OCTOBER 2018 | icma.org/pm INSIDE

2 PUBLIC DISSENT

6 PROFESSIONAL EXCELLENCE

16 PROGRAM EXCELLENCE

34 SERVICE AWARDS

2018 ICMA Local Government Excellence

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FullPgAd_Aug18_1.indd 1 8/3/18 2:00 PM This issue of PM is supported by ICMA contents Presidential Partner October 2018 | Vol. 100 No. 9

2018 ICMA Local Government Excellence Awards 50th Anniversary 1968–2018

5 2018 LOCAL GOVERNMENT EXCELLENCE AWARDS INTRODUCTION Marc Ott, Executive Director, ICMA, Washington, D.C.

31 DISTINGUISHED SERVICE AWARDS Recognition of retired ICMA members who have made an outstanding contribution to the management profession.

6 PROFESSIONAL EXCELLENCE AWARDS 32 ICMA HONORARY MEMBERSHIP Recognition of individual ICMA member achievements. Recognition of an individual outside the local government management profession who has Darin Atteberry, City Manager, Fort Collins, Colorado; contributed to the improvement of local government. Gloria Hurtado, Deputy City Manager, Santa Rosa, California; Henry Hill III, Deputy City Manager, Frisco, Texas; Brant Hanson, City Manager, Ephraim City, Utah; Orville Powell, Clinical Associate 33 HARVARD SCHOLARSHIPS Professor Emeritus, Indiana University, Bloomington, Indiana. Recognition of individuals who were selected to receive Harvard Kennedy School’s Senior Executives in State and Local Government program scholarships.

34 SERVICE AWARDS Recognition of ICMA members’ dedication to public service and professional management at the local level.

40 ICMA CERTIFICATES IN PERFORMANCE MANAGEMENT Recognition of local governments that are committed 16 PROGRAM EXCELLENCE AWARDS to including performance measurement in their Recognition of outstanding local government programs. management practices. Flossmoor, Illinois, Connecting Our Community to Be More Inclusive; Oakley, California, You, Me, We = Oakley!; San departments Antonio, Texas, Equity Initiative; New Richmond, Wisconsin, Irv and Mary Sather Skylark Skate Park; Glastonbury, Connecticut, 2 Ethics Matter! Glastonbury Riverfront Park and Boathouse; Tallahassee, Florida, Giving Voice and Action to Your Principles Tallahassee Future Leaders Academy; New Richmond, Wisconsin, Active Shooter Training; Mundelein, Illinois, A Way Out Program: 42 Professional Services Directory Lake County Opioid Initiative; Douglas County, Colorado, Douglas County Mental Health Initiative; Kenilworth, Illinois, Kenilworth 2023 Infrastructure Improvement Plan; Cedar Hill, Texas, Cedar Hill Growing Green Program; Raleigh, North Carolina, icma.org/pm Green Stormwater Infrastructure and Low-Impact Development; This issue of PM is available online and Norristown, Pennsylvania, Local Economic Revitalization Tax mobile at icma.org/pm September 27, 2018. Assistance; and Olathe, Kansas, Olathe Performs. icma.org/pm OCTOBER 2018 | PUBLIC MANAGEMENT 1 ethics matter! | personal principles

BY MARTHA PEREGO, ICMA-CM GIVING VOICE AND ACTION

TO YOUR PRINCIPLES Public Management (PM) aims to inspire innovation, inform decision making, Thoughts on when, why, how, or perhaps not to engage connect leading-edge thinking to everyday challenges, and serve ICMA members and local governments in creating and sustaining thriving communities throughout the world. he recent decision by President From this example, it is easy to Trump to revoke the security draw parallels with other professions in ICMA EXECUTIVE DIRECTOR credentials of former Central the public service domain. The line of Marc Ott T DIRECTOR OF MEMBER PUBLICATIONS Intelligence Agency Director John demarcation for public dissent on local Lynne Scott Brennan gave outsiders entrée into government policies is clear for local ART DIRECTOR what had been until then a private government professionals. Erika White debate in the intelligence community. Yet there is no shortage of situations DESIGN For background, the former director where you may be drawn in or want Picante Creative Publications www.picantecreative.com had been an outspoken critic of the to weigh in given your expertise and EDITOR administration’s policies, calling out the commitment to the public’s interest. Beth Payne president by name. Consider two real-life scenarios. The private debate, as later revealed PUBLIC MANAGEMENT (PM) (USPS: 449-300) IS PUBLISHED MONTHLY EXCEPT FEBRUARY BY in media interviews with members of Name Change Debate ICMA (THE INTERNATIONAL CITY/COUNTY MAN- the profession, zeroed in on the core The community is engaged in an intense AGEMENT ASSOCIATION) AT 777 NORTH CAPITOL STREET. N.E., WASHINGTON, D.C. 20002-4201. attributes of their profession: a-political, but civil debate on whether to rename PERIODICALS POSTAGE PAID AT WASHINGTON, nonpartisan, prone not to publicly its only public high school named after D.C., AND AT ADDITIONAL MAILING OFFICES. THE OPINIONS EXPRESSED IN THE MAGAZINE ARE voice even the hint of dissent on policy a confederate general. The intensity of THOSE OF THE AUTHORS AND DO NOT NECES- matters while on the job and later, and feeling is best summarized by the results SARILY REFLECT THE VIEWS OF ICMA. yet uniquely positioned based on their of the recent school board elections: COPYRIGHT 2018 by the International City/ knowledge and expertise to weigh in on Candidates running on the “Change the County Management Association. All rights reserved. Material may not be reproduced or what is a complicated business. Name” platform won while those running translated without written permission.

Those engaged in the debate asked: on the “Save the Name” platform lost. REPRINTS: Apply to the editor for permission to Do former officials lose their First The school board is moving forward reprint any part of the magazine. Amendment right to offer their opinion? to engage the community in the discus- SUBSCRIPTIONS: U.S. subscription rate, $46 per year; other countries subscription rate, $155 per year. Are there circumstances so dire that sion about whether to change the name Printed in the United States. dissent is the right course of action? or not. Contact: 202/289-4262; [email protected]. Should public dissent be focused on Residents are literally staking out POSTMASTER: Send address changes to Public Management, ICMA, 777 N. Capitol Street, N.E., the policy versus calling out an elected their position with a new flock of signs. Suite 500, Washington, D.C. 20002-4201. person by name? The “Save the Name” signs are being ARTICLE PROPOSALS: Visit icma.org/pm to see Does that distinction even mat- countered with “But the Name Hurts” “Editorial Guidelines” for contributors. ter? Does weighing in undermine the signs. Because this is a school board EDITORIAL INFORMATION credibility of those serving in the profes- decision, the city council has not taken 202/962-3619 sion? In the end, is this more about the an official position although individually [email protected] tone not decorum? elected officials are voicing their opin- ADVERTISING SALES ions. The city manager, who has children Christopher Riordan The Townsend Group, Inc. Taking a Public Stand enrolled in the school, hasn’t expressed Tel: 202/367-2462 Former intelligence professionals his position on the issue. Fax: 202/367-2173 voiced their position on the matter. Returning home after work one [email protected] They objected to what they viewed as evening the city manager is met with an attempt to stifle free speech, but multiple “But the Name Hurts” signs on they did not fully endorse what their the lawn. The work of his kids no doubt! colleague had to say. Dinner conversation focused on why icma.org | icma.org/pm

2 PUBLIC MANAGEMENT | OCTOBER 2018 icma.org/pm 2018–2019 ICMA EXECUTIVE BOARD

PRESIDENT Karen Pinkos* Assistant City Manager, El Cerrito, California

PRESIDENT-ELECT Jane Brautigam* TO ENGAGE City Manager, Boulder, Colorado TO PAST PRESIDENT OR NOT David Johnstone City Manager-Retired, Candiac, Quebec, Canada ENGAGE? VICE PRESIDENTS INTERNATIONAL REGION Frans Mencke City Manager, Hoom, Netherlands Tim Anderson Chief Administrative Officer,Waterloo, Ontario, Canada Sue Bidrose Chief Executive Officer,Dunedin City Council, New Zealand they decided that it was important to While its rhetoric is clearly in opposi- take a stand. tion to the current administration, you MIDWEST REGION Having raised their children to follow don’t see any reference to donating to Patrick Klein Director of Aviation, Kansas City, Missouri their values, neither the city manager candidates, parties, or campaigns. Are Wally Bobkiewicz* nor his spouse can argue with their you in safe ethical territory to donate? City Manager, Evanston, Illinois passion and decision. After all, they live Clint Gridley* here, too. Issues to Weigh City Administrator, Woodbury, Minnesota Over the course of the next couple For local government professionals, the MOUNTAIN PLAINS REGION of days, a few residents chastised the guideline on personal advocacy states James Jayne city manager for the yard sign. Why is that members share with their fellow County Manager, Coconino County, Arizona he getting involved in politics? Did the residents the right and responsibility Heather Geyer City Manager, Northglenn, Colorado manager cross the line here by allowing to voice their opinion on public issues. Michael Land* the signs to remain in place? You may advocate for issues of personal City Manager, Coppell, Texas interest, but only when doing so does NORTHEAST REGION Preserving Public Lands not conflict with the performance of your Stephanie Mason* A nonprofit conservation organization official duties. Township Manager, Doylestown, Pennsylvania is protesting the federal government’s Consider, however, whether voicing Matthew Hart* Town Manager, West Hartford, Connecticut decision to dramatically reduce the size your personal opinion could affect your Christopher Coleman of two expansive national monuments. ability to be effective in your role. Are Assistant Town Manager, Needham, Massachusetts Vehement in its opposition to an you the convener who brings together

SOUTHEAST REGION action they call an “unprecedented disparate interests in your community? Edward Driggers* attack on public lands,” the organization The moderator? Viewed as an objective City Administrator, Greer, South Carolina is marshalling donors to fund a legal voice in the community? W. Lane Bailey* challenge. Their social media based If so, stepping into the public arena City Manager, Salisbury, North Carolina public awareness campaign blames, by may not be wise; not a reason to stand Laura Fitzpatrick* Deputy City Manager, Chesapeake, Virginia name, the president, interior secretary, down from advocating for your personal and state governor. interests, but something to consider. WEST COAST REGION An outdoor enthusiast, you have Finally, tone and respect matter Martha Bennett* Chief Operating Officer,Metro Council, hiked the land in question and know enormously here—both your own and Portland, Oregon it to be a rare commodity. When an that of the individuals and organizations Maria Hurtado email arrives inviting you to support the with which you align yourself. Assistant City Manager, Hayward, California opposition, you are inclined to donate. A Edward Shikada* MARTHA PEREGO, ICMA-CM Assistant City Manager/General Manager of Utilities, quick check of the organization’s website Ethics Director, ICMA Palo Alto, California indicates that it uses funds for advocacy Washington, D.C. [email protected] *ICMA CREDENTIALED MANAGER (ICMA-CM) and legal challenges. icma.org/pm OCTOBER 2018 | PUBLIC MANAGEMENT 3 920438_ICMA_8.25x10.875_AD_v2outlines.indd 1 8/14/18 9:47 AM Celebrating 50 Years of Excellence

2018 ICMA Local Government Excellence Awards

n the coming years, local governments and the out- standing professional city, town, and county managers who direct them will continue to exemplify leader- ship and management in the face of volatile political environments. As courageous leaders, we must demonstrate the ability to Iserve our constituents resourcefully, change the tone of public discourse to rebuild community trust, encourage compromise, and focus on what is important when serving our constitu- ents. Only by setting our sights high on the path toward MARC OTT excellence can we accomplish these goals. The year 2018 marks the 50th anniversary of ICMA’s Local Government Excellence Awards Program. Initiated in 1968 “to recognize managers for significant innovations in municipal government management,” the first 10 recipients of the “Management Innovation Awards” were recognized in the March 1969 issue of PM magazine. 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. The 2018 recipients demonstrate that innovation is possible regardless of the size of the community, the status of the economy, or the political environment. This year ICMA recog- nizes a slate of five individuals and 14 local governments chosen by an independent panel of their peers, from among more than 150 nominations, for their contributions to elevating the practice of local government leadership and management. I’m excited to announce that for the first time this year, we’re also conferring a Com- munity Diversity and Inclusion Award to three jurisdictions to align with ICMA’s goals and objectives in this area. Due to the generous support of ICMA Strategic Partner Dude Solutions, we hope you enjoy this special awards issue, which in addition to the Local Government Excellence Awards, commemorates our Distinguished Service, Honorary Membership, Local Government Service, and Certificates in Performance Management awards. Please join us in celebrating the individuals and jurisdictions that have achieved the highest levels of excellence.

Regards,

Marc Ott Executive Director ICMA

icma.org/pm OCTOBER 2018 | PUBLIC MANAGEMENT 5 AWARD FOR CAREER EXCELLENCE IN MEMORY OF MARK E. KEANE

Darin Atteberry, ICMA-CM City Manager, Fort Collins, Colorado

6 PUBLIC MANAGEMENT | OCTOBER 2018 icma.org/pm 2018 ICMA LOCAL GOVERNMENT EXCELLENCE AWARDS | DARIN ATTEBERRY, ICMA-CM

Darin Atteberry’s career in local government has been defined by excellence, innovation, taking organizations to the next level, and making sustainable improvements to the communities he has served.

olleagues and elected services, comprising environmental them had plans to provide fiber-to-the- officials alike value health, economic health, and social premise ubiquitously across the city. Atteberry’s aspira- sustainability, and overseen by a chief Lack of vision wasn’t a plan. tional leadership and sustainability officer. Atteberry led a survey of options avail- drive for results. They With guidance and support from able to the city. After a year of research, praise his knack for listening, fairness, the community and council, the city Fort Collins took a proposal to the voters aptitude for the political subtleties of organization has long taken a triple that would authorize up to $150 million Ctheir jobs, and deep respect for the bottom-line approach to policy decisions. in bonds to allow the city to build and council-manager form of government. Using tools like this assessment, staff operate its own broadband utility. Under his leadership, Fort Collins consider all elements of sustainability Despite a $900,000 opposition cam- was one of the first communities in the in decision making. The city’s goal is to paign led by the incumbent providers, country to adopt a priority, zero-based reduce carbon emissions by 80 percent voters approved the measure. The city budgeting approach; conducted multiple below 2005 baseline levels by 2030 and plans a 2020 launch of the new system. reorganizations to better align service to be carbon neutral by 2050. A tireless advocate for systematic, delivery; and was only the third munici- Atteberry transformed the budget repeatable improvement, Atteberry has pality to receive the prestigious Malcolm process by overseeing the introduction fostered an organizational culture that Baldrige National Quality Award. of a version of budgeting for outcomes supports the city in providing world-class Atteberry worked in transporta- (BFO), which uses “buyers and sellers” services through operational excellence tion planning in the Atlanta, Georgia, to produce and select budget offers to and innovation. area, and Vancouver, Washington, build a comprehensive city budget. In 2009, when Fort Collins adopted until former Fort Collins City Manager This method proved its worth, the Malcolm Baldrige Performance John Fischbach hired him as the city’s especially during the 2009 recession, Excellence Framework, Atteberry led the assistant city manager. when the city was able to make strategic creation of the city’s first enterprise-wise He began improving service delivery cuts in noncompetitive areas, rather strategic plan, which is now connected to in Fort Collins by unifying complemen- than across-the-board reductions. It also every budget offer. tary functions that had previously been enabled the city to fund innovative ideas Other Baldrige innovations include separate, including communication and from the grass roots, increase transpar- improved recognition and management technology services and planning, devel- ency and community engagement in the of the city’s 8,000 volunteers, imple- opment, and transportation services. He budget process, and align the budget and mentation of a community dashboard also led the creation of sustainability its strategic plan. to better track results, and creation of a Atteberry finds leading practices process improvement and program evalu- and creative ideas he can use at home ation division. Established in memory of former wherever he travels. Inspired by charm- In 2014, the state recognized Fort ing alleyways reserved for diners and Collins with its highest honor, the ICMA Executive Director shoppers he encountered on a trip to Rocky Mountain Performance Excel- Mark E. Keane, this award Italy, he initiated an alley improvement lence - Peak Award Level 4. In 2017, recognizes an outstanding local program in downtown Fort Collins that the city received the Malcolm Baldrige created pedestrian-friendly, aesthetically National Quality Award. government administrator who pleasing spaces. Darin Atteberry believes that local has enhanced the effectiveness When focusing on the issue of government can be great. By encourag- of government officials and municipal broadband, he invited the ing staff to take their own initiative, city’s incumbent Internet providers to relating with people on a personal level, consistently initiated creative speak to the council’s Futures Committee relentlessly pursuing excellence, and and successful programs. (another idea of his) about their vision challenging others to do the same, he for the future. At the time, neither of has made local government great. icma.org/pm OCTOBER 2018 | PUBLIC MANAGEMENT 7 AWARD FOR CAREER DEVELOPMENT IN MEMORY OF L. P. COOKINGHAM

Gloria Hurtado Deputy City Manager, Santa Rosa, California

8 PUBLIC MANAGEMENT | OCTOBER 2018 icma.org/pm 2018 ICMA LOCAL GOVERNMENT EXCELLENCE AWARDS | GLORIA HURTADO

Gloria Hurtado has spent more than 20 years recognizing, nurturing, and developing new talent in professional local government management.

urtado has been Community Development Department instrumental in the development of Santa Rosa’s deputy planning manager her career. city manager since Before joining the Santa Rosa team, “Gloria took an active interest in 2015, bringing Hurtado served as assistant city manager developing my skills as a professional,” deep experience in in San Antonio, Texas. She led the effort writes Montes. “She gave honest, managing people, budgets, and social to develop the city’s Women’s Leadership constructive feedback and pushed me service programs. and Mentoring Program (WLMP) to cul- to embrace new challenges. She was HOne of her first acts in Santa Rosa tivate internal talent and prepare women generous in giving me credit and expo- was to institute a City Manager’s Fellow for the next steps in their careers. sure to upper management. She even Program, which offers city employees The program has had impressive assisted me in preparing to interview with an interest in management an results. Nearly 92 percent of the mentees for advancement opportunities outside opportunity to work as part of the city’s who begin WLMP complete it, and 83 her department. I know she took special executive team on high-level projects. percent of those who completed the pride in seeing her employees advance.” “I was fortunate enough to be program are still employed with the “I cannot begin to tell you the selected as the first-ever City Manager’s city. In addition, almost 36 percent of its impact Gloria’s strong leadership has Fellow,” writes Joey Hejnowicz, an participants have successfully competed had on my success,” adds Phoenix administrative analyst in Santa Rosa’s for a promotion either while they were Deputy City Manager Deanna Jonovich. Office of the City Manager. “During my participating in WLMP or after finishing “Because of her encouragement and six months, I gained new experiences, their year. guidance, while working for her I competencies, and relationships that “The impact of the program is obtained my master’s degree in leader- have undoubtedly helped maximize my being felt throughout the organization,” ship from Northern Arizona University. I career potential. Gloria has a passion for attests San Antonio, Texas, City Manager attribute my career advancement in the helping her managers and staff be better Sheryl Sculley. “Gloria is a champion organization to her strong mentoring.” at what they do.” of succession planning and leadership Jeffrey Jamison, deputy director of “The program was a perfect way development.” the Phoenix Human Services Depart- for me to explore my interest in work- Adds San Antonio Human Resources ment, first met Hurtado when she held ing in city management while gaining Director Lori Steward, “Gloria not only the same position. He participated in a many insights into how government positively impacts staff development six-month internship in her office. works at the executive level,” adds Erin during her tenure, she leaves a legacy of “She tailored each internship Morris, AICP, city of Napa, California, success when she exits an organization.” toward the strengths of each intern,” Before moving to San Antonio, Jamison wrote. “Personally, my experi- Hurtado held management positions ence in this program changed my career This award goes to an with the city of Phoenix, Arizona, path. Even after the program, Gloria outstanding local government including 13 years as human services continued to assure that I gained experi- administrator who has made director. She managed multiple federal ences and insights into all aspects of grants for Head Start, senior services, leadership, from defining my leadership a significant contribution to and homeless programs. philosophy to introducing me to the the career development of new In Phoenix, Hurtado was instru- technical processes and strategic think- talent in professional local mental in the establishment of an intern ing required for outstanding governance government management, in program that enabled employees to in public service.” honor of former ICMA President serve a year in a different area of the The professional success of interns department. and staff who have been mentored by L. P. (Perry) Cookingham, who is Gina Ramos Montes, who was a Gloria Hurtado is a testament to her credited with creating the local management intern in Phoenix and is generosity and talent in finding and government internship. now Avondale, Arizona, assistant city developing the next generation of public manager, believes that Hurtado was servants. icma.org/pm OCTOBER 2018 | PUBLIC MANAGEMENT 9 ASSISTANT EXCELLENCE IN LEADERSHIP AWARD IN MEMORY OF BUFORD M. WATSON, JR.

Henry Hill III, ICMA-CM Deputy City Manager, Frisco, Texas

10 PUBLIC MANAGEMENT | OCTOBER 2018 icma.org/pm 2018 ICMA LOCAL GOVERNMENT EXCELLENCE AWARDS | HENRY HILL III, ICMA-CM

Henry Hill is known for exemplifying the ideals and values of professional management. In his more than 38 years of service to local governments, Hill has led by example, providing the highest level of customer service to internal and external customers alike.

ill has always taken has made it a priority to focus on quality on new challenges, customer service, public advocacy for regardless of the the city, effective communications, and Hill has made it a title that comes with staff and operational improvement. He the job. He came to has also made it his charge to ensure priority to focus on Frisco in 2003, after serving nine years that Frisco’s organization and employees as the manager of Melbourne, Florida. are committed to the best in resident quality customer HAt the time, Frisco had a population of service and the highest ideals of integrity service, public advocacy 55,000; however, he saw its potential as public servants. for growth. Today, Frisco’s population is Front-line employees praise Hill’s for the city, effective almost 180,000, and the number of city management style for his consistency, employees has grown from some 300 in fairness, dependability, and support for communications, and 2003 to more than 1,500 in 2018. them in doing their jobs. He makes it a Hill manages Frisco’s external practice to write a personal note to each staff and operational services, including police, fire, parks and employee on his or her yearly work recreation, library services, convention anniversary. improvement. and visitors’ bureau, communication and Hill has led or developed programs marketing, and public works. to strengthen employee engagement. He spearheaded efforts to increase He speaks at every new employee organizational efficiency, planning, orientation session on behalf of the He has instituted several programs and productivity. He led negotiation of city manager’s office, explaining the to recognize staff, including a monthly Frisco’s waste management contracts, council-manager form of government, awards luncheon that marks five-year saving city residents several million dol- the importance of being a trusted public incremental anniversaries and recognizes lars. He is also one of the principals in servant, and what makes working in employees who have best demonstrated water conservation management efforts, Frisco special. city values each month. helping achieve significant reductions in He also championed the creation of “I am proud to have Henry as a key daily per capita use. the city’s five core values: its employees, part of my management team,” writes Culture is key to the effectiveness outstanding customer service, fiscal Frisco City Manager George Purefoy. “I of a rapidly growing organization. Hill responsibility, operational excellence, cannot say enough about Henry’s con- integrity. To make them a common tribution to the development of Frisco’s language for all employees, he led the organization, its culture, and customer This award, commemorating development of core value training and service ethic.” former ICMA President Buford the establishment of a core value recog- Hill has been an ICMA member M. Watson Jr., honors a local nition committee to celebrate employees since 1981, serving on the conference whose work exemplifies these values. evaluation and governmental affairs government management Hill has overseen a new initiative to and policy committees, and as a mentor professional who has made strengthen the city’s culture of continu- with the Emerging Leaders Program. He significant contributions ous improvement with the development became an ICMA credentialed manager toward excellence in leadership of Frisco’s own Lean Academy. Frisco in 2002, the program’s first year. as an assistant (regardless Lean teaches city staff how to incor- He is a member of the Texas City porate lean practices into their work Management Association and serves on of title) to a chief local activities. More than 150 employees its ethics committee. He is also on the government administrator or have been trained in the practices since Leadership Frisco Advisory Board and department head. the program’s beginning in late 2017, the Frisco Chamber of Commerce Board and more classes are planned. of Directors (ex-officio). icma.org/pm OCTOBER 2018 | PUBLIC MANAGEMENT 11 EARLY CAREER LEADERSHIP AWARD IN MEMORY OF WILLIAM H. HANSELL, JR.

Brant Hanson, ICMA-CM

City Manager, Ephraim City, Utah

12 PUBLIC MANAGEMENT | OCTOBER 2018 icma.org/pm 2018 ICMA LOCAL GOVERNMENT EXCELLENCE AWARDS | BRANT HANSON, ICMA-CM

Ephraim City Mayor Richard Squire remembers the first time he met Brant Hanson. It was April 2014 and Squire was a member of the committee that was interviewing candidates for the city manager’s job. The committee had narrowed its field to six people.

s soon as Brant came and full understanding of the facts of tunnel was only minimally maintained into the interview, the crisis or problem at hand. since the late 1990s and, by 2014, it was he assumed a In June 2017, the city’s police in danger of total collapse. commanding pres- department faced a crisis just six In need of $4.5 million to reha- ence because of the months after introducing a new bilitate the tunnel, the city faced the investigation he had conducted about template for the force, which was bureaucratic nightmare of applying for the city and his comprehension of its developed for police reports to ensure grants. Again, Hanson took charge, Aissues and history,” writes Squire. “He each report addresses critical informa- organizing a trip to Washington, impressed me so much with the knowl- tion that is necessary if prosecution is D.C., for Ephraim City’s leadership to edge and background he had already pursued. Several officers refused to use solicit the help of Utah’s congressional gained about the city. Brant became our it; eventually three officers resigned. delegation. top choice.” The three officers who resigned He then guided the city’s profes- Squire’s respect for Hanson has were patrol officers, which left the police sional team in securing $635,000 on a only grown during the past four years. department with only a police chief 50/50 grant from the community impact He cites Hanson’s integrity, forthright- and a police sergeant. When this chief board with highly favorable terms. He ness, and comprehension of complex retired, Hanson worked closely with the helped secure a $1 million WaterSmart matters when he writes, “Brant has interim chief to establish policies and grant and negotiated a complex pack- earned my absolute trust and loyalty.” procedures that previously had been age of other financial benefits for the Hanson has invested the time and lacking. Today, the force is strong with rehabilitation project. concern necessary to gain the trust four new officers and a new police chief. Hanson has also helped Ephraim and buy-in of the city’s employees. The culture and morale of the depart- City take advantage of grants for With patience, wisdom, and a steady ment is higher now than ever. several other major projects, includ- touch, he has pulled together a dynamic Located in the second driest state ing a $4.2 million rehabilitation of its leadership team that is in tune with city in the nation, access to water means airport runway and accompanying employees at all levels. the difference between growth and apron. He managed an $850,000 main Hanson has proven that he has stagnation for Ephraim City. It recently street beautification project, which has a “cool head” during crisis. He gains acquired almost 504 acre-feet of greatly enhanced the downtown area. consensus among administrative staff as water that will provide water for 1,120 As a result, four businesses invested well as elected officials with his honesty new homes. more than $4 million in remodels and After researching financing options reconstructions. and possible uses for the land, Hanson Brant Hanson’s unique set of skills Established in memory of led negotiations for a water rights in leadership, finance, legislation, law, agreement that is rare for its size in grant writing and fundraising--com- former ICMA Executive the Western United States. The rights bined with a down-to-earth, practical Director William H. Hansell will be vital for Ephraim City’s growth approach to problem solving--make him Jr., this award recognizes an through the next three or four decades the perfect manager for Ephraim City. outstanding early career local as its housing stock expands and Snow “We hope,” notes Mayor Squire, “to College, a premier two-year college, keep him around for many, many government professional increases enrollment. years.” who has demonstrated Ephraim City’s culinary (drinking) leadership, competency, water is piped through a tunnel that runs a mile through the mountains. The Underwritten by ICMA-RC. This award is and commitment to local accompanied by a $5,000 stipend to Bureau of Reclamation owns the tunnel; government as a profession. promote professional development of Ephraim and the Ephraim Irrigation local government managers. Company maintain it. Built in 1937, the icma.org/pm OCTOBER 2018 | PUBLIC MANAGEMENT 13 ACADEMIC AWARD IN MEMORY OF STEPHEN B. SWEENEY

Orville Powell Clinical Associate Professor Emeritus, Indiana University, Bloomington

14 PUBLIC MANAGEMENT | OCTOBER 2018 icma.org/pm 2018 ICMA LOCAL GOVERNMENT EXCELLENCE AWARDS | ORVILLE POWELL

Orville Powell’s career in local government spans more than 50 years and has taken him from hands-on management to inspiring students to choose a career in public service. He combines the experience of a seasoned professional public administrator with a passion for bringing talented young people into the management profession.

owell began his career manager of Durham, North Carolina, Environmental Affairs Undergraduate in local government in 1983 to 1997. Powell also served as a Teaching Award (2003, 2006, and 2009); 1963 as a budget analyst consultant to local governments in Rus- Graduate Teaching Award (2004); Board for the city of Winston- sia, Bulgaria, India, and Swaziland. of Trustees Teaching Award (2008); and Salem, North Carolina, In 1998, Powell moved into a new Student Choice Award (2006). When and then became city manager there phase of his career when he accepted he retired from his teaching position in only seven years later. In 1979, he the position of clinical associate profes- 2015, the university bestowed upon him Pbecame finance director of Petersburg, sor of public management at Indiana the Orville Powell Inspiration Award, a Virginia, and, in 1980, city manager of University at Bloomington. There he new award in his name. Gainesville, Florida. developed its local government manage- Beyond his service to students, Powell’s commitment to the ment program, both undergraduate and Powell served as a volunteer member of development and evolution of the profes- graduate, within the School of Public the ICMA Liaisons (2004–2016) and the sion of public management has been a and Environmental Affairs. Committee on International Activities hallmark of his career. In 1980, he took As director of the program, Powell (1994–1997). He served on the board of what then was a bold step by hiring shared his knowledge and passion for the Kentucky City/County Management Gainesville’s first African American public administration with thousands Association (2005–2015). He partici- police chief. of students, inspiring a new generation pated in the exchange program to New At a time when race relations were of professionally trained public servants Zealand in 1992. still a sensitive issue, Powell’s decision who today practice at This is the second transcended the racial prejudice that had every level of govern- time ICMA has recog- historically divided Southern com- ment management. nized Powell with the munities by hiring based on skills and “I was recently Sweeney Award (the abilities. As result, the Alachua County selected as one of 45 first was in 2003), as Branch of the NAACP recognized him as finalists for the 2018 well as a Distinguished its Man of the Year in 1982. Gainesville ICMA LGMF program,” Service Award in 2014. designated “Orville Powell Day” in 1983. writes Michael Large, He has authored Powell’s final position before he clinical associate profes- several books: City retired from city management was as sor, Indiana University Management: Keys to at Bloomington. “There Success; Earth is a Nice is no doubt in my mind; Little Planet: Who Will Established in the name of had it not been for Save It? (with Christina the longtime director of the the continued support Park); and Trouble University of Pennsylvania’s of Professor Orville Came Calling. Powell, I would not Orville Powell has Fels Institute of Government, have the opportunity to be a part of dedicated his life to the highest stan- this award is presented to an this prestigious program or profession. dards of professional local government academic leader or academic What is even more amazing to me is that management, as well as to cultivating institution that has made a I am only one of thousands who will the young leaders who came after him. significant contribution to the tell you the same thing about this great His infectious enthusiasm and passion man, mentor, and professional public for the profession have motivated formal education of students administrator.” thousands of his employees, peers, and pursuing careers in local The university recognized Powell students to make positive change in their government. with multiple awards, including the communities and a higher quality of life Indiana University School of Public and for all. icma.org/pm OCTOBER 2018 | PUBLIC MANAGEMENT 15 50TH ANNIVERSARY 1968–2018 PROGRAM EXCELLENCE A W A R D S

COMMUNITY NEW! Diversity & Inclusion Under 10,000

CONNECTING OUR COMMUNITY TO BE MORE INCLUSIVE Flossmoor, Illinois Bridget Wachtel, Village Manager Allison Deitch, Assistant Village Manager Flossmoor, Illinois, has a picture- perfect, small-town America look and Bridget Wachtel Allison Deitch feel; however, its 9,400 residents are a microcosm of the larger world in their diversity. The village is one of the few local govern- ments in the Chicago area to resist the segregation that has plagued the region. During 2017, a survey confirmed have staged other low-cost programs opportunity to meet staff, village board what staff and elected officials had and events to make it easy for resi- members, and each other. been hearing informally: That in dents to connect with each other and Flossmoor has deliberately cho- spite of racial and economic balance with staff members. Village Manager sen to emphasize its diversity in its on paper, residents didn’t feel that Wachtel and staff have made it a communications. During its branding Flossmoor was living up to its tagline, multiagency effort by involving the process, staff used photos of commu- “Welcoming. Beautiful. Connected.” local school and park districts. nity residents and families as much as The village decided to do something A regularly scheduled movie in possible rather than stock photography. about it. During 2016, Flossmoor the park event added a back-to-school Flossmoor also became the first south had reinvigorated its resident-led celebration so residents could meet suburban community to list LGBTQ community relations commission. school administrators. And on the first resources on its website. The commission launched its first day of school, the commission invited Finally, throughout Black History community program in 2017, Martin residents to “Chalk the Walk,” which Month, the village’s social media plat- Luther King, Jr., Day of Service (“Make involved writing inspiring messages forms featured short profiles of African it a Day ON”), which is now one of on the paths to local schools. Local Americans living in Flossmoor or who its signature events. For the first time, Parent Teacher Associations and the have connections to the community. local nonprofits joined the village in police department have joined in with Flossmoor has found that even if hosting service projects. In 2018, the the events. a community has a small budget, it event became larger, drawing more The commission also resurrected can make living there more inclusive than 700 volunteers of all ages. its new-resident get-together, where with a little effort, energized staff, and The village and the commission more than 40 recent arrivals had the motivated volunteers.

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10,000 to 49,999 Population • Help for residents who want to research their family history YOU, ME, WE = OAKLEY! on Ancestry.com. Oakley, California • Potluck dinners featuring foods from residents’ countries Bryan Hyrum Montgomery, ICMA-CM, City Manager of origin, where attendees discuss their common commu- Nancy Marquez, Assistant to the City Manager nity concerns. • Citizenship drives that have helped more than 100 residents Since 2008, Oakley, California, has had one become U.S. citizens. of the fastest growing immigrant popula- • Volunteer program for residents who assist at events and tions in California. Nearly 40 percent of help monitor social media for hateful or racist comments Oakley’s population is Hispanic, with an Bryan Hyrum Nancy Marquez or language. Montgomery, ICMA-CM even higher percentage among students. • Mental health seminars where people of all faith and ethnic City leaders recognized the need to build trust between backgrounds discuss community mental health concerns. recent immigrants and long-term residents, which led them to • Public safety outreach and neighborhood watch meetings Welcoming America, a national grass-roots collaborative that in Spanish. promotes cooperation and communication between immigrants • School outreach to parents and events to teach students that and U.S.-born Americans (https://www.welcomingamerica.org). hate, bigotry, and bullying can be replaced with kindness They formed a project committee and established You, Me, We and respect. = Oakley! (YMWO) as a Welcoming America affiliate. • “Know Your Rights” workshops. YMWO’s project committee includes City Manager Bryan • Citizen leadership academy presented in Spanish, one of Hyrum Montgomery; Assistant to the City Manager Nancy the more effective efforts to encourage civic participation by Marquez; two city councilmembers; school leaders; nonprofit recent immigrants. organizations; faith-based leaders; students; and resident volun- • Training to raise city employees’ awareness of their own teers. A paid part-time coordinator helps guide the program. implicit biases. YMWO’s project committee, staff, and volunteers have cre- • Translation of city documents into Spanish and creation ated a rich, multifaceted program combining communications, of how-to documents to assist recent immigrants in their public engagement, and local leadership activities. Program interactions with the city. activities all share the goal of helping U.S.-born and immigrant While YMWO is part of the Oakley city organization and residents better understand one another, appreciate each other’s team, the program is grant funded. More than $500,000 in grant stories, and recognize their common desire to build a stronger, funds have been received to date. safer, more vibrant community. Here is a sampling of program offerings: • Video telling the stories of immigrants who live in and 50,000 and Greater Population love Oakley. EQUITY INITIATIVE San Antonio, Texas Sheryl Sculley, City Manager

Eight years ago, thousands of San Antonio, Texas, residents helped write a vision statement laying out their collective hopes for their diverse, vibrant city. Sheryl Sculley The city’s Office of Equity has the responsibility for continuing the coordination efforts to achieve the vision within the city organization and with community partners. Its work is driven by acknowledging the crucial role city services play in the prosperity of San Antonio residents, com- mitting to fostering a mission-driven culture, and understand- ing the importance of earning the community’s trust through responsiveness and accountability. The city uses an equity impact assessment to guide staff in making policies and services accountable to residents’ icma.org/pm OCTOBER 2018 | PUBLIC MANAGEMENT 17 50TH ANNIVERSARY 1968–2018 | PROGRAM EXCELLENCE AWARDS

needs and priorities. The assessment asks these four of leading a traditional town hall meeting, GPA hosted the questions: first Spanish-language community night in a district with the • Who in the community is most affected by or has experi- highest density of Latinos. It drew 200 people, the highest ence related to a proposed initiative? turnout ever for a SA Speak Up event. • Are they involved in the development of the initiative? This year, the Government Alliance on Race and Equity • What factors produce or perpetuate inequity related to the and SA2020, a local nonprofit, trained 100 city employees initiative? to apply an equity impact assessment to seven high-impact • How will the city continue to deepen relationships with initiatives, including SA Speak Up. communities to ensure their work to advance equity is As a result, its strategies for gathering input on the 2018 effective and sustainable? budget include mailing postage-paid surveys in English San Antonio’s Government and Public Affairs Department and Spanish so community members without access to the (GPA) leads “SA Speak Up,” the largest annual initiative to Internet can participate and administering surveys at grocery gather community input on the city’s $2.7 billion budget. stores in target council districts and historically under- GPA demographic data in 2016 and 2017 found that engaged areas. The budget for the 2018 equity strategy respondents did not reflect the population by race, gender, is $210,907. age, or council district. Engagement was lowest in communi- From this visionary project, San Antonio has learned that ties of color and low-income communities, as well as among community engagement strategies should be developed in young people. partnership with historically under-engaged populations, and In 2017, GPA conducted the equity impact assessment that data should be collected and analyzed, disaggregated by and consequently adjusted its outreach strategies. Instead race, gender, age, and council district.

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COMMUNITY Partnership Under 10,000 Population

IRV AND MARY SATHER SKYLARK SKATE PARK New Richmond, Wisconsin Mike Darrow, City Administrator station, and benches were donated later. Today, the skate park Noah Wiedenfeld, Management Analyst attracts users from a 100-mile radius. Despite early concerns, there has been no crime or rowdy behavior. Young people in New Richmond had The city learned these two important lessons: Involving wanted a quality skateboard and BMX young people would require going to the kids rather than (bicycle motocross) facility for more than vice versa, and the role of local government in fundraising a decade but residents’ concerns about Mike Darrow Noah Wiedenfeld must be clearly delineated to ensure that the public trust is noise, safety, and crime stalled the project. never jeopardized. In 2015, longtime residents Irv and Mary Sather pledged For their part, residents learned that if even just a few $40,000 to jump-start construction. The New Richmond Park people take initiative, they can create positive change in Board voted to designate a site of some 7,500 square feet for their community. the new facility at an existing sports complex. A resident-led group then researched skate park designs, prepared cost estimates, and identified funding sources. 10,000 to 49,999 Population Then, when the first two public meetings attracted a sparse turnout and the proposed design came in at more than GLASTONBURY RIVERFRONT PARK $200,000, the project appeared to have stalled. AND BOATHOUSE Rather than let the park die, City Administrator Mike Glastonbury, Connecticut Darrow took it on, designating two staff members to work on Richard Johnson, Town Manager the project. They visited skate parks in the region, consulted Ray Purtell, Director of Parks and Recreation other public works departments for advice, and researched design-and-build companies, coordinating throughout with the Located southeast of Hartford, Connecti- resident group and park board. The most likely users of the cut’s capital, Glastonbury had nine miles park—young people—had their say during meetings city staff of shoreline on the Connecticut River but no public river access for boating convened during and after school. Richard Johnson Ray Purtell In early 2016, the city won a $10,000 grant from the Tony or recreation. Hawk Foundation. The residents group took over fundraising, Town and state plans had documented the need for improved soliciting donations, and in-kind contributions from more than public access to the river for more than 30 years. Here is the 50 local businesses. City staff helped manage the funds and list of additional needs: handled the request for proposal process for a company to • Access for water-based recreation. design and build the park. • Community center. Construction began in July 2017. When the park opened • Meeting and banquet facilities. in September 2017, it was an instant hit with local adults and • Athletic facilities. youth alike. • Fairgrounds. Other than in-kind labor and the land, the project used • Dog park. no taxpayer dollars. More than $132,000 was raised, and • Trails and sidewalks. such amenities as landscaping, a bicycle air pump and repair • Facility for emergency access by town first responders.

icma.org/pm OCTOBER 2018 | PUBLIC MANAGEMENT 19 50TH ANNIVERSARY 1968–2018 | PROGRAM EXCELLENCE AWARDS

Before work could start, the town had to remediate 23 2002: Glastonbury relocates a road to form a contiguous riverfront acres, the site of a long-abandoned oil storage and open space for the community center and fairgrounds. A distribution facility. Then, construction proceeded in stages. $5.9 million bond authorization and a $750,000 state grant Strategic partnerships were key throughout for fundraising, fund construction of the 20,000-square-foot center, which input, and rallying public support. opens in 2005. 1999 to 2009: Glastonbury acquires seven parcels of land 2006: Voters approve a $4.25 million bond authorization to create 126 contiguous acres with river frontage. Cost: for Phase 1 of the park, which includes athletic fields, picnic $2.3 million. pavilion, parking, and multiuse trails. The town develops a cleanup plan with the Environmental Fall 2007: The park opens. Volunteers and an excavation Protection Agency (EPA) and the Connecticut Department of company fund and construct a two-acre dog park, which was Energy and Environmental Protection (DEEP). completed in 2011. 2001: Voters approve a $1.2 million bond authorization for 2009: Glastonbury acquires land to link the community the cleanup; EPA and DEEP provide an additional $600,000. center and fairgrounds with Phase 1 area of the park. Completed in 2004. 2012: Voters approve a $12 million bond authorization for Phase 2, which includes boat launches for public and emergency river access; boathouse; banquet facility; basketball court; handicapped accessible playground; trails and river walk; and ice skating rink. Phase 2 completed in 2016. Among the tools now in place, these lessons were a part of the learning process: • Gain public input through multiple channels—focus groups, public forums, and small-group sessions—and use it to update plans promptly. • Involve local, state, and federal permitting agencies early. • Clearly define tangible benefits for individual partners. • Develop the project in stages to allow the public to experi- ence the benefits while subsequent stages of work are in process.

50,000 and Greater Population

TALLAHASSEE FUTURE LEADERS ACADEMY Tallahassee, Florida Reese Goad, Interim City Manager; Angela Hendrieth, Manager of Workforce Development; Willie Williams, Talent Develop- ment Specialist II/TFLA Program Coordinator The Tallahassee Future Lead- ers Academy (TFLA) has been described by the National League of Cities (NLC) as Reese Goad Angela Hendrieth Willie Williams “…a shining example of diversity and total community collaboration and partnership.” TFLA received NLC’s City Cultural Diversity Award this year. TFLA grew out of Tallahassee’s summer youth program in 2014 when Mayor Andrew Gillum saw there was an urgent need for something more structured that would prepare young people to enter the workforce. It recruits from throughout the city but prioritizes youth who live in an area called the Promise Zone, where the poverty rate is 52 percent and the overall unemployment rate is a little more than 20 percent, three times the city average.

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• College exposure. Florida A&M University, Florida State University, and Tallahassee Community College offer campus tours and an introduction to college life. • Financial literacy and education. A local credit union teaches the basics of establishing and maintaining good credit, budgeting, and setting financial goals. • Community impact. Participants can take part in city- organized community service activities and events. Despite minimal access to resources in the past, the program has increased the number of participants and busi- ness and community partners each year. Some $46,000 of its revenue comes through sponsorships and donations from community partners and grants. Now going into its fourth year of operation, more than 600 youth have participated in the program, which has a 94 percent completion rate. Participants also have received a total of 1,058 professional certifications, and 58 percent of the participants plan to attend a four-year university; 33 percent TFLA runs for eight weeks. Its curriculum has these five want to attend community college. components: Even though the city is at the forefront of job training, it also has learned these lessons about its academy: • Job readiness training (two weeks). In addition to learn- • Extending TFLA to a full year and increasing program ing skills necessary for success in the workplace, partici- options would magnify its impact. pants can gain professional certifications in safety training, • TFLA needs full-time staff to manage and evaluate the customer service and sales, and safe food handling. program and recruit more businesses to employ participants. • Employment (six weeks). Participants work at least 20 • Since most participants are students from the Leon County hours per week in paid positions with the city or local busi- Schools (LCS), collaboration between TFLA and LCS will be nesses, and are mentored by their managers or supervisors. critical to increase their chances of success.

icma.org/pm OCTOBER 2018 | PUBLIC MANAGEMENT 21 50TH ANNIVERSARY 1968–2018 | PROGRAM EXCELLENCE AWARDS

Community HEALTH & SAFETY Under 10,000 Population

ACTIVE SHOOTER TRAINING Administrator Darrow and the city’s elected officials, as well New Richmond, Wisconsin as the school district, technical college, parents, local busi- Mike Darrow, City Administrator nesses, private citizens, and others. Local government managers may not be the public face of Craig Yehlik, Chief of Police a program but behind the scenes, they still play a critical role During the past decade, mass shootings in providing oversight and clear, consistent communication. have become a tragic fact of life in the Darrow and Yehlik have a close working relationship; as a United States. No community, regardless of result, New Richmond’s leadership takes a unified approach size, is immune. New Richmond, Wiscon- Mike Darrow Craig Yehlik to public safety. sin, decided to take a whole community As New Richmond continues to focus on community approach to preparing for a disastrous event. health and safety for its residents, it has come to understand The city’s police department is among the first public that active shooter training, for which there is high demand, agencies to require all of its officers to complete certifica- enables law enforcement agencies to strengthen their com- tion in advanced law enforcement rapid response training. munity relationships while providing a valuable service. ALERRT, which has been used by the FBI to train its agents Along with this, plans that the city has in place to respond since 2013, is considered the national standard and the best to an active shooter have increased residents’ appreciation research-based training of its kind. for their law enforcement agencies. Everyone recognizes that Yehlik also has completed 40 hours of training to become a holistic approach to public safety requires the cooperation a certified instructor in civilian response to active shooter and participation of everyone in the community. events. CRASE uses the avoid, deny, defend (ADD) strategy developed by ALERRT, and he offers free CRASE training on his own time. 10,000 to 49,999 Population The police department has also worked closely with the city’s school district to prepare a response plan using a A WAY OUT PROGRAM: LAKE COUNTY procedure called ALICE (alert, lockdown, inform, counter, OPIOID INITIATIVE and evacuate). All school personnel received ALICE training Mundelein, Illinois in 2015; students participated in age-appropriate curriculum John Lobaito, Village Administrator and drills in 2016. Eric Guenther, Chief of Police What have been the tangible results? More than 250 residents have completed CRASE training. Plus, the positive As the opioid epidemic has grown, so, too, relationship among the school district, police department, has recognition that substance abuse is business community, and other organizations has inspired a a public health problem that needs to be year-long speaker series that will focus on such other topics addressed as such. “A Way Out,” a pro- John Lobaito Eric Guenther as coping skills, substance abuse, suicide, bullying, and gram created by the Lake County Opioid mental health. Initiative (LCOI), aims to increase access to treatment, reduce While New Richmond’s police department has led the crime, reframe the role law enforcement plays in public safety, program, it came together because of support from City and involve the community.

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Between 2013 and 2016, Lake County experienced a 51 • Volunteer-run programs must have realistic expectations for percent increase in deaths by any opioid, a 52 percent increase what they can accomplish. in deaths by heroin, and a 94 percent increase in deaths by • Escalation of the opioid epidemic offers local government opioid analgesics. A 2016 survey of Illinois police chiefs and managers the chance to lead their communities in rethinking county sheriffs suggested that local and county law enforcement traditional approaches to addiction. collaborate with public health agencies to combine traditional • Collaborative programs allow managers to showcase their policing with approaches that address substance abuse. skills as facilitators and conveners. Unfortunately, Lake County has a shortage of treatment options, particularly for inpatient substance abuse treatment. All community providers that serve low-income clients have 50,000 and Greater waitlists. A Way Out began as a pilot program in 2016 and has expanded in phases. Under the program, no criminal charges will be brought against anyone in possession of narcotics or paraphernalia if a person seeks help. This help is available 24 hours a day at 11 participating police departments across Lake County. A Way Out has applied for grants to hire on-call coordina- tors to find immediate openings among participating treatment providers and coordinate with police to transport clients. The initiative also has applied for funds to create a patient assis- tance fund to pay out-of-pocket costs not covered by insurance or Medicaid. Tangible results of the program show that since its incep- tion, the program has had 321 participants, and local police departments are supporting the program. In December 2017, LCOI received $52,500 in donations from A Way Out’s partici- pating police departments. DOUGLAS COUNTY MENTAL LCOI is working with Rosalind Franklin University to evalu- HEALTH INITIATIVE ate the program, including the number of participants, attitudi- Douglas County, Colorado nal shifts, treatment success, and clients’ ongoing interactions Douglas DeBord, ICMA-CM, County Manager with the criminal justice system. Barbara Jean Drake, Deputy County Manager In assessing this program, staff members found: Douglas County, Colorado, acts as a • A program that lacks a dedicated funding source must convener and facilitator, bringing residents engage in strategic planning early in the process to assess together to confront critical issues that resources, goals, and potential challenges. affect the community at large. Douglas DeBord, Barbara Jean ICMA-CM Drake In 2014, the county’s board of commis- sioners gave Deputy County Manager Barbara Drake approval to form the Douglas County Mental Health Initiative. DCMHI had a mandate to assess the county’s mental health system, identify gaps, and develop collaborative solutions. Its goal: to keep people with mental health issues from falling through the cracks and posing a danger to themselves and the community. DCMHI has 37 community partners, including law enforce- ment, fire and emergency medical services, human services, public and private health care, schools, faith-based organiza- tions, mental health providers, and residents. It has two staff members—a coordinator and a program analytics specialist to collect data and track outcomes. DCMHI’s Community Response Team (CRT) streamlines access to care for individuals who are caught in the proverbial “revolving door.” A mental health clinician and specially icma.org/pm OCTOBER 2018 | PUBLIC MANAGEMENT 23 50TH ANNIVERSARY 1968–2018 | PROGRAM EXCELLENCE AWARDS

CRT also makes follow-up visits and conducts preventative visits to individuals who have been identified as high users of emergency systems. Its case management team can coordinate ongoing care. CRT started with a four-month pilot in 2017 within a limited geographic area. After the pilot proved successful, the project expanded to include unincorporated Douglas County, where the bulk of its population resides. The program now has two full-time teams and two full-time case managers. Expenses for this initiative mostly consist of staff salaries and benefits, and the total program cost is $555,668 annually. CRT handled 636 total contacts through mid-February 2018 with these results: • 261 were responses to active 911 calls; 275 were follow-up contacts. • 102 of the contacts diverted people from emergency rooms, 45 from jail. • 52 percent of the individuals were treated in place. trained law enforcement officer patrol 40 hours per week, on • 65 individuals were placed directly into inpatient psychiatric a shift determined by highest volume of mental health-related care; the remaining individuals were referred to appropriate calls. After the team triages the patient, the clinician can make levels of care. an immediate referral to any level of treatment or place the Also, thanks to CRT, there were 375 patrol officers, 107 individual directly into inpatient treatment. The team uses a fire employees, and 58 fire vehicles released back into service. special medical clearance that treatment providers accept in Actual hospital savings for four high users alone is estimated lieu of an emergency room visit. at $300,000; not deploying fire services saved $52,000.

24 PUBLIC MANAGEMENT | OCTOBER 2018 icma.org/pm Property Management & Accounting

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COMMUNITY Sustainability Under 10,000 Population

KENILWORTH 2023 INFRASTRUCTURE IMPROVEMENT PLAN Kenilworth, Illinois Patrick Brennan, ICMA-CM, Village Manager Flooding had always plagued the village of Kenilworth, Illinois, since its founding in 1890. It wasn’t until 2009, however, after heavy rainstorms caused widespread flooding, that residents called appeared at meetings, responded to resident complaints, made Patrick Brennan, ICMA-CM for action. The village board initiated engineering site visits, and even carried the luggage of one resident who was studies and designs and, in 2011, concluded that the only going on vacation when construction blocked his street. solution was a separated storm sewer system that emptied Phase I wrapped up in November 2016, and the new into Lake Michigan. system performed flawlessly. Today, instead of flooding, the The board then commissioned a capital infrastructure village’s challenge is responding to residents who want their improvement plan, preliminary design, and budget and street to be first on the list for Phase II. announced the Kenilworth 2023 Infrastructure Improvement As a result of this project, the manager and village staff Program (KW2023). It called for a $24 million, 10-year, three- learned these key lessons: phase project. • If staff members are not hearing from residents about a new Village residents approved a referendum to grant the project, the community may not be reaching its intended issuance of capital improvement bonds to fund the project. As audience. plans were being developed, however, the village learned that • Consider a variety of approaches, especially if trying some- the Illinois Environmental Protection Agency was unlikely to thing new, and keep both current and past elected officials allow a new storm water discharge into the lake. informed on the decision-making process. Village Manager Patrick Brennan researched options. Work- • If an approach isn’t working, don’t be afraid to ask for help ing closely with engineering specialists, he devised a plan that and change the original plans. combined three green infrastructure technologies—bioswales, • Publicize successful results of a project as much as the porous roadways, and underground storm water detention— process is publicized. into one approach called Green Streets. The village used its regular communication channels to inform residents about the project, but received little feedback. 10,000 to 49,000 Population Then, just before going to bid with the first design, a group CEDAR HILL GROWING GREEN PROGRAM of residents announced at a village board meeting that they Cedar Hill, Texas didn’t want porous pavers. Gregory Porter, ICMA-CM, City Manager The result: A one-year delay as the village considered design alternatives. The redesign used porous asphalt in lieu of Melissa Valadez-Cummings, Assistant City Manager pavers to receive the storm water. Cedar Hill, Texas, is a thriving suburb The $5.9 million project finally broke ground in March located in the heart of the Dallas/Fort 2016. The local sanitary sewer district provided $1.2 million in Worth Metroplex in an area known as funding support for the unique project. the Hill Country. The city is an up-and- Gregory Porter, Melissa Phase I involved just three streets but had a communitywide ICMA-CM Valadez-Cummings coming ecotourism destination thanks to impact. Brennan became the public face of the project. He its lush, tree-lined rolling hills and wide-open green space.

26 PUBLIC MANAGEMENT | OCTOBER 2018 icma.org/pm PROGRAM EXCELLENCE AWARDS | 50TH ANNIVERSARY 1968–2018

As the Metroplex grows, so does Cedar Hill, experiencing Also in 2012, the city council adopted a master plan to a 64 percent increase in its population since 2000. To protect preserve 20 percent of the city’s landmass as open space, more its natural beauty, unique ecosystem, and open spaces for than double the national average for the most populous cities. generations to come, Cedar Hill leaders created the Growing Most recently, Cedar Hill used a $300,000 grant from Green program. the Bureau of Reclamation to replace all water meters with The program has three goals: to build in-house expertise automatic readers, eliminating meter-reading routes. in sustainability, to optimize government’s energy use and Staff have learned three lessons from the Growing reduce emissions, and to plan for the long term. It has Green Program: guided elected and appointed city leaders in incorporating 1. The big vision must guide planning and implementation. environmentally conscious practices into their strategic plan- 2. Achieving public buy-in for environmental sustainability ning and operations. must be a priority. In 2003, Cedar Hill’s leaders established a public-private 3. Publicize successes and show residents how small changes partnership that preserved the Blackland Prairie ecosystem, can have a big impact. home to more than 14 endangered species of birds. In 2011, adding to a growing list of accomplishments, the city council adopted its first five-year sustainability 50,000 and Greater action plan to promote renewable energy, public transporta- tion, open space, water conservation, and solid waste and GREEN STORMWATER INFRASTRUCTURE AND recycling services. LOW-IMPACT DEVELOPMENT That same year, the city used $1 million in funding from Raleigh, North Carolina the Department of Energy and Oncor to install a solar photo- Ruffin Hall, City Manager voltaic system on the roof of its government center. The system Raleigh, North Carolina’s capital city, has made it a generates 210,030 kilowatt hours of electricity annually, for priority to protect and enhance its quality of life in the savings of more than $21,000. face of rapid growth. Its Green Stormwater Infrastruc- Later that year, the city used a $50,000 State Energy Con- ture and Low-Impact Development (GSI/LID) program servation Office grant to add wind power, with the installation Ruffin Hall is one example of how the city puts its commitment of a turbine. into action. In 2012, the city and its partner Waste Management The GSI/LID initiative grew out of strong interest from the replaced every single-family home’s 19-gallon recycling bin community, city management, staff, and elected officials in with a 96-gallon cart and reduced trash collection to weekly. reducing the negative effects of land development on surface Recycling increased by 258 percent the first quarter; since the water quality and the health of Raleigh’s streams and lakes. program’s inception, nearly 20,000 tons of residential recycling From late 2013 through 2014, the city convened staff, mem- materials have been diverted from landfill. bers of council-appointed resident boards and commissions, development organizations, environmental and conservation organizations, and resident advocacy groups to develop a GSI/ LID workplan. Consultant Tetra Tech, Inc., served as facilitator. The city council endorsed the plan in March 2015. Next, City Manager Ruffin Hall and staff set up two work groups, both of which included city staff and external commu- nity stakeholders, to tackle specific tasks. They completed their work in March 2016. The process of integrating GSI/LID into routine practices for land developers and designers, along with those who maintain Raleigh’s urban infrastructure, has three phrases; Raleigh was in Phase 3 when this article was written. 1. Scoping to evaluate barriers, needs, and opportunities and to develop a strategic workplan. 2. Building capacity within the city for long-term administra- tion and implementation. 3. Developing new policies, procedures, and tools to make GSI/LID a part of routine daily operations. icma.org/pm OCTOBER 2018 | PUBLIC MANAGEMENT 27 50TH ANNIVERSARY 1968–2018 | PROGRAM EXCELLENCE AWARDS

to treat stormwater runoff; and added a vegetated median, center turn lanes, bike lanes, and sidewalks, earning a Greenroads’ silver certification. Raleigh’s Stormwater Management Program, which is housed within the Engineering Services Department, manages the program. Program development and early implementation costs are approximately $750,000 over five years, which has been funded by the city’s stormwater utility. To be successful, the city found that innovative initiatives require: • Aligned vision and support from top management and elected officials. • Champions at all levels of the organization. • Dedicated resources. Under the GSI/LID aegis, the Sandy Forks Road Widen- • Involved and engaged community stakeholders, particularly ing Capital Improvement Project replaced more than a mile builders and land developers. of failing two-lane roadway; installed bioretention systems • Pilot demonstration projects to help lead the way. STRATEGIC Leadership & Governance LERTA allows developers and owners to recoup their investment 10,000 to 49,000 Population in property improvements, supports job creation, and encour- LOCAL ECONOMIC REVITALIZATION TAX ages future investment in renovations and developments. The program also promotes public-private partnerships ASSISTANCE with companies and individuals, as well as intergovernmen- Norristown, Pennsylvania tal cooperation with other local taxing entities, the county Crandall Jones, ICMA-CM, Municipal Administrator government, and the local school district. Staff from all three Brandon Ford, Assistant to the Administrator agencies meet regularly to discuss LERTA projects. Jayne Musonye, Director, Planning and Municipal Development LERTA is a win-win for all three agencies since their only With a population of 34,412, significant cost is time to administer the program. In fact, Norristown, Pennsylvania, is they’ve seen a gradual increase in property taxes based on considered a culturally diverse the abatement schedule. Two developments in particular—the community in the Greater Crandall Jones Brandon Ford Jayne Musonye Philadelphia area. The local government promotes innovation and collaboration as critical components of its organizational culture and strategic planning. Norristown’s Local Economic Revitalization Tax Assis- tance (LERTA) program epitomizes how the city puts innova- tion and collaboration into action. Since 2015, the LERTA program has used gradualist tax abatement schedules to encourage owner-driven revitalization and new construction. Developers that qualify for LERTA still pay property taxes, although they pay only a portion of the additional taxes that are likely to result from the increased property value. In this way,

28 PUBLIC MANAGEMENT | OCTOBER 2018 icma.org/pm Even heroes need a safety net.

A comfortable retirement should be the reward for a job well done. Public sector workers who dedicate their lives to serving others deserve an organization that dedicates itself exclusively to them. For over forty years, we’ve met the challenge to help public sector workers realize their retirement dreams. icmarc.org/learn

AC: 27381-0116-8180 50TH ANNIVERSARY 1968–2018 | PROGRAM EXCELLENCE AWARDS

Five Saints Distillery and the Luxor Lifestyle Apartment Com- Research, resident and staff interviews, and discussions plex—openly attributed their decision to locate in Norristown with the city’s performance management software provider to the appeal of LERTA. ClearPoint Strategies, eventually led to the launch of a Located on main street, the award-winning Five Saints dashboard named “Olathe Performs” in 2017. Distillery is housed in a rehabbed fire station. With a bar that Olathe Performs is the city’s first public-facing perfor- opens out onto the street, Five Saints has become a prime mance management dashboard for residents. It is designed destination for those who live and work in town. The micro- to increase resident engagement, data transparency, gov- distillery is now going through the LERTA application process ernment accountability, and ease of information sharing. to create a restaurant and event space on its upper floors. Much of the up-front work consisted of research. City The Luxor Luxury Apartments, a residential development staff members did extensive reviews of 16 other cities’ that caters to Norristown’s growing young adult population, public-facing dashboards, created a matrix of their findings, leased more than 90 percent of its units in its first few months. and developed a list of pros and cons for each. Meetings The developers have now acquired the neighboring property to among key internal stakeholders, including City Manager build their second residential project in only three years. Michael Wilkes, department directors, and Olathe’s perfor- mance management user group, fleshed out the full picture of Olathe’s needs. The city solicited input from residents 50,000 and Greater throughout the process, analyzing the resulting data to determine the most relevant measures that were desired. OLATHE PERFORMS Finally, the city presented a mock-up of the dashboard to Olathe, Kansas participants in its citizen academy for their suggestions. The Michael Wilkes, City Manager; Susan Sherman, ICMA-CM, costs totaled $10,000. Assistant City Manager; Dianna Wright, ICMA-CM, Director of The 2017 statistics from Olathe Performs showed these Resource Management; Edward Foley II, Performance Analyst results: Olathe, Kansas, con- • A total of 1,923 sessions with 8,707 total page views. ducted its first resident • An average session duration of two minutes. satisfaction survey in • Council key metrics, public safety, and active lifestyle 2000. At the time, the were the most popular pages. Michael Wilkes Susan Sherman, Dianna Wright, Edward Foley II ICMA-CM ICMA-CM city issued annual per- formance reports in a PDF document. As city staff surveyed Tangible results include: the performance management landscape, however, they took • The city updates the dashboard quarterly and has seen a note of the emerging trend that communities were reporting solid, stable number of visitors during the past year. more frequently using an interactive dashboard. • Front-line staff is more aware of progress toward organiza- tional targets. • Media coverage of the dashboard has increased positive awareness of the city, plus the dashboard will be the subject of a case study presentation at a 2018 Transform- ing Local Government conference.

The community has learned these lessons about establish- ing a dashboard: • Create strategic partnerships. • Take advantage of existing online platforms. • Ensure the dashboard is consistent with organizational branding. • Focus on your community’s primary audience. Olathe staff stresses that any local government can create a community dashboard that makes data and other informa- tion readily accessible. With an easy-to-navigate structure and attractive presentation, a dashboard can help tell a powerful story.

30 PUBLIC MANAGEMENT | OCTOBER 2018 icma.org/pm DISTINGUISHED SERVICE AWARDS Peter Joel Marshall, Valdez ICMA-CM

eter Marshall left full-time oel Valdez has been a local government manage- trailblazer and role model ment in 2003 when he Jthroughout his 52 years in Pretired as city manager of State College, Pennsylvania, and he public service. He was the longest-serving city manager of now continues his public service as an adviser to localities, Tucson (1974 to 1990) and the first Mexican-American local associations, and agencies of the commonwealth of city manager to hold the post for a city that size in the Pennsylvania. United States. Marshall is known as a champion of innovation. He Valdez began his career in 1958 as a probation officer realized major cost savings and improved service in Newark, with Pima County, Arizona, when there were no Hispanics Delaware, and State College, Pennsylvania, by transforming in local government management to serve as role models. their three-person refuse collection systems to one-person He credits former ICMA Executive Director Mark Keane, with the use of new equipment and reorganization of collec- then Tucson city manager, with creating a program that put tion routes. him on the path to management, starting as an administra- He reduced costs for a water utility by constructing con- tive assistant. crete water tanks rather than steel. Although concrete tanks Known for his signature motto, “When you’ve reached cost more to build, unlike steel tanks they don’t have to be the top, pull someone else up with you,” Valdez has been painted every six to nine years. a tireless advocate for diversity. He was the architect of Marshall also created an equipment amortization program a federal grant that created the National Hispanic Field and replacement fund that eliminated budget spikes caused Service Program in 1980, raising $2.5 million for financial by the purchase of expensive replacement equipment. All aid for Hispanic graduate students in public administration replacements are purchased out of the fund, which is financed at 16 universities. The result: More than 150 Hispanics by budget allocations equal to the estimated per-year cost of entered the field, many of whom are still active in local the equipment. government. Marshall has taught public administration at both the Valdez was a key figure in the establishment of the undergraduate and graduate levels at colleges and universities International Hispanic Network, now the Local Govern- in the U.S., as well as in Australia and the Republic of Georgia. ment Hispanic Network (LGHN), in the late 1970s and A Life Member of ICMA, Marshall has been an ICMA early 1980s. He also spearheaded the effort for a HUD Range Rider and an ICMA Senior Adviser for Association for grant for regional conferences in New York, Miami, Pennsylvania Municipal Management members since 2004. As Chicago, and Los Angeles, which culminated in a national a member of ICMA’s International Committee, Marshall has conference in San Antonio in 1981. mentored career public administrators from developing nations Since his retirement from local government manage- through Pennsylvania State University’s Humphrey Program ment, Valdez has served as senior vice president of busi- and ICMA’s international exchange program. He received ness affairs for the University of Arizona. ICMA’s International Award in 1994. A Life Member of ICMA, Valdez has represented the During his career, Marshall has taught and consulted Mountain Plains region on ICMA’s Executive Board (1981 internationally and participated in exchange programs with to 1983). He has served on the executive boards of the Christchurch and Bath, England. He also spent three weeks Arizona City Management Association, the National in Japan as a CLAIR (Council of Local Authorities for Academy of Public Administration, and the White House International Relations) Fellow, working to assist Japanese Conference on Balanced National Growth and Economic local jurisdictions. Development, among others.

icma.org/pm OCTOBER 2018 | PUBLIC MANAGEMENT 31 ICMA HONORARY MEMBERSHIP

Alan Bojorquez Austin, Texas

lan Bojorquez founded and is managing attorney of the Bojorquez Law Firm, PC, which represents local governments across the state of Texas. In his more than 20 years of practice, Bojorquez has served more than 120 cities and other governmental entities. A strong advocate for the council- manager form of government, Bojorquez has a master’s degree Ain public administration, in addition to his doctor of jurispru- dence degree. Before entering private practice, Bojorquez was a staff attorney for the Texas Municipal League (TML); he now serves on the board of directors of the Texas City Attorneys Association, a TML affiliate. He is Texas chairperson of the International Municipal Lawyers Association and serves as board chairperson for the Texas Center for Municipal Ethics, a nonprofit organization he formed to promote ethics in local government. Bojorquez is author of the sixth and latest edition of the Texas Municipal Law and Procedure Manual. He has many publications to his credit on govern- ment and social media, religious displays in city buildings, and municipal regulation of outdoor lighting. He also writes, speaks, and presents frequently on those topics, as well as on ethics and government transparency topics. Bojorquez conducts training sessions for the Council of Governments and the Texas State University’s Certified Public Manager® Program, a nationally accredited statewide management development program specifically for manag- ers in the public and not-for-profit sectors. He developed SimpliCITY to provide customized, in-house training and continuing education to elected officials, staff, boards, and commissions. Topics include downtown revitalization, ethics and codes of conduct, employment law, and social media and government. Officials who complete his municipal officials’ workshop receive certification from the state attorney general.

32 PUBLIC MANAGEMENT | OCTOBER 2018 icma.org/pm HARVARD SCHOLARSHIPS 2018 Senior Executives in State and Local Government Program Harvard Kennedy School | Scholarship Sponsored by The Ferguson Group and eCIVIS

crises, there was a change in leadership address emerging and persistent issues, Opal Mauldin- or the economy, both of which delayed working with Habitat for Humanity, for Jones, ICMA-CM the recovery progress. example, to help residents, particularly City Manager, “Being the longest serving city the elderly, remain in their homes. Lancaster, Texas manager to date for the community,” says Bush finds that limited time and Mauldin-Jones, “my objective is to ensure resources require him to be creative in his n her role as we establish policies, procedures, and strategies. “I am committed to being my city manager of culture that will sustain the city through best in all of the areas where I serve,” says ILancaster, Texas, which any fiscal, physical, administrative leader- Bush. “I love my community and do not began in 2011, Opal ship, or management challenge.” have a goal beyond being the city manager. Mauldin-Jones has served as the city’s Mauldin-Jones’s immediate goal I want to continue to grow professionally chief executive officer. Reporting to is to “provide stability that has been so that I can be of better service.” Lancaster’s mayor and six councilmem- lacking in the executive leadership of In 2011, Bush fell seriously ill bers, she oversees all city operations the organization while bringing forth with a mysterious illness that defied and a $55.39 million operating budget. innovative and sustainable service.” diagnosis. After a year-and-a-half, the Twenty staff members report directly to Her long-term goal is to teach at a local Mayo Clinic finally diagnosed him with Mauldin-Jones, and the community has college or university and pass on her chronic fatigue syndrome. Over the next 299 full-time employees. knowledge and experience to the public two years, Bush found ways to adapt, Located in Dallas County, Texas, servants of tomorrow. including developing an extensive ongo- Lancaster’s population of nearly ing wellness program, so that he could 38,000 is predominately African-Amer- Charles Bush, return to service as city manager. ican and Hispanic. The full-service city “The experience was humbling,” he is less than 50 percent developed. ICMA-CM states. “It deepened my appreciation for In addition to day-to-day oversight, City Manager, our profession. I take nothing for granted Mauldin-Jones provides leadership and Sequim, Washington and measure every opportunity.” direction in the development of the Bush is active in professional city’s short- and long-term goals. She s manager activities at the state and national levels, also represents the city with intergov- of Sequim, often paying the training registration fees Washington,A a city of ernmental agencies, nonprofit organiza- himself. tions, and businesses, with a focus 7,280 residents located on Washington’s Olympic Peninsula, on recruiting retail, commercial, and HARVARD SCHOLARSHIPS industrial development and job creation. Charles Bush oversees municipal opera- Mauldin-Jones faces two chief tions and reports to seven elected city Participants who are awarded the Harvard strategic challenges in her work: sus- councilmembers. Sequim is a full-service Kennedy School scholarships have the taining change in the organizational community, except for fire and library opportunity to step away from their daily services, and operates one of the only culture as the community grows and routines for three weeks, engage with other municipal Class A reclaimed water facili- overcoming the lingering effects of fis- executives in team efforts to resolve tough ties in the state of Washington. cal, man-made, and natural disasters. issues, and renew commitments to their Lancaster suffered devastating Sequim has an annual budget of respective professions. Bush and Mauldin- fires in the early 1900s, tornadoes in $33 million and 77 full-time equivalent Jones were selected from a pool of 21 1994 and 2012, a fiscal crisis with the employees, nine of whom report to Bush. loss of 40 percent of general operating Like many cities in the era of govern- applicants by a panel of ICMA members who funds in 2000, along with a 500-year ment devolution, Sequim faces chal- were all past program recipients. flood in 2004 and the Great Recession lenging community problems that cut ICMA is working to secure funding for across traditional departmental lines. As of 2008. Each time the community 2019 scholarships. Information is available a result, Bush notes the city relies more began to emerge from one of these from Felicia Littky at [email protected]. heavily on community partnerships to icma.org/pm 33 CELEBRATION O F S E R V I C E

In recognition of ICMA members’ years of public service, these members were presented awards in 2018.

(city manager, 1990–2011) and Camp- Max Glyde has served 45-Year bell (city manager, 1984–1990; assistant as director of corporate SERVICE AWARD city manager, 1982–1984; assistant services for the Mosman RECIPIENTS to the city manager, 1976–1982; Municipal Council in Spit administrative assistant, 1974–1976; Junction, New South Wales, Francis Boyles III has staff assistant, 1973–1974; and intern, Australia, since 1993. He been city manager of Prior 1972–1973). He began his public service also served the council as deputy town Lake, Minnesota, since career as an intern with Mountain View clerk (1986–1993), treasurer (1982–1986), 1993. He previously served (1971–1972). and assistant accountant (1980–1982). two Minnesota cities: Previously he was cost clerk for Ku Plymouth (assistant city George Flores has Ring Gai Municipal Council, New South manager, 1981–1993, and administrative served as development Wales (1979–1980) and clerk for Inverell assistant to city manager, 1977–1981) services director for the Municipal Council (1973–1979). and Richfield (administrative assistant, city of Buckeye, Arizona, 1973–1977). since 2012. Previously he Randall Oliver has served El Mirage, Arizona, devoted his career to the Alfred (Butch) Burbank as community development director city of Cheney, Kansas. He has served as town (2007–2011). He also held positions with has been city administra- manager of Lincoln, New the city of Phoenix, including deputy tor since 2009 and served Hampshire, since 2012. city manager (1998–2005), director of as interim city administra- He previously served as development services (1987–1998), tor (2008–2009), public works direc- health and safety adviser director of economic development tor (1979–2008), and maintenance I at the New Hampshire Municipal Asso- (1986–1987), assistant director of urban (1973–1979). ciation (2003–2012) and as police chief development and housing (1983–1986), of Waterville Valley, New Hampshire community and economic development Larry Paine has been (1973–2003). administrator (1982–1983), assistant to the city administrator of city manager/community development Hillsboro, Kansas, since Charles (Charlie) Dodge administrator (1980–1982), develop- 2007. Previously, he was has served as city man- ment services assistant (1977–1980), city manager of Concor- ager of Pembroke Pines, and management assistant (1971–1977). dia, Kansas (2003–2007); Florida, since 1989. He city administrator of Baldwin, Kansas has also served Pem- Bruce Glasscock has (1998–2003); town manager of Cave broke Pines as assistant served as city manager of Creek, Arizona (1995–1998); and city manager (1983–1989), city clerk Plano, Texas, since 2011. city administrator of Jerome, Idaho (1979–1983), code enforcement director He also served as Plano’s (1990–1995). He also served as princi- (1977–1979), and community service deputy city manager pal management assistant (1986–1990) director (1975–1977). He began his pub- (2001–2011) and police and management analyst (1985–1986) lic service career as a CETA supervisor, chief (1990–2001). Earlier, he served as in Chula Vista, California; management Fort Lauderdale, Florida (1972–1975). police chief of Fort Collins, Colorado analyst II in Yuma, Arizona (1980– (1984–1990), and in Lakewood, Colo- 1985); and budget analyst II in Tacoma, Kevin Duggan, ICMA-CM, rado, as police officer, holding the ranks Washington (1973–1979). as been ICMA’s West of sergeant, lieutenant, and captain Coast Regional Director (1973–1984). He began his career as since 2011. Previously he a police officer/detective with St. Peters- worked for two California burg, Florida (1969–1973). cities: Mountain View

34 PUBLIC MANAGEMENT | OCTOBER 2018 icma.org/pm CELEBRATION O F S E R V I C E

Dianne Robertson has 1999–2006), assistant city manager Douglas Williford retired devoted her career to (1989–1999), and urban manage- in 2018 after serving as serving Wisconsin com- ment research analyst (1974–1979). city manager of El Cajon, munities. She has been In addition, he has served as city California, for six years. the village administrator manager, Sunny Isles Beach, Florida During his career, he of Thiensville since 1998. (2006–2009); city manager, Howell, served other California Previously, she served as clerk/treasurer Michigan (1983–1989); and assistant to communities in a variety of capacities: (1998), interim manager/clerk-treasurer the city manager, Riverview, Michigan in Irvine he served as community (1996–1998), and clerk/treasurer (1992– (1979–1983). development director (2006–2010), and 1996) for Greendale. She also held the in Santee, he served as development positions of acting administrator/clerk- Alan Tandy has been city services director (1999–2006), principal treasurer (1991–1992), deputy clerk/ manager of Bakersfield, planner (1987–1999), senior planner treasurer (1983–1991), and accountant California, since 1992. His (1984–1987), and associate/assistant (1973–1983) in West Milwaukee. past positions include city planner (1982–1984). He began his administrator, Billings, career as junior planner/planning Per Roener has been Montana (1985–1992); technician in El Cajon (1972–1982). He chief executive of Stevns city administrator, Gillette, Wyoming also served as deputy executive director Municipality, Denmark, (1981–1985); city manager, Napoleon, of the Southern California Association since 2005. Previously he Ohio (1977–1981); and administra- of Governments from 2010 to 2012. served as chief executive tive assistant, Rock Island, Illinois of Valloe Municipality (1973–1977). Mark Wollenweber, (1999–2004) and deputy city manager ICMA-CM, has held the of Hundested Municipality (1995–1999). Thomas Tarkiewicz has position of city manager From 1972 to 1995, he served in various worked in city government in Grosse Pointe Shores, municipal positions. in Michigan since 1974 Michigan, since 2012, and and has been city manager served as Grosse Pointe David Stuart has been of Marshall since 2009. Shores’s interim city administrator in chief administrative His past positions include 2012. His past positions, also in Michigan, officer of North Vancouver utilities director, Marshall (1993–2009); include interim city manager, Ferndale District, North Vancouver, public services director, Three Rivers (2011); city administrator, Grosse Pointe British Columbia, Canada, (1979–1993); and engineer, Adrian Woods (2004–2010); city manager, St. since 2008. He previously (1974–1979). Clair Shores (1990–2004); city manager, served North Vancouver District as Huntington Woods (1978–1990); assistant human resources/corporate services Kenneth Taylor has city manager, Plymouth (1976–1978); director (1983–2000) and human served Texas communities and administrative assistant to mayor, resources officer (1973–1980). He also since 1973 and has been Westland (1974–1976). In addition, has held the positions of chief adminis- city manager of Universal Wollenweber worked for the Michigan trative officer, West Vancouver District, City since 2002. He Municipal League from 1971 to 1974. British Columbia (2000–2007), and has also served as city human resources officer, Surrey, British manager in Henderson (1999–2002), Columbia (1981–1983). Taylor (1991–1997), Portland (1989–1991), and Burnet (1978–1988). Anthony (John) Szerlag He served as city administrator of has served as city manager Olney (1977–1978); assistant to the of Cape Coral, Florida, city manager, Euless (1974–1977); since 2012. He has also administrative assistant, Ft. Worth served in multiple capaci- (1973–1974); and city administrator, ties in Troy, Michigan, Roanoke (1972–1973). including city manager (2009–2012 and

icma.org/pm OCTOBER 2018 | PUBLIC MANAGEMENT 35 CELEBRATION O F S E R V I C E

Mark Jinks, City Manager, Cindy Cameron Ogle, City Manager, 40-Year Alexandria, Virginia Gatlinburg, Tennessee SERVICE AWARD Mary Krause, County Administrator, Ronald Olson, City Manager, RECIPIENTS Ontario County, New York Killeen, Texas Donald Krupp, County Administrator, Charles Ozaki, City and County Manager, Clackamas County, Oregon Broomfield, Colorado Allen Barnes, ICMA-CM, City Howard Kunik, City Manager, Punta Terry Parker, Regional Adviser (South Administrator, Stephenville, Texas Gorda, Florida Asia), Commonwealth Local Kenneth Bays, City Administrator, Government Forum, New South Wales, Lynn Lander, City Manager, Aberdeen, Anahuac, Texas Australia South Dakota Robert Belmore, ICMA-CM, City Robert Pellegrino, Township Manager, Scott Lazenby, City Manager, Lake Manager, Somersworth, New Hampshire Northampton, Pennsylvania Oswego, Oregon Keith Bergman, Town Administrator, Frank Pleva, County Administrator, Christopher Lear, Saukville, Wisconsin Littleton, Massachusetts Lancaster County, Virginia Robert Lee, ICMA-CM, Town Manager, Russell Blackburn, City Manager, Marcia Raines, Principal, Public Sector Plainville, Connecticut Port St. Lucie, Florida Services, Mill Valley, California Douglas Albert Lewis, ICMA-CM, City Cornelius Boganey, City Manager, Alan Riffel, City Manager, Woodward, Manager, Pinellas Park, Florida Brooklyn Center, Minnesota Oklahoma Sam Listi, City Manager, Belton, Texas John Bohenko, ICMA-CM, City Manager, Steven Schainker, City Manager, Portsmouth, New Hampshire Matthew Lutkus, Town Manager, Ames, Iowa Damariscotta, Maine William Cmorey, Director of Paul Shives, Township Administrator, Administration, Bensalem Township, Michael Magnant, Town Administrator, Toms River, New Jersey Pennsylvania Rye, New Hampshire Bruce Stone, City Manager, The Village, Dan Dean, ICMA-CM, City Administrator, Michael Mahaney, City Manager, North Oklahoma Kimball, Colorado Myrtle Beach, South Carolina Richard Sun, Director General, [Town of] James Dinneen, County Manager, Ronald Mattiussi, British Columbia, Hampstead, Quebec, Canada Volusia County, Florida Canada Randolph Terronez, Assistant to the Billy Edwards, City Manager, J. Thomas McCarty, ICMA-CM, City County Administrator, Rock County, Hinesville, Georgia Administrator, Stillwater, Minnesota Wisconsin Duane Feekes, City Administrator, Charles McClendon, City Manager, Edward Thatcher, City Manager, Orange City, Iowa Cathedral City, California Heath, Texas Francis Frobel, Village Manager, Richard McGuire, Town Manager, Russell Treadway, City Manager, Hastings-on-Hudson, New York Williston, Vermont Sevierville, Tennessee Richard Gertson, Texas Robert Middaugh, Jr., ICMA-CM, Peter Vargas, City Manager, Allen, Texas Leesburg, Virginia G. William Hammon, Jr., Assistant City Mitchell Wasserman, City Administrator, Manager, Alcoa, Tennessee Richard Scott Morgan, City Manager, Clyde Hill, Washington West Melbourne, Florida Bob Hart, ICMA-CM, City Manager, Kenneth Wasson, Assistant Director, Corinth, Texas Brian Moura, Redwood City, California Arkansas Municipal League, Arkansas Bertha Henry, County Administrator, Susan Muranishi, County Administrator, Steven Werbner, Interim Town Manager, Broward County, Florida Alameda County, California Tolland, Connecticut Van James, Texas Kent Myers, City Manager, Gary Whatcott, City Manager, South Fredericksburg, Texas Jordan, Utah Stuart Jardine, Chief Executive Officer, Stirling, Western Australia, Australia Mark Nagel, Assistant City Manager, Elko New Market, Minnesota Daniel Jaxel, Borough Administrator, Raritan, New Jersey Gary Napper, City Manager, Clayton, California

36 PUBLIC MANAGEMENT | OCTOBER 2018 icma.org/pm CELEBRATION OF SERVICE

R. Thomas Homan, ICMA-CM Mark Rohloff 35-Year Ron Michael Howell Allen Rothermel 30-Year SERVICE Jeffrey Hull Kathleen Rush, ICMA-CM SERVICE Ralph Hutchison Jerry Schiro AWARD Michael Jaillet Greg Scoles AWARD RECIPIENTS Paul Janssen, Jr. George Shackelford RECIPIENTS Barbara Jones, ICMA-CM Nabiel Shawa Scott Adams, ICMA-CM Marian Anderson William Keegan, Jr., Thomas Short Leroy Alsup Thomas Lane Anderson ICMA-CM Douglas Smith James Baker Daniel Keen, ICMA-CM Jacqueline Sova Paul Arevalo Rodney Barnes J. Clay Killian Scott Stiles, ICMA-CM Nancy Baker Richard Bates Jerome Kisscorni Steve Thacker Cathy Deyton Ball Marilynne Beard Gary Koehler Patrick Thompson Maryalice Barnett Keith Bennett Diana Kollmeyer Howard Tipton Mark Barnhart Paul Benoit Dale Krajniak Carl Valente, ICMA-CM Kevin Barr Vivyon Bowman Erik Kvarsten David Varley Larry Bauman Jeff Braun, ICMA-CM Scot Lahrmer Joseph Wade Rebecca Bentley Joseph Breinig Marty Lawing Michael West H. Matthias Bernhardt John Brown Richard Lemack Catheryn Whitesell David Boesch, Jr. Michael Cain William Lindsay V. Eugene Williford III Scott Bond David Carmany Linda Lowry George Bosanic June Catalano John Marquart Martin Bourke Albert Penn Childress, Craig Martin, ICMA-CM James Bowden, ICMA-CM ICMA-CM Kirk McDonald Harvey Bragg Stephen Compton Peggy Merriss, ICMA-CM Paul Brake, ICMA-CM Gustavo Cordova, ICMA-CM Clifford Miller James Buckley Ava Couch Mark Mitton Barry Burton, ICMA-CM Kaj Dentler Don Morrison John Butz, ICMA-CM Frederick Diaz William Morse Barry Carroll Anna Doll, ICMA-CM Fredrick Murry, ICMA-CM Mark Casey John Drago Ned Muse Victoria Charlesworth Michael Dzugan David Niemeyer, ICMA-CM Courtney Christensen Bruce Evilsizor Rae Ann Palmer David Clark Kenneth Fields Allen Parker Craig Coffey Nicholas Finan Jeffrey Parker Jerry Cooper Nancy Freed Wayne Parker, ICMA-CM Deborah Craig-Ray Anton Graff, ICMA-CM Jeffrey Pederson John Davis Mark Haley Michael Pounds, ICMA-CM Paul Dawson Frank Harksen, Jr., ICMA-CM Roman Pronczak David Harp Paul Deschaine Su Zanna Prophet Robert Herron, Jr. Gregory Dietterick Steven Rabe John Hobson Allen Dinkel David Ready Daniel Hoins Dena Diorio Carl Rogers Clayton Holstine Robert DiSpirito, Jr. icma.org/pm OCTOBER 2018 | PUBLIC MANAGEMENT 37 CELEBRATION O F S E R V I C E

Alan Dolley John Kelly Kathleen Swinington Ramsay Mark Watkins John Drury Mark Larson William Rawlings Matthew Watkins George Dunham Arthur Lasher IV, ICMA-CM Robert Reece Roderick Wensing, ICMA-CM David Durflinger Mark Lauzier, ICMA-CM Gary Riedner James Wheeler John DuRocher, Jr. Elaine Lazarus Keith Robicheau Kenneth Williams Paul Eckert Layne Long Richard Roedner Michael Wilson William Edgar Mark Luberda Teresa Rotschafer E. Scott Wood Mark Ells Joseph Lynch Earnest Rouse Ryan Wood Graeme Emonson Robert Lyons, ICMA-CM Jon Ruiz, ICMA-CM Dianna Wright, ICMA-CM Marlan Ferguson Craig Malin, ICMA-CM Orlando Sanchez, ICMA-CM Maureen Zamarripa Donald Fisher Debbie Manns Darrel Schmalzel Rodney Foster Patrick McGinnis, ICMA-CM Paul Schulz Dawn Francis Alexander McIntyre Douglas Schulze, ICMA-CM Marie Gelles Michael McNees Mark Schwieterman Vernon Gerth Mark Meyers John Shepherd, ICMA-CM C. Elizabeth Gibson Judith Miller Susan Sherman, ICMA-CM Navdeep Gill Brently Mims Garth Sherwin James Gillway Donald Mims Mark Sievert William Giroux Scott Mitnick Kermit Skinner, Jr. J. Brannon Godfrey, Jr. Charles Montoya John Slaughter Rick Goeckner George Moon Richard Slingerland, Jr. George Gray, ICMA-CM Andrew Morris, ICMA-CM Joseph Slocum Timothy Hacker, ICMA-CM John Moss, Jr., ICMA-CM Mell Smigielski Mark Haddad Stephen Mountain R. Scott Smith Kathy Hagen Edward Muder Michael Smith David Hales Michael Muirhead Michael Spurgeon A. Kim Haws Nadine Nader Kevin Stephenson Jennifer Heft John Nagel, ICMA-CM Joyce Stille, ICMA-CM Rick Hester Scott Neal Erik Strunk Keith Hickey, ICMA-CM Daniel O’Donnell, ICMA-CM David Teel Konrad Hildebrandt Roy Otto, ICMA-CM Everett Thomas III Penny Hill Eugene Palazzo James Thompson, ICMA-CM Robert Hillard James Palenick Mo Thornton Daniel Holler Robert Pauley Teresa Tieman, ICMA-CM Lyman Howard II Mark Perkins, ICMA-CM Patrick Titterington, ICMA-CM James Inman, ICMA-CM Jennifer Phillips, ICMA-CM Jeffrey Towery, ICMA-CM Paul Jepson James Purtee Mark Vahlsing Faye Johnson James Quin, ICMA-CM Bryon Vana John Kalmar, ICMA-CM Barry Quirk David Vehaun John Kaminski Georgia Ragland, ICMA-CM Bradley Vidro Sam Karr Fred Ramey, Jr. Douglas Walker Motiryo Keambiroiro John Ramme

38 PUBLIC MANAGEMENT | OCTOBER 2018 icma.org/pm CELEBRATION OF SERVICE

Eric Davis, ICMA-CM Terrell Jacobs Mark Purple David DeAngelis, ICMA-CM William Johnson, Jr. Wynette Reed 25-Year Michelle del Valle–Neuner, Karolyn Kent Michael Renshaw SERVICE ICMA-CM David Kiff Maribel Reyna AWARD Lawrence Delo, ICMA-CM David Kilbane, ICMA-CM Bruce Richardson RECIPIENTS Andre Doucet Stephen King John Roach III David Doyle Tony King Michael Rock Edward Driggers, ICMA-CM Cyrus Abhar Timothy Klunder Albert Roder, ICMA-CM David Duckworth Ronald Jon Alles Amy Knowles Robert Rokovitz, ICMA-CM David Eberly Kelly Amidei Lisa Kotter Michael Rose Richard Englehart Bill Andrew, Jr. Michael Land, ICMA-CM Steven Ross, ICMA-CM Jason Eppler Susan Armstrong Sharon Landers, ICMA-CM Michael Running Christopher Eppley, ICMA-CM Susan Arntz Shelly Lanners Brian Sanders, ICMA-CM Dana Fenton Roger Baltz Richard Leins Timothy Savage Paul Fetherston Dino Basso Eric Levitt Patrick Savard David Fierke Jeanne Beaudin Donna Lobaito Joseph Sbranti David Finch Robert Belleman, ICMA-CM Tim Long James Schutz David Frasher, ICMA-CM Ambreen Bhatty Jennifer Maguire Todd Selig David Freeman Mark Biberdorf, ICMA-CM Ronald Massey Dale Shafer Joseph Gall Jane Blakely Douglas Maxeiner, ICMA-CM Jay Shambeau April Getchius David Boatright, ICMA-CM Gregory McClain Keith Skelton Jennifer Glazer-Moon James Box Lance Metzler Kevin Smith Valeseia Goodwin J. Robert Boyette, ICMA-CM Todd Michaels Laurie Smith Scott Gosse Jennifer Bramley Liz Miller Peter Smyl David Greene Jeffrey Bridges, Jr. Bruce Moeller Christopher Steers Jeff Greene Marlon Brown Bryan Montgomery, Michael Steigerwald, Brenda Sedlacek Gunn, ICMA-CM ICMA-CM Sheryl Eveline Bryant ICMA-CM Scott Moore Diane Stoddard, ICMA-CM Bradly Burke Vanessa Hale David Moran David Strohl, ICMA-CM Jack Butler, Jr. Margaret Halik Joseph Mosley Debra Sullivan Regan Candelario Tim Hall Brian Murphy Phillip Sutton Roger Carlton Robert Harrison Maureen Murphy Michael Thomas Kurt Carroll, ICMA-CM Russell Hawes, Jr. Ghida Neukirch, ICMA-CM David Tillotson Norbert Castro, ICMA-CM Sharon Hayes Scott Niehaus Brian Townsend, ICMA-CM Paul Cayler Paula Hertwig Hopkins T. Jennene Norman-Vacha Jeff Tyne, ICMA-CM Ronald Chandler Lawrence Hileman Mindi Nunes F. Patrick Urich David Cheek Mike Hodge, Sr., ICMA-CM Vance Oakes James Verbrugge Francis Cheung Robert Hoffmann Michael Olmos Donna Vieiro Ted Chinn Tim Holloman, ICMA-CM Richard Otto Armando Villa, ICMA-CM Julie Colley Eric Holmes Michael Overton Tyson Warner Patrick Comiskey Craig Honeycutt, ICMA-CM Renee Paschal J. Dudley Watts, Jr. Irvin Creech II Jeffrey Hudson Kevin Patton Christopher Whitlow Barry Crook Scott Hugill Lisa Peterson, ICMA-CM Lars Wilms Anthony Crosson David Huseman Scott Peterson, ICMA-CM Jeaneen Clauss Witt Michael Crotty, ICMA-CM Jack Ingstad Dennis Pieper Kirk Zoellner Peter Dame Carol Jacobs, ICMA-CM James Politi Jeff Zoephel R. Bryan David icma.org/pm OCTOBER 2018 | PUBLIC MANAGEMENT 39 2018 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/performance_certificates.

Certificate of Certificate of Certificate of Excellence Distinction Achievement Alachua County, Florida Bernalillo County, New Mexico Algonquin, Illinois Albany, Oregon Dallas, Texas Bettendorf, Iowa Austin, Texas Edmonton, Alberta, Canada Colorado Springs, Colorado Bayside, Wisconsin Farmers Branch, Texas DeLand, Florida Bellevue, Washington Fort Worth, Texas Grafton, Wisconsin Clayton, Missouri Greer, South Carolina Hillsborough, North Carolina Coral Springs, Florida Mesa, Arizona Loudoun County, Virginia Durham, North Carolina Palm Coast, Florida Maitland, Florida Fairfax County, Virginia Phoenix, Arizona Maui County, Hawaii Fayetteville, North Carolina Sheboygan, Wisconsin New Glarus, Wisconsin Fort Collins, Colorado Suwanee, Georgia North Hempstead, New York Fort Lauderdale, Florida Wichita, Kansas San José, California Gardner, Kansas Williamsburg, Virginia Southlake, Texas Gilbert, Arizona Stanly County, North Carolina Gunnison County, Colorado Winston-Salem, North Carolina Kansas City, Missouri Montgomery County, Maryland New Orleans, Louisiana Oklahoma City, Oklahoma Olathe, Kansas Pinehurst, North Carolina Poudre Fire Authority, Colorado Rock Hill, South Carolina San Antonio, Texas San Francisco, California San Mateo County, California Scottsdale, Arizona Tamarac, Florida Woodbury, Minnesota

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