Ohio Certified Public Manager (OCPM) Program

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Alumni Profile Series - Ramona Lowery

Meet Ramona Lowery
Commissioner, Division of Water Pollution Control, City of Cleveland
Leadership Academy Graduate

Ramona Lowery has 24 years of public service experience. Currently she serves as the Commissioner for Water Pollution Control (WPC), the sewer maintenance division of the City of Cleveland's Department of Public Utilities. In her executive leadership position with WPC, Ramona manages strategic planning and processes and procedures implementation for all units, comprising a workforce of more than 140 employees. Her priority is to ensure WPC delivers reliable and efficient service, sustains Cleveland's sewer infrastructure, and thrives as the City's official Stormwater Manager. Prior to joining WPC in 2015, Ramona served as Manager of Operations and Maintenance for the Northeast Ohio Regional Sewer District. Before that, she was Sewer Superintendent/Project Manager for the City of Shaker Heights. In 1996, Ramona started her career at WPC as the first female and first Black Engineer. Ramona's goal has been to leave each organization better than when she arrived by focusing on team work, saving money without sacrificing service, and by improving overall efficiency.

Among her many accomplishments at WPC, Ramona has aided the procurement of $35 million bond funds for capital projects, closed a three-year backlog of work orders and outstanding vendor payments in her first year, and implemented an inhouse Commercial Driver License (CDL) training class that resulted several employees being promoted. Ramona also implemented catch basin inspection metrics that resulted in exceeding Mayor Frank Jackson's annual goal by 25%. WPC saved more than $100,000 annually, when Ramona planned the procurement of equipment the division had previously rented. She championed moving the Sewer Maintenance section to 10-hour workday shifts, resulting in increased productivity and cost savings.

What Academy did you graduate from? When?
Leadership Academy XXIV, May 2015

What was the most memorable part of the program?
The most memorable part was the immersion retreat on "day 1". I had the opportunity to meet everyone and go through the personal and team development exercises. The last session was great as well since we had an opportunity to bring all of our sessions together. My cohort built and installed a Little Free Library that is still in use today.

What was your favorite session? Why?
All of the sessions were very beneficial. One that immediately comes to mind is the communications session with Bruce Hennes. I have had a couple of media situations where I utilized what was learned in the class when I was blindsided by a particular news station. Had I not received the training, I am sure that the story would have been bad. The story instead went well and benefited my organization. I've also used those skills to communicate to over 140 employees at my organization on a regular basis.

What lessons did the Academy equip you with?
The Myers-Briggs test administered during the immersion retreat was helpful. I believe that in order to lead a team, it is important to have a good understanding of yourself as well as those on your team. Recently, during a career day presentation, a high school student asked me what was the most challenging part of my job. This caused me to pause. One would probably think that budgeting, engineering, or planning is the most difficult. For me, it isn't. Managing over 140 personalities on a daily basis is more challenging than designing a sewer system, staying within a budget, or meeting the Mayor's annual goals. Thus, the Myers-Briggs assessment helps with that piece of the job since it provides tools that assist with both your personal and team development skills. Since an organization of this size cannot be successful with just one employee, it is imperative to have a good team (which I am fortunate enough to have). Sure, there are challenges. But, as the Academy and my engineering training taught, every problem has a solution. Many problems have more than one solution. You must be willing to have an open mind in order to listen and evaluate those options.

How has the Academy positively impacted/added value to your professional life?
Since participating in the Academy, I have earned several promotions and organizational changes. Recently, I was promoted to Commissioner of my division on July 15, 2020. I would like to think that the various sessions I was exposed to at the Academy proved beneficial to my career growth. There are many new skills I acquired during the Academy, and others that were honed. Some of these skills were taught in the strategic planning session led by Ralph Johnson. He discussed the importance of succession planning and the development of employees. I have been using these strategies frequently over the last few years.

During your time in the program, what's one thing you learned about yourself that surprised or challenged you?
I enjoyed taking the Myers-Briggs test. I cannot say that I was surprised by the results. It did, however, help me identify and understand other personality types that are a part of my team. Subsequently, by gaining a better understanding of my team, I have been able to assist with their development, as well as my own, which in turn, has helped my organization to grow.

In your opinion, what does a good public leader look like?
A good public leader operates by a quote that I read sometime: "You don't inspire your teammates by showing them how amazing you are. You inspire them by showing them how amazing they are." With that being said, I believe that a good public leader is one that realizes the old cliché that there is no "I" in team.

Why are professional development opportunities important?
Degrees are helpful, but professional development opportunities are more "hands on" and practical. You're able to perfect your craft through real-life experiences. Having the Academy comprised of various communities and backgrounds was also helpful since we were able to evaluate and solve real life issues from various lenses.

What's one piece of advice you'd like to pass along to your fellow public managers?
Never stop learning. Learn to listen. Continue to give back to our community and to students and professionals that are coming up behind us. We need to continue to replenish the bench, building our team.

In your opinion, what's Ohio's best-kept secret?
There are too many to name. Which is why you will run into many folks who say they were planning to be here temporarily, and 20 plus years later, here they are. Some examples include our parks/green spaces, beaches (recreation areas in general), great universities, eateries, programs such as CSU Leadership Academy, our orchestra, museums, free concerts. etc.

Anything else you'd like to share?
To continue growing and improving in your career, I believe it's of great value to participate in a variety of development opportunities, such as the Leadership Academy at Maxine Goodman Levin School of Urban Affairs.