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Icma Annual & Service Awards 2001 ICMA Annual & Service Awards CELEBRATING EXCELLENCE IN LOCAL GOVERNMENT Presented at the 87th Annual Conference of the International City/County Management Association Booklet sponsored by Publication of the 2001 ICMA Annual and Service Awards commemorative booklet was made possible through the generous contribution of ICMA Corporate Partner ASC (see booklet back cover). ACS congratulates all of this year’s award recipients. An anonymous, 17-member awards evaluation panel is charged with selecting the recipients of the ICMA Annual Awards. Because of the time and effort that go into these decisions, ICMA would like to thank the following evaluation panel members, who will depart the panel at the 87th ICMA Annual Conference: R. Ben Bifoss Former City Manager, Manistee, Michigan Pamilla Brant Former Assistant to the City Administrator, Ann Arbor, Michigan John G. Campbell Former City Manager, Johnson City, Tennessee (Retired) Murray Douglas General Manager, Sydney, NSW, Australia Carol M. Granfield Town Administrator, Derry, New Hampshire Sam S. Gaston City Manager, Mountain Brook, Alabama Craig Malin Administrative Coordinator, Douglas County, Wisconsin James C. Rumpeltes Assistant City Manager, Surprise, Arizona David G. Timmons City Manager, Port Townsend, Washington (1999-2000 Chairman) Isaac Turner City Manager, Ormond Beach, Florida Fan Ventura Administrative Analyst II, San Ramon Services District, Dublin, California This awards booklet was developed by: Lydia Bjornlund Bjornlund Communications, Oakton, VA Michele Frisby Managing Editor Kim Martin-Haynes Public Information/Awards Program Coordinator Dharma Pachner Graphic Designer PROFESSIONAL AWARDS PROGRAM EXCELLENCE AWARDS Award for Excellence in Honor of Award for Programs for the Program Excellence Award for Mark E. Keane Disadvantaged in Memory of Carolyn Outstanding Partnerships: Frank Fairbanks, City Manager, Keane (populations of 50,000 and Intergovernmental Cooperation Phoenix, Arizona under) (populations of 50,000 and under) Page 2 Laguna Hills, California, and El Segundo, California, and Bruce E. Channing, City Manager Mary L. Strenn, City Manager Award for Career Development in Page 9 Page 16 Memory of L. P. Cookingham Ronald N. Whitehead, City Manager, Award for Programs for the Program Excellence Award for Addison, Texas Disadvantaged in Memory of Carolyn Outstanding Partnerships: Page 3 Keane (populations greater than Intergovernmental Cooperation 50,000) (populations greater than 50,000) In-Service Training Award in Memory Marquette County, Michigan, and Cincinnati, Ohio, and John F. Shirey, of Clarence E. Ridley Steven D. Powers, County Administrator City Manager James L. Westbrook, Jr., City Manager, Page 10 Page 17 Asheville, North Carolina Page 4 Public Safety Program Excellence Program Excellence Award for Award in Memory of William H. Outstanding Partnerships: International Award in Memory of Hansell, Sr., and Alice Hansell Public-Private Partnerships Orin F. Nolting (populations of 50,000 and under) (populations of 50,000 and under) Douglas J. Watson, City Manager, Dodge City, Kansas, and John Deardoff, Bothell, Washington, and Auburn, Alabama City Manager James V. Thompson, City Manager Page 5 Page 11 Page 18 Assistant Excellence in Leadership Program Excellence Award for Citizen Program Excellence Award for Award in Memory of Buford M. Involvement (populations greater Outstanding Partnerships: Watson, Jr. than 50,000) Jacques M. Avent, former Deputy City Phoenix, Arizona, and Frank Fairbanks, Manager, Phoenix, Arizona; and City Manager Laura J. Huffman, Deputy City Manager, Page 12 San Marcos, Texas Pages 6 & 7 Program Excellence Award for Innovations in Local Academic Award in Memory of Government Management Stephen B. Sweeney (populations of 50,000 and under) Stephen E. C. Hintz, retired Professor Oak Park, Michigan, and Daniel W. of Public Administration, University Fitzpatrick, City Manager; and of Wisconsin Spruce Grove, Alberta, Canada, and Page 8 Simon Farbrother, City Manager Pages 13 & 14 Program Excellence Award for Innovations in Local Government Management (populations greater than 50,000) San Diego, California, and Michael T. Uberuaga, City Manager Page 15 — 1 — could one of the nation’s fastest- Phoenix became the first major Award for Excellence growing cities reduce its annual U.S. city to implement the Systems in Honor of budget without cutting essential Applications Procedures in Data Mark E. Keane services and laying off hundreds of Processing (SAP) financial manage- employees? ment system, placing the power of Working closely with the city purchasing, fixed-asset management, council, Mr. Fairbanks found a way. cost accounting, and accounts pay- He implemented a city-wide hiring able and receivable in the hands of freeze and reprogrammed a $1 more than 1,400 Phoenix employ- billion bond program. To set an ees. Through a unique labor-man- example for Phoenix’s employees, agement partnership, the city he asked the council to reduce his re-engineered its water services and paycheck. He also asked department reduced operating costs by more managers to devise innovative than $12 million annually, while methods to expand service levels improving water quality, the envi- with fewer dollars and laid out the ronment, and customer service. bleak revenue projections to the Through all of the city’s efforts city’s five employee unions, asking to reduce costs, Mr. Fairbanks has for their help in getting Phoenix maintained his commitment to the FRANK FAIRBANKS through the crisis. citizens he serves, constantly look- As a result of this groundwork, ing for better ways to provide the Established in honor of former ICMA when the crunch came, everyone services they need. Under the city’s marched together—elected officials, new “Seamless Service Program,” Executive Director Mark E. Keane, the management team, employees, employees are trained to “own” a the Award for Excellence recognizes the community, and even the telephone call, staying on the line an outstanding local government unions, who had agreed to forego until the caller gets the right an- administrator who has fostered wage increases. Mr. Fairbanks and swer. Field workers are armed with his team eliminated 500 positions pamphlets about the government so representative democracy by en- without a single layoff and sliced they will be able to answer common hancing the effectiveness of local $45 million from the budget with- questions and direct citizens to the government officials and by consis- out compromising the city’s high correct place for service. And, tently initiating creative and success- levels of service. where it once took three to four If Mr. Fairbanks is good in a weeks for the city to complete a ful programs. This year, ICMA crisis, he is great in the day-to-day plan review process, a new team presents the Mark E. Keane Award management of Phoenix. Believing permit process reduced that time to to Frank Fairbanks, city manager of that the best ideas come from front- just two to four days. Phoenix, Arizona. line employees, Mr. Fairbanks exer- The result is a satisfied workforce cises “a steadying hand from behind and content citizenry. In recent the curtain,” as described by Gov- surveys administered by an outside erning magazine. In the city of research firm, 97 percent of When Frank Fairbanks was named Phoenix, ideas percolate up from Phoenix’s employees called the city manager of the city of Phoenix shop floors and cubicles, through a good place to work, and 86 per- (pop. 1.2 million) 11 years ago, he focus groups and partnership cent of residents said they are inherited a city government that circles. Employees submit an aver- pleased with the city’s performance— was already very good. Under the age of 400 improvement sugges- the highest rating Phoenix has ever guidance of City Manager Marvin tions a year, saving the city millions received. Thanks to Mr. Fairbanks’s Andrews, ICMA’s first recipient of of dollars. One recent idea alone, leadership, employees of the city of the Mark E. Keane Award, Phoenix which involved the replacement of Phoenix continue to live by the had established a national reputa- air filters at the airport, saved common values of the mission state- tion for excellence. However, finan- $166,719. ment they developed in 1995: cial projections in 1991 revealed Consistently Mr. Fairbanks has a dedication to customer service, that Phoenix was heading into a been credited with fostering a risk- team work, continuous improve- recession, and that the budget was taking city environment that mea- ment, integrity, and results. in need of radical surgery. But how sures and rewards results. In 1998, — 2 — Award for Career and leadership he can, not only to One previous Addison intern Development in the community, but also to the recounts how, when Mr. Whitehead Memory of L. P. people who work there. The result was facing the strong possibility of Cookingham has influenced the quality of local getting fired, he continued to en- government throughout the Dallas/ courage enthusiasm for a local gov- Fort Worth area and beyond. ernment career. “He took me aside Mr. Whitehead’s tenacity for and told me that I should not let his mentoring began when he was a circumstance change my opinion of local government human resources a career in local government,” the intern. Although he enjoyed his former intern explains. “He said it internship, he felt that he was was an honorable profession and poorly utilized. It was then that his that you should always do the best firm commitment to providing job you can, but never forget your internships that would include a moral and ethical standards….Here strong mentoring component took was Ron about to be fired, and hold. He envisioned an approach to he was more concerned about my internships that required a greater attitude toward local government degree of contact and involvement than he was about losing his own between the intern and the city job!” RONALD N. WHITEHEAD manager, and that challenged the Mr. Whitehead’s influence is not intern to grow personally and pro- limited to the city’s interns.
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