Title: Howard County Executive
Industry: Politics
A: Mornings are my favorite part of the day. My mind is sharpest then. This is when I carve out time to read the news of the day, reflect upon goals and priorities, as well as think about long-term strategy and planning. My day starts around 5am and consists of reviewing my schedule, reading the news and reviewing briefings prepared by team. I usually have my first meetings around 7:30 or 8am with events beginning around 9am so being an early riser allows me to focus and plan for a couple of hours before the day officially starts.
A: As Howard County Executive, I am responsible for managing the county’s twelve departments and nearly 3,500 employees who support and provide services and programs for our diverse population of approximately 330,000 people. Howard County has a $2 billion combined operating and capital budget. Upon becoming County Executive, I developed a foundation of seven pillars for my administration: Ready and Successful Students, Safe and Engaged Communities, Clean and Sustainable Environment, Thriving and Healthy Residents, Strong and Prosperous Businesses, Reliable and Accessible Infrastructure and Innovative and Efficient Government. We are focused on being the best county not just overall but for all.
A: I read articles every day as part of my morning routine. I also share relevant articles with my senior staff. One article that I read recently and shared is How to Avoid Rushing to Solutions When Problem-Solving by Daniel Markovitz. This article is especially relevant during this public health crisis when many are struggling and therefore need faster policy implementation. We are making new decisions each day on issues from housing/rental assistance to employee safety. The biggest takeaway is that it is important to frame problems correctly, an ineffective solution can make things worse, and can be just as damaging in the long run as the problem.
A: The pandemic has changed how government operates and taught us to have an enhanced collaborative approach to solving a community problem. Typically, government operates in silos with each department often working independently of each other. Over the last two years, we have had to pull together departments to solve problems, including the Health Department, Office of Emergency Management, Police, Fire, Department of Community Resources and Services, etc. Additionally, we have worked closely with non-profits and business. This has resulted in a strengthened, holistic approach to pandemic preparedness and response.
A: I triage the day, week, and month. I like to focus on the most important tasks first. These are tasks that need to get accomplished, no matter what. My team knows that I start with the things that matter most.
A: The most important asset is the people you hire. Hire smart people that have different strengths to help push your agenda forward. In the past, leaders were often expected to have all the answers and then direct their employees on a course of action. I’ve learned that working as a team, we will often find solutions through diverse thinking and drive goals forward. It can be uncomfortable to have critical conversations with numerous leaders in the room. However, creating a safe space for leaders to grow and empowering them, helps foster an environment for epic excellence, which will benefit or community for current and future generations.
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About Dr. Calvin Ball:
County Executive Calvin Ball is a Maryland native and a resident of Columbia, where he and his wife Shani are proud parents of two daughters who attend and graduated from Howard County public schools.
In 2006, Ball made history when he was elected the youngest Chairperson in the history of the Howard County Council. He made history again in 2018, when he became the first African-American to be elected Howard County Executive.
As County Executive, Ball established the mission to efficiently, effectively, and respectfully serve the residents, businesses, and visitors of Howard County, Maryland. His vision is to innovatively expand opportunity and foster the best quality of life for all who live, work, or visit Howard County.
In his first two years, he and his team have prioritized growing ready and successful students, fostering safe and engaged communities, creating a clean and sustainable environment, supporting thriving and healthy residents, building reliable and accessible infrastructure, promoting a strong and prosperous business climate, and leading an innovative and efficient government. In the past year, County Executive Ball has led a thorough response to COVID-19, including distributing vital funds to residents and businesses, standing up COVID-19 testing facilities, and implementing vaccine distribution plans.
County Executive Ball currently serves as First Vice President of the Maryland Association of Counties (MACo) for the 2021-2022 term. With MACO he serves on a six-member Executive Committee that oversees its fiscal, personnel, and management issues. County Executive Ball is a lifetime member of the NAACP, and in 2012, he founded the Diversity Caucus of MACo, the first statewide caucus for county elected officials of color. He also participated in the National Association of Counties and Gates Foundation “Economic Mobility Leadership Network” to explore the role counties can play to positively affect economic mobility.
County Executive Ball holds a Bachelor of Arts in Philosophy and Religion from Towson State University, Master of Arts in Legal and Ethical Studies from the University of Baltimore, where he was nominated for the Spirit of Excellence Award, and Doctor of Education from Morgan State University. County Executive Ball is also a proud member of Alpha Phi Alpha Fraternity, Incorporated, and is a dedicated supporter of all of the historically Black Greek letter organizations which serve our community.
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