PM Magazine, September 2020 by PM Magazine

Professional Excellence 10 Program Excellence 20 Service Awards 38

THE

AWARDS ISSUE

2020 ICMA LOCAL GOVERNMENT EXCELLENCE AWARDS

SEPTEMBER 2020 ICMA.ORG/PM

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SEPTEMBER 2020 VOL. 102 NO. 9

F E AT U R E S

CONTENTS

ICMA Certificates in Performance Management Recognition of local governments committed to including performance measurement in their management practices

Introduction to the 2020 Local Government Excellence Awards A closer look at ICMA’s awards program and those behind the scenes that selected this year’s recipients Kerry Hansen, ICMA

Professional Excellence Awards Recognition of individual ICMA member achievements

D E PA RT M E N T S 2 Ethics Matter!

Lessons from the Field

Program Excellence Awards Recognition of outstanding local government programs

Distinguished Service Awards Recognition of retired ICMA members who have made an outstanding contribution to the management profession

4 Women in Leadership

Supporting Women in the Workforce

6 IDEALS

Advancing Equity in Our Communities Through Generation Z

48 Special Thanks to Our Supporters

50 Insight

CANDOR: Consistency, Attitude, Nonpartisanship, Decisiveness, and Optimism = Renewal

Recognition of individuals outside the local government management profession who have contributed to the improvement of local government

52 Professional Services Directory

ICMA Honorary Memberships

Celebration of Service Recognition of ICMA members’ dedication to public service and professional management at the local level

Credentialed Managers and Candidates Cover image: Ms.Moloko - stock.adobe.com

International City/County Management Association

28 SEPTEMBER 2020 | PUBLIC MANAGEMENT | 1

ETHICS MATTER!

Lessons from the Field

Improving your awareness of potential ethical missteps Whether launching a career or far

MARTHA PEREGO, ICMA-CM, is director of member services and ethics director, ICMA, Washington, D.C. (mperego@icma.org).

along the journey, we all share a common desire to do good and meaningful work. And to achieve some level of success, however uniquely defined that may be. We expect and even train for the challenges we will encounter along the way. In all that preparation, how many of us expected to face an ethical challenge—one that might throw us off course, smudge our reputation, or worse yet, derail our career? It is certainly not something one would readily want to embrace! Experience teaches us that we all will face ethical dilemmas in our careers. Often, they are delivered to our doorstep by another party. That scenario calls us to be observant enough to recognize the challenge and wise enough to call in whatever courage or resources needed to successfully navigate a way clear. However, sometimes we are the source of the ethical challenge. We do or say something that raises a question about our ethics. Why do we land in ethical trouble? Perhaps we just do not see the issue as an ethical problem; fail to understand our professional obligation; place personal interests before duty; or get overwhelmed by our emotions in the moment.

BY MARTHA PEREGO, ICMA-CM

When faced with an ethical dilemma, consider these questions: The Law: Is it legal? Does it meet the spirit of the law? The Rules: Am I violating or breaking a rule/policy that everyone else must follow? Integrity: Am I breaking my word, a trust, a promise, or a value? Appearances: Do I have a conflict of interest in fact or appearance? Am I the only or prime beneficiary of an offer or service? Clear Thinking: Is emotion or bias clouding my judgment? Perspective: When I look back on this situation, will I be proud of my conduct? Is it my finest hour or one I might regret?

Cases reviewed by the ICMA Committee on Professional Conduct this past year are perhaps one way to learn from and improve our awareness of potential ethical missteps. Professional Integrity and Commitment

The ICMA Code of Ethics has had a guideline in place for decades that encourages members who accept the position of

Public Management (PM)

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2 | PUBLIC MANAGEMENT | SEPTEMBER 2020

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ICMA Creating and Supporting Thriving Communities ICMA’s vision is to be the leading association of local government professionals dedicated to creating and supporting thriving communities throughout the world. It does this by working with its more than 12,000 members to identify and speed the adoption of leading local government practices and improve the lives of residents. ICMA offers membership, professional development programs, research, publications, data and information, technical assistance, and training to thousands of city, town, and county chief administrative officers, their staffs, and other organizations throughout the world. Public Management (PM) aims to inspire innovation, inform decision making, connect leading-edge thinking to everyday challenges, and serve ICMA members and local governments in creating and sustaining thriving communities throughout the world.

Public office is

city/county/town manager to remain in the position personal gain. A city manager failed to do so when he a public trust. for two years. It exists to ensure local governments accepted and used tickets to a private event that was It is a privilege, sponsored by the city. Perhaps the city involvement receive the benefit of continuity of leadership from the manager. It recognizes the considerable investment in the event created confusion. Absent any approved whether that organizations make in recruiting a manager. It is so plan to provide tickets and confirmation that it granted by ingrained in the profession that many see it as a strict, would be legal to do so, the manager should not have appointment unwavering obligation. But it is not a hard and fast rule. accepted the gift. Given the realities and complexities of building a working or election, With the privilege of holding that office comes the relationship with the elected body, there are times when responsibility to demonstrate integrity. To be honest, that requires it is appropriate for a manager to leave before serving for accountable, fair, consistent, and true to the right the highest of two years: a weak performance review by council in year principles regardless of circumstances so that you can one that lacks constructive feedback, refusal to honor ethical conduct. merit the trust of the public and elected officials you commitments concerning conditions of employment, a serve, as well as that of your staff. The responsibility vote of no confidence in the member, or significant personal issues. to demonstrate integrity applies to conduct on the job as well as in One CAO censured this year did not face any of those situations. your personal life. Yet after serving for just 14 months, he elected to return to his This past year, members were privately censured for driving former organization. under the influence after work hours; posting inappropriate In a similar vein, commitment is also required when a member is comments on a private social media page about the conduct of an offered a position and accepts the offer, and council votes to approve elected official in a neighboring community; and failing to provide the employment agreement. Lacking any change to the terms of the appropriate oversight and management of the organization’s offer, a member must report to work. Withdrawing after the deal is troubled fiscal condition that placed the organization in finalized leaves everyone in a tenuous situation. Elected officials may more jeopardy. face questions regarding their judgment. The organization faces more time without permanent leadership as they restart the recruitment. Begin with the End in Mind Finalists from the original pool were denied the opportunity to take How often do we find ourselves in ethical hot water because we did the position and now may have moved on. A member was censured not take time to think about the end, i.e., the outcome of our after he negotiated an employment agreement that was approved actions? We charge ahead without stopping to think whether this by the governing body and later withdrew his acceptance when no course of action aligns with our values as well as the profession’s. fundamental changes had been made to that agreement. We don’t stop to seek advice. Stephen Covey’s guidance seems spot on here. The second of his Seven Principles of Effective Building Public Trust Leadership—“begin with the end in mind”—is about having a clear Public office is a public trust. It is a privilege, whether granted by vision of your desired outcome or destination. Anchored and appointment or election, that requires the highest of ethical conduct. guided by your ethical values, the vision is then put into action in The office should never be leveraged for any tangible or intangible timeframes as brief as a day or long as a lifetime.

2019–2020 ICMA Executive Board PRESIDENT

Jane Brautigam* City Manager, Boulder, Colorado PRESIDENT-ELECT

James Malloy* Town Manager, Lexington, Massachusetts PAST PRESIDENT

Karen Pinkos* City Manager, El Cerrito, California VICE PRESIDENTS

International Region

Tim Anderson Chief Administrative Officer, Waterloo, Ontario, Canada Sue Bidrose Chief Executive Officer, Dunedin City Council, New Zealand Robert Kristof City Manager, Timisoara, Romania

Midwest Region

Southeast Region

Wally Bobkiewicz* City Administrator, Issaquah, Washington**

W. Lane Bailey* City Manager, Salisbury, North Carolina

Clint Gridley* City Administrator, Woodbury, Minnesota Molly Mehner* Deputy City Manager, Cape Girardeau, Missouri

Laura Fitzpatrick* Deputy City Manager, Chesapeake, Virginia Michael Kaigler* Assistant County Manager, Chatham County, Georgia

ICMA Executive Director Marc Ott Director, Member Publications

Lynne Scott lscott@icma.org

Managing Editor

Kerry Hansen khansen@icma.org

West Coast Region

Newsletter Editor

Kathleen Karas kkaras@icma.org

Michael Land* City Manager, Coppell, Texas

Maria Hurtado* Assistant City Manager, Hayward, California

Graphics Manager

Delia Jones djones@icma.org

Design & Production

picantecreative.com

Raymond Gonzales County Manager, Adams County, Colorado

Edward Shikada* City Manager, Palo Alto, California

Northeast Region

Peter Troedsson* City Manager, Albany, Oregon

Mountain Plains Region

Heather Geyer* City Manager, Northglenn, Colorado

Matthew Hart* Town Manager, West Hartford, Connecticut Christopher Coleman* Town Manager, Westwood, Massachusetts Teresa Tieman* Town Manager, Fenwick Island, Delaware

* ICMA Credentialed Manager (ICMA-CM) ** Serving the region from a different location as is permissible in the ICMA Constitution.

FPO-FSC Logo

WOMEN IN LEADERSHIP

Supporting

Women in the Workforce …and making sure they can stay in the workforce I’m going to do my level-best to

MEGAN WILLIAMS has enjoyed her last 10 years as a local government employee creating the community relations department for the town of Frederick, Colorado, before joining the Denver Peak Academy team at the city and county of Denver as a continuous improvement specialist. (megan.williams@ denvergov.org)

BY MEGAN WILLIAMS

2. Family Leave Policy: If your organization doesn’t have a family or parental leave policy in your make this article less rage-filled than I am right now. employee handbook, I encourage you to consider But with the current economic crisis being called who you’ve already missed out on hiring, let alone a “shecession,” rage feels appropriate.1 Of the 20.5 keeping. Parental leave is beneficial to new parents million people who lost their jobs in April, 55 percent and organizations’ turnover rates. Make sure your were women. Consistent with the norm, women policy is open to men and women. If it of color are the most affected, with only applies to women, you’re basically unemployment rates of 16.4 percent saying that it’s only a female’s job to care for Black women and 20.2 percent for for a new child when studies show there Latina women.2 Many women are better health outcomes involved for Many women don’t have the don’t have the the child and the parents when partners privilege of choosing between a career take an active role from the very and staying at home—they have to pay privilege of beginning.7 If you really want to take bills.3 And now with schools closed and choosing between care of the women in your office, you’ll even more limited childcare options, make it a family leave policy that applies they are being forced into the impossible a career and caring for any immediate relative; situation of choosing between the pay staying at home— to research shows women are more often they need and childcare.4 It shouldn’t they have to pay the caregiver for both young children seem so impossible to have a child and a and elderly family members.8 For those career in 2020. Other countries are better bills. of you who read this and say there’s at supporting women in the workforce, no one else who can do that person’s while the United States is the only job, so they can’t be out for an extended leave, let me developed country in the world that still doesn’t offer introduce you to a great concept called cross-training. parental leave.5 Implement it widely and without exception. Anyone You’ve probably heard all of this before. And if can get hit by a bus or win the lottery. you haven’t, the articles I’ve included in the endnotes can help paint a picture for you. I don’t want to keep talking about the problem of how detrimental 3. Creative Childcare Options: There isn’t much COVID-19 has been for working mothers. I want to out there for inspiration on this one (except offer some simple solutions that you can implement American outdoor clothing company Patagonia).9 I in your very own organization to keep women in have ideas on how organizations might disrupt the the workforce. status quo of childcare, but I want to use my time with you to encourage you to look around the table. Who in your organization has the power to influence 1. Flexible Schedules and Performance how you approach childcare options? If I had to Metrics: If your organization was still relying on wager a bet, it’s likely people without children and the ol’ butts-in-seats performance metric when men with stay-at-home partners. Change that and COVID hit, you’re probably already thinking you’ll be amazed at what your organization can try. about this with telecommuting becoming a norm. If you have solid performance metrics for 4. Equity in Professional Development = More your team, you should be able to offer flexible schedules. This is especially important right now Resources for Women and People of Color: when childcare is even scarcer than usual as it Did your budget for professional development get will allow your employees to juggle work and cut? Then you need to be even more thoughtful childcare more easily.6 about how limited resources are allocated.

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I challenge you to intentionally dedicate most of your training dollars to people of color and women; therein lies the largest gap in professional development opportunities and, as a leader, it’s your responsibility to work to close it. If you consider yourself an ally in the fight for equity, I encourage you to dig deep and find the strength to start pushing these things through in your organization and wherever you have influence (contractors who work with you, your local chamber of commerce, etc.). It will take every single compassionate public service superhero to turn the tide on these depressing trends. I am here to help in any way I can because I am passionate about leaving this world better than I found it for the people who live in my community, and that happens to include my daughter.

ENDNOTES & RESOURCES 1 https://abcnews.go.com/GMA/News/womens-unemployment-skyhigh-recession-shecession-expert/story?id=70882794 2 https://www.businessinsider.com/how-work-is-failing-women-ofcolor-2019-10#founders-of-color-get-less-funding-than-white-ceos-9 3

https://blog.dol.gov/2017/03/01/12-stats-about-working-women

https://www.forbes.com/sites/reneemorad/2020/04/30/ why-are-covid-19-related-job-losses-hitting-women-harder-thanmen/#330043061296 4

5 https://www.pewresearch.org/fact-tank/2019/12/16/u-s-lacksmandated-paid-parental-leave/ 6

https://time.com/5836309/coronavirus-childcare-working-families/

https://www.dol.gov/sites/dolgov/files/OASP/legacy/files/ PaternityBrief.pdf 7

8 https://slate.com/human-interest/2013/11/elder-caregiving-womenare-more-likely-to-drop-out-of-work-to-care-for-aging-parents-andgrandkids.html 9 https://www.fastcompany.com/3062792/patagonias-ceo-explainshow-to-make-onsite-child-care-pay-for-itself

SEPTEMBER 2020 | PUBLIC MANAGEMENT | 5

INCLUSION, DIVERSITY, EQUITY, ACCESSIBILITY, LEADERSHIP, AND SOCIAL JUSTICE (IDEALS)

Advancing Equity

in Our Communities Through Generation Z The newest members of our profession will be the ones leading the way. BY REBECCA DESANTIS

As the name of this column suggests, there is a growing enthusiasm around the globe to make our workplaces and communities more inclusive, diverse, equitable, and accessible. As a profession that is uniquely situated to be the pulse of our communities, local government and its practitioners take these values to heart. Local government is a profession where the leaders should reflect the people being served, but we know that this is not a static statement. Most The next generation brings parents or grandparents a valuable perspective to will tell us how different the table. They may still be their hometown looks from when they grew learning the skills it takes to up there, and not just lead, but they can offer a fresh aesthetically, but in the makeup of the people. look at community issues. As communities change over time, so do the generations that live there. As Generation X and Baby Boomers age and make way for Millennials and Generation Z to lead their communities, the opinions and perspectives of these groups become major voices in cities and counties Speak up, across the country. The views of these generations on ICMA! social justice issues will shape our profession for the Email us your upcoming decades. thoughts on the According to two recent Pew Research Center issues of equity, surveys, Generation Z (categorized as individuals inclusion, race, and born after 1996) and Millennials (individuals social justice to born between1981 and 1996) are in general more speakup@icma.org. accepting of the changing makeup of American society. “Majorities among Gen Z and the Millennial generation say the increasing racial and ethnic diversity in the United States is a good thing for society, while older generations are less convinced of this,” as stated in their 2019 report. On issues related to inclusion and accessibility, such as gender-neutral pronouns, Generation Z stands out. “Generation Z is the most likely of the five generations to say that when a form or online profile asks about a REBECCA DESANTIS person’s gender, it should include options other than is a program manager, ‘man’ and ‘woman,’” according to Pew’s report, while career and equity about 50% of Millennials and “about four-in-ten Gen advancement, ICMA Xers (40%) and Boomers (37%) and roughly a third (rdesantis@icma.org). 6 | PUBLIC MANAGEMENT | SEPTEMBER 2020

of those in the Silent Generation (32%)” agree with that inclusion on forms or profiles. So, what does this mean when we think about the future of the local government profession? If trends around generational opinions concerning societal issues continue on this path, we’ll see local government leaders who not only embrace our efforts around equity and inclusion, but who will be advocates who will continue the progress our profession is actively working toward. There are many reasons for leaders to find a way to engage with students and early career professionals in local government, but one tied directly to this conversation is this: the next generation brings an important and valuable perspective to the table. They may still be learning the skills it takes to lead, but they can offer a fresh look at community issues. Bringing them into the conversation—whether by visiting with a student chapter at a local university, allowing a student to shadow your day, or hosting a Local Government Management Fellow— helps build up our future leaders and support them on their path to local government management. In thinking about the work currently being done and will be done in the future in advancing equity in our communities, I’m reminded of a statement made by Deborah and James Fallows, the authors of my favorite recent read, Our Towns: “Across the country, in towns outside the media spotlight, a new America is being built—one that is innovative, compromise-minded, optimistic, and working toward practical solutions to the problems of this age.” With their perspective and generational leadership, the newest members of our profession will be the ones building that new America.

2020 ICMA CERTIFICATES IN PERFORMANCE MANAGEMENT ICMA recognizes communities for their commitment to the principles of performance management and effective communication of their performance data with residents and peer communities. Depending on the level of recognition, Excellence being the highest, criteria include incorporation of data gathering and verification, public reporting, benchmarking and networking, strategic planning, community surveying, staff development, dashboarding, and continuous improvement. For more information, visit icma.org/certificates-in-performance-management. For those interested in applying for the 2021 Certificates in Performance Management, the criteria and application form will be posted on November 1, 2020.

Certificate of

Alachua County, FL Albany, OR Arvada, CO Austin, TX Bayside, WI Bernalillo County, NM Clayton, MO Coral Springs, FL Dallas, TX Durham, NC Fairfax County, VA Farmers Branch, TX Fayetteville, NC Fort Collins, CO Gilbert, AZ Greer, SC Gunnison County, CO Miami-Dade County, FL Montgomery County, MD Olathe, KS Pinehurst, NC Rock Hill, SC Tamarac, FL Woodbury, MN

Alexandria, VA Arapahoe County, CO Baytown, TX Bellevue, WA Fort Lauderdale, FL Henderson, NV Kansas City, MO Loudoun County, VA Maitland, FL Manchester, CT Mecklenburg County, NC Mesa, AZ Oklahoma City, OK Palm Coast, FL Phoenix, AZ Sarasota County, FL Sugar Land, TX Suwanee, GA Wichita, KS

Algonquin, IL Bettendorf, IA Chester County, PA Costa Mesa Sanitary District, CA Cuyahoga County, OH DeLand, FL Downey, CA Elk Grove, CA Hudson, OH Santa Monica, CA Southlake, TX Sheboygan, WI South Bend, IN Southlake, TX Stanly County, NC Tallahassee, FL Yakima, WA

Excellence

Distinction

Achievement

SEPTEMBER 2020 | PUBLIC MANAGEMENT | 7

INTRODUCTION

The 2020 PM Awards Issue —

CELEBRATING THE

BEST IN LOCAL

GOVERNMENT BY KERRY HANSEN

KERRY HANSEN is digital managing editor, Public Management magazine, ICMA, Washington, D.C. (khansen@icma.org).

For the third year, PM magazine is proud to bring you another very special Awards Issue, which showcases this year’s recipients of Local Government Excellence, Distinguished Service, and Local Government Service awards. Also featured are new ICMA Honorary Members and Certificates in Performance Management recipients.

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2020 AWARDS EVALUATION PANELISTS Jack Benzaquen Victoria Brazitis The panelists were eager to comment on how much they enjoy their time evaluating the award nominations. Shanna N. Sims-Bradish, assistant city manager, Richardson, Texas, finds her work with the panel very rewarding. “I enjoy learning about innovative ways that other communities are serving their citizens. The most rewarding part of serving on the panel is learning new approaches or ideas and hearing about the positive impact of these initiatives. It is pretty amazing how new ideas can have a significant impact on communities.” Jim Proce, city manager, Anna, Texas, said, “There were certainly some amazing initiatives that were groundbreaking, informative, exciting, genius, and can be replicated (in my community). It is a testament to the creativity, dedication, and innovation that can be found in our communities. Local government is truly where we can make a difference in people’s lives and it’s what draws me to this work. Helping to recognize the best of the best is an honor and a privilege.” Rob Richardson, assistant city manager, Canandaigua, New York, spoke passionately about the work done by the nominees. “By far, the most interesting thing about serving on the panel is seeing the wide variety of programs, services, and partnerships other municipalities have formed to maximize public good. Whether it’s a small community in middle America or a metropolitan area, municipalities across the country strive to maximize finite resources. It’s fascinating to see how priorities vary from community to community and the methods utilized to do so.” Seasoned panelist Vince DiMaggio continues to be wowed by each year’s

Vince DiMaggio Mary Furtado, ICMA-CM Raymond Keller, ICMA-CM Jonathan Lynn Nathaniel Pagan, ICMA-CM Keshwer Patel, CPA Jim Proce, ICMA-CM Rob Richardson Shanna Sims-Bradish Corrin Spiegel Susan Thorpe, ICMA-CM

ICMA STAFF, AWARDS PROGRAM Joyce Lee Brown ICMA Senior Program Manager Erika Cooper ICMA Program Manager

nominations. “I’ve been on the panel for three years now, and I’m always impressed with the innovative and cutting-edge programs, and some of their “outside the box” solutions for dealing with particularly difficult issues.” ICMA is grateful to the panel for taking on the difficult task of identifying the best of the best of this year’s nominations. And we hope you enjoy this special awards issue of PM magazine. Please join us in celebrating the individuals and jurisdictions that have achieved the highest levels of excellence.

SEPTEMBER 2020 | PUBLIC MANAGEMENT | 9

Ms.Moloko - stock.adobe.com

The ICMA awards program has an illustrious history, and PM is proud to honor that with our now-annual Awards Issue. Initiated in 1968 “to recognize managers for significant innovations in municipal government management,” ICMA’s Management Innovation Awards were given to 10 recipients and recognized in the March 1969 issue of PM. Today, ICMA’s Local Government Excellence Awards include five professional awards granted to individual members and five programmatic awards conferred on local governments in three population categories for their innovative programs or processes. This year ICMA recognizes five individuals and 13 local governments, from among more than 100 nominations, for their contributions to elevating the practice of local government leadership and management. The ICMA Awards Evaluation Panel, who reviewed the nominations, is an esteemed group from across the United States and Canada. They eagerly took on the important work of scoring and selecting award recipients and shared their experiences with PM. When asked about their thoughts on this year’s nominations, the panelists spoke highly of the quality of the submissions and mentioned how this year’s extraordinary crop of nominees made it difficult to decide on the winners. “When I have a really difficult time deciding on a nominee, it tells me just how strong all the nominations are— and this was one of those years,” commented incoming chair Vince DiMaggio, assistant city manager, El Cajon, California. “As a judge, it was very challenging. The programs and projects nominated represented a broad spectrum and it was very hard to choose one over another.”

AWARD FOR CAREER EXCELLENCE IN MEMORY OF MARK E. KEANE

Wayne C. Parker, ICMA-CM

Chief Administrative Officer, Provo, Utah

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2020 ICMA LOCAL GOVERNMENT EXCELLENCE AWARDS | WAYNE C. PARKER, ICMA-CM As the chief administrative officer of Provo, Utah, Wayne Parker describes his role as the city’s “Chief Quality of Life Officer.” He demonstrates this through his commitment to developing partnerships in the community and region, being communicative and transparent, fostering organizational excellence, and focusing his energies and those of the organization on ensuring a high quality of life in the midst of significant local growth and diversity. This is no easy task, as Provo is the third-largest city in the state and the center of the nation’s third fastest-growing metropolitan area.

fter receiving a master’s degree in public administration from Brigham Young University (BYU), Parker interned in Kansas City, Missouri, where he learned at the feet of such role models as Bob Kipp, L. P. Cookingham, David Olson, and Mark Keane. Before going to Provo, he served in several chief administrator positions and in the Utah governor’s office. His experience in both council-manager and mayor-council cities has taught him the value of relationships with elected officials and the critical role of local government professionals in both forms of government. When asked to describe Parker’s management style, Provo employees use words like collaborative, communicative, vision-focused, strategic, and trustworthy. He has consistently supported young professionals, and many of his former interns have chosen careers in local government. As a member of ICMA’s Advisory Board on Graduate Education and as a site visitor

This award was established in memory of former ICMA Executive Director Mark E. Keane. With funding support from ICMA-RC, this award recognizes an outstanding local government administrator who has enhanced the effectiveness of government officials and consistently initiated creative and successful programs.

for the Network of Schools of Public Policy, Affairs, and Administration (NASPAA), he has worked to develop a high-quality pipeline to fill the future ranks of the profession. Parker has also been a member of the board of the Utah City/County Management Association, serving as its ethics committee chair. He has served on numerous other boards at BYU, and at the local and state levels. As Provo’s manager, Parker has: • Assembled and staffed a visioning and strategic planning effort to help bridge divides in the community. • Worked collaboratively with city departments, the private sector, and residents to develop a community center in a disadvantaged neighborhood, fund and develop a nationally recognized community recreation center, revitalize an economically struggling historic downtown, and replace/upgrade aging city and public safety buildings. • Developed a plan to capitalize on the entrepreneurial spirit in Provo to support startup and early-stage businesses. • Created the city’s first resident engagement strategic plan and an engagement toolkit for city departments. • Developed and implemented the city’s citizen academy. • Spearheaded the replacement of the city’s legacy software with an advanced integrated solution and robust e-government capabilities. • Led the city’s efforts during and after the Great Recession of 2007–2009 to rightsize the city organization and develop a 10-year sustainable budget model. • Consolidated the city’s developmentrelated services into a single

•

department to increase accountability and improve performance. Led the effort to build one of the first municipally owned “fiber to the home” projects in 2004, and helped negotiate and implement the eventual sale of the network to Google Fiber to become the third Google Fiber city. Developed, in partnership with United Way and Google, a digital inclusion program. Led the city’s efforts with the Utah Transit Authority to bring commuter rail and bus rapid transit (the first in Utah) to Provo and neighboring Orem. Hired the city’s first sustainability coordinator and supported the aggressive development of alternative energy sources in partnership with the Utah Municipal Power Agency. Supported the city’s airport master plan to accommodate the rapid growth in the metro area.

Provo has consistently ranked highly in listings of “best” cities for management, housing, work/life balance, livability, and other assets. While not all rankings are perfect, they still suggest that many things are going right. For Parker, however, the statistics that matter most are the opinions of the residents he serves, and he has clearly achieved success, with approval ratings for city services and programs in the 85-percent range. Parker regularly tells people that he wakes up every morning grateful to be a part of such an amazing community and to be able to facilitate community efforts to make life better—every single day. Those who work with him wake up every morning grateful he is at the helm of their city.

SEPTEMBER 2020 | PUBLIC MANAGEMENT | 11

AWARD FOR CAREER DEVELOPMENT IN MEMORY OF L. P. COOKINGHAM

William E. Bell, ICMA-CM City Manager, Montrose, Colorado

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2020 ICMA LOCAL GOVERNMENT EXCELLENCE AWARDS | WILLIAM E. BELL, ICMA-CM William (Bill) Bell has distinguished himself as a true champion of the advancement of women in local government, an accomplishment that shines among his growing list of achievements. During his nine-year tenure in Montrose, he has excelled at hiring and mentoring talented women who have gone on to succeed in positions of leadership. His humble advocacy and mentoring for civic leadership, achievement, and professional growth extend beyond city staff to include city councilmembers and his peers in the community and region.

ell’s attentiveness to supporting, mentoring, and advancing women in local government is demonstrated in some outstanding examples: • Erica Weeks: Weeks was hired by Bell as grant coordinator/competitive sports coordinator, a role that quickly expanded to more fully engage her potential. With his encouragement, she earned an MPA degree and became the executive director of Habitat for Humanity of the San Juans. • Terri Wilcox: Bell hired Wilcox as human resources director and encouraged her to pursue additional leadership training and roles in the community. Wilcox now serves on the board of directors of All Points Transit, a nonprofit that provides transit services in the region. • Lisa Kuczmarski: Bell hired Kuczmarski as a human resources generalist and encouraged her to pursue a master’s degree, which she will complete in 2020. The Colorado

•

• This award goes to an outstanding local government administrator who has made a significant contribution to the career development of new talent in professional local government management, in honor of former ICMA President L.P. (Perry) Cookingham, who is credited with creating the local government internship.

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Intergovernmental Risk Sharing Agency recognized Kuczmarski with its Safety Champion Award in 2019. Chelsea Rosty: Rosty was hired by Bell for a community development position, and then advanced to a senior position as the city’s director of business innovation and tourism. Bell mentored her in community engagement and the navigation of political environments and encouraged her to pursue a master’s degree, which she expects to complete in 2021. Ann Morgenthaler: Bell hired Morgenthaler as assistant city manager and urged her to run for a statewide board position. She currently serves on the board of Downtown Colorado, Inc. Barbara Bynum: Bell encouraged Bynum, Montrose’s mayor, to run for a position on the Colorado Municipal League executive board. She currently serves in that capacity. Melanie Hall: As executive director of The PIC Place, an integrated healthcare clinic for the underserved, Hall credits Bell for his mentorship, collaboration, and work to innovate solutions for the clinic. Jen Coates: When Coates was town manager in Ridgway, Colorado, Bell offered professional mentorship and worked with her on regional collaboration. Lisa DelPiccolo: Bell encouraged DelPiccolo to run for the Colorado Municipal Clerks Association executive board. She achieved this goal and recently served as board president.

Bell’s leadership in career development has played out in the context of his many other accomplishments as city manager. He has led

the city in economic and community development, passage of a sales tax initiative to support public safety, advancements in communication and community outreach, and numerous organizational improvements. Many initiatives have been headed by women. The development of leadership potential among the community’s youth is another of Bell’s priorities. He champions the Montrose Youth City Council, taking great care to ensure that each student leaves the program better prepared for the future, and invests time to speak with high school students about local government and the virtues of public service. Bell is a past president of both the Colorado City and County Managers Association and the Colorado Municipal League and a member of ICMA’s Governmental Affairs and Policy Committee. An active Rotarian, he is part of the Rotary Youth Exchange Program and sits on the committee that interviews outbound exchange students. Through Rotary International, Bell has connected with other community leaders, providing mentorship, collaboration, and strong leadership through many challenging times. He has been elected Rotary president-elect for 2020–2021. Bell generously shares best practices and philosophies regarding the profession and civic leadership. He regularly speaks at conferences, sits on panels, and offers support to help other organizations succeed. In nominating him for this award, his peers wrote: “The many accolades and accomplishments the city of Montrose has seen are largely due to the exceptional leadership of Bill Bell. Bill is a consummate professional and incredibly smart. Bill hires right and is unbiased in his search for great people. He recognizes that not having women or minorities at the table actually costs an organization, as diversity brings value.”

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ASSISTANT EXCELLENCE IN LEADERSHIP AWARD IN MEMORY OF BUFORD M. WATSON JR.

Michelle Smolen Assistant City Manager, Paducah, Kentucky

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2020 ICMA LOCAL GOVERNMENT EXCELLENCE AWARDS | MICHELLE SMOLEN Michelle Smolen is only the second assistant city manager since 1934 to serve Paducah, and she was appointed as the city’s first female in that position in 2018. Since then, she has been challenged with establishing credibility in the position and has absorbed an increasing number of responsibilities within the organization.

n 2016, Smolen joined the city as an assistant to the city manager. She went to Paducah primarily to serve as project manager for the city’s enterprise resource planning (ERP) system, and her talent earned her a promotion to assistant city manager in just two years. Paducah City Manager James Arndt says, “Michelle’s continued growth and love for the profession has been a joy to watch. She truly understands the value in professional development and networking.” Since she took the assistant city manager position, Smolen has solidified her role in the organization as a dynamic leader as she develops her management skill set and helps the city grow. She was assigned oversight of the Human Resources Department and the city has future goals of giving her additional department responsibilities. Here are some of her specific accomplishments: • Smolen served as lead negotiator during collective bargaining sessions with the International Association of Fire Fighters, and an agreement was reached in just two meetings. • The city adopted a very aggressive strategic plan, “Our Paducah,”

This award, commemorating former ICMA President Buford M. Watson Jr., honors a local government management professional who has made significant contributions toward excellence in leadership as an assistant (regardless of title) to a chief local government administrator or department head.

in 2018, and needed a champion. Smolen was selected as that champion and has demonstrated excellent leadership throughout the project. She consistently oversees monthly reporting and holds the department directors personally accountable for each of their assigned initiatives. She is also responsible for the community engagement portion of the plan.

Smolen is also very involved with ICMA and regularly attends the ICMA Annual Conference. She has an MPA degree from the University of Kansas, and she continues to learn from the school’s vast professional network. She was a part-time management intern with Lawrence, Kansas, during the first year of her degree program and later an ICMA Local Government Management

“Michelle truly is a rising star and although today I have the pleasure of being her mentor in the profession, she has the capacity to far surpass me in her success.” •

•

In 2018, the organization established a middle management team to work on citywide projects and programs. The team serves as a means to get citywide departmental buy-in on initiatives and to evaluate future leaders of the organization. This group needed a dynamic leader to energize them, and Smolen was selected for the job. When the city manager is out of the office, Smolen serves as his second in command.

Smolen is very involved in the Kentucky City/County Management Association, serving as the chair of the Education Committee. She has a passion for helping young professionals and the educational development of future local government managers. She thrives at mentoring interns and advocating for the profession.

Fellow with Lexington, Massachusetts. In 2012 Smolen earned recognition from the Kansas University City Managers and Trainees Alumni Organization as a recipient of its Intern Excellence Award. After graduation, she was a budget analyst in Olathe, Kansas, before going to Paducah. She also is a graduate of the Midwest Leadership Institute and participates in sessions to continuously improve as a leader in the field. City Manager Arndt says that he continues to challenge Smolen in her role in order to prepare her for the transition from assistant to city manager: “Michelle truly is a rising star and although today I have the pleasure of being her mentor in the profession, she has the capacity to far surpass me in her success . . . . I enjoy watching her grow and mature with every challenge. It has been an honor for me to serve as her city manager.”

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ACADEMIC AWARD IN MEMORY OF STEPHEN B. SWEENEY

Dr. Jerome R. Lewis Director, Institute for Public Administration, University of Delaware

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2020 ICMA LOCAL GOVERNMENT EXCELLENCE AWARDS | DR. JEROME R. LEWIS At an age when most people are decades into their retirement, Dr. Jerome Lewis continues to innovate and inspire a new generation of public administrators—including local government professionals. In fact, the word “retirement” is not even in Dr. Lewis’s lexicon. He quietly marks a half-century of public service at the University of Delaware (UD) and remains active teaching, mentoring, and leading several programs in his octogenarian years.

r. Lewis joined the university faculty in 1969, and four years later founded the Institute for Public Administration (IPA). In 1975, he helped establish UD’s well-regarded Master of Public Administration (MPA) program and became its director. He also established the Local Government Training Program to build the capacity of local leaders, supported the launch of an ICMA student chapter in 2018, and founded several fellowship programs. In 2020, while reprising his role as MPA program director on an interim basis, Dr. Lewis led the charge to establish a new specialization in state and local government management. IPA conducts research for local governments and other clients on projects ranging from in-depth analysis and evaluation to program facilitation, outreach, and training on public policy issues. It also offers training for public officials and municipal staff on planning, municipal clerks certification, legal issues, economic development, and sustainability. To supplement the training, IPA staff have developed online resources, including a toolbox to help local governments plan for

Established in the name of Stephen B. Sweeney, the longtime director of the University of Pennsylvania’s Fels Institute of Government, this award is presented to an academic leader or academic institution that has made a significant contribution to the formal education of students pursuing careers in local government.

“attractive, inclusive, efficient, healthy, and resilient places.” In 1982, Dr. Lewis created the Legislative Fellows Program, a flagship internship program that links the research needs of the state legislature with university students, who work directly with legislators on complex public policy issues. Many past participants, including Delaware Governor John Carney, have gone on to distinguish themselves in leadership positions.

Lewis is widely recognized for his contributions to developing public service professionals. The ICMA Student Chapter won first place in ICMA’s best student chapter event contest in 2019 for its tour of the Rehoboth Beach municipal complex. The chapter broke the mold with its submission, creating a web page to showcase the event. In its second year, the chapter boasted a membership of 37 and won a UD Career Center Faculty and Staff Career Innovation Grant for a “career trek” and networking event to Milford, Delaware. In response to renewed student interest in local government management, and with support from the City Management Association of Delaware, Dr. Lewis launched the summer Local Government Management Fellows (LGMF) Program as a career development opportunity for talented emerging professionals. It enables students to translate a passion for public service into practice through placements with city and town managers in Delaware. It is hoped that the program will serve as a pipeline to ICMA’s national LGMF program.

Dr. Lewis joined the American Society for Public Administration (ASPA) in 1964, and helped set up its Delaware chapter. He has received numerous awards and accolades. In 1998, he received NASPAA’s Elmer B. Staats Public Service Career Award, which recognizes faculty who inspire students to pursue public service careers. In 2004, the Ratledge family presented him with its Award for Delaware Public Service, which honors individuals who exemplify excellence in public service to Delaware citizens. The Delaware Senate and House of Representatives honored him for his dedication to public service, specifically his founding of the Legislative Fellows Program. In 2011, he received the Public Service Achievement Award from Common Cause. And in 2017, he received ASPA’s Elmer B. Staats Lifetime Achievement Award for Distinguished Public Service. Dr. Lewis is an exceptional leader who is widely recognized for his contributions to developing public service professionals and the policy, planning, and management needs of various partners throughout the state of Delaware. In his nomination of Dr. Lewis for his 2011 Public Service Achievement Award, Dr. Jeffrey Raffel, former professor at UD and board member for Common Cause Delaware, said, “Under Dr. Lewis’s leadership, IPA has a strong record of engaging graduate and undergraduate students in research and technical assistance projects on topics in fields such as water resources, transportation, education, women’s leadership, conflict resolution, planning and economic development, and democracy—that is, just about every issue critical to Delaware in the last four decades.”

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EARLY CAREER LEADERSHIP AWARD IN MEMORY OF WILLIAM H. HANSELL JR.

Amanda Mack,

ICMA-CM Candidate City Manager, Spencer, Iowa

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2020 ICMA LOCAL GOVERNMENT EXCELLENCE AWARDS | AMANDA MACK From the beginning of her tenure as city manager in Spencer, Iowa, in January 2018, Amanda Mack has demonstrated leadership skills that are evident to those in city and community leadership positions, as well as to residents. At the time, Spencer was at a tipping point, as a new mayor had also been elected. Since then, with Mack’s leadership, community development and overall participation have shown continuous, upward, and positive momentum.

ack is an example of positive young leadership in the community and the region. She exhibits an important skill—listening with an open, inquiring mind and seeking to know all sides of an issue so she can give research-based advice, not just an opinion. She works to find examples of other communities of similar or larger size that are successfully tackling the same issues that challenge Spencer. She has brought to the community a new level of professionalism that will carry the city into the next decade and beyond. Mack has shown the ability to overcome obstacles, as she is the first female city manager for Spencer, as well as the youngest. She is also a wife and mother to two young boys. She therefore brings a new perspective to the city and has enlightened the community about what is possible. She has also shown that she is adaptable and willing to bend when it comes to others’ ideas. As city manager, Mack works hand in hand with the mayor and council to accomplish the council’s goals. With the mayor and staff, she has led the

Established in memory of former ICMA Executive Director William H. Hansell Jr., this award recognizes an outstanding early career local government professional who has demonstrated leadership, competency, and commitment to local government as a profession.

community in a parks master planning process, regional airport revitalization, and strategic planning. Mack works to empower the city staff to find best practices. She employs a flexible servant leadership style. She is patient with herself as well as those around her and realizes that people— herself included—have made and will make mistakes. At the same time, she has the wherewithal to hold staff and others

political science from South Dakota State University and an executive master’s degree in public administration from the University of South Dakota. She is president-elect of the Spencer Rotary Club, serves on the Iowa City/County Management Association executive board, served on the planning committee for the 2020 ICMA Annual Conference, and is a member of the International Society of Female Professionals.

Amanda Mack has shown the ability to overcome obstacles, as she is the first female city manager for Spencer, Iowa, as well as the youngest. accountable for their actions and to ensure that necessary and important work gets done. She encourages community involvement and strives to empower residents, going so far as to lead a community book club with more than 100 community members reading Love Where you Live. Mack has worked diligently and consistently to seek out professional development opportunities, and she encourages her staff and others around her to do the same. She believes—and preaches—that because people work in an ever-changing environment, they must seek training, education, and further development to sustain communities in a regional and global age. Before going to Spencer, Mack served as the chief administrator in Canton and Worthing, South Dakota. She has a bachelor’s degree in history and

She encourages open dialogue when it comes to leadership, community improvement, and citizen involvement. Due to these attributes and others, Mack has earned much-deserved awards and endorsements. The Early Career Leadership Award recognizes her for contributions to the city of Spencer and for the promise that she will continue to contribute to the development and growth of the local government management profession.

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PROGRAM EXCELLENCE AWARDS

COMMUNITY

Diversity & Inclusion

10,000 to 49,999 Population NORTHGLENN ARTS Northglenn, Colorado

Heather Geyer, ICMA-CM, City Manager

With vision from the city council and members of the community, the city of Northglenn developed the Northglenn Arts program to provide high-quality, accessible, and diverse cultural arts programming Heather Geyer through collaborations with arts entities, businesses, service groups, schools, and artists. The program incorporates several action items under the “diverse community” goal in the Northglenn strategic plan. The vision for Northglenn Arts is to provide all members of the community access to the performing and visual arts and sciences, to promote an awareness of the arts and sciences, and to enhance the community image through the development of a cultural climate. The city offers a robust, diverse arts program through a well-developed partnership with the Northglenn Arts and Humanities Foundation (NAHF) and funding from the city. Northglenn Arts provides residents with an opportunity to participate in cultural arts activities as performers, artists, audience members, volunteers, committee members, students, or teachers. Individuals can celebrate their own culture and learn about others in an open-minded, inviting, and experiential setting. Northglenn Arts events are consistently well-attended and generate revenue to help offset program costs. Northglenn Arts partners with entities that are dedicated to the celebration of cultures that reflect the community’s demographic makeup. Examples include: • Cleo Parker Robinson Dance (CPRD), which leverages the universal language of dance to honor African American heritage and explore the human condition. • “The History of African American Music,” a presentation in partnership with the Source Theatre Company and the Colorado Black Arts Festival in celebration of Black History Month. • Cine en el Parque (Movies in the Park), started by the founder of a biweekly Spanish-language newspaper. The event featured a movie with Spanish subtitles, music, food vendors, and entertainers. 20 | PUBLIC MANAGEMENT | SEPTEMBER 2020

• Travel Films, one of the city’s longest-standing offerings, which highlights cultures around the world. • A presentation of “Interview with a Mexican,” in partnership with Su Teatro Cultural and Performing Arts Center. The show pushes boundaries in a way that results in a tremendous amount of insight and informative perspective. • ImaginASL Performing Arts, which strives to entertain, educate, and unite the deaf and hearing worlds with theatrical experiences that integrate American Sign Language and workshops to teach both deaf and hearing actors how to work together. • Public art installations throughout the community that represent Northglenn’s diversity; from “Bison,” a recycled steel piece that was dedicated with a sacred prayer by a local Lakota spiritual leader, to the Tunnel Mural, a 311-foot-long painted tunnel created by a young, up-andcoming street artist. • The Healing Hoop Pow Wow, an event showcasing Native American dancers and traditional arts, crafts, and food from the Lakota Way, Shoshone, and Arapaho Nations. • Partnerships between Northglenn Arts and Northglenn High School celebrating students’ diversity and unique talents—e.g., a “Poetry Slam” and a student photography display in city hall. From drum circles and African drum making to Flamenco and traditional Eastern Indian dance, Northglenn Arts prides itself on providing relevant, authentic programming that speaks to and celebrates cultural differences in a way that brings people together.

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50,000 and Greater Population MOVALEARNS—MAYOR’S CHALLENGE Moreno Valley, California

Mike Lee, Interim City Manager

In Moreno Valley, just one in four adults are college educated. As the city embarked on economic development initiatives, its leaders recognized the need to improve the educational level and diversity of the local Mike Lee workforce—in short, the need for Inclusive Economic Development. In California, and the nation, workforce is among the top three criteria site selectors consider when evaluating prospective business locations. In response, Mayor Yxstian Gutierrez launched a serious dialogue with local educational and county leaders to explore ways to provide a larger and more diverse group of residents with opportunities for the economic prosperity that comes with new growth. They started by focusing on the city’s most important asset— the students at Moreno Valley College, many of whom were at risk of dropping out, often for economic reasons. Faced with the “earn versus learn” choice between attending school and working low-wage shift jobs, many were forced to choose work. Starting with a baseline survey, the city and the college partnered with students to design MoVaLearns–Mayor’s Challenge, a program that provides a $250 monthly stipend to give students a chance to pursue their education, supplemented by support and “wrap-around” services from the college, the city, the business community, and nonprofits. The planning team included members from the city’s economic development department and media staff and the college’s Career and Technical Education (CTE) administration. But the most important designers were the students themselves, who

used prototyping, story mapping, surveying, and interviewing to shape the program. MoVaLearns targets CTE students who are in the second year, when they are at greatest risk of dropping out. Goals were to enroll more students in programs that lead to a living wage, ensure that students are aware of college and community support services, and increase the number of students who graduate with associate degrees and certificates. Initial funding from Bloomberg Philanthropies allowed the city to fund 50 students in the design phase. Students reported that the stipend and support services reduced their stress and enabled them to focus better on school. Approximately 93% of participants said the program helped them finish school more quickly. And 58% saw an increase in their grade point average. Based on these results, the city council approved additional funding. In addition, the college formed an advisory committee with representatives from local industries to advise on the curriculum and facilitate job placement for CTE graduates. Finally, the city formed a community foundation to help secure private and philanthropic funding and buy-in. Moreno Valley learned that it takes a village to envision a future that accelerates opportunities for everyone. The success of the MoVaLearns first-in-the-nation Universal Basic Student Income program resulted from partnerships involving the city, the college, the business community, other local organizations, and students. Inclusive Economic Development, in programs like MoVaLearns, has direct benefits not only for students, who enjoy job-related education, but also for cities, which enjoy a competitive edge that allows them to attain such traditional economic development goals as attracting new businesses, jobs, and revenues while at the same time creating economic benefits for residents. SEPTEMBER 2020 | PUBLIC MANAGEMENT | 21

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COMMUNITY

Health & Safety

Under 10,000 Population BONDURANT ULTRA-HIGH PRESSURE PROGRAM Bondurant, Iowa

Marketa George Oliver, City Administrator Aaron Kreuder, Fire Chief

Bondurant, the fastest-growing city in Iowa, has a mix of paid-per-call (PPC) and full-time fire fighters. Because the city had difficulty recruiting PPC firefighters for daytime service, Marketa George Aaron Kreuder Oliver response time to daytime incidents suffered, with a negative effect on ISO ratings. Seeking to reduce fire response times, four members of Bondurant Emergency Services attended a summit in 2017, to learn about ultra-high pressure (UHP) technology, defined as pump pressures above 1,100 psi. When water is flowed at these pressures,

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10 times the surface area is created by breaking down conventional water droplets into 64 smaller droplets, decreasing the water used to approximately a fifth of what conventional firefighting would use. Greater surface area means more contact with the fire and more efficient heat absorption. When the water droplet absorbs heat, it converts to steam, displacing oxygen, removing heat from the superheated environment, and extinguishing the fire. Bondurant Emergency Services leadership was persuaded that UHP could help reduce response times, leading the city to decide to retrofit two existing vehicles at an initial cost of less than $55,000. One was a 2006 brush truck, retrofitted with 200 gallons of water and a standard UHP system that supplies 20 gallons a minute through a three-quarter-inch hydraulic steel braided hose that is much easier to control and manipulate than the traditional hand line. It delivers a pressure of 1,400 psi. The second unit is a 100-gallon system designed for the command truck, with a topper and heater for cold weather (the first in the nation). It is a take-home vehicle so that one person can respond directly to the scene, expediting a fire attack while the larger

P R O G R A M E X C E L L E N C E AWA R D S

apparatus and personnel respond from the station, thus cutting time to get water on the fire. In addition to reducing response time, the UHP system uses water more efficiently, decreasing residual water, thereby causing less damage and restoring occupancy more quickly. It has improved response to brush and vehicle fires, which are of concern to Bondurant because of its proximity to agricultural land and to two intersections of I-80. Vehicle fires can be extinguished by just one person. Decreased water use means less runoff and environmental contamination. UHP technology does not replace pumpers or engines, but employing UHP technology enables the city to extend their life by utilizing smaller vehicles for the initial attack, resulting in less deterioration of the larger units. In Bondurant, adopting UHP added five years to the replacement cycle for two of its frontline pumper tankers. Bondurant staff has been so impressed by the UHP systems that they developed a training team that travels the state. (They do not charge, and the training is not affiliated with any manufacturer.) The

city also shared its experience by presenting a well-attended UHP educational summit featuring nationally known fire service leaders. This was all done with a goal of advancing firefighting capabilities, reducing response times, and decreasing long-term fire operation costs, not only in Bondurant, but also in Iowa and even nationally. SEPTEMBER 2020 | PUBLIC MANAGEMENT | 23

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50,000 and Greater Population COLERAIN TOWNSHIP QUICK RESPONSE TEAM Colerain Township, Ohio

Geoffrey Milz, Township Administrator Jeff Weckbach, Assistant Township Administrator

Throughout the early 2010s, Colerain Township saw a drastic increase in overdoses related to heroin and opioids. At the time, Greater Cincinnati was quickly becoming Geoffrey Milz Jeff Weckbach a face of the opioid epidemic, and Colerain Township was feeling the effects. Overdoses more than tripled from 2011 to 2016. The loss of life and toll on families, emergency responders, and the community were reaching an all-time high. In addition to the increases in addiction and overdoses, the township was experiencing an uptick in addiction-related criminal activity, particularly property crimes. At this juncture, township leaders recognized that while they could not control whether or not someone takes a drug, they could control the availability of resources to help someone break the cycle of addiction. They identified a “golden second” in which people who suffer from addiction are ready for help and treatment. However, people who need help often hit a roadblock because they lack resources, and frequently they are reluctant to seek help from the local government for fear of being judged or arrested. This understanding prompted the creation of a Quick Response Team (QRT) to help bring resources directly to an individual’s doorstep. Colerain Township implemented the QRT in July 2015. The team includes members of the Fire Department, Police Department, and local Addiction Services Council. Within a few days of an overdose incident, a police officer, a specially trained tactical medic, and a licensed substance abuse counselor follow up with an individual in his or her home. Each member of the team has a slightly different role:

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• The officer focuses on providing a safe environment for the team and leads any investigations into the criminal aspects of the overdose, such as the illegal drug supply. • The paramedic assists with any health-related issues and helps family members understand how to care for a person who overdoses. Members of the team carry Narcan (a medication that reverses an opioid overdose) at all times. • The substance abuse counselor helps the individual understand the challenges ahead and provides help navigating the steps to entering a treatment facility. Since its inception, the QRT has responded to more than 1,050 incidents, and 80 percent of individuals contacted by the QRT have entered treatment. These numbers are accompanied by decreases in crime, morbidity, and mortality associated with addiction, mental trauma, and call volume for public safety responders. QRT also has increased community engagement and trust. The township quickly discovered that it could do even more. In 2018, Colerain implemented a Safe Station program through which individuals or their family members can show up at any of the five fire stations and request help for any type of addiction. Team members then help connect them with a substance abuse counselor and treatment. The township’s assistant fire chief, a champion of the program, best describes why this program works: “The QRT works because it’s a community-based approach. That’s its magic. You cross paths with those you’ve helped because you live in the same community they do. That’s a huge win for everyone.”

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COMMUNITY

Partnership

Under 10,000 Population SIOUX COUNTY REGIONAL AIRPORT PROJECT Sioux Center, Iowa

Scott Wynja, City Manager

Orange City, Iowa Earl Woudstra, City Administrator

Twenty-one years ago, local leaders saw that the existing airports in Sioux Center and Orange City, Iowa, could not safely accommodate current or future aeronautical Scott Wynja Earl Woudstra demand. Both cities had seen continuing growth in agriculture, manufacturing, and other industrial sectors, all of which rely on connections to the region, nation, and world. Air travel is a crucial part of this connectivity, yet the local airports had size constraints that limited their expansion and the size of planes they could accommodate. Consequently, local businesspeople regularly used larger airports in Sioux Falls and Sioux City, both about an hour away, and traveled by car to their local destinations. The local airports’ limitations were creating limitations for local industries. Sioux Center could have built its own new airport, but leaders there and in Orange City and Sioux County saw that it would be far better to join forces and develop a regional airport. They formed a partnership for its development, construction, and operation, led by a board of directors. The board proposed a site, completed a feasibility study and airport master plan, and submitted it to the Federal Aviation Administration (FAA). They acquired 493 acres of farmland

through agreements with multiple property owners. They pursued partnerships with the FAA and Iowa Department of Transportation (DOT) to assist in funding, and they oversaw the five-year construction. The airport’s 5,500-foot runway can serve business jets that previously could not use the local airports. After more than a year in full service, the Sioux County Regional Airport serves travelers who used to fly into Sioux City and Sioux Falls. Total airport activity now is greater than the sum of previous traffic to the Sioux Center and Orange City airports. Business jets arrive three times a week instead of once a month, and an additional payoff has been increases in local rental car sales, hotel stays, and restaurant service. A significant challenge was ensuring that city, county, state, and federal agencies were on the same page during airport planning and implementation. The key to success was communication among parties and buy-in by entities that set aside individual advantages to focus on what was important for the greater good of the region. That focus continues today, fostered by a board that includes leadership from local governments and industries. The completed project and collaboration of city and county leaders received high accolades across Iowa and beyond. Dennis Muilenburg, then-CEO of Boeing and a Sioux Center High School alum, was a keynote speaker for the airport’s grand opening in November 2018, and praised the cooperation and hard work of local leaders. Iowa Governor Kim Reynolds also spoke at the opening, commending local leaders’ vision and collaboration: “In order to grow, we must be able to effectively move people and products to places and customers outside the state, and the regional airport will help us do just that from an important high-output area of Iowa. . . . You’ve accomplished a great project that will be an important asset for the state.” SEPTEMBER 2020 | PUBLIC MANAGEMENT | 25

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10,000 to 49,999 Population GOMONROVIA

Monrovia, California Dylan Feik, ICMA-CM, City Manager

Like many suburban communities, Monrovia has enjoyed a housing development renaissance that threatened to create traffic congestion and parking problems in a community whose residents were Dylan Feik accustomed to using personal vehicles for transportation. Anticipating a future with 2,200 new housing units, the city reevaluated its public transportation options and developed a new model of suburban mobility. Public transportation in Monrovia had been limited to a traditional dial-a-ride system—Monrovia Transit. The program, while useful for a small subset of the population, was inefficient, inconvenient, and unreliable for meeting passenger needs. Monrovia is also served by the Metro L Line light rail station, which is convenient for residents who live and work nearby, but left a gap for those wanting to visit Monrovia’s most popular destination, the Old Town Monrovia business district. Seeking a more thoughtful, affordable, and efficient way of providing transit services to the community, the city launched GoMonrovia, a multi-modal transportation program that leverages the strengths of ride-share programs offered by Lyft. In a completely revamped transportation model, Lyft serves as the city’s primary public transit provider for all non-ADA-related services, collaborates with the city’s existing dial-a-ride operator to serve passengers with ADA needs, and helps transition

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dial-a-ride shuttles onto the Lyft platform. The city chose to partner with Lyft due to the company’s desire to play a role in the larger mobility ecosystem in a way that does not replace but rather complements public transit. Initially, to spur behavioral change among suburban residents, all rides anywhere in the service area cost just $0.50, with the city covering the remainder of the cost per trip at an average of $6.00. To assist those without access to a smartphone, the city offers an over-the-phone dispatch service for Lyft vehicles. Over time, the city modified its pricing structure to cover more of the program’s costs. Thanks to the engaged and practical approach spearheaded by city leadership and the partnerships developed during the planning stages, GoMonrovia took less than three months from idea to implementation. Instead of competing with private companies, the city explored how it could leverage widely adopted and advanced technology platforms to facilitate its new public transportation model. GoMonrovia’s success speaks for itself. Whereas Monrovia’s dial-a-ride program used to provide 38,000 rides per year, the city has provided approximately 522,711 rides per year through GoMonrovia. Operating the dial-a-ride system was costing the city around $19.70 per ride. The city’s subsidy of a GoMonrovia ride is on average $4.00 Throughout the development and implementation of GoMonrovia, residents and the business community remained engaged and informed, which helped foster trust and encouraged robust participation. This program has truly changed individuals’ behavior on a grand scale, with many reports of GoMonrovia changing lives for the better.

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50,000 and Greater Population RESILIENT CITY PERMIT PROGRAM Santa Rosa, California

Sean McGlynn, City Manager

In the early hours of October 9, 2017, gale-force winds blew rapidly moving wildfires into Santa Rosa, destroying homes, businesses, and a fire station and transforming existing housing shortages into a Sean McGlynn devastating crisis for thousands of residents. The fires claimed 22 lives and 5,643 structures, which included 3,043 homes —five percent of the city’s housing. It would take 22 days to fully contain the fires, but the city needed to respond quickly to initiate recovery and rebuilding, while simultaneously managing emergency response and providing immediate shelter and essential services to fire victims. The city recognized that it was not equipped to handle the continuation of development projects already underway plus the anticipated influx of permits, reviews, and inspections required for a mass rapid reconstruction. The need was urgent: Insurance benefits to cover rental housing for displaced fire survivors generally last just 24 months. To address the need, the city designed the Resilient City Permit Program to make rebuilding efficient, streamlined, and cost-effective. Staff spent countless hours in community meetings engaging fire victims to understand what resources they needed.

Many homeowners, already under stress, were unfamiliar with construction processes and were intimidated by the thought of going through a rebuild. The city also launched a website with instructions to guide homeowners through the cleanup and rebuilding process. After the first phase of community engagement, the city developed an aggressive plan to address the identified needs, starting with policies. For example, the Resilient City Zoning District was created to provide fire victims with flexibility in rebuilding. An Urgent Resilient City Ordinance expedited review processes; waived some fees; and removed measures that prevented homeowners from residing on their properties temporarily in RVs, manufactured homes, or other dwellings. Next was providing specific services. Fifty days after the start of the fires, the city’s Planning and Economic Development (PED) department opened a Resilient City Permit Center (RCPC) to handle the planning, engineering, and building permits. The contracted team, from the firm Bureau Veritas, added 30 dedicated positions and 6,000 monthly staff hours to meet the goal of rebuilding in two years. Community partnerships were critical to the program’s success. A pressing need for an open, direct channel of communication among staff, elected city and county officials, and their constituents led to the creation of the Build/Rebuild Ad Hoc Committee to coordinate resources. The city also developed close ties with many community organizations, nonprofits, developers, and designers. The American Institute of Architects, for example, established master plans that would be pre-approved and reviewed in reduced timeframes. These partnerships contributed to Santa Rosa’s success. As of July 13, 2020, the Resilient City Permit Program’s efforts had resulted in 1,287 homes rebuilt, 913 homes under construction, and 165 houses in the pre-construction pipeline, and it was anticipated that more than 1,500 homes would be completed by the end of summer 2020. SEPTEMBER 2020 | PUBLIC MANAGEMENT | 27

P R O G R A M E X C E L L E N C E AWA R D S

COMMUNITY

Sustainability

Under 10,000 Population

MB LINK BROADBAND FIBER Mont Belvieu, Texas

Nathan Watkins, City Manager Scott E. Swigert, Assistant City Manager Dalton Rice, Management Analyst

MB Link, a fiber-to-the-home network, is Mont Belvieu’s exclusive and newest utility and a first for the state of Texas. It promises to deliver Nathan Watkins Scott E. Swigert Dalton Rice “Internet at the Speed of Life.” The idea for MB Link was spurred by the reality that internet services throughout the area were inadequate. In 2016, the city opened discussions with telecom companies in attempts to provide more reliable internet, but they were unsuccessful even after the city offered to pay for installation. The city council and staff concluded that Mont Belvieu would have to come up with an innovative solution and provide the service on its own.

The city started by filing a lawsuit in 2017, referencing case law from the 1900s that allowed home rule cities to provide electrical services. State law was unclear whether a city could issue debt for a broadband project. The city argued that in the Twenty-first century, internet access is as essential to life as water and electricity, and cities should be able to provide it. The judge ruled in favor of Mont Belvieu and opined that nothing prohibited a city from providing internet service. City staff began working with consultants to develop a business model, establish the necessary infrastructure, place more than 75 miles of fiber, connect existing homes and businesses, and build a foundation to fully own and operate the broadband service. With full support of the city council and the community, Mont Belvieu was able to issue bonds without raising the tax rate. The initial project, which involved establishing the infrastructure, connecting to existing homes, and hiring MB Link staff, came in under budget at $13 million. The remaining capital has been used to expand the MB Link infrastructure and ensure that all newly developed businesses and residents can enjoy the service. Current projections show that MB Link will be cash flow positive in the next five to eight years; however, these projections exclude potential revenue sources such as long-term leases of fiber and data center colocation agreements. Since its launch in June 2018, MB Link has performed well on established measures of success. For example: • More than 700 Mont Belvieu residents committed during pre-launch signup. • The service has more than 1,600 residential and 30 commercial customers and exceeded its three-year projections in less than 12 months. • The service achieved a 60 percent penetration rate in the initial 12 months of operations and projected a rate exceeding 90 percent in new developments. • MB Link’s customer service earned a Public Interface Award from the Greater Houston Chapter of ASPA. Mont Belvieu was invited to speak at the Broadband Communities Summit in Austin in 2019, and continues to be a model for municipalities around the country. Because of its small size, others ask, “How did Mont Belvieu do it?” MB Link is a testament to the success municipalities can achieve in the best interest of the community and serves as a case study and benchmark for municipal broadband across the nation.

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P R O G R A M E X C E L L E N C E AWA R D S

10,000 to 49,999 Population WARRIOR PROJECT BIOGAS FACILITY Dodge City, Kansas

Nickolaus Hernandez, ICMA-CM, City Manager

The South Wastewater Treatment Plant (WWTP) in Dodge City is a non-discharging facility that treats 5.7 million gallons of wastewater a day and irrigates 3,000 acres of cropland. The plant treats 1.7 billion gallons of Nickolaus Hernandez water a year—a combination of municipal waste and industrial waste from National Beef Processors. As part of the treatment, the anaerobic digestion process produces raw biogas at an average rate of 1.6 million cubic feet per day, which, once processed, translates to an equivalent of 3.5 million gallons of gasoline per year. In the 14 years since the completion of the expansion of the South WWTP, Dodge City staff has been looking for ways to utilize the raw biogas created by the treatment process. From 2006 to 2009, the city had discussions with several potential partners that might reuse the biogas, and again in 2014, the city, along with National Beef Processors, requested proposals for biogas reuse. After negotiations proved unsuccessful, the city decided to manage the project on its own, assuming responsibility for the design and construction of the facility and marketing and sale of the purified biogas. The total project cost was $10.75 million, and the funding was made possible through an extension of a current low-interest loan from the Kansas Department of Health and Environment. The Warrior Project facility began operation in March 2018. It is registered with the International Sustainability and Carbon Certification (ISCC) in Europe and the Environmental Protection Agency (EPA) in the United States.

The upgraded biogas from the municipal digesters is sold to KWIK Trip, a convenience store chain in the upper Midwest, and generates Renewable Identification Numbers (RINs) per EPA rules and regulations under the Renewable Fuel Standard Program. The upgraded biogas from National Beef ’s waste stream is sold to OCI Fuels, which converts the gas into methanol and ships it to Europe, where it is used as an automotive fuel additive. On average, the Warrior Project produces 1,040 MMBTU of purified gas per day (an MMBTU is 1 million British thermal units). It projects a net revenue of $5 million annually from the sale of renewable natural gas. The revenue helps the city pay down existing debt, fund deferred maintenance of infrastructure and future capital improvements, and reduce property taxes. In addition, the Warrior Project serves as a way for Dodge City to use resources in a way that furthers its stewardship of the environment by decreasing greenhouse emissions and reducing dramatic odor. As public servants, Dodge City leaders were committed to looking after the best interest of their community. In this case, through innovative local government efforts, they turned what is considered a waste product into a valuable resource that is environmentally friendly and also generates revenue for the city. The Warrior Project has the potential to be adapted and utilized in other communities, where it can have a positive impact on the environment. SEPTEMBER 2020 | PUBLIC MANAGEMENT | 29

P R O G R A M E X C E L L E N C E AWA R D S

50,000 and Greater Population GREEN REHABILITATION PROGRAM North Miami, Florida

Arthur Sorey, Interim City Manager Tanya Wilson, Director of Planning & Zoning

The city of North Miami faces a multifaceted challenge: a higher-than-average proportion of residents living below the poverty line, budget constraints, aging Arthur Sorey Tanya Wilson housing stock, and ecological characteristics that put it at high risk of damage caused by climate change and sea level rise. Many local housing units are in dire need of improvements; they may contain lead-based paint, may be unsuitable for the elderly or persons with disabilities, and may be candidates for energy-efficiency retrofits. Housing costs consume a large percentage of residents’ income, and little remains for home improvements, even improvements that would result in longterm energy cost savings. In addition, North Miami’s business community is 90 percent small businesses, and supporting them is critical. A survey identified utilities as one of their highest costs. Furthermore, several businesses that were damaged in Hurricane Irma in 2017 were not storm ready and were unable to reopen. Yet many businesses, like homeowners, cannot afford the cost of improvements. Despite these challenges, the city continually seeks to promote carbon reduction and other sustainable practices, believing that greener buildings are key to achieving sustainable communities—which are good places to live, work, and do business. “Green” improvements include high-efficiency air conditioning units, LED lighting, solar panels, insulation, low-flush toilets, water-saving showerheads, high albedo roofing that reflects

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sunlight, and energy-efficient windows and doors. Storm readiness improvements include impact windows and generators. But these improvements come with a cost. In response to the seemingly insurmountable challenges, the city leveraged funds from its annual Community Development Block Grant federal allocation to establish Green Rehabilitation Programs for residences and businesses, based on requirements in the city’s Comprehensive Plan and adopted program guidelines. For residences, the Green Residential Rehabilitation Program requires that all rehabilitation and construction of affordable housing units uses environmentally friendly products and services, thus improving the city’s housing stock and reducing the utility expense within each household. The mayor and council adopted a resolution that establishes specifications for materials, measures, and installation. Next, the city established the Green Business Rehabilitation Program, which provides grants for rehabilitation of commercial or industrial property occupied by a “small business”—one that has seven or fewer employees and is not part of a national chain or franchise. For a business, a free Florida Power and Light energy audit first identifies energy deficiencies and sets a projected baseline of cost and energy savings. Based on the results, certain improvements may qualify for “green” retrofit. The maximum amount available to each business is $10,000, paid directly by the city to qualifying contractors/vendors. Since the start of the residential program in 2008, the city has rehabilitated approximately 1,200 housing units, resulting in an average energy saving to date of 321 kilowatt-hours per home (approximately $3,200 saving on energy bills); and achieved an overall emission reduction of more than 700 metric tons of CO2. Since 2015, 40 businesses have taken advantage of the program and collectively achieved a reduction of more than 25 tons of CO2 emissions. Several business owners have reported that their energy bills have decreased by 50 percent. North Miami’s Green Rehabilitation Program is an innovative, citizen-centric approach to its multiple challenges. It illustrates how local governments can develop workable solutions, leverage federal or state dollars, and create a more resilient, affordable, and sustainable community.

P R O G R A M E X C E L L E N C E AWA R D S

STRATEGIC

Leadership & Governance Under 10,000 Population SUSTAINABLE MUNICIPAL COMPLEX Forest Hills Borough, Pennsylvania

Steven Morus, ICMA-CM, Borough Manager

The former Forest Hills Municipal Building, which housed administrative and police services, was built in 1922. As it aged, its limitations were obvious. Deficits included inadequate meeting and storage space, poor Steven Morus security, and lack of compatibility with ADA requirements. The building had a high operating cost, due in part to poor insulation. Forest Hills is recognized as a Tree City and a “green” community, and the municipal building had little in the way of sustainable, green design. Its configuration made renovations costly and any sustainable design features almost impossible. A new, green facility was an opportunity to pursue the borough’s goal of a sustainable, environmentally friendly municipality as identified in its gold certification with Sustainable Pennsylvania and its new comprehensive plan. An appraisal of the existing building and estimates for a new structure supported construction of a new facility, and the borough issued a bond to finance most of its cost. A grant from Allegheny County made it possible to accommodate a branch library that had been housed in a former senior center.

After some early difficulties in planning and design, oversight of the project was placed in the hands of the borough manager with assistance from the chief of police. Construction was substantially completed in January 2018. These are among the improvements in the new building: • Enhanced access and working conditions, including about 20 percent additional space for offices, board and community meetings, and storage. • Secure control of access in the police area, with separation between areas for the public and those for suspects. • Improved parking for greater public access and convenience. • Water-conserving plumbing fixtures with automatic controls that reduce water use. • Natural light: A large clerestory panel across the peak of the roof plus a long glass-enclosed front hallway. • A net zero annual energy use profile (equivalent to LEED Gold), with significant cost savings compared with the old building. Several features contribute to energy efficiency. The building has energy-efficient LED lighting with motion sensor and daylightsensing controls throughout. Electricity comes from solar panels on the roof, and the roof is angled to receive maximum sunlight throughout the year. Forty 90-foot-deep geothermal wells below a portion of the parking lot provide heating and air conditioning. And the building design includes excellent insulation. Other sustainable building features: • Rain gardens surround the building, and a large area in the middle of the parking lot is constructed as a bioswale to manage stormwater runoff. Sand and limestone infiltration beds reduce runoff acidity and temperature. • Because Forest Hills is a Tree City, wood was a design theme. The main roof panels are supported on beams and columns made of glue-laminated wood rather than steel or concrete. This is one of many examples of the sustainable, nontoxic, recycled material content of the building. Throughout the construction, the borough manager interacted with residents and officials, using Twitter and YouTube to provide well-received verbal and video updates. These videos and photos continue to illustrate to the public the unique, sustainable character of the new municipal complex and enhance the borough’s reputation as a green community. SEPTEMBER 2020 | PUBLIC MANAGEMENT | 31

P R O G R A M E X C E L L E N C E AWA R D S

10,000 to 49,999 Population MONROVIA RENEWAL Monrovia, California

Dylan Feik, ICMA-CM, City Manager

Monrovia is the fourth oldest incorporated city in Los Angeles County, so it was not surprising that its aging infrastructure was plagued by a backlog of deferred maintenance. Components of the water and sewer Dylan Feik systems were close to a century old, and while a satisfactory Pavement Condition Index rating is 70-plus, Monrovia produced a rating of 57.1. Historically, limited resources had resulted in piecemeal fixes to stop a leaky pipe, replace a cracked sidewalk panel, or fill an aggravating pothole. To gain a comprehensive understanding of the condition of the infrastructure, the city commissioned four master plans to assess the street, sidewalk, water, and sewer systems, and to provide cost estimates for restoring them to healthy, reliable conditions the city can maintain going forward. Based on the findings and recommendations in the master plans, the city was challenged to (1) develop an integrated approach to address $51.7 million of priority repairs; (2) determine how these repairs would be funded; (3) develop a plan to coordinate the work; (4) develop a communication and outreach plan to keep residents informed throughout the project; and (5) develop a plan for ongoing maintenance. In response, the city launched Monrovia Renewal, an innovative multi-year initiative to prioritize repairs and restore the infrastructure to a healthy baseline state. Throughout implementation, the city strategically planned and executed the work. Prior to street repairs, the city coordinated all underground work, including underground franchise utility work, to reduce the number of pavement cuts, and

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sidewalk repairs were performed by using a cost-effective diamond-cutting technique as an alternative to removal and replacement. To fund Monrovia Renewal, the city increased water and sewer rates for the first time in nearly a decade and secured bond financing for the street improvements, utilizing restricted funding sources. Community outreach was identified early on as integral to the success of Monrovia Renewal. The city developed a comprehensive communication and outreach plan to facilitate the community’s understanding of the infrastructure improvements in their neighborhood, using its website, email newsletters, social media, and community meetings. To help gather input from residents and business owners, the city established the Monrovia Renewal Citizen Advisory Committee. Since implementation, the city has completed approximately $41.7 million in improvements and repairs and raised the Pavement Condition Index to 85.5. Additionally, the city has made more than 8 million square feet of street improvements, 154,000 square feet of sidewalk replacements, 114,000 linear feet of new curbs and gutters, more than 2.5 miles of new water pipelines, nearly 5 miles of sewer improvements, 197 point repairs to sewer lines, and installed 800 new water service lines. To protect its investment, the city developed a Pavement Preservation Ordinance to limit construction activity on rehabilitated streets. A new Pavement Management System will ensure that every street is reviewed and maintained every six years—with cost-effective preventive treatments rather than more expensive rehabilitation. Monrovia Renewal demonstrates how a city can work in partnership with residents, businesses, utilities, and other stakeholders to ensure that local streets, sidewalks, water and sewer systems, and other infrastructure can operate reliably and cost-effectively for decades to come.

P R O G R A M E X C E L L E N C E AWA R D S

50,000 and Greater Population USING AI TO IMPROVE SERVICES AND TRUST Sugar Land, Texas

Michael Goodrum, ICMA-CM, City Manager

Residents sometimes think it’s magic—they mention an issue on social media and “magically” it’s fixed. Sugar Land accomplishes this magic by using the artificial intelligence capabilities of Zencity to Michael Goodrum proactively address resident needs. This approach accomplishes what most cities strive for—building trust with residents by delivering efficient service, based on information about what residents do and don’t understand, and knowledge of their overall sentiment about topics and issues. Before implementing this approach, Sugar Land faced a guessing game about how residents feel, what they understand (or don’t), and what they’re discussing in their neighborhoods. The city had a few anecdotes to cite as “evidence,” but it did not have holistic data. To get a better handle on resident sentiment and concerns, the city contracted with Zencity to provide “social-listening” software that uses artificial intelligence to gather and analyze data from touchpoints residents have with their local government, including the city’s 311 contact center. For example, Zencity data revealed that residents were discussing on social media what they thought was the smell of chlorine in their water. Zencity’s data made it possible for the city to quickly alert the public works department, which promptly investigated the smell at the resident’s house. The department found no chlorine in the water, but the city was able to respond proactively to a public safety concern. Sugar Land also uses the data to guide its messaging. For instance, when Zencity and 311 data showed neighborhood engagement about trees being cut down for a road project, the city was able to help ease concerns by creating educational content explaining how those trees would be replaced. Similarly, when data showed that misinformation was circulating about the projects in a bond election, the city set up community meetings, created videos for social media, and built interactive maps to explain the projects more thoroughly. This strategy paid off in positive sentiment toward the city— and a positive election result. The city’s Office of Communications and Community Engagement looks at Zencity data throughout the day. The social media manager may reach out to a resident directly on social media to get details about an issue and file a service request on his or her behalf. In the case of myths, misinformation, or negative sentiment, the content strategy team creates content to better explain the topic at hand

and distributes it via social media, newsletters, and other communication vehicles. When the city responds in this way, it builds trust with residents. Prompt response to a concern can move public sentiment from “feeling disappointed” to thinking “our government responds to our concerns.” To supplement the Zencity and 311 data, the city conducts bi-annual citizen satisfaction surveys and often sets up meetings with neighborhood representatives for cross-reference. Sugar Land has truly shifted its focus to become more proactive in providing services and creating messages, using quantifiable data to guide its strategy and resources. In doing so, it has built a bridge and strengthened trust between the city and its residents. SEPTEMBER 2020 | PUBLIC MANAGEMENT | 33

D I S T I N G U I S H E D S E R V I C E AWA R D S

Gustavo Cordova, ICMA-CM, Retired

ustavo (Gus) Cordova has served local and state governments, the local government management profession, and the country. He began his career with the state of New Mexico before becoming town manager in Taos, a position he held for more than 20 years. Then he was executive director of the New Mexico Association of Counties and city manager in Espanola, and later transitioned to a slot as a senior vice president of the Mercer Group Inc. Cordova’s long tenure in Taos reflected his ability to manage effectively with elected officials, develop an outstanding management team, and bring about consensus on the priorities of the town council. Thanks to his leadership, Taos received recognition as an All-America City—an achievement that required active community collaboration in developing an incubator for emerging businesses. Another achievement was a management exchange and Sister City relationship with Xalisco, in the State of Nayarit, Mexico. In Taos, he established a goal for all department heads to receive a public administration degree. Working with the University of New Mexico, he identified the teaching areas that would benefit both the town and the department heads and participated as a course lecturer. Cordova has served on the ICMA Executive Board, the ICMA Credentialing Advisory Board, and ICMA committees and task forces and became active in the International Hispanic Network. He served in leadership positions with the New Mexico City Management Association and the New Mexico Municipal League, where he consistently promoted the ICMA Code of Ethics and encouraged participation in professional development for emerging professionals. In recognition of his accomplishments, he has received the Distinguished Public Service Award from the New Mexico Municipal League, the U.S. Army, and the Governor of New Mexico. Cordova also served in the military, starting in 1968 and retiring in 2001 as a colonel in the Army Reserve. He was a combat medic during the Vietnam War and received numerous medals and awards for his service.

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Dr. Edwin C. Daley, ICMA-CM

n a local government career spanning 46 years, Edwin Daley has directly served communities in four states, the local government management profession, and ICMA. He currently serves as interim county administrator for Warren County, Virginia. Before that, he was interim city manager and part-time assistant city manager in Emporia, Virginia, following city manager positions in Dodge City, Kansas; Fairmont, West Virginia; and Winchester and Hopewell, Virginia. He is an ICMA Senior Advisor, lending his expertise and experience to colleagues. Daley has been a leader in ICMA as a regional vice president and president and a member of more than a dozen boards, committees, and task forces, including the ICMA Credentialing Advisory Board and the ICMA International Committee. He teaches in ICMA’s development programs for emerging and mid-career managers, and ICMA has recognized him with the Award for Career Development in Memory of L. P. Cookingham, the In-Service Training Award in Memory of Clarence E. Ridley, and a Community Partnership Award. The Ridley Award recognized Daley’s commitment to professional development for city staff in Winchester, where he ensured that training funds were always available. One initiative enabled staff to lead a community project that culminated in an All-America City award in 2005. Daley promoted ethics training for employees and council, and he enriched the city and the staff by embracing international connections, including an ICMA CityLinks relationship with Karlovo, Bulgaria. Daley earned a doctorate in public administration, is a National Academy of Public Administration Fellow, and has taught courses at six colleges. He is currently a professor of practicum and teaches in the MPA Program at Regent University. He has been president of the Virginia Municipal League and the Virginia Local Government Management Association. Daley has earned praise as “a professional mentor and a friend, a person who is always there when you need him.” He mentored ICMA Local Government Management Fellows in 2004 and 2005 and has continued to support their careers. Said a colleague, “He is the epitome of a public servant through his dedication and commitment to community.”

D I S T I N G U I S H E D S E RV I C E AWA R D S

Dr. Daryl J. Delabbio, ICMA-CM, Retired

n a career spanning more than 40 years, Daryl Delabbio served the cities of Rockwood, Garden City, and Rockford, Michigan, before becoming assistant administrator and later administrator/controller in Kent County, Michigan, where he served in that capacity for 19 years. Delabbio has served ICMA as a member of the Executive Board, the Credentialing Advisory Board, the Awards Evaluation Panel, and key committees. He was president of Michigan Municipal Executives (MME, the Michigan state association) and the Michigan Association of County Administrative Officials, and a member of the Michigan Municipal League board. Among his many awards and recognitions was the John M. Patriarche Award for Career Excellence, the top honor conferred by the MME. ICMA recognized him with the In-Service Training Award in Memory of Clarence E. Ridley in 1999.

A life-long learner, Delabbio achieved a doctoral degree from Western Michigan University in 2006. He has been a tireless advocate for professional development and education for employees and professional peers and initiated the Kent County Leadership Development Institute and further developed the Kent County Leadership Enrichment and Development (LEAD) program. He taught at five universities over the years and generously shared his knowledge and experience through countless conference presentations and published papers and articles. Delabbio has demonstrated an ability to facilitate major community initiatives involving public, private, and nonprofit partners, notably the DeVos Place Convention Center in Grand Rapids. Numerous local, state, regional, and academic organizations have tapped his financial, organizational, and economic development expertise time and again. Despite his significant professional responsibilities, Delabbio has made time to counsel and mentor dozens of individuals—from young people exploring public management as a profession to experienced managers needing a sounding board. He and his wife, Connie, funded an endowed Scholarship in Public Service for MPA students at Wayne State University in Detroit. Throughout his career, Delabbio has earned respect as a mentor, innovator, teacher, expert, and thought leader.

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Reach the largest audience of dedicated local government professionals at the ICMA Job Center. Learn more and post your job at icma.org/jobs.

SEPTEMBER 2020 | PUBLIC MANAGEMENT | 35

I C M A H O N O R A RY M E M B E R S H I P S

Dr. Philip C. Harris District Recovery Manager Broward County Public Schools, Florida

D Dr. Harris demonstrated not only the technical expertise to deliver post-trauma support services, but the emotional fortitude to confront the reality of life after the shooting.

r. Philip C. Harris is a versatile professional with extensive background in local government management and community affairs, program development and implementation, grants, and operations management. He was appointed district recovery manager for Broward County Public Schools in the wake of the tragic shooting at the Marjory Stoneman Douglas High School on February 14, 2018. Mourning the loss of 17 students and staff and those who were injured, the local governments, schools, and public safety agencies found themselves in uncharted territory. Dr. Harris’s resolute leadership, expertise, and passion were immediately evident as he provided a clear vision of the resources needed for recovery and outlined an engagement model that involved the school district and its partners— nonprofits, faith-based organizations, businesses, elected officials, and municipal and county governments. The recovery model emphasized prevention to mitigate mental health issues through treatment, therapy, training, academic support, and implementation of activities to restore social and emotional well-being and collective wellness for students, staff, families, and community. The community could not wait for the next budget cycle; they needed meeting rooms, specialized counselors and space for them to work in, and a way to get the word out about what was available to help those who were affected. Throughout the recovery, Dr. Harris demonstrated not only the technical expertise to deliver post-trauma support services, but the emotional fortitude to confront the reality of life after the shooting. Dr. Harris has also passionately served other cities and counties in Florida for more than 16 years. He started his career in 2003 as a neighborhood services specialist in Clearwater, where he led an initiative that increased citizens’ understanding of local governance and management and how to best communicate with their local governments. The program benefited the manager and council by providing feedback on residents’ vision for the future and what they wanted in the way of services from the government. Without a doubt, Dr. Harris has demonstrated that he is a dedicated public administrator.

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I C M A H O N O R A RY M E M B E R S H I P S

Dr. Carl Stenberg James E. Holshouser Jr. Distinguished Professor of Public Administration and Government, School of Government, University of North Carolina at Chapel Hill

D Carl has provided a lifetime of service to our profession. He’s a rare academic who understands the theoretical foundations of management and leadership.

uring his 50-year career, Dr. Carl Stenberg has served city and county governments in North Carolina and the nation—recruiting talent to pursue local careers, teaching graduate students, establishing executive leadership development programs, and writing about local issues and trends. His academic positions include dean at the University of Baltimore, director of the Weldon Cooper Center for Public Service at the University of Virginia—home of the Senior Executive Institute—and MPA director at UNC Chapel Hill. Prior to his academic career, Dr. Stenberg served in senior positions at the U.S. Advisory Commission on Intergovernmental Relations and as executive director of the Council of State Governments. At UNC Chapel Hill, he led the creation of the Public Executive Leadership Academy, which has served hundreds of local government professionals, and was instrumental in establishing an ICMA student chapter. Dr. Stenberg is a trusted facilitator of governing board and staff retreats and works regularly with newly elected officials. He serves as the school’s liaison with the North Carolina City and County Management Association. He has made significant contributions to ICMA textbooks and reports, notably as co-editor of Managing Local Government Services: A Practical Guide and author of two Governmental Affairs and Policy Committee white papers. Dr. Stenberg is a Fellow of the National Academy of Public Administration and former president of the American Society for Public Administration (ASPA). He received the Donald C. Stone Practitioner and Academic Awards from ASPA for contributions to intergovernmental management, the Louis Brownlow award from ASPA for the best article by a practitioner in Public Administration Review, and the Academic Award in Memory of Stephen B. Sweeney from ICMA for contributions to the education of students pursuing local government careers. In nominating Dr. Stenberg for honorary membership, an ICMA member wrote: “Carl has provided a lifetime of service to our profession. He’s a rare academic who understands the theoretical foundations of management and leadership, but who is also steeped in the practical aspects, especially at the local government level.”

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C E L E B R AT I O N O F S E R V I C E In recognition of ICMA members’ years of public service, these members were presented awards in 2020.

55 -Year SERVICE AWARD RECIPIENTS

John P. Applegate

has spent his entire career serving the city of Union, Ohio. Before assuming the city manager position in January 1982, he served as superintendent of water and wastewater (1974−1982) and in maintenance operations (1964−1974). James D. Crosby,

city manager in Yukon, Oklahoma, has served local governments in the state throughout his 55-year career. He served Yukon as city manager (1994–2011), then served in Piedmont for more than four years before returning to Yukon. He served Oklahoma City as general services director (1991−1994), executive vice president for the city’s chamber of commerce (1987−1991), and recreation superintendent (1964−1973). In Norman, he was city manager (1976−1987) and director of parks and recreation (1973−1975).

50 -Year SERVICE AWARD RECIPIENTS

Lance A. Hedquist

has served as city administrator of South Sioux City, Nebraska, since 1980. Before that he was assistant director of Siouxland Interstate Metropolitan Planning Council, Iowa (1970–1980).

45 -Year SERVICE AWARD RECIPIENTS

Edward A. Barrett

retired in 2020 from his position as city administrator in Lewiston, Maine, after a 45-year career in local government. In addition to his service in Lewiston (2010–2020), he was city manager in Bangor, Maine (1988–2009); and assistant city manager and director of administrative services, Wichita Falls, Texas (1981–1988). Earlier positions included budget research supervisor (1979–1981), management analyst (1978–1979), research analyst III (1977–1978), and research analyst II (1976–1977) in Tucson, Arizona. Clayton W. Chandler

retired in 2020 from his position as city manager in Mansfield, Texas, after a 45-year career in service to local government. In addition to his service in Mansfield (1984–2020), he was village manager in Waterville, Ohio (1979–1984); assistant city manager, North Myrtle Beach, South Carolina (1978–1979); management associate, South Carolina Appalachian Council of Governments (1977–1978); assistant finance director, Greenville, South Carolina (1976–1977); and tax collector in Greenville (1975–1976). Sterling B. Cheatham, ICMA-CM, is city manager

in Wilmington, North Carolina. Previously, he served Norfolk, Virginia, as assistant city manager (1995–2002) and director of finance (1991–1995). He was director of financial management in Aiken, South Carolina (1987–1991); director of finance and administration in College Park, Maryland (1981–1987); assistant to the city manager in Greenville, South Carolina

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(1979–1981); budget officer (1977–1979) in Greenville, South Carolina; and a budget analyst in Arlington County, Virginia (1975–1977). Bernard Cooper has devoted his 45-year career to the town of Norwood, Massachusetts, where he serves as assistant general manager, a position he has held since 1979. Previously, he was administrative assistant to the general manager (1973–1978), and federal funds administrator (1972–1973). Thomas F. DeGiulio has been

town manager in Dyer, Indiana, since 2016. Previously he served as town manager in Munster, Indiana (1984–2014) and two communities in Illinois: Early in his career, he served in Normal as an administrative aide to the town manager (1973–1975), as an administrative assistant (1975–1977), and later became assistant town manager (1981–1984). From 1977 to 1981, he was city administrator in El Paso, Illinois. Jay A. Gsell, ICMA-CM, is

county manager in Genesee County, New York, a position he has held since 1993. In his 45-year career, he has also served as city administrator in Marshalltown, Iowa (1990–1993) and Cumberland, Maryland (1987–1990); town manager in Winchester, Connecticut (1982–1987); assistant to the city manager in Eau Claire, Wisconsin (1979– 1982); administrative assistant in Norton Shores, Michigan (1977–1979); and administrative analyst in Trenton, New Jersey (1975– 1977). Early in his career, he held intern positions with the Metropolitan Washington Council of Governments in Washington, D.C. (1974) and Richmond, Virginia (1973). Garry G. Hunt, chief executive

officer in the city of Joondalup, Australia, has served five Australian cities in his 45-year career. Prior to a stint in the private sector (2002–2005), he was chief executive officer in Perth (1994–2002), where he had earlier served as deputy town clerk

C E L E B R AT I O N O F S E R V I C E

(1984–1986). In Melville, he served as deputy town clerk (1982–1984) and as city manager/town clerk (1986–1994). In Kalgoorlie, he held positions as treasurer (1977–1979) and assistant town clerk (1979–1981), and in Stirling, he was a trainee officer (1971–1977) and an information officer (1977). Joyce Hunt has served

Thornton, Colorado, as assistant city manager since 1988, deputy city manager (1986–1988), assistant city manager (1985– 1986), and finance director (1981–1985). Earlier in her 45-year career, she was assistant finance director in Longmont, Colorado (1977–1981) and chief accountant in Missoula, Montana (1974–1976). Richard J. Johnson,

town manager in Glastonbury, Connecticut, has served that town since 1980. Previously, he was assistant town manager (1985–1993) and director of parks and recreation (1980–1985). Earlier in his career, he was director of parks and recreation in Avon, Connecticut (1976–1980). Harvey Krauss

became city manager in Eloy, Arizona, after serving as community development director (2013) and interim city manager (2013–2014). In Goodyear, Arizona, he was assistant city manager (1990–1995) and development process administrator (1995–2013) after working in Gillette, Wyoming, as planning director (1980–1984) and assistant city administrator (1984– 1990). His previous positions were city planner in Espanola, New Mexico (1978–1980), assistant planner in Los Alamos County, New Mexico (1977–1978), and senior planner in Abilene, Texas (1975–1977).

Douglas Albert Lewis, ICMA-CM, has been city

Randall H. Reid has served

manager in Pinellas Park, Florida, since 2014. He assumed that position after service to the city as assistant city manager (2013– 2014), interim assistant city manager (2013), and fire chief (2004–2013). Before that, he was fire services director in Polk County , Florida (2002–2004) and held four positions in St. Petersburg: fire division chief (1995–2002), fire captain (1993–1995), fire lieutenant (1989– 1993), and firefighter (1975–1989). Scott C. McElree, borough manager in Quakertown, Pennsylvania, also served that community as chief of police (2004–2007). Before that, he was a police officer in Whitemarsh Township, Pennsylvania (1975–2004). Gary O’Connell, ICMA-CM,

executive director of the Albemarle County Service Authority, Charlottesville, Virginia, since 2010, served the city of Charlottesville as city manager (1995–2010), deputy city manager (1985–1995), and assistant city manager (1981–1985). Before that, he worked in Maryville, Tennessee, as assistant city manager (1979–1981) and assistant to the city manager (1975–1979); in Knoxville, Tennessee, as a municipal consultant/intern (1974); and in Kingsport, Tennessee, as an administrative intern (1973).

Robert J. Regus, city adminis-

trator in Alpharetta, Georgia, has served communities in the state for his entire 45-year career. Before going to Alpharetta, he served Fulton County as county manager (1995–1998), interim county manager (1995), deputy county manager/chief of staff (1991–1995), acting county manager (1991), deputy county manager (1990), executive assistant county manager (1988–1990), administrative assistant (1986–1988), chief budget analyst (1983–1986), budget analyst (1977–1983), and tax cashier (1975–1977).

ICMA as Southeast Regional Director since 2014. Before that, he was county administrator in Sarasota County, Florida (2012–2013) and county manager in Alachua County (1999–2012). Earlier positions included assistant county administrator (1994–1997) and deputy county administrator (1997–1999) in Martin County, Florida; city manager in Titusville, Florida (1987–1994); city administrator in Green River, Wyoming (1981–1987); and four positions in Vandalia, Ohio: assistant city manager (1980– 1981), administrative assistant (1976–1979), administrative intern (1975), and seasonal public works intern (1973–1974). Steven M. Salomon has been city manager in Orinda, California, since 2017. Previous positions include city manager, Visalia, California (1996–2013), city manager, Watsonville, California (1990–1996), city administrator, Albany, California (1987–1990), city manager, Hercules, California (1983–1987), housing and community development program director, Concord, California (1975–1983), deputy director, coastal commission, state of California (1974–1975), and community development representative, U.S. Department of Housing and Urban Development, Columbus, Ohio (1971–1974). James E. Tolbert, ICMA-CM,

retired in 2020 as assistant city manager in Sandy Springs, Georgia, a position he had held since 2015. Earlier positions were director of neighborhood development services, Charlottesville, Virginia (1999–2015); director, Albany Dougherty Regional Planning Commission, Georgia (1992–1999); administrator, Lafayette, Alabama (1990–1992); planning director, Opelika, Alabama (1985–1990); senior planner, Lower Chattahoochee Area Planning and Development Commission, Georgia (1983– 1985); planning director, Myrtle Beach, South Carolina (1980–1983); and planner in Gatlinburg, Tennessee (1978–1980), in the Tennessee State Planning Office (1976–1978), and in Jacksonville, Florida (1976).

SEPTEMBER 2020 | PUBLIC MANAGEMENT | 39

C E L E B R AT I O N O F S E R V I C E

40 -Year SERVICE AWARD

Patrick W. Hentges, City Manager Mankato, Minnesota

Jeffrey R. O’Neill, City Administrator Monticello, Minnesota

RECIPIENTS

Henry J. Hill III, Deputy City Manager Frisco, Texas

Larry D. Pardee, Town Manager Jackson, Wyoming

Jane Bais-DiSessa, Deputy Mayor Pontiac, Michigan

Kathleen E. Hodgson, City Manager Lakewood, Colorado

Gregory A. Bethea, Town Manager Franklinton, North Carolina

Robert L. Kellogg, Interim Town Manager South Palm Beach, Florida

Martha L. Perego, ICMA-CM, Director of Member Services and Ethics, ICMA, Washington, DC

David Biggs, ICMA-CM, City Manager Hercules, California Ronald C. Bowman Boerne, Texas George S. Brown, Deputy City Manager Boca Raton, Florida Barry Cook, City Administrator Cody, Wyoming James Al Crace, City Manager Alma, Georgia Gregory L. Dunham, Town Manager Gulf Stream, Florida James R. Eldridge, City Administrator Kearney, Missouri David L. Ellison, Assistant City Manager Killeen, Texas Ronald M. Ferris, City Manager Palm Beach Gardens, Florida Thomas Fountaine II, ICMA-CM, Borough Manager State College, Pennsylvania James P. Freeman, County Manager Polk, Florida Sam S. Gaston, City Manager Mountain Brook, Alabama

John T. Pierpont, Village Manager Pelham, New York

Conrad R. Kiebles, Village Administrator Orland Hills, Illinois

Russell L. Rost, City Administrator Union, Missouri

Blair F. King, City Manager Coronado, California

Bruce Siders, Fire Chief Bryan, Ohio

Jeffrey L. Kooistra, City Administrator Gretna, Nebraska

Carl L. Smart, Assistant County Manager Alachua, Florida

Patrick J. Lawton, City Administrator Germantown, Tennessee

William F. Studer Jr., Assistant City Manager Las Cruces, New Mexico

Donald B. MacLellan Moncton, New Brunswick, Canada Mark C. Masciola, Village Administrator Forest View, Illinois Anthony P. Mercantante, Township Administrator Middletown, New Jersey

Bonnie Svrcek, City Manager Lynchburg, Virginia Earlene M. Teaster, City Manager Pigeon Forge, Tennessee Edwin J. Thorne Plymouth, Massachusetts

Dion O. Miller, City Manager Tulia, Texas

Paul Virgadamo Jr., City Administrator Conroe, Texas

Jeffrey L. Mueller, Executive Recruiter Michigan Municipal League, Michigan

Henry To Wong, Chief Executive Officer Strathfield New South Wales, Australia

Paul Navazio Davis, California

David K. Zabell Sr., City Manager Pasco, Washington

Andrew E. Neiditz Steilacoom, Washington

Alan Zordan, Director of Economic and Community Development Mokena, Illinois

Richard U. Nienstedt, City Manager Ottawa, Kansas

Scott A. Hancock, Executive Director Maryland Municipal League, Maryland

40 | PUBLIC MANAGEMENT | SEPTEMBER 2020

C E L E B R AT I O N O F S E R V I C E

35 -Year SERVICE AWARD RECIPIENTS Scott A. Adkins Kelly E. Arnold, ICMA-CM Richard Baier Mark S. Baldwin Yasmin Beers Alan J. Benson Harley Hazen Blodgett III Norton N. Bonaparte Jr., ICMA-CM Audrey J. Brown Steven C. Brown Adam T. Brumbaugh, ICMA-CM Joseph A. Calabrigo Blaise J. Caponi Sr. John M. Coakley, ICMA-CM Deborah Craig-Ray Donald D. Crawford Gordon M. Criswell John T. Doan David A. Dodies Timothy J. Dolehanty, ICMA-CM Michael J. Driscoll Michael E. Embury Donald S. Fisher Mark S. Fitzgerald Greg Folsom Tonya Ann Galbraith, ICMA-CM Clint P. Gridley

Kenneth C. Griffin

William Patrick Pate, ICMA-CM

Bryan T. Havir

Marcia L. Raines, ICMA-CM

Kelly J. Hayworth

Jeffrey E. Repp

Michael W. Heavener

Alex Rey

Roger T. Hernstadt

David Ridpath

Gloria Hirashima

Susan Robertson, ICMA-CM

Kent L. Hixson

Steven R. Rogers

David P. Hodgkins, ICMA-CM

Scott T. Sauer, ICMA-CM

Curtis L. Holt

Adele P. Schirmer

Wallace B. Hunter

Scott A. Shanley

Benjamin W. Jones

Jacob W. Sheridan

William M. Keefer

John F. Shirey

Mark A. Kutney

Jonathan R. Shull

Greg E. Larson

Tom Simonson

Elaine Cynthia Lazarus

Lee H. Spell

Brenton B. Lewis

Keith E. Stahley

John Lobaito

Mark S. Stankiewicz

Lionel D. Lyons

David Strahl

Simon J. Markham

Keith R. Till

Phyllis L. Marshall

Lenore K. Toser-Aldaz

William J. McCauley III

Bradley J. Townsend

Mark L. McDaniel, ICMA-CM

Robert Bjørn van den Brink

Judith L Miller

Ronald J. Wasson

Steven B. Miner

Randy A. Wetmore

John M. Moosey

Leslie R. White

Michael J. Mornson

Robert L. Whritenour

Richard A. Nahrstadt

Michael Wilkes

Janice R. Napper

Michael B. Williams, ICMA-CM

Steve O’Malley

William P. Wilson Jr.

Jeffery A. Page

Chris A. Yonker

Derwick L. Paige

Ernest M. Zmyslinski SEPTEMBER 2020 | PUBLIC MANAGEMENT | 41

C E L E B R AT I O N O F S E R V I C E

30 -Year SERVICE AWARD RECIPIENTS

Mark Abeles-Allison Leif J. Ahnell Abimbola A. Akande Majed Al-Ghafry Carl Alsabrook Jill Anderson Tim A. Anderson David L. Andrews, ICMA-CM Thomas B Bakaly Martin S. Bernal Mick W. Berry Alfred Bito Jr. Mary Blair-Hoeft Todd M. Blake Michael E. Boynton Christopher J. Bradbury William J. Brock, ICMA-CM James L. Brown Jeffrey E. Brown Bonny Bryant Mary B. Bunting Janice L. Cain Eric D. Campbell, ICMA-CM Kevin Carruth, ICMA-CM Joseph P. Casey Michael J. Cassady Robbie L. Chartier Christopher Clark Everette Todd Clark J. Waverly Coggsdale III Martin A. Colburn Mark A. Collins David Collinsworth Joseph Connor Catherine Christie Cook David E. Cox, ICMA-CM James V. Creech Joe J. Creron Timothy J. Cruikshank Rodney Cumby Larry M. Davis Heather M. Dawson Alberto S. De Feo James C. Dockery Randall G. Dowling James D. Drumm, ICMA-CM Jerald P. Ducay

David R.S. Duckworth Glenn Harold Duffey David Ellis, ICMA-CM Michael A. Ericson, ICMA-CM Thomas Ernharth James Fisher, ICMA-CM Denise H. Fitzgerald Kate P. Fitzpatrick Maureen Frank Thomas J. Fromme William Gallardo Kenneth Wesley Gamble Lee D. Garrity Anne Marie Gaura, ICMA-CM Lewis H. George Jr. John R. Gillison Jorge M. Gonzalez Donald K. Grice Alan E. Guard Jeffrey B. Gushue Laurie A. Hadley Margaret R. Halik Tim Hall Anthony T. Hamaday, ICMA-CM Randall W. Hemann, ICMA-CM John J. Holman, ICMA-CM Carol S. Houck Steve L. Howard, ICMA-CM Scott W. Huth James A. Jackson Jr. Mark A. Jackson Gary Jaeckel Margaret Jensen David Junger, ICMA-CM Fariba Kassiri George R. Keller Jr. Gregory W. Kelly Darren M. Kettle Richard G. Kozal Randy S. Kunkle Richard J. LaFond Deanna Lorson Allyson C. Love Suzanne Ludlow Susan Maggiotto Julian P. Mansfield Paula Maville Jamsheed Mehta Gideon Mhlongo Stephen A. Moore Modesto A. Mundo Ron W. Nalley Scott H. Neal

42 | PUBLIC MANAGEMENT | SEPTEMBER 2020

Scott D. Neilson Kenneth D. Noland Shane P. O’Keefe Molly F. O’Rourke Nancy K. Ousley Shane E. Pace, ICMA-CM Kelly C. Passauer Phillip R. Patterson Clay Pearson Lisa C. Peterson, ICMA-CM M. Denis Peterson Scott D. Pickup Beth A. Pollard H. Blake Proctor Shawn P. Raborn Paul D. Radford Larry Rains Rita M. Ramirez David L. Recor, ICMA-CM Pamela S. Reece Maribel G. Reyna Ann Ritzma, ICMA-CM Timothy D. Rooney Michael Rose David A. Ruller Daniel D. Santoro Dale Shafer Courtney Sharp Marc A. Skocypec Laurie A. Smith Sarah Snead Dennis Speer J. D. Spohn David L. Stack Paul K. Stevens, MPA Zina M. Tedford Barry W. Thompson Brent D. Trout Pamela J. Ulrich Rick M. Vasquez Ingrid Velkme Craig A. Waldron Frank L. Walsh John Walsh, ICMA-CM David Waltz Donald Jay White Micah Tim Williams Tai J. Williams Sandra Renee Wilson, ICMA-CM Lauren A. Wood Gerald W. Young Anthony J. Zampedro

C E L E B R AT I O N O F S E R V I C E

25 -Year SERVICE AWARD RECIPIENTS

Michael Kyle Ahrens Derek K. Allen, ICMA-CM Matt Allen Ana M. Alvarez Christopher Anderson, ICMA-CM Nicole C. Ard Jill Cain Bailey Julie Platt Baird Kevin Baity Kristoff T. Bauer Richard J. Belmudez Frank A. Birkenhauer Richard B. Boehm Elizabeth A. Bonz T.C. Broadnax Jr. Heather D. Brooks, ICMA-CM Howard W. Brown Jr. Steven M. Brown Troy S. Brown Alice Cannon Denise Carey John J. Cassella Jason D. Caudle Michael Cernech, ICMA-CM Jeffrey D. Chamberlain Tim Chapa Michael A. Cochran Jeffrey B. Coder Debra R. Collins Robb W. Corbett Drew Corn Bryan K. Cosgrove Sidney H. Cox Rodger E. Craddock Kristen M. Crane Joseph S. Czajkowski John O. D’Agostino Mark A. Danaj, ICMA-CM James P. Davidson, ICMA-CM Russell J. Dean Brian K. Dehner Denise M. Dembkoski Walter L. Denton, ICMA-CM Richard Derrick John A. DeStefano Jr. Robert A. Dixon Kennie D. Downing William J. Eagen Mark E. Eisenbarth

Brenda W. Eivens Gregory Hugh Ferguson William Bowman Ferguson Michelle Poche Flaherty Hector Flores Joseph A. Forte, ICMA-CM Kendal Francis Karie Lynn Friling James Gailey Kathleen A. Mocarski Gargano Carl S. Goldsmith Jarrod W. Greenwood Matthew H. Greeson Ruffin L. Hall Scott Hansen Matthew W. Hart Jennifer Haruyama Matthew E. Hawkesworth Paula Hewson Jennifer L. Hibbs John M. Hodgson Mark E. Hoppen Michael P. Humpal William Jackson Michael W. Jacobs Bonnie Johnson David J. Johnson Peter K. Johnson-Staub Kyle J. Jung Robert G. Karlinsey Jennifer Kimball Clinton M. Kinney Jeffrey G. Lagarce Christopher J. Lagerbloom George Lahanas Randy Lansing Christopher J. Layton Michael Legg Kathleen Leidich Darron J. Leiker, ICMA-CM Tamara S. Letourneau Alonzo Liñán Martha Mason-Semmes Douglas E. Matthews Stuart S. McArthur Deron L. McCormick Michael J. Melton, ICMA-CM Thomas K. Mick Alfred A. Minner Graham Mitchell Martin D. Moore Philip Morley Doug Nadorozny Gary Fredric Nordquist Jeffrey D. O’Dell

Cole S. O’Donnell Barbara C. Opie Donald K. Owen, ICMA-CM Timothy W. Owens Karen L. Pallansch Todd Pelham Brian Pike Avril M. Pinder, ICMA-CM Coley B. Price Walker Keith Rattay Matthew W. Reece Cynthia D. Reents Michelle Rivera, ICMA-CM Anthony P. Roberts Julie M. Robinson, ICMA-CM J. Mark Rooney Rhonda Russell Tammi Saddler Jones, ICMA-CM Richard Salamon Roderick J. Sanchez Philip S. Sanders Douglas P. Sandstrom Deanna J. Santana Marcie J. Schatz Karen L. Schminke Troy Schulte Matthew L. Settlemyer Frederick L. Sherman Michael S. Sherrouse Jeffrey F. Silka Daniel A. Singer Michael T. Slye Bruce E. Smith William R. Smith David M. Smitherman Steven F. Spina Jeffrey M. Stonehill, ICMA-CM Hilary M. Straus Matthew T. Sturgeon Spencer H. Suter John R. Sutherland Jr. Michael J. Sykes James H. Thomas Joseph A. Valentine Boyd Veal Cynthia M. Wagner Hugh R. Walker Michael J. Ward Barrett F. Warner Mark Whitley Roy T. Witherow, ICMA-CM Randell K. Woodruff Randy L. Wright John Zobler

SEPTEMBER 2020 | PUBLIC MANAGEMENT | 43

CREDENTIALED MANAGERS AND CANDIDATES Join the growing number of those who have earned the ICMA-CM designation. ICMA credentialed managers are viewed with growing distinction by local governing bodies and progressive, civically engaged communities. For more information, visit icma.org/credentialedmgr ICMA CREDENTIALED MANAGERS Scott Adams Scott Adkins Alison Alexander Laura Allen Derek Allen Matt Allen Brian Alligood Jeff Aluotto Moses Amidei Jon Amundson Christopher Anderson Jacob Anderson David Andrews Tanya Ange Sharon Anselmo Pamela Antil Julie Arendall James Arndt Kelly Arnold Bradley Arnold Andrea Arnold Darin Atteberry Ellen Baer Carlos Baia W. Bailey Brett Baker Peter Bales Ajibola Balogun John Barkley Allen Barnes Curtis Barrett Jacob Barrineau Stephen Bartha Christopher Bashore Gerard Bauer Kristoff Bauer John Baumgartner Jonathon Bazan Jeanne Beaudin James Becklenberg Michael Beedie Russell Behrens Jason Behrmann Bruce Beitel Troy Bell William Bell Robert Belleman Robert Belmore Brian Bender Martha Bennett James Bennett Michael Bennett Noel Bernal

Mick Berry Gregory Bethea Jacque Betz Mark Biberdorf David Biggs Daniel Biles Chad Bird Todd Blake R. Scott Blankenship Austin Bleess David Boatright James Boaz Wally Bobkiewicz Richard Boehm Norton Bonaparte Lyndon Bonner Steve Botelho Kelli Bourgeois Rebecca Bouska Scott Bovick Janette Bower Susan Boyer J. Boyette Judith Boyko Christopher Bradbury Casey Bradley Glenda Bradley Dane Bragg Paul Brake Jennifer Bramley Pamela Brangaccio Rob Braulik Jane Brautigam Julie Brenman Patrick Brennan Michael Brethorst Laurie Brewer William Bridgeo Derek Brindisi T.C. Broadnax Matthew Bronson William Bronson Heather Brooks Jake Broom Edward Broussard Howard Brown Richard Brown Audrey Brown William Brownlees Adam Brumbaugh Michael Brungardt Brandon Buchanan Daniel Buckshi Brent Buerck Mary Bunting Arthur Burgess Nathan Burkett Larry Burks

David Burman Aaron Burnett Jay Burney Tommy Burns John Burt Barry Burton Charles Bush John Butz Tracy Byard Dave Callister Gregory Camp Keith Campbell Eric Campbell Matthew Candland Amy Cannon Victor Cardenas Melissa Cardinali Joseph (Joe) Carey Scott Carney David Caron Sylvia Carrillo-Trevino Kurt Carroll Thomas Carroll Kevin Carruth Anthony Carson Brian Carter Roger Carter Rafael Casals Joseph Casey Yaidee Castillero Fox Norbert Castro Greg Caton John Caulfield Richard Caywood Michael Cernech D. Chandler Kenneth Chandler Aram Chaparyan Steven Chapman Charles Chapman Robbie Chartier Jonathan Chase Stefan Chatwin Sterling Cheatham Nathan Cherpeski Albert Childress John Childs Bryan Chodkowski Jaysen Christensen Mark Christensen Angela Christian Michael Church Joni Clarke Justin Clifton John Coakley Mandi Cody Selena Coffey John Coffey

Joseph Colangelo Kenneth Cole Christopher Coleman Marvin Collins Benjamin Collins Claire Collins John Connet Robert Corder Scott Coren Cesar Correa Toby Cotter Michael Cotter David Cotton Thomas Couch Bob Cowell Kevin Cowper J.D. Cox Anthony Cox Blaine Cox David Cox Michael Cramer Lowell Crow Steven Crowell John Crumpton Jon Crusey Aaron Cubic Mark Cunningham Garrey Curry Michael Czymbor Edwin Daley Mark Danaj Dorothy David James Davidson Eric Davis Richard Davis Stephanie Dawkins John Dean David DeAngelis John Deardoff Homer Dearmin Kirk Decker Amanda DeGan Michelle del Valle Neuner Lawrence Delo Eric DeMoura Walter Denton Alice Derian Scott Derickson Mark Detter Shane Dille Vince DiMaggio Kelly DiMartino Jeffrey Dingman Daniel Di Santo John Doan Lawrence Dobrosky Milton Dohoney

Timothy Dolehanty Anna Doll Michael Doss Toby Dougherty Doc Dougherty Richard Douglas Michael Douglas Paige Dowling Gregory Doyon Elizabeth Dragon James Drumm Jerald Ducay John Duffy Donald Duncan Joseph Dunn Erris Dunston Ruben Duran Jeffrey Durbin Eric Duthie Michael Dutton Eugene Dvornick Barry Dykhuizen Robert Eads Seth Eckard Reginald Edwards Steven Eggleston Timothy Eggleston Joshua Eggleston Ryan Eggleston Jason Eisenbeis Christopher Eldridge John Eller Bristol Ellington E. Ellington Scott Elliott Robin Ellis Paul Ellis Shelly Enderud Dennis Enslinger Christopher Eppley Rodolfo Espiritu Simon Farbrother Stan Farmer Joshua Farrar Louis Fazekas Dylan Feik Frank Feild Lee Feldman Kurt Ferguson William Ferguson Michael Ferris Jeffrey Fiegenschuh Sonja Fillingame Howard Fink Brenda Fischer Michael Fischer Bart Fischer James Fisher

Denise Fitzgerald Timothy Fitzgerald Laura Fitzpatrick Kate Fitzpatrick Andrew Flanagan Shannon FlanaganWatson Kevin Flannery Malcolm Fleming Marvin Fletcher Rebecca Fleury Ronald Foggin Jon Fortune Bryan Foster Thomas Fountaine Sandra Fowler Robert Francis Jonathan Franklin William Fraser Jennifer Frederick Eden Freeman Karie Friling Andrew Fulghum Charles Funderburk Brian Funderburk Mary Furtado Mike Futrell Joseph Gaa Bryan Gadow Jason Gage Tonya Galbraith Yocelyn Galiano Joseph Gall Kenneth Gamble Ana Garcia Caryn Gardner-Young Yvonne Garrett Lee Garrity Sam Gaston Leon Gaumond Anne Marie Gaura Kenneth Geathers Dennis Gehrt Heather Geyer Gerald Giaimis Dan Gifford Christopher Gilbert Laura Gill John Gillison Riccardo Ginex Tim Gleason James Gleason Christine Goldsmith Jorge Gonzalez Michael Goodrum Christian Goodwin Angela Gorall Anton Graff

ICMA CELEBRATES THE COMMITMENT OF LEGACY LEADERS Mark Achen James Antonen Mike Baker Frank Benest Jim Bennett Barb Blumenfield Andrew Grant Micah Grau Jonathan Greene Shaun Greenwood Matthew Greeson Joel Gregozeski Kenneth Griffin Paul Grimes Jay Gsell John Guldner Brenda Gunn Susan Guthrie Michael Guttman Ellen Habel Timothy Hacker Andrew Haines Shane Hale Michael Hall Dante Hall Anthony Hamaday Amy Hamilton Adam Hammatt Marcia Hampton Matthew Hankins Susan Hann Sarah Hannah-Spurlock Samuel Hansen Elizabeth Hansen Brant Hanson John Hanson Dana Hardie Frank Harksen Thomas Harmer Carl Harness Gene Harper Jack Harper William Harrell David Harris Ashton Harrison Cheryl Harrison-Lee Bob Hart Matthew Hart Michael Hart Tom Hart Charles Hartgrove Brian Hartsell Kenneth Haskin Meredith Hauck Andrew Havens Russell Hawes David Hebert Kellie Hebert Phillip Hegwer Ryan Heiar

Wally Bobkiewicz Susan Boyer Rob Braulik Richard Brown Patrick Cannon Ed Daley Michael Hein Kevin Helms Randall Hemann Timothy Hemstreet Alexander Henderson Katherine Hendricks Catherine Heritage Todd Herms Nickolaus Hernandez Roberto Hernandez Ross Herzog Justin Hess Douglas Hewett David Hewett Paula Hewson Mark Heydlauff Keith Hickey Scott Hildebran Phillip Hill Henry Hill Lorenzo Hines Brent Hinson Gloria Hirashima Christopher Hively Dana Hlavac Jack Hobbs Kate Hodges David Hodgkins Seth Hoffman Laurie Hokkanen Duane Holder Brandon Holland Katy Holland Tim Holloman John Holman R. Thomas Homan Craig Honeycutt Daphne Hooper Eugene Hoppe Matt Horn Carol Houck Steve Howard Marc Huber David Hudspeth Joseph Huffman Michael Huggins Michael Hughes Kevin Hugman Jason Huisman Chelsea Huisman Dan Huff Mitchel Humble Raymond Hummert Andrew Hyatt

Daniel Fitzpatrick Mike Garvey Sam Gaston Wes Hare Gary Huff Mary Jacobs Nathan Hyde Pamela Hylton Stacey Inglis James Inman Mark Israelson Michael Jackson Mark Jackson William Jackson Carol Jacobs Jeff Jacobson Erik Janas Matthew Jaunich Harlan Jefferson Alphonso Jefferson Heath Jenkins Jeffery Jenkins Paul Jerome Juan Jimenez Brad Johnson Brian Johnson David Johnson Mark Johnson Nathan Johnson Walter Johnson Jeff Jones William Jones Steven Jones Crandall Jones Joshua Jones Barbara Jones Peter Joseph James Justice Laurie Kadrich Robert Kagler Michael Kaigler Jonathan Kanipe Robert Karlinsey Joseph Kauer Amanda Kaufman William Keegan Clifford Keheley Betsy Keller Raymond Keller Gregory Kelly Philip Kern David Kilbane Hyun Kim Philip Kiraly Nolan Kirkman Thomas Klein Grant Kleinhenz Kelcey Klemm Randy Knighton Kevin Knutson

Steven C. Jones Roger Kemp Jon Lewis Tom Lundy Tom Markus Bob McEvoy Scott Koenig Jenna Kohl Joseph Kostecki Carol Kowalski James Krischke John Kross Neil Krutz Michael Kumbera Mark Kutney Spencer Kyle Zack Kyle Tammy LaBorde Robert LaBorde Kerry Lafleur Christopher Lagerbloom George Lahanas Michael Lamar Michelle Lancaster Michael Land Sharon Landers Marc Landry Ken Larking Arthur Lasher Mark Lauzier Edward Lavallee Lori LaVerriere Seth Lawless Christopher Lawrence Jeffery Lawson Jack Layne Christopher Layton Traci Leach Ryan Leavengood Matthew LeCerf Korban Lee Robert Lee Mark Leidal Darron Leiker Andrew Lent Tamara Letourneau Leo Lew Douglas Lewis James Lewis Shannon Lewis Anne Lewis Jonathan Lewis Craig Lindholm G. Linton Jason Little Matthew Livingston Tasha Logan Ford Peter Lombardi Vincent Long

Peggy Merriss Tim O’Donnell Bob O’Neill Andy Pederson Douglas Schulze Cynthia Seelhammer Jeffrey Lord Alfred Lott Andrew Lucas Frank Luckino Andrea Lueker Kristi Luger Tom Lundy Edwin Madden Matthew Magley Joshua Malchow James Malloy Greggory Mandsager Michael Maniscalco Benjamin Marchant David Marciello Matthew Mardesen Brent Mareck Marcella Marlowe Sonia Marroquin Melissa Marsh Beverli Marshall Scott Marshall Joseph Martin Douglas Martin Gregory Martin Gregory Martin Dale Martin Logan Martin Lucas Martsolf Stephanie Mason Derek Matheson Daniel Mator Barbara Matthews Opal Mauldin-Jones Douglas Maxeiner Robert Mayes Andrew Maylor Tony Mazzucco Kelly McAdoo Jennifer McCausland Darwin McClary Carolyn McCreary Greg McDanel Mark McDaniel Deborah McDonnell Kerry McDuffie Horace McHugh Timothy McInerney Susan McLaughlin Ernie McNeely Mark McNeill Quentin McPhatter Franklin Meadows Gary Meagher

Greg Sund Carl Swenson Nancy Watt Rod Wood Lee Worsley

Sarah Medary Molly Mehner Theogene Melancon Jon Mendenhall Maria Menendez Lloyd Merrell Lucinda Mester Adam Mestres Scott Meszaros Lance Metzler Alexander Meyerhoff John Michrina Jeffrey Mihelich Florence Miller Adrian Miller Grady Miller Justin Miller Jodi Miller Skylor Miller Diane Miller Steve Miller David Milliron Nicholas Mimms Adam Mitchell Jonathan Mitchell Preston Mitchell Donna Mitchell Graham Mitchell Jason Molino Laurie Montes Aaron Montgomery Bryan Montgomery Keith Moody Emily Moon Terrence Moore Nancy Morando Scott Morelli Mark Morgan Michael Mornson Christopher Morrill Steven Morus Thomas Moton Matthew Muckler Randy Mueller Matt Mueller Werner Muenger John Murphy Joseph Murphy Priscilla Murphy Gregory Murray Fredrick Murry Christine Myers John Nagel James Napier continued on next page

CREDENTIALED MANAGERS AND CANDIDATES CONTINUED

Spencer Nebel Joseph Neeb Ghida Neukirch Richard Newbern Sabra Newby Pamela Newton James Nichols David Niemeyer Richard Nienstedt Thomas Nikunen Patrick Niland Kenneth Noland David Nord Eric Norenberg Michael Norman Chris Nosbisch Andrew Nota Alfonso Noyola Jason Nunemaker Gary O’Connell Cliff Ogburn Peter Olson Steve O’Malley Aaron Oppenheimer Marc Orlando Mark Orme Daniel Ortiz-Hernandez Roy Otto Alan Ours Russ Overton Donald Owen Rachel Oys Shane Pace Kipling Padgett Nathaniel Pagan Wanda Page Martha Paige Brian Palaia Eric Palm Gary Palmer Lauren Palmer Larry Pannell Ephrem Paraschak Joseph Parente Wayne Parker Reagan Parsons Randall Partington William Pate Kevin Patterson Phillip Patterson Cara Pavlicek Lloyd Payne Sean Pederson Andrew Pederson Albert Penksa Michael Penny Michael Peoples Brandon Perkins William Perkins Mark Perkins Dale Peters Sharon Peterson Scott Peterson Lisa Peterson Douglas Petroshius Andrea Phillips Cleatus Phillips

Jennifer Phillips Peter Phillis Timothy Pickering Avril Pinder Scott Pingel Karen Pinkos Robert Piscia Michael Pleus Lon Pluckhahn Gregory Poff Pamela Polk David Poole Daniel Porta Calvin Portner Penny Postoak Ferguson Joshua Potosek Michael Pounds Bryant Powell Amber Powers Steven Powers John Prescott Frederick Presley Michael Primeau James Proce Nancy Puff David Pugh David Purvis Collin Quigley James Quin Georgia Ragland Marcia Raines Dan Ralley Francine Ramaglia Gina Ramos Montes Mark Randall Joshua Ray Benjamin Reeves Aaron Reeves Matthew Rehder Jennifer Reichelt Roger Reinke Alisha Reis Jeff Renaud Judson Rex William Reynolds Gaylene Rhoden Jeffrey Richardson Daniel Richardson Nancy Ridley Patrick Rigg Stephen Riley James Ritsema Ann Ritzma Michelle Rivera Ronnie Roberson Brandon Robertson Susan Robertson Julie Robinson Meredith Robson Albert Roder Ted Rogers Steven Rogers Robert Rokovitz Melissa Rollins Anthony Romanello Gregory Rose

Debra Rose Steven Rosenberg Don Rosenthal David Ross Mark Rothert Travis Rothweiler William Rowe Jill Rubin-Goldsmith Rick Rudometkin Jon Ruiz Doug Russell Mark Ryckman Michael Sable Tammi Saddler Jones Jorge Salinas Brian Sanders Debra Sandlin John Sandy Sage Sangiacomo Lori Sassoon Guy Savage George Schafer Kathryn Schauf Matthew Schuenke Douglas Schulze Paula Schumacher Gregg Schuster Reina Schwartz David Scott Shayne Scott Christopher Seaberg Kathleen Seay De’Carlon Seewood J. Sellers Matthew Settlemyer Martin Sewell Kathleen Sexton Joyce Shanahan William Shanahan Dean Shankle John Shaw Joshua Shaw Nabiel Shawa John Shepherd Frederick Sherman Susan Sherman Sally Sherman Edward Shikada Benjamin Siegel Michele Siemer Christian Sigman Jill Silverboard Noah Simon Jonathan Simons Scot Simpson Shanna Sims-Bradish Cody Sims Daniel Singer L. Guy Singletary Brian Sjothun Hadley Skeffington-Vos Dave Slezickey Rochelle Small-Toney, MPA, ICMA-CM Joshua Smith Morgan Smith Jeremy Smith

James Smith Emilie Smith Robert Smith Ronald Smith Barbara Smith Byron Smith Melissa Smith Gentry Phillip Smith-Hanes Walter Smolinski Laura Snideman Anthony Snipes Scott Snow Curtis Snyder Jeffrey Snyder Tedmond Soltis Scott Somers William Sorah Patrick Sorensen Monica Spells Corrin Spiegel Matthew Spoor Fritz Sprague Michael Staffopoulos Michael Stallings Douglas Stanley Susan Stanton Anthony Starr James Stathatos Michael Steigerwald Eileen Stein Cynthia Steinhauser Mark Stephens Craig Stephenson Paul Stevens Robyn Stewart Harold Stewart Paula Stewart Scott Stiles Matthew Stiles Jason Stilwell Diane Stoddard Jeffrey Stoke Jeffrey Stonehill George Strand Kenneth Striplin David Strohl Sharon Subadan Julius Suchy Terry Suggs Maura Sullivan Kimberley Summers William Summers C. Seth Sumner Greg Sund Nolan Sunderman Julian Suso Cathy SwansonRivenbark Jonathan Sweet Kevin Sweet Darrin Tangeman Sybil Tate James Taylor David Tebo Bethany Tetley Nathan Thiel Cory Thomas

Everett Thomas James Thompson Kayla Thorpe Susan Thorpe Brian Thrower Teresa Tieman David Tillotson Steven Tilton John Titkanich Patrick Titterington Carlos Tobar James Tolbert Anthony Tolstedt Elizabeth Toney-Deal Brian Townsend Bradford Townsend Bradley Townsend Ann Marie Townshend Scott Trainor Laura Triggs Andrew Trivette Peter Troedsson Jonathan Trogdon Kevin Troller Brent Trout Jason Tuck Erik Tungate Frederic Turkington Jeff Tyne Mark Tyner L. Kelly Udall Kurtis Ulrich Ana Urquijo Maryann Ustick Brian Valentino Keith Van Beek Michael Van Milligen Mark Van Vleck Rebecca Vance Alan Vanderberg Bradley Vath Christopher Vaz David Vela Marc Verniel Gerald Vincent Steven Vinezeano Paul Virgadamo Theodore Voorhees Dana Walden Hugh Walker Dale Walker Jason Walker Ann Wall Joan Walls John Walsh David Waltz Chris Ward John Ward Deborah Waszak John Waters Graham Waters Michael Watson Kevin Watson Steven Weaver Justin Weiland Happy Welch James Welch

Jeffrey Wells Roderick Wensing Judy Weter Steven Wheeler Andrew White D. Whitley Steven Whitlock James Wickman Dan Wietecha Stephen Williams Michael Williams Kristi Williams Sandra Wilson Christopher Wilson Kurt Wilson Brian Wilson Martha Wine Randall Wingfield Ralph Wise Roy Witherow Kenneth Witt Richard Wixom Reid Wodicka Tim Wolff Aaron Wood Jacob Wood Jeana Woods Ashley Wooten Dianna Wright Angel Wright-Lanier Dawn Wucki-Rossbach Justin Yaich Gabriella Yap Jason Yarborough Brian Yerges Heidi York Timothy Young Kenneth Young Charles Yudd Anthony Zampedro George Zboyovsky Alison Zelms Karl Zephir Nicole Zieba David Zook Eric Zuzga

ICMA CREDENTIALED MANAGER CANDIDATES Scott Andrews Katie Bordeaux Dawn Buckland Dominick Casey Michael Celaya Jeffrey Cook Marc-Antonie Cooper Catherine Crosby Michael Delk Steven Downs James Fenlon Robert Fiscus Natasha Hampton Joshua Harrold

Melissa Heller James Jackson Mike James Matthew Johnson Redmond Jones Robert Joseph Kirstyn Jovanovich Rachel Kelly Jeremy Kimpton Laura Lam Joseph La Margo Andrew Lichterman Antonio Lopez Jonathan Lynn Amanda Mack Mark Matthews Ian McGaughey Jeffery Meisel Sheryl Mitchell Jason Parker Daniel Presley Gabe Reaume Erin Reinders Amanda RhinehartHarrington Paul Rosen Suzanne Sherman Courtney Sladek Thomas Smith Casey Smith Trish Stiles Kyle Thauvette Valmarie Turner Gwendolyn Voelpel Jason Weeks Dan Weinheimer Justin Weiss Diane Wessel Melanie Winfield Brandon Wright Suzanne Yeatts

ICMA RETIRED CREDENTIALED MANAGERS Michael Abels Mark Achen Michael Allison Richard Ambrose Craig Anderson James Antonen Mark Arbuthnot Larry Arft Wadie Atallah Lester Baird Dan Bartlett Linda Barton Douglas Bean Edward Beasley Frank Benest Paul Berg Ron Bergman Paul Berlant

Daniel Berlowitz Willie Best Jim Blagg Russell Blake Larry Blick Barbara Blumenfield Marshall Bond Raymond Botch Kevin Bowens Wayne Bowers Barry Brenner Kurt Bressner Leamon Brice Thomas Brobeil Edward Brookshier Donald Brookshire Jeffrey Broughton Michael Brown Michael Brown Dee Bruemmer Stephen Bryant Thomas Brymer William Buchanan Eric Budds Gerald Burgess Michael Burns Troy Butzlaff Randall Byrne William Cahill Patrick Cannon Shaun Carey Carolyn Carter Jane Chambers Rickey Childers Thomas Christie David Clyne Michael Conduff Charles Connell Peter Connet Tobias Cordek Gustavo Cordova Ryan Cotton Thomas Courtney Samuel Coxson Harley Crawford David Cressman Arne Croce John Crois Michael Crotty Francis Culross James Curry Frances David Daryl Delabbio Joseph DiGiacomo Alphonse Dixon John Dixon Charles Dobbins Mark Donham John Downs Kevin Duggan Bernice Duletski Darnell Earley Frank Edmunds Jack Ethredge

Edward Everett Jennifer Fadden Gregory Fehrenbach William Fisher Bobbe Fitzhugh Daniel Fitzpatrick Robert Frank Kevin Frazell Dee Freeman Elizabeth Fretwell Richard Gale A. Galloway William Ganek Anton Gardner Brenda Garton Michael Garvey David Gattis Edward Geick Marian Gibson Allen Gill Judith Gilleland Rodney Gould Carol Granfield Anthony Griffin Ray Griffin William Grile Linda Groomer Richard Haffey Robert Hamilton Charles Hammond Jack Haney Jim Hanson Roy Hardy Wes Hare Cecil Harris Dewey Harris Gwendolyn Harvey Dennis Henderson Richard Herbek Peter Herlofsky Michael Herman W. Hiatt Carrie Hill Cheryl Hilvert Blaine Hinds Michael Hinnenkamp Kurt Hodgen Ray Hodges Jon Hohenstein David Holmes Thomas Hoover Mark Hoppen Cal Horton C. Horton James Hough Ross Hubbard Peter Huber David Hulseberg Timothy Hults Marc Hummel Edward Humphries Robert Hyatt Julian Jackson Kay James

Gerald Johnson Timothy Johnson Kathy Katz Pamela Kavanaugh Daniel Keen Richard Kelton Roger Kemp Bertrand Kendall Robert Kiely John Kolata Edward Koryzno Leon Kos Matthew Kridler David Krings Mark Kunkle Debra Kurita Robert LaSala Eugene Lauer Robert Lawton Robert Lee Debi Lee Kim Leinbach Michael Letcher Nadine Levin Mark Levin David Limardi Barbara Lipscomb Theodore (Bob) Livingston Lewis Loebe Robert Lohr John Longley Donald Lorsung Carl Luft Jon Lynch Gayle Mabery John MacLean John Manahan Kenneth Marabella James Marshall James Martin Leonard Matarese Terry Matz Dominic Mazza William McDonald Robert McEvoy Jerry McGuire Paul McIntosh Wade McKinney Michael McLaurin Robert McLeod Bradley Mears David Mercier David Meriwether Oliver Merriam Kerry Miller Jack Miller Ronald Miller Gary Milliman Michael Milone William Monahan David Mora Roger Morris William Morton

A. Moss Thomas Muehlenbeck Jeffrey Mueller James Mullen James Murphy Andrew Neiditz Jon Nelson Lynn Nordby Julia Novak John Novinson Anthony Nowicki Frederick Nutt James O’Connor Anne Odell Tim O’Donnell John Ogburn James O’Grady J. Ojeda Chad Olsen Robert O’Neill Kevin O’Rourke Ronald Owens Robert Palmer Evert Palmer Joyce Parker Paul Parker Kenneth Parker Gary Parrin George Patterson John Patterson P. Michael Paules Kimball Payne James Payne Calvin Peck Charles Penny Martha Perego Jan Perkins John Perry James Perry William Peterson John Petrin Rondall Phillips John Phillips Beth Pollard Joseph Portugal, Ph.D, ICMA-CM James Prosser William Pupo Randall Riggs Albert Rigoni Richard Rising Frank Robinson Roger Rolfes Margie Rose Kathleen Rush David Rutherford Valerie Salmons Arthur Schmidt Peter Schneider David Schornack Laurel Schreiber Timothy Schuenke John Scruton Gary Sears

Cynthia Seelhammer Richard Self Paul Sharon Richard Sheola John Sherman Paul Shew John Shirey Jeffrey Slatton John Slota Israel Small Cory Smith William Smith Nat Smith David Sollenberger Richard Stadler Catherine Standiford Richard Starks Kurt Starman Carl Stephani Peter Stephenson Steven Stewart Donald Stilwell John Stinson Ronald Stock Larry Stoever Mary Strenn Eric Swanson Carl Swenson Demitrios Tatum Marcia Taylor Joseph Taylor Rex Taylor Steven Thompson David Treme Carlos Urrutia Carl Valente Russell Van Gompel Patricia Vinchesi Benedict Vinzani Ellen Volmert Ronald Wagenmann Craig Waldron Michael Walker Sanford Wanner Jerene Watson Nancy Watt Barry Webb Douglas White John Wesley White William Whitson Ronald Wilde Glen Williams Michael Willis Michael Wilson Mark Wollenweber Roderick Wood Joseph Yarbrough Terry Zerkle Tim Zisoff James Zumwalt

SPECIAL THANKS TO OUR SUPPORTERS A SPECIAL THANKS TO THE 2019 SUPPORTERS AND FRIENDS OF THE ICMA FUTURE OF PROFESSIONAL MANAGEMENT FUND ICMA would like to express its gratitude to the individuals and organizations listed in this special section for supporting the local government management profession by becoming ICMA donors. Their financial support of the Future of Professional Management Fund and other donor-supported professional development scholarship opportunities has helped promote and preserve the profession and, accordingly, strengthened local communities everywhere. Because of our contributors’ generosity, ICMA was able to continue its mission of advocating for professional local government management by supporting the adoption and retention of the council-manager form of government, raising public awareness about the profession, and inspiring a new generation of future local government leaders. ICMA is honored by the generosity and commitment of all of the donors. Organizational Donors $4,000 Virginia Local Government Management Association $1,000 Kansas Association of City/ County Management Washington City/County Management Association

Individual Donors

Kevin M. Flannery

James N. Holgersson

Glenn F. Spachman

Heather M. Geyer, MA

Henry Howard

James Thurmond

Kathleen Jenks Harm

Pamela A. Hylton

Patrick E. Titterington

Lloyd V. Harrell Jr.

Baldev S. Josan

Robert L. Wilson Jr.

Robert S. LaSala, ICMA-CM

Craig Kocian

James W. Zumwalt

Peter A. Korn

$300–$105 Carlos P. Baia Sheryl D. Bailey W. Lane Bailey James M. Banovetz, PhD

$100,000+ Judy L. Kelsey

Gregory J. Bielawski, MA Michael A. Conduff, ICMA-CM

Layne P. Long Craig Lonon Derek M. Matheson, ICMA-CM Tony Mazzucco, ICMA-CM Molly Mehner, AICP, ICMA-CM Florentine Miller

$2,500

Homer T. Dearmin, ICMA-CM

David A. Milliron, CEcD, CMFO, CPM, ICMA-CM, MPA

Lloyd R. De Llamas

Mary Kay Peck Delk, FAICP

Thomas M. Moton Jr.

$1,000

Milton R. Dohoney Jr., ICMA-CM

Mark E. Nagel, MBA, MPA

Jerry Newfarmer Robert J. O’Neill Jr., ICMA-CM $600 Thomas M. Markus, ICMA-CM $500 Jane S. Brautigam, ICMA-CM

Kevin C. Duggan, ICMA-CM, MPA Ron R. Fehr Gregory C. Fehrenbach Kenneth R. Fields Patricia A. Finnigan Thomas J. Fromme, MPA

Duane R. Cole

Anton S. Gardner, ICMA-CM

Larry J. Cunningham

Kenneth C. Hampian

Timothy J. Erwert 48 | PUBLIC MANAGEMENT | SEPTEMBER 2020

Eric P. Norenberg, ICMA-CM Julia D. Novak, ICMA-CM Alan M. Ours, ICMA-CM Charles W. Penny George A. Pettit Marc H. Pfeiffer Kathleen B. Sexton, ICMA-CM Edward K. Shikada, ICMA-CM, PE John F. Shirey

$100 Abimbola A. Akande Craig G. Anderson John P. Applegate Nicole C. Ard Jesus Armas Barbara J. Avard Martha J. Bennett, ICMA-CM, MPP George C. Campbell Mike Casey Nathan M. Cherpeski, ICMA-CM Larry R. Coons Samuel L. Coxson, MPA Peter J. Crichton, MPA Francis J. Culross, Jr. David J. Deutsch Vince DiPiazza Edward R. Driggers, ICMA-CM, MBA William H. Edgar

Michael A. Ericson, ICMA-CM, MA

Frans G. Mencke, LL.M.

Steven Wheeler

Thomas A. Klein, ICMA-CM

Donna G. Miller

Bryan L. White, ICMA-CM

Marc Landry, MBA

William H. Fisher, Jr.

David E. Moran

Earl D. Wilson Jr.

Douglas K. Leslie

Laura A. Fitzpatrick

Roger J.B. Morris

Edward A. Wyatt

Anthony Bonilla Lopez, MPA

Randi Frank

Steven J. Morus

Joseph W. Yarbrough

Samuel D. Mamet

Karen S. Gallivan

Ghida S. Neukirch, ICMA-CM

Kenneth B. Geathers, Jr. Magda Alicia Gonzalez, JD Jack S. Hamlett David T. Harden James Hayner Edmond R. Hinkle

Jack R. Noble Anne L. Norris James B. O’Grady Marcia D. Onieal Sara Ott Calvin R. Peck Jr., ICMA-CM

Brent D. Hinson, ICMA-CM

John F. Perry, ICMA-CM

Katy Simon Holland, ICMA-CM, MA

M. Denis Peterson

Gary C. Holmes James G. Jayne, MPA Brian L. Johnson, ICMA-CM Daniel A. Johnson Dwight D. Johnson Richard I. Kerbel, PE, Ph.D. Patrick E. Klein David Krings John Kross, ICMA-CM Dr. Mary Jane Kuffner Hirt Christopher J. Lagerbloom Edward F. Lavallee, MPA Jacqueline L. Lee James R. Lewis, ICMA-CM Peter F. Lydens Lynn H. Markland Stephanie J. Mason, ICMA-CM Opal D. Mauldin-Jones, ICMA-CM Kelly R. McAdoo Deron L. McCormick Robert D. McEvoy, ICMA-CM Michael A. McNees

Anthony T. Plante Daniel Rich Paul Shew, MPA Reid Silverboard Jack Arthur Simpson Henry D. Sinda Robert E. Slavin Alden F. Smith Karen A. Smith Nat Erskine Smith Jr., AICP, ICMA-CM Scott Somers, MPA Glenn D. Southard Eric S. Stuckey James H. Svara, Ph.D. Henry Taboada Thomas A. Tanghe Charles O. Thomas James L. Thomas Susan K. Thorpe, ICMA-CM Theodore L. Voorhees, ICMA-CM, MPA Paul A. Wenbert, ICMA-CM

UNDER $100 Dave R. Anderson Katherine L. Barrett Greg Benson, MPA Laura Ann Biery Barry M. Brenner Jeffrey Broughton John B. Brown Jr., MBA

Dominic F. Mazza Carl M. Metzger Ronald Molendyk Janet R. Muchnik David J. Niemeyer Anne F. Odell Nathaniel W. Pagan, ICMACM, MPA

Randall D. Byrne

Robert L. Palmer, AICP, ICMA-CM

Joseph P. Casey, CPA, PhD

Stephen M. Pappalardo, MPA

Melisa Caughman

James S. Phillips

Julia A. Cedillo

Tedd E. Povar, MPA

Susan M. Cluse, CPM

Jessica J. Quady

John W. Coffey, ICMA-CM

Richard T. Reed

Michael S. Collins

Meredith Roark

Tobias M. Cordek

Mark A. Rohloff, MPA

John C. Darrington

Michael Ross, BS

Francis M. Delach Jr.

David L. Rudat

Dennis R. Foltz, AICP

Kathleen F. Rush

Michele Frisby, MS

Ronald Showalter

Chantal Cotton Gaines, MPP, MUP

Rudolph Smith

Robert T. Gaiotti Harry W. Hayes, MCRP Richard E. Helton Otis L. Hollar, MPA Stephen L. Hollister Shirley D. Hughes Robert B. Johnston Diane Jones

Laura Snideman, ICMA-CM Kyle R. Sonnenberg Kurt J. Starman Robert L. Svehla David S. Teel Mark D. Vanderpool, BA, MPA Melvin L. Waldrop, MPA Ivan L. Widom Ernest J. Wilson

Pamela Kavanaugh

Teresa B. Wilson

Tadayoshi Kawawa, MPA SEPTEMBER 2020 | PUBLIC MANAGEMENT | 49

INSIGHT

CANDOR: Consistency, Attitude, Nonpartisanship, Decisiveness, and Optimism = Renewal An approach for local government managers dealing with a crisis of epic proportions BY EARL MATHERS

Local governments are confronted at

EARL MATHERS retired at the beginning of 2020 as county manager in Gaston County, North Carolina, after more than 30 years in public management. He and his wife Kallie currently reside in Staunton, Virginia.

present with a crisis of almost unprecedented proportions, which will likely be of extended duration. Triggered by the pandemic, the stress on localities will persist until well after a vaccine has been disseminated to control COVID-19. Many local governments are struggling with the burden of dealing with the pandemic and significantly increased strain on health, social services, law enforcement, and other departments. Revenues are taking a very hard hit and it will likely be quite some time before the financial crisis completely abates. Moreover, many local governments may suffer chronically from inadequate reserves and other questionable financial management practices that have exacerbated the problem, deepening the immediate financial distress. This article is an attempt to distill a few lessons from observation, study, and some dumb mistakes during my 30 years of public management. The CANDOR acronym is more than a play on words. Each of the words describes an element of practice that may be beneficial during these singularly difficult times. In addition, candor itself is critical in our relationships with elected officials, our residents, and all those with whom we interact as managers. Indeed, it is the professional responsibility of public managers to share accurate information even when doing so is uncomfortable or career altering. The following months and years will be exceptionally difficult for local government managers. As these trials unfold, it is essential that managers provide the kind of guidance that will allow communities to weather this storm while building the collective strength necessary to achieve a renewal that is both tangible and spiritual. CANDOR may serve as a useful framework for meeting this challenge.

50 | PUBLIC MANAGEMENT | SEPTEMBER 2020

Consistency. Many members of the public are in severe distress due to the life-threatening illness of loved ones, financial travails, or other reasons. Politicians are eager to assert their authority and to resolve problems that are nearly intractable. In general, present circumstances have created widespread emotional upheaval. Despite the inherent volatility associated with so many aspects of the crisis, managers must consistently serve as a steady, objective, calming, and dependable presence. Attitude. An attitude of empathy and caring, along with a willingness to listen to all perspectives, is critical. Regardless of how stringent the demands of managing in this crisis become, an attitude that conveys openness and understanding will help to dispel hostility and set the tone for problem solving. It is imperative that local government managers’ attitudes and behaviors engender

It is the professional responsibility of public managers to share accurate information even when doing so is uncomfortable or career altering. trust in the institutions they serve while acknowledging inadequate capacity to satisfy every need. Nonpartisanship. Wise managers understand the need to maintain political neutrality. The composition of elected boards changes and managers need to present information, weigh options, and deal with people in a manner that is as universally equitable as possible. It is obvious that partisan bickering and political blunders at all levels have hindered efforts to deal with the pandemic and address the resultant financial crisis. Through nonpartisan solutions and by serving as a neutral arbiter,

Augustas Cetkauskas - stock.adobe.com

managers may help bring reason to what often appear to be unreasonable situations. Decisiveness. Although some decisions will reside with the elected board, especially approval of agonizing budget cuts, there will be many day-today decisions that will fall to managers. Considering ever-worsening resource constraints and the severity of current problems, various manageriallevel decisions may be very painful. Nonetheless, timely and rational decisions will help to keep programs functioning and ameliorate concerns that government is becoming dysfunctional. Optimism. In a crisis of the magnitude now impacting local governments across America, it is easy to become pessimistic and adopt a doomsday mentality. It seems almost trite to say that managers can serve as a beacon of hope, but the public truly needs such a calming influence in this perilous time. While it is never good to distort the facts or withhold information that people need to make personal decisions, it is possible to present information in a way that also presents plans to mitigate problems and hope for the future. Renewal. Eventually, this crisis will be overcome through the collective efforts of many good people. Most

local government managers rely on experts that may or may not be under their supervision in order to make informed decisions and to craft relevant messages. The actions of local government managers can make a significant difference in terms of how we emerge from the crisis. It is possible that our country can Managers be spiritually revitalized along with regaining physical and financial health. Managers have an have an opportunity to be part of the process of restoring opportunity confidence in the efficacy of American democracy. to be part of Medical and pharmacological remedies will ultimately prevail, and despite enormous loss of life the process and quite possibly lingering health concerns, of restoring eventually America will be physically capable of a confidence in return to normalcy. At the same time, our already the efficacy unhealthy psyche may be further damaged by our deep-seated divisiveness. We have become more of American polarized, less able to problem solve, and highly democracy. prone to engage in diatribe as opposed to productive dialogue. However, local government managers can model effective approaches for communicating, problem solving, and building unity, starting at the community level and hopefully moving upward. Perhaps this is the silver lining associated with the great crisis we are in. SEPTEMBER 2020 | PUBLIC MANAGEMENT | 51

Dr. Kemp provides national professional speaking services on current government topics. Some of these topics include state-of-the-art practices in the following dynamic and evolving fields: - America’s Infrastructure

- Model Government Charters

- Budgets and Politics

- Municipal Enterprise Funds

- Cities and The Arts

- Police-Community Relations

- Economic Development

- Privatization

- Financial Management

- Elected Officials and Management Staff

- Forms of Local Government

- Strategic Planning

- Immigrant Services

- Town-Gown Relations

- Main Street Renewal

- Working with Unions

Roger Kemp’s background and professional skills are highlighted on his website. Dr. Kemp was a city manager in politically, economically, socially, and ethnically diverse communities. He has written and edited books on these subjects, and can speak on them with knowledge of the national best practices in each field. Call or e-mail Roger for more information. Dr. Roger L. Kemp 421 Brownstone Ridge, Meriden, CT 06451 Phone: (203) 686-0281 • Email: rlkbsr@snet.net www.rogerkemp.org

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Consultants To Management

• Organization and Management Studies • Executive Search • Utility Studies • Compensation and Classification Studies • Privatization • Strategic Planning 5579B Chamblee Dunwoody Road #511 5579B Chamblee Dunwoody Rd. Atlanta, Georgia #511 Atlanta, GA30338 30338 770.551.0403 770.551.0403 • Fax 770.339.9749 Fax 770.339.9749 E-mail: mercer@mindspring.com email: mercer@mindspring.com

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