeting and planning, procurement, financials, asset management, and permitting and licensing, the team has heard countless stories from public servants like you. Hear some of the most inspiring ones - and share your own story - at Why We ServeAnd, OpenGov is hosting a can't-miss user conference in summer 2024 - it'll be the only time public servants from across all types of agencies. Secure your spot at here: https://opengovtransform2024.vfairs.com/en/. TIMESTAMPS[00:00:32] Evolving cybersecurity threats.[00:06:52] Enhancing transparency and communication.[00:09:42] Using technology for transparency.[00:13:36] Elected officials and technology.[00:16:45] Technological enhancements for submitting complaints.[00:21:40] Automating workflows with technology.[00:25:33] Future cities and transportation modernization.[00:28:04] Internet speed upgrade.[00:32:14] Utilizing data for better services.[00:36:11] Technology upgrades and collaboration.[00:40:00] Workplace environment and remote work.[00:44:22] Enhancements in the mobile workplace.[00:49:19] Staff-generated ideas and implementation.[00:51:43] Code enforcement and technology.[00:57:29] Value-added benefits for employees.[01:00:54] Cybersecurity and technology vulnerabilities.[01:05:47] Importance of collaboration and networking.[01:07:32] Collaboration and gratitude.Copyright 2024 Nancy Joan Hess

Today we are talking about sustainable futures, what that means and how it intersects with local government. I am joined by co-host John Diamond, Professor Emeritus, Edge Hill University, UK and three esteemed guests.Christa Breum Amhøj Co-founder Action University, Copenhagen Business School, DenmarkPam Adams, Sustainability Planner at Centre Region Council of Governments, Pennsylvania, USJim Price, Borough Manager, Crafton Borough Manager, Sustainable Pittsburgh, Pennsylvania, USThis is the second episode in our Across the Pond series in which we engage topics that are both global and local. Where do we locate the limits of our understanding and how can we reach across boundaries to gain insights?If you are interested in getting more content like this, sign up for our Friday PCC newsletter HEREBIOS AND CONTACT INFOJohn Diamond is an Emeritus Professor of Public Policy and Professional Practice at Edge Hill University in the UK. He works as a critical friend to leaders and practitioners in the not-for-profit and university sectors. Central to his approach is the active use of conversations and dialogue as a way of developing and strengthening the power of relational practice and learning . He is a co-editor of the internationally focused Handbook of Teaching Public Administration (2022) and is co-editor of two book series – University-Community Policy Connections and Critical Perspectives in International Public Sector Management Christa Breum Amhøj - See also: Slide Deck - Life Affirming Collaboration (Three Waves of Sustainability)Pam AdamsJim PriceResources Mentioned in the ShowChrista:The Glasgow Energy LabLaura Storm, Regenerative LeadershipTim Ingold Lines of LifePam:Communities Program - The World Research InstituteNational Renewal Energy LabCity Climate Corner PodcastJim:Sustainable PAPaul Hawkins The Ecology of CommerceJohn:Thomas Bryer, Central Florida...

What does an ethnologist in policing from the UK have in common with a Police Chief from the U.S.? Quite a bit as it turns out. But the contrast also helps us get a fuller perspective on what is going on behind the scenes.This is the first episode in our Across the Pond series in which we engage topics that are both global and local. Where do we locate the limits of our understanding and how can we reach across boundaries to gain insights?This episode highlights the challenges and demands of policing today. We address legitimacy in policing, the focus on vulnerability vs criminality, recruitment and professional development, and more broadly the evolving nature of police work.If you are interested in getting more content like this, sign up for our Friday PCC newsletter HERESHOWNOTESBiosMike RoweDisassembling Police CultureEthnography and the Evocative World of Policing (OUT SOON; Edited By Matthew Bacon, Bethan Loftus, Mike Rowe)Ron CamachoSpotlight on the work of Ron CamachoStrategies to keep your ego in check[Mentioned in the show @51:23] CURRENT READING LIST FOR BOROUGH OF CHAMBERSBURG POLICE DEPARTMENTEmotional Intelligence 2.0 by Travis BradberryGood to Great: Why Some Companies Make the Leap and Others Don't by Jim CollinsExtreme Ownership: How U.S. Navy SEALs Lead and Win BBY Jocko WillinkLeaders Eat last: Why Some Teams Pull Together and Others Don't by Simon SinekBlink: The Power of Thinking Without Thinking by Malcolm GladwellTimestamps:00:00:00 Focus on vulnerability in policing.00:06:25 Importance of community engagement.00:15:14 Understanding police use of stop and search.00:20:20 Training is crucial for police.00:25:18 Discretion influenced by various factors.00:32:23 Importance of human interactions.00:36:54 Invest in self-improvement and well-being.00:42:39 Focus on vulnerability, not criminality.00:51:23 Education is key for police.00:54:49 Invest in education for officers.01:02:18 Support officers in their mission.01:07:37 Hope for the future of policing.01:14:06 Importance of continuous learning.

Today we dive into the final conversations of our series. This time we talk about the multi-generational workforce and the path to professionalism. My guest, Kim Nash teaches for the Society of Human Resource Management and has a consultancy focused on helping HR professionals grow their career. This series contains six conversations that build on the central theme of how HR can create value in an organization.If you are interested in more in-depth notes on this episode and additional content, or would like to know more about the Pioneering Change Community, sign up for the Friday PCC newsletter HEREBIOKim has spent more than 20 years teaching the SHRM HR Essentials, the SHRM Learning System, and other human resource related courses to mentor and encourage human resource professionals to grow in their professional development and pass the certification exam. In 2017, Kim founded her company, THriv, LLC to mentor, coach, teach, and train human resource professionals and leaders for success. In the spring of 2023, Kim published her first book, Burn the Plow, a story about her career journey, and she launched a Vlog, Fill My Cup designed to renew and inspire leaders in the summer of 2023.SHOW NOTES00:00:00 Millennials and Gen Z dominate workforce.00:09:03 Work-life balance and changing priorities.00:13:17 Generational interaction is crucial.00:16:59 Face-to-face interaction is important.00:23:10 Bridging generation gaps through collaboration.00:27:29 Reverse mentorship in the workplace.00:29:03 HR needs to be bridge builders.00:37:12 HR professionals need financial understanding.00:43:24 Take initiative in your career.00:47:33 Explore different paths to HR.00:55:02 Continuing education is essential.00:57:11 Importance of HR professionalism.

Welcome to PCC Local Time. I am your host Nancy Hess and today we continue our six-part conversation series on Busting HR Myths series with Kim Nash. We talk about whether organizations that pay the most get the best employees and how HR becomes the scapegoat in organizations.If you are interested in more in-depth notes on this episode and additional content, or would like to know more about the Pioneering Change Community, sign up for the Friday PCC newsletter HEREBIOKim has spent more than 20 years teaching the SHRM HR Essentials, the SHRM Learning System, and other human resource related courses to mentor and encourage human resource professionals to grow in their professional development and pass the certification exam. In 2017, Kim founded her company, THriv, LLC to mentor, coach, teach, and train human resource professionals and leaders for success. In the spring of 2023, Kim published her first book, Burn the Plow, a story about her career journey, and she launched a Vlog, Fill My Cup designed to renew and inspire leaders in the summer of 2023.Find out more about Kim Nash HERE or connect with her on LinkedInSHOWNOTES:[00:02:10] Top paying employers struggle. [00:03:25] Pay is not the only motivator.[00:04:33] Employee turnover and retention. [00:51:19] Importance of manager and HR partnership.[00:08:30] Onboarding and employee buddy. [00:09:10] Retention starts in the recruitment process.[00:14:08] Rethinking sign-on bonuses. [00:19:06] Generational differences in benefit preferences. [00:26:58] Flexibility in the workplace. [00:28:03] The gig economy. [00:31:13] Changing work to enable flexibility. [00:35:31] Pay increases and fairness. [00:39:31] HR as scapegoat. [00:43:18] Termination and difficult conversations. [00:49:34] Managerial Training and Development. [00:54:12] Policies and enforcement. [00:57:37] Involve leadership in policy decisions.[01:01:23] Odd policies in organizations.[00:59:14] Importance of effective organizational policies.

Today I am excited to welcome three return guests. Dr Bev Cigler, professor emerita from Penn State, Dr John Kincaid, professor at LaFayette College, in Easton Pennsylvania and Matt Candland from Upper Moreland Township in Montgomery County, Pennsylvania. In this episode, we talk about the rising occurrence of national issues entering into local politics and the resulting polarization that occurs.This episode presents views that balance, on the one hand, the role of our federal constitution in supporting activism on national issues at the local level, and on the other, the business of local government and the role of the city manager. In short, this episode is a quick study on how federalism impacts local government. As you will discern, this conversation is one that deserves many more. But what is presented here is a foundation for understanding, perfectly crafted and presented by my three esteemed guests. Sign up for the PCC Local Time Newsletter HERE to get more resources on this episode and community updates every Friday in your inbox.BIOSProfessor John Kincaid is the Robert B. and Helen S. Meyner Professor of Government and Public Service and Director of the Meyner Center for the Study of State and Local Government at Lafayette College, Easton, Pennsylvania. He is recognized around the world for his scholarship in the area of Federalism. Connect with him on LinkedIn HERE or learn more about him HERE.Professor Bev Cigler, is a Penn State Distinguished Professor Emerita of Public Policy and Administration. Her affiliations include Wayne State, Thiel, North Carolina State, University of North Carolina-Chapel Hill, and Penn State Harrisburg (PSH). She is well-known for her pracademic perspectives and scholarship in the area of American Federalism and Intergovernmental relations. You can connect with her on LinkedIn HERE or learn more about her HERE.Matt Candland is the Township Manager of Upper Moreland Township in Montgomery County, Pennsylvania. Born and raised in the Washington DC area. He attended Brigham Young University and received BA – double major English Literature and American Studies; he received his Master of Public Administration from North Carolina State University and a MBA from Frostburg State University – Master of Business Administration. You can connect with him on LinkedIn HERESHOW NOTES00:00:00 Polarization and local politics.00:08:04 Local government activism can be detrimental.00:11:36 Local government faces increasing challenges.00:17:09 Managers' role in addressing issues. 00:21:18 Local governments can push back.00:24:44 Sanctuary cities and nullification.00:32:09 Polarization threatens local government effectiveness.00:34:58 Managers can promote good government.00:42:17 Digital literacy can reduce polarization.00:45:24 Moving from debates to dialogue. 00:52:23 Local activism leads to division.00:53:00 Stay neutral as a manager.01:04:45 Managers can lower political temperature.01:02:20 Think globally, act locally. 01:04:59 Managers can influence community temperature.01:10:57 Local governments can engage internationally.

This is a six part series made especially for HR professionals and managers who wrangle with HR issues. Today, my guest and partner in this series, Kim Nash joins me in the first two of our six conversations in Busting HR Myths Series.Each conversation is 30 min and builds on the central theme of how HR can create value in your organization. These episodes will help you build the business case for HR and help you evaluate your organization needs. We hope these episodes will stimulate more conversations inside the Pioneering Change Community as we build out content in the coming months.If you are interested in more in-depth notes on this episode and additional content, or would like to know more about the Pioneering Change Community, sign up for the Friday PCC newsletter HEREBIOKim has spent more than 20 years teaching the SHRM HR Essentials, the SHRM Learning System, and other human resource related courses to mentor and encourage human resource professionals to grow in their professional development and pass the certification exam. In 2017, Kim founded her company, THriv, LLC to mentor, coach, teach, and train human resource professionals and leaders for success. In the spring of 2023, Kim published her first book, Burn the Plow, a story about her career journey, and she launched a Vlog, Fill My Cup designed to renew and inspire leaders in the summer of 2023.Find out more about Kim Nash HERE or connect with her on LinkedInSHOW NOTES:Episode 1: HR is a necessary Evil• What do most people think about HR?• Evolution of the HR function in an organization.• The reasons HR is important today?Episode 2: Recruitment – Post-it and They Will Come• Recruitment is more than posting an open position on a job board• Discuss the importance of employment branding• Provide statistics about open positions in the U.S. and the number of job seekers

Today Tremayne Terry and Jarvis Brown are with us to talk about what they do and why supplier diversity makes sense from every angle, including business, community, economics, sustainability and social governance. If you are like me, you may question where the path to diversity begins. This episode will change that. If you have a desire to leverage diversity, you will come away with ideas and a sense that this is a way to go. Tremayne Terry and Jarvis Brown are innovating in the space of diversity initiatives. They talk about why such initiatives are necessary and vital for economic, social and communal well being. How they leveraged an opportunity at Capital Region Water in Harrisburg Pennsylvania to organically grow this initiative in the community, is remarkable.Check out the show notes for more details.Sign up for the PCC Local Time Newsletter HERE to get more resources on this episode and community updates every Friday in your inbox.BIOTremayne E. Terry has over 10 years of success in growing a minority business enterprise (MBE) and developing business diversity programs for public and private entities. With a history in state & local government, and public infrastructure, Tremayne is a proven leader when it comes to forging partnerships for businesses and organizations. With demonstrable work in business diversity and strategy development, Tremayne is a proven leader in this field. His goal is to provide clients with cutting-edge solutions while maximizing inclusion for minority-owned, women-owned and other diverse businesses.Connect with Tremayne on LinkedIn.Jarvis Brown is Diversity Manager at Capital Region Water in Harrisburg, Pennsylvania. You can learn more about him and the supplier diversity management program at the CRW website. HERE SHOW NOTES00:00:00 Smaller organizations may be more equipped for supplier diversity programs.00:05:58 Diversity is essential for success.00:08:30 Policy in writing vs policy in action.00:11:38 Disrupting a system.00:21:28 Supplier diversity is essential.00:24:54 Building relationships and trust. 00:28:44 Extractive businesses harm community sustainability.00:35:01 Smaller organizations are more equipped.00:45:18. Supplier diversity strengthens communities.00:46:05 Supplier diversity drives project success.00:49:10 Making business participation easier. 00:52:19 Collaboration is key for diversity.Quotes:00:06:39 - "So diversity makes sense socially and it makes sense business wise as well."00:09:07 - "The policy as written piece is what our disadvantaged business have historically had complaints about, have not trusted is the policy on paper that no one sees, the policy that it's there, but no one knows what it really says."00:12:02 - "And oftentimes I'll say it, you're, you're disliked by everyone, right?"00:16:52 - "There was just that disruption on the other end and folks filling out paperwork without putting much effort into it."00:19:31 - "It's so built in organizations, no matter what you're trying to change."00:26:47 - "So that's what it means for minority businesses is that they feel like they, they know that they have a voice and an extra seat at the table that's working on their behalf."00:30:45 - "And so this supplier diversity and being able to participate on the construction contracts that are happening right in your backyard is important."00:33:06 - "So when that customer is mad because their water pressure is down or

Chief John String is currently the Chief of Police at Narberth Borough in Montgomery County Pennsylvania. Among other topics we explore the intersection between public demand for officers to be more involved in mental health and outreach, and the preferences of the new generation of recruits. Our conversation is wide ranging, so check out the show notes for more detail. Sign up for the PCC Local Time Newsletter HERE to get more resources like this every Friday in your inbox.BIOChief John Stringer on LinkedInSHOW NOTES[00:00:27] Changing retirement plans for officers. [00:05:39] Professional growth in policing. [00:08:47] Change in policing mindset. [00:15:33] Transparency and video release policies. [00:19:26] Rebuilding police trust. [00:23:12] Privacy concerns with body cameras. [00:24:30] Changing the conversation forward. [00:29:20] The dark side of technology. 00:32:18] Managing technology in law enforcement. [00:36:30] Hiring and recruiting in 2023. [00:38:37] Education for police officers. [00:42:49] Focusing on high liability areas. [00:47:31] Interesting areas to explore. [00:49:25] Relationship with police departments. [00:53:03] Strained relationship with law enforcement. [01:02:03] The hub model. [01:04:10] Building a networked government. [01:09:51] Policing and community adaptation. [01:11:22] Funding and resource limitations. [01:15:00] The future of policing.

For a long time, I have wondered why EAPs or employee assistance programs are so under utilized in organizations. Today I talk with Jim Oher who has worked as a corporate director, executive consultant, psychoanalyst and group educator. He is also a trained mediator and resiliency hardiness specialist. He is co-author and editor of two books: The Employee Assistance Handbook andThe Employee Assistance Treatment Planner. If you wonder why we are not using EAPs more to address mental health issues in the workplace, particularly given they are free of cost, this conversation may help you re-think, like it did me, how we could use EAPs in our workplaces to support employees who are struggling to stay plugged in.As always, I am interested to hear from you. Let me know if you have found ways to make your EAP program more accessible and relevant to employees. Sign up for the PCC Local Time Newsletter HERE to get more resources like this every Friday in your inbox.CONTACT INFOJim Oher WebsiteLinkedIn ProfileThe Employee Assistance Treatment PlannerSHOW NOTES[2:12] Why are mental health issues on the rise?[8:20] Glad to be Unhappy, sung by Frank Sinatra[9:11] How might EAP programs be utilized effectively in an organization to help address mental health?[10:11] Behavioral health field and AI[11:48] Employee who counseled for substance abuse. [12:48] Parameters of confidentiality[15:37] What about softer issues where an employee just needs support?[17:49] Counseling versus EAP[20:43] Do HR Managers trust EAPs?[22:56] EAPs are full of complexities and paradoxes[25:08] EAP protocol and ethical guidelinesSHRM resources[26:22] The two paths and what they look like[29:56] Managers are still not comfortable with the role of coach[31:26] More on impact of COVID [37:49] Why don’t leaders engage EAP for coaching?

Today I meet with Ray Patchett for Part 2 of our conversation about organization teams and performance. In this episode, we delve into the topic of bureaucracy and its impact on organizations. We discuss the strengths and weaknesses of bureaucratic structures and how they can either enhance or hinder results. Our conversation transitions to exploring key traits of successful teams, managing transitions, polarization, and conflict resolution. Tune in for an insightful discussion on navigating organizational dynamics for optimal performance.Raymond R. Patchett served as the City Manager for the City of Carlsbad, California, for 20 plus years where he has done extensive implementation of strategic change in a public sector organization. He formed Patchett & Associates in 2006 to offer clients a full spectrum of consulting, coaching and training services that foster community excellence, organizational effectiveness and personal growth. Sign up for the PCC Local Time Newsletter HERE to get more resources like this every Friday in your inbox.SHOW NOTES[00:02:32] Limits of bureaucracy in administration. [00:05:07] Holding fast to integrity. [00:10:02] Decision-making styles. [00:15:21] Affirmative topic development. [00:17:37] Creating organizational culture. [00:22:19] Beginnings and transitions. [00:28:38] Mental health and transitions. [00:33:22] Mental health in the workplace. [00:36:10] Trauma and work experiences. [00:43:10] Dealing with logic and emotion. [00:47:31] Focusing on your business. [00:49:12] When to speak out. [00:55:02] Politicizing policies and positions. [01:00:28] Conflict resolution techniques. References:Margaret J Wheatley. Turning to One Another. 2018William Bridges. Managing Transitions: Making the Most of Change. 2017 editionMalcom Gladwell. Tipping Point. 2002

Raymond R. Patchett served as the City Manager for the City of Carlsbad, California, for 20 plus years where he has done extensive implementation of strategic change in a public sector organization. In this episode, (Part 1 of 2,) he shares his unique approach to creating high performing teams, partnering with Council and shaping organization culture. He formed Patchett & Associates in 2006 to offer clients a full spectrum of consulting, coaching and training services that foster community excellence, organizational effectiveness and personal growth. Sign up for the PCC Local Time Newsletter HERE to get more resources like this every Friday in your inbox.SHOW NOTESTimestamps:[00:01:30] Ray Patchett's work in community building.[00:03:41] Aging and leadership integration.[00:09:18] Dream that inspired career.[00:14:17] Setting goals in city government.[00:19:19] Managers creating the vision.[00:20:17] City Manager's Partnership with Council.[00:26:24] Developing engagement through meaningful work.[00:31:16] The psychological transition period.[00:35:20] Affirmative topics.[00:38:21] Perception of community safety.[00:44:52] Bureaucracy and agile organizations.Resources from Episode:• 8 Traits of Great Teams • Partnership Wheel Books mentioned in this episode:Books by Peter Block:The Answer to How Is Yes: Acting on What Matters Paperback – October 1, 2003Stewardship: Choosing Service Over Self-Interest Paperback January 1, 1993Community: The Structure of Belonging Paperback – July 17, 2018 (2nd Edition) Peter Koestenbaum. Leadership: The Inner Side of Greatness (Jossey Bass Business & Management Series) 1st EditionJohn M. Bryson, Farnum K. Alston. Creating Your Strategic Plan: A Workbook for Public and Nonprofit Organizations 3rd EditionDavid Cooperrider. Collaborating for Change: Appreciative Inquiry Paperback (2020 edition)William Bridges. Managing Transitions: Making the Most of Change (2017 edition)

My guest on this episode of PCC Local Time is Chad Michael Bruckner and he opens up about his story of why he left policing and how he re-discovered his purpose. What I find so valuable in Chad’s story is his ability to build a bridge between his past and present. He does not throw away the past, but sees his wins, losses and failures as potential for growth. He looks for the transformative gold, something we can all hope for in our own lives.Chad is coaching, consulting and writing a book now. He is also a popular speaker and a prolific content creator on social media. This episode relates to community safety, mental health and leadership If you know Chad, you know he is engaging and he certainly brings that home in this episode.CONTACTChad Bruckner on LinkedInIntercounty Investigations and SolutionsSHOW NOTES[5:34] From the army to beginnings in law enforcement[9:05} Policing is messy. It is not black and white. The cool club mentality[10:33] The questions we are not asking during the selection process[13:30] Experience as a young sergeant.[16:55] Episode with mental health / PTSD mid 20’s[21:36] I felt hopeless and powerless in my situation[25:29] Vulnerability in leadership[27:27] Ted Lasso[33:52] Managers struggle with time and pressures[41:04] Why I left policing[43:47] The power of recovery[48:45] What I am doing now and see coming in the future

Chief David Steffen, became Chief of the newly formed Northern Lancaster County Regional Police Department in 2012. He talks with me about regional policing and community safety, and how the regional focus shapes standards and professionalism. I ask Chief Steffen what drives his efforts to create a culture of openness and accountability. He talks about the importance of technology, training and education, and a culture of openness to change the way people interact with and understand the role of police in their community. In this episode you will hear about why and how he evolved practices and policies to create a sustainable practice of high-performance policing.BIOChief David Steffen - LinkedInChief David Steffen leads the Northern Lancaster County Regional Police Department’s 34-officer force. This is the final chapter in a law enforcement career that began in over forty years ago. Most recently, Steffen concluded 27 years of service with the Northern York County Regional Police Department, a 65-full time officer department serving over 88,000 residents. During his career Chief Steffen developed specializations in advanced forensics, death investigations, child abuse, and sex offense investigation. He has been assigned to countless complex criminal cases and has investigated over a dozen homicides including the arrest of a serial killer who was portrayed in the national media. As the final chapter of a rewarding career, Chief Steffen was provided a very unique opportunity to design and command a newly formed regional police department putting the lessons learned in a career of regional policing into a newly created department from the actual beginning of the agency. Since inception on January 1, 2012 the newly established Northern Lancaster County Regional Police Department has grown and now serves the residents of Clay Township, Penn Township, Warwick Township, and the Borough of East Petersburg. The NLCRPD has emerged as a high performance, progressive, professional, full service law enforcement agency utilizing technology, training, with emphasis on career development of agency members in the delivery of high quality police services to approximately 42,500 residents. The agency is accredited and is only one of 116 agencies among over 1,100 in the Commonwealth who are accredited.Chief Steffen currently serves as Chairman of the Executive Board, and immediate past President of the Pennsylvania Chiefs of Police Association. He serves on various executive committees including the legislative, training and education committee. He is also a member of the Pennsylvania Law Enforcement Accreditation Commission Board, International Association of Chiefs of Police, and other professional organizations. Chief Steffen is married to his wife Lisa for over 42 years and has four adult children, and two grandchildren. In his spare time, he is an avid fly fisherman, outdoors enthusiast, and enjoys RV camping at state parks, cooking and being with his family. SHOW NOTES4:20 …A system of tracking of time and other, key performance metrics to provide proof (that they were getting what they paid for) and transparency. 6:18 How the position of Chief was filled….10:24 Every officer has to have some sort of self-actualization.11:48 The Goldilocks Story13:30 That’s the way we have always done it…18:08 Collaboration across departments (and municipalities) e.g., MS4 example20:13 Challenges when forming a new department.22:40 Recruitment and selection of officers29:00 Attention to diversity31:51 Emphasis on first-line supervision37:13 Technology is not used for “gotcha”41:38 Structure in our organizational charter is providing proofs to our municipalities that we deliver, the services that they pay...

Although technology may seem like a strange way to begin a conversation about community safety, I begin here today because it keeps coming up in my conversations and I think listeners will be interested to learn the intersections of technology with community trust, transparency and accountability. Jeffrey Stonehill is only the 3rd manager in the history of Chambersburg Borough. Pennsylvania. This fact speaks to a history and culture that is serious about good governance. I have been in conversation with Chief Ron Camacho about community safety for a few years and admire the way he has shaped policing culture at the Borough. Both Jeffrey and Chief Camacho are unique leaders in the way they define the desired future by the choices they make every day. BIOS AND LINKS Jeffrey StonehillLinkedIn JeffreyStonehill – ICMA member spotlight Chief Roland Camacho LinkedIn CamachoConsulting Borough of Chambersburg,PennsylvaniaSHOW NOTES4:10 Technology has changed policing.15:09 Officers use body worn film to provide constructive criticism, training and ideas.17:17 I come from A police culture that was secretive. How transparency evolved to become embedded in the culture.22:04 The role of social media23:45 When Chief Camacho arrived and had to change things28:16 No crime is too small31:20 Jeffrey: “I don’t want to run the police department.”34:20 Ego is what really hurts us at that executive level.37:18 If you two were a dream team, on the road, what would you share with others about your story? If you were to mentor others?49:00 Happy cops make good cops.50:56 There is a certain level of consent that the public gives you to pay those taxes to get this kind of output. So it’s a circle…54:03 Why I talk about ego so much.59:00 It is the toughest time to be a police officer right now.59:40 Self reflection and empathy; advocacy for mental health.1:07 Now there there's pre-counseling Camacho and post counseling Camacho.1:09 We fund their education, it is a commitment by them to become better officers…national statistics on education of police officers….

Professor John Kincaid is a world renowned scholar on American federalism with many distinguished honors and is Director of the Meyner Center for State and Local Governments at Lafayette College in Easton Pennsylvania. As Associate Director of Public Service, and former Borough Manager, Nicole Beckett provides outreach and works directly with local governments. BIOS:Nicole Beckett has 21 years of experience in municipal management in northeast Pennsylvania, including 12 years as the Borough Manager in Lehighton, where she managed a full-service municipality with a total budget of $20 million. She has a Masters of Public Administration degree and a Bachelors of Arts degree from Kutztown University. She has extensive experience in finance and budgeting, labor contract negotiation, zoning and code enforcement, police, public works, economic development and public power. She is a member of the International City and County Managers Association and the Association for Pennsylvania Municipal Managers.John Kincaid is the Robert B. and Helen S. Meyner Professor of Government and Public Service and Director of the Meyner Center for the Study of State and Local Government at Lafayette College, Easton, Pennsylvania. He is an elected fellow of the National Academy of Public Administration and recipient of the Distinguished Scholar Award from the Section on Federalism and Intergovernmental Relations of the American Political Science Association, Distinguished Scholar Award from the Section on Intergovernmental Administration and Management of the American Society of Public Administration, and Distinguished Scholar Award from RC28: Comparative Federalism and Multilevel Governance of the International Political Science Association. He served as Senior Editor of the Global Dialogue on Federalism, a joint project of the Forum of Federations and International Association of Centers for Federal Studies (2001-2015); Editor of Publius: The Journal of Federalism (1981-2006); and Executive Director of the U.S. Advisory Commission on Intergovernmental Relations, Washington, D.C. (1988-1994). He is the author of various works on federalism and intergovernmental relations, editor of A Research Agenda for Federalism Studies (Elgar 2019) and Federalism (Sage 4 vols, 2011) and co-editor of Teaching Federalism: Multi-Dimensional Approaches (Elgar 2022), Courts in Federal Countries: Federalists or Unitarists? (Toronto 2017), Intergovernmental Relations in Federal Systems: Comparative Structures and Dynamics (Oxford 2015), Political Parties and Civil Society in Federal Countries (Oxford 2015), Routledge Handbook of Regionalism and Federalism (2013), Constitutional Origins, Structure, and Change in Federal Countries (McGill-Queen’s 2005), and The Covenant Connection: From Federal Theology to Modern Federalism (2000).Resource for more information about Federalism: https://federalism.org/](https://federalism.org/)SHOW NOTES:3:54 The Meyner Center opened in 1994 when I came to Lafayette from Washington, DC as the first director of the center…8:56 We typically meet weekly and it, it's great to be able to share what goes on out in the world of local government and bring that back.10:00 Some of the highlights…were being in Moscow in 1991 during the transition from Mikhail Gorbachev to Boris Yeltsin….12:20 Help us understand why federalism is important to understand today.17:19 What are the constraints or rights are that are inherent in our system from the perspective of local government?18:07 Virtually all public policy today is intergovernmental….20:07 The...

How often do we talk about the role of communication in building trust with the public, without talking about what we mean? My guest today, Dr. Mandie Cantlin, is manager in East Bradford Township in Chester County. She recently completed her doctorate in public administration and today we drill down on the topic of her dissertation, public trust in local government. While practitioners are in the flow everyday, feeling the heat of communication, academics are studying the impact on public trust. What we learn from one another can shape the way we see our work and the questions we form about the future of public administration.This is the third episode in our series on building relationships between academia, local government and non-profits to create partnerships that help communities thrive.Guest BioMandie Cantlin is the Township Manager of East Bradford Township in Chester County Pennsylvania where she has worked for nearly 20 years. Before her tenure at East Bradford, she worked for Edgmont Township in Delaware County for 5 years. Mandie holds a BA in political science, as well as master’s and doctoral degrees in public administration from West Chester University. Her dissertation research work focused on the topic of building and maintaining public trust in local government. SHOW NOTES:[4:32] Why the pursuit of a Doctorate?[8:10] Why the two worlds of academia and practitioners are so different.[11:04] Local government has different metrics than business.[14:15] Important to look at the larger context to recognize patterns.[15:33] People don’t come to public meetings.[16:45] Action research requires empathy.[23:50] Why study the role of communication in building trust in local government?[25:33] Bringing people into the process makes things messy, running government like a business runs the unintended risk of distancing people.[29:35] Conflict and the way it is addressed has a relationship to trust.[35:54] Personal integrity is a trait, not a skill.[39:53] Tricky situations when elected officials lack ethical boundaries.[43:33] Has your understanding of the role of manager changed since work on our dissertation?[46:07] Research on trust helps us understand how significant a role it plays in what we do everyday.[50:00] A conversation about transparency and what it means in real time.[53:04] Academics and practitioners have so much to learn from one another.[55:48] The ideal invitation.

This is the second episode in a series about relationships that can lead to partnerships between academia, local governments and the communities they serve.Sandra Zadell is manager of Upper Gwynedd Township in Montgomery County Pennsylvania and Dr. Adam Kuczynski is Chair of the MPA program at Villanova University.In this episode we workshop ideas. We talk about what holds us back and what propels us forward in our relationships. LINKS TO BIOS:Sandra ZadellDr. Adam KuczynskiSHOW NOTES:3:0 Sandra’s background5:50 Adam’s background12:23 Everything in management is relationships- Examples of how Sandra has partnered with academia15:36 Adam talks about importance of common focus on public service - Manager’s can participate on Boards or committees in academia - Academics can build relationships by connecting managers to resources or expertise17:41 Get to know one another before the need for collaboration arises21:11 Adam loves the problem solving nature of local government22:56 Sandra loves to see engagement at the local level and values our democracy24:30 If you were a team helping other municipalities who were interested in more public engagement….- A third party might be able to amplify or explain or tamp down expectation or ramp up positivity- We are the bridge between constituent and government34:40 When neutrality is called for on the part of the manager and lack of civility37:28 There is not a Republican or Democratic way to pick up garbage39:54 Quantitative vs qualitative data for community surveys47:30 What might be helpful to understand when approaching the academic world vs local government world51:04 The ideal invitation – how to make it and what not to do.

How would you describe the relationship between academia and practitioners, in the field of public administration and non-profits?My guests today take a deep dive into this conversation. Dr. John Diamond, Dr. Sarah L. Young and Dr. Thomas Bryer are actively engaged with this question. We begin and end with the idea that relationships between these sectors hold great potential. We explore examples. We talk about what holds us back from making these relationships. But most importantly, we talk about how these relationships come about.The show notes provide some good stopping points along the way if you wish to dip into this conversation. They also provide links to some of the references provided in the episode.So, do we want these relationships, and if so, why? What are we willing to invest in terms of time, social capital and energy to realize them? This conversation is a beginning point to explore how we bridge the divide in our worlds to create better, stronger communities.GUEST BIOSJohn Diamond, Professor Emeritus, Edge Hill University, Lancashire, England.Thomas Bryer, Professor, School of Public Administration, Central Florida UniversityThomas Bryer is professor in the School of Public Administration and director of community-engaged scholarship at the University of Central Florida. He is also professor in the Faculty of Social Sciences, Arts, and Humanities at Kaunas University of Technology in Lithuania and visiting professor in the Institute for Social Responsibility at Edge Hill University in the United Kingdom. He served as a Fulbright scholar in Lithuania from 2015-2017 and a Fulbright specialist in Russia in 2018. He is the author or editor of 8 books, with three more under contract. Among these is: Higher Education Beyond Job Creation: Universities, Citizenship and Community. (2014) and Promoting Civic Health through University-Community Partnerships: Global Contexts and Experiences (2021). He is co-editor of a book series for Palgrave Macmillan: "Rethinking University-Community Policy Connections." Prior to his career in academia, he worked for a nonprofit government consulting organization, the Council for Excellence in Government. Bryer can regularly be found teaching workshops and webinars for the International City County Management Association on various topics, including combating disinformation, creating a social media policy and plan, and building relationships with local universities. He can be contacted at [email protected] in podcast episode: Tom Bryer, The Effective Local Government Manager author of Chapter 6, " Achieving Effective Community Leadership in the Future."Sarah L. Young, Associate Professor & Director of Research for KSU CARESDr. Sarah L. Young is an Associate Professor in the School of Government & International Affairs at Kennesaw State University. She also serves as co-Director of the Master of Public Administration Program and the Director of Research for KSU CARES, a campus support program for students who experienced foster care or homelessness. Dr. Young’s research uses systems-based approaches to study the intersection of nonprofit and public management, academic and social equity, and public crises.Dr. Young earned her Ph.D. from Florida State University’s Askew School of Public Administration...

Today Eric Norenberg takes us inside the world of regional government. Eric is the Executive Director of the Centre Region Council of Governments in Pennsylvania. Whether or not you have contemplated regional models of governance, this episode will open your mind to an alternative way of delivering local government services.We are talking this month about regional partnership and why or when they might make sense. The Centre Region Council of Governments offers a great model as well as lessons in scaling services. However, it is not without challenges. And we will hear about that as well.LINKS AND SHOW NOTESCentre Region Council of GovernmentsEric Norenberg LinkedInEric Norenberg has served local governments in five states over his 35+ years in local government. He is the Executive Director of the Centre Region Council of Governments. The Centre Region COG provides a variety of municipal services for six member communities in central Pennsylvania. Previously Eric served as City Manager in Oberlin, OH and in Milford, DE. Eric has a master’s degree in Public Policy from the University of Michigan, is an ICMA credentialed manager. He served on the Ohio City/County Management Association Board and was the Association President in 2013-14. He has served on several ICMA committees, co-chaired the ICMA Task Force on Members in Transition in 2020-21, and is an active Rotarian.[00:00:00] The executive committee.[00:02:54] Formation of Center Region Council.[00:07:29] Committees and meeting schedules.[00:13:09] The future of COGs.[00:13:10] The COG as an organization.[00:17:50] Using consent agenda more.[00:19:36] COG's workload and municipal meetings.[00:22:10] COG committee process and coordination.[00:24:05] Structure of regional partnerships.[00:26:39] Municipal silos and COG growth.[00:30:58] Maintenance and reinvestment in facilities.[00:34:42] The benefits of regional collaboration.[00:39:38] The value of partnerships.[00:42:13] Collaborative library book delivery.[00:44:45] Eric shares Influential people and career path.[00:47:59] Influence of parents on career choices.

Ralph Hutchison, or as he is known around these parts, “Hutch”, is manager of East Lampeter Township in Lancaster County Pennsylvania. Today we take an inside peek of what it looks like to manage a municipality that is situated in the heart of Lancaster County. As Ralph says, “there are two things people don’t like. The way things are and change.”He shares with us his philosophy and approach to managing a Township that fully embraces two ends of a spectrum in culture and business.I am your host, Nancy Hess and I created PCC Local Time Podcast to start conversations among friends and colleagues in this professional field we call local government. East Lampeter Township, Lancaster County, PennsylvaniaSign up for our newsletter and learn more about the Pioneering Change Community. Show Notes3:10 The center of Lancaster County5:50 Change, a natural state of affairs11:50 Early mentor, Michael O’Keefe13:30 Developing manager muscle15:10 Concept of urban growth and preserving agricultural land17:10 Early days of shopping outlet mall expansion22:00 Zoning and the first Walmart in Lancaster25:40 Impact on police services27:25 Steady articulation of values through changes in landscape31:00 Answering the question of “why?”34:00 Changes that improve organizational effectiveness38:00 Lincoln Highway Streetscape Plan44:00 What is on the horizon for transportation projects in Lancaster?46:10 Imagining the future and regional interests49:35 Working together in the region and the importance of engagement

Today my guests are two distinguished municipal managers from Pennsylvania, Jerry Andre the former manager and Dan Santoro, the current manager, of Cranberry Township in Butler County Pennsylvania We are going to talk about regional partnerships. Why are they important and what are the skills you need to be successful in this arena? We are going to drill down in the area of relationship building and engagement and as you will discern, this is the secret sauce that has made this Township evolve in the way it has over the years.Cranberry Township has set a high bar for engagement. There is no one better to help us understand how that happened.I am your host, Nancy Hess and I created PCC Local Time Podcast to start conversations among friends and colleagues in this professional field we call local government. LINKS:Cranberry TownshipJerry AndreeDan SantoroSign up for our newsletter and learn more about the Pioneering Change Community. SHOW NOTES:5:00 Early days9:40 Jerry would say, great idea. Ask probing questions. What is the practical application?15:57 Board committed to spending time and resources on engaging the community.17:25 It takes a long time to build trust with elected officials.19:12 We had listening stations.21:38 Early slide show, “How to grow a cranberry.”24:54 Early on, residents identified the importance of collaboration with neighbors.26:45 Our regional work began with informal meetings.28:33 All parties taking ownership.31:52 Dan versus Jerry’s role.36:10 Why Dan left, and why Dan came back.39:50 Jerry remained a mentor even after Dan left.41:17 Why do it? What are the tangible outcomes for doing regional work?44:13 Am I becoming a COG Director?46:27 Yes. In fact, that group just earned nearly 8 million worth of grants collectively … 48:18 What can managers do to build trust?53:37 You don't realize how lonely it is at the top until you're actually there.56:41 A new acquisition of a farm in Cranberry

Today an episode about the ways municipal managers think about their work and the challenges that they learn to embrace.Tom Vernau has been managing Lower Allen Township in Cumberland County, Pennsylvania since 2005. Like all the best managers, Tom makes those around him look good while staying under the radar. Today we shape the conversation around how he thinks about challenges confronting local government and some of the important ways his career has been shaped.Among managers, Tom stands out for his wisdom, his openness to considering new ideas, and his steadfast, abiding values centered around public service. Sign up for our newsletter and learn more about the Pioneering Change Community. More about Thomas G. Vernau, Jr.Tom graduated from West Virginia University in 1982 with a bachelor’s degree in Business Administration. Following a stint in the State of Florida where he worked as an Independent Accountant and for the Southwest Florida Water Management District, Tom moved to Harrisburg and went to work for Lower Allen Township as Accounting Supervisor. He was named Finance Director in 1995, Assistant Manager in 2002, and Manager in 2005. He received his master’s degree in Public Administration from Shippensburg University in 1998.He has served on the Board of the Government Finance Officers Association of Pennsylvania, where he was President from 2004 to 2008. He has served on the Executive Board of the APMM from 2017 to 2020 and was its President from 2018-2019. Tom is a member of the ICMA and has served on the Northeast Regional Leadership Council and as Chair of the Northeast Regional Nominating Committee.He has sat on numerous advisory boards, including the Board of Advisors for the Capital Region Insurance Trust and the Municipal Utility Alliance, and currently serves as President of the Board of Trustees for the Keystone Municipal Insurance Trust and on the Board of Directors for the Pennsylvania Municipal Health Insurance Cooperative.Tom is married to Tami, and they have two sons and four grandchildren.More information about Tom HERE or on the Lower Allen Township websiteTopics today:4:11 History and evolution of Township7:47 Public safety umbrella9:50 – Comprehensive Plan - decision to create a Development Authority – from vacant BonTon to Trader Joes – how a manager thinks differently from a developer – lingering zoning challenges22:40 - Shifting demographics of the Board; younger members want to be more involved - unintended consequences of private sector benefits without private sector pay. 30:02 – New boards, building trust, and how much information is too much information for the Board?36:46 – How a Traffic Improvement District came about and the importance of good relationships with neighboring municipalities.41:44 – How APMM made Tom a better manager43:42 – Building the pipeline for future managers. 50:51 – People who have impacted Tom’s career and stand out today.

Several years ago I met Ben Kafferlin at a County Commissioners conference in Pennsylvania. At the time, he was new to office and not surprisingly, he had some ideas about how to improve the organization structure. He invited me up to Warren County in northwest PA to interview a few key staff and share my thoughts with the Board. I wanted to find out how this visionary was doing and so we met over coffee along with his county administrator Lisa Hagberg. They are both on our show today.Some of my favorite moments in our conversation happen when Ben talks about re-examining what government does best. Another occurs later in the show when he talks about his own quest to understand the role of public servant. Throughout the conversation he weaves a philosophical approach to public service that is rich and inspiring. Together Ben and Lisa provide a real-time look at challenges in staffing, service delivery and leadership in a small county government. I think conversations like these contain wonderful jumping off points for finding common ground in today’s divisive government environment.SIGN UP FOR THE PCC newsletterCONTACT INFOLisa Hagberg Ben KafferlinLINKS TO SHOW REFERENCESKafferlin Strategies, Organization Health AssessmentNarrative Economics by Robert J ShillerHow Stella Saved the Farm: A Tale About Making Innovation Happen by Vijay Govindarajan SHOW NOTES:4:30 Path to County Commissioner5:50 Should county government be run like a business?8:30 Path to County Administrator12:31 Hard to attract people to county government14.56 Connections and partnerships with the community - role of county government22:07 Bringing about change - role of data, technology, people and processes38:51 Organizational Health Assessment42:50 Coaching to impact performance45:00 We have lost sight of being public servants. The importance of relationships.50:45 Final thoughts: the importance of positive stories to light a fire in the community; the future of regional collaboration to address need for specialization and complexity.

Today on the podcast I have five articulate women guests. Together, they represent different generations and different experiences of work. They share how early life experiences have formed their ideas of leadership. They talk about the importance of support in their environment and in particular, what it means to have other women and men pave the road ahead. We close the show with thoughts about conversations we need to have with men and other women. I think the last ten minutes of the show offers clues to where we want to take this conversation next. Will you be a part of it?**So let’s get down to it. My guests today include Dr. Beverly Cigler, professor emerita from Penn State, she has been on this podcast before and we are always lucky to have her. Amy Farkas, Township Manager at Harris Township in the Centre County region, is new past president of APMM and we learned in pre-show talks that Dr. Cigler remembers her outstanding grad school project on community engagement; Centrice Martin is manager of Ferguson Township, also in the Centre County region and is also an advisor to this Pioneering Change Community; Nicole Beckett is a Local Government Advocate and Associate Director for Public Service at the Meyner Center at Lafayette College; and Erin Trone is Assistant Township Manager at Lower Allen Township in Cumberland County and also serves as an advisor to the Pioneering Change Community. You can find out more information on our guests below in our show notes.I am your host, Nancy Hess and I created PCC Local Time Podcast to start conversations among friends and colleagues in this professional field we call local government. MORE INFORMATION ABOUT GUESTS:Dr. Bev Cigler, PhD., Professor Emerita, Penn State UniversityAmy Farkas, Manager, Harris TownshipCentrice Martin, Manager, Ferguson TownshipNicole Beckett, Associate Director for Public Service at the Meyner Center at Layfayette CollegeErin Trone, Assistant Manager, Lower Allen Township

My guest Seth Higgins, is the former Chief Clerk in Elk County Pennsylvania. He now provides consulting services to help local governments navigate the maze of state and local fiscal recovery funds. In this episode, we return to his early interest in process improvement and talk about what grounds his thinking. He illustrates how it looks when applied to parking, zoning, pension management, union contract negotiations and political processes at the local level. He also shares important nuances about the process of applying for recovery funds.My name is Nancy Hess, I am the host of this podcast and founder of the Pioneering Change Community for local government managers. If you want to learn more about our community, sign up for our Friday newsletter. The music clips, by the way, are generously provided by my brother Joe Hess.Connect with Seth Higgins on LinkedInTown and County Government SolutionsHaggerty ConsultingSHOW NOTES:4:51 Work on administering allocation of state and local fiscal recovery funds.10:19 Job in the Air Force as CS Team Load Master12:25 What does it mean to be more data and process driven? Example of public parking system.16:53 The Swiss Cheese graphic. So typically people don't understand one another's roles. So really bringing people together to understand those roles as important. And then from there, you can really start to foster a sense of process improvement. Okay, Now we all understand why we are executing this function and the role we each play in executing this function.22:17 Procurement and Process – particularly onerous for small municipalities or county government29:51 In Pa, county and local governments are an adjunct of the State. The state will tell you that you have to do something but not necessarily provide you with the resources to do it and not necessarily care that much about how much of an administrative burden that places on.31:11 Traditionist or Reformist?So my approach is that a system is only able to conserve itself by being willing to reform itself. And reform is typically best handled, prudently and in due time.33:38 Pensions – why taking the “Pension Holiday” is a bad idea.37:18 Employees typically don’t stay or leave jobs strictly over pay. What else can you offer employees that perhaps the private sector can't? And I think there has been a little bit of stagnation historically in the public sector to get creative, but I think the Covid 19 pandemic kind of opened up some possibilities to reimagine the way public sector employees might be able to form their work.39:29 Political processes There's always the tension. I've seen, and I've seen this more so from folks I went to school with and folks my age where I always caution slightly against thinking that you go into government to be the change agent in and of yourself. The change agent and government are the people's elected representatives.… You always need to fight that internal temptation to make changes that exceed. The scope of your public trust.43:49 Union Contracts … know what the provisions in the contract are actually worth47:24 More nuanced approach to accessing state and local recovery funds.

Professional municipal managers think about ethics and in particular the ICMA Code of Ethics which guide their profession. Although the term “neutrality” is never mentioned in the tenets, it is a foundational idea, or shall we say, ideal, in the management of local governments. Today our guests, Matt Candland and Dave Pribulka, two professional managers, juxatapose their perspectives to give us a clearer picture of how the concept of neutrality plays out (or doesn’t) in real time.The Pioneering Change Community (PCC) is about informal conversations on evolving ideas in Iocal government management. Learn more about our guests and sign up for our newsletter via the links in the show notes.LINKS:ICMA Code of EthicsDave Pribulka, Manager, Susquehanna Township, Dauphin County, PennsylvaniaMatt Candland, Manager Upper Moreland Township, Montgomery County, Pennsylvania [Articles for ICMA PM Magazine]:Democrat or Republican Manager? Why it's crucial to stay politically neutral.Ethical boundaries when former managers live in your town.Nancy J Hess, Founder, Pioneering Change Community; HR & Org Development ConsultantSign up for our newsletter HEREHIGHLIGHTS FROM SHOW:[10:05] But you do all that and you look at your board and they look back at you, and they're not sure what to do from there. They, they're looking at you and you're just thinking I don't care what happens right now. An atomic bomb could go off outside this room. I am not gonna be the next one to open my mouth.[11:03] years ago, someone came up and asked me, what's one of the most important characteristics of an elected official? And I've always believed this, I believe this way back when, and I still believe it's saying one of the most important characteristics is restraint..[12:16] This reminds me of the interview that Ernie McNeely and I did a few weeks ago, and his advice to young managers was (I'm not gonna get the words exactly right) something like, “don't be afraid to step back and let your elected officials hash it out.”[13:55] In fact, if you look at my desk right now there's a post-it note that I have right on my monitor. It just says, Shut up and listen….sometimes we feel like we're the, the navigator on the Titanic where you're watching the ship careen towards that iceberg and it's not, you're not at the helm.[21:49] So I started noticing this about 20 years ago with my kids…And it's this idea of the romanticizing of the activists. Okay….and some of this is right and is correct. But I think we've taken it really far and this idea that each of us needs to be an activist. We need to change the world for the better. Okay. That all sounds very good…Until you take it to its extremes.[24:38] now anybody has a megaphone as soon as they turn their phones on or as soon as they turn their tablets on. So it's so much easier than it was even just a short time ago. To advocate in whatever space you deem appropriate and have an audience that is quite literally the world stage. So, the people that are in the bullpen right now for management level positions, far and away only know that paradigm.[28:37] If

This is a special PCC Local Time podcast episode hosted by some of the members of the Pioneering Change Advisory Team. For many years I have heard anecdotal comments from managers that go something like, “I would not mind a contract like Ron Wagenmann’s!” Or, Everything I know about negotiating a manager contract I learned from Ron Wagenmann.”So, it seemed like a natural choice to feature Ron on a podcast. But I decided I was not the right choice to interview him, so I asked his longtime colleague and friend Larry Communale to do the honors. A few of the other advisory team members joined the session to weigh in with comments and questions. In addition to Keith helping out with hosting, you will hear Jack Hines join the conversation, and later Erin Trone, David Kratzer and Joe Mench. I also jump in with a question or two. You can find links to their contact information at the end of the show notes.[2:01] Could you explain the statutory authority that allows governing bodies to provide for manager contracts in Pennsylvania?[3:24] In view of those statutory provisions in our topic today is negotiating managers, contracts and so forth. How does how do should managers with a contract keep them enforce them?[5:44] What would be your advice to the newly appointed manager negotiating his or her first contract?[7:26] Automatic salary adjustment clauses.[13:04] Where does a manager to get advice on manager contract issues? [ICMA Model Agreement][24:18] What amount of severance is reasonable?[32:53] How do you introduce that subject or at what point in the process would you recommend introducing the idea to bring up the fact that you would like to have a contract?[35:40] If a municipality makes an offer of employment, does that become a contract or enforceable document?[39:22] How to you handle the contract question when the manager is promoted from within?[44:38] How do you believe a manager should negotiate for additional benefits? What are some of the reactions you might expect when the subject of enhancements to a contract is brought up?[47:55] Do you tie contract enhancements to an annual review?[52:13] At what point in the hiring process do you want to hear from somebody about what they want in their contract?Ron Wagenmann is former manager at Upper Merion Township in Montgomery Township, Pennsylvania and currently works as a Transportation Specialist/ Public Works Coordinator at Boles, Smyth Associates, Inc. Ron has served in numerous capacities including chairing the State Transportation Advisory Committee.Larry Comunale is former manager at Lower Gwynedd Township in Montgomery Township, Pennsylvania. He has taught in the MPA Program at Villanova University as an Adjunct Professor for 16 years and the MPP Program at Delaware Valley University. Mr. Comunale continues to teach and design courses for the Pa. State Association of Township Supervisors. He does consulting work for municipalities, including searches for Managers and other management positions. Keith Hite, Former Executive Director of Pennsylvania State Association of Township Supervisors (PSATS). Erin (Genest) Trone, Assistant Manager, Lower Allen Township in Cumberland County, Pennsylvania.Joseph Mench, Assistant Township Manager / Director of IT and CommunicationsJack M. Hines,...

Pragmatism and process can lead to innovation in local government if we know how to listen and engage to bring issues forward.When I asked Ernie McNeely to interview with me, I told him I was curious about what is it like to manage a Township rich with history, academic institutions, and religious diversity. I was also curious about the fact that Lower Merion Township shares a border with Philadelphia and wondered what challenges and opportunities that might present. Ernie does not disappoint. His responses reveal to me the importance of pragmatism and innovation in the role of municipal manager. He illustrates what it looks like to attend to process, listening and working systematically through the endless iteration of local government ideas and projects which at one point he describes as a bit of a merry-go-round.We talk about the need to shine a light on this profession. Ernie exemplifies why this can sometimes be hard to do. His classic under-the-radar style, his quiet but focused demeanor, keeps the attention on others. For this reason, it is wonderful to peek behind the scenes at what it is like to serve in this role. The show notes highlight some of the topics we cover and you can learn a little more about Ernie and Lower Merion Township through the links at the end. So, let’s begin…SHOW NOTES:3:00 Lower Merion Township history6:54 Historic religious communities; influence on local government practices and communication11:29 Board of 14 Commissioners; active channels of communication and engagement16:55 Role of Manager; moving issues through with process 21:46 Role of senior staff; various ways of communicating and interacting with25:59 Innovation; health benefits structure; implementation of high deductible plan with HSA; unions33:34 Sharing border with Philly; challenges and opportunities36:56 What might help manager coming up in the profession?Pitch new ideas; listen; learn to de-escalate; let your elected officials debate; work/life balance; participate in professional associations and forums.LINKSLower Merion TownshipErnie B. McNeely LinkedIN

Community conversations happen all the time in various venues, but local government managers cannot take them for granted. When community engagement is waning, it is important to think about ways to bring people together. Tom Fountaine, municipal manager in State College, Pennsylvania, knows something about the challenges of community engagement. We discovered we share an appreciation for Peter Block who wrote the book Community, the Structure of Belonging. I invited him on to PCC Local Time to talk about the six conversations that Peter Block outlines for community conversation: these include invitation, possibility, ownership, dissent, commitment and gifts.What was it about Peter Block’s methodology of asking questions that caught our attention and remained with us over the years? We cover quite a bit of ground. Tom is forthcoming not only with the work that has evolved from Peter Block’s ideas, but also his weaknesses when it comes to implementing some of Block’s ideas.Perhaps it is the challenge that makes this work so compelling. If it was easy, we would not take the time to uncover what it means to engage community, both inside our organizations and in the surrounding communities with whom we partner and serve. Tom Fountaine, LinkedInWebsite: State College Borough, PennsylvaniaPeter Block, Community: The Structure of BelongingMentioned in the show: Robert PutnamBowling Alone: The Collapse and Revival of American Community, 2000Better Together: Restoring the American Community, 2003My notes with the questions I never forgot, from the Peter Block keynote from a conference in the 1990'sShow Notes:7:08 InvitationLeading is convening and specifically the task of leadership is convening people who are not used to talking to one another.…we started a program around that, that in person conversation, really we have a program here called lion. It stands for living in one neighborhood.15:40 Robert Putnam, Bridging Social Capital18:26 PossibilityIf it is achievable, it's not a possibility. That is a goal.27:24 OwnershipThe ownership versus the blame conversation.34:33 DissentWe must invite people in a way that they can say no, if they cannot say no, they will not be able to develop a sense of agency or purpose.42:19 CommitmentRequires work life balanceWhat begins as play becomes competition. What have you learned about engagement from your work as a referee?47:58 GiftsTo overcome isolation, we need to focus on gifts.

SHOW NOTES..What if a guy who has a vision for his community, hears about another guy who sounds just like him, and what if those two run into each one day in a barbershop...and what if, they happen to be from two different political parties, but decide to run together?This PCC Local Time podcast episode include those two guys, Dan Dunigan, and Matt West. They ran for elected office in Lansdale Borough, Montgomery County Pennsylvania. Together with a willing team on Council, they realized goals that had only been dreamt of for years. One of the first things they did was hire a new manager, our guest Timothea Kirchner who in turn brought in John J. Ernst, A.I.A., CBO to serve as Community Development Director and John Mizerak to help with strategy and funding. John Ernst is now the manager in Lansdale Borough.In this episode our guests provide a picture of what it looks like to create organization and community readiness to achieve big goals. It is a story about an aligned team, succession planning and most importantly, vision. It was my privilege to work with Lansdale on building an HR System during this period of time and I can say with confidence that the secret to this transformation was a community vision with people at the center.We will start today with Matt West. Let’s join him as he talks about why he stepped up to the plate and put his money where his mouth was.6:18 [Matt] I was getting my haircut. I was some Saturday morning, the local barber shop talking to the barber and he's like, oh, I hear you're running for council. 17:53 [Dan] To me, code enforcement has two sides to the book. It's not a yes and a no, it's a yes. And a maybe. And we had folks that had yes and no, and they were quick to find no for whatever purpose. And it created an environment in which the government wasn't working as it should.What was the first big goal?19:56 [Matt] …didn't take time at all. It was our unifying cry. It was our rally cry. It was what Dan was just talking about - customer service…and, a government cannot ever be run like, or be run as a business, but you can run it more business like, and so trying to take good customer service ideas and applications from the business world and apply that to the public world.What was it about Timi that made you bring her in as Manager? What came together for you that said this is what we want to do. 23:07 [Dan] From day one she was able to make part of the vision Matt just talked about and that I had mentioned before….she made the cultural change effective, just walking in. She always commands a room when she walks in. Everybody respected her from day one.Was there anything holding you back Timi?26:47 [Timi] One piece of that meeting [with Council] that made me pause a little bit, and that was that one of the council members and this person who had been a former council member leaned in and said they wanted me to fire all the managers, not just the borough manager.28:00 [Timi] For 30 years, these folks had not raised taxes, had even reduced taxes. And I knew what that meant. That was 30 years of not really improving the infrastructure of that community.31:38 [Timi] On my first day…I deliberately brought the department heads together.What did that period of time look like from your perspective Dan and Matt?34:38 [Dan] …I was on my way to a meeting that night, but I had been churning out various spreadsheets trying to get your arms around how did the borough's financial picture get to where it is today and effectively they had been using reserves.38:53 [Matt] We knew that there was gonna be a problem because taxes hadn't been raised since the beginning of time, and I'll never forget…the first budget presentation with Dan's 68% tax increase made news headlines…Timi...