Milton Dohoney will bring decades of experience running two of Kentucky's largest governments when he moves into the Cincinnati city manager's office today. But his experiences in school during the racially charged 1960s and '70s...
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Milton Dohoney will bring decades of experience running two of Kentucky's largest governments when he moves into the Cincinnati city manager's office today. But his experiences in school during the racially charged 1960s and '70s also guide the 50-year-old Dohoney, who becomes Cincinnati's 14th manager at a time when the city is struggling with rampant violent crime and declining population. Growing up in Louisville, Dohoney is the only child of a pipe-fitter father and a beautician mother. He experienced segregation, and desegregation, in classrooms, on field trips and athletic fields. Whether it was not being allowed to ride a Ferris wheel with white elementary school classmates on a field trip, or rooming with white college basketball teammates on road trips through the South, all those experiences helped shape Dohoney. "I learned more lessons to prepare me for life in high school than anywhere else," Dohoney said. "I had some people in school who were encouraging me to aim low, and I'll just leave it at that. But my parents wouldn't have it. "You learn to judge based on character. You learn to interact with people how you find them. You learn to not form stereotypes." He also learned to get along. Particularly at Indiana University Southeast in New Albany, Ind. He played forward on the basketball team, and found himself playing with and in front of people who sometimes weren't so enlightened when it came to avoiding stereotypes or judging people on character. "I had to learn to get along with people different than me, find a common goal and pursue it," Dohoney said. "We'd go out of town and I'd room with people different than me in a time when not everyone thought that was OK." Dohoney, a soft-spoken man who works out daily, will need all those skills to be successful here. Consider the issues waiting for Dohoney as he takes office: Violence: Cincinnati is flirting with a new homicide record, on pace for 90 murders in 2006. Violent crime in the city has nearly tripled in the past six years. People fleeing the city: Cincinnati lost 14.9 percent of its population between 2000 and 2005, the largest such loss of any city with more than 100,000 residents. A looming deficit: The city must cut $5 million from its budget in 2007, while a $27 million deficit is projected for 2008. That two-year budget is due in November. Competing political agendas: In that budget, Dohoney will have to cut spending while finding a way to pay for expensive additions. Council members want to add police officers and firefighters, and re-establish the Office of Environmental Quality, which handles citizen complaints on foul odors and illegal discharges into the air and waterways. The jail: Dohoney may be forced to negotiate a deal with Hamilton County officials that would have the city build a temporary jail facility for the county to operate. The problem is complicated by the fact that several county officials have said they do not want the temporary jail. But perhaps the biggest, and most important, obstacle facing Dohoney is winning the trust, respect and confidence of a city council that was split over his hiring. City managers can only be hired or fired by the mayor, but a majority of council must approve. Dohoney was confirmed on a 6-3 vote. Several council members expressed doubts over his ability to do the job in Cincinnati, and he is the only city manager to be hired with less than a full affirmative vote of the nine council members. Council member Chris Bortz, one of the three "no" votes, said it is in everyone's interest for the new manager to succeed. He thinks even council members who were reluctant to confirm Dohoney will work hard to support him. "Anybody who comes in to manage a city of this size will have to overcome some obstacles. One of them may in fact be convincing a divided council that he is the right man for the job," Bortz said. "It's not only incumbent on the city manager to bridge the gap with council members, but on us to reach out and give whatever help or assistance may be necessary." When asked about the controversy surrounding his hiring, Dohoney said simply: "You need thick skin to work in this field." Dohoney has spent 26 years in public service. He has run the day-to-day government operations in Lexington since January 2003. Prior to that, he performed the same job for four years in Louisville, where he also served as director of public safety for two years. Dohoney worked for Louisville 15 years, also serving as acting director of community services, neighborhood programs administrator and neighborhood development manager. He graduated from IU Southeast with a degree in psychology, and got a master's in personnel management from the University of Louisville. Councilman John Cranley, who voted for Dohoney's confirmation, said the new manager will do fine. "The real issues are fighting crime and improving basic services in the city," Cranley said. "If he puts his efforts to those issues, he'll get support across the board." At the end of a three-hour public interview in June, Mayor Mark Mallory asked Dohoney if he is up to the task. "So, because of your training, background, education and professional achievements, you're confident you'll do a good job as city manager of Cincinnati?" the mayor asked. "Yes," Dohoney replied, slowly. "And there is one other factor that, to me, will make that so. My upbringing will make that so. "I'm the first person in my family to graduate from college. It's a big deal. My parents gave me a certain work ethic. They're no longer here. That's a big deal. My name is all I have. So I have no hesitation in telling you that if I come to Cincinnati, or whatever city I come to, I will do a good job. "I have no other option."
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