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. He has Each year, ICMA presents the fessionally through the use of ac- grown professionals from within the countability, self-motivation, and city’s ranks, encouraging employees Award for Career Development to a professional mentoring. at all levels to finish their education corporate member who has made a Interns in Mr. Whitehead’s and to seek graduate degrees that significant contribution to the devel- mentoring program are given a will help them reach their career opment of new talent in professional firsthand look at the job of the city goals. He has also chaired the manager. They are often asked to professional development commit- local government management. The prioritize the information on the tees for the Texas City Manager’s award commemorates former ICMA city manager’s desk and are given Association, working with col- President L. P. (Perry) Cookingham, freedom and authority to attend leagues to create a regional who is credited with creating the lo- most of the meetings on his calen- mentoring program, and summariz- dar. “Many cities hire interns just to ing his mentoring philosophy for an cal government internship. This year, work on special projects, and they MPA program. ICMA presents the Career Develop- are out of sight and out of mind,” Mr. Whitehead’s mentoring of ment Award to Ronald N. Whitehead, says one former intern. “Not in Addison’s interns and employees city manager of Addison, Texas. Addison. Interns are welcome at all extends well beyond their tenure meetings and have a front-row seat with that city’s government. An- to learn about the decision-making other former intern who is now an process and are encouraged to par- assistant city manager writes of Local government managers work ticipate.” Ron’s profound impact upon his hard to improve the quality of life It is not uncommon for Mr. career: “I always try to emulate his and service delivery in their com- Whitehead to ask an intern what he approach with employees, his cus- munities. Sometimes their influ- or she thinks about a point of dis- tomer service focus, his vision, and ence extends far beyond their ten- cussion or to defer decisions to the his mentoring ability. When I am in ure as managers and beyond the intern, pending his approval. He a difficult situation, I often find borders of the communities in allows interns to grow profession- myself asking, ‘What would Ron which they serve. ally by giving them the necessary do?’” There is probably no greater During his 20 years with the city experience at the appropriate compliment to Mr. Whitehead as of Addison, Texas (pop. 9,000), Ron time—an art he has perfected over mentor or testimony to the confi- Whitehead has committed himself 20 years of dedication to career dence he instills in those who have to providing the best management development and mentoring. worked with him.

— 3 — oping a way to systematically pro- Mr. Westbrook and then Assis- In-Service Training vide organizational training and tant City Manager Stephen Douglas Award in Memory of staff development for city employ- Spell developed the first class of the Clarence E. Ridley ees. The group initially conducted curriculum on leadership and ethics, an internal survey to determine and the former continues to teach needs and important issues within the course and look for ways to the organization. The findings improve the city’s new professional revealed that front-line supervisors development program. Among his and mid-level managers felt unpre- accomplishments is a partnership pared to enforce city policies when with Western Carolina University they became supervisors and man- (WCU) that encourages municipal agers. A separate external bench- employees to further their educa- marking study that involved 13 tion through the use of transfer other North Carolina cities indi- credits, a local government fellow- cated that the quality of service ship program, and a tuition reim- provided to citizens also should be bursement program, currently improved. funded at $35,000. Additionally, The task force recommended the MPA program at WCU holds that the city focus on becoming a classes in Asheville’s municipal JAMES L. WESTBROOK, JR. learning organization, skilled at buildings, further promoting educa- creating, acquiring, and transferring tional opportunities for city staff. ICMA’s In-Service Training Award is knowledge, as well as modifying Although only two years old, behavior to reflect new knowledge Asheville’s professional develop- presented to the administrator or and insight. The Corporate Univer- ment initiatives have successfully administrators who have developed sity was developed to serve as an provided many benefits to city em- and implemented highly effective in- organizational umbrella for the ployees. To date, 100 of the city’s service training programs for local training and development of the 280 managers and supervisors have city’s 1,000 full- and part-time em- graduated from the city’s Corporate government employees. This award ployees. University. Some of these employ- was established in memory of Through the Corporate Univer- ees have become top candidates for Clarence E. Ridley, a pioneer in sity, Asheville provides ongoing promotions, and 18 supervisors and the field of local government man- training to mid-level managers and mid-level managers have success- front-line supervisors and prepares fully competed for higher level agement. This year, ICMA presents employees for promotion. The positions within the city. More than the In-Service Training Award to university’s curriculum was devel- a dozen city employees are currently James L. Westbrook, Jr., city manager oped to address the management, enrolled in WCU’s MPA program. of Asheville, North Carolina. ethics, and leadership skills defi- The city’s customized training ciencies of internal candidates and approach works! New supervisors to ensure that the city’s employees report that the training enables them were qualified to compete for pro- to better carry out their responsi- As communities and their organiza- fessional positions. bilities and enforce city policies, tions become increasingly culturally Ashville’s Corporate University thus helping to decrease the num- diverse, it is imperative that govern- comprises three progressive phases ber of formal grievances from 33 to mental workforces be prepared to that focus on developing managerial 7 annually. As a result, the city’s meet the changing needs and de- and leadership skills. Department human resources staff has saved mands of their constituency. Recog- directors are required to complete about 1,300 hours—or an estimated nizing that a local government’s several programs in an advanced $25,000. The city also credits the success today depends on its ability curriculum designed specifically for decrease in customer complaints to to change, City Manager James their needs. Each class is tailored to the facilitation and communication Westbrook formed a task force to accommodate participants’ work skills training employees received reinvent the professional develop- assignments and general work envi- through the Corporate University. ment process in the city of Asheville, ronment. The city also has incorpo- At just $1,000 per year, the Corpo- North Carolina (pop. 69,000 ). rated a “train the trainer” approach rate University may prove to be one The professional development whereby selected employees train of the most cost-effective invest- task force was charged with devel- other employees. ments Asheville has ever made.

— 4 — Dr. Watson also has encouraged nical assistance, he believed the International Award Auburn’s participation in several program would be an excellent in Memory of training sessions for other Bulgarian learning opportunity for the em- municipalities. In coordination with Orin F. Nolting ployees of Auburn, Ala. (pop. the Foundation for Local Govern- 43,000). Two and a half years and ment Reform in Sofia, Bulgaria, city several city staff exchanges later, employees made workshop presen- Auburn’s partnership experience tations on strategic planning, mar- with the city of Blagoevgrad has keting, economic development, and proved him right. other topics. In the spring of 2000, The first step was to determine Dr. Watson worked with two other the areas on which to focus. After staff members to teach a class on several initial meetings, the two public administration, planning, and cities decided to focus on citizen economic development through the participation, solid waste, and ecol- American University of Bulgaria for ogy. Strategic planning became the students and administrators from primary tool to get Blagoevgrad on Kosovo. the right path; a strategic plan Dr. Watson has applied his lead- would help establish goals, policies, ership skills toward encouraging and programs that could be used to DOUGLAS J. WATSON other types of linkages between guide the decisions of the munici- Auburn and its partner city, result- pality and influence positive change ing in the exchange of business ICMA’s International Award, estab- in the years to come. delegations and the establishment of lished in memory of Orin F. Nolting, The strategic planning process an ongoing relationship between relied on a traditional approach, but recognizes a local government and Auburn University and Southwest with an emphasis on consensus its chief administrator for furthering University in Blagoevgrad. In De- building and citizen involvement. cember 1999, Auburn paid for a the cause of international under- Blagoevgrad established four com- group of Bulgarian folk dancers to standing and cooperation by suc- mittees of volunteers, NGOs, visit the U.S. to perform in local elected officials, and city staff. cessfully adopting a program from schools and the community theater. These committees studied the areas another country; becoming actively The following May, Blagoevgrad of economic development, ecology reciprocated by hosting a band of involved in exchanges, sister-city ac- and solid waste, and urbanization Auburn University students during tivities, or educational/cultural ac- and infrastructure and issued re- Blagoevgrad’s cultural festival. ports outlining specific goals and tivities with another country; or Evaluations of the effectiveness strategies. The resulting plan be- establishing a relationship with a lo- of U.S. exchange programs gener- came a consensus-building docu- ally center on the impact that they cal government from another coun- ment designed to allow the entire have had on foreign host cities. try that resulted in innovative, community to come together to make There can be no doubt that Blagoevgrad a better place to live. concrete management improve- Blagoevgrad will reap the benefits The strategic plan included ments. The recipient of this year’s In- of the technical assistance the city of long-, medium-, and short-term Auburn has provided for many years ternational Award is Douglas J. goals, and the community has al- to come. But Dr. Watson has made Watson, Ph.D., city manager of ready achieved many of its short- sure the exchange has had a positive term goals. One of the first major Auburn, Alabama. impact on the Auburn local govern- accomplishments was to successfully ment and its citizenry as well. He address the problem of Blagoevgrad’s has worked closely with the staff landfill, which was at capacity and involved to make sure the experi- In 1998, when City Manager Doug faced almost immediate closure. ence is professionally and personally Watson received information from The committee’s research into the rewarding. By expanding beyond an employee about ICMA’s Interna- problem and technical assistance the city organization and involving tional Resource Cities Program for from Auburn staff resulted in rec- a large number of citizens, the cul- Bulgarian cities, he jumped at the ommendations that are expected to tural exchange has strengthened ties opportunity. Not only could he extend the landfill’s life for an addi- between the cities and expanded the help a community that needed tech- tional ten years. horizons of many people in both.

— 5 — Assistant Excellence Mr. Avent joined the city gov- out” one area revitalization project in Leadership Award ernment in 1989 as executive assis- and nearly complete another. in Memory of tant to the city council and soon Mr. Avent also takes the time to Buford M. Watson, Jr. became executive assistant to the provide encouragement and city manager. Just two years later, in mentoring for fellow employees. He 1992, he was promoted to deputy has actively supported the develop- city manager—the first African ment of young administrators in the American to serve in that position. city of Phoenix and surrounding As a deputy city manager, communities. He has been a mem- Mr. Avent rose to the challenge of ber of the National Forum for Black merging several city programs and Public Administrators since it was staff into a new neighborhood ser- founded in 1983 and was instru- vices department. The city was mental in reestablishing and build- looking for a way to have a strategic ing the Arizona chapter. He also impact on the community’s revital- serves in leadership positions in a ization efforts by leveraging dwin- number of community organiza- dling federal resources and tions. enhancing the livability of many of Mr. Avent’s professional and Phoenix’s most challenging neigh- personal commitment to under- JACQUES M. AVENT borhoods. The department also standing and embracing the burden needed to find a more comprehen- of being a “first;” his willingness to ICMA’s Assistant Excellence in Lead- sive and inclusive approach to do what is right but not always ership Award, which commemorates working with residents on neigh- popular; and his commitment to borhood issues. Mr. Avent was the encouraging innovation, challeng- former ICMA President Buford M. right man for the job. Using the ing the status quo, and improving Watson, Jr., is presented to a local skills and training he had acquired the quality of life for all Phoenix government management profes- through his previous work experi- residents exemplifies excellence in sional who has made significant con- ence, Mr. Avent provided the lead- leadership. ership and guidance necessary to As Phoenix’s population has tributions toward excellence in make the transition as smooth as grown in size and diversity, Mr. leadership while serving as an assis- possible for staff, management, and Avent has routinely been asked to tant to a chief local government ad- the public. Nine years later, the step into the leadership role, and he ministrator or department head. This department continues to receive has shown courage and compassion high scores from the public and city through his quiet, yet forceful lead- year, Jacques M. Avent, former council for its innovative programs, ership style. Mr. Avent also has deputy city manager of Phoenix, Ari- outstanding results, and customer provided invaluable direction in zona, is one of two recipients of the satisfaction. developing programs to meet the Assistant Excellence in Leadership Mr. Avent also held primary changing needs of the city’s resi- responsibility for Phoenix’s redevel- dents. Regardless of the initiative, Award. opment and neighborhood revital- he takes care to include citizens and ization programs through the city’s ensure fairness. Mr. Avent has a Neighborhood Services Depart- unique ability to bring together and Jacques Avent was looking for an ment. Under his leadership, the build consensus among varied opportunity to get away from the department leveraged scarce groups. fast-paced life of the East Coast and resources, completed existing com- Shunning more lucrative offers to use the skills he had honed in the mitments, and worked with interde- from the private sector and even a areas of urban revitalization, hous- partmental teams to tap other city call to serve the president of the ing development, and cultural diver- resources. The creation of the United States, Mr. Avent has dem- sity when he learned of a position Neighborhood Initiative Area Pro- onstrated a steadfast commitment to with the city of Phoenix (pop. 1.2 gram, a multi-year project that the community of Phoenix and to million). Twelve years later, the directs redevelopment resources to local government, continually ask- ways that Phoenix has benefited a designated area until complete ing it to become better and more from Mr. Avent’s relocation are too revitalization is achieved, has led the responsive to the diverse population
numerous to count. department to successfully “close it serves.

— 6 — Assistant Excellence range of management duties, pro- 2 million Texans. She has been the in Leadership Award moting effective team building and city’s primary negotiator for the San in Memory of support for both our city council Marcos Regional Surface Water Buford M. Watson, Jr. and staff. In addition, she has en- Project, a $25 million program that gaged citizens and community has ensured a high-quality and groups in creative and positive ways reliable source of water. The new to meet community goals.” water treatment plant that Ms. Ms. Huffman works with 16 city Huffman negotiated provides a directors who manage departments solution not only for the city of San involved in a wide variety of ser- Marcos, but for other small rural vices, including public safety, ad- water supply companies in the area ministration and finance, electric as well. and water/wastewater utilities, natu- Ms. Huffman also has been in- ral resources protection, and com- strumental in protecting green munity development and tourism. space within and around San The weekly director meetings Ms. Marcos. In addition to economic Huffman leads help provide an opportunities, the pressure for opportunity for directors to openly growth along I-35 threatened the discuss issues and to offer honest loss of San Marcos’ unique identity LAURA J. HUFFMAN feedback, enhancing communica- and natural heritage. Ms. Huffman tion among departments and build- chairs a committee that established ICMA’s Assistant Excellence in Lead- ing a network of support among a program to identify and acquire directors. green space and wildlife habitat, and ership Award, which commemorates Under Ms. Huffman’s leader- San Marcos participates fully in former ICMA President Buford M. ship, the directors formed commit- efforts to preserve a natural legacy Watson, Jr., is presented to a local tees to work on special projects. for the future. government management profes- During 2000, the committees com- Laura Huffman has tackled sev- pleted an important community eral other difficult issues. She has sional who has made significant con- survey, worked on citywide strategic played a key role in city-community tributions toward excellence in planning, and prepared plans for partnerships addressing economic leadership while serving as an assis- technology advances for the city. and tourism development, down- tant to a chief local government ad- Ms. Huffman also has helped estab- town redevelopment and revitaliza- lish staff committees to deal with a tion, and the local transit program. ministrator or department head. A host of internal policy issues. She serves as staff liaison to the second ICMA Assistant Excellence in Laura Huffman is committed to Citizen Review Commission, a Leadership Award goes to Laura J. building the skills of city employees. seven-member board appointed by Huffman, deputy city manager of She has encouraged director train- the city council to evaluate San ing and team building, bringing in Marcos’ boards and commissions San Marcos, Texas. nationally recognized resources to and make recommendations about help directors improve their presen- whether they should be continued. tation and community relations In these and countless other Deputy City Manager Laura skills. Working with the city’s ways, Ms. Huffman has made a Huffman has had a significant im- human resources director, Ms. difference in San Marcos. She un- pact on the way the city of San Huffman has been instrumental in derstands people, what they need, Marcos, Tex. (pop. 29,000), does implementing a “360-degree” and how to engage them in positive business. She has helped City Man- evaluation program for directors solutions. She values community— ager Larry D. Gilley enhance trust that fosters honest feedback from whether it is within the city hall and leadership, proactively solve employees. team or in the neighborhoods of problems, and interact with the Also under Laura Huffman’s San Marcos—and energizes those community. “Laura Huffman is leadership, San Marcos became one around her to achieve the vision of a of two small cities that led the way better tomorrow within those creative, energetic, tough minded,
and professional in the way she toward reducing their dependence communities. approaches every challenge,” says on the Edwards Aquifer, the pri- Mr. Gilley. “She undertakes a full mary source of water for more than

— 7 — The success of the University of groups planning changes in their Academic Award Wisconsin-Oskosh’s program is due local government and to statewide in Memory of largely to the commitment, energy, groups encouraging professional Stephen B. Sweeney and leadership provided by Dr. management of municipalities. Hintz. He has put his practical With no remuneration other than knowledge of public administra- his own satisfaction, he spent many tion—budgeting, political organiza- nights and weekends traveling tion, adult education, and govern- throughout the state promoting mental and bureaucratic professional administration. processes—to use in shaping and As the number of municipalities forwarding the goals of the MPA adopting a professional administra- program. tor grew steadily over the years, Dr. In 1981, Dr. Hintz also agreed to Hintz continued to support these provide secretariat services for the administrators and to advance the Wisconsin City Management Asso- cause for professional management ciation (WCMA) for a nominal fee of Wisconsin cities and villages. He of $2,000 per year. Leading led WCMA’s efforts in providing WCMA would be no small task. educational and meaningful state- Wisconsin was saddled with un- wide association meetings and col- STEPHEN E. C. HINTZ popular state enabling legislation lected and distributed salary surveys that affected the traditional council- and other data about Wisconsin’s ICMA’s Academic Award is presented manager form of government. In local governments. In the early fact, in 1981, only 11 cities and 1990s, WCMA decided to include to an academic leader or institution villages in Wisconsin formally oper- counties and changed its name to that has made a significant contribu- ated under this form of govern- the Wisconsin City/County Man- tion to the formal education of stu- ment, and only 40 entities of agement Association. dents pursuing careers in local government were recognized as Dr. Hintz’s impact is evident in having professional administrators. the sheer number of local govern- government. This year’s award is The state had more municipalities ments currently enjoying the fruits presented to Stephen E. C. Hintz, that adopted council-manager gov- of professional administration. Ph.D., retired professor of public ernment and then abandoned it by Twenty years after his appointment administration at the University of referendum than any other state. as secretariat, the number of cities, WCMA had so few members that it villages, towns, and counties em- Wisconsin-Oshkosh. usually held joint meetings with the ploying professional administrators Illinois City/County Management has increased more than five-fold— Association. from 40 to 216. The University of Wisconsin- One of Dr. Hintz’s first priorities Through his actions, Dr. Hintz Oshkosh’s Masters of Public Service was to encourage more communi- has demonstrated an admirable Administration program, a nontra- ties to adopt professional adminis- sense of the public weal and an ditional graduate program for adults tration. He recommended the unshakable belief that government employed full-time in public ser- appointment of administrators by has an obligation not only to serve vice, had yet to graduate its first ordinance rather than by trying to its citizens, but also to educate them student when Stephen Hintz be- amend the state enabling legisla- regarding their place in the political came its director in 1979. In the 22 tion, which might have put at risk process. Few individuals have con- years since, the program has en- the 11 cities already operating un- tributed as constantly and as effec- dowed a Master of Public Adminis- der the council-manager plan. tively to government and public tration degree upon more than 300 It soon became clear that there affairs as Dr. Hintz. Retired now students, has helped aspiring gradu- was a pent-up demand to learn from his position with the Univer- ates develop hundreds of reports more about professional municipal sity of Wisconsin-Oshkosh, he can and proposals for city and village administration. Dr. Hintz quickly rest assured that his legacy will live governments, and has built strong became the focus for inquiries about on in the many Wisconsin commu- connections between the university changing the form of government nities that are today reaping the and communities throughout—and and served as a popular guest benefits of professional
beyond—the state of Wisconsin. speaker on the subject, both to local management.

— 8 — Award for Programs for the Disadvantaged in Memory of the “Circle of Friends” program. $1.00 to $3.00 admission is used to Thirty young adults attended the pay for special guests at functions, Carolyn Keane first event, a summer dance for decorations, and the like. people 13 to 22 years of age with Community residents and busi- POPULATIONS OF 50,000 AND UNDER disabilities. The monthly dances, nesses have come forward to share movies, beach parties, park picnics, their special talents and provide and softball games soon attracted as support. The city of Laguna Beach many as 90 participants. makes available beach access wheel- Success was not without compli- chairs for beach excursions, a local cations. The city quickly outgrew restaurant has provided catering for the facilities it used for the Circle of the annual holiday dinner dance, Friends program. Program leaders the Westwind Sailing Club ar- also recognized that the needs of ranged for special boats for sailing the disabled did not stop when they classes, a local riding center ar- reached 22 years old. To help it ranged for trained personnel to meet the growing demand, the city provide horseback lessons, and a of Laguna Hills asked its neighbors local dance instructor designed a to join in its effort. The city of new teaching method in an effort to Laguna Niguel quickly responded, offer line dancing at the yearly BRUCE E. CHANNING enabling the Circle of Friends pro- country dance. A carpooling pro- gram to expand to include people gram helps get people to and from ICMA’s Excellence Award for Pro- up to 60 years of age. functions. The number of partici- The success of the Circle of pants and the enthusiasm for the grams for the Disadvantaged, estab- Friends program is a testimony to program throughout the commu- lished in memory of Carolyn Keane, the power of partnership. It is run nity continue to grow. recognizes a local government that by a board of two parent represen- The benefits of the Circle of has enhanced the quality of life for tatives, one representative from the Friends program extend well be- Regional Center of Orange County, yond the local disabled population. the disadvantaged, including home- two representatives from the school The program also has enhanced less citizens and people with AIDS. district, two staff members from the group home programming. It helps This year, ICMA presents the award city of Laguna Hills, and one staff parents and guardians of disabled in the 50,000-and-under category to member from the city of Laguna persons not only to provide their Niguel. Activities are financed loved ones with a range of activities, the city of Laguna Hills, California, through grants and city funds. The but also to meet others who are and City Manager Bruce E. Channing Safeco Insurance Company covers dealing with the special challenges for their “Circle of Friends” Program. the costs to provide the monthly of caring for a disabled person. By dances, while the combined efforts expanding awareness of the needs of the city of Laguna Hills and and unique abilities of disabled Laguna Niguel provide the staffing persons, the Circle of Friends pro- In 1996 a group of parents ap- and facility needs. After the pro- gram benefits the entire commu- proached the city of Laguna Hills, gram had been in place for one year, nity, encouraging understanding Calif. (pop. 31,000) to talk about participants voted to charge a small and a tolerance of differences the lack of recreational opportuni- fee for the monthly dances. The among the city’s residents.
ties for their disabled teens. When their children were younger, they had participated in a host of social outings. As the children grew to become young adults, however, the opportunities for social and recre- ational activities all but vanished. The parents looked to the city for support in finding a solution to this challenge. The city of Laguna Hills joined forces with the parents, developing

Participants in Laguna Hills’ “Circle of Friends” Program. Award for Programs for the Disadvantaged in Memory of dental problems. The local Head But the effort didn’t stop there. Start program failed to meet federal In March 2000, the state of Michi- Carolyn Keane standards because it couldn’t ar- gan awarded a grant to Marquette range needed dental care. The local County to increase the number of POPULATIONS OF GREATER THAN 50,000 mental health agency was unable to Medicaid recipients it served, and obtain care for developmentally and the county expanded its clinics. mentally impaired clients. Many Today, the program provides ser- uninsured, low-income individuals vices for Medicaid recipients (chil- who were not on Medicaid com- dren and adults) from several plained that they were unable to surrounding rural counties. access dental care. But those with Program administrators empha- Medicaid did not fare much better: size the importance of bringing meetings with local dentists re- together various funding sources for vealed that most had stopped seeing such a program. Grants or dona- Medicaid clients because of low tions can help subsidize dental care reimbursement rates, cumbersome for children, but it is more difficult prior approval requirements, billing to raise funds for uninsured adults. difficulties, excessive payment de- In Marquette County, the board of lays, and high “no-show” rates. commissioners re-prioritized funds STEPHEN D. POWERS Although such problems are not that had been used to reimburse unique to the county of Marquette, hospitals for uncompensated medi- This year, ICMA presents the Award its response may be. The county cal care to support dental care for addressed the problem through a low-income adults. for Programs for the Disadvantaged multi-agency collaborative effort, The investment has paid off. in Memory of Carolyn Keane in the which was facilitated by a voluntary Since its inception in 1993, greater-than-50,000 population advisory board with representation Marquette County’s Dental Health category to the county of Marquette, from local dentists, human service Program has served more than agencies, and low-income families. 4,800 children and another 1,600 Michigan, and County Administrator Initially, Marquette County’s adults—all of whom might not have Stephen D. Powers for developing a Dental Health Program focused on received the treatment they needed dental health program for children children. To meet the needs of without the clinics. In addition to of low-income families. Medicaid and low-income children, low-income and uninsured resi- a new three-operatory dental clinic dents, beneficiaries of the program was put in place and staffed by a include residents of the county’s dentist, a hygienist, a dental assis- long-term care unit, developmen- It is not always easy for people tant, and two clerical staff. Initial tally disabled and mentally ill indi- without insurance to get the dental costs were partially offset by a grant viduals, physically handicapped care they need. In the county of from the W. H. Kellogg Founda- children and adults, children in Marquette, Mich. (pop. 65,442), tion. No additional county general Head Start, and children with ex- several nursing homes had reported funds were needed. tensive dental disease requiring care difficulty in finding dentists. Medic- The program quickly expanded in a hospital operating room. aid screening programs had trouble to meet additional needs. In 1998, a Statistics demonstrate that identifying dentists who were will- limited adult service component was Marquette County’s dental health ing to see children with obvious added for residents of the county’s program has reduced the prevalence long-term care unit and low-income of untreated cavities in children uninsured parents of children al- using the clinics. Through a train- ready being served. Within a year, a ing relationship with the University second four-operatory clinic was of Michigan Dental School, future established in the southern part of dentists are exposed to the advan- the county. With the second clinic, tages of rural-area practice and the there was sufficient capacity to significant needs of low-income and provide services to all low-income uninsured children and adults. And uninsured adults and children in the that is definitely something for the county. county to smile about!

Dr. Jim Hayward performs services on a Marquette County patient. Public Safety Program Excellence Award in Memory of William H. Hansell, 22 percent police officer vacancy The cost of the program to the rate. city is minimal. In 2001, the Sr., and Alice Hansell Dodge City had just graduated program’s budget is $6,000; mem- its first 15 members from the Citi- bers have raised an additional POPULATIONS OF 50,000 AND UNDER zen Police Academy, and six of the $13,000 in contributions to pur- graduates approached the interim chase radios, clothing, and equip- police chief with an idea: Why not ment. The city has provided two allow graduates of the academy to used police vehicles and issued to assist the police department by members soft body armor, hand- providing services that did not cuffs, OC spray, and special shoul- require a sworn officer? Relieving der patches identifying them as officers of some of their “non- members of the Citizen-Assisted police” responsibilities could pro- Policing Program. As further iden- vide them with more time to go on tification, they also wear cranberry- patrol and respond to priority calls. colored polo shirts, sweatshirts, or The scope of services the citizens windbreakers when serving as vol- proposed went far beyond the filing unteers. and general office work normally Since the program was imple- attributed to volunteers. The citi- mented on January 1, 1997, its JOHN DEARDOFF zens wanted to go out in their own members have contributed more personal vehicles, unarmed and in than 9,600 volunteer hours of police ICMA’s Public Safety Program Excel- civilian attire, to handle any and services that would otherwise have lence Award, established in memory every incident they could. The required a commissioned police concept they proposed was untried, officer to accomplish, saving the of Philadelphia firefighter William H. but after weighing the risks, City city approximately $143,520. They Hansell, Sr., and his wife Alice, is Manager John Deardoff decided have responded to more than 1,900 awarded to a local government and not only to approve the creation of individual incidents. its chief administrator for the most a new citizen patrol but also to The Citizen-Assisted Policing become totally involved in the Program would not have been suc- creative public safety program. This program’s planning and implemen- cessful without the commitment of year, ICMA presents the award in the tation. the citizen volunteers. But the vi- 50,000-and-under population cat- Just four years later, there are 25 sion, drive, and determination of egory to Dodge City, Kansas, and to Citizen-Assisted Policing Program the city’s top management and the members. Their mission is to pro- police department made the pro- City Manager John Deardoff for the vide administrative and patrol sup- gram a reality. By creating a strong city’s Citizen-Assisted Policing Program. port to the Dodge City Police partnership among police officers, Department and community citi- non-sworn staff, command staff, zens. To be eligible, citizens must and citizen volunteers, the Citizen- attend the ten-week Citizen Police Assisted Policing Program has made In 1996, the 19-year-old son of a Academy and must spend a mini- the Dodge City police department prominent businessman was standing mum of 32 hours riding with an more efficient and more effective in the parking lot of Boot Hill, a officer as an observer. Potential and made the community a safer tourist attraction in Dodge City, members are also subject to a back- place to call home.
Kans. (pop. 25,000), when he was ground investigation, interview, and struck and killed by a stray bullet— approval by current Citi- an innocent victim of gang-related zen-Assisted Policing Pro- activity. The citizens of Dodge City gram members and the were outraged and demanded that chief of police. Each mem- the police department mobilize its ber is assigned to an experi- resources to prevent other such enced Citizen-Assisted incidents from taking place. But the Policing member for four to police department was strapped. six weeks of field training The city was in the middle of a before being allowed to search for a new chief of police, and operate on their own. the department was experiencing a

Citizens Police Auxiliary member assists police officers during an investigation. Program Excellence Award for Citizen “To preserve and improve the physical, “Neighborhood College” that of- social, and economic health of Phoenix fered a more sustained curriculum. Involvement The stated mission of the Neigh- neighborhoods, support neighborhood borhood College was to “assist POPULATIONS OF GREATER THAN 50,000 self-reliance, and enhance the quality residents in gaining the skills, of life of residents through community- knowledge, and techniques necessary based problem-solving, neighborhood- to create sustainable communities.” oriented services, and public/private Beginning in the fall of 1996, the cooperation.” 90-minute Neighborhood College classes were held once a month on The mission statement above is a college campuses on weekday eve- tall order; however, since its incep- nings each fall and spring semester, tion in 1992, the Neighborhood for a total of eight classes per year. Services Department (NSD) of the The primary focus of the classes was city of Phoenix, Ariz. (pop. 1.2 to build community leadership skills. million), has risen to the challenge. After years of observing the In 1993, NSD held a series of interaction among the Phoenix meetings with the Phoenix College residents who attended the classes, Neighborhood Association, the it became clear that Neighborhood FRANK FAIRBANKS Maricopa County Community College participants gained much College District, Phoenix College, from peer learning. In response, the ICMA’s Program Excellence Award for and the Community Forum to Neighborhood College invited Citizen Involvement recognizes suc- discuss how they could provide seasoned neighborhood leaders to cessful strategies designed to inform more support and training opportu- join community development pro- nities for neighborhood leaders. In fessionals in teaching the classes. citizens about the local government response, the group introduced a Based on feedback from course services available to them and to in- series of four-hour Saturday morn- participants, in April 1999, the clude citizens in the process of com- ing classes offered semi-annually Neighborhood College planning munity decision making. The award under the rubric of “Help! For team implemented a number of new Neighborhood Leaders.” Each class changes to the college. They as- concentrates on such areas as com- focused on a different issue, from sembled panels of presenters that munity consensus building and attracting and maintaining neigh- reflected a variety of backgrounds adult (nonstudent) citizenship edu- borhood activists, to enhancing and perspectives to address course cation. This year, ICMA presents the communication, to preventing topics. They also returned to the crime and urban blight. Between original four-hour, Saturday-morning award in the greater-than-50,000 1993 and 1997, seven classes were format to provide adequate time to population category to the city of presented to the community under cover the complex topics presented Phoenix, Arizona, and City Manager the “Help!” rubric. as part of the Neighborhood College Frank Fairbanks for the city’s Neigh- But planning committee mem- curriculum. To serve a broader bers wanted to do more, and they constituency, the planning team also borhood College. discussed ways to expand these recruited several community college training opportunities into a partners to provide locations for the new “Help for Neighborhoods” classes. More than 180 residents have participated in Neighborhood Col- lege classes in the past two years, and post-course surveys consistently show that the course participants acquire skills they feel will help them be better neighborhood leaders. Such skill-building programs are critical to providing local leaders with the tools they need to make their neighborhoods and the community as a whole a better place to live.

Phoenix citizens participate in Neighborhood College classes. Program Excellence Award for Innovations in Local Government It was the dire straits of the city of tinuous process improvement: man- Oak Park, Mich. (pop. 31,000), that agement information systems, fi- Management attracted Daniel Fitzpatrick to the nancial management, team job as manager. When he arrived in management, and internal and POPULATIONS OF 50,000 AND UNDER January 1993, the city had suffered external customer service. from years of neglect and abuse of Mr. Fitzpatrick reorganized the power. Two city executive employ- city’s departments to provide more ees had been convicted of dishon- effective and responsive service to esty and corruption, and city em- citizens. In the process, he shifted ployees had been left to deal with the responsibility for decisions the legacy of a highly centralized downward, emphasizing participa- bureaucracy, a lack of administrative tion, empowerment, and open com- guidelines, and a deep mistrust of munication among staff and management among employees. management. An outdated, centralized com- Teamwork became the name of puting system kept employees igno- the game. Weekly meetings helped rant of city finances, and few directors discuss and share informa- employees were allowed to use tion. Teams of employees from all personal computers or trained to departments and organizational DANIEL W. FITZPATRICK use management information sys- levels convened to address informa- tems. There were no employee tion management needs. ICMA’s Program Excellence Award for recognition or training programs in Oak Park employees received Innovations in Local Government place, and employees who sug- computers, and the city installed an gested improvements or new pro- integrated LAN system to help Management recognizes one or grams were often shunned. Oak employees share information and more local governments that have Park’s citizens, who watched as communicate with one another. successfully applied the concepts of programs were cut because of mis- The organization also purchased an reinvention, reengineering, TQM, management or financial uncer- integrated financial package to provide tainty, had little recourse for their information to department directors customization, or other cutting-edge complaints. Even the physical envi- and others. Finally, city employees organizational tool. This year, the first ronment in which the city func- received the tools they needed to of two awards in the 50,000-and-un- tioned showed signs of neglect. address the concerns of citizens. der population category goes to the When Mr. Fitzpatrick became Mr. Fitzpatrick also looked for manager, the city council charged opportunities to reward work well city of Oak Park, Michigan, and City him with revitalizing and reinvent- done. He established an employee Manager Daniel W. Fitzpatrick for ing the entire organization—an suggestion program, an “Employee their successful program to improve ambitious, if not impossible, mis- of the Year” recognition program, the city’s operations. sion. But Mr. Fitzpatrick went be- and a service awards dinner. Holi- yond his charge. He focused on day parties and picnics were added several overlapping areas of con- as opportunities to thank employees for their contributions and to help build informal connections. All of these efforts have en- hanced the efficiency and effective- ness of city employees and city services. Through Mr. Fitzpatrick’s unwavering commitment to con- tinuous process improvement, the city of Oak Park is better able to achieve its fundamental mission of serving its citizens. Mr. Fitzpatrick not only succeeded in making Oak Park a better place to work and to live, he taught the city organization how to reinvent itself.

Public Safety Officer James Luxton receives the 2000 Employee of the Year Award from Oak Park Mayor Gerald Naftaly. Program Excellence Award for Innovations in Local Government Just a few years ago, Spruce willingness to change. The city’s Grove was limited in its ability to management team first developed a Management innovate or change. The corporate series of leadership principles that culture was unfocused and lacked could be translated into observable POPULATIONS OF 50,000 AND UNDER leadership. The council relied on a actions. Next, with council’s en- large management team for advice. dorsement, employees developed a There was a strong focus on day-to- vision of what the organization day activities but little thought was should look like and then created a given to the organization’s strategic set of organizational guiding prin- direction. ciples to ensure that employees With a new chief administrative could work together to achieve that officer at the helm in 1997 and a vision. Each work group ascertained new management team appointed which principles they were already shortly thereafter, the city began to demonstrating versus those that change its course. To meet the needed to be enhanced, and em- challenge of providing strategic ployees and work groups met regu- leadership with a strong focus on larly to share strategies and successes. governance, in October 1998, the The city provided specific skill- council adopted as its vision “The building sessions to work group SIMON FARBROTHER Community of Choice.” The vision leaders and employees. Finally, a was supported by public input cross-departmental advisory group A second Program Excellence Award through a community development was created to plan the ongoing plan and a three-year strategic busi- process and serve as a link to em- for Innovations in Local Government ness plan that focused on 11 key ployees. Management in the 50,000-and-un- initiatives. The performance improvement der population category is awarded In parallel with “The Commu- system has had clear, measurable to the city of Spruce Grove, Alberta, nity of Choice” initiative, city em- results. Rather than getting caught ployees focused on re-engineering up in the day-to-day details of run- Canada, and City Manager Simon the Spruce Grove organization into ning the city, the council now pro- Farbrother for the city’s success in “The Organization of Choice.” vides strategic direction for the city. changing the town council’s role in Employees focused on continuous As a result, the budget development governance and policy making. improvement, long-term sustainability process has been shortened by two of initiatives, and processes rather months, with a 50-percent reduc- than programs. The initiative in- tion in the time spent by the council volved all city employees and em- in deliberations. The city’s adminis- Imagine a city where a secretary phasized the translation of ideas and trators now receive clear direction presents the city’s new waste man- good intentions into observable, from council, and business plans agement initiatives to schools. measurable actions, behaviors, and and strategies reflect organizational Where staff create a model and plan outcomes through performance priorities. to test flex-time scheduling. Where management, skill development, Employees are empowered. the public says “Yes!” to a raise in and sustaining leadership. Their input is solicited and valued, taxes to help build a new $28 mil- Spruce Grove management rec- and they feel engaged enough in the lion tri-municipal recreation facility. ognized that achieving these goals process to celebrate successes along This is the city of Spruce Grove, would require teamwork and a the way. In a 2000 employee survey, Canada (pop. 15,069) today. 93 percent of respondents indicated that they felt communication within the city had improved. While Spruce Grove today is still not a perfect organization, the journey continues. By providing the city organization with the tools it needs to work through challenges and changes, the council, employees, and citizens of Spruce Grove move ever closer to realizing their vision.

Employees and council members of the city of Spruce Grove. Program Excellence Award for Innovations in Local Government ingenuity and determination of awards from the gain-sharing pro- public employees as they strive to gram have been paid to more than Management provide the most efficient results. 300 employees, totaling approxi- Employees are actively involved in mately $6,000 per employee during POPULATIONS OF GREATER THAN 50,000 the process, and the city provides the past three years. monetary incentives and team- The first Public Contract Opera- based awards for excellence in ser- tions agreement, which involved vice delivery. The program’s goal is more than 300 employees, was to provide the best results for its established in 1998 to provide six diverse stakeholders, who include years of regional wastewater treat- rate payers, policy makers, regula- ment and disposal for a budget tors, environmentalists, employees, reduction of 18 percent with no regional visitors, and future genera- deterioration in service levels. The tions. 18 percent reduction translated into The strategy also addresses cumulative projected savings of problems associated with change by about $78 million. Further incen- harnessing the benefits of competi- tives were incorporated into the tive pressures without employing agreement to encourage additional costly bidding processes. The local savings. To date, projected savings MICHAEL T. UBERUAGA government maintains complete and prescribed service levels have control over public assets, preserves been achieved, and validated savings ICMA’s Program Excellence Award the flexibility to respond to change have totaled approximately $53 mil- by directly managing employees, lion, reflecting steady productivity for Innovations in Local Government and reserves the right to solicit improvements. All eligible facilities Management in the greater-than- competitive bids if public employees have enjoyed outstanding performance 50,000 population category goes to fail to deliver. The strategy also records and full regulatory compli- the city of San Diego, California, and involves adapting the process used ance during the three-year period. by the private sector to create com- In an arrangement where man- City Manager Michael T. Uberuaga petitive government budgets with- agement demonstrates its belief in for the city’s Public Contract Opera- out compromising public trust. the capabilities of employees, pro- tions program. Under this strategy, employees vides them with the tools they need participate in designing acceptable to succeed, empowers them to make service levels and then enter into a and implement decisions to improve contract-like agreement with strong work processes, and rewards success- To harness the two powerful concepts accountability provisions. If the ful results, the public workforce can of competition and the ability and successful provision of services costs achieve superior performance. dedication of public employees to less than the benchmarked budget, Implementing the new ideas meet every challenge, in 1998, policy the “additional savings” are shared involved in re-engineering a public makers in the city of San Diego, between the Sewer Enterprise Fund program means that employees Calif. (pop. 1.3 million), imple- and the Employee Assurance Pro- assume greater levels of responsibility mented an optimization strategy gram. The Assurance Program is and commit themselves to meeting within its Metropolitan Wastewater available to fund team-based, gain- raised expectations for continuous Department to deliver wastewater sharing awards and other employee improvement. San Diego’s Public treatment and disposal services. recommendations for reinvestments Contract Operations program dem- The Public Contract Operations linked to improved workforce pro- onstrates the power of teamwork program was developed in response ductivity or professionalism. Cash and employee empowerment in to growing demand for greater public sector accountability, as well as the need to contend with the rise of multi-national competitors for delivery of wastewater treatment and disposal. The program is a formal partnership that strengthens labor-management relations by spotlighting and nurturing the

A strategy meeting of the Labor-Management partnership. Program Excellence Award for Partnerships: specified the responsibilities of the procedures so that books ordered city’s library department and the and paid for by the school district Intergovernmental school system. The city agreed to could be delivered to the city’s main Cooperation administer and coordinate the pur- library for cataloging and process- chase of materials for school librar- ing required several meetings and POPULATIONS OF 50,000 AND UNDER ies through school district funding; extensive team effort. order, catalog, and process materials The partnership between El centrally; hire, schedule, and super- Segundo and its school district has vise library employees at each site; produced measurable results: data develop procedures and hours of show significant increases in the operation; and provide all expend- circulation of materials, the number able and consumable library services of questions handled by staff, and supplies. The school district, in the number of visitors. The new turn, was responsible for all build- purchases made with city, school, ing maintenance and improve- and community funds have created ments, including facility remodeling library collections that are valuable and capital equipment. supplements to the curriculum. Once the city had established the Additional city funding at $4,000 appropriate policies and hired staff, per school library has kept reference MARY L. STRENN it didn’t take long for them to real- materials—such as encyclopedias, ize that the library materials were in atlases, and dictionaries—current. ICMA’s Program Excellence Award for need of improvement. In some And a yearly grant of $77,000 from schools, more than 80 percent of the California State Board of Edu- Intergovernmental Cooperation rec- the books were 30 or more years cation helped replace the fiction and ognizes outstanding programs de- old—many dated back to the 1950s. nonfiction collections. veloped out of cooperative actions The card catalog was not current. El Segundo’s library develop- or strategic partnerships between at None of the libraries had computers ment plan also resulted in a system- for students or staff to access books, atic approach to upgrading each least two jurisdictions or between a magazines, audiovisual materials, or school’s computer technologies, and jurisdiction and a nonprofit agency textbooks. The high school library students now flock to the libraries established by a jurisdiction. This even lacked a microfiche reader to to complete their homework assign- year’s award in the 50,000-and-un- research articles in newspapers or ments. The school libraries are now periodicals. fully networked and connected to der population category goes to the Inadequate staffing was also a the Internet. city of El Segundo, California, and problem. The libraries’ limited Thanks to the partnership be- City Manager Mary L. Strenn for the hours made class visits difficult, and tween the city and its schools, El city’s program to revitalize its library there were no instructions on how Segundo’s school libraries provide to use the library, no story times for better materials and services, stay system. younger children, and no visual dis- open longer hours, offer a more plays to make visitors feel welcome. comfortable learning environment, El Segundo’s library staff con- and provide professional staff to In the summer of 1991, the El fronted another obstacle: the school support students and teachers. The Segundo Unified School District district’s purchase ordering system result is a better library system and asked the city of El Segundo (pop. was very different from that of the a more pleasant place to learn and 16,424) to take over the operation city. Creating a manageable order- grow.
of its three school libraries. The city ing process with new practices and library staff quickly surmised that such a partnership could result in a number of benefits, including the elimination of duplicate materials and resource sharing through a joint database. In December 1991, El Segundo’s city council adopted a library sys- tem affiliation agreement, which

A student takes advantage of the new computer system in an El Segundo library. Program Excellence Award for Partnerships: Intergovernmental Governments to conduct a study to hazardous entrance and exit ramps determine possible solutions to the and creating a collector-distributor Cooperation traffic congestion along the I-71 system served by two new inter- corridor. Rather than merely resur- changes, engineers not only made POPULATIONS OF GREATER THAN 50,000 facing the road, as had been the highway safer but also used less planned by the Ohio Department of overall space to rebuilt it, reclaim- Transportation (ODOT), the OKI ing prized riverfront property for proposed total reconstruction. As a future development and connecting result of the professional, coopera- the riverfront to the city’s down- tive, and trusting relationship that town. Strong urban design goals existed between ODOT and local resulted in a highway that looks as authorities, for the first time in good as it functions. history, ODOT turned over control Local citizens and public officials of an interstate project to a local cite the FWW reconstruction agency, with limited oversight by project as an example of how often- ODOT. competing government entities and Early on Cincinnati officials special interest groups can work realized that the city could neither together to deliver a regional im- build nor financially support a provement project in an efficient JOHN F. SHIREY project of this magnitude on its and thoughtful manner. The coop- own, so they assembled a team of erative effort generated and funded This year’s Program Excellence stakeholders to provide oversight as other projects in its footprint, in- the FWW Project Board. The cluding a sewer overflow mitigation Award for Intergovernmental Coop- board included representatives from project that dramatically improved eration in the greater-than-50,000 ODOT, Hamilton County, the water quality in the Ohio River. population category is awarded to Kentucky Transportation Cabinet, The project also sparked the team- the city of Cincinnati, Ohio, and City Southwestern Ohio Regional Tran- work required during the long-haul sit Agency, the Federal Highway effort to deliver two new sports Manager John F. Shirey for the city’s Administration (FHWA), and the stadiums, a new transit center, the program to improve safety, traffic OKI Regional Council of Govern- National Underground Railroad congestion, and access. ments. Freedom Center, a riverfront park, Each of these organizations a riverfront multi-use development played a critical role in the process. area, and the revitalization of the ODOT expedited the project devel- southern edge of Cincinnati’s cen- In 1995, the Fort Washington Way opment process and approved the tral business district. And best of (FWW) was “spaghetti highway” environmental document in record all, now you can get there!
that linked I-71, I-75, I-471, and time. FHWA representatives cham- U.S. 50. The highway cut through pioned the project’s vision and the city of Cincinnati (pop. spent hours in working meet- 346,000), separating the downtown ings to develop an innovative from the Ohio River, and the nu- design solution that con- merous on- and off-ramps and short formed to the tight, urban acceleration and deceleration lanes constraints of the riverfront. were a hazard to motorists and In all, the project partners pedestrians. When it opened in contributed more than $229 1960, the highway had been de- million to the $330 million signed to accommodate daily traffic FWW project and provided of 90,000 vehicles. Thirty years the cooperation needed to later, the daily traffic count had achieve what seemed like an grown to 150,000, and accidents impossible task: the recon- were as commonplace as bumper- struction of the city’s major to-bumper traffic during rush hour. roadway in less than three years. In January 1997, the city of Cin- Today, traffic moves more cinnati asked the Ohio-Kentucky- smoothly and safely than ever. Indiana (OKI) Regional Council of By removing many of the

Fort Washington Way 2000 reconstruction project. Program Excellence Awards for Outstanding Partnerships: Public- causing any trouble, they seemed to partment PIO occasionally attends have no place to go—there wasn’t lunch at the junior high school to Private Partnerships anyplace within the area that of- invite students personally. At the fered after-school activities for car- outset of the program, about 12 POPULATIONS 50,000 AND UNDER less young people. Mr. Anthony and students came to the weekly ses- the PIO agreed that scheduling sions. Today the program attracts some activities for the students once roughly 30 young people each week. a week would help keep them out of The Frank Love Junior High trouble. School Gym Night is simple in Together, Mr. Anthony and the concept and inexpensive to manage, PIO contacted the Northshore relying mainly on volunteers who School District and obtained per- are willing to spend a little time mission to use space in the nearby with a group of young people. The Frank Love Elementary school program not only provides teens every Monday. Mr. Anthony of- with someplace to go and some- fered to supply free pizza and drinks thing to do, but it also offers them between 5:00 and 7:00 p.m.— an opportunity to interact with role which was enough to entice the models and adults. boys to come to the school to hang The success of the Frank Love JAMES V. THOMPSON out—and to serve as a mentor. Junior High Gym Night demon- In addition to Mr. Anthony, strates that a lot can happen with ICMA’s Award for Public-Private Part- firefighters from the nearby fire very little money and a little initia- nerships recognizes a local govern- station joined the teens each week tive on the part of a single citizen to play basketball, demonstrate how and one city employee. For his part ment and its private-sector partner the equipment on the fire engines in the program, Mr. Anthony re- (including nongovernmental organi- works, or chat one on one. Thus, ceived the Alex Sidie Random Acts zations) that have demonstrated the the Frank Love Junior High Gym of Kindness Award in 1999. And for value of public-private partnerships Night was born. its part, the city of Bothell has re- In 1998, the city of Bothell in- ceived ICMA’s Program Excellence as an effective technique for intro- creased its involvement by assigning Award for Outstanding Public- ducing greater efficiency, innova- a staff member from its recreation Private Partnerships.
tion, and civic awareness into a division to lead the boys’ activities. variety of local government services. In addition to setting up basketball games, the staff member also The recipient of this year’s award in brought board games and cards. On the 50,000-and-under population weeks when there are other activi- category goes to the city of Bothell, ties taking place at the school, the Washington, and City Manager fire department hosts the program at the local fire station, providing a James V. Thompson for their success movie and games for the students in providing activities for junior high who attend. Because the fire sta- students. tion, the elementary school, and Little Caesar’s Pizza are within an easy three-block walk of each other, One day in 1996, Pete Anthony, students in the neighborhood can owner of Little Caesar’s Pizza in a attend no matter where the pro- strip mall in Bothell, Wash. (pop. gram is offered without having to 28,000), mentioned to the fire get a ride from their parents or department’s public information someone else. officer (PIO) that he had noticed a To get the word out about the large number of junior high boys Monday night activities, Bothell’s hanging around his establishment recreation division advertises the during the early evening hours. He program in its quarterly recreation noted that while the boys weren’t brochure. In addition, the fire de-

Junior high students enjoy pizza and shoot hoops as part of Bothell’s Junior High Gym Night. Program Excellence Awards for Outstanding Partnerships: Public- Prior to December 1998, residents The newly formed JPA entered of San Mateo County, Calif. (pop. into a contract with a private part- Private Partnerships 701,000) could not assume that they ner, American Medical Response would receive prompt medical help (AMR) to provide supplies, training, POPULATIONS OF GREATER THAN 50,000 during an emergency. Only two of equipment, clinical oversight, and the 20 municipalities within the monetary assistance. Under the county provided fire department agreement, the public fire agencies paramedic services; most of the provide ALS first-response services, other fire agencies had only emer- and AMR provides ALS transporta- gency medical technicians. The tion services. AMR makes monthly county’s ambulance provider had payments to the fire agencies to licensed paramedics, but response compensate for some of the costs of times were highly variable and providing first responder paramedic erratic. Unincorporated and more service. This funding has made it remote areas of the county faced possible for a number of depart- even greater obstacles. ments to provide paramedics. Part of the problem was the The partnership required the independence of the cities and their county’s cities and their fire depart- emergency systems. Thirteen of the ments to relinquish their individual JOHN C. MARTIN 20 cities within the county had their dispatch centers to form a single own fire departments and their own communications center under the dispatch or communications cen- direction of the county public safety ters. The remaining cities were communications division. They also served by fire protection districts, agreed to ignore jurisdictional which also maintained their own boundaries and allow the closest communications systems. The re- ALS fire engine to respond to a call. sult was 17 separate local agencies, Under the partnership agree- each operating independently and ment, both the JPA and AMR are providing its own pre-hospital, subject to a performance-based first-response medical services. agreement with the county. The Save for state requirements, the partners pay fines to the county for cities had no uniform standards for late or delayed responses. As a re- JOHN L. MALTBIE training personnel, providing medi- sult, first responders have increased cal equipment and supplies, or their on-time response rates to 98 This year, ICMA’s Excellence Award establishing operational policies and percent. Every medical call receives for Public-Private Partnerships in the procedures. Each had different a fire department paramedic first greater-than-50,000 population cat- budget priorities, and several could responder, closely followed by a not fund an upgrade to the more private paramedic staffed ambulance. egory goes to the San Mateo (Cali- costly paramedic level of service. The San Mateo County JPA has fornia) Pre-Hospital Emergency The result was a fragmented system enabled the region’s cities to greatly Medical Services Group for its suc- of pre-hospital care that varied improve the quality of the pre- cess in developing a uniform and widely from one community to hospital care they provide to county another. residents, regardless of location or consistent pre-hospital advanced life Recognizing that the existing socioeconomic status. Unexpectedly, support service for county residents. pre-hospital care system was dispar- property damage has been reduced San Mateo County Manager John L. ate and sometimes inadequate, the as a result of an automatic and rapid Maltbie; Daly City City Manager John city managers of San Mateo County multi-jurisdictional response to agreed to improve advanced life structure fires and other hazardous C. Martin; and Program Administra- support (ALS) care for people in events. As a result of the partner- tor Lawrence G. Olson are accepting every part of the county. The cities ship, in just two years, San Mateo recognition on behalf of the joint and fire districts agreed to give up County has increased the number of powers authority. some of their local autonomy to trained and equipped firefighter work together and formed a joint paramedics that operate within the powers authority (JPA) to oversee county from about 60 to more than pre-hospital care. 220. And that saves lives.

— 19 — 2001 ICMA Service Award Recipients

ICMA Service Awards recognize and celebrate members’ dedication to public service and professional man- agement at the local level. Awards are based on the number of years of full- time employment in a local govern- ment. They are granted at 10 years and 20 years of local government ser- vice. After 20 years, awards are given in 5-year increments. Awards for 25 years or more are recognized during a special ceremony, the Celebration of Service to the Profession, which takes place in conjunction with ICMA’s annual conference.

— 20 — ROBERT R. BLOCK JOHN C. KROL J. CRAIG BLOMQUIST KERRY M. LACY 40 THOMAS BORCHERT JACK LAM YEARS GRAEME W. BRENNAN GEORGE T. LAMBERT JOHN BROWN JOANNE LAND LARRY N. BLICK TOM BUFFITT JAMES M. MARTIN RICHARD J. FOLKERS DARLENE L. BURCHAM RICHARD A. MCLEAN ALFRED R. MOTT BOB G. CARTER GLEN METCALF GRAEME L. PEARCE SONYA G. CARTER JOHN R. MILFORD STEVEN C. CARTER JAMES F. MILLER MICHAEL H. CASON DWANE MILNES ROY W. CHERRY WILLIAM P. MITCHELL DENNIS W. COLLISON DENNIS K. MORRIS 35 WILLIAM R. COMMENATOR GAIL F. NELSON YEARS KENT L. COOPER KARL F. NOLLENBERGER THOMAS J. COURTNEY LYNN K. NORDBY DONALD W. ASHWORTH COLIN L. COWAN AL J. NOTZON, III ROBERT J. BALL RICHARD DANZIGER WILLIAM G. O’BRIEN KENNETH M. BONDER DENNIS T. DAVIS BERNARD A. OGLIETTI CHARLES W. COATES LARRY R. DAVIS MARIA E. ORIA G. KENNETH DRIGGS ULF C.G. DERMARK ROBERT R. OVROM IRA C. FULLER KEVIN C. DUGGAN JOE J. PALACIOZ WILLIAM H. HAMMOND, JR. D. JOHN EDWARDS GRAHAM W. PERVIER LEROY J. JACKSON DAVID B. ELDER DENNIS E. PIENDAK JAMES S. LACAVA JAMES R. ERICKSON C. STEPHEN POTEAT EDGAR E. MARONEY TIMOTHY J. ERWERT TERRY H. POWELL DON E. MCDANIEL, JR. RICHARD J. GAROFANO PAUL L. PRESTON, JR. JOHN C. MUNN, JR. ALFRED A. GATTA JAMES W. RANDALL WILLIAM L. SCHMITT DAVID E. HAMILTON JACK RATELLE, II DENNIS W. STEPKE KENNETH R. HAMMONS DAVID N. REAM EDWARD A. WYATT GARY H. HENSLEY WARREN D. RENANDO RICHARD F. HERBEK TONY RIVERA DONNIE L. HILLIARD JAMES L. ROBERTS ROBERT W. HOGUE BETTY HELLER ROSANIA 30 JOHN E. HOLMES DONALD B. ROSE YEARS GEORGE E. HOWE RICHARD C. ROSSI ROSS G. HUBBARD STEVEN M. SALOMON GARRY G. HUNT SAM I. SASAKI MARK C. ADCOCK ARTHUR D. HUNTER TERRY SCHUTTEN DONALD S. ANDERSON ROBERT R. IRVIN GARY L. SEARS ERIC A. ANDERSON RANDY L. JOHNSEN WARREN H. SHAFER ALEC V. ANDRUS RUSSELL A. JONES, JR. RAMON R. SILVER GREGORY J. BIELAWSKI PATRICK L. KENNEY PAUL J. SKOWRON CLARENCE A. BIGELOW DAVID W. KNAPP JOHN W. SLOTA RUSSELL W. BLAKE

— 21 — RICHARD M. SLOZAK K.M. BLANKS RICHARD L. FRENCH CAREY F. SMITH ALLAN P. BLUM JAMES R. FULCHER KAREN A. SMITH STEPHEN J. BONCZEK WILLIAM J. GANEK WILLIAM F. SMITH, JR. TERRY L. BRALLEY PETER T. GARDNER JAMES E. STARBIRD JOHN C. BRENNAN FREDERICK W. GEUDER WILLIAM R. STEINER THOMAS E. BRYMER MARIAN T. GIBSON DENNIS E. STEVENS KENNETH W. BUCHANAN LARRY D. GILLEY STEVEN C. SZALAY JULIE E. BURCH TIMOTHY GREWE ALAN TAYLOR EDALLEN YORK BURTNER A. RAY GRIFFIN, JR. REX A. TAYLOR ALLEN R. BUSH WILLIAM R. GRIFFIN CHARLES O. THOMAS RANDALL D. BYRNE WILLIAM P. GRILE GERALD A. THOMPSON JOSEPH A. CALENDA DAVID A. GRUCHOW RON R. THORNBURG BEVERLY R. CAMERON ROBERT F. HAGEMANN, III DAVID W. TREME GARY M. CANNON ALBERT E. HAINES FRANK G. TRIPEPI BOB N. CASS ALLEN EDWARD HANSEN PETER F. VARNEY CLAYTON W. CHANDLER WILLIAM W. HARDING WILLIAM J. VERWOLF BRUCE E. CHANNING DENNIS C. HARMON JAMES W. WALKER FRANK V. CIACCIA BRENT PHILLIP HARRINGTON RONALD N. WHITEHEAD NANCY CIUMMO DENNIS M. HAYS BRUCE G. WILLIAMS KAY CLARKE DAVID G. HENSHAW R. L. WILLOUGHBY DONALD B. COOPER PATRICK R. HIGGINS LAWRENCE WOLKE MICHAEL S. COPP DONALD E. HOLYCROSS, JR. ROBERT L. WONDER JULIE COUCH ALBERTO T. HUEZO THOMAS J. WONTOREK WILLIAM K. COWAN MICHAEL W. HUGGINS FLOYD WOODS RICHARD CROWDIS MARC G. HUMMEL TERRY L. ZERKLE THOMAS E. DARK DALE IMAN KAREN L. DAVIS JAMES P. JEFFERS ROBERT D. DELONG RICHARD J. JOHNSON JEFFREY DOHERTY A. EDWARD JONES F. WALLACE DOUTHWAITE RICHARD I. KERBEL 25 JIM L. DRINKHOUSE RODGER J. KERR-NEWELL YEARS LYDIA E. DU BORG ROBERT C. KIMREY BONNIE S. DYGA DAVID R. KOCHEL JACK D. EADES, JR. GREGORY J. KONAT RICHARD H. AGNEW JONI M. EARL GREGORY D. KORDUNER ROBERT A. BARCINSKI FRANCIS CHARLES EDWARDS MATTHEW J. KRIDLER ALLAN R. BAWDEN JULIA S. ENROTH-WHITLOCK RAYMOND H. KROMER DENNIS W. BEACH ANITA R. FAVORS NOEL F. KROPP ROBERT B. BENSON ALAN M. FISHER ROBERT L. KUFRIN MARK E. BERNHARDSON WILLIAM H. FISHER, JR. DAVID C. LATSHAW GREGORY A. BETHEA DANIEL W. FITZPATRICK MARYJANE V. LAZZ PETER G. BINE RAY FOGLEMAN LAWRENCE L. LEHMAN RUSSELL D. BLACKBURN GEORGE D. FORBES JAMES J. LEITCH LAURA E. BLACKMON ROBERT J. FRANK VALERIE A. LEMMIE

— 22 — NADINE P. LEVIN RICHARD F. PUCCI LEHMAN O. WALKER JAMES L. LEY L. FRANKLIN RAGAN JOHN Q. WARD G. DAVID LINDIMORE RICHARD T. REED DAVID N. WEAR DONALD L. LOCKHART FLORENCE RICCI JOHN K. WEITHOFER WAYNE H. LOGAN, JR. ALBERT J. RIGONI KAY WINER STEPHEN J. LOMBARD DENNIS E. ROBERTS JOSEPH G. WOLF CURTIS M. LONG TERRY K. ROBERTS JOSEPH W. YARBROUGH CARL F. LUFT GREGORY W. ROBINSON WILLIAM P. YENNE VIOLA ALEXANDER LYLES THOMAS B. ROBINSON ANITA L. MALTBIA THOMAS D. ROCKOVICH PETER MANGAN ROGER W. ROLFES PATRICK P. MCDERMOTT MAX ROYLE J. BRENT MCFALL DAVID L. RUDAT 20 YEARS RONALD W. MCLEMORE MARY J. RUPP CHARLES E. MCNEELY PETER G. RUSSELL RAYMOND I. ALLEN MARK H. MCNEILL TEDDY C. RYAN, JR. CURTIS M. ALLISON DENNIS W. MELVIN WARREN T. SALMONS ANTHONY JOHN ALTFELD CHRISTOPHER MEYER JOHN L. SALOMONE RICHARD A. ANZOLUT, JR. JOHN M. MEZERA JERRY M. SCHIRO MICHAEL W. BAIR DENNIS L. MILLER GERALD J. SEEBER WILLIAM P. BARLOW, III KERRY L. MILLER RICHARD J. SHEOLA TED G. BARRON ROBERT H. MONCUR BENJAMIN T. SHIVAR DAVID C. BIGGS HERBERT L. MONIZ FRANCES H. SHOCKET DEXTER P. BLOIS JOHN R. MOORE, JR. MICHAEL A. SILVESTRI PAUL T. BOCKELMAN JAMES H. MULLEN SUSAN E. SLACK GEORGE A. BROWN ROBERT M. MURPHY MARGARET M. SLAVIN GREGORY E. BUCKLEY KRISTINE M. NEUMANN ERIC A. SMITH THOMAS D. BURT MICHAEL J. NOLAN THOMAS B. SMYSER RICHARD N. CARLSON TIM O’DONNELL ERIC B. SORENSEN BRIAN CARR RICH OESTERLE JENNIFER D. SPARACINO ANTHONY CAUDLE ROBERT J. O’NEILL, JR. BRUCE ST. LOUIS ALFRED C. CAVA CHARLES S. OZAKI JOHN M. STOCKBRIDGE AMY CHAN NICOLAS PAPADAKIS ROBERT A. STOCKWELL NOELIA F. CHAPA LAWRENCE G. PATTERSON JOHN G. STRAND KRISTI A. CHAPPELLE DONALD F. PAULEY JULIAN M. SUSO GRAHAM C. COLLINS ROY H. PAXSON, III CHARLES F. SWEET MARCIA L. CONNER LARRY F. PENNELL J. WILLIAM TAYLOR TOBIAS M. CORDEK W. MARK PENTZ PATRICIA S. THOMPSON DONALD A. CORLEY JAN C. PERKINS EVELYN TICE DAVID R. CREECH WILLIAM A. PETERSON, JR. RONALD D. TRIVITT HENRY C. CUNNINGHAM THOMAS A. PHILLIPS BERNARD A. VANOSDALE PETER DACEY MARK PISANO DAVID J. VARLEY ELLEN R. DAVENPORT DECKER P. PLOEHN KENNETH F. VITTUM JOSEPH J. DE LEGGE GREGORY E. PROWANT DONALD J. WAGNER, JR.

— 23 — JAMES R. KEENE, JR. LAWRENCE E. PIERCE FRANCIS M. DELACH, JR. DAVID E. KELLER LAWRENCE S. PLASTER WILLIAM E. DENNIS JOAN M. KENT HAROLD J. PORR, III DAVID M. DORGAN TIM KERR WILLIAM A. RAY, JR. JOHN W. DOWNS MELVIN A. KLECKNER MARK H. REES THOMAS L. DURANCEAU EDWARD J. KNITTEL ROBERT W. ROBERTSON WILLIAM B. ELLIOTT DEAN KRUITHOF BARBARA K. SACKS JOHN A. ELSESSER ROSEMARY E. KULOW DAVID R. SCHORNACK MICHAEL E. EMBURY SCOTT M. LAMBERS SHEILA R. SCHUKEI STEWART C. FAIRBURN RALPH A. LANGE TERRY C. SCHWERM KENNETH C. FARFSING LESTER D. LATTANY CARL L. SCHWING ROBERT W. FARRAR DAVID A. LELKO LAURENCE R. SHAFFER KEVIN E. FERGUSON RICHARD F. LESSNER JAMES P. SHAPARD PATRICK M. FLYNN BRENTON B. LEWIS LARRY J. SHELTON DANA W. FOSTER STEVEN LEWIS SYBIL B. SMITH JERRY B. FULWOOD TOM LIPPS KYLE R. SONNENBERG RICHARD D. GALE MARK S. MANSFIELD STEPHEN DOUGLAS SPELL MATTHEW B. GALLIGAN LEONARD A. MATARESE DAVID K. STALL BRIAN GRAMENTZ BRYON L. MAZADE GARY J. STEVENSON MARK A. GREEN PAUL R. MAZZACCARO RONALD WILFRED STOCK RANDY GROSS PAT J. MCCOURT ERIC ALBERT STRAHL DONALD E. HABICHT JAMES A. MCFELLIN STEVEN S. STRICKER CHARLES E. HAFTER SCOTT E. MCNEIL ANDREW J. TAKATA DAVID L. HARDING DOUGLAS MEAGHER PAMELA H. TAYLOR STEVEN L. HARRELL DAVID R. MERCIER STEVEN T. THOMPSON DORA H. HARRISON FRED E. MEURER JOHN LACHLAN THRASHER MICHAEL J. HARTMAN STEVEN C. MIELKE HENRY M. TINGLE BRUCE A. HERRING RAMON F. MIGUEZ A. KENNETH TOLLSTAM M. FRANK HERSMAN SANFORD I. MILLER NATHANIEL TUPPER JOHN A. HIER WILLIAM A. MONAHAN DAVID W. TYSON CARRIE PARKER HILL GARY A. NACE RALPH VOLTNER, JR. RON M. HOLIFIELD TED NELSON, JR. PETER C. VONDRAK RICHARD J. HOWARD GEORGE W. NESTER MELISSA VOSSMER GARY A. HUFF PAUL L. NORDIN W. CURTIS WALTON, JR. RALPH L. JAECK JAMES H. NORRIS KENNETH S. WEAVER ROBERT D. JENKINS DONALD W. NORTON MICHAEL F. WEBER A.J. JOHNSON, III STEPHEN F. OWEN JAMES R. WHITE ROBERT B. JOHNSTON DAN PARROTT LAURENCE E. WHITTAKER PAMELA J. KAVANAUGH CHARLES W. PENNY JAMES F. WRIGHT, II DONNA M. KAZIA MARTHA L. PEREGO STEVEN WYLIE

— 24 — 10 TAMARA S. GATES TOM PARRY YEARS LAURA H. GAY WILLIAM D. PERRY PENNY GOFF M. DENIS PETERSON JORGE M. GONZALEZ CLAY A. PHILLIPS MICHAEL A. ALLWAY ROBERT R. GREEN NATHAN A. POORE JAMES M. ANDERSEN STEPHEN J. GREGG FRED L. RAMEY, JR. MICHAEL C. ARCHINAL JOHN GUNYOU PAMELA S. REECE DARIN A. ATTEBERRY LYNNETTE B. HAILEY SHANE L. REESIDE JAMES M. BAGDONAS THOMAS J. HALL NINA D. REGOR DEBORAH O. BELL DANIEL J. HALSTEAD JEFFREY D. RHODES MARTHA J. BENNETT LARRY H. HANSON JUDY M. ROGERS CAMERON D. BENSON JAY R. HARRINGTON GREGORY E. ROSE KELLY L. BIDDLE-COOK JOSEPH A. HELFENBERGER DAVID A. RUIZ THOMAS J. BLAZEK PAULA HERTWIG HOPKINS BENJAMIN SAAG MICHAEL P. BONFIELD JOSEPH R. HICKMAN TIMOTHY L. SAVAGE PAMILLA L. BRANT MARK E. HINDMAN DONNA K. SCHWAB TIMOTHY J. BREAUX BRENT M. HOBGOOD GREG D. SCOLES BRADLEY J. BURKE JAMES B. HULING JOHN F. SCRUTON KRIS M. BUSSE MATTHEW L. HYLEN MARSHA SEGAL-GEORGE RUSSELL A. CARLSEN G. ALLEN JOHNSON MARC A. SKOCYPEC JANE A. CHAMBERS EDWIN C. KINNAMON OTTERLEE J. SLAUGHTER SAMUEL H. CHAMBERS KENNETH D. KROMBEEN GERALD C. SMITH DAVID L. CLOUSER JAMES H. LEWELLEN TYE R. SMITH BRUCE A. CLYMER GARY M. LUEBBERS FRITZ SPRAGUE JOHN A.C. COMRIE GARY W. MANGUS SHERYL L. STEWART CARY A. CONGER JULIAN P. MANSFIELD MARINA SUEIRO MATTHEW W. COPPLER RUSSELL R. MARCOUX PATRICK SULLIVAN JOHN N. CORICA LYNN H. MARKLAND PHILLIP H. SUTTON DAVID L. CORLISS MARC L. MAXWELL REGINALD R. TABOR MARY M. CORRIVEAU ROBERT L. MAXWELL STEPHANIE M. TEOLI JAY W. CRAVENS MARTIN C. MCDANIEL MICHAEL D. THOMAS PETER J. CRICHTON JOHN F. MCDONOUGH, III TERRENCE TOTTEN MICHAEL A. CROTTY JAMES M. MCNEILL C. DAVID TURNER B. SUSAN DAVIS EDWIN R. MEECE DAVID MARK URBIA GERALD R. DAVIS HARRY J. MERTZ ALLYN S. WAGGLE WENDELL M. DAVIS LIZ R. MILLER HUGH R. WALKER FREDERICK M. DIAZ THOMAS L. MKAZA SUSAN C. WESTMAN JANET DORE MARY K. MOORE RICHARD A. WHITEHEAD KATHY DUBOSE PHILLIP J. MOORE STEVEN C. WHITLOCK JOSEPH FABER GLORIA P. NERNEY TIMOTHY C. WIBERG MALCOLM H. FLEMING ARTHUR A. OSTEN, JR. BETTY J. WILLIAMS MICHAEL S. FRANK REID T. OTTESEN BRUCE WILLIAMS MICHAEL D. FRIESEN CRAIG S. OWENS MICHELLE A. WOLFE ANTHONY D. FURTON DOUGLAS A. YOUNT

— 25 — Program Excellence Award for Innovations in Local Government incumbent would turn over the with departmental goals and the Management office to the new mayor. There was strategic plan. still further disagreement over who In 1999, the council and staff POPULATIONS OF 50,000 AND UNDER would fill the new mayor’s former developed a second, bolder strategic seat on the council. All the plan for 2000–2002, one that took upheaval and gridlock created a into account citizen input. Where tense, disruptive work environment the first strategic plan primarily for city staff. However, it also pro- addressed basic operational issues vided an opportunity for a new and infrastructure needs, the beginning. 2000–2002 plan called for commu- When the city council resumed nity enhancements that would looking for a new manager, it require major state and federal fund- reached consensus on two basic ing. The strategic plan called for a issues: First, the council expressed new town center, a bicycle/pedes- its commitment to the council- trian trail system, landscape beautifi- manager plan. Second, it commit- cation, and preliminary community ted itself to a more deliberative and redevelopment planning. participative way of doing busi- The city’s strategic planning BRADFORD J. TOWNSEND ness—one that it promised would process has become the new way of lead to improvements within the doing business in Wood Dale. The ICMA’s Program Excellence community. With help from a government continues to look for Award for Innovations in Local search consultant, the council opportunities to build on its positive looked for a manager who would be experience. In 2002, for example, Government Management recog- able to help the council implement participants at the strategic plan- nizes a local government that has strategic planning and strategic ning sessions expanded beyond the successfully applied the concepts of management processes. council and staff to include plan reinvention, reengineering, TQM, Upon taking over as city man- commissioners and the general pub- ager, Bradford J. Townsend set lic. The strategic planning process customization, or other cutting- strategic planning as his top prior- and the resulting plans have given edge organizational tool. This year, ity and asked the council to com- community leaders a powerful tool the award in the 50,000-and- mit to the process for at least two for determining priorities and evalu- under population category goes to years. The manager and the council ating progress toward stated goals. worked together to define and pri- the city of Wood Dale, Illinois, oritize the city’s needs. To help One of the many meetings that helped Wood and City Manager Bradford J. guide the decision-making process, Dale, Illinois, get its strategic planning and man- Townsend for the city’s strategic they also developed vision, values, agement initiative off the ground. planning and management council mission, and management mission statements. The council initiative. and manager used this information to develop a three-year strategic plan, covering 1997 to 1999. Over the three years, the coun- In the mid-1990s, the city of Wood cil and manager met three times a Dale, Illinois, was in a state of near year to review policy issues and chaos. The council had hired and administrative actions. The strate- fired two city managers in less than gic plan made it possible to review three years, and the search for a results by level or year, the policy new manager was put on hold as a priority success rate, and the bitter election for mayor, city clerk, administrative policy success rate. and several aldermen heated up. Mr. Townsend worked with staff to When the election resulted in an align departmental goals with the alderman with only two years of strategic plan and implemented an experience on the council beating employee appraisal system that out the 20-year incumbent mayor, a included assessment categories and legal dispute ensued over when the objectives that were consistent

19 Program Excellence Award for Innovations in Local Government The 311 Customer Call Center calls to 911. Furthermore, a 911 Management provides one easy-to-remember operator no longer needs to spend telephone number that Hampton time researching where a misdi- POPULATIONS OF GREATER THAN 50,000 residents can call to find answers to rected informational call needs to their questions. It is staffed 24 go; the operator immediately con- hours a day, seven days a week. nects the caller to 311 and goes Residents simply dial 3-1-1 to reach back to what he or she does best— a friendly, helpful city employee handling public safety emergencies. who is charged with meeting their Everyone wants to provide bet- (non-emergency) needs, from ter customer service to residents. reporting a missed trash collection The question becomes how to do so to answering questions about the without adding dozens of staff or city budget. The 311 slogan, “Just tremendous expense. The city of one call does it all,” greatly Hampton has shown that even in enhances perceptions of customer today’s fiscally limited world, it is convenience and the city’s respon- not only possible; it is a reality. siveness to residents. The goal is to break down traditional boundaries GEORGE E. WALLACE between governmental units, Staff members of the city of Hampton serving departments, and agencies to pro- city residents at the 311 Call Center. The Program Excellence Award vide “seamless government” to all for Innovations in Local residents. The 311 Customer Call Center Government Management in the is vital to the city’s overall strategy greater-than-50,000 population to provide a comprehensive, inte- category goes to the city of grated approach to customer serv- Hampton, Virginia, and City ice. In addition to increasing customer satisfaction with the con- Manager George E. Wallace for venience and ease of interacting the city’s 311 Customer Call with city services, the call center is Center. charged with decreasing the amount of time it takes to complete transactions for each process or service. In a world where business can be In 2000—its first year of opera- conducted 24 hours a day, local tions—the call center responded to governments continue to operate over 221,000 calls; the next year primarily on a 9 to 5 schedule. As a the number had increased to over result, citizens often have to take 237,000 calls. Approximately time off from work to access serv- 17–20 percent of the calls occur on ices or do business with the city. evenings and weekends, confirming Moreover, in many communities, the need to provide service at these residents have to search the phone times. In ongoing satisfaction sur- book to try to find the number for veys of callers, 93 percent of people the right department, only to be report that the service they had transferred several times before received to be very good or excellent, reaching someone who can assist and over 72 percent reported that them. When residents of Hampton, their impression of city services had Virginia, expressed their dissatisfac- improved. tion with such issues, the city The 311 Call Center has also found an innovative way to had a positive impact on the gov- respond: a 311 Customer Call ernment organization. It has Center. improved emergency communica- tions by reducing by 98 percent the number of public works emergency

20 Program Excellence Award for Outstanding Partnerships: Intergovernmental Encompassing less than five square doors in July 1999. Today the pro- Cooperation miles, the town of Herndon, gram is overseen by current Town Virginia, is the fifth most densely Manager John E. Moore, and boasts POPULATIONS OF 50,000 AND UNDER populated community in the state. numerous programs from Head A variety of residential properties Start, to GED classes, to computer were built in the 1970s to accom- literacy. Fairfax County services modate the town’s tremendous provided at the NRC include child- growth but 30 years later, these care and parenting classes, nutrition once-modern housing units began education, health screening, mental showing significant physical deteri- health counseling, summer youth oration. The town also faced recreational activities, and voca- increasing language barriers with tional rehabilitation. Local non- new residents, many of whom were profit organizations provide job and recent immigrants. Knowing that social service referrals, housing these neighborhoods provided most counseling, pro-bono legal services, of Herndon’s moderately priced homework assistance, mentoring, housing, the town decided that and an adult literacy program. improvements needed to be made. To complement the human-serv- JOHN E. MOORE In addition to deteriorating ice aspect of the NRO, the town of neighborhoods, access to social Herndon hired neighborhood services was also a problem for improvement and housing rehabili- Herndon residents. Few affordable tation specialists to assist residents social services were available, and a in improving the physical condi- lack of transportation made it tion of their neighborhoods. These almost impossible for families to employees help residents under- take advantage of services in other stand and comply with zoning and parts of Fairfax County. property maintenance policies. To address the problem, then- Through its continuum-of-care Town Manager Robert A. Stalzer approach to addressing the complex worked with the council to create a issues in Herndon—one that ROBERT A. STALZER new Neighborhood Resources Office bridges the needs in the physical (NRO). The office was charged environment to those in the ICMA’s Program Excellence with the tasks of improving the human service sector—the partner- structures in residential neighbor- ship between Fairfax County and Award for Intergovernmental hoods and enhancing levels of trust, the town of Herndon has made it Cooperation recognizes outstand- communication, and leadership. possible for residents of a small ing programs developed out of The town of Herndon had too community to have access to a cooperative actions or strategic few resources to meet all of the wealth of services at one location. challenges, so Mr. Stalzer forged a In doing so, it has also strength- partnerships between government partnership with Fairfax County ened and improved the neighbor- organizations. This year’s award in and the county offered to help fund hoods in which people reside. the 50,000-and-under category a new community-based center in goes to Herndon, Virginia, and Herndon. In 1998, the town of Herndon Town Manager John E. Moore, and Fairfax County found 6,750 A class for adults taking place at the Herndon as well as former Town Manager square feet of available retail space Neighborhood Resource Center. Robert A. Stalzer (now Deputy within walking distance of most of County Executive, Fairfax the target neighborhoods. The space required a significant build- County), for Herndon’s out of the interior and the county Neighborhood Resource Center. agreed to pay $75,000 toward these costs, as well as $74,000 towards annual operating expenses. The Herndon Neighborhood Resource Center (NRC) opened its

21 Program Excellence Award for Outstanding Partnerships: Intergovernmental politan area and many of the Carpenter Foundation, and the Cooperation smaller rural communities in the Rural Investment Fund, as well as valley have minimal training budg- seed money from six jurisdictions, POPULATIONS OF GREATER THAN 50,000 ets (or none at all). In addition, one nonprofit, and one private some of these smaller town govern- business. Although tuition fees ments rely solely on the knowledge have made the Academy self-sup- that volunteer mayors, council porting, they are intentionally kept members, and appointed board low to allow broad participation members bring to government. (from $25 per person to $450 for Local training to provide the tech- multisession courses). The nical knowledge and specialized Academy also has received grants skills they need did not exist. The to provide scholarships for jurisdic- Rogue Valley Public Service tions that need financial assistance. Academy was created to fill this Since its inception, the void. Academy has provided training for Six years ago, a group of city and over 2,200 people. A variety of county managers discussed the idea training courses have been offered, of pooling the limited training from public budgeting, to public GREG D. SCOLES resources from their jurisdictions. speaking, to supervisory training, to They held a meeting to solicit ideas Oregon ethics laws. Seminars, ICMA’s Program Excellence from local agencies and interested satellite downlinks, and cospon- Award for Intergovernmental citizens about developing a local sored programs with jurisdictions public academy. The 80 people are just a few of the ways that the Cooperation recognizes outstanding who attended this first meeting Academy expands the training programs developed out of coopera- helped scope training needs and a opportunities for public servants in tive actions or strategic partnerships mission: “to improve our communi- Rogue Valley. between government organizations. ties by enhancing the professional The Academy’s success is due to skills of those who serve the a hands-on and committed board of This year, ICMA awards the first public.” directors, the dedication of public of two Program Excellence Awards The Academy is governed by a employees and elected officials to for Intergovernmental Cooperation board of directors with representa- seek greater knowledge and skills, in the greater-than-50,000 popula- tives from six jurisdictions: the and the quality of the training pro- cities of Ashland, Central Pointe, grams themselves. Above all, how- tion category to the city of Grants Pass, and Medford and the ever, the Academy’s success is Ashland, Oregon, and City counties of Jackson and Josephine, credited to the willingness of gov- Administrator Greg D. Scoles for as well as two nonprofits. ernment agencies and others to the Rogue Valley Public Service Operating under the umbrella of work together to address needs. the Rogue Valley Council of The success of the Academy Academy Program. Governments, the board spearheads demonstrates that a collaborative the development and operations of approach can help small organiza- the Academy. The board meets tions reach big goals. monthly to review previous sessions Like elsewhere in the country, local Staffers from the jurisdictions that make up and strategize on future courses, the Rogue Valley Public Service Academy governments in Southern Oregon using participant meet for training. have faced significant budget cuts evaluations and in recent years. However, there are other means to ever-increasing needs for effective get input from leadership and efficient quality people through- services. Training is a key compo- out the region. nent of organizational effectiveness, The Academy but training budgets are often sacri- launched its ficed to prevent deeper cuts in operations with services. grants from the Oregon’s Rogue Valley is located U.S. Forest 300 miles from the nearest metro- Service, the

22 Program Excellence Award for Outstanding Partnerships: Intergovernmental prehensive, integrated family sup- Studies show that the RCFC Cooperation port services at underperforming also is already making a difference schools in low-income neighbor- in the lives of young people and POPULATIONS OF GREATER THAN 50,000 hoods. The schools have a high their parents. Children are better percentage of non-English speaking prepared for kindergarten, and students, many of whom are unfa- test scores among older children miliar with the educational and have improved. Teachers also health care system. The area also report improvements in the class- has a high degree of gang activity room behavior of students. and the highest reported rate of The Redwood City Family child abuse in San Mateo County. Centers are sustained by an This unfortunate combination of unprecedented interagency agree- poverty, violence, low educational ment of the city of Redwood City, levels, language and cultural barri- the Redwood City School District, ers, and risk to physical safety, and San Mateo County. Seeded pointed to an immediate need for with grant funding, three of the youth development and prevention four centers are sustained by intera- services. “RCFC’s annual costs gency funding from 16 agency part- EDWARD P. EVERETT ($1,380 annually per child) are ners, totaling $25,000 annually. minimal compared to the cost of Today, RCFC partners are working ICMA’s Program Excellence potential alternatives,” writes Beth to expand services to four addi- Award for Intergovernmental Ross, the executive director of tional schools. The success of the Redwood City 2020. RCFC proves the adage that an Cooperation recognizes outstand- Four basic goals have been ounce of prevention is worth a ing programs developed out of established for RCFC: (1) to pound of cure. cooperative actions or strategic increase the academic achievement partnerships between government of students; (2) to improve the The Redwood City Family Centers Program offers sense of well-being among children a variety of services to meet community needs. organizations. ICMA also gives a and families; (3) to improve the Program Excellence Award for physical health of the school com- Intergovernmental Cooperation to munities; and (4) to increase com- Redwood City, California, and munity-member involvement in the lives of children and youth in City Manager Edward P. Everett their neighborhoods. To achieve for the Family Centers Program. these goals, the RCFC provides a range of programs and activities, including mental health services, tutoring, parent education, adult Prevention almost always costs less education, basic health services, than rehabilitation. “Boot camps” community involvement, cultural for troubled youths cost an esti- activities, home visitation, and mated $5,500 per participant; fam- basic needs assistance. ily foster care, $7,700 per year; Since the program was initi- probation, $8,900; group home fos- ated in September 2000, the ter care, $35,500; and prison, numbers of people served support $57,000. Yet, many cities and the need for the program. counties struggle with how. The Hundreds of families have taken need is too wide-reaching for a sin- advantage of the drop-in support gle agency to adequately address services, health screenings and the needs of at-risk children and immunizations, and intake assis- their families. tance for county benefits that are The city of Redwood, available at the Family Centers. California, found a solution: the Hundreds of adults have partici- Redwood City Family Centers pated in ESL, parenting, and liter- (RCFC). The RCFC provides com- acy classes.

23 Program Excellence Award for Outstanding Partnerships: Public- one-way communication to gather assistance and community Private Partnerships input from residents as well. Can approval. Whereas a person seeking Do! is a clearinghouse of local information once drifted from one POPULATIONS 50,000 AND UNDER information and an incubator for service provider to another, guided ideas and proposals. only by their intuition and the Under the auspices of Can Do!, agencies’ short-sighted understand- local leaders, volunteers, business ing of what other services were owners, and local activists meet available, today they are usually monthly to share information, meet able to quickly find the help they people, and learn about local issues need because of the networking in a nonconfrontational format. opportunities Can Do! provides. Now in its fifth year, Can Do! con- This not only makes service tinues to attract dozens of commu- providers more efficient, lowering nity leaders. The organization has costs, it also enables them to pro- become well known for its diverse vide better service to residents. members, inclusive atmosphere, Can Do! works diligently to and ability to produce results. ensure that the ownership of ideas Can Do! is nonpartisan and and projects remains with the per- JOHN D. BERCHTOLD nonpolitical. It is both a noun and son who brought them to the table. a verb—an organization and a It seeks to empower by supporting ICMA’s Program Excellence process. As an organization, Can ideas and the people who have Award for Public-Private Do! includes city, township, and them with knowledge and under- county government, local schools, standing. Those who come to Can Partnerships recognizes a local gov- industry retailers, churches, and Do! are given tools to better shape ernment and its private-sector nonprofit organizations, along with their ideas. partner (including nongovernmen- individual residents. It is an open- Can Do! is credited with a num- tal organizations) that have ended discussion that can nurture ber of successes. It has generated an idea and see it come to fruition. more than $100 million in local demonstrated the value of public- Can Do! provides people with a economic development and facili- private partnerships as an effective place to test ideas before putting tated the completion of dozens of technique for introducing greater them into action. In the past, deci- local initiatives. With only a efficiency, innovation, and civic sions were often made in a vacuum, $10,000 budget and no staff, the without due consideration for their members of Can Do! have found a awareness into a variety of local peripheral effects. Through Can way to make things happen, from government services. The award in Do!, a new idea is bandied about printing fliers, to organizing town the 50,000-and-under population ahead of time, and others who hall meetings, to sharing ideas category goes to the city of might be affected are able to iden- about how to address community tify problems that could result. problems. The success of the forum Charlotte, Michigan, and City Prior to its inception, each agency, proves that open and honest com- Manager John D. Berchtold for the government, and business in munication is a critical step toward Charlotte’s Can Do! program and Charlotte existed independently of any community project. process. one another. Can Do! has improved the effectiveness of Participants of Charlotte, Michigan’s Can Do! pro- gram meet to discuss a proposal for a new program. organizations throughout the The city of Charlotte, Michigan, community by has no local radio or daily newspa- giving them the per, so in 1998 the city took it information they upon itself to make sure that citi- need to target zens were kept informed about local their efforts and issues and opportunities. But the avoid duplica- Charlotte Area Networking for tion, by antici- Development and Opportunity pating their (Can Do!) goes beyond traditional needs and secur- ing volunteer

24 Program Excellence Award for Outstanding Partnerships: Public- had limited access to medical care. hensive free physician care, med- Private Partnerships Uninsured residents often delayed ications, in-patient and outpatient seeking needed health care due to hospital services, patient referral, POPULATIONS GREATER THAN 50,000 financial concerns. This resulted in and coordination of these medical an inefficient, costly health care services to 13,000 of the county’s system in which patients with estimated 15,000 uninsured low- recurring health care problems income citizens. The program even received “band-aid” care, without includes a patient reminder service resolving their health needs. that helps patients keep their Buncombe County Health Center appointments and assure that they was struggling under the weight of understand and comply with their an overwhelming primary care treatment plans. caseload with nowhere to send Even as a growing number of patients who needed specialty care. people lack health care coverage Project Access was established to (18.5 percent in 2000, up from address these problems. The pri- 10.8 percent in 1995), there are mary goal of Project Access is to fewer reports of problems accessing provide appropriate access to the health care services. A 2000 study WANDA S. GREENE full continuum of health care serv- revealed that 93 percent of residents ices for uninsured people who can- indicate they have a regular physi- ICMA’s Program Excellence not afford medical care. cian, clinic, or health center, up Award for Public-Private Project Access is a cooperative from 78.7 percent in 1995. Since effort of the Health Center, the Project Access was started in 1996, Partnerships recognizes a local gov- county, and the Buncombe County every patient who has attempted to ernment and its private-sector Medical Society (BCMS), a non- access primary and/or specialty care partner (including nongovernmen- profit professional association of has received it. This has reduced tal organizations) that have physicians. Area hospitals, indigent the number of times patients are care clinics, and pharmacies are seen for unresolved medical prob- demonstrated the value of public- additional partners directly lems in local nonprofit clinics or the private partnerships as an effective involved in providing health care County Health Department primary technique for introducing greater for those who would not otherwise care clinics, allowing more patients efficiency, innovation, and civic be able to afford it. Buncombe to receive primary care services at a County provided seed money and lower cost to the county. Project awareness into a variety of local has continued to allocate funds to Access has leveraged and docu- government services. This year, cover administrative costs. About mented over $3.5 million in free the Program Excellence Award for 85 percent of all doctors in the care, including physician volunteer Public-Private Partnerships in the county agreed to support the initia- time, hospital services, and phar- tive by seeing 10 to 20 patients a macy medication discounts. greater-than-50,000 population year free of charge. This has Nonprofit indigent care clinics category is awarded to Buncombe allowed the Buncombe County are common; what makes Project County, North Carolina, and Health Center to greatly expand its Access unique is that it is inte- County Manager Wanda S. role in providing primary care to grated with or supported by the the indigent population. local government. The creative Greene for the county’s commit- The Buncombe County Medical approach in Buncombe allows ment to making health care acces- Society provides program oversight, Project Access to sustain the multi- sible to all residents. physician recruitment and reten- ple public/private partnerships nec- tion, coordination and tracking of essary to efficiently provide patient referrals and services, and systematic access to health care for management of medication assis- the entire indigent population. It In the mid-1990s, Buncombe tance. BCMS effectively fosters the demonstrates the belief of county County, North Carolina, like coun- enthusiastic support of numerous commissioners, doctors and other ties all across America, had an government, nonprofit, and for- health care professionals, that overwhelming number of uninsured profit organizations. As a result of every person—regardless of his or and underinsured residents who the spirit of cooperation, BCMS her ability to pay—deserves quality Project Access provides compre- health care.

25 CELEBRATION OF SERVICE 2002 Service Award Recipients

ICMA Service Awards recognize and celebrate members’ dedication to public service and professional management at the local level. Awards are based on the number of years of full-time, paid employment in a local government. They are granted at 10 years and 20 years of local government service. After 20 years, awards are given in five-year increments. Members receiving awards for 25 years or more of service are recognized during the Celebration of Service to the Profession, which takes place at the ICMA Annual Conference.

55 YEARS 35 YEARS

ADELINE BROWN ROSS MICHAEL AMYX MICHAEL D. KADLECIK, JR. JAMES P. B ERZINA MICHAEL A. KELLY DONALD E. BRADLEY RONALD L. KIEDROWSKI 45 YEARS EDWIN H. BRAUNER, JR. GLYNN J. KNIGHT KENT BRISTOL RONALD A. LACOUTURE ROBERT R. CANTINE A. ROBERT LINNER COLIN J.B. DALE JAMES E. CHANDLER THOMAS M. MARTINSEN, JR. L. A. PATTERSON DENNIS COURTEMARCHE THOMAS G. MAUK R. MARVIN TOWNSEND COLIN L. COWAN JERRY S. MCGUIRE LARRY CRUISE OLIVER S. MERRIAM LARRY J. CUNNINGHAM JAMES H. MILLER 40 YEARS ROBERT D'AMATO J. A. OJEDA, JR. JOSEPH O. D'ARCO BRUCE ROMER THEODORE K. CLAUSEN RONALD U. DEMAAGD STEPHEN J. ROSS ROBERT A. ERICKSON GEORGE D. DI CIERO HAROLD L. SCHILLING RONALD C. FENNELL MAJARITA DOHERTY PAUL D. SHARON EVELYN M. HAINES WILLIAM R. DRENNEN JACK A. SIMPSON ROBERT M. HOPKINS R. MICHAEL EASTLAND MICHAEL G. STEARMAN PETER S. MARSHALL THOMAS W. F INNIE STEVEN L. WALTERS GRAHAM D. PARTRIDGE COLIN J. GRIFFITH CHARLES B. TYSON CARLISLE M. WILLIAMS, JR.

26 THOMAS R. HARDY DAVID R. ORNDUFF 30 YEARS CHARLES W. H ARGETT, JR. CARLOS L. ORTEGA KATHLEEN JENKS HARM PAUL L. PARKER MICHAEL L. ADAMS BRENT PHILLIP HARRINGTON HOWARD L. PENROD ALEX R. ALLIE VIRGIL R. HAZELETT JOHN F. P ERRY D. KELLY ALMOND THOMAS L. HEDGES WILLIAM C. PHIPPS HAROLD A. ANDERSON STEPHEN W. H ELVEY JAMES W. P IPER CHARLES W. B ALDWIN JAMES B. HENDRICKSON J. DELTON PLANK WALTER G. BECKHAM LARRY W. H ENSLEY LEONA K. PLAUGH PAUL V. B ERLANT RANDY W. H ILDEBRANDT PAUL PRESEAULT STEPHEN J. BLACKADDER PHILIP L. HINELY GARY A. PRICE ROBERT C. BOBB JAMES W. H OLCOMBE BRENDA RAY ALBERT C. BRADLEY JOHN M. HOLPE DAVID L. RUDAT JOHN M. BRAMBLE ROBERT C. HOMAN PAUL A. SASSE ROGER H. BREKKO LAWRENCE D. HUGHES PHILIP K. SCHENCK, JR. EDWARD BROOKSHIER RODNEY H. IRWIN DANIEL S. SCHMIDT LARRY J. BROWN BARRY P. J OHNSON TIMOTHY W. S CHUENKE BRIAN J. BULLOCK MICHAEL D. JOHNSON WILLIAM SEQUINO, JR. STEPHEN R. BURRELL RICHARD M. KELTON STEVEN E. SHEIFFER JOHNNY CARLINE BERTRAND N. KENDALL JAMES W. S IGWORTH CY CARNEY, III ROBERT E. KOCH ROGER L. STANCIL TIMOTHY J. CASEY CRAIG G. KOCIAN CARL J. STEPHANI MICHAEL J. CECKA JAMES K. KOSHMIDER RODNEY STORM RICHARD W. C ISAR MATTHEW L. LACY, III DENNIS R. STUCKEY BERNARD COOPER DONNA C. LANDEROS THOMAS L. SWANSON RAY E. CORPUZ, JR. TOM LANDO PAMELA A. SYFERT RONALD V. C RABTREE MITCH LANSDELL KENT L. TAYLOR WILLIAM P. C RAIG ROBERT S. LASALA ROBERT E. TAYLOR H. RUSSELL CRIDER FREDERICK W. L ATHAM J. EDWARD TEWES JOHN C. DARRINGTON CHRISTOPHER LEAR NORMAN E. THIDEMANN BARRY L. DEL CASTILHO RICHARD A. LINN KENNETH R. THOMPSON CHARLES F. D ODGE MICHAEL JOHN LLEWELLYN-SMITH STEVEN L. THOMPSON DONALD R. DUCKWORTH ERIC W. L UMSDEN JOHN W. T HORNTON, JR. T. J ON ELLESTAD J. THOMAS LUNDY J. EDWARD TODD TERRENCE L. ELLIS JAMES G. MARSHALL CHARLES A. TURPIN LEE C. ERDMANN CHARLES B. MARTIN WILLIAM R. WAGNER MANUEL A. ESQUIBEL RICHARD E. MASLOWSKI DALE M. WALKER JACK B. ETHREDGE, JR. GEORGE P. M CCONNAUGHEY RONALD LEE WALLER FRANK FAIRBANKS DEBORAH ACOSTA MCKEEHAN MICHAEL D. WARREN BARRY M. FELDMAN DANIEL E. MCKEEVER DANIEL C. WENNERHOLM MICHAEL W. F ENN MICHAEL D. MCKNIGHT DANIEL LEE WENTZLOFF THOMAS W. F REDERICKS FLORENTINE MILLER MICHAEL WIESNER CURTIS B. FREELAND JACK E. MILLER GLEN TRACY WILLIAMS MICHAEL FUSON M. SUSAN MILLER PETER J. WITSCHEN J. RONALD GEORGE GARY KEVIN MONTAGUE MARK WOLLENWEBER JAMES M. GIBSON CHESTER R. NOLEN MICHAEL J. WRIGHT JOSEPH M. GOEDEN KEVIN B. NORTHCRAFT JAMES W. Z UMWALT DARRYL C. GRIFFIN JAMES B. O'GRADY KENNETH PAUL ZURBY DAVID T. H ARDEN ROBERT L. OLANDER (continued)

27 PAUL M. CONNOLLY SANFORD A. KAPLAN 25 YEARS JAMES D. CORL, III WILLIAM A. KEFFLER CYNTHIA A. COTO DAVID E. KELLER STEPHEN V. A LTIERI RICHARD J. CRAYNE DENNIS W. K ELLY JERRY A. ANDREE RONALD A. CRISP JOAN M. KENT AARON ANTHONY MICHAEL P. C ROTTY JEFFREY W. K ILLIAN JAMES W. A NTONEN MARIA E. DADIAN A. RANDALL KIMLER JAMES L. ARMSTRONG DARYL J. DELABBIO RICHARD KIRKWOOD JERRY L. AYSCUE ROBERT C. DOMINGUEZ J. EDWARD KITCHEN ROGER L. BAGLEY ROBERT C. DOWNEY PATRICK D. KLAERS DUNCAN BALLANTYNE KATHY DUBOSE LEON KOS SCOTT J. BARBER MICHAEL DULA GARY KRATZ WOLFGANG BAUER PATRICIA A. DUNLAP DIANNE KROGH JAMES B. BAUGH WILLIAM EISEN ROGER L. KROH BARBARA L. BECKETT DAVID B. FARBER STEVEN L. LEDOUX LYNN P. B EHRNS TERRY S. FEDORCHAK JAMES E. LEIDLEIN ROBERT M. BELMORE RICHARD M. FINN ROBERT A. LEVY PAUL J. BENEDETTO THOMAS O. FORSLUND DAVID M. LIMARDI ROBERT L. BENNETT, JR. RODNEY FRANZ LEWIS R. LOEBE, JR. MICHAEL C. BESTOR J. WEBB FULLER JOSEPH C. LOGUIDICE, JR. JOHN M. BINGHAM JERRY B. FULWOOD BONNIE J. LONG HOMER L. BLUDAU E. WILLIAM GABRYS CRAIG LONON CORNELIUS L. BOGANEY WILLIAM A. GAITHER N. ENRIQUE MARTINEZ ALLEN BOGARD RICHARD D. GALE CHARLES S. MASHBURN THOMAS J. BONFIELD JOHN J. GALLAGHER MICHAEL J. MCCAULEY J. ROLANDO BONO JESSE A. GARCIA ROBERT F. M CCONKIE CHARLES R. BOSWELL ANDRES GARZA, JR. LEANN J. MCELROY JAMES M. BOUREY EUGENE L. GOLDFEDER ROBERT K. MCFALL RALPH O. BOWERS DAVID L. GREENE ALLAN R. MCGILL RICHARD L. BRAY LAWRENCE J. GREGAN MARION D. MCGINNIS ROBERT W. B RUSCHI J. MICHAEL GRUBBS ROBERT W. M CLAURIN MICHAEL G. BRYANT PAUL J. GUIDA ERNIE B. MCNEELY CHARLES W. B URGESS, JR. JERRY L. GWALTNEY THOMAS M. MELENA GERALD A. BURGESS J. JEFF HANCOCK RALPH S. MESSERA WILLIAM W. B URNS JAMES R. HANSON PETER J. MILLER CHARLES D. CAMERON THOMAS E. HARRIS STEPHEN F. M ILLER JAMES D. CAMPBELL RODNEY P. H AWTHORNE LARRY R. MORLEY STEVE DAVID CARPENTER BERNIE N. HAYEN JAMES R. MURRAY CAROLYN H. CARTER JAMES HAYNER NED C. MUSE JONATHAN L. CARTER JILL M. HEROLD ANN M. W. NEGENDANK GERALD M. CATON ROBERT M. HERR GARY H. NEUMANN LOUIE CHAPMAN, JR. MICHAEL G. HERRING SAMUEL W. N OBLE, JR. CHRISTOPHER W. C HINAULT JAMES N. HOLGERSSON THOMAS P. O'CONNOR RALPH CLARK RICHARD P. H OLMER KEVIN O'DONNELL DAVID O. COLE GORD HOWIE DALE C. OLMSTEAD, JR. WILLIAM B. COLEMAN, JR. GARY A. HUFF RONALD L. OLSON MICHAEL A. CONDUFF ROBERT W. J ASPER D. WAYNE O'NEAL JOSEPH L. CONE ALLEN E. JOHNSON JOHN R. OPENLANDER CARY K. CONKLIN DANIEL A. JOHNSON KEVIN O'ROURKE

28 LAWRENCE R. PAINE PHILLIP S. VAWTER STEPHEN J. COTTRELL JOHNNY B. PARKER PAUL S. VAYER STEVEN S. CROWELL, JR. RONALD L. PAYNE GREGORY T. V ICK JAMES H. CRUMLEY ROBERT M. PELLEGRINO DAVID W. WAIND RICHARD J. CUMMINS LEONARD T. P ERRONE BRUCE K. WALDEN MARGARET A. CURRAN JAMES B. PERRY MICHAEL W. WALKER DENNIS W. D ARE PAUL J. PHILIPS RODNEY W. WATKINS JAN R. DELL RONDALL PHILLIPS MARK S. WATSON MICHAEL S. DELONG RONALD PICKMAN W. A LLAN WEEGAR GREGORY C. DEVEREAUX ALLAN D. PIETREFESA GREGORY B. WELLMAN PASQUALE DIGIOVANNI DAVID POKORNEY PAUL A. WENBERT G. GEOFFREY DOLAN GEORGE A. PUREFOY STEVEN R. WERBNER BRIAN D. DONOVAN SAM J. RACADIO J. PAUL WETZEL JIM D. DUNAWAY CARL E. RAMEY PETER J. WHIPPLE JEFFREY S. EARLYWINE LANE RAMSEY WILLIAM H. WHITLEY BELINDA B. ESPINOSA F. E THAN REPP JOHN T. W IELAND BARBARA G. EVANS GLEN C. ROBERTSON WILLIAM F. W ILLIAMS DAVID W. F AIRMAN W. C RAIG ROBINSON PETER K. WILSON DOUGLAS G. FASELER D. SCOTT ROHLFS JAMES C. WOODS RON R. FEHR PHILIP E. ROSE STEPHEN M. FELLER STEVEN L. ROUTH RONALD M. FERRIS MICHAEL M. RUFFIN 20 YEARS DEBRA B. FORTE JAMES C. RUMPELTES MICHAEL J. FRASER MARK K. RYAN GORDON R. ANDERSON PETER J. FREEMAN GEORGE E. SCARBOROUGH STEPHEN L. ANDERSON WILLIAM T. F RIEL ROBERT A SCHAUMLEFFEL CHARLES B. ARCHER KEN J. FRITZ RICHARD C. SCHNAEDTER JOHN L. ARNTZ TOD FRYER JOHN F. S HERMAN JON R. AUSTIN RICHARD L. GILMOUR O. PAUL SHEW JAMES F. A ZUMANO GARY W. G ODDARD PAUL J. SHIVES JAMES M. BAGDONAS RONALD GRAHAM EDWARD J. SHUKLE, JR. LOUIS J. BALTZ, III CEDRIC S. GRANT LYLE W. S MITH RICK B. BEASLEY, JR. STEPHEN C. HAINS EDMUND F. S OTELO GERALD D. BERRY LLOYD HALVERSON DAVID L. SPINNEY MICHAEL S. BLAU EMILY C. HARRISON REGINALD S. STAPCZYNSKI BARBARA S. BLUMENFIELD JEFFREY S. HATCHER STAN B. STEWART JEAN A. BONANDER DAVID A. HAWKER STEVEN B. STILWELL MICHAEL P. B ONFIELD MICHAEL E. HAYS JOHN W. S TINSON CHARLES V. B OWMAN CHERYL A. HILVERT ROBERT L. STULL CHERYL A. BOWMAN-LOWE TOM B. HUDSON MICHAEL B. SULLIVAN JOAN F. B OYER VAN JAMES JODI S. SYENS THOMAS G. BRADFORD, III ANTHONY JOHNSON ALAN M. TAYLOR KATHY B. BRANNON FLOYD T. J OHNSON IRL W. T ESSENDORF TERRANCE L. BURGHARD JEFFREY D. JOHNSON JAMES R. THOMSON KRIS M. BUSSE L. BOYD JOHNSON DON THORNTON PATRICK G. CASEY MICHAEL J. JOHNSON C. TALMADGE TOBIAS, JR. RALPH E. COGLIANESE DAVID C. JOHNSTONE JACKSON C. TUTTLE, II ROBERT L. COLLINS GARY J. KOEHLER MICHAEL C. VAN MILLIGEN WILLIAM N. COOPER ROBERT W. K ONCAR NORBERT VANWYK RICHARD E. COTTON (continued)

29 MARK M. KRANE JOHN L. ROWE, JR. JOHN L. CARDER DAVID G. KRAYNIK DONALD L. SANDOR THOMAS F. C HRISTIE THOMAS D. LAVORINI EDWARD G. SCHILLING MARY M. CLUMPNER MURRAY A. LEVISON JOHN R. SEARLES THOMAS R. COE WILLIAM E. LEWIS SCOTT W. S EAVER PRENTICE D. DEADRICK WILLIAM H. LINDLEY DANIEL K. SHAW DEBORA P. D IAZ SAM A. LISTI WILLIAM A. SHEPELUK CHARLES T. D OWNHAM DAVID M. MANSFIELD VICTOR D. SINGH MONA GILLIS EDWARDS JOHN D. MARQUART KEITH E. STAHLEY ROBERT C. ENGLISH KATHLEEN A. MATHIAS ROBERT A. STALZER RYAN S. EVANS THOMAS L. MATTIS JAMES J.L. STEGMAIER STEVEN B. FALK J. THOMAS MCCARTY THOMAS E. STEIDEL DEBORAH A. FELDMAN JAMES F. M CEWEN GENE H. STINCHCOMB JAMES L. FISHER RITA C. MCMAHON GEORGE J. STRAND MARK J. FITZGERALD JOHN J. MCNALLY GARY T. S UITER HAROLD D. FLYNN ROBERT MELLOR LORRI K. SWAN KELLY P. F RAWLEY MITCHELL B. MOORE MICHAEL H. TALBOT OTTO WM. GIULIANI ROBERT A. MORRIS EDWIN J. THORNE YOCELYN G. GOMEZ JOAN M. MOWER STEPHEN D. TINDALE KATHLEEN GOTCH KELLI D. NARDE DEAN TORRESON JOHN C. GREINER CRAIG R. NEALIS ALFRED J. TREPPEDA ROBERT P. G RIFFIN, JR. SPENCER R. NEBEL JEROME L. TROJAN STEPHEN J. GUNTY DALE W. N EIMAN JANE M. TURNER MICHAEL L. GUTTMAN JON S. NELSON JAMES M. TWOMBLY TIMOTHY R. HACKER LINDA H. NORRIS DAVID J. UNMACHT THOMAS J. HAGLUND NANCY E. NOVAK ERNEST W. WARD STEPHEN G. HARDING CATHERINE R. O'CONNOR H. WILLIAM WATKINS WILLIAM H. HASTON, JR. CHERIE L. ORTH MATTHEW U. WATKINS CARTER R. HAWLEY DAVID M. OSBERG PAUL M. WATSON DUANE A. HEBERT ALAN M. OURS JAY A. WEISKIRCHER STEVE HERBERT W. R USSELL OVERMAN MARK A. WEISS JULIE C. T. HERNANDEZ KEVIN PAICOS PAMELA WINDSOR MICHAEL T. H INNENKAMP JOHN W. PARK MICHAEL V. YANEZ LISA K. HITCHCOCK JOHN PAZOUR DANIEL C. HOLLER TAMMY J. PERKINS TIM H. HOLLOMAN PETER A. PLANTE 10 YEARS ANITA FAIN HOLLOWAY MICHAEL P. P OUNDS JAY D. HOLMAN DOUGLAS R. PRICHARD BARRY R. ALEXANDER STEPHEN A. HOUSER MICHAEL RAMSEY DOUGLAS M. ANDERSON KENNETH K. HOWARD MARK R. RANDALL JULIO AVAEL DANIEL D. HUDSON JAMES A. REAMS CHARLES P. B ARNETT GARY W. H UFF BRIAN J. REDSHAW JAMES H. BENNETT SCOTT A. HUGILL LOIS M. REYNOLDS MICK W. B ERRY VANCE C. ISHLER DAVID L. RICH DAVID A. BLACKBURN JAMES R. JARBOE GERALD J. RICHARDS NANCY J. BOYER LINDA K. JOHNSON BRANDT RICHARDSON TERRY M. BRECHTEL J. MICHAEL JOYAL, JR. HUNTER F. R IESEBERG MARY JO BRIGGS ALAN C. KAPANICAS DAVID C. RITZ DONALD G. BURNETTE WILLIAM G. KEEGAN, JR. TOBY A. ROSS TROY L. BUTZLAFF GEORGE A. LEWIS

30 HERBERT E. LLEWELLYN, JR. ERIC M. PEARSON JOHN L. SULLIVAN, JR. DAVID B. LOCK ANTHONY A. PIASECKI THOMAS W. T OLLAKSEN MARCELO A. LOPEZ DONALD L. PICKARD LENORE K. TOSER-ALDAZ JOHN B. LYNCH JOY M. PIERSON BARBARA E. TREGO JEFFERY N. MARK JOHN C. PRESCOTT BRENT D. TROUT DIANNE MCWETHY GARY J. RIEDNER TIM S. VAGLE BRADLEY J. MEARS ANTHONY D. ROACH MARIA E. VANDERKOLK RICHARD MENDES JOHNNA L. ROGERS INGRID S. VELKME CHRISTOPHER R. MILLER TIMOTHY J. ROGERS JAMES E. VOETBERG SUSAN MCCALLUM MILLER ANTHONY J. ROMANELLO PETER F. WAGLAND SAMUEL W. M ISENHEIMER TERESA M. ROTSCHAFER KERRY S. WALDRON KEITH G. MOODY ROBERT J. SABATINI, JR. SANFORD B. WANNER JEFFREY MOON EDWARD M. SASDELLI MARK T. W ENDLING TERRENCE R. MOORE SCOTT K. SCHRADER JOHN A. WHITSON DAVID V. M OORMAN SUSAN E. SHERMAN BRUCE E. WILLIAMS LANCE E. MUSGRAVE GERALD C. SPRECHER PEGGY A. WOODY RON W. N ALLEY DAVID L. STACK PATRICK D. WUSSOW RICHARD C. OAKLEY JOSEPH F. S TEFANOV CARL L. YEATS JOSEPH F. PANTANO PETER L. STRUTYNSKI TREY YELVERTON RON K. PATTERSON, JR.

02-369 31 Place The St Paul ad on this page 2003 ICMA Annual Awards Celebrating Excellence In Local Government

Presented at the 89th Annual Conference of the International City/County Management Association, September 2003

Booklet sponsored by Publication of ICMA’s 2003 Annual Awards commemorative booklet was made possible through the generous contribution of ICMA Corporate Partner The St.Paul (see booklet back cover). The St. Paul congratulates all of this year’s award recipients.

A 17-member awards evaluation panel is charged with This awards booklet was developed by: selecting the recipients of the ICMA Annual Awards. Lydia Bjornlund Because of the time and effort that go into these deci- Bjornlund Communications, Oakton, Virginia sions, ICMA would like to thank the following evalua- Michele Frisby tion panel members, who complete their three-year Director, Public Information, ICMA terms at the 89th ICMA Annual Conference: Jane Cotnoir Amy Chan Senior Editor, ICMA Assistant City Manager, Sunnyvale, California (Panel Will Kemp Chairwoman 2001–2003) Graphic Designer, ICMA Jennifer Howry Fadden Administrative Services Manager, City of Arlington Parks & Recreation, Arlington, Texas Nadine P. Levin For information about ICMA’s Annual Awards Program, Assistant City Manager, Mountain View, California visit http://icma.org/awards 2003 ICMA Annual Award Recipients

PROFESSIONAL AWARDS Assistant Excellence in Leadership Award in Memory of Buford M. Watson, Jr. Award for Career Excellence in Honor of James D. Hock, former Assistant City Manager now Mark E. Keane City Manager, Oak Park, Michigan Del D. Borgsdorf, City Manager, San José, California OTHER NOMINEES: OTHER NOMINEES: R. Michael Flaherty, Assistant City Manager, Ray E. Corpuz, Jr., former City Manager, Tacoma, Englewood, Colorado Washington Viola Alexander Lyles, Assistant City Manager, Albert J. Rigoni, Village Manager, Skokie, Illinois Charlotte, North Carolina Carl F. Valente, Town Manager, Weston, Massachusetts Academic Award in Memory of Stephen B. Sweeney Outstanding Manager of the Year Award Orville W. Powell, Clinical Associate Professor of Michael C. Van Milligen, City Manager, Public and Environmental Affairs, Indiana Dubuque, Iowa University, Bloomington, Indiana

OTHER NOMINEES: OTHER NOMINEES: Edward Beasley, City Manager, Glendale, Arizona Douglas J. Watson, City Manager, Auburn, Alabama, Darlene L. Burcham, City Manager, Roanoke, Virginia and Visiting Professor, Auburn University William B. Horne, II, City Manager, Clearwater, Florida Charles E. McNeely, City Manager, Reno, Nevada Workplace Diversity Professional Development Award Rebecca C. Woolcot, City Manager, Conyers, Georgia Michael T. Hutchinson, City Manager, Mesa, Arizona

Award for Career Development in Memory of OTHER NOMINEES: L. P. Cookingham Craig Malin, City Administrator, Davenport, Iowa Mark M. Levin, City Administrator, Maryland Heights, Missouri PROGRAM EXCELLENCE AWARDS OTHER NOMINEES: Daniel W. Fitzpatrick, former City Manager, Oak Park, Award for Programs for the Disadvantaged in Michigan, now City Manager, Peekskill, Michigan Memory of Carolyn Keane (populations of Sam S. Gaston, City Manager, Mountain Brook, 50,000 and under) Alabama Lessenger Park Program—Oak Park, Michigan, and John F. Griffin, General Manager, Tweed Shire Council, James D. Hock, City Manager New South Wales, Australia OTHER NOMINEES: Matthew J. Kridler, City Manager, Springfield, Ohio Home Chore and Minor Repair Program—Oak Park, In-Service Training Award in Memory of Michigan Clarence E. Ridley William Beaumont Hospital Community Connection Frank I. Benest, City Manager, Palo Alto, California Therapeutic Recreation Gardening Program—Oak Park, Michigan OTHER NOMINEES: Kyle R. Sonnenberg, Town Manager, Southern Pines, Award for Programs for the Disadvantaged in North Carolina Memory of Carolyn Keane (populations C. Edward Young, County Administrator, Seward greater than 50,000) County, Kansas Mayor’s Committee for Persons with Disabilities International Award in Memory of Program—Columbus Consolidated Orin F. Nolting Government, Georgia; Carmen J. Cavezza, City Dennis W. Melvin, City Administrator, West Bend, Manager; and Isaiah Hugley, Deputy City Wisconsin Manager OTHER NOMINEES: OTHER NOMINEES: Ellen S. Posivach, City Manager, Tarpon Springs, Mother Goose Program—Vancouver, British Florida Columbia, Canada, and Judy M. Rogers, City Manager Bernard M. Strojny, City Manager, Campbell, California Public Safety Program Excellence Award in Graffiti Summit—Reno, Nevada, and Charles E. Memory of William H. Hansell, Sr., and Alice McNeely, City Manager Hansell (populations of 50,000 and under) Citizen Involvement in Sioux City Policing Program— Prevention of Family Violence Program— Sioux City, Iowa, and Paul A. Eckert, City Manager Charlottetown, Prince Edward Island, Canada, and Harry Gaudet, Chief Administrative Program Excellence Award for Innovations in Local Government Management (populations Officer of 50,000 and under) OTHER NOMINEES: Community Broadband Program—Glenwood Emergency Medical Services Program—Derry, New Springs, Colorado, and Michael S. Copp, City Hampshire, and Carol M. Granfield, Town Manager Administrator Connecting Chord: Cops & Kids Poetry Project—Port OTHER NOMINEES: Townsend, Washington, and David G. Timmons, Innovations in Local Government Management— City Manager Bothell, Washington, and James V. Thompson, City Manager Public Safety Program Excellence Award in Community Recreation Center/Online Registration— Memory of William H. Hansell, Sr., and Alice Dublin, Ohio, and Jane S. Brautigam, City Hansell (populations greater than 50,000) Manager Operacion Apoyo Hispano Program—Clearwater, Bridging the Gaps Organizational Development Florida, and William B. Horne II, City Manager Program—Friendswood, Texas, and Ronald E. Cox, City Manager OTHER NOMINEES: Asset Management System for GASB 34 Cardiac Care Program—Aurora, Colorado, and Compliance—Saco, Maine, and Richard R. Ronald S. Miller, City Manager Michaud, City Administrator Juvenile Diversion Program—Columbus Consolidated Creating a Brand: The Windsor Way—Windsor, Government, Georgia; Carmen J. Cavezza, City Connecticut, and R. Leon Churchill, Jr., Town Manager; and Isaiah Hugley, Deputy City Manager Manager Are You FIREWISE, Martin County? Program—Martin Program Excellence Award for Innovations in County, Florida, and Russell D. Blackburn, County Local Government Management (populations Administrator greater than 50,000) Childcare Central Program—Fairfax County, Program Excellence Award for Citizen Virginia, and Anthony H. Griffin, County Involvement (populations of 50,000 and under) Executive Civic Association Initiative—Dublin, Ohio, and Jane S. Brautigam, City Manager OTHER NOMINEES: Training and Tracking with Home Pages—Clearwater, OTHER NOMINEES: Florida, and William B. Horne, II, City Manager InSight.2010: Creating Fairfield’s Future—Fairfield, Neighborhood Involvement Program—Columbus Ohio, and Arthur E. Pizzano, City Manager Consolidated Government, Georgia; Carmen J. Comprehensive Citizen Engagement Program— Cavezza, City Manager; and Isaiah Hugley, Windsor Heights, Iowa, and Marketa George Deputy City Manager Oliver, City Administrator ResourceLINK Team, Business Development, and Program Excellence Award for Citizen Procurement Services Program—Dallas, Texas; Involvement (populations greater than 50,000) Teodoro J. Benavides; City Manager, and Mary K. Suhm, First Assistant City Manager Public Involvement Review Program—Vancouver, Comprehensive Project Management Curriculum— British Columbia, Canada, and Judy M. Rogers, Edmonton, Alberta, Canada, and A. B. Maurer, City Manager City Manager Neighborhood Liaison Program—Aurora, Colorado, Parktakes Online—Fairfax County, Virginia, and and Ronald S. Miller, City Manager Anthony H. Griffin, County Executive

OTHER NOMINEES: Senior Services Coordinator—Kettering, Ohio; Community Vision Meetings Program—Columbus Steven C. Husemann, City Manager; and Mark W. Consolidated Government, Georgia; Carmen J. Schwieterman, Assistant City Manager Cavezza, City Manager; and Isaiah Hugley, Continuous Learning; Continuous Training—Loudoun Deputy City Manager County, Virginia, and Kirby M. Bowers, County Mesa 2025 General Plan Update and Public Administrator Involvement Program—Mesa, Arizona, and Development Services Process Realignment— Michael T. Hutchinson, City Manager Naperville, Illinois, and Peter T. Burchard, City Tierra Nativa/Oso Creek Trail Project—Mission Viejo, Manager California, and Daniel P. Joseph, City Manager Re-Inventing a County Government—New Castle Community Pride Grant Program—Reno, Nevada, and County, Delaware; Sherry L. Freebery, Chief Charles E. McNeely, City Manager Administrative Officer; and Ronald A. Morris, Chief Financial Officer

2 Greenhouse Gas Reduction Plan—Parramatta City County Coalition—Martin County, Florida, and Council, New South Wales, Australia, and Russell D. Blackburn, County Administrator Terrence S. Barnes, General Manager Library U.S. Passport Acceptance Service—Mission Diversity Task Force—Phoenix, Arizona; Frank Viejo, California, and Daniel P. Joseph, City Fairbanks, City Manager; and George Flores, Manager Deputy City Manager Youth Recreation Program—Mission Viejo, California, “Stars” Employee Recognition Program—Tamarac, and Daniel P. Joseph, City Manager Florida, and Jeffrey L. Miller, City Manager Intergovernmental Planning Program—DuPage Mayors and Managers Conference and Leslie A. Program Excellence Award for Outstanding Hawkes, Member Services Manager; and Partnerships: Intergovernmental Cooperation Bradford J. Townsend, City Manager, Wood Dale, (populations of 50,000 and under) Illinois Clemson Area Transit 4 University System— Fire Services Consolidation—Reno, Nevada, and Clemson, South Carolina, and Richard E. Charles E. McNeely, City Manager Cotton, City Administrator; Central, South Regional Approach to Fire and EMS Services— Carolina, and William H. Thompson, Jr., Town Roanoke, Virginia, and Darlene L. Burcham, City Manager; and Anderson, South Carolina, and Manager John R. Moore, Jr., City Manager Regional HazMat Response Program—Sioux City, Iowa, and Paul A. Eckert, City Manager OTHER NOMINEES: Regional Training Center—Sioux City, Iowa, and Glen A. Kohler Fields of Bartlett—Bartlett, Illinois, and Paul A. Eckert, City Manager Valerie L. Salmons, Village Administrator Unified School District Partnership—Surprise, Centennial Park Expansion Project—Englewood, Arizona, and William A. Pupo, former City Colorado, and Gary L. Sears, City Manager Manager Adventure Book and Teachers Manual—Dublin, Ohio, Vancouver Agreement—Vancouver, British Columbia, and Jane S. Brautigam, City Manager and Judy M. Rogers, City Manager Muscatine Geographic Information Consortium— Muscatine, Iowa, and A. J. Johnson, City Program Excellence Award for Outstanding Administrator Partnerships: Public-Private Partnerships (pop- “Put a Lid On It”—Pacific Grove, California, and Ross ulations of 50,000 and under) G. Hubbard, City Manager ArtInPlace Program—Charlottesville, Virginia, and Recreation Center—Rittman, Ohio, and Robert L. Gary B. O’Connell, City Manager Kellogg, City Manager Disaster Preparedness Training Program—Springdale, OTHER NOMINEES: Ohio, and Cecil W. Osborn, City Administrator State College Campus Expansion Project—Grand Downtown Building Repair Program—Troy, Ohio, and Junction, Colorado, and Kelly E. Arnold, City David E. Anderson, Director of Public Manager Service/Safety Entrepreneurial and Training Endeavor—Coatesville, Pennylvania, and Paul G. Janssen, Jr., City Program Excellence Award for Outstanding Manager Partnerships: Intergovernmental Cooperation Industrial Park Development Project—Garner, Iowa, (populations greater than 50,000) and Howard C. Parrott, City Administrator Interlocal Agreement on School Siting—Martin Redevelopment Program—Wilson, North Carolina, County, Florida, and Russell D. Blackburn, and Edward A. Wyatt, City Manager County Administrator; and Stuart, Florida, and Program Excellence Award for Outstanding David B. Collier, City Manager Partnerships: Public-Private Partnerships (pop- Partnership of Governments—Parker, Colorado, and ulations greater than 50,000) Aden E. Hogan, Jr., Town Administrator; Douglas Fitzimons Redevelopment Program—Aurora, County, Colorado, and Douglas J. DeBord, County Colorado, and Ronald S. Miller, City Manager Administrator; and Castle Rock, Colorado, and OTHER NOMINEES: Mark C. Stevens, Town Manager Vista Plaza Landslide Repair and Park Project— OTHER NOMINEES: Laguna Niguel, California, and Timothy J. Casey, Beaver County Downtown Partnership—Ambridge, City Manager Pennsylvania, and Pamela S. Caskie, Borough Family Learning Centers—Long Beach, California; Manager; and New Brighton, Pennsylvania, and Gerald R. Miller, City Manager; and Reginald I. Larry R. Morley, Borough Manager Harrison, Deputy City Manager Fare-Free Transit Program—Chapel Hill, North RAISE-A-READER Program—Vancouver, British Carolina, and W. Calvin Horton, Town Manager, Columbia, and Judy M. Rogers, City Manager Sonna M. Loewenthal, Assistant Town Manager, and Florentine A. Miller, Assistant Town Manager; and Carrboro, North Carolina, and Robert W. Morgan, former Town Manager and now Assistant City Manager, Greensboro, North Carolina

3 Award for Career Excellence José, California. His career exempli- ensure a more responsive and fies a lifelong commitment to efficient organization. in Honor of strengthening representative democ- 4. Neighborhood-focused service Mark E. Keane racy by forging effective working delivery through a program that partnerships with elected leaders and organizes employees around community members—partnerships neighborhoods and empowers that are built on trust and mutual residents to identify and prioritize respect, that result in a clear vision needs.As with the City within a and direction for the community, City program that Mr. Borgsdorf and that energize the city organiza- launched while in Charlotte, tion in pursuit of that vision. North Carolina, San José’s Strong In his four years since coming to Neighborhoods Initiative has trans- San José, Mr. Borgsdorf has striven formed the city into a model to make the city more responsive to community for neighborhood neighborhood concerns.To this end, revitalization and citizen partici- he established a new model of serv- pation, bringing residents of tar- ice delivery with four key compo- get neighborhoods together with nents: the city to build clean, safe, and DEL D. BORGSDORF 1. Identification of enterprise-wide attractive communities supported corporate priorities.Through by strong, independent neighbor- Established in honor of former meetings with San José’s elected hood organizations. ICMA Executive Director Mark E. policy makers, Mr. Borgsdorf Mr. Borgsdorf is also respected Keane, the Award for Excellence rec- identified six priorities to guide for his sound fiscal management.A ognizes an outstanding local govern- the city’s work and investment of career-long belief that municipal resources: performance-driven ment administrator who has fostered infrastructure is essential to a com- government, neighborhood- munity’s quality of life led him to representative democracy by enhanc- focused service delivery, customer propose major improvements in San ing the effectiveness of local govern- service, support for effective José, a city with a population near- ment officials and by consistently council policy making, effective ing one million and an aging infra- use of technology, and being an initiating creative and successful pro- structure. employer of choice. Each of these Having already put the city on a grams. Candidates must have a min- priorities has resulted in concrete solid financial foundation by hiring imum of ten years of executive, improvements in the way the city a new finance director, building a senior-level service to the profession. responds to its customers. world-class team, and earning the This year, ICMA presents the 2. Performance-based budgeting (in city an upgraded bond rating (AA+) a program called Investing in to support new general obligation Mark E. Keane Award to Del D. Results) to ensure that investment debt, Mr. Borgsdorf proposed a Borgsdorf, city manager of San José, decisions are based on meaning- “Decade of Investment” in San José. California. ful performance data.Along the By involving the community, the way, Mr. Borgsdorf also initiated city won voter approval for three a comprehensive effort to general obligation bonds, creating a “You ought to have the most tal- develop performance measures $600 million pool for investment in ented, the most visionary, the most for all city services, integrating parks, libraries, and public safety capable leaders serving in that most into these measures the six cor- facilities. Partnering with San José important business in your commu- porate priorities identified above. University, the city is also complet- nity, your city.And we do.The epit- 3. City service areas that align ing work on a historic joint down- ome of that kind of leadership is cross-functional, interdepart- town library, the first of its kind in Del,” said Richard Vinroot, former mental teams of employees the country, and plans are under mayor of Charlotte, North Carolina around common service goals. way for a new city hall, designed by Del D. Borgsdorf has spent more Mr. Borgsdorf’s reorganization of noted architect Richard Meier.With than thirty years in local government the city’s traditional operating these improvements, as well as a management, moving up through departments into these service recently reaffirmed AA+ rating, San the ranks from city manager of a areas facilitates strategic planning José will look like the world-class small town to city manager of San and policy development to city it has become.

4 Outstanding growth and development. It has city manager, he spent a day each been named the second-best com- month working with a different Manager of the Year munity in the country for retaining employee.This not only helped him Award existing businesses and is becoming better understand the city organiza- renowned for its high-tech output, tion, but also helped staff better which is growing faster than the understand him.“Being new to national average.The city has man- Dubuque, I wanted the employees aged to keep property taxes steady, get to know me,” he said.“It was even as it has annexed new prop- one of the best experiences in my erty; has seen significant growth in life.” the number of people who come Mr.Van Milligen is quick to there to work; and has upgraded its credit the community for infrastructure.The centerpiece of Dubuque’s success.As he wrote in a Dubuque’s renaissance is “America’s quarterly column to residents: River,” an extraordinary $188 mil- “Some might say Dubuque is lucky. lion riverfront redevelopment proj- I would agree, if you use the follow- ect funded partially by a $40 million ing definition:‘Luck is when prepa- Vision Iowa grant from the state. ration meets opportunity.’This Situated at the juncture of Iowa, community has pulled together... Illinois, and Wisconsin, Dubuque We are not waiting for things to MICHAEL C. VAN MILLIGEN serves as a gateway into Iowa. happen to us, we are making them Before the riverfront project, the happen.” ICMA’s Outstanding Manager of incredible beauty of the Mississippi Clearly, Dubuque’s success did the Year Award recognizes a local River, framed by limestone bluffs not happen by chance.And it would government administrator who has and timber, was marred by the not have happened without strong initiated and implemented creative, blight of abandoned river industry, leadership. Dubuque is clearly lucky which greeted visitors to the city. to have Mr.Van Milligen leading the innovative projects and programs in When several nonprofit organiza- way. the management of his or her tions approached the city with sug- community, regardless of his or her gestions for improving the cumulative tenure. Michael C.Van riverfront, Mr.Van Milligen jumped at the opportunity. Rather than Milligen is the 2003 recipient of tackle the problem a piece at a time this award. over decades, they looked together at the big picture.The city entered into a partnership with the Dubuque County Historical In the 1980s, Dubuque, Iowa, faced Society, the Dubuque Area the loss of long-standing industries Chamber of Commerce, Dubuque accompanied by double-digit County, and private developer unemployment. Signs of blight were Platinum Hospitality to redevelop evident, and community morale was 90 acres of former industrial and low. Michael Van Milligen took on manufacturing sites into a recre- the city manager position in 1993, ational and educational campus. just as Dubuque was struggling to Throughout the process, Mr.Van regain some stability.With innova- Milligen was key to ensuring the tive ideas, enthusiasm, and endless project’s success. optimism, Mr.Van Milligen set a Mr.Van Milligen’s management new course for the city, embracing a philosophy encourages city staff to vision far more ambitious than most forge partnerships, get input from residents had ever dared to consider. customers and front-line employees, Ten years later, even in these and solve problems. He has high times of economic instability, expectations for his employees and Dubuque is experiencing impressive believes they can achieve great things. During his first five years as

5 Award for Career Development in Perhaps the most notable product explaining why he makes the deci- of his dedication has been the city sions he makes, he helps others find Memory of L. P. of Maryland Heights internship pro- an answer to their problems in a Cookingham gram, which began in 1986. By way that encourages them to think, design, the program introduces the grow, and become better versed in interns to all governmental and the concepts underlying the munici- quasi-governmental functions that pal management profession. take place in our society. Each In the past eight years, the city of Friday during the summer, the Maryland Heights has had four interns are taken on a field trip to a assistants. Each came to the city designated site—the fire station, a with limited experience in local construction project, water and government and the desire to gain sewer facilities, etc.—to gain a true the knowledge and abilities needed sense of what is involved in provid- to move on as city manager of ing citizens with the many services another community. Under Mr. they take for granted. Since the pro- Levin’s tutelage, each of the four has gram’s inception, approximately 50 accomplished this goal. students have participated, and a sig- Under Mr. Levin’s careful plan, nificant number have gone on to each assignment has a purpose, each work in municipal management in discussion is a lesson, and each mis- MARK M. LEVIN one capacity or another. take is welcomed as a learning As chairman of ICMA’s Advisory opportunity. Robert M. Shatto, the Each year, ICMA presents the Board of Graduate Education, current assistant to the city manager, Award for Career Development to a Mr. Levin has shared his passion for writes of the time Mr. Levin has corporate member who has made a the city’s internship program, advo- spent with him:“These are the significant contribution to the devel- cating a nationwide effort to create things that have allowed me to new municipal management intern- grow; these are the conversations opment of new talent in professional ships and support those already in that allow me to feel comfortable in local government management.The place.As one of the more tangible meetings; and these are the experi- award commemorates former ICMA results of this effort, ICMA created ences that motivate me to continue president L. P.(Perry) Cookingham, an Internship Toolkit,which offers on this journey to become the best guidelines for determining whether public servant (city manager) I can who is credited with creating the local an internship program is right for a become...” Mr. Levin goes above government internship.This year, community and, if it is, how such a and beyond what is necessary to ICMA presents the Career program should be created. make sure he is more than a boss or Development Award to Mark M. Mr. Levin’s influence goes supervisor; he makes sure he is a beyond the students who find their mentor, someone that aids my Levin, city administrator of way to internships and into the development as a future manager Maryland Heights, Missouri. classroom. He has taught a variety and, probably more important, my of local government management development as a person.” courses at a number of graduate schools in the St. Louis area. Many During his long tenure in city man- of his public administration students agement, Mark Levin has made a have joined the ranks of city man- point of dedicating significant time agers; he has even provided a few of and effort to foster enthusiasm in, them with entry-level positions in and provide learning opportunities order to further their learning and for, young people contemplating or development. entering the profession.As a city Renowned for his willingness to manager, adjunct professor, task provide support for young managers force member, and, above all, men- and assistants, Mr. Levin goes out of tor, Mr. Levin has contributed sig- his way to provide insights and nificantly to the development of examples to other managers seeking talent in the profession. ideas, comfort, or advice. By dis- cussing the tough issues and

6 In-Service Training multidepartmental team to survey all Academy to train city employees for employees and develop an annual IT positions. Other certification Award in Memory of program of training courses. In programs allow employees to earn Clarence E. Ridley addition to expanding the number certificates in customer service, and topics of training courses, the supervisory skills, business writing, city instituted an annual Employees’ and Web design. Conference at its on-site training In addition, the city has part- center. Developed in response to the nered with community organiza- fact that most employees do not tions to encourage ongoing have an opportunity to attend pro- education. It upgraded its training fessional conferences, the program facilities at the Cubberley mirrors such conferences, complete Community Center and collabo- with keynote speakers, concurrent rated with Foothill Community sessions, and refreshments. Each College to develop a joint state-of- conference is offered twice so that the-art computer training lab. In all employees can participate. conjunction with Foothill College, Dr. Benest has made employee the city offers an onsite A.A. degree development a priority in Palo Alto program; through Menlo College it as well.When he took over as city coordinates a B.A. program (offered manager, he quickly learned that at a discount for city employees); FRANK I. BENEST employee retention was a major through St. Mary’s College it offers concern, with some administrative a blended online and intensive ICMA’s In-Service Training Award service areas experiencing turnover weekend program toward a master’s is presented to the administrator or as high as 15–20 percent. Dr. Benest degree; and through the University administrators who have developed convened an Employee Retention of Phoenix it offers a more tradi- and implemented highly effective in- Team,which identified employee tional master’s program. Palo Alto learning and organizational support also partners with the chamber of service training programs for local for upward mobility as key strategies commerce to cosponsor Disney’s government employees.This award for retaining talent. He and the “Keys to Excellence” Institute, was established in memory of executive team then made a com- which is offered to both public and Clarence E. Ridley, a pioneer in the mitment to provide a career path private sector employees. within the government, particularly Finally, the city’s safety training field of local government manage- for supervisory and management programs have been credited with ment.This year, ICMA presents the positions.The city responded with a reducing the number and severity of award to Frank I. Benest, city man- number of key learning initiatives. worker-related injuries as well as the ager of Palo Alto, California. For instance, the city retooled its number of workers’ compensation Management Academy and devel- cases. oped new supervisory and leader- Thanks to the commitment of ship certificate programs. In Dr. Benest, the city has increased its addition, all management and pro- investment in employee develop- Human resources are the most valu- fessional employees now propose for ment by 33 percent and expanded able commodity of any organiza- themselves a “learning development the number of in-service courses tion, and local governments are no plan” as part of their annual work from 250 in 1999–2000 to 620 in exception.As city manager of Brea, plan.This work plan is then used as 2002–2003. Due in part to this California, from 1989 to 2000, and part of the employee’s annual per- investment, staff turnover has of Palo Alto since then, Frank formance evaluation. Computer- decreased significantly.A large part Benest has shown his commitment based training and self-development of the credit goes to Dr. Benest for to human resources by making opportunities, such as a “brown his commitment to giving employ- employee development a top bag” series on career development, ees the skills they need to succeed priority. are offered as well. in their current jobs and the oppor- During his 11 years as city man- Recognizing that it is difficult for tunity to move up the career ager of Brea, Dr. Benest worked a public agency in the Silicon Valley ladder. with the city’s personnel director to to recruit much-in-demand infor- develop a number of in-service ini- mation technology (IT) employees, tiatives. He began by organizing a the city also organized its own Tech

7 International Award was one of those rare opportunities or even adequate clothing. Schools for staff development that one usu- are in disrepair and cannot afford to in Memory of ally just reads about, Mr. Melvin set provide the needed books and sup- Orin F. Nolting about making it a reality. plies.And government resources are In the fall of 2000, the city of simply not available to enhance the West Bend was selected to partici- educational situation, thus putting pate in this program and was paired the Bulgarian people at a further with Pazardjik, Bulgaria.The goal disadvantage in global competition. was to evaluate management issues Conditions at the Pazardjik and economic development plan- Regional Fire Department were also ning through an exchange of staff. found to be substandard: the station The partnership concentrated pri- was in disrepair, money was barely marily on creating a geographic sufficient to cover utilities, and staff information system (GIS) manage- lacked uniforms and protective gear. ment plan, designing improvements Having witnessed these difficul- to Ostrova Park, and creating an ties firsthand, Mr. Melvin began economic development zone. humanitarian relief efforts to assist With the GIS, the process of the general population of Pazardjik DENNIS W. MELVIN soliciting staff input, conducting a as well as the Roma community. He detailed needs analysis, and using solicited contributions from employ- ICMA’s International Award, estab- these to establish priorities for ees, citizens, businesses, and other lished in memory of Orin F.Nolting, implementation was fruitful.A GIS organizations in and beyond West department was ultimately created, Bend. In October 2002, the city of recognizes a local government and its and the concept of GIS was institu- West Bend sent over a 40-foot con- chief administrator for furthering the tionalized within Pazardjik’s organi- tainer with $17,500 worth of com- cause of international understanding zational structure. puter equipment, school books and and cooperation by successfully adopt- During the last staff exchange, supplies, clothing, blankets, and fire- the U.S. group helped dedicate a fighting equipment. Nearly $4,400 ing a program from another country; “West Bend” area within Ostrova was raised to help offset shipping becoming actively involved in Park, complete with new equipment costs.A second shipment was sent in exchanges, sister-city activities, or and landscaping. April 2003, and a third is scheduled educational/cultural activities with The creation of a new economic for the near future. development zone in Pazardjik After the third visit of West Bend another country; or establishing a solidified the importance of eco- city staff to Pazardjik, Mr. Melvin relationship with a local government nomic development.The staffs of confirmed his interest in solidifying from another country that resulted in both cities engaged local businesses the relationship by becoming a innovative, concrete management and lenders and produced two mar- “Sister City.”This represents the first keting brochures to stimulate inter- time that a formal Sister City improvements.The recipient of this est among local, national, and arrangement has been created by year’s International Award is Dennis international investors.The design twinning program partners.Although Melvin, city administrator of for the zone was completed, and a the formal part of the technical part- West Bend,Wisconsin. plan for selling the lots and financ- nership has ended, Mr. Melvin con- ing the infrastructure was prepared tinues to provide e-mail assistance to for municipal council action. Pazardjik city leaders. He also plans While in Pazardjik,West Bend to participate in follow-up advisory staff learned a lot about the needs of assistance for the twinning program. In early 1997, Dennis Melvin read its citizens. Bulgaria is going through Mr. Melvin has been key to the about ICMA’s International Resource an extremely difficult period eco- success of the partnership between Cities Program, a new program that nomically. Unemployment rates are West Bend and Pazardjik.According partners U.S. cities with cities in substantially higher within the to Dr. Ivan Kolchakov, the mayor of developing and transitional countries Roma population and reportedly Pazardjik,“Dennis’s fine character to provide technical assistance in nearly 90 percent for the Roma was the factor that helped the trans- improving municipal management who live in and around Pazardjik. formation of our relations from a and service delivery. Recognizing Some students do not attend school technical twinning into a warm that participation in this program because they cannot afford supplies friendship.”

8 Assistant Excellence in Leadership Award Mr. Hock began his career in ment requirements. But his accom- local government in 1978 as a code plishments don’t end with what is in Memory of enforcement officer in Independ- required; he has gone beyond these Buford M. Watson, Jr. ence Township, Michigan. By 1981, expectations to further the mission he had completed his M.P.A.and of the government, implementing been promoted to the position of an annual citywide training program assistant building and planning that brings together all city staff to director in the township. But it was confront relevant issues or training in his job as manager of Almont, needs. Michigan, a village of fewer than Nor are Mr. Hock’s contribu- 2,500, that Mr. Hock drove a snow- tions to the city limited to person- plow.Working as the manager of a nel and labor. He serves as the city’s village that small gave him experi- chief risk management officer and as ence in nearly every aspect of staff liaison to the city’s Ethnicity municipal operations, experience Advisory Commission, working that he has applied in the two with residents to develop and decades since. implement diversity policies. In In 1985, Mr. Hock left Almont 2001, Mr. Hock participated in the JAMES D. HOCK to become assistant manager of New Detroit Multicultural Immer- Sterling Heights, one of Michigan’s sion Program, immersing partici- ICMA’s Assistant Excellence in largest cities.There, his duties cen- pants in Arab/Chaldean, Hispanic/ Leadership Award, which commemo- tered on personnel; he administered Latino,African-American,Asian programs in employee education American, and Native American rates former ICMA president and development, labor and cultures.Afterward, through the Oak Buford M.Watson, Jr., is presented employee relations, human resource Park Ethnicity Advisory Commis- to a local government management planning, and equal opportunity sion, he implemented a similar pro- professional who has made significant reporting. He also served as the gram, offering resident field trips to city’s chief labor negotiator.Ten Arab/Chaldean,African-American, contributions toward excellence in years later he left Sterling Heights to and Jewish cultural attractions at leadership while serving as an assis- become assistant city manager of low cost. tant to a chief local government Oak Park. It was January 1995, just When Dan Fitzpatrick administrator or department head. two years after Dan Fitzpatrick had announced he was leaving Oak Park become manager. to become the city manager of This year’s recipient of the Assistant During his tenure with Sterling Peekskill, New York, the city council Excellence in Leadership Award is Heights, Mr. Hock had honed his focused on internal candidates to James D. Hock, who was promoted skills in human resource manage- replace him.Although there were from assistant city manager to city ment and labor negotiations. His several strong candidates, including competencies were welcomed by another former manager, Mr. Hock manager of Oak Park, Michigan, in Oak Park’s management team, quickly emerged as the council’s April 2003. which was trying to clean out the clear choice. In deciding to promote cobwebs of a highly centralized Mr. Hock as manager, the council bureaucracy and years of neglect cited his record of individual and abuse of power that included achievement, his reputation for Jim Hock’s career in local govern- embezzlement of city funds by a excellence throughout his eight-year ment management is not that differ- previous assistant city manager. In career with Oak Park, and his effec- ent from that of many other Oak Park, Mr. Hock became a one- tive management style. During managers; he has served a number of man personnel department, respon- Mr. Hock’s tenure with the city, communities as assistant manager or sible for employee education and Oak Park has won a number of manager, performing in such various development, human resource plan- prestigious awards, and as he takes capacities as human resource admin- ning, and equal opportunity report- the reins as manager, we can antici- istrator, acting police chief, and ing. He conducts labor negotiations pate more news about the city’s snowplow driver. Snowplow driver? and grievance processing with four achievements. Well, perhaps Jim Hock’s commit- bargaining units and is responsible ment to the job goes beyond what for keeping the city in compliance some of us would expect. with all state and federal employ-

9 Academic Award devote himself to preparing the next Margaret Main, assistant to the city generation of local government manager of Wyoming, Ohio, notes in Memory of managers. In 1999, Mr. Powell that “every one of his interactions Stephen B. Sweeney joined the School of Public and exemplifies this principle. He Environmental Affairs at Indiana teaches not only the fundamentals University as clinical associate pro- of management in the public sector, fessor and advisor for its urban man- but also that a career in public serv- agement program. ice is a privilege not to be taken Here,“OWP” (as he is hailed by lightly and that managers in the his students) masterfully blended public sector have a duty to steward public administration theory and and honor the people they serve, no practice. He shared his knowledge matter how difficult the situation.” and experience through lecture and His dedication and commitment discussion, and made extensive use both to his students and to the of real-world case studies and practi- future of the city management pro- cal “field trips” to expose students to fession go far beyond the classroom. all facets of local government Christal Kliewer, assistant to the city administration.“His anecdotes were manager in Friendswood,Texas, ORVILLE W. POWELL pertinent to the topic and his expe- writes: rience was firsthand,” says Lori “It is not his knowledge or ICMA’s Academic Award is pre- Hallal, who is today an administra- extensive local government expe- tive assistant for the city/county of sented to an academic leader or insti- rience that makes him an excel- Broomfield, Colorado.“He elabo- tution that has made a significant lent teacher. It is his passion for rated when we had questions; he lis- his profession, his dedication to contribution to the formal education tened when we needed it; he was a developing the next generation, of students pursuing careers in local guide through all the experiences and his commitment to each stu- associated with graduate school. He government.This year, ICMA pres- dent. He listened to me for hours shared his enthusiasm for city man- ents the award to Orville W.Powell, on end and answered all of my agement, and it was contagious. He ridiculous questions. He helped clinical associate professor of public truly made me, and my classmates, us prepare for interviews, scoured and environmental affairs at Indiana want to learn more.” the world (literally) to help us In addition to his own expertise, University. find internships and first jobs, Mr. Powell tapped his vast network drove us to interviews, and lis- of contacts to bring to the class- tened to our problems and fears. room local government officials With graduation, none of that (appointed and elected) from around As a new M.P.A.in 1963, Orville has changed! He is still the one I the country to share their knowl- Powell began his local government call when I don’t know what to edge, experiences, and advice. He career in Winston-Salem, North do or how to approach some- also accompanied his classes to the Carolina.Within ten years, he had thing or just need to chat about ICMA Annual Conference and to risen from fresh-faced administrative nothing.” regional professional development assistant to respected city manager. opportunities, stressing the impor- “I can’t imagine having gotten a Upon leaving Winston-Salem, he tance of building networks and con- better step up into municipal man- served various local governments tinuing education throughout one’s agement,” concludes Lori Hallal. around the country for twenty more career. Students thereby not only “Orville has been more than just a years—usually in the capacity of city gained invaluable insight into the professor: he has become a mentor manager.As a consultant, he aided realities of public service life, but and a very dear friend.” communities in Russia, Bulgaria, also began to develop a professional India, Swaziland, and Zimbabwe, as network of their own. well as the United States.After more But describing his classroom than three decades in public service, techniques does not begin to he decided to retire. explain Mr. Powell’s influence as a But rather than spend his days on teacher. His byline is “manage for the golf course or pursuing his pas- respect” (that is, manage to be sion for flight, he chose instead to respected, not to be liked), and

10 Workplace Diversity his first few months as manager to conflict management.To help make identify, understand, and satisfy the this happen, the city developed and Professional needs of a diverse workforce and a implemented diversity training for Development Award diverse community.Although there employees at all levels of the organi- were no pressing diversity issues fac- zation; conducted a workplace ing the government organization or assessment on diversity, which the community, Mr. Hutchinson included focus groups and a survey established a two-member Diversity of languages; provided management Office to proactively address such consultation on diversity policies; issues and complement the city’s and established understanding diver- affirmative action and equal oppor- sity as a core competency. Mesa also tunity programs. In its 2001 strategic designed and implemented an plan, the Diversity Office presented employee mediation program, a three major strategies to guide its confidential process to help employ- work: ees resolve issues and conflicts at the lowest level possible before having • Create a supportive work envi- to make a formal complaint. ronment that values individuality In addition to focusing on the and participation and that expects MICHAEL T. HUTCHISON internal needs of the government, open and honest communication the diversity initiative sought to to support a diverse workforce ICMA’s Workplace Diversity strengthen the city’s relationship • Increase the awareness and respon- Professional Development Award is with diverse groups in the commu- siveness of city government to nity.As part of this initiative, the city presented to an administrator who human relations issues within the created a protocol for Spanish- has designed outstanding career workplace and the community speaking media, developed a city development programs, policies, or • Expand representation and partici- Web site in Spanish, and expanded practices specifically to assist minori- pation of diverse populations at all the citizens’ survey to include diver- levels of city government and in sity-related questions in English and ties and women in local government. community life. Spanish.The city also completed a This year, ICMA presents the award survey on city services for people Mr. Hutchinson set the tone by to Michael T.Hutchinson, city with disabilities and worked with making diversity a focus of other this population on housing and manager of Mesa,Arizona. key management objectives, includ- transportation issues.And as a result ing customer service, employee of the city recruitment efforts, citi- motivation and innovation, recruit- zen advisory boards are more ment and retention, and continuous diverse than ever. “Tall order for Mr. Hutchinson. quality improvement. Under his Through the leadership of Mike After weeks of interviewing candi- direction and with his avid support, Hutchinson and the involvement of dates from all over the country, the the city redefined its customer base many city employees, the diversity mayor and council concluded that and reassessed how services were initiative has become an integral long-time assistant city manager provided to the community.The part of the city’s vision to be the Mike Hutchinson is the change- vision to “expect, value, and wel- community and employer of choice. agent they’ve been looking for.” come diversity in our workforce and Recognition of issues related to Thus began an editorial in the East community” was included as one of diversity and appreciation of the val- Valley Tribune prefacing Michael ten core values adopted by the city ues of diversity are being integrated Hutchinson’s advent as city manager. council. into every part of the organization, From his first day as manager on Working collaboratively through its policies, and systems. In short, the March 1, 2000, Mr. Hutchinson employee and community teams, diversity initiative is helping the city began to put into practice the pro- the initiative has accomplished of Mesa live up to its motto: Great gressive programs he had envisioned much during its first three years. People, Quality Service. since first joining the city of Mesa The city’s new diversity policy in 1977 as a management intern. expanded the focus of Mesa’s quality Among his most notable accom- efforts to emphasize such skills as plishments is the comprehensive understanding differences in values, diversity initiative launched during work styles, communication, and

11 Award for Programs for the Disadvantaged in Memory of The initial planning team decided been as valuable to the community Carolyn Keane to locate the park on a piece of as has the park itself. property near Lessenger Elementary The seeds of cooperation planted POPULATIONS OF 50,000 AND UNDER School in the southeastern part of in the spring of 2000 have grown the city.This is a culturally diverse, into a lasting partnership among low-income, transient neighbor- diverse groups of the city. By work- hood; the elementary school experi- ing together, the partners have ences about a 30-percent turnover in gained more than just a beautiful the student body each year.The park; the park has brought the com- group felt that this economically dis- munity together as a group, uniting advantaged neighborhood and its residents, students, and city and children would have the most to school staff. Picnics, barbecues, and gain from the park. even family reunions are a common During 2000, the Lessenger sight there.The at-risk students who School Park Committee—which helped plant the trees and who par- included Mr. Kulish and representa- ticipate in planting the garden each tives from the Neighborhood year watch over the park and have a Project, the Lessenger Elementary sense of ownership. Foot traffic has JAMES D. HOCK School, and the city of Oak Park— increased in the neighborhood, and held a series of meetings to develop youth vandalism has decreased by ICMA’s Excellence Award for a design for the park and discuss about 50 percent. Programs for the Disadvantaged, how to equip it.The city donated The enthusiasm and commit- two benches, a picnic table, a barbe- ment of the city and its partners established in memory of Carolyn cue grill, trees, flowers for a com- show no signs of waning.The part- Keane, recognizes a local government munity garden, and the assistance of ners have recently committed to a that has enhanced the quality of life the department of public works.At five-year plan to develop an outdoor for the disadvantaged, including the dedication in May 2000, classroom, to which they will con- Mr. Kulish hosted a hot dog lunch, tribute additional equipment. homeless citizens and people with complete with musical entertain- Students are collecting returnable AIDS.This year, ICMA presents ment from a steel drum band spon- bottles and cans to help raise money the award in the 50,000-and-under sored by the elementary school. for more flowers and trees.The category to Oak Park, Michigan, Under the guidance of city staff, Lessenger Park Program illustrates Lessinger students planted the flow- that much can be gained through and City Manager James D. Hock ers and at-risk students from nearby the influence of one person’s vision for the Lessenger Community Park. Roosevelt Middle School helped when the right partners are plant the trees. involved, and it is a living testimony Even after the park’s dedication, to Oak Park’s commitment to its the collaborative efforts continued. disadvantaged residents. Lessenger Park began as the dream Parents joined the public works staff of one man but soon became the to water the flowers during the sum- dream of an entire community.The mer; a builder’s association auxiliary Oak Park students plant flowers in the city's success of the venture represents the gave tree saplings and coloring newly developed Lessenger Park. collaborative efforts of the city of books to students; and additional Oak Park (pop. 29,793), the Oak tables, benches, and barbecue grills Park Schools, the Jewish Federa- were donated. Maintaining its strong tion’s Neighborhood Project, and involvement in the project, the com- Harold Kulish, the private benefac- mittee developed an after-school tor whose dream it was to build a program of gym activities for park for the residents of his com- Lessenger students, and in December munity. In 1997, Mr. Kulish 2001, it supported an ethnic festival approached the Neighborhood at the school that included student Project about making such a contri- performances, games, and a “taste bution to his community and soon fest” of foods of the African- had the city and others in the com- American, Chaldean, and Vietnamese munity engaged in the effort. communities.These programs have

12 Award for Programs for the Disadvantaged in Memory of with Disabilities to provide a liaison interpreters; trips to Six Flags and Carolyn Keane between these citizens and the city other nearby venues; the “Spring government. Under the leadership Fling,” an outdoor event for persons POPULATIONS GREATER THAN 50,000 and coordination of city staff, com- with disabilities and their families; mittee members (approximately 40 and a host of other activities. volunteers and one full-time staff To highlight the importance of person) plan and implement pro- facilitating access to buildings and grams and projects to meet the programs, the city sponsors needs of and improve the quality of Disability Awareness Days at the life for people with various physical Government Center and has held challenges. workshops for architects and build- The group helps disabled citizens ing contractors to address ADA connect with organizations and specifications. In addition, the sher- agencies that can supply the goods iff’s department issues ID cards for and services they need. It also persons with disabilities to help pre- focuses on ensuring that the contri- vent the confusion that can occur butions these residents can make are when public safety workers are included in the mix of skills and tal- responding to a call for service. CARMAN J. CAVEZZA ents that are used to further com- These cards have been especially munity goals.To this end, it helpful in situations in which the promotes access for all and to all disability makes it appear as though public facilities, helping disabled the citizen is disoriented or under persons find productive and creative the influence of drugs or alcohol. roles and, in the process, dispelling Public education is a key aspect false notions among the general of the program.The committee population about the nature of dis- focuses on educating the public not abilities. only about the needs of persons Historically, the Mayor’s with disabilities, but also about what Committee for Persons with disabled persons can accomplish Disabilities has helped all persons with some support.Accordingly, it ISAIAH HUGLEY with disabilities, including those has provided disability education with head or spinal cord injuries; training for the local school district ICMA presents the 2003 Award for mental or emotional illnesses; cere- and community groups as well as bral palsy; and visual, hearing, or sensitivity training for various city Programs for the Disadvantaged in speech impairments. But it also departments and private businesses Memory of Carolyn Keane in the reaches out to those who don’t fit within the community. greater-than-50,000 category to the the traditional notion of the dis- Thanks to the work of the com- Columbus Consolidated Govern- abled, including those suffering from mittee, city staff and community res- AIDS, cancer, diabetes, and kidney idents have a better understanding ment, Georgia, City Manager or liver disease. about the need for and desirability Carmen Cavezza, and Deputy The committee has implemented of including persons with disabilities City Manager Isaiah Hugley. numerous programs and initiatives into every facet of community life. to assist residents with disabilities; Perhaps most importantly, this mul- for example, someone needing tifaceted program has succeeded in transportation to therapy or a doc- involving persons with a range of Thirty years ago—long before the tor’s appointment can arrange for a disabilities in community initiatives Americans for Disabilities Act customized vehicle through the and activities, and empowering (ADA) made sensitivity to the needs “Dial-A-Ride” program.The group them to make a difference. of persons with disabilities a legisla- also promotes and sponsors events tive necessity—the city of for the disabled community, such as Columbus, Georgia (pop. 190,885) Challenger Little League; the Miss reached out to its disabled popula- Wheelchair and Jr. Miss Wheelchair tion. In 1973, the city established pageants; the National Theatre for the Mayor’s Committee for Persons the Deaf, which enables patrons to experience theater with the help of

13 Public Safety Program Excellence Award in Memory of William H. Hansell, Sr., and—better yet—prevent family awareness campaign and online and Alice Hansell violence? The answer galvanized forums. Mr. Gaudet and the city to pledge At the heart of the program is a that Charlottetown would become a POPULATIONS OF 50,000 AND UNDER one- to three-hour education and corporate leader in the prevention of awareness session that uses a video family violence. and four training modules designed A committee of municipal and to help managers, supervisors, and provincial authorities, community other employees better understand leaders, and family violence preven- their roles in preventing family vio- tion experts came together to help lence.The modules have also been develop and implement an action customized to address the specific plan.A comprehensive needs assess- needs of front-line service providers, ment revealed that family violence such as police, fire, and recreation was indeed compromising the physi- personnel.A comprehensive infor- cal, emotional, and financial well- mation kit includes contact infor- being of an increasing number of mation for resources that victims or Islanders: not only women but also potential victims of family violence children, the elderly, and even men might find useful. HARRY GAUDET were at risk. It also revealed that Although the program has only family violence was taking a toll on been operational since late 2001, it ICMA’s Public Safety Program those municipal employees who has already achieved measurable suc- were called to respond to family vio- Excellence Award, established in cess.The city council and all city lence calls, particularly since, in this memory of Philadelphia firefighter employees have participated in the small, close-knit community, they training session, and their feedback William H. Hansell, Sr., and his often knew at least one of the people has been overwhelmingly positive. wife,Alice, is awarded to a local gov- involved.These factors signaled the The police department has designed need for a holistic approach to family ernment and its chief administrator a quality assurance audit form for violence prevention that would for the most creative public safety those responding to family violence embrace all employees. incidents, and all returned forms program.This year, ICMA presents Launched just eight weeks after indicate that the situations were the award in the 50,000-and-under the need was identified, the program handled appropriately. is guided by a single vision: the pre- population category to the city of The program’s nonconfronta- vention of family violence.Toward Charlottetown, Prince Edward tional, supportive approach has that end, it advances the city’s com- attracted influential champions Island, Canada, and Chief mitment to throughout the community, fostering Administrative Officer Harry • Serve as a role model in promot- meaningful exchange among the Gaudet for the Prevention of ing awareness, education, preven- public, private, and not-for-profit Family Violence Program. tion, and intervention sectors, generating media interest, • Ensure that all municipal employ- and enhancing public awareness. ees, particularly front-line service Other municipalities and the provin- providers, are trained to respond cial government have followed the Since 1989, family violence on empathetically and appropriately city’s example and made the preven- Prince Edward Island has claimed to family violence situations tion of family violence a priority. Today, a purple ribbon flies atop the lives of six women.Although the • Review municipal policies and the city’s clock tower to remind two most recent tragedies occurred procedures to ensure that the reg- others that it is Charlottetown’s outside Charlottetown (pop. 35,000), ulatory and human resource hope for a halt to family violence. they struck at the heart of the city. framework is sensitive to family Program staff and supporters take Concerned, Chief Administrative violence issues Officer Harry Gaudet called pride in the fact that since the Transition House, a place where bat- • Explore intergovernmental part- advent of the program, no further tered women in the community find nership opportunities that address deaths have occurred as the result of security, guidance, and hope. He mutual needs and concerns family violence. Charlottetown resi- wanted to know: Did city employees • Engage community outreach dents are beginning to believe that need training to identify, respond to, strategies, including a media its vision has become a reality.

14 Public Safety Program Excellence Award in Memory of William H. Hansell, Sr., residents to deal with the needs and Early on, the police department and Alice Hansell concerns of the city’s growing began to look for a suitable building Hispanic population.The police that could serve as a central,“one- POPULATIONS GREATER THAN 50,000 department played an important role stop” facility for all the critical serv- in creating the task force and con- ices required by the Hispanic tinued to build bridges to the community.When police adminis- Hispanic community through focus trators learned of the availability of a groups and one-on-one meetings building adjacent to the main police with community leaders. In June station, they immediately went to 2000, government officials from work persuading the city’s manager, Hidalgo, Mexico (where many of attorney, and real estate staff to Clearwater’s Hispanic families origi- acquire it.With the approval of the nated), were invited to Clearwater city commission, the new Hispanic to meet with the police chief and Outreach Center opened its doors other city officials. Following that on November 21, 2002. meeting, the police chief sent the The Hispanic Outreach Center deputy chief to Hidalgo to experi- offers all the services that were pro- ence the culture and politics of the vided through Operation Apoyo community and to share his insights Hispano, but with the YWCA’s with the rest of the department proactive development and fundrais- WILLIAM B. HORNE upon his return. ing component, it expanded its The result of this networking and offerings to include bilingual child The 2003 Public Safety Program analysis was Operacion Apoyo care, health, and nutrition education Excellence Award in the greater- Hispano, a comprehensive, multifac- services and ESOL and Spanish lan- than-50,000 population category eted program that began as a joint guage classes.The Center also goes to the city of Clearwater, pilot project sponsored by the police houses a multipurpose training/ department and the Tampa Bay meeting room and office space for Florida, and City Manager YWCA. Designed to address every- the police department’s Hispanic William B. Horne for Operacion thing from crime concerns to social outreach officer, the Mexican con- Apoyo Hispano (Operation and economic opportunity for sulate, and a representative of the Hispanic Outreach). Clearwater’s Hispanic community, government of Hidalgo. the program included an interpreter As a result of the city’s outreach program that makes available bilin- to the Hispanic community, the gual police officers and citizens to police department and other city assist at crime scenes and traffic acci- staff have come to appreciate the According to the 2000 Census, the dents, a victim advocacy outreach cultural differences that exist Hispanic or Latino population of program, and a domestic violence between longtime residents and the the city of Clearwater, Florida (pop. component structured specifically for city’s new Hispanic immigrants. In 109,000), comprises 9 percent of the non-English-speaking residents and any community, such understanding total population, up from 3 percent families.The city drew on several is the first and most critical step just ten years ago.With this surge in sources of federal funding to help toward building trust and growing the Hispanic population, the support the program. social capital. Clearwater police department faced a challenge. Recognizing that the language barrier and recent immi- grants’ traditional fear of police could leave the city’s Hispanic pop- ulation without access to law enforcement and social services, the department decided to apply a problem-solving approach. Clearwater already had in place a Hispanic Task Force, which brought Clearwater Sergeant together government, social service Gregory Stewart and and community organizations, and “Officer Barkley” enter- tain young city residents.

15 Program Excellence Award for welcome newcomers and provide enter a float.An annual civic beauti- Citizen Involvement them with the information they fication awards program encourages need to become integrated into the residents to take ownership of and POPULATIONS OF 50,000 AND UNDER community. pride in their neighborhoods; entries For Dublin’s leaders, the answer can include common space as well as lay in reaching out to the city’s 50 individual properties. Finally, the city or so civic and homeowners associa- continually reaches out to the associ- tions. In 1995, the city launched a ation presidents, inviting them per- civic association initiative to begin sonally to attend all city functions, this process and has gradually built forums, and receptions. on the initiative’s successes ever The initiative’s programs have since. been well received.Association The first output of the initiative presidents speak highly of the was a manual for association presi- Presidents’ Manual, which they find dents to create a link between them, to be a useful community resource, the residents, and the city.The man- and in 2002, nearly 90 percent of ual provides information about city them attended at least one city services, contact information for city function on behalf of their neigh- administrators and other civic asso- borhood association.The block ciations, and notices about such party package has encouraged asso- JANE S. BRAUTIGAM activities and events as block parties ciations in all areas of the city to and holiday parades. It is organized hold neighborhood get-togethers; in ICMA’s Program Excellence Award in a three-ring binder, which makes 2002, more than half of Dublin’s for Citizen Involvement recognizes it easy to update and add informa- civic associations reserved the pack- successful strategies designed to tion as needed and at low cost. In age and several rented it twice. inform citizens about the local gov- 2001, the publication was reorgan- About a half dozen associations have ized to incorporate the new “It’s in accepted a city honorarium to con- ernment services available to them Dublin” branding campaign.The struct a parade float, a project that and to include citizens in the process publication and updates are unveiled builds camaraderie among diverse of community decision making.The each year at an annual meeting, to neighborhood residents and award concentrates on such areas as which the association leaders are enhances the quality of the city’s invited to meet the city manager parades.The beautification awards community consensus building and and other city staff and learn more also encourage a spirit of commu- adult (nonstudent) citizenship educa- about city services and amenities. nity; more than 100 entries were tion.This year, ICMA presents the Another component is the block received for the 2002 awards pro- award in the 50,000-and-under party package: two trailers equipped gram, and 13 winners were recog- with pop-up tents, tables, chairs, nized at a city council meeting and population category to the city of road barricades, garbage cans and in city publications. Dublin, Ohio, and to City Manager bags, and a portable PA system. Through its civic association ini- Jane S. Brautigam for the commu- Association presidents can reserve tiative, the city of Dublin has found nity’s civic association initiative. the package once a year free of a way to reach out to all city neigh- charge and a second time for $50. borhoods at minimal cost, confirm- When an association reserves the ing Dublin’s long-held reputation as package, city staff invite the city a welcoming, caring community. council representative for that The city of Dublin, Ohio (pop. neighborhood to attend the func- 35,500), is known throughout the tion, emphasizing the importance of region as a caring community that keeping channels of communication offers a high quality of life. Because open. of this reputation, Dublin has grown The initiative has other compo- tremendously in the past decade, nents as well.To increase participa- morphing from a rural farm town tion in its St. Patrick’s Day and into a small city.And like so many Independence Day parades, the city rapidly growing small communities, offers a $150 honorarium to any Dublin wanted to find a way to civic association willing to build and

16 Program Excellence Award for The review consisted of three skills training and enhancements to Citizen Involvement stages: a cataloguing of city existing courses; a civics curriculum processes, an evaluation of city for eleventh-grade social studies stu- POPULATIONS OF GREATER THAN 50,000 processes, and the implementation dents; greater promotion of city of recommendations. Guided services, especially on a city Web site throughout by an interdepartmental and through interactive television; steering committee and a coordina- QuickFind, a centralized database of tor, the review allowed for signifi- community groups and Community cant input from city staff and the Web Pages that offer information on public. services, community events, and The evaluation showed that the other topics of concern for each of city involved the public quite effec- the 23 localities; and multicultural tively for some large, one-time proj- and translation strategies, as exem- ects but did not do as well for many plified by a Newcomer’s Guide to the recurring processes, such as develop- city, which was published in ment applications and liquor licens- Chinese, Punjabi,Vietnamese, and ing reviews.The question was then Spanish as well as in English. whether Vancouver should reinvent A final report sent to the city JUDY M. ROGERS the way it involves the public or council at the end of 2001 included simply build on the current struc- a strategy for sustaining the improve- One of two 2003 Program ture.The recommendation that ments that were made. Response to Excellence Awards for Citizen emerged was not to overhaul the the program from all quarters has system but to make a number of been supportive, and for several rea- Involvement in the greater-than- targeted improvements to the pro- sons. First, the public was an active 50,000 population category goes to grams already in existence. participant, included in focus the city of Vancouver, British In response, city staff developed groups, workshops, and pilot proj- Columbia, Canada, and City an action plan that included more ects. Second, an interdepartmental than 35 projects in six strategic steering committee was there to Manager Judy M. Rogers for the areas: departmental improvements, a ensure that the interests of each city’s Public Involvement Review corporate framework for public department were represented and program. involvement, public involvement that cooperation and team building skills training, civic awareness, ongo- occurred between departments as ing contact with communities, and diverse as police, parks, and the multicultural outreach and transla- library.Third, the steering commit- Not ten years ago, the city of tion. Project implementation hinged tee and a dedicated coordinator Vancouver, British Columbia (pop. on the city’s commitment to allo- brought in the necessary expertise 540,000), was facing many of the cate not only staff time and funding and pushed the projects along. same challenges faced by other but also the leadership necessary to Finally, partnering with the private North American cities: an increas- promote those projects that would sector allowed for the development ingly diverse population, a growing initially seem costly but would ulti- of the Newcomer’s Guide, which demand for improved customer mately prove to be cost-effective. would otherwise have lacked the service, budget constraints that force By 2002, improvements had been scope and exposure it had. difficult decisions about service made in all six strategic areas. Such The success of Vancouver’s Public reductions, and the desire for improvements included joint com- Involvement Review program was increased accountability on the part munity-applicant workshops for based on an interested and active of the local government. In addi- development applications; a com- public.Thanks to the partnership tion,Vancouver’s citizens were plete process redesign for liquor between city departments and the demanding more say in the deci- license applications; an intranet- public, today the residents feel more sions that affect their homes and based “Public Process Guide” to informed about the issues facing neighborhoods. help staff plan and execute effective their community and more engaged The Public Involvement Review public management programs and a in the decision-making process. began in 1996 as an initiative to companion guide for the public so improve the effectiveness of civic they can know what to expect from government and service delivery. the city and how to get involved; a new course in public involvement

17 Program Excellence Award for organizations. Its primary goals are educate residents about how Citizen Involvement to provide Aurora’s citizens and Aurora’s city government works neighborhood associations with the and how citizens can influence the POPULATIONS OF GREATER THAN 50,000 knowledge and information they governmental process. need to effectively and cooperatively • Self-help mini-grants. participate in local governmental Monetary grants ($500–$5,000) decision making, especially in such are awarded to citizen groups to important areas as public safety and make physical improvements to neighborhood maintenance. parks, neighborhood entrances, The program’s staff—three neigh- and other public rights-of-way. borhood liaisons and a supervisor— Applicants must provide a provide a range of resources and “matching” contribution (for services, including technical assis- example, labor, equipment or tance in organizational development, tools, or cash), and award recipi- funding for neighborhood improve- ents must pledge to be responsible ments, educational workshops, for ongoing maintenance. information sharing, conflict man- • Block parties. The city helps agement, and facilitated problem organize block parties and pro- RONALD S. MILLER solving. Specific elements include vides funding for refreshments, • Neighborhood referral. The traffic barricades, and all necessary Another Program Excellence Award city notifies neighborhood organi- permits. Council representatives for Citizen Involvement in the zations about any proposed devel- and city staff attend these neigh- greater-than-50,000 population opment activity within one mile borhood functions to strengthen category goes to the city of Aurora, of a neighborhood’s boundaries; their ties to the community. about upcoming city council • Neighbor-to-neighbor round- Colorado, and City Manager meetings, annual budget meetings, tables. Neighborhood liaisons Ronald S. Miller for the town meetings, and liquor license regularly host roundtables where Neighborhood Liaison Program. hearings; and about constructive city staff, attorneys, housing ways to participate in these meet- experts, and others share their ings. Neighborhood liaisons are expertise on a range of pertinent available to clarify the informa- topics, such as writing newsletters, Citizens today are frustrated with the tion, assess the potential impact on getting neighbors motivated, maze of bureaucracy they experience the neighborhood of any proposed working with city government, as government, and most people do action, and work with a neighbor- enforcing covenants, and not understand how their local gov- hood organization to develop community policing. ernment works or how to get their strategies for communicating • Learn about Aurora program. needs met.Yet the city of Aurora, concerns. This 12-week series of lectures, Colorado (pop. 290,000), believes • Organizational and project presentations, and tours is that many people would become assistance. Neighborhood designed to introduce residents to involved if they knew how.Accord- liaisons provide assistance in the city of Aurora, its services and ingly, it has made it an ongoing pri- establishing and operating effec- functions. ority to change the shape of its tive neighborhood organizations, Through the Neighborhood political environment to create an organizing community mainte- Liaison Program, the city of Aurora accessible, user-friendly governmental nance projects, and developing has developed an extensive network system in which citizens work hand strategies to address neighborhood of information sharing, collabora- in hand with policy makers and staff problems.“Micro-grants” of up to tion, and partnerships with more to address community issues. $500 are available to help support than 300 neighborhood organiza- The Neighborhood Liaison newsletters, marketing, training, tions.The program demonstrates the Program was created in 1986 to leadership development, and other city’s belief that working together to help the city reach out to its organizational development needs. solve mutual problems builds citizens. Since its inception, the pro- • Liaison with local government. stronger communities. Its success, gram has evolved into a compre- Neighborhood liaisons regularly however, lies in the city’s ongoing hensive support resource for make presentations at schools and commitment to get people involved approximately 315 neighborhood neighborhood and civic groups to at the neighborhood level.

18 Program Excellence Award for Innovations in Local Government Since neither the incumbent The network has also provided a Management telephone local exchange carrier valuable connection among city staff nor the existing cable providers and other Colorado government POPULATIONS OF 50,000 AND UNDER planned to upgrade their plants to offices, saving the city about provide high-speed Internet or data $100,000 in annual costs for its services, the city decided to build a internal telecommunications net- broadband network.Through its work and creating more efficient electric utility agency, it had placed systems. Broadband services enhance additional spare conduit to many e-government services and facilitate businesses and agencies throughout ongoing access to databases and the community, which it now used information; road and weather to place fiber-optic cable to many reports; automated collection, inves- locations.The ability to use existing tigation, and distribution of acci- conduit dramatically reduced both dent, citation, and other incident the cost of building the telecommu- reports; and real-time dissemination nication infrastructure and the need of traffic and road-use statistics. to close off roads in the process. To avoid competing with the Fiber is currently installed at sev- local telecommunications, cable, and MICHAEL S. COPP eral critical community locations, Internet Service Providers (ISPs), the including city hall and other key city city invested in infrastructure that ICMA’s Program Excellence Award offices; the police, fire, electric, and allows existing ISPs to use the net- for Innovations in Local Government water department facilities;Valley work and provide more robust serv- View Hospital; and the community ices.To recover implementation costs Management recognizes a local gov- center.The city is in the process of as well as reduce operational costs, it ernment that has successfully applied connecting the public school system, implemented a noncompetitive, the concepts of reinvention, reengi- three of the community college’s wholesale strategy whereby the ISPs neering,TQM, customization, or primary facilities, the public library, pay the city to use the network. and several businesses.To make the Lacking sufficient staff to build a other cutting-edge organizational network available to residents and telecommunications subsidiary, it tool.This year’s award in the small businesses, the city purchased outsourced the design, engineering, 50,000-and-under population cate- and installed additional wireless and implementation of the network gory goes to the City of Glenwood antennae and receiver equipment at as well as all business facets.The city no charge to customers. also took advantage of the expertise Springs, Colorado, and City Glenwood Springs’s community and experience of schools, govern- Manager Michael S. Copp for the broadband network serves as a life- ment agencies, and telecommunica- Glenwood Springs Community line, boosting the city’s economic tions and high-tech companies in the Broadband Project. base and piping in quality education, area, while at the same time training health care, and residential and busi- city employees on fiber splicing, site ness services that were previously surveys, and network operations. unavailable. In addition to meeting In meeting the needs of its resi- The lack of broadband services— the needs of K–12 students, the net- dents and business community, which provide greater efficiencies work offers more alternatives for Glenwood Springs became the first for government agencies, businesses, nontraditional students, such as dis- city in the state of Colorado and health care organizations, and edu- tance learning and continuing edu- one of the first in the nation to cational establishments—was hin- cation. It benefits health care profes- adopt a city-owned community net- dering the ability of local businesses sionals and patients as well, enabling work, thereby setting the course for in Glenwood Springs, Colorado physicians to review patient records, others to follow. (population 7,700), to compete X rays, and medical images from against companies in major metro- home and to conduct remote patient politan areas.The city was also find- monitoring and consultations. ing it difficult to attract new businesses and was witnessing an Glenwood Springs Public Works Director exodus of its young people as they Robin Millyard, Information Services Director Bruce Munroe, and Electric Superintendent sought better jobs and more com- John Hines inspect fiber connections routers petitive salaries elsewhere. and switches.

19 Program Excellence Award for Innovations in Local Government county permit was declining even spoken, presence of pets, participa- Management faster, and the materials needed to tion in the USDA Food Program, obtain a permit were not easy to and national accreditation.An POPULATIONS GREATER THAN 50,000 access. New family child care online survey encourages users to providers were also seeking infor- give feedback about how well the mation about the various training online search met their needs and programs provided through the how it could be improved. Office for Children, programs in The Web site has also increased which more than 6,000 providers awareness of and participation in participate each year. other agency programs. Information To address this overwhelming about how to start a family child need for information, Fairfax care business has attracted prospec- County created a Web site,“Child tive providers, and streamlined appli- Care Central.”The site has truly cation processes have made it easier become a central resource for child to obtain the required permits. care information in the county. Staff Citizens are also receiving informa- work to continually update infor- tion in a far more timely fashion and mation so that it is in a centralized can access it whenever they like—an location. Launched in October added benefit for busy child care 2000, Child Care Central offers providers and working parents. ANTHONY H. GRIFFIN The program’s success can also be • Information about the services measured in cost savings for the provided by the Office for The recipient of the 2003 Program county: more than $40,000 on mail- Children Excellence Award for Innovations in ings, photocopying, and printing • Search capabilities that allow par- Local Government Management in alone.And staff who once spent ents to find child care online the greater-than-50,000 population most of their time responding to • Tips for parents and child care phone inquiries now have time to category is Fairfax County,Virginia, providers about what quality child build the child care supply, and County Executive Anthony H. care looks like strengthen the skills of providers, and Griffin for the Child Care Central • Details about upcoming child care assist low-income families and par- Program. training classes ents of children with special needs. • Current newsletters, training cata- Connecting working parents logs, brochures, and other printed with the child care community is materials key to maintaining a productive Over the past several years, the num- workforce. By helping parents and • Application forms for all programs. ber of parents asking for information providers understand the elements about child care options in Fairfax With many county partners, includ- of quality child care, Child Care County,Virginia (pop. 980,000), was ing libraries, recreation centers, and Central is investing in the future. steadily growing. Each month the schools, helping to publicize the county’s Office for Children Web site, Child Care Central Fairfax County's Child Care Central site is located received more than 4,000 calls from receives close to 6,000 hits during at http://www.co.fairfax.va.us/service/ofc. people needing assistance in either an average month and more than finding child care or paying for it. 9,000 hits during the peak months And parents of the 11,000 children of August and September. in programs offered by the School The most significant achievement Age Child Care program needed of the Web site is the search func- enrollment and program informa- tion. Parents can now perform their tion. Most of these requests came via own searches for child care telephone, requiring significant staff providers in desired neighborhoods time for answering calls and mailing by inputting the town, zip code, or out program brochures, enrollment school district. In addition to the forms, and other information. location and phone number of the While demand for child care was provider, the site provides informa- clearly on the rise, the number of tion about the ages of children family child care homes with a served, hours of operation, languages

20 Program Excellence Award for Outstanding Partnerships: Intergovernmental and began transporting riders free of Because none of the existing Cooperation charge between the community and transportation systems had the campus. In 2000, the adjoining resources (buses and equipment) to POPULATIONS 50,000 AND UNDER municipalities of Central (population provide the service that was envi- 3,500), and its resident university, sioned,Anderson County obtained South Wesleyan, saw the benefits of FTA funding and the new 4-Univer- bringing the service to its commu- sity (4U) transit system began oper- nity.With a $200,000 commitment ations in January 2002 with three from Clemson University, $25,000 new buses equipped with handicap from the town of Central, and accessibility, bicycle racks, and geo- $680,000 of Federal Transit Adminis- graphic positioning systems. Like tration (FTA) and South Carolina the CATS system, the 30-mile 4U Department of Transportation funds, system is offered free of charge. the cooperative endeavor expanded. Within six months, the 4U ridership Ridership grew and service again exceeded 6,000. expanded. For example, through The 4U system continues to private sponsorship, Night Cat was evolve and grow.The town of offered to provide late night and Pendleton has voted to contract with JOHN R. MOORE, JR.; RICHARD E. weekend service between student CATS, and three other municipalities COTTON; JOEY PRESTON; AND housing and Clemson’s downtown have expressed interest in becoming WILLIAM “HERBERT” THOMPSON area. By 2002, there were 14 buses, part of the system. Discussions are and ridership stood at nearly under way to determine the feasibil- ICMA’s Program Excellence Award 900,400 passengers. ity of expanding service on the 4U for Intergovernmental Cooperation Meanwhile, nearby Anderson route to Friday nights and Saturdays; recognizes outstanding programs County was exploring ways to in addition to providing transporta- expand educational opportunities tion to recreational and cultural ven- developed out of cooperative actions for young adults. County officials ues, this would offer park-and-ride or strategic partnerships between gov- believed that providing transporta- opportunities for Clemson football ernment organizations.This year’s tion to points beyond the county games and other sporting events.A award in the 50,000-and-under cat- would benefit not just students but feasibility analysis and preliminary all residents, who would enjoy engineering designs also have been egory goes to the following Anderson increased access to shopping, jobs, completed for a light-rail component. County, South Carolina, jurisdic- health care providers, and cultural The success of the partnership of tions and their CAOs: the City of opportunities. County officials also Clemson Area Transit, two counties, Anderson and John R. Moore, Jr., recognized that the availability of five municipalities, four institutions public transportation would encour- of higher education, and state and City Manager; the City of Clemson age low- and moderate-income federal agencies is testimony to the and City Administrator Richard E. families to further their education, power of partnership and regional Cotton; and the city of Central and thereby strengthening the area’s eco- cooperation.Today, CATS and the William H.Thompson, City nomic base.As a large percentage of 4U system offer area residents edu- the area’s population worked in the cational opportunities, access to Manager, for the Clemson Area shrinking textiles industry, the bene- jobs, improved quality of life, and Transit 4U System. fits of linking laid-off workers with hope for a better tomorrow. the training and educational offer- ings at local educational facilities, particularly Tri-County Technical In 1996, Clemson University loaned College, were apparent.Advocates the city of Clemson, South Carolina also argued that the county could (pop. 12,000), four small buses that it highlight the proposed transporta- had previously used to shuttle stu- tion system as well as its strong dents between outlying parking lots technical school system as a recruit- and the inner campus. Out of this ment tool for new industry. Finally, loan, the Clemson Area Transit Sys- a new bus system would provide tem (CATS) was born. CATS added more mobility for the county’s two additional used buses to the fleet growing senior population. CATS system riders prepare to board

21 Program Excellence Award for Outstanding Partnerships: Intergovernmental service district, relatively few large ing available sites, they are better Cooperation parcels are available for intensive able to explore the costs and bene- development.This has created new fits of alternatives not just from their POPULATIONS GREATER THAN 50,000 challenges for commercial and resi- individual viewpoints but from the dential development. Options for broader interests of the community. siting new public schools are further The interlocal agreement repre- constrained by numerous federal sents a true partnership in that each and state requirements. participant yields some control in As the public school system in order to maximize the benefits it the county grew against this back- gains. Once the school board has drop, the political tension was identified a particular need, a tech- mounting.The Martin County nical advisory committee compris- School Board was seeking relief ing school district and local from local government land devel- government appointees selects and opment regulations; the Martin evaluates potential sites and then County Board of Commissioners reports on the top three to five sites wanted to preserve the cornerstones to a committee of community lead- of its much-touted comprehensive ers created by the school district. RUSSELL D. BLACKBURN plan; and the city of Stuart worried This committee considers all factors, that urban residents might be short- including and beyond those in the changed if schools were located policy matrix, and then ranks the only in rural areas.The three entities sites in order of preference. (This seemed hopelessly divided until they flexibility was deemed necessary agreed to resolve their differences because the policy matrix does not through an interlocal agreement. address the land and other costs that As part of the agreement, the would be borne directly by the school system, the county, and the school district.) city created a joint task force and The resulting school siting hired a professional facilitator.To process has yielded significant bene- help come to objective decisions fits at minimal cost. Shortly after the DAVID B. COLLIER regarding the siting of new schools, parties signed the agreement, the the task force compiled a policy technical advisory committee met One of two Program Excellence matrix of the most relevant school to review sites for a new high siting issues.The top-scoring sites school. Not only did the selection Award for Intergovernmental are those considered to have met all process identify an ideal site much Cooperation in the greater-than- local government requirements; the more quickly and effectively than 50,000 population category is local government then has an ever before, but the county and awarded to Martin County, Florida, opportunity to review and com- school board entered into another ment on the actual development agreement to share use of the new and County Administrator Russell that is proposed. By virtue of this school’s recreational facilities, Blackburn, and the City of Stuart, matrix, the interlocal agreement maximizing their potential as a Florida, and City Manager David offers an alternative method of community resource. Collier for the interlocal agreement determining compliance with the Martin County’s Interlocal land use regulations—a method that Agreement on School Siting is one on school siting. is geared toward the unique, multi- of the first of its kind in Florida and jurisdictional circumstances of siting has been lauded by the state land public schools.The agreement helps planning agency as a model for to balance the relative importance other communities to follow.The Environmental protection and the of sometimes competing criteria, project proves that even the most preservation of rural and agricultural such as the need to locate schools difficult community issues can be lands enjoy broad public support in near existing or anticipated student resolved by bringing all parties to Martin County, Florida (pop. populations versus land availability the table. 126,731).Although there remains a and environmental constraints. significant amount of vacant land Because the three entities must within the county’s primary urban work together in scoring and rank-

22 Program Excellence Award for Outstanding Partnerships: Intergovernmental For several years, Douglas County, The activities undertaken by Cooperation Colorado (pop. 207,465), has been these governments involve piloting ranked as the fastest-growing county new ideas, which makes the part- POPULATIONS GREATER THAN 50,000 in the United States. But as the nership an incubator for innovation. county’s phenomenal growth cre- The partnership promotes bottom- ated challenges for all of its local up direction and top-down delega- governments, those governments tion in an effort to blend the best of recognized that the challenges they both approaches. Its members faced were similar and that much encourage ideas from staff practi- more could be accomplished tioners and delegate to cross-func- together than individually. Hence, tional teams.Through this unique the Partnership of Douglas County blend of teamwork and manage- Governments was organized to ment leadership, the partnership bring senior staff and elected offi- promotes creativity at all levels. cials together from all jurisdictions All projects undertaken by the for the purpose of strengthening partnership must have a regional relationships, sharing the resources focus and direction. Partnership of its diverse membership, and dis- members prioritize these regional ADEN E. HOGAN, JR. covering opportunities to work activities in order to sustain the together on projects that are of momentum of the group and to importance to the region. realize mutual goals, such as cost Although the partnership is just savings to taxpayers, improvements over a year old, its activities have led in operations, and organizational to considerable cost savings for the efficiencies.These payoffs ultimately county and its municipalities, improve the overall quality of serv- improved operations and program- ice provided to citizens. ming efficiency, and enhanced serv- The partnership looks for oppor- ice to its citizens.The regional tunities to share information and emergency management plan devel- expertise across the region. Nine oped by the partnership, for exam- standing committees on topics from DOUGLAS J. DEBORD ple, proved critical in the 2002 fire legislation to emergency manage- season, when one of the largest ment to arts and culture look for wildfires in Colorado history raged ways to improve the potential for in Douglas County.As part of this intergovernmental collaboration and plan, a three-hour training session optimize the use of collective was delivered for all jurisdictions, resources.With this unprecedented contributing to a sound understand- level of cooperation among the staff ing of the process that should be and elected officials, the Partnership used to deal with regional incidents. of Douglas County Governments Various land use intergovernmental stands out as a model of progressive agreements have also been reached change in the way that local gov- by partnership members, and coop- ernments solve common problems, erative work has been undertaken share resources, and work together MARK C. STEVENS on both a multijurisdictional hous- to leverage influence at all levels of ing authority and an environmental government. Another 2003 Program Excellence plan based on requirements related Award for Intergovernmental to the Endangered Species Act.The Parker council members and Douglas County commissioners sign intergovernmental Cooperation in the greater-than- partners have also held an elected agreement. 50,000 population category goes to official caucus—a gathering of all the Town of Parker, Colorado, and elected officials from local and state Town Manager Aden Hogan, Jr.; the government—and joint training and County of Douglas, Colorado, and development programs for staff County Administrator Douglas through the Douglas County DeBord; and the Town of Castle University. Rock, Colorado, and Town Manager Mark Stevens for the Douglas County Partnership of Governments. 23 Program Excellence Award for Outstanding Partnerships: Public- with a local, nonprofit corporation program and includes procedures, an Private Partnerships (ArtInPlace) to display original art application form, and a schedule for in public spaces for the community artists who wish to have their work POPULATIONS 50,000 AND UNDER to enjoy at no cost while at the considered for display. same time providing free marketing ArtInPlace manages the program; for local and regional artists. Each the city’s role is to provide potential piece of artwork is displayed for an sites for the display of art on high- 11-month period (from late traffic corridors and to contribute October to late September) before nominal funding, with additional being replaced by a new original funding coming from private citi- work.The program’s goal is to zens.ArtInPlace organizes the introduce residents to the vitality annual contest, identifies local and value of art and its importance jurists, and selects and places the art- in public spaces. work. Six public sculptures, valued The result:The city of Charlottes- from $5,000 to $15,000, were dis- ville has become an open-air art played in the program’s first year of gallery, surprising and delighting operation; nine sculptures were dis- viewers. Under the auspices of the played in the second year.Artists are GARY B. O’CONNELL program, large-scale sculptures are not paid for the display of their displayed in the medians of major work and they must provide their ICMA’s Award for Public-Private streets at designated key locations. own insurance, but they do receive a The public art adorning the gate- $300 honorarium to cover the cost Partnerships recognizes a local gov- ways and entrance corridors to the of transportation and installation. In ernment and its private sector partner community provide a creative and addition,ArtInPlace receives a 25 (including nongovernmental organi- sometimes unexpected welcome to percent commission on any pieces zations) that have demonstrated the visitors. sold, with the expectation that this As part of the program, each income will eventually make the value of public-private partnerships sculpture contains a sign that pro- program self-sufficient.Any pieces as an effective technique for introduc- vides a digital connection to a Web that are sold cannot be removed ing greater efficiency, innovation, and site (www.artinplace.com). In addi- until the 11-month term of the civic awareness into a variety of local tion to information about the spe- contract with the city has expired. cific work of art, a brief biography Public art enlivens the urban government services.The 2003 recip- of the artist, and the price of the experience.While not all of the art- ient of this award in the 50,000- sculpture, the Web site has a feed- work has garnered unqualified and-under population category is the back mechanism for the general praise, the program itself has been city of Charlottesville,Virginia, and public and potential buyers. (So far, greeted with great enthusiasm by 80 percent of the responses have the citizens of Charlottesville. City Manager Gary O’Connell for been positive about the art on dis- ArtInPlace adds beauty and provides the ArtInPlace program. play.) Finally, the site provides infor- a more varied landscape for resi- mation about the ArtInPlace dents and visitors.

The city of Charlottesville,Virginia (pop. 40,000), is fast becoming a world-class community. Long renowned for its charm and beauty, the city has capitalized on its attrib- utes and has turned what was once just another college town into one of the nation’s most exciting places Charlottesville City to live and work. Manager Gary ArtInPlace is just one of the O’Connell and many innovative programs of this Strategic Planning Director Satyendra progressive community. In 2001, the Singh Huja study city of Charlottesville partnered ArtInPlace display.

24 Program Excellence Award for Outstanding Partnerships: Public- under an intergovernmental agree- care for patients with diseases affect- Private Partnerships ment between the city of Aurora ing vision as well as advanced educa- and the University of Colorado tion for residents, graduate medical POPULATIONS GREATER THAN 50,000 Regents, was tasked with creating students, and ophthalmologists; the and implementing a long-term reuse Nighthorse Campbell Native Health plan for Fitzsimons.As the base was Building, a centralized resource for decommissioned, the FRA acquired 35 tribes across the country and the 332 acres of its property, 152 build- hub of the university’s rural outreach ings, and a significant inventory of program; the State Veterans Home; research equipment and other items and a new city of Aurora police sub- of personal property from the army. station. Still to come are a 600,000- The FRA coordinates the overall square-foot state-of-the-art research development of its 332 acres. space; Fitzsimons Commons, a $57 A board of directors for the FRA million residential/retail zone in the was formed, with representatives center of the site; and a $400 million from the University of Colorado pediatric health campus for the Regents, UCHSC and UCH,Aurora Children’s Hospital. civic and community leaders, and To complement and encourage RONALD S. MILLER private business interests, to provide the redevelopment activities, the city leadership for the myriad redevelop- of Aurora designated the new This year, ICMA’s Program ment activities being undertaken. In Fitzsimons campus and the sur- Excellence Award for Outstanding 1998 the first biotech companies rounding boundary area as an urban moved to Fitzsimons and the renewal area.This designation gives Public-Private Partnerships in the University Hospital and VA Medical the city a set of tools, including the greater-than-50,000 category goes to Center clinics opened.Two years use of tax increment financing and the city of Aurora, Colorado, and later, the state-of-the-art UCH the assembly of property through City Manager Ronald S. Miller for Anschutz Centers for Advanced eminent domain, to encourage eco- Medicine opened, including the nomic revitalization and eliminate the Fitzsimons Redevelopment 106,000-square-foot Cancer Pavilion blight conditions in the area. Project. and the 476,000-square-foot When complete, the project will Outpatient Pavilion. provide 32,000 new jobs and more The rapidly expanding than $1.2 billion in annual tax rev- Bioscience Park Center includes enues, and the statewide economic When the Fitzsimons Army Medical Bioscience Center, a 60,000-square- impact is expected to exceed $6.3 Center was officially put on the foot biotechnology incubator; billion.Through a forward-thinking Base Realignment and Closure Bioscience East, which is currently public-private venture, an economic (BRAC) list in 1995, the city of undergoing renovation and will crisis has been averted and a poten- Aurora, Colorado (pop. 290,000) offer 25,000 square feet of space for tial neighborhood blight has been was faced with the loss of nearly expansion-stage biotech companies; turned into a square mile dedicated 4,000 jobs and a soon-to-be-vacant and Bioscience Two, a three-story to learning, patient care, basic sci- military base in a section of the city facility that will offer 98,000 square ence and bioscience research, and that was already in decline.Together feet of administrative office space for development in a manner that max- with the University of Colorado UCHSC and 40,000 square feet of imizes the long-term economic Health Sciences Center (UCHSC) shell space for biotech companies. benefits to the Aurora community and the University of Colorado With three additional facilities in and the state of Colorado. Hospital (UCH),Aurora presented the planning stages, the campus is the Department of Defense with an emerging as a regional leader in the innovative proposal: a public-private bioscience industry. partnership to convert the 577-acre Other facilities that are in opera- decommissioned base into a world- tion include the Rocky Mountain class academic, clinical care, and sci- Lions Eye Institute, providing clinical entific research campus. The Fitzsimons Redevelopment The state-of-the-art UCH Anschutz Centers Authority (FRA), a special-purpose for Advanced Medicine includes cancer and governmental entity created in 1996 outpatient pavilions.

25

Celebrating Excellence In Local Government

Presented at the 90th Annual Conference of the International City/County Management Association, September 2004

Booklet sponsored by ublication of ICMA’s 2004 Annual Awards commemorative booklet was made possible through the generous contribution of ICMA Corporate Partner St. Paul Travelers (see booklet back cover).

P The St. Paul Travelers congratulates all of this year’s award recipients.

This awards booklet was A 17-member awards evaluation panel is charged with selecting the recipi- developed by: ents of the ICMA Annual Awards. Because of the time and effort that go Will Kemp into these deliberations, ICMA would like to thank the following evalu- Graphic Designer ation panel members, who complete their terms at ICMA’s 90th Annual Conference: Jane Cotnoir Senior Editor Darnell Earley, former City Administrator, Flint Michigan Michele Frisby (Chairman 2003–2004) Director, Public Information Jesse A. Garcia, former City Manager, Fort Stockton, Texas Rob Carty Cornell Hopkins, Hopkins & Hopkins, LLC, Chalfont, Pennsylvania Project Manager/Writer Brian J. Issac, President, BDI Partners Inc., Kitchener, Ontario, Canada Jesus Nava, Jr., Finance Director/Treasurer, Burlingame, California Karl F. Nollenberger, Academic Director of MPA Program, Illinois Institute of Technology Benjamin Saag, Assistant Town Manager, Jupiter, Florida J. David Strahl, Assistant Village Manager, Mount Prospect, Illinois Bonnie L. Therrien, Town Manager, Wethersfi eld, Connecticut Karen E. Wylie, Assistant to the City Manager, Mission Viejo, California

For information about ICMA’s Annual Awards Program, visit http://icma.org/awards

04-374  

Annual Award

PROFESSIONAL AWARDS Kyle R. Sonnenberg, then Town PROGRAM EXCELLENCE Manager, Southern Pines, North AWARDS Award for Career Excellence in HonorRecipients Carolina; now Assistant City of Mark E. Keane Manager, Fayetteville, North Carolina Award for Programs for the Jennifer D. Sparacino, City Manager, Disadvantaged in Memory of Santa Clara, California Award for Career Development in Carolyn Keane (populations of Memory of L.P. Cookingham 10,000–49,999) Other Nominees: William P. Buchanan, County Manager, Michael A. Conduff, City Manager, Mikki’s House—Apache Junction, Sedgwick County, Kansas Denton, Texas Arizona, and George R. Hoffmann, David T. Harden, City Manager, Delray Other Nominees: City Manager Beach, Florida Daniel W. Fitzpatrick, City Manager, Other Nominated Programs: Kurt F. Kimball, City Manager, Grand Peekskill, New York Community Connection Therapeutic Rapids, Michigan Ronald Carlee, County Manager, Recreation Gardening—Oak Park, Alan Morris, County Administrator, Arlington County, Virginia; Craig Michigan, and James D. Hock, City Miami County, Kansas S. Gerhart, County Executive, Manager Thomas H. Muehlenbeck, City Manager, Prince William County, Virginia; Home Chore and Minor Home Repair— Plano, Texas and Anthony H. Griffin, County Oak Park, Michigan, and James D. Marvin D. Thompson, City Manager, Executive, Fairfax County, Virginia Hock, City Manager Blue Ash, Ohio In-Service Training Award in Memory Award for Programs for the Carl F. Valente, Town Manager, Weston, of Clarence E. Ridley Disadvantaged in Memory of Massachusetts Thomas E. Hart, City Manager, Grand Carolyn Keane (populations of Ronald G. Wagenmann, Township 50,000 and greater) Manager, Upper Merion Township, Prairie, Texas Homeless Evaluation Liaison Program— Pennsylvania International Award in Memory of Reno, Nevada, and Charles E. Orin F. Nolting Outstanding Manager of the Year McNeely, City Manager Award Bernardo Garcia, Assistant County Other Nominated Programs: Craig T. Malin, City Administrator, Administrator, Hillsborough County, Bridging the Gap Accessibility—Martin Davenport, Iowa Florida County, Florida, and Russell D. Blackburn, County Administrator Other Nominees: Other Nominees: 4 Steps to the Future—Reno, Nevada, Edward Beasly, City Manager, Glendale, Craig G. Kocian, City Manager, Arvada, and Charles E. McNeely, City Arizona Colorado Manager Michael B. Brown, City Manager, Ellen S. Posivach, City Manager, Tarpon Neighborhood Comprehensive Savannah, Georgia Springs, Florida Revitalization—Anaheim, California, Jorge M. Gonzalez, City Manager, Assistant Excellence in Leadership and David M. Morgan, City Manager Miami Beach, Florida Award in Memory of Buford M. Taxi Coupon—Olathe, Kansas, and Charles E. McNeely, City Manager, Watson, Jr. J. Michael Wilkes, City Manager Reno, Nevada Charles P. Boyles II, Assistant City Water Affordability—San Antonio, George K. Noe, City Manager, Corpus Administrator, Clemson, South Texas, and Terry M. Brechtel, Christi, Texas Carolina City Manager Gary B. O’Connell, City Manager, (Continued on page 2) Charlottesville, Virginia Workplace Diversity Professional Thomas F. Reilly, County Manager, Development Award Clark County, Nevada Edward Beasley, City Manager, Glendale, Arizona

1 (Continued from page 1) Program Excellence Awards for Other Nominated Programs: Public Safety Program Excellence Citizen Involvement (populations Bridging the Gaps—Friendswood, Texas, Award in Memory of William H. less than 10,000) and Ronald E. Cox, City Manager Hansell, Sr., and Alice Hansell Leadership Park City—Park City, Utah, Montgomery Target—Montgomery, (populations less than 10,000) and Thomas Bakaly, City Manager Ohio, and Cheryl A. Hilvert, Hospital Transfer—Delafield, Other Nominated Programs: City Manager Wisconsin, and Matthew D. Rother’s Corner—Sonora, California, Parks PDA—Portage, Michigan, and Carlson, City Administrator and Greg M. Applegate, City Michael L. Stampfler, City Manager Administrator Other Nominated Programs: Program Excellence Award for Community E-Lert—Medina, Program Excellence Award for Innovations in Local Government Washington, and Douglas J. Schulze, Citizen Involvement (populations Management (populations greater City Manager 10,000–49,999) than 50,000) Nonprofit Chamber of Service— Public Safety Program Excellence Citizen Leadership Institute—Apache Sedgwick County, Kansas, and Award in Memory of William H. Junction, Arizona, and George R. Hansell, Sr., and Alice Hansell Hoffmann, City Manager William P. Buchanan, County Manager (populations of 10,000–49,999) Other Nominated Programs: Other Nominated Programs: Defensible Space Project—Los Alamos Independence Day Commission—Oak County, New Mexico, and Max H. Park, Michigan, and James D. Hock, Budget Lite (“Bud-Lite”)—Reno, Baker, Deputy County Administrator City Manager Nevada, and Charles E. McNeely, City Manager Other Nominated Programs: The Learning Community—Clayton, Contracting Initiative—San Antonio, Fuel Cell Technology—South Windsor, Ohio, and David W. Rowlands, City Texas, and Terry M. Brechtel, City Connecticut, and Matthew B. Manager Manager Galligan, Town Manager Program Excellence Award for Detention Day School—Douglas County, Improved Fire Service GIS Solutions— Citizen Involvement (populations Kansas, and Craig G. Weinaug, Oldsmar, Florida, and Bruce T. greater than 50,000) County Administrator Haddock, City Manager Housing Rehabilitation & Reconstruc- Neighborhood Beat—Grand Junction, Community COMPASS—Hamilton tion—Phoenix, Arizona, and Frank Colorado, and Kelly E. Arnold, County, Ohio, and David J. Krings, A. Fairbanks, City Manager City Manager County Administrator Other Nominated Programs: Internal Audit—Reno, Nevada, and Charles E. McNeely, City Manager Public Safety Program Excellence Budget Evaluation Process—Long Award in Memory of William H. Beach, California, and Gerald R. LaserFiche Document Imaging— Hansell, Sr., and Alice Hansell Miller, City Manager Denton, Texas, and Michael A. (populations greater than 50,000) Conduff, City Manager Community Building & Neighborhood Fire Safety House—Clark County, Planning—San Antonio, Texas, and Learning Academy—Alameda, Nevada, and Thomas F. Reilly, Terry M. Brechtel, City Manager California, and James M. Flint, City Manager County Manager Community Liaison—Reno, Nevada, Other Nominated Programs: and Charles E. McNeely, City Managing Differences—Plano, Texas, and Thomas H. Muehlenbeck, City Alcohol & Tobacco Enforcement— Manager Manager Flower Mound, Texas, and Graffiti Action Team—Reno, Nevada, Van James, Town Manager and Charles E. McNeely, City Management Preparation—Plano, Texas, and Thomas H. Muehlenbeck, City Community Policing—Reno, Nevada, Manager Manager and Charles E. McNeely, City Neighborhood Justice Center—Clark Manager County, Nevada, and Thomas F. Stakeholder Engagement—Olathe, Kansas, and J. Michael Wilkes, City Homeland Security Unit—Reno Nevada, Reilly, County Manager Manager and Charles E. McNeely, City Neighborhood Services Department— Manager Miami Beach, Florida, and Jorge M. Team Toyota—San Antonio, Texas, and Terry M. Brechtel, City Manager Neighborhood Improvement—Anaheim, Gonzalez, City Manager California, and David M. Morgan, Youth City Council—Reno, Nevada, and TreePower Program—Anaheim, City Manager Charles. E. McNeely, City Manager California, and David M. Morgan, City Manager Tiburon Project—Reno Nevada, and Youth Civic Engagement System— Charles E. McNeely, City Manager Hampton, Virginia, and George E. Water Quality—Martin County, Florida, and Russell D. Blackburn, County Traffic Calming Program—Reno Nevada, Wallace, City Manager Administrator and Charles E. McNeely, City Manager Program Excellence Award for Water/Wastewater Treatment Design Innovations in Local Government Team, and Ann Arbor, Michigan— Virtual Partner Mobile Technology— Management (populations 10,000– Roger W. Fraser, City Administrator Delray Beach, Florida, and David T. 49,999) Harden, City Manager Integrated Technology Solution— Monterey, California, and Fred E. Meurer, City Manager

2 Program Excellence Award Program Excellence Award Program Excellence Award for Outstanding Partnerships: for Outstanding Partnerships: for Outstanding Partnerships: Intergovernmental Cooperation Intergovernmental Cooperation Public-Private Partnerships (populations less than 50,000) (populations greater than 50,000) (populations 10,000–49,999) Best and Brightest Internship— Savannah Impact Program—Savannah, Fairfield Village Green—Fairfield, Ohio, Gypsum, Colorado, and Jeff N. Georgia, and Michael B. Brown, and Arthur E. Pizzano, City Manager Schroll, Town Manager, representing City Manager Other Nominated Programs: 40 participating jurisdictions and Other Nominated Programs: Ag-Renu Company Leaf Collection— their chief administrative officers; Alternative to Food Stamp EBT—Clark Troy, Ohio, and David E. Anderson, and Rob Fillion, intern for the town County, Nevada, and Thomas F. Director of Public Service and Safety of Sterling, representing the 40 Reilly, County Manager Business & Education Alliance—Oak interns of the University of Colorado Fire Consolidation—Reno, Nevada, and Park, Michigan, and James D. Hock, at Denver Charles E. McNeely, City Manager City Manager Other Nominated Programs: Five Main Street Groups from Lorain Cantera Development—Warrenville, A Culture of Cooperation—Jackson and County—Lorain County, Ohio, Illinois, and John M. Coakley, City Teton County, Wyoming, and Robert and James R. Cordes, County Administrator W. McLaurin, Town Administrator; Administrator; and Oberlin, Ohio, Lowes Landfill/Soccer Field Solution— and Janice K. Friedlund, County and Robert G. DiSpirito, Jr., City Southern Pines, North Carolina, and Director of Administrative Services Manager Kyle R. Sonnenberg, Town Manager Discovery After School Club—Central Foodsmart—Whittlesea, Australia, and Nature Preserve—Mequon, Wisconsin, Point, Oregon, and Phillip M. Graeme W. Brennan, Chief Executive and Lee Szymborski, City Messina, City Administrator Officer Administrator Miami Valley Risk Management Hospital Campus—Visalia, California, Association—Wyoming, Ohio, and and Steven M. Solomon, City Program Excellence Award Robert W. Harrison, City Manager; Manager for Outstanding Partnerships: Kettering, Ohio, and Steven C. K.I. Sawyer Air Force Base Reuse— Public-Private Partnerships (populations greater than 50,000) Husemann, City Manager; and Marquette County, Michigan, West Carrollton, Ohio, and G. Tracy and Steven D. Powers, County Etnies Skatepark—Lake Forest, Williams, City Manager Administrator California, and Robert C. Dunek, Oelwein Enrichment Center—Oelwein, Olathe Youth Services—Olathe, Kansas, City Manager Iowa, and Steven H. Kendall, City and Susan Sherman, Assistant City Other Nominated Programs: Administrator Manager Anaheim Achieves: After School Parker/Castle Rock Joint Sales Tax Partnership for Educational Success— Program—Anaheim, California, and Collection, and Parker, Colorado, Wake County, North Carolina, and David M. Morgan, City Manager and Aden E. Hogan, Jr., Town David C. Cooke, County Manager; Animal Resource Center—San Antonio, Administrator; and Castle Rock, and Joseph K. Durham, Deputy Texas, and Terry M. Brechtel, City Colorado, and Mark C. Stevens, County Manager Manager Town Manager Public Safety Regional Training Beach Housing Renaissance—Delray Public Sector Cooperative-Staff Center—Reno, Nevada, and Charles Beach, Florida, and David T. Harden, Development Task Force—Kearney, E. McNeely, City Manager City Manager Nebraska, and G. Allen Johnson, Regional Approach to Fire and EMS— Hot Zone—Long Beach, California, and City Manager Roanoke, Virginia, and Darlene L. Gerald R. Miller, City Manager Schertz-Sequin Local Government Burcham, City Manager Neighborhood Services Department/ Corporation—Seguin, Texas, and Volunteer Instructors Teaching Realtors Partnership—Phoenix, Jack S. Hamlett, City Manager Americana and English Language Arizona, and Marsha A. Wallace, State Route 179 Process—Sedona, (VITAL)—Mission Viejo, California, Deputy City Manager Arizona, and Eric J. Levitt, City and Dennis M. Wilberg, City Open Space Program—Wake County, Manager Manager North Carolina, and David C. Cooke, U.S. 202 Section 400 Transportation Water and Sewer Mergers—Wake County Manager Coordination Improvement—Upper County, North Carolina, and David Rattlesnake Mountain Skate Park— Merion Township, Pennsylvania, C. Cooke, County Manager Reno, Nevada, and Charles E. and Ronald G. Wegenmann, McNeely, City Manager Township Manager; and Tredyffrin, Pennsylvania, and Joseph A. Trend Homes Subdivision—Phoenix, Janasik, Township Manager Arizona, and Frank A. Fairbanks, City Manager Windsor/Severance Cooperative Planning Area IGA—Windsor, Sunnyslope Commercial Colorado, and Roderick L. Wensing, Redevelopment—Phoenix, Arizona, Town Manager and Frank A. Fairbanks, City Manager

3 Award for Career Excellence in Honor of Mark E. Keane

Established in honor of former ICMA Executive Director Mark E. pal utility recently evaluated by Keane, the Award for Career Excellence recognizes an outstandingJennifer Fitch Ratings D. to receive Sparacino a “positive” (as opposed to “stable”) business local government administrator who has fostered representative outlook, and its innovative and suc- democracy by enhancing the effectiveness of local government cessful programs have won awards offi cials and by consistently initiating creative and successful pro- from such organizations as the grams. Candidates must have a minimum of ten years of execu- American Public Power Association and the California Municipal Utilities tive, senior-level service to the profession. This year, ICMA presents Association. the Mark E. Keane Award to Jennifer D. Sparacino, city manager Ms. Sparacino has been instru- of Santa Clara, California. mental in bringing together elected offi cials, community representatives, and staff to develop a code of ethics As city manager of Santa Clara, should be used. Ms. Sparacino over- that provides guidelines and strate- California (pop. 105,800), since 1987, saw an extensive and open public gies for addressing the ethical ques- Jennifer Sparacino has led the city participation process to help the tions that arise daily in municipal through a crucial period of growth community reach consensus. What government. The city’s ethics pro- and discovery. Under her manage- was once a blighted area now houses gram won Santa Clara the prestigious ment, the city’s population increased the corporate headquarters of Sun Helen Putnam Award for Excellence by more than 16,000; its budget grew Microsystems; restored historical from the League of California Cities. from $258.5 million to $442.2 million; buildings that are available for public Perhaps Ms. Sparacino’s most and the city invested $1.25 billion in use; a carefully preserved open space enduring legacy to the community is capital projects designed to improve and wildlife habitat; day care facili- her commitment to affordable hous- the city’s infrastructure and quality ties; shelter for homeless families; ing in one of the nation’s most expen- of life. Under Ms. Sparacino’s ten- housing for seniors and low-income sive housing markets. As executive ure, Santa Clara is now a recognized residents; and Rivermark, a new director of the city’s Redevelopment leader in municipal government. neighborhood that will include 3,000 Agency, she has spent or committed Santa Clara is a full-service city single- and multifamily homes, a more than $73 million for below-mar- with a wide span of municipal, plan- commercial center with a full-service ket new homes, fi rst-time home-buyer ning, and community services; nearly supermarket, a hotel, a new school, loans, rehabilitation loans for exist- 450 acres of parks and open space; a fi re station, a library, and a park. In ing properties, residences for seniors busy libraries; recreational programs 2001, because of its successful reso- and the disabled, assisted living and and facilities; 247 miles of streets; lution of community issues through dementia care homes, transitional three utilities; and a city-owned the collaborative efforts of govern- housing for homeless families, and convention center. The city’s diverse ment, local businesses, schools, and shelters for homeless teens and bat- population, many members of whom nonprofi t organizations, the National tered women. The U.S. Department of are professionals in Silicon Valley’s Civic League named Santa Clara an Housing and Urban Renewal ranked high-tech industry, demands a munic- “All-America City.” Santa Clara “#1 in California” and ipal government as innovative, pro- The city of Santa Clara owns and “#2 in the Nation” for its perfor- ductive, and service-oriented as the operates its electric, water, and waste- mance under the Home Investment corporations that defi ne the area. water utilities and maintains the low- Partnership Act Program. Ms. Sparacino has created an est combined utility rates in the nine Throughout her 26-year career environment conducive to positive, Bay Area counties. When deregula- in municipal government, Jennifer collaborative relationships among tion of California’s electric market in Sparacino has effectively met and sur- elected offi cials, city staff, and the 1996 caused major fi nancial upheav- passed the challenges of a growing, community. In 1999, when 300 acres als for investor-owned and municipal changing community while exempli- of a former state facility were made utilities, Ms. Sparacino’s prudent and fying personal integrity and creativity. available for development, many strategic approach allowed the city’s She is clearly a shining example for community residents held strong and electric utility to grow and prosper. others in public service. opposing views on how the property It was the only California munici-

4 Outstanding Manager of the Year Award

ICMA’sICMA’s Outstanding Manager of the YearYear AwardAward recognizesrecognizes a locallocal in improved service levels despite a government administrator who has initiated and implemented cre- nearlyCraig 10 percent T. reduction Malin in work- force, and a 12 percent increase in ative, innovative projects and programs in the management of his citizen satisfaction with city services. or her community, regardless of his or her cumulative tenure. His third strategic goal for city Craig T. Malin, city administrator, Davenport, Iowa, is the 2004 governance—to be “purposeful”— recipient of this award. meant aligning actions, both symbolic and substantive, with visions and goals. Through a performance man- agement restructuring, membership As the nation’s economic expansion has served Davenport well. With in ICMA’s Center for Performance wound down in 2001, Davenport, residents working through issues col- Measurement, newly crafted 360- Iowa (pop. 98,359) struggled against laboratively, the city is updating its degree evaluations, and partnerships 20 years of population decline and comprehensive plan for the fi rst time with union leaders and the private economic stagnation. At that time, in 27 years. Davenport also joined sector, Davenport has become the Craig Malin was hired as the new city with Rock Island, Illinois, its sister most effi ciently managed large city in administrator, and the state had just city across the Mississippi River, to Iowa. The city has the second-lowest approved the city’s Vision Iowa appli- launch the “RiverVision,” a riverfront tax rate of any comparable city, even cation for the $113 million downtown redevelopment planning process with capital improvements continuing “River Renaissance” redevelopment unmatched in bi-state waterfront at twice the historic rate due to long- plan. With city government perceived scope anywhere in the nation. And deferred infrastructure maintenance. as closed to public input, many con- the downtown that had languished These days, each new success in sidered the required 60 percent public for decades is now enjoying a renais- Davenport brings higher expectations. vote a lost cause. Mr. Malin led a bal- sance. Davenport is leveraging nearly While state actions and market con- anced public information campaign $400 million in new investment with ditions in 2003 cost the city budget that moved government beyond construction of the fi rst downtown several million dollars, necessitating responsiveness to inclusion. The ref- offi ce tower in 20 years; renovation of position reductions and belt tighten- erendum won with 73 percent, and America’s fourth-oldest active profes- ing, Mr. Malin remained a steadying Davenport became Iowa’s only city to sional ballpark; the opening of the and guiding force. He forsook time hold a successful Vision Iowa vote. American Roots Music Museum and a off to ensure that the momentum This open approach to govern- world-class art museum; development Davenport achieved would not be lost ment held sway in other crucial city of a “New Ventures” business incuba- amid the fi nancial turmoil and gave projects as well. In a land planning tor; and conversion of vacant indus- his unused vacation days to depart- controversy he inherited upon his trial space into loft residences. ment heads as compensation for arrival, Mr. Malin fi rst listened—both Mr. Malin’s leadership philosophy deferred management bonuses. He to the development community and is rooted in making city government then made sure that every employee to those who opposed implementa- “open, agile, and purposeful.” To received a wage increase before he tion of the sprawl-oriented plan—and promote an open government, he led did. When another city offered to then helped launch a detail-rich a training session for city staff, expos- hire him at a substantial pay raise, he and transparent planning process. ing them to different public engage- declined, reaffi rming his commitment Through several community meet- ment techniques. He then entrusted to Davenport. ings, residents viewed concepts of the his managers to select the technique Craig Malin’s leadership, energy, many development outcomes, voted most suitable for each situation and professional skill, and unselfi sh com- for their preferences, and even drew make soliciting citizen input the foun- mitment have enabled him to lead the up their own plans for the 630-acre dation for city policy. transformation of a previously stag- area. A citywide survey was also con- Mr. Malin also conducted a train- nant city into one of the most resur- ducted to include those who could ing series on “agility theory,” a mili- gent communities in the Midwest. not attend the meetings. tary concept designed to facilitate a This ability to fi nd consensus swift response to changing conditions among formerly contentious voices at every level. This approach resulted

5 Award for Career Development in Memory of L. P. Cookingham

Each year,year, ICMA prpresentsesents the AwardAward for CareerCareer DevelopmentDevelopment toto young professionals and mid-career a corporate member who has made a signifi cant contribution to Michaelmanagers to A.a higher Conduff level through responsibility and accountability. His the development of new talent in professional local government staffi ng history shows a dedication to management. The award commemorates former ICMA presi- professional development by fostering dent L. P. (Perry) Cookingham, who is credited with creating the the growth and skill development of local government internship. This year, ICMA presents the Career new people into the municipal work- force. Development Award to Michael A. Conduff, city manager of A graduate of the 1988 Leadership Denton, Texas. Kansas Class, Mr. Conduff is active in a number of professional and civic organizations, including the Michael A. Conduff learned early in day at work: one of our primary International Policy Governance® his career that mentoring is an impor- jobs is to develop the talent around Association and the Texas City tant part of professional local govern- you without impeding their career Management Association, of which ment management. At age 27, he was growth.” While in Bryan, Mr. Conduff he currently serves as past state appointed city manager of Pittsburg, revamped an internship program to president. He is also a member of Kansas, where he met Buford Watson, give undergraduate and graduate stu- Who’s Who Worldwide and a fully city manager of Lawrence, Kansas, dents an opportunity to experience a credentialed member of ICMA. In and president of ICMA. From this municipal work environment. “Mike addition, Mr. Conduff has published legend of the profession, Mr. Conduff was also very comfortable letting several books and numerous articles reaped the benefi ts of a quiet men- employees take some chances and in national publications on topics as toring approach that encourages develop ideas on their own,” reports diverse as neighborhood empower- and protects young professionals. Mr. Nehring. “If the decision led to ment and citizen linkages in the By the time he became city manager problematic situations, the criticism governance process; he is a frequent of Manhattan, Kansas, Mr. Conduff was always constructive, positive and speaker at professional and civic had had the opportunity to serve as geared toward corrective action.” events; and he is a consultant to mentor himself, encouraging his staff Mr. Conduff continues his legacy organizations that want to improve to seek outside educational experi- of professional development in his their governance and management ences and to grow as professionals by current position as city manager of systems. accepting new challenges and learn- Denton, a rapidly growing commu- Mr. Conduff has been recognized ing from their successes and failures. nity of 95,000 in the dynamic North with numerous state and national Among those who benefi ted from Texas corridor. He actively encourages awards throughout his career, includ- Mr. Conduff’s guidance was Ron employees to participate in award- ing the 1992 Intergovernmental Fehr, assistant director of parks and winning in-house training opportu- Distinguished Service Award from the recreation. According to Mr. Fehr, nities and to seek outside training Intergovernmental Cooperative Group. who is now the city manager of when appropriate. He also provides He was one of the fi rst individuals Manhattan, Kansas, Mr. Conduff “was an open-door policy and continuous to receive the ICMA Credentialed a wonderful sounding board when I opportunity for the two young profes- Manager designation and was elected was completing my master of public sionals in his offi ce. to the ICMA Executive Board this administration degree, and his leader- While president of the Texas year. Most important, however, is ship helped me grow into a more City Management Association, Mr. Mr. Conduff’s legacy of professional competent manager.” Conduff traveled often and his cal- development. As he has said, “People Chad Nehring, city manager endar was always full. Yet he took who give of their time and energy of Center, Texas, worked for Mike time to have lunch with his young to serve on a city council or other Conduff in Bryan, Texas, for almost professionals, challenging them with board are doing their level best to two years: “Mike was and still various projects and research assign- make a difference. My passion is to remains a signifi cant infl uence on ments and allowing them the freedom provide the leadership to give them my career . . . . [He] helped me learn to work out a solution. Inherent in the tools and insights necessary to be a valuable lesson that I use every his mentoring is a desire to empower successful.”

6 In-Service Training Award in Memory of Clarence E. Ridley

ICMA’sICMA’s In-Service TrainingTraining AwardAward is presentedpresented to the administra-administra- hone those skills and teach them tor or administrators who have developed and implemented highly theThomas fi ner points of cityE. policies Hart and leadership. To this end, he worked effective in-service training programs for local government employ- with human resources and market- ees. The award was established in memory of Clarence E. Ridley, ing to establish the Grand Prairie a pioneer in the fi eld of local government management. This year, Management Academy. The 12-month ICMA presents the award to Thomas E. Hart, city manager of academy, which began in April 2003, features three half-day classes each Grand Prairie, Texas. month on various management train- ing topics, including leadership, governance and the city council, deal- “To make a great dream come true, them about the broad array of city ing with people, teamwork, employ- fi rst you must have a great dream.” services, and provide a good founda- ment law, personnel recruitment and Tom Hart uses this quote frequently. tion for happy, knowledgeable, long- hiring, performance management, His dream was to create an organi- term employees. The former two-hour information technology, and personal zation that makes raving fans of its orientation was replaced with almost health and wellness. customers, and so when he arrived in two days of information, trade shows, What makes all this work is Grand Prairie, Texas (pop. 135,000) games, a bus tour with stops at the teamwork, and Mr. Hart loves build- in 1999, Mr. Hart created a customer various departments and outlying ing teams. In his fi rst year as city service training series. This series, offi ces, and lunch paid for by the manager, he took his directors to a called Raving Fans, evolved into the city, where Mr. Hart meets all new ropes course to get to know his staff, city’s mission statement: “To Create employees. develop the team, promote trust, and Raving Fans by Delivering World In 2002, Mr. Hart created the work on future goals. Other team- Class Service.” Citywide Assessment Program building activities have included an Mr. Hart presented his pro- (CWAP). Directors are divided into overnight camping trip, Christmas gram in a full-day training session, teams and assigned specifi c areas of dinners with the city council, outdoor attended by all employees. Through town. Each team immerses itself in its goal-setting workshops, and monthly case studies, empowerment, recogni- own area, driving down every street card games—events that enable direc- tion, example, and common sense, at different times of day and night, tors to interact socially and thereby he taught employees how to deliver walking through every city facility, build a stronger team. world-class service and make custom- and talking to the people who live Mr. Hart’s efforts have paid ers feel special enough to become and work there. Among other things, off handsomely. The City-County raving fans of the city. To reinforce CWAP teams have discovered a major Communications and Marketing this philosophy, he held follow-up illegal dump site, alerted the electric Association has recognized the training and added the city’s mission company to a dangerously leaning Raving Fans and New Employee statement to all city materials, elec- electric pole, and installed a new Orientation (NEO) programs with tronic and print. He also instituted a sidewalk near a school where kids awards, and the Innovations Group recognition program enabling employ- had to walk in the street. The insight plans to highlight the Grand Prairie ees and citizens to say thanks and and information gained during the Management Academy at its annual provide feedback. CWAP has helped directors see things conference. Directors look forward To put so much energy into from a different perspective and get to to the next annual retreat, and when making customers feel valued, city know areas of town that many have space allows, tenured employees sign employees must feel valued as well, never seen. up for the NEO bus tour. Best of all, so Mr. Hart helped inaugurate a After four years as city manager, thanks to City Manager Tom Hart, series of events to reward employees Mr. Hart realized that most of his there is now a new, empowered, fes- and celebrate their success. He also experienced managers would soon tive, creative culture among Grand established an orientation program retire. As those who remained had Prairie employees and residents. to welcome new city employees into been promoted because of their job the city family, introduce them to performance rather than their man- the Raving Fans philosophy, educate agement skills, Mr. Hart sought to

7 International Award in Memory of Orin F. Nolting

ICMA’s International Award, established in memory of Orin F. ties. At its conclusion, the president Nolting, recognizes a local government and its chief administrator of Bernardothe university asked GarciaMr. Garcia to bring 12 professionals of his choice to for furthering the cause of international understanding and coop- Veracruz for a second conference. eration by successfully adopting a program from another country; The second Exchange Series becoming actively involved in exchanges, sister-city activities, or conference, held at the University of educational/cultural activities with another country; or establish- Veracruz in October 2003, accom- plished two primary goals: (1) to ing a relationship with a local government from another country provide curricula that would comple- that resulted in innovative, concrete management improvements. ment the university’s master of The recipient of this year’s award is Bernardo Garcia, assistant public administration requirements county administrator of Hillsborough County, Florida. by presenting specifi c public works topics and (2) to create a network that identifi es university resources for conducting research and developing En route from Tampa to Denver for iarize public works managers in training programs; offers continu- the 1997 American Public Works Mexico with leadership skills prac- ing education at both the technical Association (APWA) Congress, ticed in North America. Mr. Garcia and postgraduate levels for public Bernardo Garcia refl ected with sat- visited Monterrey, Mexico, to meet servants in Veracruz on planning and isfaction on the special opportunity with public works leaders, private managing sustainable growth within that his upcoming meetings with sector professionals, university deans, the state; and helps the university representatives of the Asociación de and engineering students, all of enhance interdisciplinary commu- Municipios de México (AMMAC) pre- whom were committed to molding nication among professors, admin- sented. As director of public works the future leaders of Mexico and who istrators, and students, particularly for Hillsborough County, Florida would benefi t greatly from these spe- in architecture, engineering, public (pop. 1 million), he was excited about cialized materials. administration, tourism, marketing, the possibility of establishing the fi rst Over the next two years, Mr. Garcia and environmental sciences. public works information exchange visited San Luis Potosí on behalf of Promoted to assistant county program with Mexico. ICMA’s International Resource Cities administrator for community services Because AMMAC and APWA have Program (now the City Links Program) in July 2003, Mr. Garcia now oversees much in common in both their mem- for a weeklong series of meetings, the planning, budgeting, and opera- bership and goals, Mr. Garcia devel- assessments, and presentations. He tions of eight county departments—in oped a written agreement through also hosted Mayor Hugo Fernández all, more than 3,000 employees. In which the two organizations would Bernal of Córdoba, Veracruz, who vis- December 2003, at Mr. Garcia’s urging, share technical knowledge and public ited Hillsborough County to observe its the University of South Florida and agency management practices. He management processes and public Hillsborough County initiated a work- then traveled to Mexico to learn more works operations. study program for undergraduate about public infrastructure in that In November 2002, his efforts Mexican students in civil engineering. country, as well as about the critical paid off as Hillsborough County In 2004, Mr. Garcia will meet with uni- funding and institutional issues facing hosted the fi rst conference in Mr. versity presidents in Ciudad to further Mexican municipal, state, and federal Garcia’s International Public Works expand this program. governments. Exchange Series. Eight government Mr. Garcia has promoted excel- In 2000, the leadership of the leaders from the states of Veracruz, lence in public works management Institute of Transportation Engineers Mexico, and Baja, California, at an international level, building a asked Mr. Garcia to participate in attended, along with administrators strong relationship with educators identifying technical publications for from the University of Veracruz. The and government managers in Mexico, translation into Spanish. At Mr. Garcia’s weeklong program included semi- and encouraging the next genera- recommendation, the effort was nars on all aspects of public works tion of public works professionals to expanded to include documents on management and operations, as well achieve levels of excellence in city best management practices to famil- as tours of key public works facili- administration and governance.

8 Assistant Excellence in Leadership Award in Memory of Buford M. Watson, Jr.

II

ICMA’s Assistant Excellence in Leadership Award, which com- encourage new private investment memorates former ICMA president Buford M. Watson, Jr., is pre- Charlesin the downtown P. area. Boyles The proj- ect involved multiple land swaps sented to a local government management professional who has with private owners and churches, made signifi cant contributions toward excellence in leadership broad public input to determine the while serving as an assistant to a chief local government admin- external appearance of the facility, istrator or department head. This year’s recipient of the Assistant and the design of a future fi ve-story mixed-use building connected to it Excellence in Leadership Award is Charles P. (Chip) Boyles II, by an over-street walkway. Opened assistant city administrator of Clemson, South Carolina. December 2003, the parking deck gives merchants a tool for marketing downtown Clemson while the public Chip Boyles chose his career path Honor Award from the Palmetto Trust investment spawned signifi cant pri- while attending the University of for Historic Preservation, the S.C. vate investment in the construction of South Carolina. After three years as a Department of Archives and History, new retail buildings along the area’s state senator’s aide and two more as and the Governor’s Offi ce. main shopping corridor. This renova- a community and economic develop- Concurrently, Clemson was con- tion is the fi nal phase of a four-part ment specialist for the South Carolina sidering ways to expand education project under Mr. Boyles’s supervi- Lowcountry Council of Governments, opportunities for young adults, and sion to relocate overhead utility lines, he was appointed city manager of local offi cials believed that extend- construct on-street parking, add bike Hardeville, South Carolina, a small ing transportation beyond the city lanes, reconstruct sidewalks with community in which a city manager limits would benefi t not just students brick paving materials, and landscape must wear several hats. There he suc- but all residents. Mr. Boyles helped the entire area. cessfully developed a budget process structure an “inclusive partnership” In reviewing Mr. Boyle’s accom- that strengthened the town’s fi nancial among four cities, one county, and plishments, four important facts position, enabling it to implement four universities to produce the 30- must be noted. First, the city has not important capital projects, including mile-long 4U Transit route that con- condemned a single property on any a water/sewer capital improvement nects the four schools, several large of these initiatives—a testament to plan. employers, and shopping and medical his ability to work with people and In 1995 Mr. Boyles was hired offi ces. The project received ICMA’s obtain buy-in on a project. Second, as city manager of Taneytown, 2003 Program Excellence Award for each project has been accomplished Maryland, where he helped create a Intergovernmental Cooperation. within budget and in a timely man- municipal partnership that negotiated While Clemson’s 2002 budget ner. Third, public response to the fi n- a cross-jurisdictional cable franchise process was under way, the city’s ished products has been outstanding. agreement benefi ting 35,000 sub- horizontal brush grinder was near- Finally, the projects and programs scribers. He was also instrumental in ing the end of its useful life. Mr. were managed in a manner that achieving a long-sought sewer line Boyles created a partnership that refl ects the commitment to quality upgrade and construction of a new included the heavily forested cities of that the city council demands. wastewater treatment plant, result- Pendleton and Central to purchase a Chip Boyles is quick to acknowl- ing in the Maryland Rural Water new, larger grinder that allows one edge the role teamwork and outside Association naming him the “1998 operator to grind brush for all three help play in the success of his pro- Decision Maker of the Year.” communities. Now, more than 24,000 grams and projects. But his inclu- In 2000, Mr. Boyles was hired as cubic yards of brush are collected and siveness, leadership by example, Clemson’s assistant city administra- ground annually at a lower cost for commitment to public service, and tor, and his fi rst project was to man- each community, while creating more great sense of humor have earned age the restoration and renovation of than 5,000 cubic yards of mulch free him a reputation in Clemson as an the historic railroad depot with the for taxpayers’ use. example of excellence in professional Clemson Area Chamber of Commerce Around the same time, the city management as the building’s new tenant. This funded the design and construc- project won the 2002 South Carolina tion of a 250-space parking deck to

9 Workplace Diversity Professional Development Award

ICMA’sICMA’s WorkplaceWorkplace DiversityDiversity ProfessionalProfessional Development AwardAward and a special presentation of holiday is presented to an administrator who has designed outstanding traditions.Edward The committee Beasley also helped the human resource department career development programs, policies, or practices specifi cally develop and implement diversity to assist minorities and women in local government. This year, training citywide. Information about ICMA presents the award to Ed Beasley, city manager of Glendale, diversity-related initiatives has been Arizona. made available on the city’s intranet, on public bulletin boards, in book discussion groups, and in a monthly newsletter. Glendale, Arizona (pop. 225,000), is One of the central recommen- Mr. Beasley has sought to extend an impressive example of diversity in dations of the audit was to cre- the city’s diversity message through- action. Under the leadership of City ate a work environment based on out the community. Efforts are under Manager Edward Beasley, the city has teamwork. To help bring this idea way to encourage and support minor- taken signifi cant steps to ensure that to fruition, Mr. Beasley called on ity-owned companies to conduct a diversity of culture exists through- the Glendale Diversity Committee. more business in Glendale, and the out the entire organization and that Representing all levels and areas city is fostering partnerships with opportunities are available for all. of the organization, the committee these companies to promote a better In 1996, Glendale was the fi rst strives to promote the benefi ts of a understanding of Glendale. city in Arizona to formalize its efforts diverse workforce and to create an Most recently, Mr. Beasley created to create a diversity committee to environment in which diversity is a Diversity Commission, a seven- promote multicultural initiatives. Two respected, encouraged, valued, and person board to which he directly years later, the city took a bold step supported. Its foundation is the con- appoints members on the basis of to internally examine business and cept of “US,” which stands for our their passion for diversity, their posi- hiring practices through an extensive unique selves. The concept provides tive attitudes, and their leadership cultural audit. With the help of a pri- an innovative way for city employ- abilities. The commission reviews vate consultant, Glendale conducted ees to explain diversity initiatives in human resource policies, city man- a two-phase assessment that ques- Glendale: “Diversity is everything that ager directives, and internal proce- tioned employees on what they liked makes US, and the city of Glendale is dures with regard to diversity, and it and did not like about the organiza- made up of all of US.” The committee serves as the enforcement arm of the tion. In accordance with recommen- has developed a number of strategies diversity committee. dations from the consultant’s report, designed to further this message, and In just a few years, Glendale has citywide recruitment procedures were Mr. Beasley has provided a forum to made many advances in the area of changed, requiring interview panels openly and honestly discuss the city’s diversity. For example, women and to have diverse representation, and a policies, procedures, and business minorities in leadership positions new employee development program practices as they relate to a diverse have increased to 58 percent—a was put into place. community. substantial feat, considering that The results of the audit became Among its key initiatives, the just two years ago, fewer than 12 the basis for a road map that committee has hosted several keynote percent occupied these positions. Mr. Beasley used to direct his vision speakers brought in from the com- Achievements like this have hap- of diversity in the organization. munity to discuss their cultural and pened because of Ed Beasley’s lead- Glendale’s diversity initiatives are racial backgrounds. The monthly ership and the contributions of city not knee-jerk reactions on the part of educational seminars feature top- employees to ensure that diversity management to an internal problem; ics such as “What Color Is Color,” a stands as one of the most valued con- instead, they enjoy the full support special program presented by moti- cepts in Glendale. of employees and the city manager’s vational speaker and trainer Michael offi ce, both of which are committed Horne. Other programs have included to making Glendale the best organiza- a Japanese-American cultural event, tion possible. a discussion on understanding Islam,

10 Award for Programs for the Disadvantaged in Memory of Carolyn Keane

POPULATIONS OF 10,000 TO 49,999

ICMA’s Award for Programs for the Disadvantaged, established in memory of Carolyn Keane, recognizes a local governmentApache that Junction, Arizona has enhanced the quality of life for the disadvantaged, including homeless citizens and people with AIDS. This year, ICMA presents the award in the 10,000-to-49,999 category to the city of Apache Junction, Arizona, and City Manager George R. Hoffman for the Mikki’s House program.

According to the The rehabilitation of this house Mikki’s House residents receive home rehabilitation information. 2000 census, 31 has benefi ted the city and the com- percent of the munity in numerous ways: homes in Apache • Increased public-private collabora- vide a refuge away from city hall Junction, Arizona tion. In addition to using its where “residents are able to retain (pop. 41,104) were Chamber of Commerce Main their dignity and self-esteem built more than Street program, “Paint the Town,” when circumstances require that GEORGE R. HOFFMAN 25 years ago, and to purchase paints at a discount they accept city and federal hous- nearly 12 percent to repair Mikki’s House, the city ing rehabilitation assistance.” of the city’s population is below the solicited contractors to provide poverty level. Since 1982, Apache all residents participating in Thanks to the program’s success, Junction had provided some hous- the rehab program with air- the city now makes greater use of the ing assistance through its housing conditioning fi lters and small fi re house by “lending” it to local contrac- rehabilitation program, but without extinguishers. tors for seminars, to the city’s plan- a place for residents to meet and ning and zoning employees for code • Increased use of community receive information, and without con- compliance lectures, and to the city’s resources. Through a partner- tinuous training opportunities, many Neighborhood Partnership Team to ship with Pinal County’s Adult homes remained dilapidated and educate residents on property main- Probation Department, the city many residents underserved. tenance and other issues important to tapped into the county’s com- In spring 2003, Mikki Frazier of the the mayor and council. By encourag- munity service requirements for city’s development services department ing the local media, cable channel, the labor needed to paint Mikki’s recognized the increasing need for and the city’s magazine, Cityscape, to House. This partnership could be rehabilitated housing for the city’s low- promote the value of Mikki’s House used in the future to rehabilitate to moderate-income residents. Depart- to the community, the city also bol- the homes of residents who are ment employees, facing a long waiting sters community involvement in the unable to do it themselves. list of homes in need of rehabilitation, housing rehabilitation project. worked feverishly to bring this num- • Increased neighborhood aesthetic. Finally, the project helps the city ber down. Then, with the waiting list In rehabilitating Mikki’s House, realize its goal of eventually funding greatly reduced and the backing of the the city not only provided a new a separate division or department of city manager, the department encour- training center but also improved housing, rather than funding projects aged the council and city staff to sup- the overall appearance of the through the Arizona Department port the rehabilitation of a vacant, city- neighborhood. of Housing and the Community owned house located within a mile of • Increased participation in home Development Block Grant program. city hall. The entire community pitched rehabilitation projects. Through The success of Mikki’s House has in, and the result was Mikki’s House, Mikki’s House and its rehabilita- enabled Apache Junction to help where residents can receive home tion projects, participation in many of its residents rather than rehabilitation information, attend lec- home maintenance counseling resorting to the archaic and ineffi cient tures, and practice their newly acquired has increased. More important, system of helping one resident at a home-maintenance skills. the house enables the city to pro- time.

11 Award for Programs for the Disadvantaged in Memory of Carolyn Keane

POPULATIONS OF 50,000 AND GREATER

ICMA presents the 2004 Award for Programs for the Disadvantaged in Memory of Carolyn Keane in the 50,000-and-greater category Reno, Nevada to Reno, Nevada, and City Manager Charles E. McNeely for the Homeless Evaluation Liaison Program (HELP).

Traditional polic- debilitating circumstances, often with ing methods of little or no hope. The goal of HELP is increased enforce- to assist the homeless in getting back ment and incar- to their families and the critical sup- ceration for misde- port systems on which everyone in Mountain bikes aid HELP offi cers in assisting Reno’s homeless. meanor vagrancy society depends. crimes were not HELP is a joint project of the CHARLES E. MCNEELY solving the prob- Reno police department and the and provided support do not return lem of a chroni- Washoe County sheriff’s department. to homelessness in Reno, this means cally homeless population in Reno, Each agency has assigned one offi cer a tremendous savings in manpower Nevada (pop. 195,000). The approach to the downtown HELP offi ce, which and expense over traditional meth- only ameliorated the homeless prob- is located inside the Greyhound Bus ods, which may include several days’ lem for the number of days the indi- terminal. Offi cers are equipped with incarceration over a period of time. vidual was incarcerated, amounting mountain bikes to patrol areas where In 2003, HELP successfully obtained to an expensive attempt to address the homeless gather, such as along travel funds for clients from the cli- the issue with poor results. the river corridor, in parks, and in ents’ own support systems; nearly In 1994, the city of Reno devel- alleys. Upon encountering a homeless half of these funds were provided oped the Homeless Evaluation Liaison person, an offi cer can refer the indi- by the clients’ families after offi cers Program (HELP), an alternative solu- vidual to the HELP offi ce, where they had helped with travel arrangements, tion that could cut the cost of incar- are interviewed to determine what including food and appropriate cloth- ceration to $75.00 per day as well as assistance is most needed and what ing. Last year alone, HELP offi cers reduce the nearly 100 percent rate at resources can best provide that help. interviewed 1,980 individuals, suc- which homeless individuals return to Some homeless people are referred cessfully assisted 656 people to return the street. to local programs such as shelters or home, and referred to employment It has been determined that most alcohol rehabilitation centers; oth- agencies 551 of those capable of earn- homeless individuals suffer from ers are given job referrals. One-third ing their own travel funds. mental health and/or alcohol prob- of the individuals interviewed are HELP continues to assist more lems. These problems contribute to reunited with family or friends once than 600 people each year; last year their disconnection from support it has been verifi ed that there is sup- alone this meant an estimated savings systems and families, thus leaving port available and a place to reside. of more than $500,000 in incarcera- them alone on the streets to deal with The Reno police department does not tion costs. St. Vincent’s Dining Hall, send anyone to another community the only provider of a free daily meal where they would once again be in a in the community, estimates that, as homeless situation. a result of the program, 250 fewer HELP’s average bus ticket price meals per day are being served than of $70.00 is less than the $75.00 seven years ago. And many homeless cost for one day of incarceration. service providers credit HELP with Because 96 percent of the individu- reducing the number of homeless als reunited with family members individuals in the community.

A HELP offi cer prepares a client referral.

12 Public Safety Program Excellence Award in Memory of William H. Hansell, Sr., and Alice Hansell

POPULATIONS OF LESS THAN 10,000

ICMA’s Public Safety Program Excellence Award, established in memory of Philadelphia fi refi ghter William H. Hansell, Sr., and hisDelafi eld, Wisconsin wife, Alice, is awarded to a local government and its chief admin- istrator for the most creative public safety program. This year, ICMA presents the award in the less-than-10,000 population cat- egory to the city of Delafi eld, Wisconsin, and City Administrator Matthew D. Carlson for the Delafi eld Hospital Transfer Protocol.

Delafi eld EMT personnel transport a patient to The Delafi eld, As Delafi eld’s reputation for nearby Oconomowoc Memorial Hospital. Wisconsin (pop. quality service grew, its personnel 6,700) fi re depart- fostered relationships with emergency ment has evolved room (ER) staff and the EMS director transport agreement between a hospi- from a department from nearby Oconomowoc Memorial tal and a municipality. of 22 volunteers to Hospital (OMH). These professionals Under the agreement, the city the partially full- recognized the hospital’s obligation gains revenue from billing transport MATTHEW D. CARLSON time, partially to ensure that patients in need of patients while receiving monthly pay- paid-on-call critical clinical services not generally ments of $5,000 from the hospital to department in place today. In 1998, available at OMH (e.g., critical heart offset the costs of hiring an additional the cost of three new full-time ailments, major trauma, severe burns, 1.5 full-time-equivalent paramedics. employees was offset by local fi re and critically injured children) would The new personnel not only reduce inspection fees and payments from be transported by licensed and skilled the demands on department members the state for successfully completing ambulance personnel to facilities in who provide the transfer services, commercial property inspections. the Milwaukee metropolitan region but also provide added daytime staff- By 2001, the department was that could provide the specialized ing for other calls within the com- providing service at the emergency care. They also recognized how the munity. With the revenue received medical technician (EMT)-paramedic higher skill levels developed by the from transport patients ($143,978 in level, the highest level of emergency Delafi eld EMS and paramedic staff 2003), combined with the $60,000 medical services (EMS) within the could fulfi ll this transportation need. received annually from the hospital, United States. To fulfi ll the 1,100-hour To date, the Delafi eld team has saved the program generates more than EMT training requirement, personnel hundreds of lives by quickly transfer- $200,000 each year, offsetting the devote approximately 20 hours per ring patients in the care of trained total costs of the fi re department and week and attend a 10-month para- paramedics onboard the ambulance. reducing the community’s reliance on medic training program while work- Delafi eld’s team conducted the property taxes. The agreement, which ing full time at their regular occupa- fi rst interfacility transport in January solidifi es the relationship between tions. Delafi eld is one of only fi ve 2001. Over the next two years, howev- the community and the hospital to departments in Waukesha County—as er, the increasing number of calls, and the benefi t of both parties, has also well as the county’s fi rst paid-on-call the growing percentage of those calls served as a model for a neighboring department—to provide this level of that required interfacility transfers, community and hospital. service, and to do so 24/7, it had to became a matter of concern. Since Beyond saving lives, the interfa- hire two more full-time fi refi ghter/ most of the calls occurred midday— cility transport program has increased paramedics. The cost of these addi- the most diffi cult time for a paid-on- the sense of pride among members tions was offset by revenue collected call department to serve—many ser- of the Delafi eld fi re department as from ambulance patients, but as the vice providers experienced burnout. well as their understanding of cus- department grew in services and To address the resource issue, in April tomer-driven service. The program’s responsibilities, the community had 2003, the hospital administration and success has also fueled discussions to fi nd revenues other than property the city administrator signed what between Delafi eld and Oconomowoc taxes to fund the highest-quality EMS. may be the country’s fi rst interfacility (Continued on page 25)

13 Public Safety Program Excellence Award in Memory of William H. Hansell, Sr., and Alice Hansell

POPULATIONS OF 10,000 TO 49,999

The 2004 Public Safety Program Excellence Award in the 10,000-to-49,999 population category goes to the countyLos of Alamos, New Mexico Los Alamos, New Mexico, and to Max H. Baker, Deputy County Administrator, for the county’s Defensible Space project.

In May 2000, the began to develop a comprehensive Cerro Grande mitigation program for property wildfi re swept owners in the event of another through the major wildfi re. In August 2002, the Mascot “Reddy Squirrel” greets kids during Defensible Space Day events in April 2004. mountainside Los Alamos County (pop. 18,000) community of Los Defensible Space Project moved Alamos, burning from concept to reality when the MAX H. BAKER more than 47,000 county council approved the multi- to discuss defensible-space concepts acres, destroying million-dollar project, which focused specifi c to their properties. 235 structures in Los Alamos and 112 primarily on restructuring vegetation The mitigation portion of the Los structures at the Los Alamos National around the highest-hazard perimeter Alamos County Defensible Space Laboratory, forcing 18,000 residents areas. Project was completed in December to be evacuated, and leaving 403 fam- The project was created to 2003, on schedule and under budget. ilies homeless. As the citizens strug- improve the community’s defensibil- Although the scope of the original gled to put their lives back together, ity and survivability and to enhance project embraced only those proper- county offi cials realized that proactive fi refi ghter and resident safety during ties in Los Alamos, the community of steps were needed to protect this a wildfi re by modifying and thinning White Rock was added in July 2003. wildland-urban interface (WUI) com- vegetation on private property, thus In the end, more than 3,400 homes munity from future wildland fi res. interrupting potential fi re paths from were included in the project and In the days following the fi re, the the surrounding wildland to homes nearly 70 percent of eligible property Los Alamos Fire Department (LAFD) while maintaining a balance of aes- owners participated. and other agencies sought to deter- thetics and safety on the property. Before-and-after evaluations of mine why some homes survived the Because the effort’s success depended the Los Alamos and White Rock wildfi re while others did not. One of on the majority of property own- wildfi re risk ratings revealed that the their most important fi ndings was ers participating in this voluntary project had reduced the hazard rating that the proper structuring of vegeta- program, a very active public rela- for both communities by 60 percent tion near homes could not only sig- tions and education program (which of the total reduction possible. The nifi cantly reduce the likelihood that included public meetings, neigh- project also successfully educated homes would ignite but also provide borhood block parties, newspaper the community on the importance of a less hazardous working zone for articles and advertisements, and a defensible space. A toll-free number fi refi ghters. Because the high den- project Web site) was essential. was set up so residents can call with sity of structures and small lot size At the outset, 2,700 high-risk questions about wildfi re prepared- throughout the county made vegeta- perimeter properties were identifi ed ness, and staff continue to update tion on any given property a threat to as project candidates. Each property the project’s Web site with relevant a neighboring home, any program to was treated as an individual “mini- information. Additionally, the LAFD mitigate wildfi re hazards had to be project,” requiring a defensible-space has proactively shared its methods, community-wide to be truly effective. custom-design plan created in con- tools, and lessons learned with other Under the guidance of previous junction with the property owner. communities. County Administrator Mary M. One of the most valuable aspects of Today, Los Alamos County McInerny, Deputy County Admin- the public education program was the residents are working to protect their istrator Max Baker, and the Los one-on-one appointments that prop- homes and their community from Alamos County Council, the LAFD erty owners had with project planners (Continued on page 25)

14 Public Safety Program Excellence Award in Memory of William H. Hansell, Sr., and Alice Hansell

POPULATIONS OF 50,000 AND GREATER

The 2004 Public Safety Program Excellence Award in the 50,000- and-greater population category goes to Clark County, Nevada,Clark County, Nevada and County Administrator Thomas F. Reilly for the Fire Safety House program.

In the spring of department reinforces each lesson 1998, with the with a hands-on learning experience help of the Junior in the Fire Safety House, and the League of Las students practice a home fi re escape Vegas, the Clark as part of their lesson. This program Clark County fi refi ghters conduct a Fire Safety House class. County, Nevada is the department’s largest man-hour (pop. 1.5 million) commitment for public education pro- THOMAS F. REILLY Fire Department grams, requiring 172 fi re personnel rently under way with all local fi re obtained a Fire and 720 manpower hours during the departments and the Community Safety House through donations from 2002–2003 school year. Partnership Offi ce. The existing local businesses. The Fire Safety Since the program began, its suc- activity pages and the appearance House is a mobile home containing a cess has been measured through pre- of the program instruments will be bedroom and a kitchen with a smoke and post-tests, teacher evaluations, improved, and consideration is being alarm system installed adjacent to the and completed homework assign- given to expanding the program to bedroom. Visitors can be instructed ments. The pre- and post-test results include additional life safety mes- in fi re safety, experience actual smoke indicate that the fi re safety messages sages aligned with NFPA’s Risk Watch alarm activation with simulated are well received: the average knowl- Program®. smoke, and then practice a home fi re edge of student participants has The program has grown in popu- escape. increased by 30 percent and some- larity since 1998, reaching out to 130 To better serve its citizens, the fi re times by as much as 50–80 percent. schools, 1,400 teachers, and 20,750 department has partnered with the These educational gains are due to students. In the 2003–2004 school local school district, the sixth-largest two factors: (1) the teachers’ ability year, the department was scheduled in the United States, to provide life to use the designed fi re lesson plans to visit 31 schools, adding approxi- safety lessons to elementary school before the actual hands-on experi- mately 4,000 students to the total. students through its Fire Safety House ence and (2) the fi refi ghters’ ability An average of 12 requests for Fire program. Now in its sixth year, the to reinforce the lesson plans with stu- Safety House personnel to visit local program is available to any second- dents in the Fire Safety House. From schools come in each year from other grade teacher interested in scheduling the teacher evaluations, it is clear communities. Beyond those who have it for the class. The curriculum was that students benefi t the most from participated in the program, more originally reviewed and approved their hands-on experience and their than 5,000 children, their families, by the school district’s Community interaction with the fi refi ghters. The and friends have been exposed to the Partnership Offi ce and validated by homework assignment, which has the program’s message. Clark County is all local area fi re departments. When students and their families planning proud of the foundation in fi re safety teachers request a visit from the and practicing a home fi re escape that this program has imparted to its Fire Safety House personnel, they plan as well as locating and testing residents and children. receive a packet containing four fi re their home smoke alarm(s), provides safety lesson plans modeled after the an inclusive safety awareness experi- National Fire Protection Association ence and yields a positive behavioral (NFPA) Learn Not to Burn® cur- change for the entire family. riculum: “Crawl Low in Smoke,” The program is evaluated annu- “Practice Kitchen Fire Safety,” “Exit ally for its effectiveness, and changes Learn Not to Burn® and Risk Watch® are regis- Drills in the Home,” and “Make are made when necessary. A major tered trademarks of the National Fire Protection the Right Call, Dial 9-1-1.” The fi re review of the lesson plans is cur- Association (NFPA), Quincy, MA 02269.

15 Program Excellence Award for Citizen Involvement

POPULATIONS OF LESS THAN 10,000

ICMA’s Program Excellence Award for Citizen Involvement rec- ognizes successful strategies designed to inform citizens about Park City, Utah the local government services available to them and to include citizens in the process of community decision making. The award concentrates on such areas as community consensus building and adult (nonstudent) citizenship education. This year, ICMA pres- ents the award in the less-than-10,000 population category to Park City, Utah, and to Acting City Manager Thomas Bakaly for the Leadership Park City program. Residents participate in a Leadership Park City team exercise.

Following decades Central to this agenda was the forma- of decline and tion of a local community leadership circumstances dilute the diversity of decay with the program to welcome, inspire, and the applicant pool. bust of its silver train future leaders. In 1994–1995, Ten years and 250 alumni later, mining economy, Leadership Park City was born. the program prospers. Graduates Park City, Utah Unlike most community leader- include the mayor and two members (pop. 7,500), is ship programs, which are run by of the current city council, as well THOMAS BAKALY now grappling chambers of commerce or other as numerous chairs and members of with unprece- professional and business organiza- citizen boards, neighborhood associa- dented growth as a world-class resort tions for the benefi t of their members, tions, and nonprofi t and community community. Today the central focus Leadership Park City was conceived organizations. Many graduates credit of citizen concern is the conundrum as a grand partnership between the program with heightening their of managing prosperity and absorbing public and private businesses and ability to succeed. tremendous growth while maintain- community entities with the express But the untold story is the tre- ing environmental integrity and a purpose of bringing citizens together mendous and continued support sense of community. in new and exciting ways while pro- given by Park City itself. The city While laws and ordinances can viding them with the necessary per- provided a physical home for the pro- regulate growth, they cannot sustain sonal and community-building skills gram and devoted considerable staff the spirit that knits a small commu- to effect positive and long-lasting resources and facilities to ensure its nity together and provides its charm. change. To facilitate this goal, Park continuity. Working together with the Rather, it takes people committed City took the lead in organizing and other sponsors, the city freely shared to working together for a common operating the program. its resources for the common good good and toward a positive vision of A fundamental precept from the without ever claiming ownership. the future. When relationships are outset was that Leadership Park City This attitude of cooperation and over- constantly fostered and new residents represent the community’s diversity arching dedication to bringing people are brought into the fold, issues get and not be hijacked by special inter- together has led to many successes, resolved with civility and foresight. ests. Consequently, sponsors were not the least of which was Park City’s These were the premises behind carefully selected to include local gov- hosting of the 2002 Olympic Winter CommunityVision, a prolonged ernments, private businesses (e.g., ski Games, probably the best organized dialogue between Park City and its resorts), and associations and non- and executed winter Olympics in citizens beginning in the late 1980s. profi ts (e.g., the Board of Realtors, the history. The successes are also seen After several years and many neigh- school district, and the ecumenical daily in the networking of alumni borhood meetings, focus groups, council). It was also decided that the who continue to work tirelessly, knit- and training sessions, the citizens program provide scholarships to all ting this dynamic and growing com- produced an action agenda to man- participants, ensuring that neither munity together to build its future. age the changes buffeting the town. fi nancial constraints nor individual (Continued on page 25)

16 Program Excellence Award for Citizen Involvement

POPULATIONS OF 10,000 TO 49,999

The 2004 Program Excellence Award for Citizen Involvement in the 10,000-to-49,999 population category goes the city of Apache Junction, Arizona Junction, Arizona, and City Manager George R. Hoffman for the Citizen Leadership Institute.

Apache Junction, county government: the structure and Arizona (pop. role of community government, creat- 41,104) has expe- ing community and working together, rienced explosive preserving open space, planning Apache Junction residents participate in a growth since its and zoning, the operation of service Citizen Leadership Institute session. incorporation as departments (e.g., police, parks, and a city in 1978. At recreation), economic and commu- 2. Have fun and create a sense of GEORGE R. HOFFMAN that time, the pop- nity development, and infrastructure excitement. To keep active adults ulation was esti- and demand-driven services. Another engaged, the program should mated at 9,295; by 1990, it had grown function is to encourage citizen par- include speakers who are expert to 18,100, and by 2001 it had nearly ticipation in city council, planning, in a wide range of areas and role- doubled to 33,000. Not long ago, the and zoning sessions as their direct playing sessions that give partici- city recognized the importance of involvement in the process gives resi- pants a sense of actually living having a pool of knowledgeable and dents a better understanding of how the experience. For example, insti- skilled volunteers who could assist municipal decision making comes tute attendees might participate with the planning and future of the about. In addition, the institute fos- in a planning and zoning exercise growing community. This need was ters continued service to the commu- in which they become certain especially evident whenever it came nity: of the 109 residents who have personalities, or they could play time to fi ll new or vacated city board successfully completed the program a budget game in which real “city and commission seats. to date, 27 percent have gone on to dollars” could be argued over and In early 1998, Community serve on a city board, commission, spent. Relations Manager Patrick Brenner council, or special city task force. 3. Ensure that all communica- introduced the concept of the Citizen The key strategy of the Citizen tions channels and the media Leadership Institute as a means of Leadership Institute is to solicit infor- are involved from the begin- providing an educational background mation and feedback from residents ning. Implementing a successful to interested residents. The institute regarding issues, problems, and city Citizen Leadership Institute will would outline city responsibilities services. Input is solicited on a regu- prove easier and less expensive and functions while familiarizing resi- lar basis as quickly and informally as to advertise if all available city dents with and involving them in city possible. print, electronic (Web site), and processes and planning. The concept Several lessons have been learned broadcast (cable television) chan- was presented to the city council, city during the planning, implementation, nels are used along with the mass management, and citizens of Apache and analysis of the program. media. Junction, and was well received by all. The Citizen Leadership Institute 1. Do not operate in a vacuum. Before Apache Junction Mayor Douglas began in fall 1998 and has been the institute began, a number of Coleman had this to say about the offered free to all Apache Junction community leaders, staff, and a success of the Citizen Leadership residents every year since. former city council member were Institute: “The city is quite power- One of the institute’s many func- made part of a working group that ful in shaping our own destiny and tions is to educate residents on the produced an outline for the fi rst future within guidelines that have responsibilities and limitations of curriculum. The group also con- been set, and I think that the more municipalities. To this end, the insti- tacted other municipalities to col- people we have that are familiar with tute offers seven sessions on topics lect examples of successful commu- the process, the better off our com- of interest related to local city and nity involvement “best practices.” munity is going to be.”

17 Program Excellence Award for Citizen Involvement

POPULATIONS OF 50,000 AND GREATER

The 2004 Program Excellence Award for Citizen Involvement in the 50,000-and-greater population category goes Hamilton County,Hamilton County, Ohio Ohio, and County Administrator David J. Krings for the Hamilton County Regional Planning Commission Community COMPASS visioning process.

For decades, plan- cal multijurisdictional issues (e.g., ning in Hamilton stormwater management, transporta- County, Ohio tion, septic failures, population loss, (pop. 845,268) has etc.) were discussed and resolved. Hamilton County residents participate in been sporadic and HCRPC also mailed a community val- countywide COMPASS visioning process. parochial, with ues survey to 4,500 households, and a small number the fi ndings resulted in a draft vision forums were held periodically. This DAVID J. KRINGS of jurisdictions for 12 community systems. These extra effort to facilitate dialogue with adopting local include: civic engagement and social government offi cials was essential plans irrespective of their neighbors capital, community services, culture to achieving a shared understanding or the county as a whole. But with 49 and recreation, economy and labor of divergent views. Before the meet- governments and 49 local planning market, education, environment, ing, 64 percent of the participants commissions, the county needed to environmental and social justice, gov- expressed confi dence in their ability fi nd a way to build consensus for a ernance, health and human services, to infl uence the future; by the end of collective unifi ed vision. housing, land use and development the meeting, that number had risen to Because such a visioning effort framework, and mobility. 86 percent! required an organizational structure In January 2002, more than 1,300 Since the town meeting, and community culture to sustain people attended the fi rst countywide COMPASS action teams and com- it, the Hamilton County Regional town meeting, where new wireless munity leaders from the county’s Planning Commission (HCRPC) reor- technology was used to solicit real- local governments and planning com- ganized itself with a new charter and time feedback from each group and missions have refi ned the objectives established a jointly funded, collabor- individual. Participants developed a that correlate with the countywide ative, long-range planning committee vision for the county that centered goals. Throughout the spring of 2002, called the Planning Partnership (now around four core goals: building col- HCRPC approved 30 major initiatives a permanent advisory board working laborative decision making, ensur- and more than a hundred strategies to plan for the county’s future). These ing economic prosperity, embracing for achieving them; strategic plans two entities designed the Community diversity and equity, and balancing for several of the initiatives are now COMPASS (Comprehensive Master development and the environment. being launched by public and pri- Plan and Strategies) visioning pro- Several aspects of this endeavor vate sector volunteers. A “results cess, enabling the county’s diverse were especially gratifying. First, accountability process,” which was citizenry to come together with their the people who attended nearly critical to the plan’s funding, defi nes ideas and aspirations (historically matched the demographic content success in measurable terms using confl icting and contentious) in the of the county by race and gender. results indicators. And public par- spirit of cooperation and consensus. Second, hundreds more participants ticipation—the heart and soul of the The Community COMPASS showed up than expected, proving countywide town meeting and the visioning process began in October that citizens want a voice in gover- entire COMPASS visioning process— 2001, when a groundbreaking alli- nance and don’t mind committing created the foundation for sustaining ance of public and private organiza- to an eight-hour meeting to have it. the initiative. tions and individuals solicited input Third, many decision makers (elected The countywide town meeting from citizens through 12 community and appointed) also attended the all- resulted from merging two planning forums, including one for youth and day forums and town meeting; for techniques—community brainstorming one online. For the fi rst time, criti- those who didn’t participate, special (Continued on page 25)

18 Program Excellence Award for Innovations in Local Government Management

POPULATIONS OF 10,000 TO 49,999

ICMA’s Program Excellence Award for Innovations in Local Gov- ernment Management recognizes one or more local governmentsMonterey, California that have successfully applied the concepts of reinvention, reengi- neering, TQM, customization, or other cutting-edge organizational tool or successfully enhanced an existing program or service. This year’s award in the 10,000-to-49,999 population category goes to the city of Monterey, California, and City Manager Fred E. Meurer for their integrated technology solution for public works.

Boasting 99 miles the fi nance department and public Monterey’s Presidio gate design, construction, of breathtaking works, creating employee effi cien- and landscaping. Pacifi c coast- cies and better insight into the city’s line, Monterey, business. And this new integrated This small partnership immedi- California (pop. system enabled the city to enter ately resulted in huge cost savings 33,350) is a com- into a unique partnership with the in maintenance; for example, the munity blending U.S. Army’s Presidio of Monterey, a DLIFLC saved 41 percent of its bud- FRED E. MEURER beauty, history, local historical landmark and subin- geted maintenance dollars (almost adventure, culture, s tallation of nearby Fort Ord that $2.5 million) while the city lowered and innovation. It is the task of the houses the Defense Department’s its operational costs for itself and the city’s public works department to pro- Defense Language Institute Foreign Presidio. The cost reimbursements vide and maintain the public services Language Center (DLIFLC). from the military increased the city’s and facilities that contribute to the When Fort Ord fell victim to a general fund by nearly $300,000, safety and well-being of the commu- base realignment and closures initia- enabling the city to enhance services nity, while still preserving Monterey’s tive in 1994, the Presidio became a for its residents, promote city person- unique natural environment. separate installation and was charged nel, and create new positions. Finally, When Hans Uslar, public works with supervising the base’s closure Monterey gained new insight into the administrative services manager, fi rst and clean up. With a payroll of more economics and assets of the base, joined the city, Monterey was using than $250 million, the Presidio has which the city would inherit if it ever an outdated legacy system to support become a major employer in the area, were to close. its fl eet, parks, engineering, building and its closure would be a major The partnership was so suc- maintenance, and forestry depart- blow to the local economy. cessful that in early 2001, Monterey ments. The system lacked basic fea- Motivated to take action, the city outbid national private companies tures and produced redundant data, of Monterey entered into a contractual for the maintenance of the Presidio’s making it diffi cult for public works to agreement with the Department of complete infrastructure manage- determine how well it was maintain- Defense in 1997 to maintain the Pre- ment. In fact, in February 2002, the ing the city’s assets. To solve these sidio’s street, sewer, storm drain, and secretary of the Army directed his ineffi ciencies, the city selected a work fence systems. The city’s vision was subordinate staff to implement strate- management system from Hansen simple: Let the military do what it does gies and procedures similar to those Information Technologies to support best (language training), and let the used by Monterey and the Presidio. its street, storm, sewer, fl eet mainte- city do what it does best (infrastructure The nationwide recognition that nance, parks, building maintenance, and asset management). The arrange- Monterey has earned has prompted and forestry operations. The system ment would help lower the city’s other municipalities, such as San quickly provided the city with several operational cost for personnel and Antonio, Texas, to implement similar signifi cant improvements, including equipment through cost-reimbursed projects. better reporting, quicker access to maintenance while reducing the cost of data, more reliable cost information, base operations, thereby allowing the and improved data sharing between city to keep the facility open.

19 Program Excellence Award for Innovations in Local Government Management

POPULATIONS OF 50,000 AND GREATER

The recipient of the 2004 Program Excellence Award for Innovations in Local Government Management in the 50,000-Sedgwick County, Kansas and-greater population category is Sedgwick County, Kansas, and County Manager William P. Buchanan for the Nonprofi t Chamber of Service of Sedgwick County, Inc.

Sedgwick County, In 2001, the county initiated a Kansas (pop. series of retreats for nonprofi ts and 450,000) has funders to discuss how to better work Sedgwick County Manager Bill Buchanan leads always been together, streamline and improve a discussion among nonprofi t representatives. committed to contract monitoring and reporting, serving the com- establish best practices in the use of profi t Chamber of Service. Soon after, munity through national accreditation fi ndings, create a group of nonprofi t directors became WILLIAM P. BUCHANAN partnerships with a checklist for a strong nonprofi t, and incorporators for the Nonprofi t Cham- local nonprofi t plan future joint activities for capacity ber, and the group met to draft the organizations. This commitment building. From these retreats emerged chamber’s bylaws and to complete the has helped improve relations among 20 local nonprofi t directors and rep- requirements for it to achieve non- more than 200 local nonprofi ts and resentatives whose purpose was to profi t status. Nonprofi ts and funders funders; enhanced their capacity to explore the development of a nonprofi t then met again for a fi nal review of work, learn, and plan together; and association and to assist and be a voice the bylaws and organizational activi- facilitated the development of best for the Wichita nonprofi t community. ties of the chamber, and for the non- practices for nonprofi ts. It was in Input from this working group profi ts to sign letters of intent to join. this spirit that the county brought led to two developments. First, To date, more than 110 nonprofi ts together leaders of nonprofi t organi- Sedgwick County supported a confer- have signed up. zations interested in enhancing the ence at which representatives from In January 2004, the Nonprofi t quality of community services to form three nationally recognized nonprofi t Chamber of Service held its fi rst the Nonprofi t Chamber of Service. associations discussed their own annual meeting with nearly 100 par- Sedgwick County’s leadership role experiences in starting a nonprofi t ticipants. A board of 15 nonprofi t in this endeavor began in 2000, when association and described the benefi ts directors was elected and has since the county partnered with Wichita to the nonprofi t community. Through held two board meetings to begin State University’s Hugo Wall School these discussions, Sedgwick County’s planning initial services. and Self-Help Network to produce nonprofi ts clarifi ed what they hoped The Nonprofi t Chamber of a report, Enhancing the Delivery of to gain from an association. Second, Service assists the nonprofi t sector Public Services by Nonprofi t Agencies. a joint committee of funders and in Sedgwick County in fi ve strategic Following issuance of the report, nonprofi ts was formed to fi nd ways areas: capacity building, interagency County Manager William Buchanan to expand the pool of nonprofi t board collaborations, research, board and recommended that the county partner members. This committee developed leadership development, and educa- with the Kansas Health Foundation the Leadership and Governance tion and nonprofi t sector advocacy. and asked Self-Help Network to Development Project, which brings The chamber has enhanced the qual- facilitate a process to turn the report’s together “up-and-coming” business ity of community services by provid- concepts and ideas into tangible leaders to serve on boards and com- ing a strong collective voice for non- results and action. A “design team” mittees of local nonprofi ts. profi ts, communicating with funders comprised of nonprofi ts, county gov- In 2003, Sedgwick County brought and government offi cials, sharing ernment offi cials, and local funders together more than 70 nonprofi ts and resources and education to help build was established to plan a process by funders to clarify the mission, produce internal capacity, and infl uencing the which nonprofi ts could increase their a set of guiding principles, and create public policy environment to build capacity to meet their own needs. a one-year strategic plan for the Non- community capacity.

20 Program Excellence Award for Outstanding Partnerships: Intergovernmental Cooperation

POPULATIONS 50,000 AND UNDER

During their internship, stu- Best and Brightest Internshipdents complete a master’s Program degree in political science with an emphasis on politics and public policy. All courses are held off-campus at two different locations, and each is taught over a period of three weekends. Interns are JEFFREY N. SHROLL ROB FILLION BARBARA KIRKMEYER DON SANDOVAL DR. ROBERT CLIFTON also expected to attend commission or council meetings as well as other ICMA’s Program Excellence Award for Intergovernmental designated meetings as part of their regular performance description, and Cooperation recognizes outstanding programs developed out of are encouraged to attend workshops cooperative actions or strategic partnershipsColorado between government and conferences that will enhance organizations. This year’s award in the 50,000-and-under cat- their ability to serve the jurisdiction. egory recognizes Jeffrey N. Shroll, town manager, and the town The benefits of the program are wide-ranging. As the annual cost of Gypsum, Colorado, representing 40 participating jurisdictions to a jurisdiction, including benefits, and their chief administrative officers; Rob Fillion, intern for the amounts to approximately $6.25 per town of Sterling, representing the 40 interns of the University of hour, this is a cost-effective solu- Colorado at Denver; Barbara Kirkmeyer, deputy director, repre- tion for small, financially struggling jurisdictions. Not surprisingly, since senting the director and staff of the Colorado Department of Local the program began in 2000, the num- Affairs (DOLA); Don Sandoval, field representative, representing ber of participating jurisdictions has the DOLA’s eight field representatives; and Dr. Robert Clifton, local increased from 6 to 45. The program government liaison, University of Colorado, representing the direc- is also cost-effective for DOLA, which can provide administrative support tor and 27 faculty members of the University of Colorado. for two years to 10 small rural juris- dictions for approximately the same amount ($260,000) it normally pro- Small and/or rural jurisdictions often The program provides qualified vides for a capital expenditure request lack the resources to hire high-qual- towns and counties with a full-time from only one small rural jurisdiction. ity administrative support staff. To general resource person for two years For the most recent internship address this problem, the University at relatively low cost. Jurisdictions cohort, more than 500 applicants of Colorado at Denver implemented from virtually anywhere in the state inquired about the program, of whom the Best and Brightest Internship can apply for an intern candidate 50 completed the prerequisite course Program in January 2000. The pro- by submitting a general description and became candidates for the 20 gram provides a cost-effective way of the jurisdiction and a tentative funded placements. Of the first 25 to meet the growing administrative two-year work plan for the intern. interns, all of whom completed the needs of Colorado’s small, rural juris- Applicants for internships complete a two-year academic program, more dictions; offers graduate education very demanding prerequisite course than half were integrated into regular opportunities for Colorado students and then submit personal portfolios staff positions with their internship from small, western Colorado colleges to the jurisdictions where they hope jurisdictions. Each student is required as well as for residents of remote, to work. The jurisdictions then deter- to complete a master’s project that rural areas of the state; and enables mine which applicants they wish to becomes the capstone requirement of students to earn a graduate degree interview. Each jurisdiction matches his or her degree. This project has all while gaining invaluable applied a $13,000 award from the Colorado the research criteria of a graduate the- learning experience in the unique Department of Local Affairs (DOLA) sis but also addresses an actual major challenges and opportunities of local for the selected student’s annual sti- concern, need, or issue defined by the government administration in small, pend of $26,000 and also provides a jurisdiction. The final document, rural jurisdictions. $5,000 benefits package. (Continued on page 25)

21 Program Excellence Award for Outstanding Partnerships: Intergovernmental Cooperation

POPULATIONS GREATER THAN 50,000

This year, ICMA’s Program Excellence Award for Intergovernmental employment skills, financial literacy, Cooperation in the greater-than-50,000 category goes to the city of Savannah,life skills, job placement, Georgia a driver’s license, and family support. SIP is Savannah, Georgia, and City Manager Michael B. Brown for the currently working toward developing Savannah Impact Program. a faith-based aspect to its services. SIP officers have reduced case- loads so they can maintain more In 2001, the city criminal conviction. Of the 15,000+ frequent contact with their offenders of Savannah inmates released from Georgia prisons and ensure that these individuals (pop. 131,510) annually, 36 percent are convicted of comply with the terms and conditions and the county of a new felony or misdemeanor offense of their release and sentence. Since Chatham (pop. within three years. And as of April the program began in October 2001, 232,048), Georgia 2003, Chatham County alone had its officers have supervised more than recorded a 22 more than 4,000 people on active 1,800 offenders. All SIP personnel are MICHAEL B. BROWN percent rise in felony probation, an additional 1,093 cross-departmentally trained in case the number of on unsupervised status, and 1,100 on management, reporting requirements, Part I violent crime incidences since parole. search and seizure, arrest techniques, 1998. The jurisdictions recognized One study in Chatham County high-risk driving, and drug screening that a large portion of the violent reported that 87 percent of adult procedures/testing. crime in Savannah, as well as else- offenders had less than a high school The program’s success is mea- where in Georgia, was committed by education, 83 percent tested below an sured by monitoring the number of a relatively small number of repeat eighth-grade math level, 68 percent referrals to the program, the num- offenders, most of whom were on tested below an eighth-grade reading ber of participants, the frequency parole or probation. With this in level, and 68 percent were unem- and type of interactions the officers mind, the Savannah Impact Program ployed at the time of their offense. have with the offenders, the rates (SIP) was conceived. Comprising The data confirm that corrective of revocation and employment, and the Savannah-Chatham Metropolitan measures must be directed toward the the percentage of individuals testing Police Department, State Board core problems afflicting offenders— positive for drugs. In 2003, SIP super- of Pardons and Paroles, Georgia substance abuse, poor education, and vised 731 offenders, with an average Department of Corrections, Georgia lack of job skills—with more effective monthly population of 375 and an Department of Juvenile Justice, and sanctions and support for offenders average monthly employment rate of Georgia Department of Labor, SIP is a who want to remain out of prison. 83 percent. Before SAC was launched, collaborative antirecidivism/offender Of course, most parolees/probation- 32 percent of the total drug screens reentry effort that knits together an ers are directed to obtain substance conducted each month were positive; intergovernmental team to provide abuse counseling, abide by curfews, with SAC added for 2002, that propor- intensive supervision and services perform community service, or meet tion fell to 15 percent, and in 2003, to to high-risk parolees/probationers. other specific conditions. But many 14 percent. In 2002, SIP supervised Each of the member agencies staffs lack the means or basic tools needed 1,080 offenders, conducted 18,793 SIP cooperatively with dedicated in- to exist in society as law-abiding citi- interactions, and had an adult revoca- house employees, who work together zens—hence, the underlying problem tion rate of 11 percent and a juvenile as a unit, sharing information in a of recidivism. rate of 23 percent. In 2003, adult positive, structured program to give SIP identifies the needs of offend- revocations were up to 15 percent offenders a real second chance. ers through a structured entry-level but the juvenile rate dropped to 14 Georgia has the eighth-largest evaluation process. It then takes in percent. prison population and ranks fifth the neediest, most desperate cases SIP is proof that with the coopera- in incarceration rates nationally. and gives them the opportunities, tion and collaboration of state and National studies consistently show guidance, support, and skills they local agencies, potential problems that well over half of all offenders in never had. Services include substance of parity among officers from differ- the criminal justice system reoffend abuse counseling (SAC), GED prepa- ent agencies with different financial within three years of their original ration, moral reconation therapy, (Continued on page 25)

22 Program Excellence Award for Outstanding Partnerships: Public- Private Partnerships

POPULATIONS 50,000 AND UNDER

ICMA’s Award for Public-Private Partnerships recognizes a local government and its private sector partner (including nongovern- Fairfi eld, Ohio mental organizations) that have demonstrated the value of pub- lic-private partnerships as an effective technique for introducing greater effi ciency, innovation, and civic awareness into a variety of local government services. The 2004 recipient of this award in the 50,000-and-under population category is the city of Fairfi eld, Ohio, and City Manager Arthur E. Pizzano for the Fairfi eld Village Green project. Lifeside interactive bronze sculptures adorn the Fairfi eld Village Green park area. From the time 160 in-town family homes. The devel- Fairfi eld, Ohio oper also agreed to donate a two-acre $2 million in park infrastructure and (pop. 45,000) parcel in the center, which would improvements. became a city be used as a public park and would Attractively designed commercial in 1955, its land serve as the focus for the town center development has added desirable use pattern was concept. The proposed development character and balance to the down- typical of many was named the “Village Green.” town as well. A new 72,000-square- ARTHUR E. PIZZANO post–World War But there was a problem: while foot, full-service supermarket and II suburbs in that the property could be reached from 195,000 square feet of adjacent retail it developed several disparate com- Nilles Road and adjoining residential stores, restaurants, and professional mercial areas but had no identifi able areas to the west, earlier development offi ces are fully occupied after just downtown business district. In the and a major drainage ditch blocked two years. On the 8.8-acre site where early 1990s, city offi cials sought to access from Pleasant Avenue, the the supermarket once stood, the city designate a “town center” in hopes of major north-south artery. Moreover, plans to build a new 45,000-square- stimulating downtown development the drive-through lanes of a local foot Justice Center along with a and fostering civic pride. bank blocked the ideal access point mixed-use development. The architec- The logical site for the town cen- for a new roadway into the develop- ture will complement the high-quality ter was a centrally located area at the ment. A solution came when the city image initiated in the Village Green intersection of two major roadways, partnered with the developer and development. And careful attention Pleasant Avenue and Nilles Road. the bank to secure the needed access to traffi c mitigation, buffers, lighting, Although all four quadrants at that point on Pleasant Avenue. Fairfi eld and so forth has prevented antici- intersection needed improvements, contributed $600,000 to the acquisi- pated negative traffi c impacts on the the southwest quadrant contained an tion and demolition of the bank, existing residential areas, enabling undeveloped 120-acre farm tract with enabling the developer to properly the community to embrace the com- sporadic commercial development lin- align an entrance to the development mercial component as integral to the ing the two roadways. This property with the existing roadway to the east. overall fabric of the neighborhood. offered the best potential for the kind The bank relocated as the fi rst tenant While the concept of the Village of project that would spark develop- in the Village Green area. Green and town center has attracted ment in the other three quadrants. For the park, the city retained state and national attention from a In 1996 a local residential devel- an architect to develop plans for variety of sources, including the new oper, who had acquired the farm at an amphitheatre, a playground, a urbanist movement, the most signifi - a sheriff’s sale, proposed a mixed- fountain and water features, grassy cant outcome has been the commu- use development plan to include knolls, walkways, and even a stone nity spirit evident within the Village residential, recreational, and com- footbridge. After the park was com- Green. Annual July Fourth activities mercial facilities. City staff worked pleted in the fall of 2000, bronze have drawn thousands to the area, closely with the developer to design sculptures were added. Overall, and arts festivals are promoted a planned unit development (PUD) of Fairfi eld invested approximately (Continued on page 25)

23 Program Excellence Award for Outstanding Partnerships: Public- Private Partnerships

POPULATIONS GREATER THAN 50,000

This year, ICMA’s Program Excellence Award for Outstanding Public-Private Partnerships in the greater-than-50,000 categoryLake goes Forest, California to the city of Lake Forest, California, and City Manager Robert C. Dunek for the Etnies Skatepark of Lake Forest.

In 2000, the city sponsoring the park. Other potential of Lake Forest, partners included companies that California (pop. might be interested in marketing their 78,000) explored product to young skateboarders, such the feasibility of as beverage companies, restaurants, A skate board enthusiast enjoys the benefi ts of Excellence building a skate and the skate apparel industry. the Lake Forest Etnies Skatepark. park. After rec- To provide for partner recogni- ROBERT C. DUNEK ognizing that tion, the city set up a three-tiered pro- a burgeoning relationship. The city demand for such gram to recognize different levels of relied on the company for its insight a facility came from just a narrow sponsorship. Lake Forest would build into the skate industry while Sole segment of the community, city staff a four-wall monument to allow spon- Technology staff attended planning realized that they needed a plan to sors to display their logos, and special meetings and contributed signifi - offset the cost of the park. accommodations and recognition cantly to the architecture and design The city’s interest in building would be given to sponsors donating of the facility. The company also a skate park was noticed by Lake $50,000 or more. helped market the park, enlisting Forest–based Sole Technology, The city then researched land- its specialized vendors to produce manufacturer of Etnies, the world’s holders who might be willing to apparel, stickers, and promotional second-largest brand of skate shoes. donate land for the facility. In early items—all free or at cost. Through In November 2000, Sole Technology 2001, it found an ideal spot: an their strong relationships with the offered to assist the city fi nancially unused three-acre parcel of land local media and the skate media, the and through its wide knowledge of belonging to Bank of America. In a partners generated dozens of high- skate park design and construction. mutually benefi cial deal, the bank profi le articles about the park in both In the ensuing partnership, Sole received a tax credit and recognition the mainstream press and skateboard Technology would donate $100,000 at the park, and the city received “trade” magazines. And when the to the park for naming rights for 20 the site at no cost. With the site strength of the city’s associations years and would oversee the creation secured, the city ultimately struck a with local vendors was added to Sole and development of the skateable deal with Coca-Cola, which agreed to Technology’s relationships with pro- area; the city would control develop- donate $50,000 plus revenue from the fessional skaters and musicians, each ment of the non-skateable area and machines—an estimated additional promotional event was more success- would oversee the entire project. $100,000 over ten years—in return for ful than the last. At the grand open- While the park bore the name of the exclusive sales or distribution rights ing, more than 6,000 people attended, skate shoe manufacturer, the city at the park. including nearly 100 members of the would retain all control of the public As internationally respected busi- media. facility. nesses became partners, the park’s Once the park opened, the city As the city started investigating credibility grew, and companies such agreed to extend the partnership for funding for the park, it realized that as Southern California Edison, Waste another eight years. In return, Sole partnerships with other private com- Management, and Medix Ambulance Technology donated an additional panies could be benefi cial as well. Service, as well as several community $125,000, allowing the city to waive Waters & Faubel, a Lake Forest public businesses, eventually joined the all fees for the park’s users for the relations fi rm, for example, agreed partnership. fi rst full year of operation and thus to assist with fund raising and busi- Soon, what started as a business fulfi ll its dream of having a facility ness outreach for a reduced fee and agreement between Sole Technology that is truly available to everyone. to donate up to $50,000 of its time in and the city of Lake Forest grew into (Continued on page 25)

24 (Savannah, Georgia from page 22) accountability can be avoided if the responsibilities of each agency are clearly delineated and if each agency maintains separate financial and personnel systems. With this kind of initial groundwork, a fair structure and even playing field for all person- nel can be established, and the pro- (Delafield, Wisconsin from page 13) (Hamilton County, Ohio from gram can become its own entity with regarding a potential merger between page 18) the good of the many as the primary the two cities’ fire/EMS departments. and the electronic town meeting— motivation for each agency to work Net dollars have offset property taxes into a seamless process for develop- together. to support the fire department bud- ing a common vision. The extensive get, more daytime staffing is avail- and innovative use of multiple tech- able, department members share nologies facilitates a more thorough (Fairfield, Ohio from page 23) more pride in their craft, and critical discussion of tough issues, heightens regionally. The Thursday night patients get the highest-quality ser- the effectiveness of public involve- “Groovin’ on the Green” concert vice and best chance for survival. ment, and produces high-quality citi- series at the outdoor amphitheater is Behind this success has been a mayor zen input and direction from one supplemented with community the- Excellenceand city council committed to provid- large meeting, which is more cost- ater events as well as by Friday night ing the highest level of professional and time-effective than holding many “Movies in the Park,” sponsored by EMS; the vision of a community hos- smaller meetings with less feedback. the Fairfield fire department. This pital administration and ER staff; The uniqueness of this visioning pro- new sense of community and civic and the dedication of Delafield fire cess and its results has set a new pride, brought about by the develop- department employees. standard for communities seeking a ment of Fairfield’s Village Green, is a citizen-based approach for planning testament to the commitment and and implementation. long-term planning that characterized (Los Alamos, New Mexico from the partnership of public, private, and page 14) nonprofit entities in the Village Green wildland fires; even the children par- (Best and Brightest Internship development. ticipate in local programs and class- Program from page 21) room exercises geared toward pro- which must be defended before a moting defensible space principles. committee of tenured faculty and (Lake Forest, California from page 24) Property owners have come to rec- acknowledged experts in the subject Of the $2 million construction ognize that by working together they area, is of such quality that it would cost for the Etnies Skatepark, more can retain the beauty and solitude likely cost the jurisdiction $8,000 to than 25 percent was raised from that come with living in a WUI com- $10,000 if a consultant were hired to corporate partners, not including munity while minimizing the risks of provide the same depth of research the additional in-kind contributions. wildland fires. and critical analysis. But it was through the city’s partner- It is astonishing to think that a ship with Sole Technology that what major state government department, started as a concept for a small com- (Park City, Utah from page 16) a branch of the state university, the munity skate park blossomed into In 2002 Leadership Park City political science department of that one of the largest public skate parks was honored by the International university and an experimental pro- in the country—the subject of hun- Community Leadership Association gram within it, and more than 40 dreds of stories in local newspapers, as one of the most innovative small towns and countries could collab- radio, and television, as well as of community leadership programs in oratively develop such a successful international media coverage. People the country. Now it is Park City’s intergovernmental effort. Perhaps from all over the world have trav- turn to be recognized for its role in the most amazing lesson learned eled to Lake Forest to skate the park, fostering citizen involvement through through the planning, implementa- whose daily usage far outnumbers creativity and sustained commit- tion, and analysis of the Best and that of other public parks in the area. ment. Brightest Internship Program is that a Neither the city nor Sole Technology wide range of entities, systems, and could have created this park alone. individuals can develop a coopera- Only by collaborating were they able tive synergism in which the whole is to bring to Lake Forest a premiere decidedly greater than the sum of its facility—arguably the best of its kind parts. in the world.

25 8.75 in 8.25 in 7.125 in 10.875 in 11.25 in 9.5 in

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Client: St Paul Travelers Publications: Close: Issue: Job #: spc10169v1 Public Risk Mag 7/19 EXT 8/1/04 Public Risk 9/16 10/1/04 File Name: spc10169v1alt2_8.25x10.875 Public Risk 10/14 11/1/04 File Created On: Public Management 7/19 EXT 9/1/04 Rev. Date/Time: Public Management 9/15 11/1/04 Public Management 10/15 12/1/04 Bleed: 8.75 x 11.25 ICMA 10/1/04 Trim: 8.25 x 10.875 Production Artist: miller Live: 7.125 x 9.5 Art Director: Hansen Gutter allowance: none Writer: Buckhorn Media: Producer: Fonts: Traffic Manager: Salas/Petersen General Notes: Ink Colors: cmyk 2006 ICMA Annual Awards

Celebrating the Difference Professional Local Government Management Makes

Presented at ICMA’s 92nd Annual Conference, September 2006

Booklet sponsored by Publication of ICMA’s 2006 Annual Awards commemorative booklet was made possible through the generous contribution of ICMA Corporate Partner Travelers (see booklet back cover).

ICMA’s Awards Evaluation Panel dedicates this 2006 commemorative booklet to all of the communities that have been impacted by and responded to natural disasters during the past year.

This awards booklet was The 17-member awards evaluation panel is charged with selecting the developed by: recipients of the ICMA Annual Awards. Because of the time and effort that go into these deliberations, ICMA would like to thank the follow- Jane Cotnoir ing evaluation panel members, who complete their terms at ICMA’s Writer/Senior Editor 92nd Annual Conference: Kathleen Karas Managing Editor Rick B. Beasley Jr., senior associate athletic director, Appalachian State University, North Carolina Charles Mountain Graphic Designer Sherilyn Lombos, deputy city manager, Manhattan Beach, California Alison Miller Richards Annual Awards Program Coordinator Mary K. Moore, city manager (retired), Bryan, Texas (2005-2006 Committee Chair)

Karen Pinkos, assistant to the city manager, El Cerrito, California

Richard Holmes, Las Vegas, Nevada

Michael C. Van Milligen, city manager, Dubuque, Iowa

07-020 2006 ICMA Annual Award Recipients

PROFESSIONAL AWARDS Cynthia Seelhammer, former town PROGRAM EXCELLENCE manager, Queen Creek, Arizona, AWARDS Award for Career Excellence in Honor now deputy city manager, Phoenix, of Mark E. Keane Arizona Community Health and Safety Award John Stunson, city manager, Oakland Steven E. Sheiffer, city manager, (populations 10,000 to 49,999) Park, Florida Janesville, Wisconsin Get Fit Campaign—Laguna Hills, Other Nominees: Sanford B. Wanner, county administra- California, and Bruce E. Channing, Bruce A. Eisenhauer, city manager, tor, James City County, Virginia city manager Evans, Colorado Assistant Excellence in Leadership Other Nominees: Roger W. Flint, public works and utili- Award in Memory of Buford M. Fire Department’s Habitat Fire Sprinkler ties director, Spokane, Washington Watson, Jr. Project—Pinehurst, North Carolina, John W. Lawton, city manager, Great Susan E. Sherman, assistant city man- and Andrew M. Wilkison, village Falls, Montana ager, Olathe, Kansas manager Charles E. McNeely, city manager, Police and Citizens Together—Suwanee, Other Nominees: Reno, Nevada Georgia, and F. Hardin Watkins, city Gerald R. Miller, city manager, Long Lori A. Brill, assistant county manager, manager Onslow County, North Carolina Beach, California Police Department Drug Free George A. Purefoy, city manager, Frisco, Leann J. McElroy, chief of staff, Reno, Community Program—Dover, New Texas Nevada Hampshire, and J. Michael Joyal, Jr., Thomas F. Reilly, county manager, Clark Kenneth Striplin, assistant city manager, city manager County, Nevada Santa Clarita, California Public Safety Youth Academy— Sherman, Texas, and L. Scott Wall, Terry Schutten, county executive, Academic Award in Memory of Sacramento County, California Stephen B. Sweeney city manager Israel G. Small, assistant city manager, Safety Awareness Program—Manhattan Lawrence F. Keller, associate professor, Savannah, Georgia Beach, California, and G. Geoffrey public administration, Levin College Dolan, city manager Jackson C. Tuttle, city manager, of Urban Affairs, Cleveland State Williamsburg, Virginia University, Ohio Community Health and Safety Award James S. Williams, city manager, Winter Other Nominees: (populations 50,000 and greater) Park, Florida Robert L. Bland, professor and chair, Polk HealthCare Plan—Polk County, Award for Career Development in public administration, University of Florida, and Robert M. Herr, county Memory of L. P. Cookingham North Texas, Denton, Texas manager, and Lea Ann Thomas, Edwin C. Daley, city manager, Karl F. Nollenberger, academic director, assistant county manager Winchester, Virginia MPA program, Illinois Institute of Work Taxi Coupon Program—Olathe, Technology, Chicago, Illinois Kansas, and J. Michael Wilkes, city Other Nominees: Texas A and M University-Corpus Christi manager Barry M. Feldman, town manager MPA program, Corpus Christi, Texas (retired), West Hartford, Connecticut Other Nominees: Frank J. Thompson, Nelson A. Sam S. Gaston, city manager, Mountain CUPA Compliance Incentive Program— Rockefeller College of Public Affairs Brook, Alabama Roseville, California, and W. Craig and Policy, University at Albany, Robinson, city manager Eric J. Levitt, city manager, Sedona, State University of New York, Arizona Albany, New York (Continued on page 2)

 (Continued from page ) Greater Littleton Youth Initiative— Family Economic Success (FES) Electronic Logistics Management and Littleton, Colorado, and James C. Program—San Antonio, Texas, and Operations (ELMO)—Charlotte Woods, city manager Sheryl L. Sculley, city manager, and County, Florida, and Bruce D. Ice Arena Business Plan—New Hope, Frances A. Gonzalez, assistant city Loucks, county administrator Minnesota, and Daniel J. Donahue, manager Neighborhood Traffic Safety Program— city manager GILBERT-MOSLEY Setting a Precedent Olathe, Kansas, and J. Michael Lake Norman Regional Economic in Environmental Cleanup—Wichita, Wilkes, city manager Development Corporation— Kansas, and George R. Kolb, city manager Project Worth—San Antonio, Texas, and Huntersville, Davidson, and Sheryl L. Sculley, city manager, and Cornelius, and Jerry E. Cox, town Hurricane Katrina Evacuation Staging Frances A. Gonzalez, assistant city manager, Huntersville; Leamon B. Area—Mesquite, Texas, and Ted G. manager Brice, town manager, Davidson; and Barron, city manager Anthony P. Roberts, town manager, The Link—Aurora, Colorado, and Hurricane Katrina “One Stop Shop”— Cornelius Ronald S. Miller, city manager Columbus, Georgia, and Isaiah Lincoln/Western Placer Unified School Hugley, city manager Victim’s Services Unit Volunteer District Collaborative Program— Program—Aurora, Colorado, and Joint Teen Program—La Palma and Lincoln, California, and Gerald F. Ronald S. Miller, city manager Cypress, California, and Catherine P. Johnson, city manager Standiford, city manager, La Palma, Community Partnership Award Main Street “Revealed” Series—Dover, and David J. Norman, former city (populations less than 10,000) New Hampshire, and J. Michael manager, Cypress City/Chamber Economic Development Joyal, Jr., city manager Kansas Lieutenant Governor’s Task Partnership—Sonoma, California, Partnership Park—Jackson, Michigan, Force—Junction City and Manhattan, and Michael Fuson, city manager and William R. Ross, city manager Kansas, and Rodney D. Barnes, city Revenue-Sharing Agreement and Public Safety Mobile Broadband manager, Junction City, and Ron R. Cooperative Boundary Plan— Project—Indianola, Iowa, and Tim Fehr, city manager, Manhattan Village of Jackson and Town of A. Zisoff, city manager Kapok Park and Floodplain Restoration Jackson, Wisconsin, and Delmore A. Sales Tax Referendum Projects—New Project—Clearwater, Florida, and Beaver, village of Jackson adminis- Ulm, Minnesota, and Brian D. William B. Horne, II, city manager trator/clerk Gramentz, city manager; Richard D. Long Island Sound Watershed Salvati, city manager (retired); and Intermunicipal Council (LISWIC)— Community Partnership Award Thomas F. MacAulay, assistant city Mamaroneck, Scarsdale, and New (populations 10,000 to 49,999) manager Rochelle, New York, and Peter Korn, Our Health, Inc.—Winchester, Virginia, The Portland/Lewiston Refugee retired city manager, New Rochelle; and Edwin C. Daley, city manager Collaborative/New Mainers Stephen M. Pappalardo, deputy Partnership—Lewiston, Maine, and village manager, Scarsdale; and Other Nominees: James A. Bennett, city administrator, Stephen V. Altieri, town administra- City/Development Council Partnership and Phil Nadeau, deputy city admin- tor, Mamaroneck for Success—Troy, Ohio, and David istrator Measuring Our Progress: Community- E. Anderson, former director of pub- Wide Results-Based Accountability— lic service and safety Community Partnership Award Durham and Durham County, Commercial Catalyst Program— (populations 50,000 and greater) North Carolina, and Patrick W. Englewood, Colorado, and Gary L. Asian/Pacific Partnership—Aurora, Baker, city manager, Durham; Julie Sears, city manager Colorado, and Ronald S. Miller, city M. Brenman, budget and manage- Community Outreach and Engagement manager ment director, Durham; Heidi Duer, Program—Manhattan Beach, Other Nominees: assistant county manager, Durham California, and G. Geoffrey Dolan, County; and Michael M. Ruffin, City/County Outcomes Initiative— city manager county manager, Durham County Community Partnership—South Sioux Tacoma and Pierce County, Washington, and Eric A. Medical Mile-Arkansas River Trail— City, Nebraska, and Lance A. Little Rock, Arkansas, and Bruce T. Hedquist, city administrator AndersonEric A. Anderson, city manager, Tacoma Moore, city manager Discovery Days—Junction City, Kansas, Military-Civilian Task Force for and Rodney D. Barnes, city manager Create the Vision—Centerville and Washington Township, Ohio, and Emergency Response—Onslow Field Turf Program—Rockville Centre, Gregory B. Horn, city manager, County, North Carolina, and Frank W. New York, and Ronald J. Wasson, Centerville, and Gary W. Huff, town- Clifton, Jr., county manager, and Lori village administrator ship administrator, Washington A. Brill, assistant county manager First and Main—Hudson, Ohio, and Township Neighborhood Fence Replacement Douglas R. Elliott, Jr., former city Delray Youth Vocational Charter Program—Aurora, Colorado, and manager, now assistant city man- School—Delray Beach, Florida, and Ronald S. Miller, city manager ager, Painesville, Ohio David T. Harden, city manager North Texas Municipal Alliance—Keller, Fossil Finders Fossil Fixers Educational Environmental Education and Texas, and Lyle H. Dresher, city man- Program—Laguna Hills, California, Awareness Program—Waterloo, ager, Keller; Larry J. Cunningham, and Bruce E. Channing, city man- Ontario, Canada, and Simon city manager, North Richland Hills; ager Farbrother, city manager and Shana K. Yelverton, city man- ager, Southlake

 Operation Clean Sweep—Savannah, Community Sustainability Award Other Nominees: Georgia, and Michael B. Brown, city (populations less than 10,000) Celebrating Our Successes: Employee manager, and Israel G. Small, assis- New Heights Community Driven Initiatives—Tarpon Springs, tant city manager Redevelopment and Promotion— Florida, and Ellen S. Posivach, city Opportunity Zone—Mesa, Arizona, and Windsor Heights, Iowa, and Marketa manager Christopher J. Brady, city manager George Oliver, city administrator Cooperative City/County Partnership— Plaza Communitaria—San Antonio, Paducah and McCracken County, Texas, and Sheryl L. Sculley, city Community Sustainability Award Kentucky, and James W. Zumwalt, manager, and Frances A. Gonzalez, (populations 10,000 to 49,999) city manager, Paducah, and Steve assistant city manager Community Environmental Contract— Doolittle, county administrator, Sister Cities International: Palm Coast, Mosman, New South Wales, McCracken County Florida, and Liberia, Costa Rica— Australia, and Vivian H. R. May, On TARGET Toward a High Performance Palm Coast, Florida, and Richard M. general manager Organization—Montgomery, Ohio, Kelton, city manager Other Nominees: and Cheryl A. Hilvert, city manager Small Business Information Center— Artist District—Peekskill, New York, and Strategic Leadership and Governance Hillsborough County, Florida, and Daniel W. Fitzpatrick, city manager Patricia Bean, county administrator, Award (populations 50,000 and Mission: Communicate—Winchester, greater) and Carl Harness, assistant county Virginia, and Edwin C. Daley, city administrator Community Standards and Visioning manager Sobering Center of Tacoma—Tacoma, Project—Roseville, California, and Town Center—Suwanee, Georgia, and F. Washington, and Eric A. W. Craig Robinson, city manager, Hardin Watkins, city manager AndersonEric A. Anderson, city and Julia M. Burrows, deputy city manager Community Sustainability manager Street Smarts—San Jose, California (populations 50,000 and greater) Other Nominees: Tampa Bay Regional Urban Search and Environmental Strategic Plan— Employee Development Program— Rescue Team—Hillsborough County Waterloo, Ontario, Canada, and Roanoke, Virginia, and Darlene L. and St. Petersburg and Tampa, Simon Farbrother, city manager Burcham, city manager Florida, and Patricia Bean, county Home of Our Own—Aurora, Colorado, “How Full Is Your Bucket?” Training administrator, Hillsborough County and Ronald S. Miller, city manager Program—Aurora, Colorado, and The AERO Institute—Palmdale, Ronald S. Miller, city manager Other Nominees: California, and Robert W. Toone, Jr., A Method of Change: Transforming to Addressing Mesquite—Mesquite, Texas, city manager a High Performance Organization— and Ted G. Barron, city manager, The Housing Education and Olathe, Kansas, and J. Michael and Richard G. Gertson, director of Rehabilitation Training (HEART) Wilkes, city manager community development Program—Dubuque, Iowa, and Partnership of Aurora City Employees Laurel Creek Watershed Monitoring Michael C. Van Milligen, city man- (PACE)—Aurora, Colorado, and Program—Waterloo, Ontario, ager Ronald S. Miller, city manager Canada, and Simon Farbrother, city The Neighborhood Partnership Strategic Plan—Peoria County, Illinois, manager Program—Glendale, Arizona, and and F. Patrick Urich, county admin- Open Space Volunteer Program— Edward Beasley, city manager; istrator, and Scott A. Sorrel, assistant Westminster, Colorado, and J. Brent Pamela J. Kavanaugh, assistant to the county administrator city manager; and Gloria Santiago- McFall, city manager Espino, deputy city manager, Strategic Leadership and Governance Community Services Group Award (populations 10,000 to TIF Is Tops—Frisco, Texas, and George 49,999) A. Purefoy, city manager Strategic Municipal Image Youth Services—Olathe, Kansas, and J. Campaign—Lewiston, Maine, and Michael Wilkes, city manager, and James A. Bennett, city administrator, Susan E. Sherman, assistant city and Phil Nadeau, deputy city admin- manager istrator

 Award for Career Excellence in Honor of Mark E. Keane John Stunson

Established in honor of former ICMA executive director Mark E. Keane, cable system to ensure that all resi- the Award for Career Excellence recognizes an outstanding local gov- dences within its boundaries have ernment administrator who has fostered representative democracy by access to the live commission meet- ings. It also added an AM radio sta- enhancing the effectiveness of local government officials and by con- tion for continuous communication, sistently initiating creative and successful programs. Candidates must especially during the hurricane sea- be full members of ICMA; have a minimum of 10 years of executive, son, and a full-time public informa- senior-level service to the profession; and be endorsed by a past or pres- tion officer to oversee and coordinate ent elected official. This year, ICMA presents the Mark E. Keane Award to the quarterly newsletter, the Web site, John Stunson, city manager of Oakland Park, Florida. the local cable channel, and the radio address. The city was becoming known for In 2001, when John Stunson was nesses, and visitors in our diverse the high level of involvement of its appointed city manager of Oakland community”; a commitment to the elected officials. If a planning issue Park, Florida, the city was near values of respect, integrity, service, affecting Oakland Park was on the bankruptcy. Poor pension oversight and excellence; and the complete agenda at county commission meet- and a buyout of senior staff, which involvement of the elected officials, ings, the city was well represented. allowed for short-term savings, left and Mr. Stunson began to turn the This effort was rewarded with a $2 the city with a major gap in funding. city around. million competitive grant from the Enterprise funds were insufficient to With the commission’s support, county for open space for a down- cover vital services, no new facilities utility rates and sanitation and per- town park. Oakland Park joined the had been built, the infrastructure was mitting fees were increased to pay National League of Cities, and its crumbling, and although the city was for essential services and to cover mayor became active on national prone to flooding, no master storm- the debt service needed for capital committees. water plan had been implemented. improvement projects; a fire service Another measure of Mr. Stunson’s And when the citizens revealed a fee was instituted to stabilize the success is the high level of citizen desire for a pedestrian-friendly down- budget; and departments were reor- involvement. Volunteers provide town, the city borrowed $18.5 million ganized to reduce staffing and cut much support during natural emer- without conducting the necessary expenses. To promote the revitaliza- gency situations and also serve in preliminary studies. All this misman- tion of Oakland Park, Mr. Stunson the community’s parks, library, and agement engendered a lack of trust used a slum and blight study by a recreational facilities. Through a within the community toward the community redevelopment agency local government academy instituted local government. as the basis for the redevelopment in 2005, residents can get firsthand Making transparency the plat- that would recapture the investment information about how the city oper- form for public administration, Mr. of the original $18.5 million loan. ates so they can better understand the Stunson started out by involving the Regulatory acts to increase develop- complex issues facing city employees; city commission and senior staff in a ment opportunities included a transit- this academy has produced 15 to 25 strategic planning session from which oriented ordinance and a business volunteers who serve on city boards. evolved a vision statement: “By 2008, and entertainment district ordinance Today the city is financially Oakland Park will be recognized as to promote green buildings while stable, and other cities in Broward a friendly ‘small town’ with safe and controlling the expansion of sexually County are looking to Oakland Park attractive neighborhoods, quality oriented businesses. During this time, for cutting-edge ideas. Mr. Stunson schools, outstanding parks and excep- the city received two awards from the contends that the city can do any- tional recreation programs, with the Florida Redevelopment Association. thing as long as it can count on the social, cultural, and business oppor- The overall revitalization efforts cre- support of its leaders. And largely tunities of a big city.” Add to that a ated excitement and positive press for because of the leadership of John mission statement “We are dedicated the first time in many years. Stunson, Oakland Park has attracted to providing friendly, responsive, and Having pledged to be responsive top-notch staff and gained a reputa- quality service to all residents, busi- to its citizens, the city upgraded its tion as a city on the move.

 Award for Career Development in Memory of L. P. Cookingham Edwin C. Daley

Each year, ICMA presents the Award for Career Development to an out- Mr. Daley knew he would need to standing local government administrator who has made a significant teach them how to move smoothly contribution to the career development of new talent in professional local in a team atmosphere. To this end, he designed an annual book club to government management. The award commemorates former ICMA presi- meet once a month for five months. dent L. P. (Perry) Cookingham, who is credited with creating the local Employees are invited to join the government internship. Candidates must be full members of ICMA. This club, are given a book chosen by Mr. year, ICMA presents the Career Development Award to Edwin C. Daley, Daley, and are appointed to small city manager of Winchester, Virginia. teams. Each team is assigned a cer- tain number of chapters to read and present to the full group. To date, Ed Daley, city manager of Winchester, Participants must also spend a day the groups have read The Leadership Virginia, believes strongly that con- with a city department with which Challenge, The Wisdom of Teams, and tinuing education and training is the they are unfamiliar in order to gain Now, Discover Your Strengths; they secret to developing a strong and a better understanding of city opera- have also taken the StrengthsFinder dedicated workforce, and that an edu- tions. Finally, the class chooses a Inventory and participated in an cated, experienced workforce is at the community service project and works ICMA workshop on strengths. heart of quality customer service. For together as a team to accomplish its Later in 2005, Mr. Daley put this reason, he makes sure that his goals. together a group of young profession- staff has a wide variety of opportuni- In August 2004, Mr. Daley cre- als holding a wide variety of positions ties to grow both professionally and ated the Internal Sabbatical Program, with the city to form the Emerging personally. a six-month internship that is open Leaders Group. Committed to prepar- Several years ago, Mr. Daley real- to all employees seeking a change of ing employees today to lead tomor- ized that a large number of knowl- pace and a chance to learn something row, the group gives those new to edgeable and experienced employees new about government administra- public management a monthly forum would be retiring within the coming tion. The program places the interns in which to interact with seasoned decade. Not wanting services to suf- in different departments, enabling department heads and discuss key fer during the search for qualified them to experience local government city issues and procedures. By provid- replacements, he developed a succes- from another angle, gain a better ing rising city professionals with an sion plan to prepare the city’s existing understanding of the range of services insight into departments with which workforce for possible promotion. and personnel required to serve the they may not be familiar, the pro- The plan provides several training community, and see how ideas trans- gram ultimately gives them a broader opportunities for employees who are late into policies and programs. And understanding of how the local gov- interested in advancing their careers. by gaining a fresh perspective on how ernment operates. In 2001, Mr. Daley created the they address problems and projects, The recent trend in local govern- EXCELL Academy, a yearlong educa- the departments benefit as well. ment has been to shrink or flatten the tional program consisting of a series Recognizing the need for bet- organization in an attempt to become of internally conducted seminars ter communication throughout the more efficient, responsive, and effec- designed to address city and regional organization, in 2005 Mr. Daley reor- tive. But this trend can force the orga- policies, budget and purchasing pro- ganized the city’s structure into five nization to spend more time, money, cedures, and philosophies critical to teams: public safety, human services, and resources on the search for tal- both current managers and future public services, development, and ented and qualified personnel to fill organizational leaders. These semi- administrative services. The restruc- positions vacated by retirements and nars are augmented by three college- turing also reduced unnecessary a more mobile workforce. Mr. Daley level courses conducted in partner- service duplications, ultimately sav- has met this challenge by implement- ship with Lord Fairfax Community ing all departments time and money ing an extensive program to develop College and designed to provide and improving service delivery. But and cultivate the city’s workforce and the broad-based skills essential in because key personnel are accus- thus ensure quality leadership in the today’s organizational environment. tomed to working autonomously, future.

 Assistant Excellence in Leadership Award in Memory of Buford M. Watson, Jr. Susan E. Sherman

ICMA’s Assistant Excellence in Leadership Award, which commemorates ment with the chief. The situation former ICMA president Buford M. Watson, Jr., is presented to a local could have had disastrous political government management professional who has made significant con- ramifications, yet she had the cour- age to act and did so successfully. tributions toward excellence in leadership while serving as an assistant Her service during those difficult (regardless of title) to a chief local government administrator or depart- 14 months earned her the Olathe ment head. Candidates must be members of ICMA, full-time assistants Chamber of Commerce’s Community reporting to a chief local government administrator or department head Service Award—the first and only who have been responsible for significant administrative duties for at time the award has ever been given! least one year (not including internships in conjunction with an aca- In the past few years, Ms. Sherman has been at the forefront demic program), and endorsed by a CAO. This year’s recipient of the of cultural change as the organiza- Assistant Excellence in Leadership Award is Susan E. Sherman, assistant tion moves toward a values-based, city manager of Olathe, Kansas. customer-focused organization. This change has included the implementa- tion of a community-based strategic Olathe, Kansas, prides itself on many coffeehouse. Ms. Sherman helped the plan, an annual customer satisfaction strong partnerships, and Assistant teens secure funding from the city and survey, a new performance manage- City Manager Susan Sherman has school district, as well as donations ment system, a career banding pay been an integral part of this success. from businesses for furniture and pool plan, and a comprehensive employee In 1997, she helped pioneer a partner- tables. She also helped enlist adult vol- development program. Through it all, ship between the city and the Olathe unteers to provide supervision while she has been instrumental in helping School District to hold a “youth con- contributing many hours herself. In the the staff to become a high-performing ference.” Along with facilitating an end, the teens had created a place of organization. exchange of ideas between adults and their own—run by youth, programmed Ms. Sherman’s devotion to the youth about how they could work by youth, and used by youth. community is reflected in the count- together to benefit the community, Building yet another partnership less hours of personal time she spends the conference led to several ongoing with the school district, Ms. Sherman volunteering in the schools and leading youth initiatives. developed a third-grade education pro- community fundraising efforts. She One such initiative was the Olathe gram, Third Graders in Government, also has served as president of the local Youth Congress, a nationally recog- which allows kids to participate in a Rotary Club and is a Paul Harris Fellow nized, best practice model created in mock city council meeting. in the Santa Fe Trail Rotary Club. In 1999. Funded by such diverse part- Ms. Sherman’s leadership 2004, the Olathe Character Council ners as the Olathe Medical Center, the strengths include her interpersonal awarded her its City Government Olathe United Way, and Mid-America skills and her ability to build trusting Character Award, and Kansas City’s Nazarene University, as well as by relationships with employees, volun- Ingram’s Magazine appointed her to the city and school district, the youth teers, elected officials, and citizens. the 2004 Class of “40 Under 40.” congress is completely student run; Thus, in 1997, when the city council As a certified trainer, Ms. however, the priorities it sets and the needed to find a new city manager, Sherman helps provide in-house cus- issues it addresses are worked on by it asked Ms. Sherman to assume the tomer service training to city employ- the entire community. In 2005, 350 role of acting city manager. Shortly ees. As a trained facilitator, she facili- students from public, private, and after, Ms. Sherman was confronted tates public meetings and informally home schools attended the annual with a difficult disciplinary matter helps smaller groups move forward session of the congress. A second involving an established police chief. productively. With her compassion nationally recognized youth initiative, As acting city manager, she could for Olathe’s citizens and employees, the Olathe Teen Council, is modeled have chosen to wait and “let the new her commitment to building com- after the city council and works with guy” handle the issue, but instead, munity through partnerships, and her the youth congress to provide a voice with counsel from the human strong leadership and management for youth in the community. resource department and the city skills, Susan Sherman is a model Another initiative, 4 the Birds attorney’s office, she investigated the of what an assistant city manager Café, was started in 2002 as a teen issue and reached a separation agree- should be.  Academic Award in Memory of Stephen B. Sweeney Lawrence F. Keller

The Sweeney Academic Award, established in the name of the longtime Apart from his academic courses, director of the University of Pennsylvania’s Fels Institute of Government, is Dr. Keller facilitates workshops for presented to an academic leader or academic institution that has made a practicing local officials and regularly teaches a workshop on municipal law significant contribution to the formal education of students pursuing careers in the college’s certificate program for in local government. In addition to ICMA’s recognition of an academic or newly elected local officials. He has institution, the Fels Institute provides a stipend to the recipient’s student of also provided technical assistance to choice to attend the ICMA Annual Conference. This year, ICMA presents the local governments across the United award to Lawrence F. Keller, associate professor of public administration at States and overseas, and has writ- Levin College of Urban Affairs, Cleveland State University. ten extensively on local governance. His publications include more than 20 articles in American journals As part of the city management he taught at the University of Kansas of public administration and an core faculty in the MPA program at and worked half-time in the Institute article on municipal charters in the the Levin College of Urban Affairs for Public Affairs and Community National Civic Review (2002); he also (LCUA) of Cleveland State University, Development, coordinating the co-authored a book on local manage- Dr. Larry Keller has made a signifi- university’s annual city management ment in the United States. cant contribution to the formal educa- conference. After Kansas University As a recognized national expert tion of students pursuing careers in made him an honorary KUCIMATS on charters and charter reform, Dr. local government for nearly 40 years. in 1981, Dr. Keller became director Keller participated in major city Established in 1977, LCUA’s MPA of urban affairs at the University of management conferences in the program was intended to provide a Colorado at Denver. He then came to nineties. He has also spoken at sev- professional education for public ser- LCUA in 1982. eral American Society for Public vants and policy analysts working for A gifted and popular teacher, Dr. Administration national conferences local government. In 1982, Dr. Keller Keller teaches city management; the on the Model City Charter, and he was the first public administration organization and management of is often called upon to speak in cit- faculty member hired at the college. the public sector; and the Columbus ies where the manager plan is under The following year, he led the effort Seminar, in which students experience attack. In addition, he has served on to establish an outreach program at the institutional aspects of state gov- seven charter commissions and four LCUA specifically oriented to local ernment, learn about state-local rela- charter review commissions; he has government. Through this vehicle, he tionships, and become familiar with updated the administrative code for produced the Ohio City Management professional associations that advocate Avon, Ohio; and he did the financial Association’s annual programs and for cities. He also teaches administra- provisions for the municipal charter semiannual newsletter for seven tive law in the Ohio Certified Public of Oregon, Ohio. In these efforts, he years. In 1990, when the college Manager Program, which attracts provided an overview of local govern- expanded the outreach program, Dr. elected officials and senior administra- ment, explained the constitutional Keller was influential in the selection tors from state and local government. nature of charter development and of a director for the newly formed Dr. Keller has motivated or rein- amendments, developed the agenda public management program. In 2004, forced the interest of more than 500 with the commission chair, com- for the third time, U.S. News & World students to pursue local government piled the summary of decisions, and Report ranked LCUA’s MPA program careers, teaching them how complex drafted and published the resulting second in the nation for the city man- systems shape public policies. He charter. agement/urban policy specialization. has also educated them to become Dr. Keller is a beloved teacher and Before joining LCUA, Dr. Keller democratic administrators and play ardent supporter of the council- studied city management at the constitutionally validated political manager plan. As he approaches University of Cincinnati, where his roles in their communities. Through retirement, he leaves behind a legacy mentor was former ICMA president his teaching, these students have of 40 years of dedicated service to his C. A. Harrell. He passed the Ohio Bar learned how law, public administra- students and an enduring commit- in 1970, and then, while pursuing a tion, and politics all connect to local ment to professional local manage- doctorate in public administration, governance. ment.

 Community Health and Safety Award

Populations of 10,000 to 49,999 Laguna Hills, California

ICMA’s Community Health and Safety Award recognizes the innovative local government programs or processes that demonstrate improvement in the community’s safety, health, and/or wellness, including enhancement in the quality of life for the disadvantaged. This category is sponsored in part in memory of Carolyn Keane, first wife of ICMA’s fourth execu- tive director, Mark E. Keane, and in memory of Bill and Alice Hansell, parents of ICMA’s fifth executive director, William H. Hansell. This year, ICMA presents the award in the 10,000-to-49,999 population category to the city of Laguna Hills, California, and to City Manager Bruce E. Channing for the Get Fit Campaign. Laguna Hills youth get active by participating in physical fitness activities.

According to the sports program; self-guided walking wellness. One class, “A Busy Person’s surgeon general, loops; a children’s running program; Guide to Healthy Eating,” educates nearly two out and the “Club 30 Program,” which adults on healthy meal choices as of every three provides quick, convenient exercise well as healthier food preparation. Americans are options that meet the recommended This popular class filled to capacity overweight or 30 minutes of daily physical activity. when first offered, and it continues to obese, and one For people who prefer to be outdoors, be offered along with another class, Bruce E. Channing out of every eight 30-minute walking routes have been “A Parent’s Guide to Healthy Kids,” deaths in America outlined, each one including location, which educates parents on nutrition is caused by an illness directly related distance, walking time, and level of and healthy food preparation for their to weight and obesity. An unprec- difficulty. Healthier eating habits are children. “Fitness Fridays,” a class edented number of children are over- addressed through healthier refresh- for elementary school-aged children, weight, which significantly increases ments at teen dances, healthier offers 30 minutes of high-energy their risk factors for such health snacks in the day care program, the cardio activity followed by a healthy problems as diabetes, heart disease, balanced use of treats in early child- snack; 90 percent of those who asthma, and emotional and mental hood programs, and healthier menus enrolled were overweight children health problems. It is also estimated in the children’s cooking classes. from low-income neighborhoods. that nearly three out of every four Improved health literacy is addressed To ensure the participation of overweight teenagers will become through staff training, nutrition edu- city staff, the department introduced overweight adults. cation classes, and adult cooking hiking nights, provides regular train- The city of Laguna Hills, classes. ing for staff, and offers a 30 percent California, began addressing this One key objective of the cam- discount for employees enrolling in epidemic in fall 2004 by making the paign is to ensure that exercise and a designated health and wellness climbing obesity rates of the city’s nutritional programs are available program. In addition, it challenged children and teenagers one of the top to all. To encourage more youth to all city staff to set a standard for three budget priorities for the city’s participate in physical fitness activi- increased physical activity through community services department. To ties after school, when they are most the Step It Up! program, in which address this goal, city staff developed likely to be inactive, the city reduced participants used a pedometer to an all-inclusive Get Fit Campaign. its after-school sports program fee. As track their steps for six weeks, turned The surgeon general identi- a result, registration in the program in their weekly totals, and collec- fies three key factors that must increased 40 percent. tively strove for increased step totals be addressed to reduce childhood Another key objective was to each week. More than 90 percent of obesity: increased physical activity, introduce new programs. The com- employees participated, and each healthier eating habits, and improved munity services department used week, the group reached its collective health literacy. The Get Fit Campaign fitness icons throughout its class step goals. addresses increased physical activ- and activity brochure to designate ity through a low-cost after-school programs that promote health and (Continued on page 21)

 Community Health and Safety Award

Populations Greater Than 50,000 Olathe, Kansas

This year, ICMA presents two Community Health and Safety Awards in the 50,000-and-greater population category. The first goes to the city of Olathe, Kansas, and City Manager J. Michael Wilkes for the Work Taxi Coupon Program.

Olathe, Kansas, Administration Job Access Reverse with a population Commute (JARC) grant. It was nearing 117,000, awarded a matching start-up grant is one of the of $135,750 to implement the Work fastest-growing Taxi Coupon Program for individuals cities in the United earning less than 80 percent of the Olathe citizen finds dependable, affordable transportation through city’s work taxi program. States. According median income for the area; the city J. Michael Wilkes to the U.S. is matching the grant funds with gen- number, and signature of the program Census, however, eral funds. participant. approximately 37 percent of Olathe’s With the necessary funding Between 2004 and 2005, program households (or approximately 43,290 secured, Olathe contracted with two participation increased by 100 per- families, using the current popula- local taxi companies, which agreed to cent. In addition to low-income per- tion), earn less than 80 percent of the the following policies and procedures: sons, 56 disabled individuals are cur- median income, and approximately 4 • Service is to be offered from 6:00 rently working in the community in percent, or 4,680 families, live below am to 7:00 pm six days a week. retail businesses for the first time in the poverty level. Persons with dis- • Service is to be door to door. their lives. As their earnings increase, abilities, single-parent families with the amount they receive from the • The company will accept a cou- children under 18 years of age, and Social Security Administration Office pon from a rider, entitling the the elderly are those most likely to decreases, which is a cost saving to rider to a one-way trip from home fall into these categories. society. Moreover, as they spend their to work or a job preparation site, For many low-income working earned income in the community or from a work site to home. households, affordable and depend- on rent, utilities, groceries, personal Coupons can be used only for able transportation could be the items, and entertainment, the city’s work-related trips. determining factor between being small investment ($135,750) in this employed and being homeless. Thus, • The company will turn coupons program is returned. An additional to improve the quality of life for these into the city biweekly for reim- cost-saving measure is Olathe’s initia- citizens—to enable them to attend bursement. Each one-way coupon tive and success in obtaining a fund- college classes, a trade school, or will be redeemed for $12. ing partner for the program. job preparation classes and to pro- • The city will lease to each com- The program has also resulted in vide them with a reliable means of pany at no cost a wheelchair- partnerships between local businesses transportation to reach employment accessible vehicle to accommo- and local not-for-profit agencies that sites within the city itself—Olathe date persons with disabilities. work with low-income or disabled cit- has sought to provide a low-cost and izens. The agencies provide employ- The city then notified the local dependable transportation service. ment training sites for their target agencies and advertised the program In early 2004, with encouraging population, enabling businesses to in the local paper, on the city’s main feedback from several local not-for- maintain an adequate number of Web page, and on the local city cable profit agencies that offered employ- entry-level employees. These part- TV channel. ment preparation workshops for dis- nerships have resulted in a win-win Program-eligible participants are abled individuals, Olathe established situation for businesses as well as for issued an ID card to show when pur- a “Work Taxi Coupon Program” for Olathe’s disadvantaged citizens. chasing coupon books (10 coupons its disadvantaged citizens. Because In spring of 2005, a survey of for $25) and paying for rides. When the cost to establish a public trans- program participants showed that portation bus system was prohibitive, used, each coupon must state the the city applied for a Federal Transit origination and destination, date, ID (Continued on page 21)

 Community Health and Safety Award

Populations Greater Than 50,000 Polk County, Florida

The second of ICMA’s 2006 Community Health and Safety Awards in the 50,000-and-greater population category goes to Polk County, Florida, County Manager Robert M. Herr, and Assistant County Manager Lea Ann Thomas for the Polk HealthCare Plan.

The Polk County underinsured and without quality Board of County health care services. After the Polk Commissioners HealthCare Plan had been operational is committed to for four years, the county realized providing quality that it lacked the funds to adequately health care ser- cover more than a small number of Polk County provides cost-effective, comprehensive health care services to its uninsured and vices to the coun- people. To obtain the needed funding, underinsured citizens. Robert M. Herr ty’s uninsured the county commissioners proposed citizens. Back in a half-cent discretionary sales surtax, ters, community centers, and adult 1926, it opened which the voters approved in March day care centers. Mobile services, Polk General 2004. This new funding provides equipped with complete wireless Hospital, a 180- the plan with an estimated $35 mil- technology, provide a nurse to per- bed inpatient lion annually, enabling it to provide form blood sugar checks and baseline facility. It subse- more comprehensive health care to screenings for hypertension and cho- quently provided almost 6,000 residents, a number that lesterol, along with promoting health five outpatient is projected to increase to 14,000 by education and wellness strategies.

Lea Ann Thomas clinics throughout October 2006. A Healthy Communities Access the community to One successful strategy of the Grant from the Health Resources and meet preventive, primary care, and plan is the immediate linkage Services Administration provides specialty care needs and to provide between a new enrollee and a pri- for a community-wide software sys- physical rehabilitative, full laboratory mary care physician. A caseworker tem that links together health and and radiology, and on-site pharma- coordinates the relationship, setting social service agencies for client data ceutical services. As a proactive move up the first appointment for the sharing and tracking. Thus, a par- toward decreasing barriers to health patient at the time of enrollment. This ticipating agency can input a client’s care, the clinics offered people access process establishes the enrollee as a demographic information, income, to more cost-effective care than was patient, provides the patient with and assets, and the system will auto- available in local emergency rooms. access to quality medical care, and matically identify what community Polk General Hospital closed in ensures that baseline screenings are services the client is eligible for. The 1995, but the clinics continued to performed to promote early interven- system enables participating organi- operate for nearly five more years. tion strategies. zations to streamline client eligibil- The county’s Community Health and Another notable feature of the ity, expedites appropriate referrals to Social Services Division (CHSSD) plan is its single integrated informa- other programs, reduces duplication sought to develop a plan to outsource tion technology (IT) system, which of effort among agencies, and pro- all services within the local commu- the county uses for eligibility determi- motes work flow efficiencies for all nity, thereby decreasing the “second- nation, health plan operations (e.g., partners. class citizen stigma” for the unin- hospital precertification), specialty Designed to serve as the com- sured and fostering an atmosphere referrals, authorizations, social and munity’s “safety net,” the Polk of buy-in for residents. This was the medical case management, con- HealthCare Plan is also a type of genesis of the Polk HealthCare Plan, tracting and credentialing, quality “gap” coverage for individuals await- a true managed care program, which management, utilization manage- ing disability determination and was fully implemented in April 2000. ment, and claims adjudication and subsequent coverage by Medicaid or Approximately 120,000 Polk processing. Caseworkers are posted Medicare; for children with pending County residents—about a quarter throughout the county in hospitals, Medicaid or Florida Kid Care of the population—are uninsured or public health units, government cen- (Continued on page 21)

10 Community Partnership Award

Populations of Less Than 10,000 Sonoma, California

ICMA’s Community Partnership Award recognizes the programs or processes that demonstrate innovative, multiparticipant involvement between and/or among a local government and other governmental entities, private sector businesses, individuals, or nonprofit agencies to improve the quality of life for residents or provide more efficient and effective services. This year, ICMA presents two Community Partnership Awards in the less-than-10,000 population category. The first goes to the city of Sonoma, California, and City Manager Michael Fuson for the Sonoma City/Chamber Economic Development Partnership.

One of the many new businesses that opened in Sonoma with the help of the city’s economic The city of director of the chamber, was hired in development partnership. Sonoma, in the May 2004 and given six initial goals: heart of the • Meet with key leaders to gather contract for the second year. Sonoma Valley information Since May 2005, the governing wine-grape region bodies of both the city and the cham- • Provide the business community of Northern ber have enthusiastically endorsed with advice or intervention to California, enjoys the program and have formally help them be successful Michael Fuson an economically adopted the economic development healthy summer • Maintain a database of vacant strategy. Strategy goals include commercial spaces for those seek- tourist season. But vacant storefronts, • Assisting and promoting business ing new or larger quarters complicated building processes, and retention and expansion sharp disagreements over a few key • Provide training for small busi- • Diversifying the economy by issues between the city and leaders of nesses on new laws, marketing, working with the county to iden- the business community signified a customer service, workplace tify, attract, and strengthen busi- need for change. This need gave rise safety, and other topics ness clusters in industrial areas to the City of Sonoma/Sonoma Valley • Host an economic summit to dis- outside the city limits Chamber of Commerce Economic cuss the future direction of the • Continuing to support and Development Partnership. city and its surrounding unincor- strengthen existing industries The partnership was created to porated areas provide assistance to existing local • Targeting and attracting new busi- • Write an economic strategy based businesses, enhance local business nesses that complement those on ideas from the summit, con- opportunities and expansions, attract already in Sonoma and are com- versations with key leaders, and new businesses to Sonoma, and ulti- patible with its “community char- analysis of needs. mately strengthen the relationship acter” between the city and its businesses. During the first year of the pro- • Enhancing the image of Sonoma Because the city’s commercial areas gram, 41 key leaders were contacted; as a “business-friendly” city are part of its redevelopment project 109 businesses were given marketing • Working with schools, nonprofits, area, the city set aside $75,000 of advice, business counseling, assis- existing businesses, and govern- redevelopment funds for the program; tance in complying with city regula- ment agencies to create programs the chamber provided office and tions, or financial resource informa- to train, support, and attract a meeting space, secretarial assistance, tion; the database was established skilled workforce use of its Web site, and payment for and updated monthly; training was various trainings. offered (to home businesses); 52 • Supporting and pursuing eco- A project manager, who would participants attended the economic nomic development that main- report to a steering committee com- summit; and the Sonoma Economic tains or improves the environ- prising one elected council member, Development Strategy was written. ment. the city manager, one board member The program’s success prompted (Continued on page 21) of the chamber, and the executive renewal of the program manager’s

11 Community Partnership Award Populations of Less Than 10,000 Village of Jackson and Town of Jackson, Wisconsin

The second of ICMA’s 2006 Community Partnership Awards in the less- than-10,000 population category goes to the village of Jackson and the town of Jackson, Wisconsin, and to Delmore A. Beaver, administrator/ clerk of the village of Jackson, for the Revenue-Sharing Agreement and Cooperative Boundary Plan.

The village corporate boundary until December of Jackson, 31, 2014, regardless of any request to Wisconsin, 25 annex to the village before January 1, miles northwest of 2015. Any such request would be sub- Joint village of Jackson and town of Jackson event Milwaukee, is one ject to meeting certain criteria, which provides entertainment for young residents. of the fastest- were set forth in the Revenue-Sharing growing communi- Agreement and Cooperative Boundary development for seven years. Delmore A. Beaver ties in the fastest- Plan, as amended. The proposal also The agreement/plan was updated growing county in indicated which town properties in September 2005 to require conser- southeastern Wisconsin. From a popu- would be subject to attachment to the vation subdivision design in addition lation of 2,486 in 1990 to one in excess village (at the village’s sole discre- to cluster subdivision design for all of 6,100 in January 2006, it has experi- tion) prior to January 1, 2015. town developments seeking water enced a growth rate of 137 percent. Once the village and the town felt and sanitary sewer service from the In Wisconsin, town government comfortable with those conditions, a village. This agreement has paved is unincorporated, and because towns joint planning group was appointed the way for other cooperative service are greatly affected by annexations with three members representing provisions. For example, a joint rec- and are often frustrated by city and the village and three members rep- reation department/Boys and Girls village planning efforts, their views resenting the town, none of whom Club has grown to accommodate 250 of governance generally conflict with was elected. The Revenue-Sharing members from the village and the those of incorporated communities. Agreement and Cooperative Boundary town. The Boys and Girls Club rep- The village of Jackson and the Plan was finished and adopted by resents a coordinated effort between town of Jackson, which surrounds both municipalities in September the village (employees and support), the village on three sides, had a 1999 without any outside consultants, the town (support), Christ Lutheran long history of conflict. In 1994, the except for review by legal counsels Church (a setting that accommodates village instituted a zoning and use for both entities. all religions and cultures), and the freeze 1.5 miles from the corporate Provisions to extend water and Boys and Girls Clubs of the United boundary to delay the town’s expan- sewer service to town developments States (sponsorship and support). sion of a mobile home park into an would permit greater densities, protect Additionally, both municipalities are unincorporated area that the village the environment from contaminated jointly funding a park and recreation had set aside for expansion of the wells and failed septic systems, and department. Other possible joint Jackson Northwest Business Park. provide the town with a greater tax projects in the near future include This freeze was established by state base. These provisions included com- building inspection, engineering, and statute to permit the formation of pliance with village utility construc- public works departments to mini- cooperative plans to address such tion standards for such service. All mize the duplication of equipment issues. However, the village’s action served properties would be subject to and staff while still enabling the town further deteriorated relations between annexation after January 1, 2015, if to remain separate from the village. the two jurisdictions. As the two-year annexation criteria were met. In addi- The two entities are now also in timetable to formulate these plans tion, water and/or sewer service to the process of creating a joint smart was expiring, the Jackson village town businesses or industrial devel- growth plan. administrator developed a proposal opments would result in the 50–50 To retain local industry and attract to salvage the joint planning effort; splitting of property taxes (including businesses that have technology-based the proposal set forth a maximum partial assessments) generated by the (Continued on page 22)

12 Community Partnership Award

Populations of 10,000 to 49,999 Winchester, Virginia

ICMA’s 2006 Community Partnership Award in the 10,000-to-49,999 population category goes to the city of Winchester, Virginia, and City Manager Edwin C. Daley for Our Health, Inc.

The city of • Operating deficits and lack of Winchester, funding, forcing organizations to Virginia, is in reduce vital programs and ser- a region where vices despite intense community approximately need. 17 percent of the To address these problems, Our population has no Our Health serves the residents of Winchester and Health, Inc. was established in 1999 two surrounding counties. Edwin C. Daley health insurance. as a 501(c)3 nonprofit organization Within the city, serving Winchester and two sur- October 24, 2003. The campus one of out 10 households earns less rounding counties. The organiza- includes two professionally designed than $10,000; more than 40 percent tion is a partnership of the city of buildings that house six nonprofit of babies are born to single mothers; Winchester, Frederick and Clarke health and human service organiza- and almost one in five children under counties, Valley Health System, the tions, including the Child Parent age five lives in poverty. In addi- regional hospital, six nonprofit agen- Center, which has since increased tion, the city’s Hispanic population cies, the state of Virginia, the federal the number of children and families exploded by 597 percent from 1990 government, and more than 500 com- it has helped by 20 percent, and to 2000, and many of these new resi- munity volunteers who have pooled Healthy Families, which has increased dents have difficulty accessing afford- their resources to provide health and that number by 110 percent. able care. Finally, persons over age human services at little or no cost to By coordinating its grant- 55 are the largest demographic in the area residents at one accessible loca- writing efforts, Our Health has area, and the retirement of the baby tion. Its mission is to assess health acquired grants for the network’s boomers will put enormous strain on care needs, coordinate services, service partners valued at more than the region’s health care capacity. develop new services and program $200,000 for 2003–2005, and the cash An extensive needs assessment capacities, develop strategic infra- value of health care services provided survey conducted in 1997 revealed structure, and evaluate and measure at no cost to its target population the following problems plaguing program/service outcomes for under- has increased by 22 percent. In 2005, many of the area’s nonprofit health served and hard-to-treat individuals these services included more than and human service providers: with acute health care needs. $4.5 million in “billable” care and • Inadequate, hard-to-access facili- Through a successful campaign more than $5 million in clinical and ties, or facilities where high rents that raised more than $4.3 million health education services. In addi- and overhead limited the number with gifts from about 220 individu- tion, over the past several years, spe- of low-income and disadvantaged als, organizations, and governments, cialty care visits have increased by 30 persons that could be served the partnership acquired blighted percent, and dental clinic visits by 25 • Gaps in the regional health service property in downtown Winchester. percent. delivery system, allowing many A Community Development Block The success of this innovative persons needing health-related Grant allowed the city to contribute approach to the provision of health services to fall through the cracks about $323,000 for new construction care and human services has inspired • Staffing shortages, high turnover, and existing structural improvements. state agencies, other local govern- overreliance on volunteer labor, After two years of redevelopment, ments, the regional health depart- and few opportunities for the the restoration of several buildings, ment, the community college, the training, technical assistance, and and the construction of new facilities, four-year university, and others to professional development needed Phase I was completed and the sign on for Phase II of the project. to maintain a stable and qualified Robert G. Kendall Community Phase II will include access to health health care workforce Services Campus was dedicated on (Continued on page 22)

13 Community Partnership Award

Populations Greater than 50,000 Aurora, Colorado

ICMA’s 2006 Community Partnership Award in the greater-than-50,000 population category goes to the city of Aurora, Colorado, and City Manager Ronald S. Miller for the Asian/Pacific Community Partnership.

By the early into the larger business community. 1990s, the last of A community survey conducted in the national and 1995 revealed not just the needs of regional retailers the Asian/Pacific American (APA) had vacated East residents but also their desire to share Colfax Avenue, the their culture with the larger commu- original downtown nity. Entertainment provided as part of the Asian Film Festival, a component of Aurora’s Asian/Pacific Ronald S. Miller commercial main To form the partnership, the Community Partnership. street in Aurora, staff of Aurora’s Small Business Colorado. Storefronts that had once Development Center recruited about umbrella organization, the partner- displayed jewelry, sporting goods, 30 people from APA community orga- ship has expanded to include the appliances, furniture, and clothing nizations, APA-owned businesses, Aurora Asian Film Festival (AAFF). were replaced with pawnshops, rent- neighborhood groups, and city gov- Begun in 1998 as a collaborative to-own stores, and an abundance of ernment, as well as a city council rep- effort with the city of Aurora and foreign-language signs installed by resentative. Among the programs they the Denver Film Society, the AAFF Korean, Vietnamese, and other Asian created were has become one of the city’s premier immigrant merchants. • An open forum for APA business events, drawing hundreds of attend- But most of these new business owners to meet with representa- ees each year from throughout the owners were unaware of licensing, tives of the Tax and Licensing region. The money it generates helps code, land use, and signage regula- Division, Code Enforcement, finance the organization’s events and tions. As a result, established busi- Planning, and other city offices to activities, while the city continues to ness owners perceived a disregard for discuss problems, ask questions, staff and provide in-kind support for accepted practices and wondered if and learn about city rules and the partnership and provides financial the city was holding the newer busi- procedures support for the film festival. nesses accountable, while the Asian The partnership has become a • An educational training program business owners wondered if they model for municipal efforts to build developed by the Aurora police were being singled out as the city relationships with minority communi- department to help understand tried to enforce existing rules and ties. In part its sustainability derives cultural differences and how ordinances. In short, longtime area from the fact that so many members those affect police interactions residents were suspicious of their of the APA community are invested new neighbors, who in turn became • A series of music and dance in the process. Those who are leaders wary of the local government. events at the city’s Aurora Fox in other Asian community organiza- The area is home to the largest Arts Center to showcase Asian tions around the area provide the Korean and Filipino populations in culture city with an extensive network of the state as well as significant popula- • A series of panel discussions contacts, enabling Aurora to success- tions of other Southeast Asian groups. to help immigrants understand fully engage the APA community in The growing tension prompted the immigration rules and processes. its revitalization efforts. Aurora main- city to reach out to its Asian commu- tains one of the most complete data- The partnership was launched nity and establish the Aurora Asian/ bases of Asian organizations in the with no budget allocation, but it Pacific Community Partnership. state, and the partnership has become became so successful that the city Initially, the partnership focused a key point of contact and a source budgeted $15,000 annually to pro- on reaching new businesses and for numerous recruitment efforts vide administrative support. As a improving communication, but across the state for boards, designated program under “Spirit of more important was finding a way Aurora,” the city’s nonprofit 501(c)3 (Continued on page 22) to integrate the newest immigrants

14 Community Sustainability Award

Populations of Less Than 10,000 Windsor Heights, Iowa

ICMA’s Community Sustainability Award recognizes the innovative local government programs or processes that demonstrate creativity in balancing that community’s social, economic, environmental, and cul- tural needs. This year, ICMA presents the award in the less-than-10,000 population category to the city of Windsor Heights, Iowa, and to City Administrator Marketa George Oliver for the “New Heights” Community Redevelopment and Promotion.

Windsor Heights, ing to widen and reconstruct the Iowa, a land- avenue and improve its streetscapes locked com- at a cost of approximately $2.8 mil- munity located lion. It then designated an area on in the heart of University Avenue as the town center the Des Moines and purchased three of the four cor- metropolitan ners at the main intersection. It razed

Marketa George Oliver area, is primar- the dilapidated buildings, cleaned up A main Windsor Heights thoroughfare was widened ily a residential the sites (which had housed either and reconstructed, as part of efforts to revitalize city. community. Not long ago, the city a gas station or dry cleaners at one also had some commercial property, time or another), and offered them changing perceptions. To downplay much of which was blighted or in for redevelopment. Two of the three any impression of the city as a speed disrepair. Demographically, the com- corners have already been redevel- trap with its 25-mile-per-hour speed munity had many aging residents and oped: the base value for the proper- limit, Windsor Heights would be pro- a reputation for a somewhat slower ties was $1,306,190; the city made moted for its safe streets; rather than pace of life, as exemplified by the 25- a gross investment of $2,847,491; defining it as landlocked, it would be mile-per-hour speed limit on its main and the properties are now valued at promoted as being “at the heart of it arterial. It became clear that without $6,140,200. The city’s investment in all.” renovation, redevelopment, and revi- the third corner was $647,914, and The group then identified target talization, Windsor Heights could the property is expected to be valued markets—residents, area businesses, become a faceless small town with at $2.8 million. and realtors/home buyers/rental empty, dilapidated buildings. To redefine and promote the com- agencies—and specific strategies. One The first step was an aggressive munity, the city invited residents and major strategy was to form a business urban renewal effort to upgrade the business owners with backgrounds in alliance. Acting as facilitator, the city quality and quantity of commercial marketing and media to form an ad brought area businesses together to properties. Because residential prop- hoc committee and develop a compre- form a chamber of commerce, which erties in Iowa are taxed at a much hensive marketing plan. Presenting its was officially incorporated in 2004 lower rate than commercial proper- recommendations in April 2003, the and has since more than doubled its ties, a better mix of properties was group identified the city’s strengths as membership. Another strategy was to needed to provide the sustainable good housing stock, good quality of increase community events in order revenue stream needed to support life, a probusiness local government, to promote community, unity, and city services and initiatives. Thus, the a location between urban and subur- identity. With the chamber’s help, next step was to attract a good mix ban areas, a small-town atmosphere, Windsor Heights has since gone from of businesses and the next generation safety, and diversity. The city’s weak- one major annual community event of residents, and that would require nesses were its land-locked location, to four, one of which is “Windsor quality infrastructure and services. which limits growth; image problems Wonderland,” a multiday winter University Avenue, the main thor- (only elderly/upper- or middle-class festival. oughfare through Windsor Heights, people live here); and confusion over To help promote the city’s iden- was narrow and crumbling, so the the city’s boundaries. The overall goal tity, the chamber of commerce city obtained substantial grant fund- was to modify the city’s image by (Continued on page 23)

15 Community Sustainability Award

Populations of 10,000 to 49,999 Mosman, New South Wales, Australia

ICMA’s 2006 Community Sustainability Award in the 10,000-to-49,999 population category goes to the municipality of Mosman, New South Wales, Australia, and to Vivian H. R. May, general manager of the Mosman Council, for the Community Environmental Contract.

Mosman, and a great increase in the number Australia, sits on of marine species found in the rocky a peninsula in the reefs. The council is also monitoring midst of Sydney the performance of the SQIDs over a Harbor. Although range of water quality parameters to an established ensure that their management is as Mosman Council CEC staff at Quakers Hat Bay, the site of habitat restoration, bush regeneration, and urban area with beneficial to the environment as walking track construction. Vivian H. R. May relatively high possible. population den- In addition, the high velocity of this technique effectively dissipates sity, Mosman is blessed with signifi- stormwater flows erodes the natu- wave energy while mimicking natural cant open space and a network of ral creeks within bushland areas, rocky shore habitat and also provid- remnant bushland. This unique and introduces pollutants to bushland, ing better access to the water than treasured environment partly explains promotes weed growth, and destroys traditional steep-sided seawalls. The why residential properties in Mosman valuable bushland and riparian recolonization of new seawalls is are so highly valued, and both habitat. To minimize this damage, the being monitored, and the council and Mosman’s citizens and their local CEC has restored nearly a kilometer the university are currently working government authority acknowledge of natural creek line and consolidated together on projects to create habitat. their responsibility to care for and poorly located stormwater outlets. The CEC has allowed the council preserve the superb natural resources And to guard against environmental to incorporate social and heritage entrusted to them. problems, the municipality recycles issues into its projects. A project In response to community con- the organic fraction of the waste combining stormwater, bushland, and cerns about degradation of the local instead of disposing of it in a landfill. creek rehabilitation in a bushland environment and to help improve The construction of seawalls is reserve displays the area’s European Sydney Harbor, the Mosman Council gradually altering the rocky fore- heritage while also highlighting its introduced its Community Environ- shores around Sydney Harbor. These aboriginal heritage. The CEC has also mental Contract (CEC) in 2000. The shores, with their horizontal surfaces, improved the council’s ability to run CEC is a suite of projects dedicated to overhangs, rock pools, and crevices, joint projects with other land manag- protecting and improving the local create habitat for various intertidal ers, such as the National Parks and environment, and since its inception, creatures and provide the basis for Wildlife Service, the Sydney Harbor its achievements have been numerous. thriving ecosystems. While seawalls Federation Trust, and neighboring For example, through the CEC, the are very efficient at deflecting wave councils. These improved working council has significantly expanded its energy, their featureless vertical walls relationships also ensure that all existing bushland management pro- provide very little habitat. Moreover, neighboring agencies have consis- gram, and the CEC now funds half of several seawalls are over 100 years tent environmental management all bushland site restoration. old, and after a century of exposure approaches. Because stormwater from urban to waves and saltwater, their abil- Because the CEC was established areas can transport high volumes of ity to protect foreshores and public in response to community demand pollutants into the harbor, the CEC recreation areas from erosion have for improved environmental manage- installed stormwater quality improve- been compromised. To restore sea- ment and quality, the council con- ment devices (SQIDs) on most of walls while also improving intertidal sults directly with residents and other Mosman’s major stormwater outlets. habitat, the council partnered with stakeholders in planning projects. It To date, these SQIDs have removed an ecological research institute from has, for example, relied on the com- nearly 1,000 metric tons of pollutants, the University of Sydney to rebuild mitment and knowledge of residents and residents report cleaner beaches the seawalls with boulder fields; (Continued on page 23)

16 Community Sustainability Award

Populations Greater than 50,000 Aurora, Colorado

This year, ICMA presents two Community Sustainability Awards in the programs in several ways. First, greater-than-50,000 population category. The first award goes to the city because it provides rental assistance of Aurora, Colorado, and City Manager Ronald S. Miller for the Home of one time only, the program does not maintain the long-term residency of Our Own program. its clients. Second, it provides a dedi- cated housing specialist/caseworker, At one time, East population of Aurora—the homeless who not only administers the pro- Colfax Avenue in families with children living in motels gram but also provides clients with Aurora, Colorado, along Colfax Avenue—desperately additional financial assistance for was a vital eco- needed help. other expenses, such as furnishings, nomic corridor, That help is provided through clothing, utilities, and food on an as- but businesses Home of Our Own, a rental assis- needed, case-by-case basis. Third, the began to decline tance program established in 1998. program addressed homelessness by Ronald S. Miller when new high- The program provides one-time grant strategically selecting housing near ways gradually assistance to eligible families so they places of employment, social and drew tourist traffic away, and by the can move into permanent rental recreational services, and commerce. late 1960s, tourist development had housing. To be eligible, clients must And fourth, it makes housing selec- effectively ended along the avenue. have resided in motels for at least tions throughout the city in order to Over the next two decades, retail 15 days and have an income at or avoid concentrations of poverty and trends shifted from pedestrian- below 80 percent of the area medium to better assimilate homeless families oriented “main street” outlets to income. They must also attend a into a standard living environment. indoor shopping malls, and the “tenant education class,” which pro- To successfully implement Home decommissioning of Lowry Air vides information on landlord/tenant of Our Own, Aurora partners with Force Base and the Fitzsimons Army issues and financial literacy. Other local social service providers, apart- Medical Center in the 1990s stripped program parameters include weekly ment managers, local businesses, the area of two major employment case reviews, an absence of drug use and grant-funding organizations to centers and thousands of workers, and criminal behavior, and housing provide housing, counseling, and residents, visitors, and consumers. quality inspections. The grant covers household items. The program is Saddled with high vacancy rates the cost of a security deposit, a util- coordinated by the city’s community as a result of aging properties that no ity deposit, and 75 percent of the first development division, in coopera- longer attracted middle-income fami- month’s rent. tion with the Aurora Mental Health lies and growing businesses, many The program also assists homeless Center’s Aurora Family Preservation property owners sought out low-rent families participating in the Aurora and Family Support Initiative; the tenants and businesses that catered Housing Corporation’s Families in cooperation of both agencies, which to the poor and the fringe economy. Transition Program, a two-year tran- pay the salary of the housing special- Slowly, the area deteriorated: signs of sitional housing program; families ist/caseworker, ensures high-quality blight appeared, commercial and resi- who have a current Section 8 voucher service delivery and redundancy dur- dential property values declined, and or certificate; and families living in ing staffing shortages. crime increased, all signaling poor Aurora’s two homeless shelters. By Since 1998, approximately prospects for future investment. helping clients find housing and assist- $250,000 of direct rental assistance When the redevelopment of both ing with initial housing costs, Home has been provided to 192 families at military properties and the former of Our Own makes it easier for low- an average cost of $1,294. Funding Stapleton Airport revitalized the area income families to afford customary comes primarily from Community in the mid- to late 1990s, Aurora living expenses and the cost of home Development Block Grants and implemented a series of capital furnishings so they can put their HOME Investment Partnerships improvement programs to bring back energy into getting the financial, edu- grants, which the U.S. Department Colfax Avenue; these included the cational, and strategic guidance they of Housing and Urban Development renovation of commercial façades need to get back on their feet. provides to the city annually, and and the rehabilitation of single-family The program stands out from from Arapahoe County’s Aurora homes. However, the most vulnerable other tenant-based rental assistance (Continued on page 23)

17 Community Sustainability Award

Populations Greater than 50,000 Waterloo, Ontario, Canada

The second of ICMA’s Community Sustainability Awards in the greater- than-50,000 population category goes to the city of Waterloo, Ontario, Canada, and City Manager Simon Farbrother for the Environmental Strategic Plan.

Located in maintaining a sustainable and high Canada’s quality of life. The foundation of this “Technology program is “Imagine! Waterloo,” the Triangle,” the community’s vision for the future and city of Waterloo, the most comprehensive community Ontario, has a consultation process ever undertaken Stream rehabilitation is one example of Waterloo’s efforts toward achieving environmental sustainability. robust knowledge- by the city. Simon Farbrother based economy “Imagine! Waterloo” contains in May 2002. A team of key person- that is largely a number of linked initiatives, one nel representing various city depart- driven by two major universities, sev- of which is the Height and Density ments was formed to oversee its eral major insurance companies, and Policy, a long-range growth strategy implementation and report regularly many high-tech firms. As a result, the that establishes a plan to accom- to the council and the city’s corporate city has seen significant population modate all future growth within the management team. The city’s devel- and employment growth over the past city’s existing boundary. This plan opment services and public works several years and is, in fact, one of anticipates that the remaining unde- departments contribute approximately the fastest-growing mid-sized cities in veloped land within the boundary $5 million annually in operating and Canada. will be exhausted within the next capital budgets to fund work identi- Waterloo also has long been com- decade and that all future growth will fied under the plan. mitted to livability and sustainability. need to be accommodated through The first three years of Waterloo’s This commitment is partly due to redevelopment and intensification. Environmental Strategic Plan have the fact that 80 percent of the com- As another part of the program produced significant achievements in munity’s drinking water comes from articulated in “Imagine! Waterloo,” sustainable community development, groundwater aquifers, much of which the city consolidated its environmen- including the following: are under existing urbanized areas tal goals into a strategic plan. This • Sustainable buildings: Through or areas planned for future urban plan, which contains 24 strategic solar energy and green rooftop development. Further, surrounding actions with specific implementa- projects, the city is demonstrat- Waterloo is some of the richest agri- tion timetables up through 2012, ing options for environmentally cultural land in Canada—an important has allowed the city to continue to responsible energy. It has invested economic asset as well as a key factor meet growth demands on a limited more than $550,000 to promote in the area’s future sustainability. land base while upholding principles the “greening” of city hall and The challenge facing Waterloo in of sustainable development. The has constructed 10 solar homes at the future is growth. In the past, the Environmental Strategic Plan was a value of $3.75 million. community would accommodate pop- initiated to renew the city’s environ- • Brownfield redevelopment: Eighty ulation growth with new development mental commitment and consolidate percent of the city’s downtown at the edge of the city, but because previous initiatives into one inte- core, which was once industrial/ this type of urban development con- grated planning framework; guide commercial, has been trans- tributes to poor air quality, threatens and prioritize both existing and new formed into retail and residential groundwater quality, encroaches on environmental initiatives in three spe- use. Thirty-five hectares of for- agricultural land, causes ecosystem cific phases with an implementation merly contaminated land have fragmentation, and produces other schedule; and address the commu- been remediated, and two treat- negative impacts, a new approach nity’s vision for the environment as ment systems have been installed was needed. In 2000, Waterloo began identified in “Imagine! Waterloo.” to enhance groundwater quality. a multipronged program to ensure After formal ratification by the continued economic growth while city council, the plan went into effect (Continued on page 24)

18 Strategic Leadership and Governance Award

Populations of 10,000 to 49,999 Lewiston, Maine

ICMA’s Strategic Leadership and Governance Award recognizes the inno- vative local government programs or processes that have significantly affected a local government organization’s culture or strategic direction. This year, ICMA presents the award in the 10,000-to-49,999 population category to the city of Lewiston, Maine, City Administrator James A. Bennett, and Deputy City Administrator Phil Nadeau for the Strategic Municipal Image Campaign.

For many years, ment arm, the Lewiston-Auburn the city of Economic Growth Council Lewiston, Maine, (LAEGC), hired a professional Before and after shots of Lewiston’s Southern Gateway illustrate the success of the city’s public- suffered from a consultant firm to survey area private partnerships. lack of confidence perceptions. The firm’s report, and an impending issued in April 2002, confirmed its $400,000 expansion since building sense of failure. that nonresidents identified its brand-new $1,200,000 Southern James A. Bennettt Where the city was rundown areas, crime, poverty, Gateway campus; the Public Theatre, once a thriving and unkempt appearance as the an equity theater that is undergoing industrial giant, community’s drawbacks. a $4,500,000 planned renovation; a home to such busi- • Attack the biggest reinforcement $6,500,000, 400-car municipal park- nesses as the Bates of the negative image. Targeting ing garage, whose unique design Manufacturing the highest-profile physical areas has been featured in national trade Company employ- that created a negative impres- journals; and Northeast Bank, which ing more than sion, the city began with the employs 90 people in its 27,800- 5,000 people, its “Lower Lisbon Street” corridor, square-foot, $3,500,000 headquarters. Phil Nadeau economy declined now known as the Southern And renovations are under way for when Bates closed Gateway. the Central Business Service Center in 1992 and the shoe and textile indus- in the historic Pontiac Building, • Use the media to help tell the try all but disappeared. By 2000, there which will house the chamber of story. Beyond physically driving were nearly 1.5 million square feet of commerce, LAEGC, and the Lewiston throughout the community, the vacant mill space, other businesses Development Corporation. second most important way that had closed, and unemployment had Long thought of as the “bowery” people acquire impressions of a reached record highs. In addition, old of Lewiston and made the topic of community is through the media, mill housing had spiraled into disre- jokes by residents and the media, the so the city needed the media to pair and was abandoned, the crime Southern Gateway has benefited from join in the effort. rate was up, and the perils of poverty more than $20 million of private and and decline gripped the city, strangling The results have been amaz- public sector investment and is now pride and optimism out of the com- ing! Since 2003, private investment a stellar example of public-private munity. has replaced empty blighted build- partnerships. The city contributed Recognizing that the community ings with such enterprises as VIP by providing parking, upgrading needed to change its image both Auto Parts, which renovated a 1906 the streetscape, buying up existing internally and externally and believe vintage building and invested $1.8 depressed properties, and provid- again in its own potential, Lewiston’s million to build a store like no other; ing tax incentives in the form of tax elected officials proposed the follow- Oxford Networks, which created a increment financing. By declaring the ing strategy: $4,200,000 world-class telecommuni- blighted area a slum through a rede- • Identify current perceptions. The cation headquarters that is committed velopment district, the community community, in cooperation with to providing fiber-optic availability leveraged the potential of its emi- its twin city Auburn and their throughout the area within five years; nent domain power to purchase the nonprofit economic develop- Andover College, which is completing (Continued on page 24)

19 Strategic Leadership and Governance Award

Populations Greater than 50,000 Roseville, California

ICMA’s 2006 Strategic Leadership and Governance Award in the greater- than-50,000 population category goes to the city of Roseville, California, City Manager W. Craig Robinson, and Deputy City Manager Julia M. Burrows for the Community Standards and Visioning Project.

The city of held public forums, and established Roseville, the Community Standards and California, was Visioning Committee (CSVC) in June beset by signifi- 2003. All residents were encouraged cant fiscal chal- to apply to be on the committee; the lenges, especially city council based selection of the 28 Roseville’s Community Standards and Visioning Committee. given the loss of at-large members on written appli- W. Craig Robinson the “utility user’s cations and videotaped interviews. Information extrapolated from the tax” and the state Once selected, the committee began detailed survey provided critical infor- threatening to in August 2003 using the “Guiding mation about the community’s expec- take more revenue Principles” set forth by the council. tations and preferences. from cities and A team of five city staff, including The survey also asked for citizen counties. Faced the city manager, served as project volunteers for the Citizens Online with the prospect managers and committee liaisons. Advisory Panel (OCAP), whose of shrinking rev- Working from a thorough and members provide an ongoing sound- enue sources, the detailed timeline, the team prepared ing board and communications link Julia M. Burrows city staff began everything for the committee, from with the community. The OCAP to evaluate its white papers to service-level scenar- also encourages public participation operations and revenues in order to ios with associated budget costs. in workshops, and through online restructure and balance Roseville’s Because the aggressive size, surveys, residents can weigh in on a budget while maintaining a fiscally scope, and timeline for the project variety of issues to help determine sustainable community with a bal- created a demand for additional changes in various public services anced mix of housing, businesses, services and expertise, there was a and programs. and public services. budget adjustment of $90,000. This The committee’s findings, survey City staff recognized that this amount was to cover one contract for results, and draft recommendations restructuring would affect more than facilitation services; another contract were presented at the CSVC’s public just the “bricks and mortar” of pro- for logistic and administrative support forum. With nearly 100 residents in grams and services; it would directly drafting committee meeting agendas, attendance, the committee gained affect the community’s vision for assembling agenda packets, and pre- additional insights into the com- itself. Further, for this restructuring paring meeting minutes; and project munity’s priorities and preferences, effort and the visioning associated expenses such as printing, copying, addressed questions from the public, with it to succeed, all sectors of the materials, and supplies. and noted new ideas for incorpora- Roseville community would have to In addition to countless hours tion into the final recommendations. be involved. Thus, the city council spent reading background informa- After 11 meetings, the CSVC initiated the Community Standards tion and extensive staff reports on presented its final report and recom- and Visioning Project, which brought city services, the committee spent mendations to the council in March together residents and businesses to much time reviewing the results of a 2004. Once these were approved by assess city services and programs and comprehensive citywide survey that the council, departments began using provide policy-level recommendations was conducted as part of the project. the recommendations to guide budget to prioritize what they value in the A random sample of 7,461 custom- priorities, programs, and services. For community. ers (distributed via e-mail and mail) example, staff had been working on a To ensure community participa- produced 1,506 responses, while project to develop an indoor pool for tion, the project conducted formal a general sample of 39,000 house- the community until the survey results and informal community surveys, holds generated 1,687 responses. (Continued on page 24)

20 The city of Olathe’s vision is physicians, pharmacies, ambulatory Laguna Hills, California, from page 8 “Setting the Standard for Excellence surgery centers, cancer treatment cen- Finally, the city included in its in Public Service.” The Work Taxi ters, pharmacies, federally qualified capital improvement program a focus Coupon Program is an excellent health centers, public health units, on parks renovation and city trail example of how Olathe looked “out- volunteer clinics, volunteer physi- projects to encourage residents to side the box” when trying to address cian services, faith-based groups, walk, run, or bike to their destina- the need for a low-cost transporta- and other governmental agencies. tions within city limits rather than tion system. This highly replicable With access to health care services drive. program fulfills one of the most basic becoming almost a luxury for many To expand program and edu- needs that many Americans take for Americans, Polk County and its com- cational opportunities, the cam- granted, and by providing the mobil- munity partners have demonstrated paign has collaborated with several ity needed to sustain employment, it an innovative approach to making nonprofit entities. Working with has added immeasurably to the qual- Polk County a healthier community. Saddleback Memorial Foundation, ity of life for Olathe’s low-income and it developed a children’s running disadvantaged citizens. Sonoma, California, from page 11 program to prepare children for par- ticipation in the Saddleback Memorial The document also contains prac- Polk County, Florida, from page 10 Medical Center’s 5K held every tical, specific action plans for each Memorial Day weekend. Children eligibility; and for individuals cov- goal, which are easily replicable by interested in training for the race ered by the state’s Medicaid Share of any small community interested in work with community services staff Cost Program, who are often unable enhancing its economic development over eight weeks leading up to the to meet their monthly out-of-pocket activities. event; the foundation allows those expenses to secure preventive and Two additional relationships who complete the training to par- primary health care services and life- developed as a result of the partner- ticipate in the race for free and also sustaining pharmaceuticals. ship. The first is with the Redwood provides a reduced family rate for The annual cost to the plan per Empire Small Business Development participants’ families to compete with enrollee is $2,156, much less than Center. The partnership pays for a them. the industry standard. The plan’s professional business counselor to The Get Fit Campaign is evi- unique contracting rate secured operate once a week out of the cham- dence that local government can $49,340,366 in services at a reduced ber office, giving assistance in mar- play an important role in address- cost of $6,085,395 during fiscal year keting, business planning, exporting, ing obesity and its associated health 2004–2005, which is a substantial and other areas. Since February 2005, impacts, that community residents cost-efficiency measure for taxpay- the counselor has met with more will embrace new and creative ideas ers. The plan offers a comprehensive than 100 different businesses and has to help them reach fitness goals, and benefit package, strives for excellence appointments scheduled two months that collaborations with hospitals, in quality care and customer service, in advance. school districts, and foundations are and can be replicated. The second relationship is with crucial to the success of any commu- The Polk HealthCare Plan the Sonoma Valley Unified School nity endeavor. Through the various is owned and operated by the District Adult School, which, with components of the Get Fit Campaign, Polk County Board of County the help of the partnership, sent out Laguna Hills is successfully combat- Commissioners and is monitored a brochure to businesses acquainting ing the rising obesity rates of children monthly by an appointed 11-mem- them with a program that conducts and teens. ber Citizens Health Care Oversight both on-site training for workers in Committee, which includes local many skill areas and business start-up representatives of the business and trainings for workers needing English- Olathe, Kansas, from page  health care industries, a senior citi- as-a-Second-Language classes. nearly 89 percent of respondents zen, a school board representative, The partnership’s accomplish- rated the service as good or very and a plan enrollee. The plan’s man- ments have been enormous. In addi- good. However, only 59 percent agement team meets weekly to moni- tion to providing direct, hands-on expressed satisfaction with the hours tor plan activities, identify areas of outreach to the business community of transportation service, so the improvement, track outcomes in ser- and a direction for the future, it has city is looking into expanding those vice delivery, and address community produced several documents in both hours beyond 7:00 pm. The city is education and awareness strategies. English and Spanish, a Guide to also exploring alternative marketing The Polk HealthCare Plan credits Green Business Practices, and Web methods to increase the level of par- its success to the numerous private- site materials for the city and the ticipation in the program among low- public partnerships in which it partic- chamber. It has also paid for down- income families. ipates. The partners include hospitals, (Continued on page 22)

21 population of 123,865. This system active in its creation and implemen- Sonoma, California, from page 21 has not only increased local general tation. And as a by-product of this town holiday decorations, a welcome fund revenues because court costs effort, a once-blighted section of Old reception for new businesses, a res- no longer have to be shared with Town Winchester has been turned taurant menu guide for all hotels and the county, but also saved massive into a beautiful and vibrant area that bed-and-breakfast inns, and “Shop amounts of overtime spent by officers promotes future redevelopment of Sonoma” ads during the holiday waiting to appear at the circuit court. buildings surrounding the campus. season (provided by the local paper These cooperative efforts—all free of charge). News from the part- outgrowths of the Revenue-Sharing Aurora, Colorado, from page 14 nership is included in the bimonthly Agreement and Cooperative Boundary Business News, in a quarterly mer- Plan—demonstrate the ability and commissions, and employment chant newsletter, and in an expanded willingness of the village of Jackson opportunities seeking APA representa- newsletter published in both English to work with other municipalities to tion. and Spanish for businesses in the economically, efficiently, and coop- The partnership has also demon- unincorporated area north of the eratively provide a broader range of strated its sustainability through the city—a thriving area of Hispanic services, which could not be provided consistent cultural and educational entrepreneurs. The cost of the two- unilaterally, while maintaining its programs it coordinates, such as the year program has been $81,565—far uniqueness and individuality. AAFF and the Sixth Annual Aurora less than the $75,000 budgeted for Asian Education Awards Program. In each of the two years. 2004, the partnership earned a merit Winchester, Virginia, from page 13 The success of the partnership award from the Governor’s Awards has underscored the importance of resources, a new mental health coun- for Downtown Excellence for its developing clear goals and objectives; seling and support system, services involvement in the AAFF. involving the community early in pro- for the disabled, and a Compassionate Several factors account for the gram design; and hiring professional Pharmacy program. Among the new partnership’s success. First, city staff to implement the programs. educational services will be a health officials listened to the needs and Sonoma is still an important tourist services training and educational cen- desires expressed by its various area, but there are fewer downtown ter, an employment training and voca- minority communities, and instead of vacancies, higher sales and tran- tional education program, and access establishing an agenda, they let the sient occupancy taxes, less terrifying to postsecondary educational and partnership guide the way, empower- regulations, and a far more positive workforce development opportunities. ing its members to shape and refine relationship between the city and Also added will be a senior volunteer it into what it is today. Second, the its business community. In a short service; an office of the city’s social city provided the partnership with period of time, and without adding an services department; more public the staffing needed to manage orga- economic development department awareness, education, and outreach nizational details and logistics so to the city staff, Sonoma has accom- programs; and more efficient coordi- that members could make meaning- plished the change it sought. nation of service delivery and plan- ful connections with one another. ning. Third, the enthusiastic participation When Phase II is complete (tar- of local political leaders has given the Jackson, Wisconsin, from page 12 geted April 2008), the campus will partnership credibility and distinction needs, the village created a telecom- consist of four buildings with more and enhanced the city’s image among munications utility in November 2003 than 80,000 square feet, enabling the APA community. Finally, the to address its underserved area; a partner agencies to serve more than partnership has enabled members of spin-off of this effort was the creation 20,000 individuals each year. Total Aurora’s APA community to showcase of a wireless Wi-Fi Internet system. cost is expected to be $11.2 million, their diverse cultures; this has given With the town’s cooperation, these with funding from grants, city of them an enormous sense of pride that services will also be made available to Winchester bonds issued by the has, in turn, translated into a similar town residents, who currently have no Economic Development Authority sense of pride for the city. cable, no DSL, and no high-speed ($7.67 million), and the federal gov- Currently, no other APA organiza- Internet. ernment. tion in the state compares in struc- In 1991, the village of Jackson Our Health is just one way that ture, organization, and composition had joined with two other villages Winchester is partnering with other with the partnership. With the city’s and two cities to create a joint munic- public and private organizations to support, guidance, and staffing, the ipal court system. This court system, help residents in need while also sup- partnership has shown that individu- which operates with one judge and porting area nonprofit agencies. Since als and organizations representing one administrative office, now serves the beginning, the city has been com- a multitude of countries, languages, 13 municipalities with a combined mitted to the Our Health concept and (Continued on page 23)

22 outstanding dining and shopping obtain grant funding from other levels Aurora, Colorado, from page 22 opportunities. The city’s efforts to of government, and thus invest sig- and cultures can work side by side create economic opportunity, enhance nificantly in local management with- to improve their community. Now, revenue streams, and promote a posi- out straining its budget. And these when discussing how to build rela- tive image for both residents and the successes have enabled the council tionships with local governments and surrounding communities will ensure to expand the scope of CEC projects, to encourage community members to the sustainability and vitality of boost its environmental achieve- reach out to their local governments, Windsor Heights far into the future. ments, and educate the community many leaders in the Asian communi- about local resource management. ties point to Aurora. Now in its sixth year, the CEC Mosman, New South Wales, Australia, clearly demonstrates how a local Windsor Heights, Iowa, from page 15 from page 16 authority and its residents can work together in an innovative way to bal- organizes joint advertising efforts and to adopt stormwater-friendly behav- ance the community’s environmental, constantly encourages its members to iors. The council and the community economic, social, and cultural needs. use its logo and advertise their loca- have also worked together in forums tion as Windsor Heights rather than such as the Balmoral Environment Des Moines. It also provides monthly Network. Aurora, Colorado, from page 17 seminars for businesses at its lun- To fund the CEC, the council cheon. imposed a residential rate increase Preservation Family Grant. And Overall, efforts to revitalize, of 5 percent, which the commu- each year, despite decreases in the redevelop, and market the city rep- nity accepted. Although the CEC is city’s federal grant entitlements and resent an investment of more than planned to run for just one more Aurora’s lack of general fund rev- $6.5 million. For a community with year, this levy will be collected until enues, Home of Our Own manages to a general fund operating budget of 2012 so as to limit the year-to-year secure more funding to assist more slightly more than $2 million, this financial burden on ratepayers while families. kind of commitment is monumental. allowing the council to take advan- Staff attribute the program’s con- Yet the city has already reaped many tage of economies of scale with staff tinual ability to obtain funding to its financial benefits. For example, tax employment and project manage- ever-increasing popularity, coupled increment financing (TIF) revenues ment. Over this 12-year period, the with its 95 percent success rate and generated from the commercial devel- council expects to raise more than low administrative cost. Other exter- opments are outpacing initial esti- A$7 million. nal factors, such as Aurora’s surplus mates at more than 20 percent annu- Mosman Council was one of the rental housing market, high foreclo- ally and this year will reach $1.69 first councils in the Sydney area to sure rate, and desirable climate, have million. The better mix of commercial introduce a levy to raise funds spe- also established the program as a and residential properties helps to cifically for environmental improve- high priority. But perhaps the greatest stabilize the tax rate and makes it ment projects. Because the council is mark of accomplishment has been easier for people to shop and recre- using ratepayers’ money on the CEC, the program’s impact on children: ate in their home community; the it must be accountable to the com- no longer exposed to crime- and improved aesthetics have increased munity. Therefore, no money raised drug-infested motel environments, the area’s attraction for pedestrians through the levy can be applied to the child participants now enjoy a stable and shoppers; and the active business council’s recurrent budget. Moreover, environment within the same home, community has meant a more reliable the council visits CEC sites regularly the same school, and the same com- and productive revenue stream. and keeps in touch with residents munity. Because Windsor Heights is an through e-mail, letters, and its Web By creatively addressing some of older community with older homes, site to explain what improvements Aurora’s homeless transitional hous- it could easily suffer from neglect and the CEC projects are making. ing needs in a low-cost way that other lack of interest and, ultimately, urban Since the CEC was introduced, communities could easily replicate, decay. However, the city partnered the council has developed its first Home of Our Own has dramatically with other area suburbs to create a comprehensive environmental man- improved the lives of its clients and housing rehabilitation program, and agement plan, which includes guide- proven itself to be a win-win program nine houses have been rehabilitated. lines for tendering, purchasing, envi- for Aurora and its residents. In addition, its housing market is ronmental impact assessment, and brisk, with many young families mov- report writing. This plan has enabled ing into the area. the council to improve its sustainable No longer viewed as a sleepy little management of the local environ- town, Windsor Heights is now seen ment, increase stakeholder participa- as a thriving, “hip” community with tion in natural resource management,

23 community motivated. Beyond that, the Lewiston Youth Advisory Council Waterloo, Ontario, from page 18 the involvement of participants from facilitated the nomination of Lewiston • Trails master plan: Beyond the all sectors of the community was as a 2006 All-America City. economic advantages of increased crucial in scoping the environmental The changes have brought numer- tourism and recreational activi- initiatives and promoting buy-in. ous awards and recognitions. In 2005, ties, an expanded network of Finally, the plan provided a vehicle the Maine Development Foundation trails supports a more dense for collaboration among various dis- bestowed on Lewiston and Auburn urban form and a smaller urban parate groups and enabled the city to its Champions for Economic Dev- footprint as well as providing a harness the talents of the community. elopment Award; the Maine State way to promote environmental Because of the Environmental Chamber of Commerce, lauding education and awareness. Strategic Plan, the city of Waterloo has the economic partnership that has • Watershed monitoring and received the Canadian Association of produced impressive growth, gave environmental lands acquisi- Municipal Administrators’ Award for the two cities its President’s Award, tion strategy: The city has pur- Environmental Excellence and has and Governor John Baldacci praised chased more than 140 hectares been endorsed by Ontario’s minister of them in his State-of-the-State address of mature woodland. Under its the environment. Such recognition has as the epitome of collaboration and Urban Forestry and Laurel Creek helped the city demonstrate the value effective partnerships; Inc. Magazine Watershed Monitoring Program, of municipally based environmental cited Lewiston as one of the top 50 the lands will be protected over efforts for all concerned. cities in America to do business; and the long term through public the Paralyzed Veterans of America ownership and management. selected Lewiston as the “Most Approximately 26 percent of Lewiston, Maine, from page 19 Patriotic City.” Lewiston had to make a con- Waterloo’s entire land base is properties at a price that generously scious, active decision not to remain being maintained as greenspace, exceeded the fair market value of the stagnant. It is now a city no longer which enhances property value. sellers. Today, pigeons, prostitution, beset by self doubt. Lewiston’s • Transportation initiatives: As part and drug dealing no longer charac- enhanced statewide reputation, of its effort to demonstrate ways terize Lower Lisbon Street. Instead, growth, and economic development to reduce pollution and provide it’s where people want to be and do leadership are well documented, the fuel-efficient alternatives, the city business—truly a key aspect of a community is confident of continued requires biodiesel to be used in all community that is “setting the pace” success, and its citizens will never off-road diesel-equipped vehicles, statewide. again settle for an image any less and it is applying traffic demand The successes in its Southern than one of excellence. management concepts. Other Gateway exemplify Lewiston’s renais- initiatives have included an anti- sance. In the past few years, more idling campaign, hybrid cars, and than $297 million in public-private Roseville, California, from page 20 smart-car parking. sector money has been invested in • Urban intensification policies: To the city, making it the most success- indicated that such a facility was the achieve better air quality, reduce ful economic development commu- lowest priority. However, police and automotive/energy use, lessen nity in Maine within that period of fire services ranked at the top of the pressure on greenfield lands, and time. Such investment includes the priority list, so more police officers increase live/work opportunities, Gendron Business Park, with four were approved for and hired in the city policies and rezoning regula- buildings either completed or under next budget. Another outcome was a tions require intensification while construction, and an 850,000-square- creative solution to lease a building minimizing the impacts on adja- foot Wal-Mart distribution center, for a temporary fire station facility and cent residential neighborhoods. with more than 500 well-paying meet an immediate need for better Eight hundred new apartment jobs—the largest economic develop- response times. A follow-up report on units have been constructed in ment project in Lewiston within the implementation of the CSVC recom- targeted areas, and another 800 last 30 years. And TD Banknorth mendations was compiled and distrib- are being planned. plans a $7 million expansion at the uted in September 2005. Bates Mill Complex—once a vacant Several key components were Waterloo’s achievements have mill site and now a diversified busi- critical to the project’s success: largely been due to the city’s will- ness spot. • Complete commitment of the ingness to take a leadership role in Lewiston is now considered the entire city of Roseville organiza- consolidating the desires of the com- safest of Maine’s four largest cities, tion, from the city council down munity into a plan and establishing a with a 24 percent crime rate decline to each department timeline by which to establish priori- in just the last three years. Youth in (Continued on page 25) ties, measure progress, and keep the particular are reaping the benefits:

24 • Allocation of resources and staff fied to make realistic and feasible Roseville, California, from page 24 with the necessary skills decisions in the best interest of • Recognition that a successful • Detailed, yet succinct information the community. visioning project must have citi- provided to committee members The Community Standards and zen participation in a timely manner to facilitate Visioning Project provided a strategic • A clear and concise time frame for well-informed decisions direction for the city of Roseville and completion, clear definitions of the • Belief that with extensive orienta- was so successful that the model has issues to be addressed, and clear tion and education, those com- already been used for other issues, expectations as provided in the munity residents selected to serve such as growth management. city council’s Guiding Principles on the committee would gain the • A qualified, experienced, and necessary working understanding dedicated facilitator to help deal of the city’s operations, mission, with controversial issues vision, and values to be quali-

25 8.5 in 8.25 in 7.75 in 10.375 in 10.875 in 11.125 in

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Client: St Paul Travelers Publications: Close: Issue: Job #: spspc6pu074 ICMA Awards Booklet 8/1/06 File Name: spspc6pu074v1alt1.indd File Created On: 5/3/06 Rev. Date/Time: 08.01.06 3:00PM

Bleed: 8.5 x 11.125 Trim: 8.25 x 10.875 Production Artist: Michael Waite Live: 7.75 x 10.375 Art Director: Dean Hansen Gutter allowance: none Writer: Dean Buckhorn Media: P 4C B Producer: Steve Delorme Fonts: Traffic Manager: Laura Coyle General Notes: Cropmarks do NOT print. Ink Colors: cmyk 2006 ICMA Annual Awards

Celebrating the Difference Professional Local Government Management Makes

Presented at ICMA’s 92nd Annual Conference, September 2006

Booklet sponsored by Publication of ICMA’s 2006 Annual Awards commemorative booklet was made possible through the generous contribution of ICMA Corporate Partner Travelers (see booklet back cover).

ICMA’s Awards Evaluation Panel dedicates this 2006 commemorative booklet to all of the communities that have been impacted by and responded to natural disasters during the past year.

This awards booklet was The 17-member awards evaluation panel is charged with selecting the developed by: recipients of the ICMA Annual Awards. Because of the time and effort that go into these deliberations, ICMA would like to thank the follow- Jane Cotnoir ing evaluation panel members, who complete their terms at ICMA’s Writer/Senior Editor 92nd Annual Conference: Kathleen Karas Managing Editor Rick B. Beasley Jr., senior associate athletic director, Appalachian State University, North Carolina Charles Mountain Graphic Designer Sherilyn Lombos, deputy city manager, Manhattan Beach, California Alison Miller Richards Annual Awards Program Coordinator Mary K. Moore, city manager (retired), Bryan, Texas (2005-2006 Committee Chair)

Karen Pinkos, assistant to the city manager, El Cerrito, California

Richard Holmes, Las Vegas, Nevada

Michael C. Van Milligen, city manager, Dubuque, Iowa

07-020 2006 ICMA Annual Award Recipients

PROFESSIONAL AWARDS Cynthia Seelhammer, former town PROGRAM EXCELLENCE manager, Queen Creek, Arizona, AWARDS Award for Career Excellence in Honor now deputy city manager, Phoenix, of Mark E. Keane Arizona Community Health and Safety Award John Stunson, city manager, Oakland Steven E. Sheiffer, city manager, (populations 10,000 to 49,999) Park, Florida Janesville, Wisconsin Get Fit Campaign—Laguna Hills, Other Nominees: Sanford B. Wanner, county administra- California, and Bruce E. Channing, Bruce A. Eisenhauer, city manager, tor, James City County, Virginia city manager Evans, Colorado Assistant Excellence in Leadership Other Nominees: Roger W. Flint, public works and utili- Award in Memory of Buford M. Fire Department’s Habitat Fire Sprinkler ties director, Spokane, Washington Watson, Jr. Project—Pinehurst, North Carolina, John W. Lawton, city manager, Great Susan E. Sherman, assistant city man- and Andrew M. Wilkison, village Falls, Montana ager, Olathe, Kansas manager Charles E. McNeely, city manager, Police and Citizens Together—Suwanee, Other Nominees: Reno, Nevada Georgia, and F. Hardin Watkins, city Gerald R. Miller, city manager, Long Lori A. Brill, assistant county manager, manager Onslow County, North Carolina Beach, California Police Department Drug Free George A. Purefoy, city manager, Frisco, Leann J. McElroy, chief of staff, Reno, Community Program—Dover, New Texas Nevada Hampshire, and J. Michael Joyal, Jr., Thomas F. Reilly, county manager, Clark Kenneth Striplin, assistant city manager, city manager County, Nevada Santa Clarita, California Public Safety Youth Academy— Sherman, Texas, and L. Scott Wall, Terry Schutten, county executive, Academic Award in Memory of Sacramento County, California Stephen B. Sweeney city manager Israel G. Small, assistant city manager, Safety Awareness Program—Manhattan Lawrence F. Keller, associate professor, Savannah, Georgia Beach, California, and G. Geoffrey public administration, Levin College Dolan, city manager Jackson C. Tuttle, city manager, of Urban Affairs, Cleveland State Williamsburg, Virginia University, Ohio Community Health and Safety Award James S. Williams, city manager, Winter Other Nominees: (populations 50,000 and greater) Park, Florida Robert L. Bland, professor and chair, Polk HealthCare Plan—Polk County, Award for Career Development in public administration, University of Florida, and Robert M. Herr, county Memory of L. P. Cookingham North Texas, Denton, Texas manager, and Lea Ann Thomas, Edwin C. Daley, city manager, Karl F. Nollenberger, academic director, assistant county manager Winchester, Virginia MPA program, Illinois Institute of Work Taxi Coupon Program—Olathe, Technology, Chicago, Illinois Kansas, and J. Michael Wilkes, city Other Nominees: Texas A and M University-Corpus Christi manager Barry M. Feldman, town manager MPA program, Corpus Christi, Texas (retired), West Hartford, Connecticut Other Nominees: Frank J. Thompson, Nelson A. Sam S. Gaston, city manager, Mountain CUPA Compliance Incentive Program— Rockefeller College of Public Affairs Brook, Alabama Roseville, California, and W. Craig and Policy, University at Albany, Robinson, city manager Eric J. Levitt, city manager, Sedona, State University of New York, Arizona Albany, New York (Continued on page 2)

 (Continued from page ) Greater Littleton Youth Initiative— Family Economic Success (FES) Electronic Logistics Management and Littleton, Colorado, and James C. Program—San Antonio, Texas, and Operations (ELMO)—Charlotte Woods, city manager Sheryl L. Sculley, city manager, and County, Florida, and Bruce D. Ice Arena Business Plan—New Hope, Frances A. Gonzalez, assistant city Loucks, county administrator Minnesota, and Daniel J. Donahue, manager Neighborhood Traffic Safety Program— city manager GILBERT-MOSLEY Setting a Precedent Olathe, Kansas, and J. Michael Lake Norman Regional Economic in Environmental Cleanup—Wichita, Wilkes, city manager Development Corporation— Kansas, and George R. Kolb, city manager Project Worth—San Antonio, Texas, and Huntersville, Davidson, and Sheryl L. Sculley, city manager, and Cornelius, and Jerry E. Cox, town Hurricane Katrina Evacuation Staging Frances A. Gonzalez, assistant city manager, Huntersville; Leamon B. Area—Mesquite, Texas, and Ted G. manager Brice, town manager, Davidson; and Barron, city manager Anthony P. Roberts, town manager, The Link—Aurora, Colorado, and Hurricane Katrina “One Stop Shop”— Cornelius Ronald S. Miller, city manager Columbus, Georgia, and Isaiah Lincoln/Western Placer Unified School Hugley, city manager Victim’s Services Unit Volunteer District Collaborative Program— Program—Aurora, Colorado, and Joint Teen Program—La Palma and Lincoln, California, and Gerald F. Ronald S. Miller, city manager Cypress, California, and Catherine P. Johnson, city manager Standiford, city manager, La Palma, Community Partnership Award Main Street “Revealed” Series—Dover, and David J. Norman, former city (populations less than 10,000) New Hampshire, and J. Michael manager, Cypress City/Chamber Economic Development Joyal, Jr., city manager Kansas Lieutenant Governor’s Task Partnership—Sonoma, California, Partnership Park—Jackson, Michigan, Force—Junction City and Manhattan, and Michael Fuson, city manager and William R. Ross, city manager Kansas, and Rodney D. Barnes, city Revenue-Sharing Agreement and Public Safety Mobile Broadband manager, Junction City, and Ron R. Cooperative Boundary Plan— Project—Indianola, Iowa, and Tim Fehr, city manager, Manhattan Village of Jackson and Town of A. Zisoff, city manager Kapok Park and Floodplain Restoration Jackson, Wisconsin, and Delmore A. Sales Tax Referendum Projects—New Project—Clearwater, Florida, and Beaver, village of Jackson adminis- Ulm, Minnesota, and Brian D. William B. Horne, II, city manager trator/clerk Gramentz, city manager; Richard D. Long Island Sound Watershed Salvati, city manager (retired); and Intermunicipal Council (LISWIC)— Community Partnership Award Thomas F. MacAulay, assistant city Mamaroneck, Scarsdale, and New (populations 10,000 to 49,999) manager Rochelle, New York, and Peter Korn, Our Health, Inc.—Winchester, Virginia, The Portland/Lewiston Refugee retired city manager, New Rochelle; and Edwin C. Daley, city manager Collaborative/New Mainers Stephen M. Pappalardo, deputy Partnership—Lewiston, Maine, and village manager, Scarsdale; and Other Nominees: James A. Bennett, city administrator, Stephen V. Altieri, town administra- City/Development Council Partnership and Phil Nadeau, deputy city admin- tor, Mamaroneck for Success—Troy, Ohio, and David istrator Measuring Our Progress: Community- E. Anderson, former director of pub- Wide Results-Based Accountability— lic service and safety Community Partnership Award Durham and Durham County, Commercial Catalyst Program— (populations 50,000 and greater) North Carolina, and Patrick W. Englewood, Colorado, and Gary L. Asian/Pacific Partnership—Aurora, Baker, city manager, Durham; Julie Sears, city manager Colorado, and Ronald S. Miller, city M. Brenman, budget and manage- Community Outreach and Engagement manager ment director, Durham; Heidi Duer, Program—Manhattan Beach, Other Nominees: assistant county manager, Durham California, and G. Geoffrey Dolan, County; and Michael M. Ruffin, City/County Outcomes Initiative— city manager county manager, Durham County Community Partnership—South Sioux Tacoma and Pierce County, Washington, and Eric A. Medical Mile-Arkansas River Trail— City, Nebraska, and Lance A. Little Rock, Arkansas, and Bruce T. Hedquist, city administrator AndersonEric A. Anderson, city manager, Tacoma Moore, city manager Discovery Days—Junction City, Kansas, Military-Civilian Task Force for and Rodney D. Barnes, city manager Create the Vision—Centerville and Washington Township, Ohio, and Emergency Response—Onslow Field Turf Program—Rockville Centre, Gregory B. Horn, city manager, County, North Carolina, and Frank W. New York, and Ronald J. Wasson, Centerville, and Gary W. Huff, town- Clifton, Jr., county manager, and Lori village administrator ship administrator, Washington A. Brill, assistant county manager First and Main—Hudson, Ohio, and Township Neighborhood Fence Replacement Douglas R. Elliott, Jr., former city Delray Youth Vocational Charter Program—Aurora, Colorado, and manager, now assistant city man- School—Delray Beach, Florida, and Ronald S. Miller, city manager ager, Painesville, Ohio David T. Harden, city manager North Texas Municipal Alliance—Keller, Fossil Finders Fossil Fixers Educational Environmental Education and Texas, and Lyle H. Dresher, city man- Program—Laguna Hills, California, Awareness Program—Waterloo, ager, Keller; Larry J. Cunningham, and Bruce E. Channing, city man- Ontario, Canada, and Simon city manager, North Richland Hills; ager Farbrother, city manager and Shana K. Yelverton, city man- ager, Southlake

 Operation Clean Sweep—Savannah, Community Sustainability Award Other Nominees: Georgia, and Michael B. Brown, city (populations less than 10,000) Celebrating Our Successes: Employee manager, and Israel G. Small, assis- New Heights Community Driven Initiatives—Tarpon Springs, tant city manager Redevelopment and Promotion— Florida, and Ellen S. Posivach, city Opportunity Zone—Mesa, Arizona, and Windsor Heights, Iowa, and Marketa manager Christopher J. Brady, city manager George Oliver, city administrator Cooperative City/County Partnership— Plaza Communitaria—San Antonio, Paducah and McCracken County, Texas, and Sheryl L. Sculley, city Community Sustainability Award Kentucky, and James W. Zumwalt, manager, and Frances A. Gonzalez, (populations 10,000 to 49,999) city manager, Paducah, and Steve assistant city manager Community Environmental Contract— Doolittle, county administrator, Sister Cities International: Palm Coast, Mosman, New South Wales, McCracken County Florida, and Liberia, Costa Rica— Australia, and Vivian H. R. May, On TARGET Toward a High Performance Palm Coast, Florida, and Richard M. general manager Organization—Montgomery, Ohio, Kelton, city manager Other Nominees: and Cheryl A. Hilvert, city manager Small Business Information Center— Artist District—Peekskill, New York, and Strategic Leadership and Governance Hillsborough County, Florida, and Daniel W. Fitzpatrick, city manager Patricia Bean, county administrator, Award (populations 50,000 and Mission: Communicate—Winchester, greater) and Carl Harness, assistant county Virginia, and Edwin C. Daley, city administrator Community Standards and Visioning manager Sobering Center of Tacoma—Tacoma, Project—Roseville, California, and Town Center—Suwanee, Georgia, and F. Washington, and Eric A. W. Craig Robinson, city manager, Hardin Watkins, city manager AndersonEric A. Anderson, city and Julia M. Burrows, deputy city manager Community Sustainability manager Street Smarts—San Jose, California (populations 50,000 and greater) Other Nominees: Tampa Bay Regional Urban Search and Environmental Strategic Plan— Employee Development Program— Rescue Team—Hillsborough County Waterloo, Ontario, Canada, and Roanoke, Virginia, and Darlene L. and St. Petersburg and Tampa, Simon Farbrother, city manager Burcham, city manager Florida, and Patricia Bean, county Home of Our Own—Aurora, Colorado, “How Full Is Your Bucket?” Training administrator, Hillsborough County and Ronald S. Miller, city manager Program—Aurora, Colorado, and The AERO Institute—Palmdale, Ronald S. Miller, city manager Other Nominees: California, and Robert W. Toone, Jr., A Method of Change: Transforming to Addressing Mesquite—Mesquite, Texas, city manager a High Performance Organization— and Ted G. Barron, city manager, The Housing Education and Olathe, Kansas, and J. Michael and Richard G. Gertson, director of Rehabilitation Training (HEART) Wilkes, city manager community development Program—Dubuque, Iowa, and Partnership of Aurora City Employees Laurel Creek Watershed Monitoring Michael C. Van Milligen, city man- (PACE)—Aurora, Colorado, and Program—Waterloo, Ontario, ager Ronald S. Miller, city manager Canada, and Simon Farbrother, city The Neighborhood Partnership Strategic Plan—Peoria County, Illinois, manager Program—Glendale, Arizona, and and F. Patrick Urich, county admin- Open Space Volunteer Program— Edward Beasley, city manager; istrator, and Scott A. Sorrel, assistant Westminster, Colorado, and J. Brent Pamela J. Kavanaugh, assistant to the county administrator city manager; and Gloria Santiago- McFall, city manager Espino, deputy city manager, Strategic Leadership and Governance Community Services Group Award (populations 10,000 to TIF Is Tops—Frisco, Texas, and George 49,999) A. Purefoy, city manager Strategic Municipal Image Youth Services—Olathe, Kansas, and J. Campaign—Lewiston, Maine, and Michael Wilkes, city manager, and James A. Bennett, city administrator, Susan E. Sherman, assistant city and Phil Nadeau, deputy city admin- manager istrator

 Award for Career Excellence in Honor of Mark E. Keane John Stunson

Established in honor of former ICMA executive director Mark E. Keane, cable system to ensure that all resi- the Award for Career Excellence recognizes an outstanding local gov- dences within its boundaries have ernment administrator who has fostered representative democracy by access to the live commission meet- ings. It also added an AM radio sta- enhancing the effectiveness of local government officials and by con- tion for continuous communication, sistently initiating creative and successful programs. Candidates must especially during the hurricane sea- be full members of ICMA; have a minimum of 10 years of executive, son, and a full-time public informa- senior-level service to the profession; and be endorsed by a past or pres- tion officer to oversee and coordinate ent elected official. This year, ICMA presents the Mark E. Keane Award to the quarterly newsletter, the Web site, John Stunson, city manager of Oakland Park, Florida. the local cable channel, and the radio address. The city was becoming known for In 2001, when John Stunson was nesses, and visitors in our diverse the high level of involvement of its appointed city manager of Oakland community”; a commitment to the elected officials. If a planning issue Park, Florida, the city was near values of respect, integrity, service, affecting Oakland Park was on the bankruptcy. Poor pension oversight and excellence; and the complete agenda at county commission meet- and a buyout of senior staff, which involvement of the elected officials, ings, the city was well represented. allowed for short-term savings, left and Mr. Stunson began to turn the This effort was rewarded with a $2 the city with a major gap in funding. city around. million competitive grant from the Enterprise funds were insufficient to With the commission’s support, county for open space for a down- cover vital services, no new facilities utility rates and sanitation and per- town park. Oakland Park joined the had been built, the infrastructure was mitting fees were increased to pay National League of Cities, and its crumbling, and although the city was for essential services and to cover mayor became active on national prone to flooding, no master storm- the debt service needed for capital committees. water plan had been implemented. improvement projects; a fire service Another measure of Mr. Stunson’s And when the citizens revealed a fee was instituted to stabilize the success is the high level of citizen desire for a pedestrian-friendly down- budget; and departments were reor- involvement. Volunteers provide town, the city borrowed $18.5 million ganized to reduce staffing and cut much support during natural emer- without conducting the necessary expenses. To promote the revitaliza- gency situations and also serve in preliminary studies. All this misman- tion of Oakland Park, Mr. Stunson the community’s parks, library, and agement engendered a lack of trust used a slum and blight study by a recreational facilities. Through a within the community toward the community redevelopment agency local government academy instituted local government. as the basis for the redevelopment in 2005, residents can get firsthand Making transparency the plat- that would recapture the investment information about how the city oper- form for public administration, Mr. of the original $18.5 million loan. ates so they can better understand the Stunson started out by involving the Regulatory acts to increase develop- complex issues facing city employees; city commission and senior staff in a ment opportunities included a transit- this academy has produced 15 to 25 strategic planning session from which oriented ordinance and a business volunteers who serve on city boards. evolved a vision statement: “By 2008, and entertainment district ordinance Today the city is financially Oakland Park will be recognized as to promote green buildings while stable, and other cities in Broward a friendly ‘small town’ with safe and controlling the expansion of sexually County are looking to Oakland Park attractive neighborhoods, quality oriented businesses. During this time, for cutting-edge ideas. Mr. Stunson schools, outstanding parks and excep- the city received two awards from the contends that the city can do any- tional recreation programs, with the Florida Redevelopment Association. thing as long as it can count on the social, cultural, and business oppor- The overall revitalization efforts cre- support of its leaders. And largely tunities of a big city.” Add to that a ated excitement and positive press for because of the leadership of John mission statement “We are dedicated the first time in many years. Stunson, Oakland Park has attracted to providing friendly, responsive, and Having pledged to be responsive top-notch staff and gained a reputa- quality service to all residents, busi- to its citizens, the city upgraded its tion as a city on the move.

 Award for Career Development in Memory of L. P. Cookingham Edwin C. Daley

Each year, ICMA presents the Award for Career Development to an out- Mr. Daley knew he would need to standing local government administrator who has made a significant teach them how to move smoothly contribution to the career development of new talent in professional local in a team atmosphere. To this end, he designed an annual book club to government management. The award commemorates former ICMA presi- meet once a month for five months. dent L. P. (Perry) Cookingham, who is credited with creating the local Employees are invited to join the government internship. Candidates must be full members of ICMA. This club, are given a book chosen by Mr. year, ICMA presents the Career Development Award to Edwin C. Daley, Daley, and are appointed to small city manager of Winchester, Virginia. teams. Each team is assigned a cer- tain number of chapters to read and present to the full group. To date, Ed Daley, city manager of Winchester, Participants must also spend a day the groups have read The Leadership Virginia, believes strongly that con- with a city department with which Challenge, The Wisdom of Teams, and tinuing education and training is the they are unfamiliar in order to gain Now, Discover Your Strengths; they secret to developing a strong and a better understanding of city opera- have also taken the StrengthsFinder dedicated workforce, and that an edu- tions. Finally, the class chooses a Inventory and participated in an cated, experienced workforce is at the community service project and works ICMA workshop on strengths. heart of quality customer service. For together as a team to accomplish its Later in 2005, Mr. Daley put this reason, he makes sure that his goals. together a group of young profession- staff has a wide variety of opportuni- In August 2004, Mr. Daley cre- als holding a wide variety of positions ties to grow both professionally and ated the Internal Sabbatical Program, with the city to form the Emerging personally. a six-month internship that is open Leaders Group. Committed to prepar- Several years ago, Mr. Daley real- to all employees seeking a change of ing employees today to lead tomor- ized that a large number of knowl- pace and a chance to learn something row, the group gives those new to edgeable and experienced employees new about government administra- public management a monthly forum would be retiring within the coming tion. The program places the interns in which to interact with seasoned decade. Not wanting services to suf- in different departments, enabling department heads and discuss key fer during the search for qualified them to experience local government city issues and procedures. By provid- replacements, he developed a succes- from another angle, gain a better ing rising city professionals with an sion plan to prepare the city’s existing understanding of the range of services insight into departments with which workforce for possible promotion. and personnel required to serve the they may not be familiar, the pro- The plan provides several training community, and see how ideas trans- gram ultimately gives them a broader opportunities for employees who are late into policies and programs. And understanding of how the local gov- interested in advancing their careers. by gaining a fresh perspective on how ernment operates. In 2001, Mr. Daley created the they address problems and projects, The recent trend in local govern- EXCELL Academy, a yearlong educa- the departments benefit as well. ment has been to shrink or flatten the tional program consisting of a series Recognizing the need for bet- organization in an attempt to become of internally conducted seminars ter communication throughout the more efficient, responsive, and effec- designed to address city and regional organization, in 2005 Mr. Daley reor- tive. But this trend can force the orga- policies, budget and purchasing pro- ganized the city’s structure into five nization to spend more time, money, cedures, and philosophies critical to teams: public safety, human services, and resources on the search for tal- both current managers and future public services, development, and ented and qualified personnel to fill organizational leaders. These semi- administrative services. The restruc- positions vacated by retirements and nars are augmented by three college- turing also reduced unnecessary a more mobile workforce. Mr. Daley level courses conducted in partner- service duplications, ultimately sav- has met this challenge by implement- ship with Lord Fairfax Community ing all departments time and money ing an extensive program to develop College and designed to provide and improving service delivery. But and cultivate the city’s workforce and the broad-based skills essential in because key personnel are accus- thus ensure quality leadership in the today’s organizational environment. tomed to working autonomously, future.

 Assistant Excellence in Leadership Award in Memory of Buford M. Watson, Jr. Susan E. Sherman

ICMA’s Assistant Excellence in Leadership Award, which commemorates ment with the chief. The situation former ICMA president Buford M. Watson, Jr., is presented to a local could have had disastrous political government management professional who has made significant con- ramifications, yet she had the cour- age to act and did so successfully. tributions toward excellence in leadership while serving as an assistant Her service during those difficult (regardless of title) to a chief local government administrator or depart- 14 months earned her the Olathe ment head. Candidates must be members of ICMA, full-time assistants Chamber of Commerce’s Community reporting to a chief local government administrator or department head Service Award—the first and only who have been responsible for significant administrative duties for at time the award has ever been given! least one year (not including internships in conjunction with an aca- In the past few years, Ms. Sherman has been at the forefront demic program), and endorsed by a CAO. This year’s recipient of the of cultural change as the organiza- Assistant Excellence in Leadership Award is Susan E. Sherman, assistant tion moves toward a values-based, city manager of Olathe, Kansas. customer-focused organization. This change has included the implementa- tion of a community-based strategic Olathe, Kansas, prides itself on many coffeehouse. Ms. Sherman helped the plan, an annual customer satisfaction strong partnerships, and Assistant teens secure funding from the city and survey, a new performance manage- City Manager Susan Sherman has school district, as well as donations ment system, a career banding pay been an integral part of this success. from businesses for furniture and pool plan, and a comprehensive employee In 1997, she helped pioneer a partner- tables. She also helped enlist adult vol- development program. Through it all, ship between the city and the Olathe unteers to provide supervision while she has been instrumental in helping School District to hold a “youth con- contributing many hours herself. In the the staff to become a high-performing ference.” Along with facilitating an end, the teens had created a place of organization. exchange of ideas between adults and their own—run by youth, programmed Ms. Sherman’s devotion to the youth about how they could work by youth, and used by youth. community is reflected in the count- together to benefit the community, Building yet another partnership less hours of personal time she spends the conference led to several ongoing with the school district, Ms. Sherman volunteering in the schools and leading youth initiatives. developed a third-grade education pro- community fundraising efforts. She One such initiative was the Olathe gram, Third Graders in Government, also has served as president of the local Youth Congress, a nationally recog- which allows kids to participate in a Rotary Club and is a Paul Harris Fellow nized, best practice model created in mock city council meeting. in the Santa Fe Trail Rotary Club. In 1999. Funded by such diverse part- Ms. Sherman’s leadership 2004, the Olathe Character Council ners as the Olathe Medical Center, the strengths include her interpersonal awarded her its City Government Olathe United Way, and Mid-America skills and her ability to build trusting Character Award, and Kansas City’s Nazarene University, as well as by relationships with employees, volun- Ingram’s Magazine appointed her to the city and school district, the youth teers, elected officials, and citizens. the 2004 Class of “40 Under 40.” congress is completely student run; Thus, in 1997, when the city council As a certified trainer, Ms. however, the priorities it sets and the needed to find a new city manager, Sherman helps provide in-house cus- issues it addresses are worked on by it asked Ms. Sherman to assume the tomer service training to city employ- the entire community. In 2005, 350 role of acting city manager. Shortly ees. As a trained facilitator, she facili- students from public, private, and after, Ms. Sherman was confronted tates public meetings and informally home schools attended the annual with a difficult disciplinary matter helps smaller groups move forward session of the congress. A second involving an established police chief. productively. With her compassion nationally recognized youth initiative, As acting city manager, she could for Olathe’s citizens and employees, the Olathe Teen Council, is modeled have chosen to wait and “let the new her commitment to building com- after the city council and works with guy” handle the issue, but instead, munity through partnerships, and her the youth congress to provide a voice with counsel from the human strong leadership and management for youth in the community. resource department and the city skills, Susan Sherman is a model Another initiative, 4 the Birds attorney’s office, she investigated the of what an assistant city manager Café, was started in 2002 as a teen issue and reached a separation agree- should be.  Academic Award in Memory of Stephen B. Sweeney Lawrence F. Keller

The Sweeney Academic Award, established in the name of the longtime Apart from his academic courses, director of the University of Pennsylvania’s Fels Institute of Government, is Dr. Keller facilitates workshops for presented to an academic leader or academic institution that has made a practicing local officials and regularly teaches a workshop on municipal law significant contribution to the formal education of students pursuing careers in the college’s certificate program for in local government. In addition to ICMA’s recognition of an academic or newly elected local officials. He has institution, the Fels Institute provides a stipend to the recipient’s student of also provided technical assistance to choice to attend the ICMA Annual Conference. This year, ICMA presents the local governments across the United award to Lawrence F. Keller, associate professor of public administration at States and overseas, and has writ- Levin College of Urban Affairs, Cleveland State University. ten extensively on local governance. His publications include more than 20 articles in American journals As part of the city management he taught at the University of Kansas of public administration and an core faculty in the MPA program at and worked half-time in the Institute article on municipal charters in the the Levin College of Urban Affairs for Public Affairs and Community National Civic Review (2002); he also (LCUA) of Cleveland State University, Development, coordinating the co-authored a book on local manage- Dr. Larry Keller has made a signifi- university’s annual city management ment in the United States. cant contribution to the formal educa- conference. After Kansas University As a recognized national expert tion of students pursuing careers in made him an honorary KUCIMATS on charters and charter reform, Dr. local government for nearly 40 years. in 1981, Dr. Keller became director Keller participated in major city Established in 1977, LCUA’s MPA of urban affairs at the University of management conferences in the program was intended to provide a Colorado at Denver. He then came to nineties. He has also spoken at sev- professional education for public ser- LCUA in 1982. eral American Society for Public vants and policy analysts working for A gifted and popular teacher, Dr. Administration national conferences local government. In 1982, Dr. Keller Keller teaches city management; the on the Model City Charter, and he was the first public administration organization and management of is often called upon to speak in cit- faculty member hired at the college. the public sector; and the Columbus ies where the manager plan is under The following year, he led the effort Seminar, in which students experience attack. In addition, he has served on to establish an outreach program at the institutional aspects of state gov- seven charter commissions and four LCUA specifically oriented to local ernment, learn about state-local rela- charter review commissions; he has government. Through this vehicle, he tionships, and become familiar with updated the administrative code for produced the Ohio City Management professional associations that advocate Avon, Ohio; and he did the financial Association’s annual programs and for cities. He also teaches administra- provisions for the municipal charter semiannual newsletter for seven tive law in the Ohio Certified Public of Oregon, Ohio. In these efforts, he years. In 1990, when the college Manager Program, which attracts provided an overview of local govern- expanded the outreach program, Dr. elected officials and senior administra- ment, explained the constitutional Keller was influential in the selection tors from state and local government. nature of charter development and of a director for the newly formed Dr. Keller has motivated or rein- amendments, developed the agenda public management program. In 2004, forced the interest of more than 500 with the commission chair, com- for the third time, U.S. News & World students to pursue local government piled the summary of decisions, and Report ranked LCUA’s MPA program careers, teaching them how complex drafted and published the resulting second in the nation for the city man- systems shape public policies. He charter. agement/urban policy specialization. has also educated them to become Dr. Keller is a beloved teacher and Before joining LCUA, Dr. Keller democratic administrators and play ardent supporter of the council- studied city management at the constitutionally validated political manager plan. As he approaches University of Cincinnati, where his roles in their communities. Through retirement, he leaves behind a legacy mentor was former ICMA president his teaching, these students have of 40 years of dedicated service to his C. A. Harrell. He passed the Ohio Bar learned how law, public administra- students and an enduring commit- in 1970, and then, while pursuing a tion, and politics all connect to local ment to professional local manage- doctorate in public administration, governance. ment.

 Community Health and Safety Award

Populations of 10,000 to 49,999 Laguna Hills, California

ICMA’s Community Health and Safety Award recognizes the innovative local government programs or processes that demonstrate improvement in the community’s safety, health, and/or wellness, including enhancement in the quality of life for the disadvantaged. This category is sponsored in part in memory of Carolyn Keane, first wife of ICMA’s fourth execu- tive director, Mark E. Keane, and in memory of Bill and Alice Hansell, parents of ICMA’s fifth executive director, William H. Hansell. This year, ICMA presents the award in the 10,000-to-49,999 population category to the city of Laguna Hills, California, and to City Manager Bruce E. Channing for the Get Fit Campaign. Laguna Hills youth get active by participating in physical fitness activities.

According to the sports program; self-guided walking wellness. One class, “A Busy Person’s surgeon general, loops; a children’s running program; Guide to Healthy Eating,” educates nearly two out and the “Club 30 Program,” which adults on healthy meal choices as of every three provides quick, convenient exercise well as healthier food preparation. Americans are options that meet the recommended This popular class filled to capacity overweight or 30 minutes of daily physical activity. when first offered, and it continues to obese, and one For people who prefer to be outdoors, be offered along with another class, Bruce E. Channing out of every eight 30-minute walking routes have been “A Parent’s Guide to Healthy Kids,” deaths in America outlined, each one including location, which educates parents on nutrition is caused by an illness directly related distance, walking time, and level of and healthy food preparation for their to weight and obesity. An unprec- difficulty. Healthier eating habits are children. “Fitness Fridays,” a class edented number of children are over- addressed through healthier refresh- for elementary school-aged children, weight, which significantly increases ments at teen dances, healthier offers 30 minutes of high-energy their risk factors for such health snacks in the day care program, the cardio activity followed by a healthy problems as diabetes, heart disease, balanced use of treats in early child- snack; 90 percent of those who asthma, and emotional and mental hood programs, and healthier menus enrolled were overweight children health problems. It is also estimated in the children’s cooking classes. from low-income neighborhoods. that nearly three out of every four Improved health literacy is addressed To ensure the participation of overweight teenagers will become through staff training, nutrition edu- city staff, the department introduced overweight adults. cation classes, and adult cooking hiking nights, provides regular train- The city of Laguna Hills, classes. ing for staff, and offers a 30 percent California, began addressing this One key objective of the cam- discount for employees enrolling in epidemic in fall 2004 by making the paign is to ensure that exercise and a designated health and wellness climbing obesity rates of the city’s nutritional programs are available program. In addition, it challenged children and teenagers one of the top to all. To encourage more youth to all city staff to set a standard for three budget priorities for the city’s participate in physical fitness activi- increased physical activity through community services department. To ties after school, when they are most the Step It Up! program, in which address this goal, city staff developed likely to be inactive, the city reduced participants used a pedometer to an all-inclusive Get Fit Campaign. its after-school sports program fee. As track their steps for six weeks, turned The surgeon general identi- a result, registration in the program in their weekly totals, and collec- fies three key factors that must increased 40 percent. tively strove for increased step totals be addressed to reduce childhood Another key objective was to each week. More than 90 percent of obesity: increased physical activity, introduce new programs. The com- employees participated, and each healthier eating habits, and improved munity services department used week, the group reached its collective health literacy. The Get Fit Campaign fitness icons throughout its class step goals. addresses increased physical activ- and activity brochure to designate ity through a low-cost after-school programs that promote health and (Continued on page 21)

 Community Health and Safety Award

Populations Greater Than 50,000 Olathe, Kansas

This year, ICMA presents two Community Health and Safety Awards in the 50,000-and-greater population category. The first goes to the city of Olathe, Kansas, and City Manager J. Michael Wilkes for the Work Taxi Coupon Program.

Olathe, Kansas, Administration Job Access Reverse with a population Commute (JARC) grant. It was nearing 117,000, awarded a matching start-up grant is one of the of $135,750 to implement the Work fastest-growing Taxi Coupon Program for individuals cities in the United earning less than 80 percent of the Olathe citizen finds dependable, affordable transportation through city’s work taxi program. States. According median income for the area; the city J. Michael Wilkes to the U.S. is matching the grant funds with gen- number, and signature of the program Census, however, eral funds. participant. approximately 37 percent of Olathe’s With the necessary funding Between 2004 and 2005, program households (or approximately 43,290 secured, Olathe contracted with two participation increased by 100 per- families, using the current popula- local taxi companies, which agreed to cent. In addition to low-income per- tion), earn less than 80 percent of the the following policies and procedures: sons, 56 disabled individuals are cur- median income, and approximately 4 • Service is to be offered from 6:00 rently working in the community in percent, or 4,680 families, live below am to 7:00 pm six days a week. retail businesses for the first time in the poverty level. Persons with dis- • Service is to be door to door. their lives. As their earnings increase, abilities, single-parent families with the amount they receive from the • The company will accept a cou- children under 18 years of age, and Social Security Administration Office pon from a rider, entitling the the elderly are those most likely to decreases, which is a cost saving to rider to a one-way trip from home fall into these categories. society. Moreover, as they spend their to work or a job preparation site, For many low-income working earned income in the community or from a work site to home. households, affordable and depend- on rent, utilities, groceries, personal Coupons can be used only for able transportation could be the items, and entertainment, the city’s work-related trips. determining factor between being small investment ($135,750) in this employed and being homeless. Thus, • The company will turn coupons program is returned. An additional to improve the quality of life for these into the city biweekly for reim- cost-saving measure is Olathe’s initia- citizens—to enable them to attend bursement. Each one-way coupon tive and success in obtaining a fund- college classes, a trade school, or will be redeemed for $12. ing partner for the program. job preparation classes and to pro- • The city will lease to each com- The program has also resulted in vide them with a reliable means of pany at no cost a wheelchair- partnerships between local businesses transportation to reach employment accessible vehicle to accommo- and local not-for-profit agencies that sites within the city itself—Olathe date persons with disabilities. work with low-income or disabled cit- has sought to provide a low-cost and izens. The agencies provide employ- The city then notified the local dependable transportation service. ment training sites for their target agencies and advertised the program In early 2004, with encouraging population, enabling businesses to in the local paper, on the city’s main feedback from several local not-for- maintain an adequate number of Web page, and on the local city cable profit agencies that offered employ- entry-level employees. These part- TV channel. ment preparation workshops for dis- nerships have resulted in a win-win Program-eligible participants are abled individuals, Olathe established situation for businesses as well as for issued an ID card to show when pur- a “Work Taxi Coupon Program” for Olathe’s disadvantaged citizens. chasing coupon books (10 coupons its disadvantaged citizens. Because In spring of 2005, a survey of for $25) and paying for rides. When the cost to establish a public trans- program participants showed that portation bus system was prohibitive, used, each coupon must state the the city applied for a Federal Transit origination and destination, date, ID (Continued on page 21)

 Community Health and Safety Award

Populations Greater Than 50,000 Polk County, Florida

The second of ICMA’s 2006 Community Health and Safety Awards in the 50,000-and-greater population category goes to Polk County, Florida, County Manager Robert M. Herr, and Assistant County Manager Lea Ann Thomas for the Polk HealthCare Plan.

The Polk County underinsured and without quality Board of County health care services. After the Polk Commissioners HealthCare Plan had been operational is committed to for four years, the county realized providing quality that it lacked the funds to adequately health care ser- cover more than a small number of Polk County provides cost-effective, comprehensive health care services to its uninsured and vices to the coun- people. To obtain the needed funding, underinsured citizens. Robert M. Herr ty’s uninsured the county commissioners proposed citizens. Back in a half-cent discretionary sales surtax, ters, community centers, and adult 1926, it opened which the voters approved in March day care centers. Mobile services, Polk General 2004. This new funding provides equipped with complete wireless Hospital, a 180- the plan with an estimated $35 mil- technology, provide a nurse to per- bed inpatient lion annually, enabling it to provide form blood sugar checks and baseline facility. It subse- more comprehensive health care to screenings for hypertension and cho- quently provided almost 6,000 residents, a number that lesterol, along with promoting health five outpatient is projected to increase to 14,000 by education and wellness strategies.

Lea Ann Thomas clinics throughout October 2006. A Healthy Communities Access the community to One successful strategy of the Grant from the Health Resources and meet preventive, primary care, and plan is the immediate linkage Services Administration provides specialty care needs and to provide between a new enrollee and a pri- for a community-wide software sys- physical rehabilitative, full laboratory mary care physician. A caseworker tem that links together health and and radiology, and on-site pharma- coordinates the relationship, setting social service agencies for client data ceutical services. As a proactive move up the first appointment for the sharing and tracking. Thus, a par- toward decreasing barriers to health patient at the time of enrollment. This ticipating agency can input a client’s care, the clinics offered people access process establishes the enrollee as a demographic information, income, to more cost-effective care than was patient, provides the patient with and assets, and the system will auto- available in local emergency rooms. access to quality medical care, and matically identify what community Polk General Hospital closed in ensures that baseline screenings are services the client is eligible for. The 1995, but the clinics continued to performed to promote early interven- system enables participating organi- operate for nearly five more years. tion strategies. zations to streamline client eligibil- The county’s Community Health and Another notable feature of the ity, expedites appropriate referrals to Social Services Division (CHSSD) plan is its single integrated informa- other programs, reduces duplication sought to develop a plan to outsource tion technology (IT) system, which of effort among agencies, and pro- all services within the local commu- the county uses for eligibility determi- motes work flow efficiencies for all nity, thereby decreasing the “second- nation, health plan operations (e.g., partners. class citizen stigma” for the unin- hospital precertification), specialty Designed to serve as the com- sured and fostering an atmosphere referrals, authorizations, social and munity’s “safety net,” the Polk of buy-in for residents. This was the medical case management, con- HealthCare Plan is also a type of genesis of the Polk HealthCare Plan, tracting and credentialing, quality “gap” coverage for individuals await- a true managed care program, which management, utilization manage- ing disability determination and was fully implemented in April 2000. ment, and claims adjudication and subsequent coverage by Medicaid or Approximately 120,000 Polk processing. Caseworkers are posted Medicare; for children with pending County residents—about a quarter throughout the county in hospitals, Medicaid or Florida Kid Care of the population—are uninsured or public health units, government cen- (Continued on page 21)

10 Community Partnership Award

Populations of Less Than 10,000 Sonoma, California

ICMA’s Community Partnership Award recognizes the programs or processes that demonstrate innovative, multiparticipant involvement between and/or among a local government and other governmental entities, private sector businesses, individuals, or nonprofit agencies to improve the quality of life for residents or provide more efficient and effective services. This year, ICMA presents two Community Partnership Awards in the less-than-10,000 population category. The first goes to the city of Sonoma, California, and City Manager Michael Fuson for the Sonoma City/Chamber Economic Development Partnership.

One of the many new businesses that opened in Sonoma with the help of the city’s economic The city of director of the chamber, was hired in development partnership. Sonoma, in the May 2004 and given six initial goals: heart of the • Meet with key leaders to gather contract for the second year. Sonoma Valley information Since May 2005, the governing wine-grape region bodies of both the city and the cham- • Provide the business community of Northern ber have enthusiastically endorsed with advice or intervention to California, enjoys the program and have formally help them be successful Michael Fuson an economically adopted the economic development healthy summer • Maintain a database of vacant strategy. Strategy goals include commercial spaces for those seek- tourist season. But vacant storefronts, • Assisting and promoting business ing new or larger quarters complicated building processes, and retention and expansion sharp disagreements over a few key • Provide training for small busi- • Diversifying the economy by issues between the city and leaders of nesses on new laws, marketing, working with the county to iden- the business community signified a customer service, workplace tify, attract, and strengthen busi- need for change. This need gave rise safety, and other topics ness clusters in industrial areas to the City of Sonoma/Sonoma Valley • Host an economic summit to dis- outside the city limits Chamber of Commerce Economic cuss the future direction of the • Continuing to support and Development Partnership. city and its surrounding unincor- strengthen existing industries The partnership was created to porated areas provide assistance to existing local • Targeting and attracting new busi- • Write an economic strategy based businesses, enhance local business nesses that complement those on ideas from the summit, con- opportunities and expansions, attract already in Sonoma and are com- versations with key leaders, and new businesses to Sonoma, and ulti- patible with its “community char- analysis of needs. mately strengthen the relationship acter” between the city and its businesses. During the first year of the pro- • Enhancing the image of Sonoma Because the city’s commercial areas gram, 41 key leaders were contacted; as a “business-friendly” city are part of its redevelopment project 109 businesses were given marketing • Working with schools, nonprofits, area, the city set aside $75,000 of advice, business counseling, assis- existing businesses, and govern- redevelopment funds for the program; tance in complying with city regula- ment agencies to create programs the chamber provided office and tions, or financial resource informa- to train, support, and attract a meeting space, secretarial assistance, tion; the database was established skilled workforce use of its Web site, and payment for and updated monthly; training was various trainings. offered (to home businesses); 52 • Supporting and pursuing eco- A project manager, who would participants attended the economic nomic development that main- report to a steering committee com- summit; and the Sonoma Economic tains or improves the environ- prising one elected council member, Development Strategy was written. ment. the city manager, one board member The program’s success prompted (Continued on page 21) of the chamber, and the executive renewal of the program manager’s

11 Community Partnership Award Populations of Less Than 10,000 Village of Jackson and Town of Jackson, Wisconsin

The second of ICMA’s 2006 Community Partnership Awards in the less- than-10,000 population category goes to the village of Jackson and the town of Jackson, Wisconsin, and to Delmore A. Beaver, administrator/ clerk of the village of Jackson, for the Revenue-Sharing Agreement and Cooperative Boundary Plan.

The village corporate boundary until December of Jackson, 31, 2014, regardless of any request to Wisconsin, 25 annex to the village before January 1, miles northwest of 2015. Any such request would be sub- Joint village of Jackson and town of Jackson event Milwaukee, is one ject to meeting certain criteria, which provides entertainment for young residents. of the fastest- were set forth in the Revenue-Sharing growing communi- Agreement and Cooperative Boundary development for seven years. Delmore A. Beaver ties in the fastest- Plan, as amended. The proposal also The agreement/plan was updated growing county in indicated which town properties in September 2005 to require conser- southeastern Wisconsin. From a popu- would be subject to attachment to the vation subdivision design in addition lation of 2,486 in 1990 to one in excess village (at the village’s sole discre- to cluster subdivision design for all of 6,100 in January 2006, it has experi- tion) prior to January 1, 2015. town developments seeking water enced a growth rate of 137 percent. Once the village and the town felt and sanitary sewer service from the In Wisconsin, town government comfortable with those conditions, a village. This agreement has paved is unincorporated, and because towns joint planning group was appointed the way for other cooperative service are greatly affected by annexations with three members representing provisions. For example, a joint rec- and are often frustrated by city and the village and three members rep- reation department/Boys and Girls village planning efforts, their views resenting the town, none of whom Club has grown to accommodate 250 of governance generally conflict with was elected. The Revenue-Sharing members from the village and the those of incorporated communities. Agreement and Cooperative Boundary town. The Boys and Girls Club rep- The village of Jackson and the Plan was finished and adopted by resents a coordinated effort between town of Jackson, which surrounds both municipalities in September the village (employees and support), the village on three sides, had a 1999 without any outside consultants, the town (support), Christ Lutheran long history of conflict. In 1994, the except for review by legal counsels Church (a setting that accommodates village instituted a zoning and use for both entities. all religions and cultures), and the freeze 1.5 miles from the corporate Provisions to extend water and Boys and Girls Clubs of the United boundary to delay the town’s expan- sewer service to town developments States (sponsorship and support). sion of a mobile home park into an would permit greater densities, protect Additionally, both municipalities are unincorporated area that the village the environment from contaminated jointly funding a park and recreation had set aside for expansion of the wells and failed septic systems, and department. Other possible joint Jackson Northwest Business Park. provide the town with a greater tax projects in the near future include This freeze was established by state base. These provisions included com- building inspection, engineering, and statute to permit the formation of pliance with village utility construc- public works departments to mini- cooperative plans to address such tion standards for such service. All mize the duplication of equipment issues. However, the village’s action served properties would be subject to and staff while still enabling the town further deteriorated relations between annexation after January 1, 2015, if to remain separate from the village. the two jurisdictions. As the two-year annexation criteria were met. In addi- The two entities are now also in timetable to formulate these plans tion, water and/or sewer service to the process of creating a joint smart was expiring, the Jackson village town businesses or industrial devel- growth plan. administrator developed a proposal opments would result in the 50–50 To retain local industry and attract to salvage the joint planning effort; splitting of property taxes (including businesses that have technology-based the proposal set forth a maximum partial assessments) generated by the (Continued on page 22)

12 Community Partnership Award

Populations of 10,000 to 49,999 Winchester, Virginia

ICMA’s 2006 Community Partnership Award in the 10,000-to-49,999 population category goes to the city of Winchester, Virginia, and City Manager Edwin C. Daley for Our Health, Inc.

The city of • Operating deficits and lack of Winchester, funding, forcing organizations to Virginia, is in reduce vital programs and ser- a region where vices despite intense community approximately need. 17 percent of the To address these problems, Our population has no Our Health serves the residents of Winchester and Health, Inc. was established in 1999 two surrounding counties. Edwin C. Daley health insurance. as a 501(c)3 nonprofit organization Within the city, serving Winchester and two sur- October 24, 2003. The campus one of out 10 households earns less rounding counties. The organiza- includes two professionally designed than $10,000; more than 40 percent tion is a partnership of the city of buildings that house six nonprofit of babies are born to single mothers; Winchester, Frederick and Clarke health and human service organiza- and almost one in five children under counties, Valley Health System, the tions, including the Child Parent age five lives in poverty. In addi- regional hospital, six nonprofit agen- Center, which has since increased tion, the city’s Hispanic population cies, the state of Virginia, the federal the number of children and families exploded by 597 percent from 1990 government, and more than 500 com- it has helped by 20 percent, and to 2000, and many of these new resi- munity volunteers who have pooled Healthy Families, which has increased dents have difficulty accessing afford- their resources to provide health and that number by 110 percent. able care. Finally, persons over age human services at little or no cost to By coordinating its grant- 55 are the largest demographic in the area residents at one accessible loca- writing efforts, Our Health has area, and the retirement of the baby tion. Its mission is to assess health acquired grants for the network’s boomers will put enormous strain on care needs, coordinate services, service partners valued at more than the region’s health care capacity. develop new services and program $200,000 for 2003–2005, and the cash An extensive needs assessment capacities, develop strategic infra- value of health care services provided survey conducted in 1997 revealed structure, and evaluate and measure at no cost to its target population the following problems plaguing program/service outcomes for under- has increased by 22 percent. In 2005, many of the area’s nonprofit health served and hard-to-treat individuals these services included more than and human service providers: with acute health care needs. $4.5 million in “billable” care and • Inadequate, hard-to-access facili- Through a successful campaign more than $5 million in clinical and ties, or facilities where high rents that raised more than $4.3 million health education services. In addi- and overhead limited the number with gifts from about 220 individu- tion, over the past several years, spe- of low-income and disadvantaged als, organizations, and governments, cialty care visits have increased by 30 persons that could be served the partnership acquired blighted percent, and dental clinic visits by 25 • Gaps in the regional health service property in downtown Winchester. percent. delivery system, allowing many A Community Development Block The success of this innovative persons needing health-related Grant allowed the city to contribute approach to the provision of health services to fall through the cracks about $323,000 for new construction care and human services has inspired • Staffing shortages, high turnover, and existing structural improvements. state agencies, other local govern- overreliance on volunteer labor, After two years of redevelopment, ments, the regional health depart- and few opportunities for the the restoration of several buildings, ment, the community college, the training, technical assistance, and and the construction of new facilities, four-year university, and others to professional development needed Phase I was completed and the sign on for Phase II of the project. to maintain a stable and qualified Robert G. Kendall Community Phase II will include access to health health care workforce Services Campus was dedicated on (Continued on page 22)

13 Community Partnership Award

Populations Greater than 50,000 Aurora, Colorado

ICMA’s 2006 Community Partnership Award in the greater-than-50,000 population category goes to the city of Aurora, Colorado, and City Manager Ronald S. Miller for the Asian/Pacific Community Partnership.

By the early into the larger business community. 1990s, the last of A community survey conducted in the national and 1995 revealed not just the needs of regional retailers the Asian/Pacific American (APA) had vacated East residents but also their desire to share Colfax Avenue, the their culture with the larger commu- original downtown nity. Entertainment provided as part of the Asian Film Festival, a component of Aurora’s Asian/Pacific Ronald S. Miller commercial main To form the partnership, the Community Partnership. street in Aurora, staff of Aurora’s Small Business Colorado. Storefronts that had once Development Center recruited about umbrella organization, the partner- displayed jewelry, sporting goods, 30 people from APA community orga- ship has expanded to include the appliances, furniture, and clothing nizations, APA-owned businesses, Aurora Asian Film Festival (AAFF). were replaced with pawnshops, rent- neighborhood groups, and city gov- Begun in 1998 as a collaborative to-own stores, and an abundance of ernment, as well as a city council rep- effort with the city of Aurora and foreign-language signs installed by resentative. Among the programs they the Denver Film Society, the AAFF Korean, Vietnamese, and other Asian created were has become one of the city’s premier immigrant merchants. • An open forum for APA business events, drawing hundreds of attend- But most of these new business owners to meet with representa- ees each year from throughout the owners were unaware of licensing, tives of the Tax and Licensing region. The money it generates helps code, land use, and signage regula- Division, Code Enforcement, finance the organization’s events and tions. As a result, established busi- Planning, and other city offices to activities, while the city continues to ness owners perceived a disregard for discuss problems, ask questions, staff and provide in-kind support for accepted practices and wondered if and learn about city rules and the partnership and provides financial the city was holding the newer busi- procedures support for the film festival. nesses accountable, while the Asian The partnership has become a • An educational training program business owners wondered if they model for municipal efforts to build developed by the Aurora police were being singled out as the city relationships with minority communi- department to help understand tried to enforce existing rules and ties. In part its sustainability derives cultural differences and how ordinances. In short, longtime area from the fact that so many members those affect police interactions residents were suspicious of their of the APA community are invested new neighbors, who in turn became • A series of music and dance in the process. Those who are leaders wary of the local government. events at the city’s Aurora Fox in other Asian community organiza- The area is home to the largest Arts Center to showcase Asian tions around the area provide the Korean and Filipino populations in culture city with an extensive network of the state as well as significant popula- • A series of panel discussions contacts, enabling Aurora to success- tions of other Southeast Asian groups. to help immigrants understand fully engage the APA community in The growing tension prompted the immigration rules and processes. its revitalization efforts. Aurora main- city to reach out to its Asian commu- tains one of the most complete data- The partnership was launched nity and establish the Aurora Asian/ bases of Asian organizations in the with no budget allocation, but it Pacific Community Partnership. state, and the partnership has become became so successful that the city Initially, the partnership focused a key point of contact and a source budgeted $15,000 annually to pro- on reaching new businesses and for numerous recruitment efforts vide administrative support. As a improving communication, but across the state for boards, designated program under “Spirit of more important was finding a way Aurora,” the city’s nonprofit 501(c)3 (Continued on page 22) to integrate the newest immigrants

14 Community Sustainability Award

Populations of Less Than 10,000 Windsor Heights, Iowa

ICMA’s Community Sustainability Award recognizes the innovative local government programs or processes that demonstrate creativity in balancing that community’s social, economic, environmental, and cul- tural needs. This year, ICMA presents the award in the less-than-10,000 population category to the city of Windsor Heights, Iowa, and to City Administrator Marketa George Oliver for the “New Heights” Community Redevelopment and Promotion.

Windsor Heights, ing to widen and reconstruct the Iowa, a land- avenue and improve its streetscapes locked com- at a cost of approximately $2.8 mil- munity located lion. It then designated an area on in the heart of University Avenue as the town center the Des Moines and purchased three of the four cor- metropolitan ners at the main intersection. It razed

Marketa George Oliver area, is primar- the dilapidated buildings, cleaned up A main Windsor Heights thoroughfare was widened ily a residential the sites (which had housed either and reconstructed, as part of efforts to revitalize city. community. Not long ago, the city a gas station or dry cleaners at one also had some commercial property, time or another), and offered them changing perceptions. To downplay much of which was blighted or in for redevelopment. Two of the three any impression of the city as a speed disrepair. Demographically, the com- corners have already been redevel- trap with its 25-mile-per-hour speed munity had many aging residents and oped: the base value for the proper- limit, Windsor Heights would be pro- a reputation for a somewhat slower ties was $1,306,190; the city made moted for its safe streets; rather than pace of life, as exemplified by the 25- a gross investment of $2,847,491; defining it as landlocked, it would be mile-per-hour speed limit on its main and the properties are now valued at promoted as being “at the heart of it arterial. It became clear that without $6,140,200. The city’s investment in all.” renovation, redevelopment, and revi- the third corner was $647,914, and The group then identified target talization, Windsor Heights could the property is expected to be valued markets—residents, area businesses, become a faceless small town with at $2.8 million. and realtors/home buyers/rental empty, dilapidated buildings. To redefine and promote the com- agencies—and specific strategies. One The first step was an aggressive munity, the city invited residents and major strategy was to form a business urban renewal effort to upgrade the business owners with backgrounds in alliance. Acting as facilitator, the city quality and quantity of commercial marketing and media to form an ad brought area businesses together to properties. Because residential prop- hoc committee and develop a compre- form a chamber of commerce, which erties in Iowa are taxed at a much hensive marketing plan. Presenting its was officially incorporated in 2004 lower rate than commercial proper- recommendations in April 2003, the and has since more than doubled its ties, a better mix of properties was group identified the city’s strengths as membership. Another strategy was to needed to provide the sustainable good housing stock, good quality of increase community events in order revenue stream needed to support life, a probusiness local government, to promote community, unity, and city services and initiatives. Thus, the a location between urban and subur- identity. With the chamber’s help, next step was to attract a good mix ban areas, a small-town atmosphere, Windsor Heights has since gone from of businesses and the next generation safety, and diversity. The city’s weak- one major annual community event of residents, and that would require nesses were its land-locked location, to four, one of which is “Windsor quality infrastructure and services. which limits growth; image problems Wonderland,” a multiday winter University Avenue, the main thor- (only elderly/upper- or middle-class festival. oughfare through Windsor Heights, people live here); and confusion over To help promote the city’s iden- was narrow and crumbling, so the the city’s boundaries. The overall goal tity, the chamber of commerce city obtained substantial grant fund- was to modify the city’s image by (Continued on page 23)

15 Community Sustainability Award

Populations of 10,000 to 49,999 Mosman, New South Wales, Australia

ICMA’s 2006 Community Sustainability Award in the 10,000-to-49,999 population category goes to the municipality of Mosman, New South Wales, Australia, and to Vivian H. R. May, general manager of the Mosman Council, for the Community Environmental Contract.

Mosman, and a great increase in the number Australia, sits on of marine species found in the rocky a peninsula in the reefs. The council is also monitoring midst of Sydney the performance of the SQIDs over a Harbor. Although range of water quality parameters to an established ensure that their management is as Mosman Council CEC staff at Quakers Hat Bay, the site of habitat restoration, bush regeneration, and urban area with beneficial to the environment as walking track construction. Vivian H. R. May relatively high possible. population den- In addition, the high velocity of this technique effectively dissipates sity, Mosman is blessed with signifi- stormwater flows erodes the natu- wave energy while mimicking natural cant open space and a network of ral creeks within bushland areas, rocky shore habitat and also provid- remnant bushland. This unique and introduces pollutants to bushland, ing better access to the water than treasured environment partly explains promotes weed growth, and destroys traditional steep-sided seawalls. The why residential properties in Mosman valuable bushland and riparian recolonization of new seawalls is are so highly valued, and both habitat. To minimize this damage, the being monitored, and the council and Mosman’s citizens and their local CEC has restored nearly a kilometer the university are currently working government authority acknowledge of natural creek line and consolidated together on projects to create habitat. their responsibility to care for and poorly located stormwater outlets. The CEC has allowed the council preserve the superb natural resources And to guard against environmental to incorporate social and heritage entrusted to them. problems, the municipality recycles issues into its projects. A project In response to community con- the organic fraction of the waste combining stormwater, bushland, and cerns about degradation of the local instead of disposing of it in a landfill. creek rehabilitation in a bushland environment and to help improve The construction of seawalls is reserve displays the area’s European Sydney Harbor, the Mosman Council gradually altering the rocky fore- heritage while also highlighting its introduced its Community Environ- shores around Sydney Harbor. These aboriginal heritage. The CEC has also mental Contract (CEC) in 2000. The shores, with their horizontal surfaces, improved the council’s ability to run CEC is a suite of projects dedicated to overhangs, rock pools, and crevices, joint projects with other land manag- protecting and improving the local create habitat for various intertidal ers, such as the National Parks and environment, and since its inception, creatures and provide the basis for Wildlife Service, the Sydney Harbor its achievements have been numerous. thriving ecosystems. While seawalls Federation Trust, and neighboring For example, through the CEC, the are very efficient at deflecting wave councils. These improved working council has significantly expanded its energy, their featureless vertical walls relationships also ensure that all existing bushland management pro- provide very little habitat. Moreover, neighboring agencies have consis- gram, and the CEC now funds half of several seawalls are over 100 years tent environmental management all bushland site restoration. old, and after a century of exposure approaches. Because stormwater from urban to waves and saltwater, their abil- Because the CEC was established areas can transport high volumes of ity to protect foreshores and public in response to community demand pollutants into the harbor, the CEC recreation areas from erosion have for improved environmental manage- installed stormwater quality improve- been compromised. To restore sea- ment and quality, the council con- ment devices (SQIDs) on most of walls while also improving intertidal sults directly with residents and other Mosman’s major stormwater outlets. habitat, the council partnered with stakeholders in planning projects. It To date, these SQIDs have removed an ecological research institute from has, for example, relied on the com- nearly 1,000 metric tons of pollutants, the University of Sydney to rebuild mitment and knowledge of residents and residents report cleaner beaches the seawalls with boulder fields; (Continued on page 23)

16 Community Sustainability Award

Populations Greater than 50,000 Aurora, Colorado

This year, ICMA presents two Community Sustainability Awards in the programs in several ways. First, greater-than-50,000 population category. The first award goes to the city because it provides rental assistance of Aurora, Colorado, and City Manager Ronald S. Miller for the Home of one time only, the program does not maintain the long-term residency of Our Own program. its clients. Second, it provides a dedi- cated housing specialist/caseworker, At one time, East population of Aurora—the homeless who not only administers the pro- Colfax Avenue in families with children living in motels gram but also provides clients with Aurora, Colorado, along Colfax Avenue—desperately additional financial assistance for was a vital eco- needed help. other expenses, such as furnishings, nomic corridor, That help is provided through clothing, utilities, and food on an as- but businesses Home of Our Own, a rental assis- needed, case-by-case basis. Third, the began to decline tance program established in 1998. program addressed homelessness by Ronald S. Miller when new high- The program provides one-time grant strategically selecting housing near ways gradually assistance to eligible families so they places of employment, social and drew tourist traffic away, and by the can move into permanent rental recreational services, and commerce. late 1960s, tourist development had housing. To be eligible, clients must And fourth, it makes housing selec- effectively ended along the avenue. have resided in motels for at least tions throughout the city in order to Over the next two decades, retail 15 days and have an income at or avoid concentrations of poverty and trends shifted from pedestrian- below 80 percent of the area medium to better assimilate homeless families oriented “main street” outlets to income. They must also attend a into a standard living environment. indoor shopping malls, and the “tenant education class,” which pro- To successfully implement Home decommissioning of Lowry Air vides information on landlord/tenant of Our Own, Aurora partners with Force Base and the Fitzsimons Army issues and financial literacy. Other local social service providers, apart- Medical Center in the 1990s stripped program parameters include weekly ment managers, local businesses, the area of two major employment case reviews, an absence of drug use and grant-funding organizations to centers and thousands of workers, and criminal behavior, and housing provide housing, counseling, and residents, visitors, and consumers. quality inspections. The grant covers household items. The program is Saddled with high vacancy rates the cost of a security deposit, a util- coordinated by the city’s community as a result of aging properties that no ity deposit, and 75 percent of the first development division, in coopera- longer attracted middle-income fami- month’s rent. tion with the Aurora Mental Health lies and growing businesses, many The program also assists homeless Center’s Aurora Family Preservation property owners sought out low-rent families participating in the Aurora and Family Support Initiative; the tenants and businesses that catered Housing Corporation’s Families in cooperation of both agencies, which to the poor and the fringe economy. Transition Program, a two-year tran- pay the salary of the housing special- Slowly, the area deteriorated: signs of sitional housing program; families ist/caseworker, ensures high-quality blight appeared, commercial and resi- who have a current Section 8 voucher service delivery and redundancy dur- dential property values declined, and or certificate; and families living in ing staffing shortages. crime increased, all signaling poor Aurora’s two homeless shelters. By Since 1998, approximately prospects for future investment. helping clients find housing and assist- $250,000 of direct rental assistance When the redevelopment of both ing with initial housing costs, Home has been provided to 192 families at military properties and the former of Our Own makes it easier for low- an average cost of $1,294. Funding Stapleton Airport revitalized the area income families to afford customary comes primarily from Community in the mid- to late 1990s, Aurora living expenses and the cost of home Development Block Grants and implemented a series of capital furnishings so they can put their HOME Investment Partnerships improvement programs to bring back energy into getting the financial, edu- grants, which the U.S. Department Colfax Avenue; these included the cational, and strategic guidance they of Housing and Urban Development renovation of commercial façades need to get back on their feet. provides to the city annually, and and the rehabilitation of single-family The program stands out from from Arapahoe County’s Aurora homes. However, the most vulnerable other tenant-based rental assistance (Continued on page 23)

17 Community Sustainability Award

Populations Greater than 50,000 Waterloo, Ontario, Canada

The second of ICMA’s Community Sustainability Awards in the greater- than-50,000 population category goes to the city of Waterloo, Ontario, Canada, and City Manager Simon Farbrother for the Environmental Strategic Plan.

Located in maintaining a sustainable and high Canada’s quality of life. The foundation of this “Technology program is “Imagine! Waterloo,” the Triangle,” the community’s vision for the future and city of Waterloo, the most comprehensive community Ontario, has a consultation process ever undertaken Stream rehabilitation is one example of Waterloo’s efforts toward achieving environmental sustainability. robust knowledge- by the city. Simon Farbrother based economy “Imagine! Waterloo” contains in May 2002. A team of key person- that is largely a number of linked initiatives, one nel representing various city depart- driven by two major universities, sev- of which is the Height and Density ments was formed to oversee its eral major insurance companies, and Policy, a long-range growth strategy implementation and report regularly many high-tech firms. As a result, the that establishes a plan to accom- to the council and the city’s corporate city has seen significant population modate all future growth within the management team. The city’s devel- and employment growth over the past city’s existing boundary. This plan opment services and public works several years and is, in fact, one of anticipates that the remaining unde- departments contribute approximately the fastest-growing mid-sized cities in veloped land within the boundary $5 million annually in operating and Canada. will be exhausted within the next capital budgets to fund work identi- Waterloo also has long been com- decade and that all future growth will fied under the plan. mitted to livability and sustainability. need to be accommodated through The first three years of Waterloo’s This commitment is partly due to redevelopment and intensification. Environmental Strategic Plan have the fact that 80 percent of the com- As another part of the program produced significant achievements in munity’s drinking water comes from articulated in “Imagine! Waterloo,” sustainable community development, groundwater aquifers, much of which the city consolidated its environmen- including the following: are under existing urbanized areas tal goals into a strategic plan. This • Sustainable buildings: Through or areas planned for future urban plan, which contains 24 strategic solar energy and green rooftop development. Further, surrounding actions with specific implementa- projects, the city is demonstrat- Waterloo is some of the richest agri- tion timetables up through 2012, ing options for environmentally cultural land in Canada—an important has allowed the city to continue to responsible energy. It has invested economic asset as well as a key factor meet growth demands on a limited more than $550,000 to promote in the area’s future sustainability. land base while upholding principles the “greening” of city hall and The challenge facing Waterloo in of sustainable development. The has constructed 10 solar homes at the future is growth. In the past, the Environmental Strategic Plan was a value of $3.75 million. community would accommodate pop- initiated to renew the city’s environ- • Brownfield redevelopment: Eighty ulation growth with new development mental commitment and consolidate percent of the city’s downtown at the edge of the city, but because previous initiatives into one inte- core, which was once industrial/ this type of urban development con- grated planning framework; guide commercial, has been trans- tributes to poor air quality, threatens and prioritize both existing and new formed into retail and residential groundwater quality, encroaches on environmental initiatives in three spe- use. Thirty-five hectares of for- agricultural land, causes ecosystem cific phases with an implementation merly contaminated land have fragmentation, and produces other schedule; and address the commu- been remediated, and two treat- negative impacts, a new approach nity’s vision for the environment as ment systems have been installed was needed. In 2000, Waterloo began identified in “Imagine! Waterloo.” to enhance groundwater quality. a multipronged program to ensure After formal ratification by the continued economic growth while city council, the plan went into effect (Continued on page 24)

18 Strategic Leadership and Governance Award

Populations of 10,000 to 49,999 Lewiston, Maine

ICMA’s Strategic Leadership and Governance Award recognizes the inno- vative local government programs or processes that have significantly affected a local government organization’s culture or strategic direction. This year, ICMA presents the award in the 10,000-to-49,999 population category to the city of Lewiston, Maine, City Administrator James A. Bennett, and Deputy City Administrator Phil Nadeau for the Strategic Municipal Image Campaign.

For many years, ment arm, the Lewiston-Auburn the city of Economic Growth Council Lewiston, Maine, (LAEGC), hired a professional Before and after shots of Lewiston’s Southern Gateway illustrate the success of the city’s public- suffered from a consultant firm to survey area private partnerships. lack of confidence perceptions. The firm’s report, and an impending issued in April 2002, confirmed its $400,000 expansion since building sense of failure. that nonresidents identified its brand-new $1,200,000 Southern James A. Bennettt Where the city was rundown areas, crime, poverty, Gateway campus; the Public Theatre, once a thriving and unkempt appearance as the an equity theater that is undergoing industrial giant, community’s drawbacks. a $4,500,000 planned renovation; a home to such busi- • Attack the biggest reinforcement $6,500,000, 400-car municipal park- nesses as the Bates of the negative image. Targeting ing garage, whose unique design Manufacturing the highest-profile physical areas has been featured in national trade Company employ- that created a negative impres- journals; and Northeast Bank, which ing more than sion, the city began with the employs 90 people in its 27,800- 5,000 people, its “Lower Lisbon Street” corridor, square-foot, $3,500,000 headquarters. Phil Nadeau economy declined now known as the Southern And renovations are under way for when Bates closed Gateway. the Central Business Service Center in 1992 and the shoe and textile indus- in the historic Pontiac Building, • Use the media to help tell the try all but disappeared. By 2000, there which will house the chamber of story. Beyond physically driving were nearly 1.5 million square feet of commerce, LAEGC, and the Lewiston throughout the community, the vacant mill space, other businesses Development Corporation. second most important way that had closed, and unemployment had Long thought of as the “bowery” people acquire impressions of a reached record highs. In addition, old of Lewiston and made the topic of community is through the media, mill housing had spiraled into disre- jokes by residents and the media, the so the city needed the media to pair and was abandoned, the crime Southern Gateway has benefited from join in the effort. rate was up, and the perils of poverty more than $20 million of private and and decline gripped the city, strangling The results have been amaz- public sector investment and is now pride and optimism out of the com- ing! Since 2003, private investment a stellar example of public-private munity. has replaced empty blighted build- partnerships. The city contributed Recognizing that the community ings with such enterprises as VIP by providing parking, upgrading needed to change its image both Auto Parts, which renovated a 1906 the streetscape, buying up existing internally and externally and believe vintage building and invested $1.8 depressed properties, and provid- again in its own potential, Lewiston’s million to build a store like no other; ing tax incentives in the form of tax elected officials proposed the follow- Oxford Networks, which created a increment financing. By declaring the ing strategy: $4,200,000 world-class telecommuni- blighted area a slum through a rede- • Identify current perceptions. The cation headquarters that is committed velopment district, the community community, in cooperation with to providing fiber-optic availability leveraged the potential of its emi- its twin city Auburn and their throughout the area within five years; nent domain power to purchase the nonprofit economic develop- Andover College, which is completing (Continued on page 24)

19 Strategic Leadership and Governance Award

Populations Greater than 50,000 Roseville, California

ICMA’s 2006 Strategic Leadership and Governance Award in the greater- than-50,000 population category goes to the city of Roseville, California, City Manager W. Craig Robinson, and Deputy City Manager Julia M. Burrows for the Community Standards and Visioning Project.

The city of held public forums, and established Roseville, the Community Standards and California, was Visioning Committee (CSVC) in June beset by signifi- 2003. All residents were encouraged cant fiscal chal- to apply to be on the committee; the lenges, especially city council based selection of the 28 Roseville’s Community Standards and Visioning Committee. given the loss of at-large members on written appli- W. Craig Robinson the “utility user’s cations and videotaped interviews. Information extrapolated from the tax” and the state Once selected, the committee began detailed survey provided critical infor- threatening to in August 2003 using the “Guiding mation about the community’s expec- take more revenue Principles” set forth by the council. tations and preferences. from cities and A team of five city staff, including The survey also asked for citizen counties. Faced the city manager, served as project volunteers for the Citizens Online with the prospect managers and committee liaisons. Advisory Panel (OCAP), whose of shrinking rev- Working from a thorough and members provide an ongoing sound- enue sources, the detailed timeline, the team prepared ing board and communications link Julia M. Burrows city staff began everything for the committee, from with the community. The OCAP to evaluate its white papers to service-level scenar- also encourages public participation operations and revenues in order to ios with associated budget costs. in workshops, and through online restructure and balance Roseville’s Because the aggressive size, surveys, residents can weigh in on a budget while maintaining a fiscally scope, and timeline for the project variety of issues to help determine sustainable community with a bal- created a demand for additional changes in various public services anced mix of housing, businesses, services and expertise, there was a and programs. and public services. budget adjustment of $90,000. This The committee’s findings, survey City staff recognized that this amount was to cover one contract for results, and draft recommendations restructuring would affect more than facilitation services; another contract were presented at the CSVC’s public just the “bricks and mortar” of pro- for logistic and administrative support forum. With nearly 100 residents in grams and services; it would directly drafting committee meeting agendas, attendance, the committee gained affect the community’s vision for assembling agenda packets, and pre- additional insights into the com- itself. Further, for this restructuring paring meeting minutes; and project munity’s priorities and preferences, effort and the visioning associated expenses such as printing, copying, addressed questions from the public, with it to succeed, all sectors of the materials, and supplies. and noted new ideas for incorpora- Roseville community would have to In addition to countless hours tion into the final recommendations. be involved. Thus, the city council spent reading background informa- After 11 meetings, the CSVC initiated the Community Standards tion and extensive staff reports on presented its final report and recom- and Visioning Project, which brought city services, the committee spent mendations to the council in March together residents and businesses to much time reviewing the results of a 2004. Once these were approved by assess city services and programs and comprehensive citywide survey that the council, departments began using provide policy-level recommendations was conducted as part of the project. the recommendations to guide budget to prioritize what they value in the A random sample of 7,461 custom- priorities, programs, and services. For community. ers (distributed via e-mail and mail) example, staff had been working on a To ensure community participa- produced 1,506 responses, while project to develop an indoor pool for tion, the project conducted formal a general sample of 39,000 house- the community until the survey results and informal community surveys, holds generated 1,687 responses. (Continued on page 24)

20 The city of Olathe’s vision is physicians, pharmacies, ambulatory Laguna Hills, California, from page 8 “Setting the Standard for Excellence surgery centers, cancer treatment cen- Finally, the city included in its in Public Service.” The Work Taxi ters, pharmacies, federally qualified capital improvement program a focus Coupon Program is an excellent health centers, public health units, on parks renovation and city trail example of how Olathe looked “out- volunteer clinics, volunteer physi- projects to encourage residents to side the box” when trying to address cian services, faith-based groups, walk, run, or bike to their destina- the need for a low-cost transporta- and other governmental agencies. tions within city limits rather than tion system. This highly replicable With access to health care services drive. program fulfills one of the most basic becoming almost a luxury for many To expand program and edu- needs that many Americans take for Americans, Polk County and its com- cational opportunities, the cam- granted, and by providing the mobil- munity partners have demonstrated paign has collaborated with several ity needed to sustain employment, it an innovative approach to making nonprofit entities. Working with has added immeasurably to the qual- Polk County a healthier community. Saddleback Memorial Foundation, ity of life for Olathe’s low-income and it developed a children’s running disadvantaged citizens. Sonoma, California, from page 11 program to prepare children for par- ticipation in the Saddleback Memorial The document also contains prac- Polk County, Florida, from page 10 Medical Center’s 5K held every tical, specific action plans for each Memorial Day weekend. Children eligibility; and for individuals cov- goal, which are easily replicable by interested in training for the race ered by the state’s Medicaid Share of any small community interested in work with community services staff Cost Program, who are often unable enhancing its economic development over eight weeks leading up to the to meet their monthly out-of-pocket activities. event; the foundation allows those expenses to secure preventive and Two additional relationships who complete the training to par- primary health care services and life- developed as a result of the partner- ticipate in the race for free and also sustaining pharmaceuticals. ship. The first is with the Redwood provides a reduced family rate for The annual cost to the plan per Empire Small Business Development participants’ families to compete with enrollee is $2,156, much less than Center. The partnership pays for a them. the industry standard. The plan’s professional business counselor to The Get Fit Campaign is evi- unique contracting rate secured operate once a week out of the cham- dence that local government can $49,340,366 in services at a reduced ber office, giving assistance in mar- play an important role in address- cost of $6,085,395 during fiscal year keting, business planning, exporting, ing obesity and its associated health 2004–2005, which is a substantial and other areas. Since February 2005, impacts, that community residents cost-efficiency measure for taxpay- the counselor has met with more will embrace new and creative ideas ers. The plan offers a comprehensive than 100 different businesses and has to help them reach fitness goals, and benefit package, strives for excellence appointments scheduled two months that collaborations with hospitals, in quality care and customer service, in advance. school districts, and foundations are and can be replicated. The second relationship is with crucial to the success of any commu- The Polk HealthCare Plan the Sonoma Valley Unified School nity endeavor. Through the various is owned and operated by the District Adult School, which, with components of the Get Fit Campaign, Polk County Board of County the help of the partnership, sent out Laguna Hills is successfully combat- Commissioners and is monitored a brochure to businesses acquainting ing the rising obesity rates of children monthly by an appointed 11-mem- them with a program that conducts and teens. ber Citizens Health Care Oversight both on-site training for workers in Committee, which includes local many skill areas and business start-up representatives of the business and trainings for workers needing English- Olathe, Kansas, from page  health care industries, a senior citi- as-a-Second-Language classes. nearly 89 percent of respondents zen, a school board representative, The partnership’s accomplish- rated the service as good or very and a plan enrollee. The plan’s man- ments have been enormous. In addi- good. However, only 59 percent agement team meets weekly to moni- tion to providing direct, hands-on expressed satisfaction with the hours tor plan activities, identify areas of outreach to the business community of transportation service, so the improvement, track outcomes in ser- and a direction for the future, it has city is looking into expanding those vice delivery, and address community produced several documents in both hours beyond 7:00 pm. The city is education and awareness strategies. English and Spanish, a Guide to also exploring alternative marketing The Polk HealthCare Plan credits Green Business Practices, and Web methods to increase the level of par- its success to the numerous private- site materials for the city and the ticipation in the program among low- public partnerships in which it partic- chamber. It has also paid for down- income families. ipates. The partners include hospitals, (Continued on page 22)

21 population of 123,865. This system active in its creation and implemen- Sonoma, California, from page 21 has not only increased local general tation. And as a by-product of this town holiday decorations, a welcome fund revenues because court costs effort, a once-blighted section of Old reception for new businesses, a res- no longer have to be shared with Town Winchester has been turned taurant menu guide for all hotels and the county, but also saved massive into a beautiful and vibrant area that bed-and-breakfast inns, and “Shop amounts of overtime spent by officers promotes future redevelopment of Sonoma” ads during the holiday waiting to appear at the circuit court. buildings surrounding the campus. season (provided by the local paper These cooperative efforts—all free of charge). News from the part- outgrowths of the Revenue-Sharing Aurora, Colorado, from page 14 nership is included in the bimonthly Agreement and Cooperative Boundary Business News, in a quarterly mer- Plan—demonstrate the ability and commissions, and employment chant newsletter, and in an expanded willingness of the village of Jackson opportunities seeking APA representa- newsletter published in both English to work with other municipalities to tion. and Spanish for businesses in the economically, efficiently, and coop- The partnership has also demon- unincorporated area north of the eratively provide a broader range of strated its sustainability through the city—a thriving area of Hispanic services, which could not be provided consistent cultural and educational entrepreneurs. The cost of the two- unilaterally, while maintaining its programs it coordinates, such as the year program has been $81,565—far uniqueness and individuality. AAFF and the Sixth Annual Aurora less than the $75,000 budgeted for Asian Education Awards Program. In each of the two years. 2004, the partnership earned a merit Winchester, Virginia, from page 13 The success of the partnership award from the Governor’s Awards has underscored the importance of resources, a new mental health coun- for Downtown Excellence for its developing clear goals and objectives; seling and support system, services involvement in the AAFF. involving the community early in pro- for the disabled, and a Compassionate Several factors account for the gram design; and hiring professional Pharmacy program. Among the new partnership’s success. First, city staff to implement the programs. educational services will be a health officials listened to the needs and Sonoma is still an important tourist services training and educational cen- desires expressed by its various area, but there are fewer downtown ter, an employment training and voca- minority communities, and instead of vacancies, higher sales and tran- tional education program, and access establishing an agenda, they let the sient occupancy taxes, less terrifying to postsecondary educational and partnership guide the way, empower- regulations, and a far more positive workforce development opportunities. ing its members to shape and refine relationship between the city and Also added will be a senior volunteer it into what it is today. Second, the its business community. In a short service; an office of the city’s social city provided the partnership with period of time, and without adding an services department; more public the staffing needed to manage orga- economic development department awareness, education, and outreach nizational details and logistics so to the city staff, Sonoma has accom- programs; and more efficient coordi- that members could make meaning- plished the change it sought. nation of service delivery and plan- ful connections with one another. ning. Third, the enthusiastic participation When Phase II is complete (tar- of local political leaders has given the Jackson, Wisconsin, from page 12 geted April 2008), the campus will partnership credibility and distinction needs, the village created a telecom- consist of four buildings with more and enhanced the city’s image among munications utility in November 2003 than 80,000 square feet, enabling the APA community. Finally, the to address its underserved area; a partner agencies to serve more than partnership has enabled members of spin-off of this effort was the creation 20,000 individuals each year. Total Aurora’s APA community to showcase of a wireless Wi-Fi Internet system. cost is expected to be $11.2 million, their diverse cultures; this has given With the town’s cooperation, these with funding from grants, city of them an enormous sense of pride that services will also be made available to Winchester bonds issued by the has, in turn, translated into a similar town residents, who currently have no Economic Development Authority sense of pride for the city. cable, no DSL, and no high-speed ($7.67 million), and the federal gov- Currently, no other APA organiza- Internet. ernment. tion in the state compares in struc- In 1991, the village of Jackson Our Health is just one way that ture, organization, and composition had joined with two other villages Winchester is partnering with other with the partnership. With the city’s and two cities to create a joint munic- public and private organizations to support, guidance, and staffing, the ipal court system. This court system, help residents in need while also sup- partnership has shown that individu- which operates with one judge and porting area nonprofit agencies. Since als and organizations representing one administrative office, now serves the beginning, the city has been com- a multitude of countries, languages, 13 municipalities with a combined mitted to the Our Health concept and (Continued on page 23)

22 outstanding dining and shopping obtain grant funding from other levels Aurora, Colorado, from page 22 opportunities. The city’s efforts to of government, and thus invest sig- and cultures can work side by side create economic opportunity, enhance nificantly in local management with- to improve their community. Now, revenue streams, and promote a posi- out straining its budget. And these when discussing how to build rela- tive image for both residents and the successes have enabled the council tionships with local governments and surrounding communities will ensure to expand the scope of CEC projects, to encourage community members to the sustainability and vitality of boost its environmental achieve- reach out to their local governments, Windsor Heights far into the future. ments, and educate the community many leaders in the Asian communi- about local resource management. ties point to Aurora. Now in its sixth year, the CEC Mosman, New South Wales, Australia, clearly demonstrates how a local Windsor Heights, Iowa, from page 15 from page 16 authority and its residents can work together in an innovative way to bal- organizes joint advertising efforts and to adopt stormwater-friendly behav- ance the community’s environmental, constantly encourages its members to iors. The council and the community economic, social, and cultural needs. use its logo and advertise their loca- have also worked together in forums tion as Windsor Heights rather than such as the Balmoral Environment Des Moines. It also provides monthly Network. Aurora, Colorado, from page 17 seminars for businesses at its lun- To fund the CEC, the council cheon. imposed a residential rate increase Preservation Family Grant. And Overall, efforts to revitalize, of 5 percent, which the commu- each year, despite decreases in the redevelop, and market the city rep- nity accepted. Although the CEC is city’s federal grant entitlements and resent an investment of more than planned to run for just one more Aurora’s lack of general fund rev- $6.5 million. For a community with year, this levy will be collected until enues, Home of Our Own manages to a general fund operating budget of 2012 so as to limit the year-to-year secure more funding to assist more slightly more than $2 million, this financial burden on ratepayers while families. kind of commitment is monumental. allowing the council to take advan- Staff attribute the program’s con- Yet the city has already reaped many tage of economies of scale with staff tinual ability to obtain funding to its financial benefits. For example, tax employment and project manage- ever-increasing popularity, coupled increment financing (TIF) revenues ment. Over this 12-year period, the with its 95 percent success rate and generated from the commercial devel- council expects to raise more than low administrative cost. Other exter- opments are outpacing initial esti- A$7 million. nal factors, such as Aurora’s surplus mates at more than 20 percent annu- Mosman Council was one of the rental housing market, high foreclo- ally and this year will reach $1.69 first councils in the Sydney area to sure rate, and desirable climate, have million. The better mix of commercial introduce a levy to raise funds spe- also established the program as a and residential properties helps to cifically for environmental improve- high priority. But perhaps the greatest stabilize the tax rate and makes it ment projects. Because the council is mark of accomplishment has been easier for people to shop and recre- using ratepayers’ money on the CEC, the program’s impact on children: ate in their home community; the it must be accountable to the com- no longer exposed to crime- and improved aesthetics have increased munity. Therefore, no money raised drug-infested motel environments, the area’s attraction for pedestrians through the levy can be applied to the child participants now enjoy a stable and shoppers; and the active business council’s recurrent budget. Moreover, environment within the same home, community has meant a more reliable the council visits CEC sites regularly the same school, and the same com- and productive revenue stream. and keeps in touch with residents munity. Because Windsor Heights is an through e-mail, letters, and its Web By creatively addressing some of older community with older homes, site to explain what improvements Aurora’s homeless transitional hous- it could easily suffer from neglect and the CEC projects are making. ing needs in a low-cost way that other lack of interest and, ultimately, urban Since the CEC was introduced, communities could easily replicate, decay. However, the city partnered the council has developed its first Home of Our Own has dramatically with other area suburbs to create a comprehensive environmental man- improved the lives of its clients and housing rehabilitation program, and agement plan, which includes guide- proven itself to be a win-win program nine houses have been rehabilitated. lines for tendering, purchasing, envi- for Aurora and its residents. In addition, its housing market is ronmental impact assessment, and brisk, with many young families mov- report writing. This plan has enabled ing into the area. the council to improve its sustainable No longer viewed as a sleepy little management of the local environ- town, Windsor Heights is now seen ment, increase stakeholder participa- as a thriving, “hip” community with tion in natural resource management,

23 community motivated. Beyond that, the Lewiston Youth Advisory Council Waterloo, Ontario, from page 18 the involvement of participants from facilitated the nomination of Lewiston • Trails master plan: Beyond the all sectors of the community was as a 2006 All-America City. economic advantages of increased crucial in scoping the environmental The changes have brought numer- tourism and recreational activi- initiatives and promoting buy-in. ous awards and recognitions. In 2005, ties, an expanded network of Finally, the plan provided a vehicle the Maine Development Foundation trails supports a more dense for collaboration among various dis- bestowed on Lewiston and Auburn urban form and a smaller urban parate groups and enabled the city to its Champions for Economic Dev- footprint as well as providing a harness the talents of the community. elopment Award; the Maine State way to promote environmental Because of the Environmental Chamber of Commerce, lauding education and awareness. Strategic Plan, the city of Waterloo has the economic partnership that has • Watershed monitoring and received the Canadian Association of produced impressive growth, gave environmental lands acquisi- Municipal Administrators’ Award for the two cities its President’s Award, tion strategy: The city has pur- Environmental Excellence and has and Governor John Baldacci praised chased more than 140 hectares been endorsed by Ontario’s minister of them in his State-of-the-State address of mature woodland. Under its the environment. Such recognition has as the epitome of collaboration and Urban Forestry and Laurel Creek helped the city demonstrate the value effective partnerships; Inc. Magazine Watershed Monitoring Program, of municipally based environmental cited Lewiston as one of the top 50 the lands will be protected over efforts for all concerned. cities in America to do business; and the long term through public the Paralyzed Veterans of America ownership and management. selected Lewiston as the “Most Approximately 26 percent of Lewiston, Maine, from page 19 Patriotic City.” Lewiston had to make a con- Waterloo’s entire land base is properties at a price that generously scious, active decision not to remain being maintained as greenspace, exceeded the fair market value of the stagnant. It is now a city no longer which enhances property value. sellers. Today, pigeons, prostitution, beset by self doubt. Lewiston’s • Transportation initiatives: As part and drug dealing no longer charac- enhanced statewide reputation, of its effort to demonstrate ways terize Lower Lisbon Street. Instead, growth, and economic development to reduce pollution and provide it’s where people want to be and do leadership are well documented, the fuel-efficient alternatives, the city business—truly a key aspect of a community is confident of continued requires biodiesel to be used in all community that is “setting the pace” success, and its citizens will never off-road diesel-equipped vehicles, statewide. again settle for an image any less and it is applying traffic demand The successes in its Southern than one of excellence. management concepts. Other Gateway exemplify Lewiston’s renais- initiatives have included an anti- sance. In the past few years, more idling campaign, hybrid cars, and than $297 million in public-private Roseville, California, from page 20 smart-car parking. sector money has been invested in • Urban intensification policies: To the city, making it the most success- indicated that such a facility was the achieve better air quality, reduce ful economic development commu- lowest priority. However, police and automotive/energy use, lessen nity in Maine within that period of fire services ranked at the top of the pressure on greenfield lands, and time. Such investment includes the priority list, so more police officers increase live/work opportunities, Gendron Business Park, with four were approved for and hired in the city policies and rezoning regula- buildings either completed or under next budget. Another outcome was a tions require intensification while construction, and an 850,000-square- creative solution to lease a building minimizing the impacts on adja- foot Wal-Mart distribution center, for a temporary fire station facility and cent residential neighborhoods. with more than 500 well-paying meet an immediate need for better Eight hundred new apartment jobs—the largest economic develop- response times. A follow-up report on units have been constructed in ment project in Lewiston within the implementation of the CSVC recom- targeted areas, and another 800 last 30 years. And TD Banknorth mendations was compiled and distrib- are being planned. plans a $7 million expansion at the uted in September 2005. Bates Mill Complex—once a vacant Several key components were Waterloo’s achievements have mill site and now a diversified busi- critical to the project’s success: largely been due to the city’s will- ness spot. • Complete commitment of the ingness to take a leadership role in Lewiston is now considered the entire city of Roseville organiza- consolidating the desires of the com- safest of Maine’s four largest cities, tion, from the city council down munity into a plan and establishing a with a 24 percent crime rate decline to each department timeline by which to establish priori- in just the last three years. Youth in (Continued on page 25) ties, measure progress, and keep the particular are reaping the benefits:

24 • Allocation of resources and staff fied to make realistic and feasible Roseville, California, from page 24 with the necessary skills decisions in the best interest of • Recognition that a successful • Detailed, yet succinct information the community. visioning project must have citi- provided to committee members The Community Standards and zen participation in a timely manner to facilitate Visioning Project provided a strategic • A clear and concise time frame for well-informed decisions direction for the city of Roseville and completion, clear definitions of the • Belief that with extensive orienta- was so successful that the model has issues to be addressed, and clear tion and education, those com- already been used for other issues, expectations as provided in the munity residents selected to serve such as growth management. city council’s Guiding Principles on the committee would gain the • A qualified, experienced, and necessary working understanding dedicated facilitator to help deal of the city’s operations, mission, with controversial issues vision, and values to be quali-

25 8.5 in 8.25 in 7.75 in 10.375 in 10.875 in 11.125 in

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Client: St Paul Travelers Publications: Close: Issue: Job #: spspc6pu074 ICMA Awards Booklet 8/1/06 File Name: spspc6pu074v1alt1.indd File Created On: 5/3/06 Rev. Date/Time: 08.01.06 3:00PM

Bleed: 8.5 x 11.125 Trim: 8.25 x 10.875 Production Artist: Michael Waite Live: 7.75 x 10.375 Art Director: Dean Hansen Gutter allowance: none Writer: Dean Buckhorn Media: P 4C B Producer: Steve Delorme Fonts: Traffic Manager: Laura Coyle General Notes: Cropmarks do NOT print. Ink Colors: cmyk 2007 ICMA Aw a r d s

Celebrating the Difference Professional Local Government Management Makes

Booklet sponsored by The 17-member awards evaluation panel Publication of ICMA’s 2007 Awards commemorative is charged with selecting the recipients of the ICMA Annual Awards. Because of the booklet was made possible through the generous time and effort that go into these delibera- contribution of ICMA Strategic Partner Travelers tions, ICMA would like to thank the fol- lowing evaluation panel members. (see booklet back cover).

Completing their terms at ICMA’s 93rd Annual Conference

Stephen J. Blackadder, director, Blackadder Gibbs Pty Ltd., New South ICMA recognizes the many achievements of its members Wales, Australia with awards programs that highlight extraordinary accomplishments as Patrick A. Cannon, city administrator, well as dedicated service to the profession. The Distinguished Service Sun Prairie, Wisconsin Award annually recognizes a retired member who has made an outstanding Debra Kurita, city manager, Alameda, contribution to the management profession and local government. The California Annual Awards recognize individual achievement as well as outstanding John C. Prescott, city manager, local government programs. Service Awards recognize and celebrate ICMA Vermillion, South Dakota members’ dedication to public service and professional management at the (2006–2007 Committee Chair) local level. The Center for Performance Measurement Certificate Program Sonjia G. Solomon, code enforcement/ recognizes local governments that have made an exceptional commitment van director, Berwyn Heights, Maryland to integrating performance measurement into their management practices.

Completed his term at ICMA’s 92nd Annual Conference

Russell P. Taylor, township manager, Contents Thomas Township, Michigan Distinguished Service Award ...... 1

Annual Awards...... 2

Service Awards ...... 22

This awards booklet was developed by: Center for Performance Measurement Certificate Program ...... 26 Jane Cotnoir Writer/Senior Editor Kathleen Karas Managing Editor Will Kemp Senior Graphic Designer Alison Miller Richards Annual Awards Program Manager Amanda Relyea Service Awards Program Manager Kira Hasbargen Performance Measurement Associate 07-249 d I s t i n g u i s h e d S e r v ic e A w a r d

Thomas C. Kelly

The ICMA Distinguished Service Award is given to a manager who has retired from the profession and made an outstanding contribution to the management profes- sion and local government. The award recognizes a manager whose service in his or her community or communities has been judged by peers as strong or exceptional, and who has made major contributions beyond direct service to local government.

n more than 23 years as Volusia’s county manager, Thomas Kelly set the tone and example of professional management. After earning a bachelor’s degree from IWestminster College and a doctorate from the University of Maryland, he served as an officer in the U.S. Navy. He began his local government career with the County Commissioners Association in Maryland. After serving as chief administrative officer in Prince George’s County, Maryland, from 1964 until 1971, he was selected by Volusia County, Florida, to become its first profes- sional manager under its new charter. Believing that local government managers should encourage and provide opportunities for young people pursuing a career in local govern- ment, he established a relationship with Stetson University to provide an internship pro- gram, and throughout his career he served as an adviser to local universities. He also served as president of the Florida City-County Management Association and as a member of its board of directors; he was on ICMA’s initial Credentialing Advisory Board; and he was, and continues to be, an ICMA Range Rider. He received ICMA’s Mark Keane Award for Excellence and was recognized by the Daytona Beach-Halifax Area Chamber of Commerce for his outstanding service to the community. He retired in 1994, having established the legacy of professional local government man- agement in Volusia County. The Distinguished Service Award honors Mr. Kelly for these and other contributions to the management profession and local government.

 2007 ICMA Annu a l A w a r d R e ci p i e n t s

PROFESSIONAL AWARDS Award for Career Development in PROGRAM EXCELLENCE Memory of L. P. Cookingham AWARDS Award for Career Excellence in Honor Byron D. Jorgenson, chief administra- of Mark E. Keane tive officer, Sandy City, Utah Community Health and Safety Program Excellence Award Edward P. Everett, city manager Other Nominees: (retired), Redwood City, California (populations 10,000 to 49,999) Lee R. Feldman, city manager, Other Nominees: Palm Bay, Florida Youth to Youth Program—Dover, New Edward Beasley, city manager, Glendale, Robert D. Franz, village manager Hampshire, and J. Michael Joyal Jr., Arizona (retired), Deerfield, Illinois city manager Thomas J. Courtney, city manager, Eric J. Levitt, city manager, Sedona, Other Nominees: Twin Falls, Idaho Arizona Blight Team—Junction City, Kansas, William C. Dixon, village manager, Bruce T. Moore, city manager, and Rodney D. Barnes, city manager Arlington Heights, Illinois Little Rock, Arkansas Fire & Rescue Children’s Fire Safety John J. Duffy, borough manager, Ronald G. Wagenmann, township Festival—Dover, New Hampshire, Matanuska Susitna, Alaska manager, Upper Merion Township, and J. Michael Joyal Jr., city George C. Duncan, chief administrative Pennsylvania manager officer, Richmond, British Columbia, M. Ray Wiggins, deputy village man- Police Department High Tech Crimes Canada ager for operations, Oak Park, Unit—Central Point, Oregon, and David B. Elder, city manager, Illinois Phillip M. Messina, city manager Worthington, Ohio Joyce Wilson, city manager, El Paso, Regional EMS Partnership—Schertz, Terrence L. Ellis, city manager, Peoria, Texas Texas, and Donald E. Taylor, city Arizona manager, and David J. Harris, Thomas O. Forslund, city manager, Assistant Excellence in Leadership assistant city manager Casper, Wyoming Award in Memory of Buford M. Watson Jr. Community Health and Safety David T. Harden, city manager, Program Excellence Award Robert L. Stull, deputy city administra- Delray Beach, Florida (populations 50,000 and greater) William T. Lichter, village manager, tor, Yuma, Arizona Criminal Abatement Program—Little Lombard, Illinois Other Nominees: Rock, Arkansas, and Bruce T. Moore, David L. Miller Jr., city manager, Ronald F. Brey, assistant city manager, city manager Forest Hill, Texas Bozeman, Montana Kids Health & Fitness Expo—Roseville, Gerald R. Miller, Long Beach, California Pamela S. Jacobs, assistant town man- California, and W. Craig Robinson, Terrence R. Moore, city manager, ager, Los Gatos, California city manager Las Cruces, New Mexico Pamela J. Kavanaugh, assistant city David M. Morgan, city manager, manager, Glendale, Arizona Other Nominees: Anaheim, California Mary L. McKittrick, assistant city Adult Day Care Program—Polk County, James H. Norris, village manager, administrator, Geneva, Illinois Florida, and Robert M. Herr, county Hoffman Estates, Illinois manager Raymond R. Patchett, city manager, Academic Award in Memory of Assessment of Road Signs for Carlsbad, California Stephen B. Sweeney Retroreflectivity—Latrobe, Victoria, Australia, and Paul L. Buckley, chief Gordon L. Pedrow, city manager, Robert L. Bland, professor and executive officer Longmont, Colorado chair, Department of Public Community Emergency Response Valerie L. Salmons, village administra- Administration, University of North Team—Olathe, Kansas, and John tor, Bartlett, Illinois Texas Michael Wilkes, city manager Frank L. Walsh, city manager, Other Nominee: Community Health Clinics—Hoffman St. Joseph, Michigan David Y. Miller, interim dean, University Estates, Illinois, and James H. of Pittsburgh, Pennsylvania Norris, village manager

 CQT Program—Aurora, Colorado, and Other Nominees: and Clayton L. Holstine, city Ronald S. Miller, city manager Community Bulletin Board—Monroe, manager; Burlingame, California, Disability Advisory Commission— North Carolina, and F. Craig and James M. Nantell, city Surprise, Arizona, and James C. Meadows, city manager manager; San Bruno, California, Rumpeltes, city manager Entrance Initiative Task Force— and Connie Jackson, city manager; Lead-Based Paint Hazard Reduction Midland, Michigan, and Jon J. and Hillsborough, California, Program—Dubuque, Iowa, and Lynch, city manager and Anthony Constantouros, city Michael C. Van Milligen, city GIS Mosquito Control Program— manager manager Valdosta, Georgia, and Larry H. Other Nominees: Mission Domestic Hope—Roanoke, Hanson, city manager 800 Megahertz Public Safety Radio Virginia, and Darlene L. Burcham, Highway 179 Needs-Based System—Anoka County, Minnesota, city manager Implementation Program—Sedona, and Terry L. Johnson, county Public Health Advisor—Schaumburg, Arizona, and Eric J. Levitt, city administrator Illinois, and Kenneth J. Fritz, village manager Arkansas River Trail—Little Rock, manager, and Kathleen E. Tempesta, I35/Park Avenue Corridor—Faribault, Arkansas, and Bruce T. Moore, senior assistant to the village Minnesota, and Timothy Madigan, city manager, and Bryan M. Day, manager city administrator assistant city manager Residential Home Care Program— Innovative Partnerships for Progress— The Art of Community: Annual Schaumburg, Illinois, and Kenneth J. Upper Merion, Pennsylvania, and Performance Report—Des Moines, Fritz, village manager, and Kathleen Ronald G. Wagenmann, township Iowa, and Richard A. Clark, city E. Tempesta, senior assistant to the manager manager, and Michael E. Matthes, village manager Local Government Academy—Culpeper, assistant city manager Response during the Moondarra Fires— Virginia, and J. Brannon Godfrey Jr., Beacon Center at Village Academy— Latrobe, Victoria, Australia, and Paul town manager, and Noah A. Simon, Delray Beach, Florida, and David T. L. Buckley, chief executive officer assistant town manager Harden, city manager Sexual Offender Accountability NAWA Water Treatment Plant— Block Leader Program—Cupertino, Program—Port Orange, Florida, and Tipp City, Ohio, and David A. California, and David W. Knapp, city Kenneth W. Parker, city manager Collinsworth, city manager; and manager Weed & Seed Partnership—Aurora, Vandalia, Ohio, and Jeffrey C. BusinessFirst! For a Greater Dayton Colorado, and Ronald S. Miller, city Hoagland, city manager Region—Tipp City, Ohio, and manager Neighborhood Services—Kingman, Bradley C. Vath, assistant city man- Arizona, and Paul Beecher, city ager; West Carrollton, Ohio, and Community Partnership Program manager Glen Tracy Williams, city manager; Excellence Award (populations less Office of Housing & Neighborhood and Clayton, Ohio, and David W. than 10,000) Development—Winchester, Virginia, Rowlands, city manager Tri-Town Assessing Intergovernmental and Edwin C. Daley, former city Centre Region Council of Agreement—New London, New manager (now city manager, Governments—Centre Region Hampshire, and Jessie W. Levine, Hopewell, Virginia) Council of Governments, town administrator, and Newbury, Public/Private Partnership for Adult Pennsylvania, and James C. New Hampshire, and Dennis J. Recreation—Portsmouth, New Steff, executive director; College Pavlicek, town administrator Hampshire, and John P. Bohenko, Township, Pennsylvania, and Adam Other Nominees: city manager T. Brumbaugh, township manager; Affordable Housing Program— Spring Hill Community Redevelopment Ferguson Township, Pennsylvania, Montevideo, Minnesota, and Steven Agency—DeLand, Florida, and and Mark A. Kunkle, township C. Jones, city manager Michael L. Abels, city manager, manager; Halfmoon Township, Beautify Meredith Program—Meredith, and Michael P. Pleus, assistant city Pennsylvania, and Karen J. Brown, New Hampshire, and Carol M. manager township manager; Harris Township, Granfield, town manager “Take the Money; You’ve Earned Pennsylvania, and Amy K. Farkas, NCK Wellness Center, Inc.—Beloit, It”—Lewiston, Maine, and James A. township manager; State College, Kansas, and Douglas E. Gerber, city Bennett, city administrator Pennsylvania, and Thomas J. administrator Together against Graffiti—El Mirage, Fountaine II, borough manager Public Visioning Program for Arizona, and William J. Cornwall, Champion Arlington Economic Comprehensive Plan Update—Spring city manager Development Strategy—Arlington, Hill, Kansas, and Jonathan S. Texas, and James N. Holgersson, city Roberts, city administrator Community Partnership Program manager Excellence Award (populations City of Sandy Springs, Georgia—CH2M Community Partnership Program 50,000 and greater) HILL OMI Partnership—Sandy Excellence Award (populations Our Future Our Place—Latrobe, Springs, Georgia, and John F. 10,000 to 49,999) Victoria, Australia, and Paul L. McDonough, city manager Affordable Housing Partnership— Buckley, chief executive officer City/Schools Partnership—Roseville, Tarpon Springs, Florida, and Ellen S. Shared Services: Delivering Quality California, and W. Craig Robinson, Posivach, city manager Programs at Lower Cost—Millbrae, city manager California, and Ralph L. Jaeck, (Continued on page ) city manager; Brisbane, California,

 (Continued from page ) Morrison Nature Center at Star K Coming Home to Gladstone—A Creative Housing Partnership— Ranch—Aurora, Colorado, and Community Oriented Magazine— Brunswick, Ohio, and Robert A. Ronald S. Miller, city manager Gladstone, Missouri, and Kirk L. Zienkowski, city manager Promenade—Westminster, Colorado, Davis, city manager Cultural Collaborative—San Antonio, and J. Brent McFall, city manager, Fix-Up, Clean-Up, Spruce-Up, and Tool Texas, Sheryl L. Sculley, city man- and Stephen P. Smithers, assistant Loan Program—Brunswick, Ohio, ager, and Penny Postoak Ferguson, city manager and Robert A. Zienkowski, city assistant city manager Prosperity Campaign—Hillsborough manager Customer Service Program—Cincinnati, County, Florida, and Patricia Inflatable Fire Safety House— Ohio, and Milton R. Dohoney Jr., G. Bean, county administrator, Brunswick, Ohio, and Robert A. city manager; and Hamilton County, and Wally J. Hill, deputy county Zienkowski, city manager Ohio, and Patrick J. Thompson, administrator Southlake Program for the Involvement county administrator Prosperity through Partnerships—Polk of Neighborhoods—Southlake, Eliminating Overt Drug Markets—High County, Florida, and Robert M. Herr, Texas, and Shana K. Yelverton, Point, North Carolina, and Stribling county manager city manager P. Boynton, city manager Quarterly Neighborhood Deployment— Community Sustainability Program Employees Annual Charitable Hearts: Mesquite, Texas, and Ted G. Barron, Excellence Award (populations Community Partnership—Roseville, city manager 50,000 and greater) California, and W. Craig Robinson, Regional Park at Clinton Lake— city manager Lawrence, Kansas, and David L. Nature as Your Neighbor—Aurora, Family Economic Success—San Corliss, city manager Colorado, and Ronald S. Miller, city Antonio, Texas, and Sheryl L. Regional Transit System/University of manager Scully, city manager, and Frances A. Florida Community Partnership— Other Nominees: Gonzalez, assistant city manager Gainesville, Florida, and Russell D. Climate Wise—Fort Collins, Colorado, Family-to-Family Program—Avondale, Blackburn, city manager and Darin A. Atteberry, city manager Arizona, and Charles P. McClendon, Schertz-Seguin Local Government and Diane G. Jones, deputy city city manager; and Yuma, Arizona, Corporation—Schertz, Texas, and manager and Mark S. Watson, city Donald E. Taylor, city manager, Diversity and Multicultural Events— administrator and David J. Harris, assistant city Olathe, Kansas, and John Michael Fire Station #14 and Fire Science manager; and Seguin, Texas, and Wilkes, city manager Curriculum—Fayetteville, North Douglas G. Faseler, city manager Environment Aurora—Aurora, Colorado, Carolina, and Dale E. Iman, city South Mountain Neighborhood and Ronald S. Miller, city manager manager; Kyle R. Sonnenberg, assis- Revitalization Strategy—Phoenix, Frisco Bridges—Frisco, Texas, and tant city manager; and Douglas J. Arizona, and Frank A. Fairbanks, George A. Purefoy, city manager Hewett, assistant city manager city manager, and Jerome E. Miller, The Grand Plan Marketing Plan— Founders Village—Fountain Valley, neighborhood services director Glenside, Arizona, and Edward California, and Raymond H. Kromer, University of Houston at Sugar Land Beasley, city manager; Pamela J. city manager Facility—Sugar Land, Texas, and Kavanaugh, assistant city manager; Good Neighbor Program—Phoenix, Allen Bogard, city manager and Julie Frisoni, communications Arizona, and Frank A. Fairbanks, Water Youth Education Program— director city manager, and Jerome E. Miller, Aurora, Colorado, and Ronald S. Home Energy Conservation Fair neighborhood services director Miller, city manager Sustainable Home Tour—Lawrence, Homeowners Association Academy— What If . . . —Mesquite, Texas; Ted G. Kansas, and David L. Corliss, city Glendale, Arizona, and Edward Barron, city manager, and Carol S. manager Beasley, city manager; Pamela J. Zolnerowich, deputy city manager International Sports Exchange Kavanaugh, assistant city manager; Youth Services—Olathe, Kansas, and Program—Latrobe, Victoria, and Gloria Santiago-Espino, deputy John Michael Wilkes, city manager, Australia, and Paul L. Buckley, chief city manager and Susan E. Sherman, assistant city executive officer Housing Education & Rehabilitation manager Local Laws Service Delivery Training (HEART) Program— Youth Vocational Charter School— Improvements—Latrobe, Victoria, Dubuque, Iowa, and Michael C. Delray Beach, Florida, and David T. Australia, and Paul L. Buckley, chief Van Milligen, city manager Harden, city manager executive officer Intergenerational Community Building Master Street Tree Program—Lawrence, Community Sustainability Program & Leadership Programs—Olathe, Kansas, and David L. Corliss, city Excellence Award (populations Kansas, and John Michael Wilkes, manager 10,000 to 49,999) city manager, and Susan E. Sugarland Town Square—Sugarland, Sherman, assistant city manager Stokely Site Redevelopment— Texas, and Allen Bogard, city Land Information Systems—Queen Waunakee, Wisconsin, and Ronald manager Creek, Arizona, and W. John Kross, K. Wilde, village administrator Wastewater Collection—Olathe, Kansas, town manager; and Surprise, Other Nominees: and John Michael Wilkes, city Arizona, and James C. Rumpeltes, Artist District—Peekskill, New York, manager city manager, and Kathy S. Rice, and Daniel W. Fitzpatrick, city assistant city manager manager

 Strategic Leadership & Governance Strategic Leadership & Governance MetroNet Enterprise Virtual Operations Program Excellence Award Program Excellence Award Center (EVOC)—Anaheim, (populations less than 10,000) (populations 50,000 and greater) California, and David M. Morgan, Infrastructure Planning—Burley, Master Thinker/“Communities That city manager, and Thomas J. Wood, Idaho, and Mark A. Mitton, city Think”—Yuma, Arizona, and Mark assistant city manager administrator S. Watson, city administrator PalmStat—Palm Bay, Florida, and Lee R. Feldman, city manager Other Nominees: Strategic Leadership & Governance PE Department—Austin, Texas, and Core Value Initiative—Schaumburg, Program Excellence Award Toby Hammett Futrell, city manager (populations 10,000 to 49,999) Illinois, and Kenneth J. Fritz, village manager, and Kathleen E. Tempesta, Pension Early Payment Program— Gladstone on the Move—Citizens senior assistant to the village Orange County, California, and Making a Difference—Gladstone, manager Thomas G. Mauk, county executive Missouri, and Kirk L. Davis, city officer County Strategy & Budget—Cumberland manager County, Pennsylvania, and John C. Public Safety Division Reorganization— Other Nominees: Byrne, chief operations officer Mansfield, Texas, and Clayton W. Chandler, city manager Health Care Benefits Committee— Excellence Model—Miami Beach, Montgomery, Ohio, and Wayne S. Florida, and Jorge M. Gonzalez, Regional Battalion Chief Academy— Davis, assistant city manager city manager Peoria, Arizona, and Robert M. McKibben, fire chief Rising Star Talent Pool Development— Focus on Longmont Strategic Planning Prescott, Arizona, and Steven P. Process—Longmont, Colorado, and Strategic Initiatives Group—Glendale, Norwood, city manager, and Laurie Gordon L. Pedrow, city manager; Arizona, and Edward Beasley, A. Hadley, deputy city manager Sandra L. Seader, assistant to the city manager Second Review Process—Salina, Kansas, city manager; and Rigo Leal, public Strategic Plan—El Paso, Texas, and and Jason A. Gage, city manager information officer Joyce A. Wilson, city manager Strategic Plan—DeLand, Florida, and Implementing Community-Based Strategic Plan—Las Cruces, New Michael L. Abels, city manager, Strategic Plans—Olathe, Kansas, and Mexico, and Terrence R. Moore, and Michael P. Pleus, assistant city John Michael Wilkes, city manager city manager manager Learning & Development Framework— Strategic Plan—Surprise, Arizona, and Latrobe, Victoria, Australia, and Paul James C. Rumpeltes, city manager L. Buckley, chief executive officer Management Preparation Program— Plano, Texas, and Thomas H. Muehlenbeck, city manager

 Award for Career Excellence in Honor of Mark E. Keane Edward Everett

Established in honor of former ICMA Executive Director Mark E. Keane, get crises. He also rotates the position the Award for Career Excellence recognizes an outstanding local gov- of assistant city manager among the ernment administrator who has fostered representative democracy by department heads, enabling each one to assume that role for a one-year enhancing the effectiveness of local government officials and by con- term in order to expand and enhance sistently initiating creative and successful programs. Candidates must their career experiences. Under his be full members of ICMA; have a minimum of 10 years of executive, leadership, the city has developed senior-level service to the profession; and be endorsed by a past or pres- top-quality training programs that ent elected official. This year, ICMA presents the Mark E. Keane Award to have produced an award-winning, Edward Everett, city manager of Redwood City, California. values-driven, world-class organiza- tion of employees. Also in keeping with his philoso- Ed Everett’s remarkable 34 years staff and community members phy, Mr. Everett has not just built in public service and 15 years as and, more importantly, among buildings in Redwood City but created Redwood City’s manager can be community members themselves. places—new and renovated libraries, characterized by three words—inno- • The Neighborhood Liaison pro- community centers, a new city hall, vativeness, integrity, and inspiration. gram creates community-based affordable new housing complexes— His innovativeness is reflected in the groups that share common where people can gather as a commu- many successful programs and proj- interests and concerns and work nity. An attractive 85,000-square-foot ects he has developed. His integrity is together to build their own com- retail and multiplex cinema project, shown in his commitment to making munity. the pedestrian-oriented Theatre Way the right decisions, not necessarily streetscape, and the city’s Courthouse • The Community Builders the easy ones. And he has inspired Square, which is already referred Speakers Series brought together city staff, elected officials, and a to as the new “living room of the more than a hundred city resi- growing number of citizens to uphold community,” are all part of the dents to hear and learn from Redwood City’s core values of excel- renaissance of downtown Redwood world-class and internationally lence, integrity, service, and creativ- City. And these efforts are garnering known speakers, authors, and ity in pursuit of its core purpose: to national recognition: the city received thinkers on the subject of com- “build a great community together.” the “Congress for New Urbanism munity building. Believing that to really be a com- 2007 Charter Award for its downtown munity, the people who live, work, Promoting careers in local govern- projects,” the retail/cinema project and play in a city must join together, ment and developing staff are at the won the San Francisco Business engage with each other and with the forefront of Mr. Everett’s philosophy Times’s 2006 “Award for the Best city, and become partners in making of building a successful organization. Mixed-Use Project” on the peninsula, the community a better place for He has been a leader in the “Next the new high-tech parking meter sys- everyone, Mr. Everett has dedicated Generation” movement; he cofounded tem was written up in the Wall Street his career to maximizing community the regional Management Talent Journal, and a nationally distributed involvement and engagement. Toward Exchange Program; and he launched television program called “Focus on this end, he has developed numerous a “Youth Reach” program aimed at America” will tout the city’s pro- ground-breaking community-building educating local high school students gressive and creative approach to programs that have enhanced the about careers in local government. economic development, community city’s quality of life: He has made a point of keeping the building, and design—all based on Ed • The Partnership Academy for city’s hierarchy “flat” with few lev- Everett’s vision and inspiration. Community Teamwork (PACT) els of supervision or management Mr. Everett has shared his phi- has engaged nearly 300 commu- between the road work technician, losophy, accomplishments, and nity members to date in a behind- for example, and the city manager. lessons learned with many audi- the-scenes experience of city gov- Committed to succession planning, ences, including service clubs, ernment, fostering engagement, he has ensured that staff training is chambers of commerce, the 2006 pride, and respect between city available to everyone who wants it, IG Transforming Local Government even during the most severe of bud- (Continued on page 27)

 Award for Career Development in Memory of L. P. Cookingham Byron Jorgenson

Each year, ICMA presents the Award for Career Development to an out- best efforts for the benefit of the standing local government administrator who has made a significant organization.” And James Davidson, contribution to the career development of new talent in professional city manager of Lehi, Utah, praises Mr. Jorgenson’s “ability to build local government management. The award commemorates former work teams that produce amazing ICMA President L. P. (Perry) Cookingham, who is credited with creating results. . . . He is demanding, but also the local government internship. Candidates must be full members of quick to offer encouragement and ICMA. This year, ICMA presents the Career Development Award to Byron counsel. He recognizes a person’s Jorgenson, chief administrative officer of Sandy City, Utah. potential and is willing to commit his own personal time to bettering those around him.” Over his 20-year tenure as chief and providing guidance to the bud- A large part of Mr. Jorgenson’s administrative officer of Sandy City, ding city managers within it, Mr. leadership strength comes from his Utah, Byron Jorgenson may well Jorgenson has made himself available high standards of personal ethics have directly affected the careers to those working for other organi- and integrity, which he exemplifies of more current and future local zations as well. Shane Pace, who himself and demands in those around government managers than anyone had left Sandy to become the city him. Chris Hilman of Clearfield, Utah, else in the profession. Many of the administrator of Taylorsville, Utah, notes that Mr. Jorgenson instills “a countless individuals whom he has notes that Mr. Jorgenson “called code of personal conduct and eth- closely supervised, worked with, or periodically to see how I was doing ics [that] is only surpassed by his mentored have become city manag- and offered advice about issues I was extraordinary ability to manage per- ers themselves, because the attributes dealing with. He never criticized my sonnel and issues with an uncompli- they developed under his guidance decision to leave or what I was trying cated and personable style that has are highly coveted by other organiza- to accomplish in the new city.” Nor is helped him manage one of Utah’s tions. this ongoing relationship of support most recognizably successful and For these managers, it was the and encouragement limited to those envied cities for almost two decades.” support and guidance they received whom Mr. Jorgenson has supervised Shane Pace recollects that when he from Mr. Jorgenson that set the stage or worked with: in several cases, he asked Mr. Jorgenson about getting for their long, effective careers in has provided support and guidance to involved in politics and campaigns, local government. According to Scott people he has never met in person! “he sat me down and explained Bond, Sandy’s assistant chief admin- Mr. Jorgenson’s management the ICMA Code of Ethics and then istrative officer, “I can’t think of any- style is ideally suited to nurturing explained [that] he did not involve one who has had more impact than and developing future local govern- himself in anyone’s campaign or elec- Byron on my career . . . [or] of anyone ment managers. According to Dan tion process and recommended that I more deserving of recognition for Dahlgren, city manager of West do the same.” being a tremendous influence in the Jordan, Utah, he “helped us under- Throughout his many years of ser- lives of those in the city management stand the importance of being flexible vice, Byron Jorgenson has remained profession.” Rick Davis, city man- and showed us by example the impor- committed to improving local govern- ager of West Point City, Utah, calls tance of performing quality work ment and, particularly, those who Mr. Jorgenson “the most influential regardless of the assignment. . . . [His] manage communities. The combina- figure in the development of my city greatest contribution to my city tion of leadership, management, and management career. . . . [He] not only management career was his . . . col- integrity that he displays sets the helped me sharpen my professional laborative, participative management tone for future managers in a profes- skills, but his example taught me style that emphasized quality deci- sion where each quality is absolutely even more about how to cultivate and sion making at the lowest possible essential. Scott Bond may have put it nurture positive and productive rela- level. . . . I always felt I was a valued best: “To me, Byron epitomizes what tionships with coworkers, citizens, team member whose contributions the profession can and should be.” n and the city council.” were recognized and important. . . . He Even while managing Sandy’s has a gift for motivating you to do large and complex organization your very best [and] then using your

 Assistant Excellence in Leadership Award in Memory of Buford M. Watson Jr. Robert Stull

ICMA’s Assistant Excellence in Leadership Award, which commemorates income housing—have received former ICMA President Buford M. Watson Jr., is presented to a local national recognition. government management professional who has made significant con- With Mr. Stull’s oversight, the finance department has improved or tributions toward excellence in leadership while serving as an assistant maintained a solid financial report- (regardless of title) to a chief local government administrator or depart- ing structure. Every year since 1982, ment head. Candidates must be members of ICMA, full-time assistants the city’s comprehensive annual reporting to a chief local government administrator or department head financial report (CAFR) has received who have been responsible for significant administrative duties for at the Government Finance Officers least one year (not including internships in conjunction with an aca- Association’s (GFOA) Certificate of Achievement for Excellence in demic program), and endorsed by a CAO. This year’s recipient of the Financial Reporting, a key element Assistant Excellence in Leadership Award is Robert Stull, deputy city in reviews conducted by bond rat- administrator of Yuma, Arizona. ing firms. When the Governmental Accounting Standards Board (GASB) released Statement 34 calling for As deputy city administrator of Yuma, which includes Best Buy, JC Penney, significant changes to the city’s finan- Arizona, since July 2003, Robert Stull Dillard’s, and the Sports Authority, cial reporting model, Mr. Stull led has greatly assisted in managing one has recaptured millions of dollars in a multidepartmental effort to meet of the fastest-growing cities in the sales taxes; and through Mr. Stull’s the new requirements and revise country. Exercising oversight over continued efforts, it will soon add the city’s financial reporting model. several city departments—finance, another million square feet of retail Not only was this effort successful, human resources, information tech- stores as well as a 6,000-seat multi- but it was accomplished a full fiscal nology, and parks and recreation—as use enclosed stadium and ice hockey year earlier than required, winning well as the neighborhood services franchise. Yuma a Certificate of Recognition for division, he “gets the job done” while Through his leadership, Mr. Stull early implementation from GASB as fostering an atmosphere of teamwork has infused city staff with the city well as the latest GFOA certificate and public service. administrator’s probusiness desire for its CAFR. And Yuma won its first With primary responsibility for to serve. As a result, building permit Distinguished Budget Presentation coordinating all economic develop- valuations have grown from $70 mil- Award from GFOA for 2006–2007. ment activity and negotiation for lion to more than $377 million in Finally, under Mr. Stull’s guidance, the city, Mr. Stull has played a vital three years, and national publications bond analysts in New York boosted role in helping the city administrator such as Inc. and USA Today consis- the city’s rating to A-2 in September promote new manufacturing ven- tently rate Yuma as a “boomtown” 2006. tures in Yuma, thereby diversifying growth community among cities Mr. Stull is a great proponent of the workforce of this predominantly under 100,000 in population. City Administrator Mark Watson’s agricultural community. In 2006, This new growth notwithstand- commitment to innovation and Yuma was recognized for having the ing, Mr. Stull continues to champion creativity. Thus, when Yuma imple- highest job growth in the nation. Mr. the revitalization of the city’s older mented the de Bono Master Thinker Stull works closely with key business neighborhoods. He has worked dili- Program, Mr. Stull became one of its groups, the chamber of commerce, gently with community groups and first trained facilitators. He also has and the Greater Yuma Economic state and federal agencies to use assisted Mr. Watson in presenting this Development Corporation to foster grants and other funds as effectively program as part of the Alliance for the interests of new businesses in as possible to improve the quality of Innovation. the area; his negotiations with WDP life for Yuma’s lower-income fami- As deputy city administrator, Partners of Phoenix resulted in the lies. The products of these efforts— Robert Stull has been a driving force 2004 construction of the 1.1-million- including a revitalized Carver Park in involving the city council and com- square-foot Yuma Palms Regional Neighborhood, the newly constructed munity leaders in strategic planning Shopping Center, the first center of Martin Luther King Neighborhood for annexation, economic growth, and such size in the region. This center, Center, and the construction of low- (Continued on page 27)

 Academic Award in Memory of Stephen B. Sweeney Robert L. Bland

The Sweeney Academic Award, established in the name of the longtime amazing work accomplished by the director of the University of Pennsylvania’s Fels Institute of Government, Center for Public Management. This is presented to an academic leader or academic institution that has made organization, which is housed in his department, has helped train count- a significant contribution to the formal education of students pursuing less public servants in different areas careers in local government. In addition to ICMA’s recognition of an aca- of local government management. demic or institution, the Fels Institute provides a stipend to the recipient’s It is evident as well in the success student of choice to attend the ICMA Annual Conference. This year, ICMA of those public servants who have presents the award to Robert L. Bland, professor and chair, Department trained under him. Julie Johnston, of Public Administration, University of North Texas. city manager of Dickinson, Texas, notes that beyond the “amazing wealth of knowledge” she gained Far too often, the academic world result of Dr. Bland staying ‘connected’ from Dr. Bland, she also has “bene­ provides only limited, guarded con- to public administration as a prac- fited professionally from the enor- nections to the mundane and impure tice.” mous resource he has helped create realities of the practitioner’s world. Recognition of UNT’s MPA in the hundreds of professionals I net- Fortunately, there are notable excep- program has been steadily grow- work with regularly who also learned tions. Dr. Robert Bland is one of those ing. In 2005, U.S. News and World from his program.” Debra Feazelle, rare academicians who have main- Report ranked it number one in the another alumna of his program, says, tained consistent, intentional, produc- Southwest and tenth in the nation. “There are more city managers in tive, and meaningful relationships And Dr. Bland is highly acclaimed Texas from this program and I am with the practical world. Since joining as well. Noting “his widely regarded proud to be a part of such a legend.” the University of North Texas (UNT) national and regional leadership And Don Paschal, a 1973 MPA pro- faculty in 1982 and later becoming and topmost stature,” Dr. Chester gram alum who has devoted more chair of his department, Dr. Bland Newland, former academician, than 35 years to Texas local govern- has been instrumental in changing continues, “Through Bob Bland’s ment, emphasizes that Dr. Bland’s the way that public administration support of ICMA standards among interaction with those employed is taught while still promoting estab- public managers and his facilitative in local government goes beyond lished and accepted academic theory. leadership as professor and chair finding internships for students to Many “ivory tower” academics of the UNT Department of Public maintaining the “true interchange of seek to distinguish themselves by Administration, North Texas now knowledge, understanding, and com- driving classroom discussion based provides the foremost educational munication between academics and on theories that are considered revo- leadership in local government practice.” lutionary but are more often the the- management in Texas. In addition Dr. Bland’s academic credentials ory “du jour.” But under Dr. Bland’s to unsurpassed public-affairs and are also evident in his publications. leadership, UNT has returned to the community-service networking in His numerous books on revenue roots of public administration to cre- the Southwest, Bob Bland has a and articles on financial analysis ate a Master of Public Administration sustained record of nationally recog- are staples for every local govern- (MPA) program that is based on basic nized leadership.” As if to prove that ment entity, including the Certified fundamental issues. This program point, Dr. Bland serves with distinc- Government Finance Officer program does not ignore innovations in the tion on the Executive Council of the of the Government Finance Officers’ field but rather examines and chal- National Association of Schools of Association of Texas, where his lenges them in concert with accepted Public Affairs and Administration, expertise has been used to maintain academic theory and best practices has served on that association’s the timeliness and accuracy of the to offer a solid foundation for teach- Commission on Peer Review and program’s examination and grading ing management within the context Accreditation, and is active region- process. In shorter position papers on of desired public policy. According ally and nationally in the American critical issues of the day, Dr. Bland to Mark McDaniel, president of the Society for Public Administration. has successfully merged intensely Texas City Management Association, The impact of Dr. Bland’s real- intellectual concepts with real-world “This is made possible as a direct world approach is evident in the (Continued on page 27)

 Community Health and Safety Award

Populations of 10,000 to 49,999 Dover, New Hampshire

ICMA’s Community Health and Safety Award recognizes the innovative assisted the police department local government programs or processes that demonstrate improvement in with tobacco vendor compli- the community’s safety, health, and/or wellness, including enhancement ance checks. Students try to buy tobacco products to see whether in the quality of life for the disadvantaged. This category is sponsored in stores are selling to minors. Clerks part in memory of Carolyn Keane, first wife of ICMA’s fourth executive that sell to minors receive a court director, Mark Keane, and in memory of Bill and Alice Hansell, parents summons and a fine; those that of ICMA’s fifth executive director, William H. Hansell. This year, ICMA refuse to sell receive a gift, such presents the award in the 10,000-to-49,999 population category to the as a t-shirt or mug. city of Dover, New Hampshire, and City Manager J. Michael Joyal Jr. for • Media: In addition to creating Dover Youth to Youth. posters and placing ads in local newspapers, Y2Y students have written and produced more than Because drug Teams focus on their own specific 50 radio public service announce- and alcohol prevention projects and often col- ments. Many of these have won abuse often begin laborate on projects. As students awards, and the Centers for before adulthood, get older, the teams become more Disease Control and Prevention addressing these independent and their projects more plans to distribute them around problems among sophisticated. Older students are also the country. The students also youth can be criti- more active in program design. have made several videos and a J. Michael Joyal Jr. cal to a commu- Dover Y2Y takes on initiatives in nationally broadcast Internet pre- nity’s quality of five areas of community advocacy: sentation. life. In Dover, New Hampshire, where • Community awareness: Each year, • Presentations: Every year, Y2Y 85 percent of crime has been linked Y2Y students undertake projects students bring their drug-free to drug and alcohol abuse, the city to raise the public’s awareness message to students across the met the problem with Dover Youth to of substance abuse issues. For country. In Dover, they teach an Youth (Y2Y), a comprehensive, peer- example, they have demonstrated interactive prevention lesson to oriented substance abuse prevention against the tobacco industry’s all second graders; they conduct program that gives students in grades marketing of candy-flavored prod- a fifth-grade assembly; and they 6–12 the opportunity to be part of the ucts to attract youthful custom- recently addressed eighth grad- solution. ers; protested the redirection of ers with “Lyndsey’s Story: The Since its inception in 1993 with a state funds away from prevention Truth about Alcohol,” a presenta- dozen sixth graders, Y2Y has grown efforts; and testified before the tion that focuses on the real risks to almost 200 students each year, state Senate on smoke-free restau- of using alcohol (falls, addic- making it one of the largest programs rants. They also work with local tion, depression, violence, teen of its type in the state. Students can stores to raise awareness of the pregnancy) and on the alcohol formally join in sixth grade, where dangers of underage drinking. industry’s deceptive advertising they are exposed to Y2Y role models • Legislation: Over the past seven tactics. They also visit other com- in the classroom, engage in simple years, Y2Y students have pro- munities to teach students how projects, and learn such basic advo- posed and passed four city ordi- to be youth advocates; in one cacy skills as public speaking. At nances and three state laws on trip, they provided three hours of each level they get the chance to substance abuse–related issues. training on media development, develop new skills and accept more This past year, they proposed, tes- project design, and public speak- responsibility. In high school, the tified for, and got passed a state ing to students in Stoughton, projects are more aggressive in tone: law requiring all cigarettes sold in Massachusetts. Lastly, they hold they have more “attitude,” in keeping the state to be self-extinguishing workshops at national gather- with the age. (to prevent fires). ings, such as the Eastern States Participants are divided into Prevention Conference and the seven teams, each with more than 20 • Enforcement: Since the program students and its own adult advisers. began, Y2Y members have (Continued on page 27)

10 Community Health and Safety Award

Populations Greater Than 50,000 Little Rock, Arkansas

This year, ICMA presents two Community Health and Safety Awards in the 50,000-and-greater population category. The first goes to the city of Little Rock, Arkansas, and City Manager Bruce T. Moore for the Criminal Abatement Program.

The city of Little • Phase II (three to four weeks): The Rock, Arkansas, code enforcement department was receiving fre- inspects residential and business quent complaints buildings for interior and exte- Before from residents rior code violations; the building over nuisance codes department inspects the After problems—mainly, area and removes any condemned Bruce T. Moore code enforcement commercial structures; pub- and minor crime lic works does intensive street issues. But although a large number sweeping, some pickup, pothole of complaints were coming from patching, and ditch maintenance; concentrated areas, each city depart- and animal services inspects the ment worked separately without area for violations. In all cases, coordinating efforts. In 2004, under staff work with property owners, the leadership of City Manager Bruce allowing them ample time to get Moore, the city responded to this into compliance and fix viola- problem with the Criminal Abatement tions. Hanger Hill Eastview Terrace before and after the criminal abatement program Program (CAP), a focused nuisance • Phase III (two to three weeks): abatement program developed to help Following up from the previous create safer neighborhoods for Little two phases, the departments com- Because the crux of the program Rock’s residents. plete any necessary reinspections, is the more efficient use of existing Through CAP, city departments and the police department contin- resources, its costs are relatively low. work together to concentrate their ues its targeted patrol of the area. Little Rock has been able to operate manpower and resources in targeted CAP for almost three years without • Phase IV (30 days): The city attor- areas. First, the mayor and city man- needing additional staff. The program ney’s office prosecutes violators ager identify a target area and tour is very time-intensive, but the results who have not come into compli- it with staff. Next, each department of the interdepartmental coordinated ance for code violations. conducts a coordinated sweep of the efforts are worth the time. area. The unified team of key depart- After all phases of the program The CAP program has signifi- mental staff is given the authority to are completed, staff and political cantly improved the quality of life for abate, board, secure, and prosecute leaders tour the original area again to many residents in Little Rock. In the targeted properties. The full sweep observe the progress. two and half years since its inception, and abatement process, which takes This program represents the • Fire code violations in more than about six months, is completed in first time that city departments have 500 structures have been rem- four phases: applied a unified approach to prob- edied lem solving—working together, com- • Phase I (three to four weeks): The • More than 20,000 additional gar- Little Rock police department’s municating weekly about problems, bage/waste pickups have been Special Investigations Division and reaching solutions collectively. made gathers intelligence about activi- Biweekly, the mayor and city man- ager meet with city staff to discuss • More than 20,000 feet of right-of- ties in the area, and the depart- way have been cleaned ment then works with the SWAT issues and next steps for criminal and division to make arrests. code violators. • Nineteen structures have been demolished (Continued on page 27)

11 Community Health and Safety Award

Populations Greater Than 50,000 Roseville, California

The second of ICMA’s 2007 Community Health and Safety Awards in the 50,000-and-greater population category goes to the city of Roseville, California, and City Manager W. Craig Robinson for the Kids Health & Fitness Expo.

Childhood obesity Hut,” kids had the opportunity to is an epidemic create healthy snacks that can easily that has more be made at home and on their own, than doubled such as yogurt and fruit parfaits and among school- turkey-veggie wraps. Parents and kids aged children in also learned how to read food labels Kids Expo attendees have fun learning to make healthy and tasty snacks the past several and got their own personalized food W. Craig Robinson decades. Every pyramid plan based on the USDA’s day, parents strug- food pyramid system. Meanwhile, healthy snacks and ideas for getting gle to make good decisions about visitors to the Kids Activity Zone got active. But the real success toward diet, fitness, and healthy lifestyle their heart rate going while enjoying the goal of improving Roseville’s choices for their kids. But many influ- bounce houses, wall climbing, water overall health and wellness was seen ences come from outside the home, play structures, games, sports, and in the community response. Feedback including schools, child care, parks group fitness activities like hula-hoop from attendees has been resoundingly and recreation programs, and popular and hip-hop dance. positive; one resident described the culture. Thus, cities, schools, and Kaiser Permanente sponsored expo as a perfect mix of education all community organizations need and helped plan the expo, providing and fun for both kids and adults, and to come together to provide families the event committee with much- one of the volunteers went home with the resources they need to make needed resources, expertise, and staff. after the event, downloaded his own the best choices possible for their Various community organizations personal food pyramid, and has since children. and businesses joined in the event as lost 30 pounds just by eating more In 2006, the city council of well. California State Parks educated fruits and vegetables and by following Roseville, California, made creating a attendees about local area walking proper portion sizes. healthier community one of its top and bike trails; the American Heart The event was honored by the three goals. Among the many resul- Association distributed information California Parks and Recreation tant community initiatives and part- on preventing obesity and heart dis- Society in March 2006 as the best nerships is the annual Kids Health & ease; private fitness clubs provided example of a community health and Fitness Expo, a fun and active one- information on membership; REI pro- wellness program in the state of day event that provides kids and par- moted its hiking safety program; and California, and it also was featured ents with the resources they need to local restaurants showcased healthy in the National Recreation & Park make healthier lifestyle choices. This options from their menus. Association’s “Step up to Health” free event is a true public-private The total event budget was publication on best practices in partnership between the city of $28,000, not including the value of healthy lifestyles and livable commu- Roseville and many community busi- goods and services provided at no nity efforts. nesses and organizations. cost through in-kind sponsorships. This event has proven to be At the second annual event, in More than $16,000 was raised from a successful event for the city of September 2006, attendees strolled community grants and the business Roseville, creating a venue where through “Nutrition Alley,” where they community through sponsorships to residents can come together over an could talk one-on-one with nutrition- offset the cost of the event. important issue. Because this suc- ists about making better choices. More than 2,500 kids and parents cess has aroused the interest of sur- Each food group was featured attended the Kids Health & Fitness rounding communities, Roseville has with examples of “sometimes” and Expo. Every child received a free been reaching out to its neighbors “always” options. In the “Nutrition t-shirt and goody bag filled with and looking for ways to partner in (Continued on page 27)

12 Community Partnership Award Populations of Less Than 10,000 New London and Newbury, New Hampshire

ICMA’s Community Partnership Award recognizes the programs or processes that demonstrate innovative, multiparticipant involvement between and/or among a local government and other governmental entities, private sector businesses, individuals, or nonprofit agencies to improve the quality of life for residents or provide more efficient and effective services. This year, ICMA presents the Community Partnership Award in the less-than-10,000 population category to the town of New London, New Hampshire, and Town Administrator Jessie W. Levine, and to the town of Newbury, New Hampshire, and Town Administrator

Dennis J. Pavlicek for the Tri-Town Assessing Intergovernmental Overlooking Lake Sunapee, a popular Agreement. vacation and retirement destination

With no income While the revaluation process termination, the agreement created a or sales tax, New would have gone more smoothly for joint board to “hire and supervise the Hampshire relies everyone had it been handled by an [assessor and staff] and to oversee solely on the prop- experienced assessing staff, none of the sharing of time and costs associ- erty tax to support the three towns had enough residents ated with the joint positions.” The municipal and or properties to justify a full-time joint board has five members: the county budgets. assessor. But the town managers three managers, a selectman, and a Jessie W. Levine Thus, the fair and realized that by sharing the employ- citizen; the latter two rotate annu- accurate assess- ment of an assessment professional, ally among the three towns. While ment of real estate each town could provide its residents the board is not responsible for any is crucial, and and businesses with more equitable assessing functions or responsibili- property owners property assessments and better cus- ties, it does oversee administration of are expected to tomer service. They estimated that the joint assessing department and pay their fair the combined annual expense of their has sole authority over the equitable share based on the current assessing practice was about distribution of the assessors’ time, the market value of $287,000, including legal appeals and compensation and performance eval- Dennis J. Pavlicek their property. In tax refunds (with interest) to prop- uation of the two assessing positions, 2004, the towns of erty owners; however, a shared full- and establishment of the depart- New London and Newbury had com- time assessor and assistant assessor ment’s annual operating budget. pleted, and were in the process of would cost only $213,000, and each The intergovernmental agree- defending, their townwide revalua- town would still benefit from regular ment explicitly outlines the finan- tions to update the market value of staffing and continuity of service. cial arrangement among the three property, and their neighboring town With this information, the managers towns. Newbury budgets for the of Sunapee was ready to do the same. developed a plan for a joint assessing total cost of the department and is The three towns surround Lake department and presented it to their reimbursed quarterly by New London Sunapee, a popular vacation and boards of selectmen in November and Sunapee, which budget only for retirement destination that saw multi- 2004. their pro rata share. To ensure that million-dollar real estate sales in The boards of selectmen autho- all three towns are being served, the recent years. However, property value rized the managers to draft an agreement contains the following updates had not been conducted intergovernmental agreement. This statement: “The Towns recognize that since the late 1980s, so some tax bills proposal—the first of its kind in due to revaluation, litigation, or other quadrupled to as high as $60,000. New Hampshire and perhaps in New large projects, one town may require Needless to say, this produced signifi- England—was approved in May disproportionally more of the Joint cant resident dissatisfaction. 2005. In addition to standard clauses Assessor’s attention for a period of governing its purpose, duration, and (Continued on page 28)

13 Community Partnership Award

Populations of 10,000 to 49,999 Tarpon Springs, Florida

ICMA’s 2007 Community Partnership Award in the 10,000-to-49,999 population category goes to the city of Tarpon Springs, Florida, and City Manager Ellen S. Posivach for the Affordable Housing Partnership.

The Union and infrastructure. In addition, public Academy housing capital funds, PCCD State Neighborhood, Housing Initiatives Partnership funds, a public hous- and city redevelopment funds were ing development used to demolish old public housing within walking units and develop 19 new ones, with distance of the 52 more units to be completed in Home ownership helps ensure a long-lasting positive impact on the community Ellen S. Posivach historic downtown 2007–2008. area of Tarpon But even this was not enough to the program provides a housing alter- Springs, Florida, had a persistent realize the overall goal that would native for those who cannot qualify crime problem. Making matters ensure a long-lasting impact: home for a new home but can qualify for worse, properties in the area were ownership. a low-priced rehabilitated home. It declining in value and condition, and The large number of vacant par- is also exploring lease options to more than 70 percent of the dwelling cels within the area—by-products purchase as an incentive for quali- units were renter occupied. The stage of high crime and blight—provided fied applicants who are working to was set for an innovative public- the opportunity for new home con- improve their credit. private partnership that would turn struction. On some lots, the housing In 2005, the Tarpon Springs the situation around and create a authority is constructing townhouse- Housing Authority created the Local neighborhood with a true sense of style buildings that are similar in Community Housing Corporation community and pride. design to market-priced complexes (LCHC), a private nonprofit affiliate At the outset, the Tarpon Springs and are targeted toward families earn- agency. Along with developing and Police Department, code enforce- ing 60–80 percent of the median area managing affordable housing, the ment division, and housing author- income—a maximum of $43,500 for LCHC provides several services that ity worked closely to improve the a family of four. The units are paid support residents, including environment and remove residents for by city redevelopment funds and who were involved in illegal narcot- various county and state grants and • A home share program: This ics activities. Because the housing programs. And with this commit- program, the first of its kind in authority maintains strict rules for ment from the public sector has come Florida, provides affordable rental eligibility and adheres to a “one- investment from the private sector: properties by matching home strike” policy, the number of reported Neighborhood Homes of West Florida providers with home seekers, con- incidents fell by 37 percent between signed on to build neotraditional ducting background checks, and 1994 (before the program began) and single-family homes that would fit the thoroughly checking references. It 2004, and the number of calls report- neighborhood and add to the sense of also helps homeowners deal with ing violence dropped by 63 percent. community. Through 2006, 57 parcels skyrocketing insurance and prop- The improvements were due not of land had been purchased through erty tax costs. just to an increase in police presence. the partnership, and 28 homes had • The Senior Home Repair Program: Through 2002–2005, two Community been completed and sold. Funded by PCCD, this program Development Block Grants from Rehabilitation of existing homes provides grants of up to $20,000 Pinellas County Community is another part of the redevelopment for home repairs to seniors who Development (PCCD) provided fund- effort. Some homes built during the are least 62 years old, eligible ing to reconstruct two major roads 1970s are typically two-bedroom, for a homestead exemption, and that bisect the neighborhood; add one-bath structures with carports; under 120 percent of the median decorative brick crosswalks and while structurally sound, they lack area income, and whose home pedestrian amenities; and improve many of today’s amenities. By buying does not exceed $151,000 in value streetlighting, sidewalks, drainage, and rehabilitating these structures, (Continued on page 28)

14 Community Partnership Award Populations Greater Than 50,000 Latrobe, Victoria, Australia

This year, ICMA presents two Community Partnership Awards in the 50,000-and-greater population category. The first award goes to the city of Latrobe, Victoria, Australia, and Chief Executive Officer Paul Buckley for the Our Future Our Place project.

The Morwell Services, which also provided access East public hous- to its training facilities and jointly ing estate in the supervised the on-site work with the Latrobe Valley of Latrobe Development Group. The Victoria, Australia, final product—two three-bedroom was struggling houses in neighborhood renewal Helping the long-term unemployed get back into the labor market, while meeting with a host of areas—had several environmentally community needs Paul Buckley community sustainable design features, including issues, including passive solar orientation, a concrete comprises members of the executive long-term unemployment, physical floor acting as a heat bank for winter office, designed and managed the unattractiveness, and a poor public sun, and low-toxicity materials used entire program. It worked on relation- image. At the same time, a review of in construction. ships and negotiations with the fed- the labor market in the valley showed The construction of new and eral and state governments, various that many of the construction work- innovative private housing within government agencies, and community ers were employed from outside specific neighborhoods provided the groups for two years before obtaining despite the fact that the area was foundation for meeting all of the the required funding from the govern- plagued with high unemployment. program’s goals: it rejuvenated these ment and the land from DHS. The “Our Future Our Place” was created areas into stronger well-integrated project was designed to be self- to address all of these problems— neighborhoods, improved both the sustaining: the houses, once con- improve the social mix and appear- physical appearance and the public structed, are sold at public auction; ance of the neighborhood, meet perception of traditional public hous- the value of the land is refunded identified skill shortages within the ing estates, helped alleviate current to DHS; and the surplus funds are community’s workforce, and provide skill shortages in the community used to purchase equipment for the skill training for its long-term unem- for major construction projects, and next house. The first house sold for ployed and indigenous residents to provided a vehicle for training and $130,000, which provided enough help them obtain sustainable employ- on-the-job experience for long-term surplus to purchase construction ment—in a way that maximized the unemployed residents. At least 65 materials for the next house. And development of constructive partner- percent of participants completed the the program was actively promoted ships between the federal, state, and needed certificates in building and throughout Victoria to ensure that local governments; local industry; construction, and at least 45 percent upon completion of the pilot project, and the community. gained full-time employment—well the participants could connect with The pilot phase of the project, above the national average currently the building and construction indus- which ran for one year, targeted two achieved through any program for try statewide. sites on which to build two houses in this target group. While a number of programs 12 months. For each site, two teams “Our Future Our Place” was pri- are designed to help the long-term of two job seekers spent two days on- marily developed through the partner- unemployed get back into the labor site and two days receiving training in ship of Try Youth and Community market, many lack the flexibility relevant building industry skills. The Services, the Latrobe City Council, to meet specific community needs. training, which came through active and the Victoria Department of This project, which models a whole- participation in the construction Human Services (DHS), as well as a of-government approach to helping of low-cost, attractive, and innova- range of other commonwealth and socially disadvantaged people find tive homes located on former public state departments, a number of com- sustained employment, is innova- housing demolition sites, was pro- munity organizations, and the private tive in that it meets that goal while vided by Try Youth and Community sector. The Latrobe city team, which (Continued on page 28)

15 Community Partnership Award Millbrae, Brisbane, Populations Greater Than 50,000 Burlingame, San Bruno, and Hillsborough, California

The second of ICMA’s Community Partnership Awards in the 50,000- and-greater population category goes to the cities of Millbrae, Brisbane, Burlingame, San Bruno, and Hillsborough, California, and city man- agers Ralph L. Jaeck, Millbrae; Clayton L. Holstine, Brisbane; James M. Nantell, Burlingame; Connie Jackson, San Bruno; and Anthony Constantouros, Hillsborough, for Shared Services: Delivering Quality Programs at Lower Cost.

Millbrae, California, faced additional

challenges: a police department with Representatives of the Millbrae San Bruno low morale, a vacant police chief Police Task Force position, and a fire department strug- gling to fulfill training requirements. vices with the county. More impor- When Millbrae city manager tantly, its crime rates have fallen, Ralph Jaeck joined the city in 2004, with residential burglaries down 42 Ralph L. Jaeck Clayton L. Holstine he began meeting one-on-one with percent in 2006. For its part, Brisbane neighboring city managers to see how has retained its experienced chief, they could do things more efficiently who mentors and develops future and save money while building col- generations of managers in both cit- laborative working relationships. ies—a benefit that would have been After stiff opposition from the police lost had he retired. association and the public forced In winter 2005, Millbrae drew him to abandon the idea of contract- up a joint powers agreement with ing Millbrae’s entire police opera- three other cities—Burlingame, James M. Nantell Connie Jackson tions to the county, he explored the Hillsborough, and San Bruno—to possibility of sharing a police chief share an emergency medical services For many with a neighboring community and (EMS) director. More efficient and California cities, contracting only dispatch services effective than the part-time shift per- city budgets have to the county. Soon after, he struck sonnel employed previously, the cen- tightened consid- an agreement with Brisbane, a city tralized EMS director provides more erably in recent of 4,000 whose chief had planned to oversight, saves personnel costs, and years. Since the retire. In his new joint position, the has standardized EMS training and late 1970s, prop- police chief implemented community procedures, leading to more reliable Anthony Constantouros erty tax revenues policing, giving officers a greater and consistent medical responses to have declined by presence in the community and help- the community. 57 percent, and a 1979 state initia- ing the public feel more secure with These four cities also created an tive restricted the expenditure of the restructured department. He also interagency training program using a general fund revenues. Fiscal pres- introduced new technologies, updated shared manager. This arrangement, sure intensified dramatically with the policies, restructured the department, which jointly saves the partners about collapse of the “dot com” industry filled vacancies, achieved diversity $500,000, enables them to conduct in 2000, followed by the sharp eco- goals, and raised police service levels mandated training, which is difficult nomic downturn resulting from the to new heights, all of which instilled for small agencies to accomplish September 11, 2001, attacks. On the a sense of optimism among the police on their own, and to standardize San Francisco Peninsula, numer- staff. personnel training across the four ous Bay Area cities have resorted to The arrangement has saved the jurisdictions. And when both Millbrae service cutbacks, layoffs, and hiring cities $100,000 each. Millbrae saves and San Bruno found themselves freezes while struggling to maintain an additional $350,000 annually by without a battalion chief to supervise quality police and fire services. And consolidating its police dispatch ser- (Continued on page 28)

16 Community Sustainability Award

Populations of 10,000 to 49,999 Waunakee, Wisconsin

ICMA’s 2007 Community Sustainability Award in the 10,000-to-49,999 Before population category goes to the village of Waunakee, Wisconsin, and Village Administrator Ronald K. Wilde for the Stokely Site Redevelopment.

Constructed in just over 2,000 square feet, lacked. 1924, the Stokely Finally, many of the village’s seniors vegetable can- also needed affordable housing ning factory opportunities. in Waunakee, The Stokely Site Redevelopment Wisconsin, oper- project was initiated in 2001 when After ated until 1997 the village formed a partnership Ronald K. Wilde when market with Cannery Row, LLC, a private changes made the entity that had purchased the former operation no longer viable. The aban- Stokely property. The partners jointly doned, blighted factory—21 different applied for several grants to enable structures on 13.5 acres in three sepa- the village to acquire and demolish rate parcels—brought down surround- the dilapidated plant and make the ing property values. Moreover, the property available for reuse at a rea- soil and groundwater contamination sonable cost. Ultimately, they secured found on two parcels threatened the three brownfield grants and three safety of residents, while the third other grants totaling $1,225,000. Stokely Site Redevelopment: before and after parcel had abandoned equipment, The plan was to use the first concrete storage areas, and old paving parcel for a new private senior hous- that all needed removal and disposal. ing complex, the second for a new and the rest of the community. This While touring the site, one state legis- community/senior center, and the decision was the product of five years lator who had viewed the destruction third for a stormwater detention facil- of careful study and extensive pub- in Eastern Europe stated, “This place ity. Additional village infrastructure, lic outreach and participation. The reminds me of a war zone.” including streets, utilities, and storm- result, a 45,000-square-foot facility A dynamic economy in nearby water conveyance improvements, completed in early 2006, was named Madison has been fueling population was needed to make development the Village Center. This innovative growth in Waunakee, where people possible. Using an innovative mix of building offers a wide range of spaces are attracted by the outstanding qual- grants, private dollars, tax increment and programs for individuals of all ity of life. Many of these new resi- financing, impact fees, borrowing, ages, including a large dining space dents want youth programming, fam- and a partnership with a neighbor for seniors, a beautiful lounge, well- ily activities, sport/fitness programs, community, the partners were able to ness areas, a computer lab/class- and educational opportunities. In acquire the property for $500,000 and room, an arts and crafts space, a addition, while Waunakee has a thriv- fund the demolition and cleanup at multiuse gymnasium, an indoor walk- ing senior services program, offering $600,000; the senior housing complex ing track, exercise equipment, and senior case management services, (privately funded with TIF assistance) community meeting rooms. The dis- nutrition, and wellness programs that at $5,000,000; the village center at tinctive design, which was based on a are critical to the well-being of its $7,000,000; and infrastructure at needs assessment and operations pro seniors, many seniors today are inter- $1,500,000. forma, was directed by an outstand- ested in activities such as tai chi, low- Rather than construct a sepa- ing architectural team from Denver, impact aerobics, foreign language, rate facility for seniors, the partners Colorado, and Sheboygan, Wisconsin. computers, and special events. But decided to construct one large multi­ With careful project management, all of these programs require space, generational building that would the building and infrastructure were which Waunakee’s senior center, at address the needs of both seniors completed on time, within budget, (Continued on page 29)

17 Community Sustainability Award

Populations Greater than 50,000 Aurora, Colorado

ICMA’s Community Sustainability Award in the greater-than-50,000 population category goes to the city of Aurora, Colorado, and City Manager Ronald S. Miller for the Nature as Your Neighbor program.

Like many then allow participants to share Colorado munici- their definitions of natural areas and palities, Aurora understand the impacts that people must strike a and nature have on each other. The balance between program includes the following: accommodating • Misconception cards, from which new development participants read such fallacies as Accommodating new development, while respecting nature Ronald S. Miller and protecting “I help foxes by feeding them.” existing natu- • Surprise cards, which teach ral open space areas. Many homes professionals for open space man- appropriate responses when sur- border city greenways, parks, golf agers in Colorado’s north region, prise situations arise—something courses, and trails. But while home­ including Larimer County and the that people can always expect owners may understand the benefits city of Fort Collins. And the course when living next to nature. of living next to natural lands, they is offered whenever issues arise. don’t always understand the responsi- • A discussion of property lines, For example, when coyote sightings bilities associated with living so close what they mean and to whom, increased throughout Aurora’s open to nature. and how animal roles change space areas, city staff distributed the “Nature as Your Neighbor: The when residents move into their program’s brochure and set up meet- Joys and Responsibilities of Living “territory.” ings with neighborhood groups so Next to Nature” was created in 2005 • A lab area with pelts, skulls, that residents could learn more about to educate residents about the ben- antlers, recorded animal sounds what they should—and shouldn’t—do efits and responsibilities of living next and bird calls, and other interpre- if they see a coyote. to natural areas. Beyond providing tive resources to provide hands- Because giving the presentations tips and contact information, it gives on learning before or after the falls within the staff’s normal job them the tools they need to safely program. duties, it does not require supple- and effectively handle interactions mental funding. Moreover, the cost By the end of the presentation, with their wildlife neighbors. In short, for materials needed to implement participants are able to identify three the program helps residents under- the program—note cards for the mis- benefits and three responsibilities stand and respond to growth issues conceptions/surprises, visual aides, of—as well as five common mis- in their communities and teaches rope and cards for the property line conceptions about—living next to a them to better respect and protect the activity, lab practical items, and the natural area, and can list at least two environment. brochure—is nominal. ways in which they can help conserve Designed as a flexible, interactive It’s easy to assume that and protect their local natural areas program, “Nature as Your Neighbor” Coloradans understand wildlife and from damage and degradation. They includes a 45-minute class that begins know how to coexist near natural also have access to proactive infor- with a “call to order” of the local areas, but that is not the case. Many mation on conflict prevention and to wild Habitat Owners Association, residents think that it is acceptable contact information for two local land in which participants read meeting to feed wildlife, that coyotes will not management agencies. announcements in the voice of the venture into their backyards, and that Staff from Aurora’s parks and “coyote” or “dung beetle.” In this animals will adjust to them, instead open space department regularly way this program provides humor, of the other way around. However, teach the course to neighborhood assures the audience that they will once they receive the useful tips and associations, community groups, not be lectured, and enables residents information, residents are quite open realtors, and schools. They also to see human behaviors through to changing their behaviors. More have been asked to train resource animal eyes. Guided conversations (Continued on page 29)

18 Strategic Leadership and Governance

Populations of less than 10,000 Burley, Idaho

ICMA’s Strategic Leadership and Governance Award recognizes the inno- vative local government programs or processes that have significantly affected a local government organization’s culture or strategic direction. This year, ICMA presents the award in the less-than-10,000 population category to the city of Burley, Idaho, and City Administrator Mark A. Mitton, for Infrastructure Planning.

Burley, Idaho, is Mr. Mitton put together a plan that a full-service city, included a local revenue bond ($18 providing water, million), a general obligation bond Using grant money to fund a 20-year master sewer, refuse, ($4.9 million), and federal appropria- plan for its water system police, fire, electri- tions/grants ($5.15 million). cal, and other ser- The federal grant portion of the While the wastewater project vices to the com- wastewater treatment project, which was ongoing, Mr. Mitton proceeded Mark A. Mitton munity. But soon comprised State and Tribal Assistance with a streets and traffic master plan after Mark Mitton Grants as well as grants from the to identify areas in need of major was hired as Burley’s city administra- Environmental Protection Agency improvements. With a grant from tor in 1998, he toured the city’s facili- and the U.S. Army Corp of Engineers, the state of Idaho, the Department of ties and was surprised to find a great paid for the facility planning study, Transportation, and the local trans- lack of planning, especially for infra- the environmental study, engineering, portation committee, this project structure. Within three months of his construction management, and start- resulted in street improvements and hire, he set about tackling the worst up and performance management a direction for future projects, such of the problems: the city’s waste- of the new plant. To match these as the rebuilding of State Highway water treatment plant. He put out a funds, the city raised its wastewater 27 from the Interstate 84 exit to the request for qualifications for engi- fees five years before construction Overland Bridge. This project is neering services, procured services, began in order to prefund and also scheduled to be completed in 2008 and set about developing long-range match state and federal funding. with 90 percent of the project paid for planning for the city’s utilities. After Mr. Mitton worked many additional through state and federal funding. engineers developed a wastewater hours on writing requests for federal In October 2001, the city of Burley facilities plan and an environmental appropriations and preparing for the applied for and received a grant to study for the new wastewater plant, revenue bond and general obligation fund a 20-year master plan for its Mr. Mitton took on the responsibility elections. The strategic thinking and water system. Two major improve- of master plans for traffic and street planning that went into the process ments—large water line upgrades to improvement and for the water sys- inspired great community buy-in from serve one quadrant of the city—have tem. He also directed the electrical the chamber of commerce and other already been completed, and a distribution utility to create a capital groups to support the revenue and third—a new well and a two-million- improvement plan. general obligation bonds. gallon storage facility to provide To fund these master plans, The city also established a new needed storage capacity and redun- Mr. Mitton chose not to raise util- fee schedule for wastewater services, dancy for hot summer conditions—is ity rates but rather to obtain grants. which prefunded loan reserves and already under way. Mr. Mitton pro- Thus, grants from the state covered other improvements that the project posed the fee schedules to fund these $24,670 of the $29,183 needed for the would require. Many public hearings capital projects, and he keeps the traffic and streets master plan and were held to educate the public on community up-to-date on the fees $24,400 of the $30,600 needed for the necessity of the wastewater plant needed for future capital improve- the water master plan. The real chal- improvements, and for about a year ment and operational costs. lenge, however, was to get the $28 Mr. Mitton updated the city council at Through leadership and strategic million wastewater engineering and every meeting to get the local news to planning, the city of Burley has made construction project funded. For this cover the project. (Continued on page 29)

19 Strategic Leadership and Governance

Populations 10,000 to 49,999 Gladstone, Missouri

ICMA’s 2007 Strategic Leadership and Governance Award in the 10,000- to-49,999 population category goes to the city of Gladstone, Missouri, and City Manager Kirk L. Davis for Gladstone on the Move—Citizens Making a Difference.

Gladstone, chosen to identify these leaders and Missouri, has describe their goals and objectives. long been a leader Participants met 10 times as a large in the area of group and countless other times innovative man- in small discussion groups. First agement styles they crafted a mission statement to Citizens and businesses were empowered to play a role in directing their future and programs, as describe what Gladstone should be in Kirk L. Davis well as a strong 20 years. They then divided into sub- proponent of citi- committees focused on six key per- needed to increase. They agreed that zen participation in city programs. formance areas—business and eco- no additional sales tax should be Recognizing that the community’s nomic development, neighborhoods, imposed on Gladstone residents, but long-term sustainability depends on civic and community center, city recommended that the five-cent fire strong community involvement, in services, education and identity, and sales tax that would end in June 2006 2003 the city decided to implement a regionalism—to research, discuss, be continued with no sunset to fund citizen-based strategic planning pro- prioritize and submit proposals to the major improvements, including a new cess. The goal was to develop a 20- entire group for consideration. An community center. The implementa- year strategic plan that would address implementation committee was then tion committee also recommended current needs as well as plan for the formed to provide a coordinated and a property tax increase to fund the future. realistic timeline in which to achieve additional ambulance service and In July 2003, the city council the tasks and goals, as well as to strategic planning priorities. approved a citizen-based project to identify potential funding sources. Gladstone on the Move brought evaluate conditions within the city The report of Gladstone on the its recommendations to the city coun- and recommend a long-range plan Move identified many priorities on cil, which accepted them. The council to ensure continued prosperity. The which the participants wanted to also voted to proceed with both tax National Civic League served as facili- focus more of the city’s energy and recommendations, asking voters to tator for the project, and the council resources. Near the end of the pro- continue the expiring fire protection established an initiating committee to cess, however, the group learned sales tax as a parks and recreation identify citizens from a large cross- that the company that was providing sales tax and to approve a $0.39 prop- section of the community to partici- backup emergency medical services erty tax increase. The group’s strate- pate in the plan’s development. No within Gladstone would no longer gic planning committee became the council members or city staff were be available, a change in service that tax campaign committee, organizing on the committee or involved in the would cost the city an additional a grassroots letter-writing campaign, planning discussions: the goal was $600,000 per year. Thus, taking the creating signs, and holding several to provide an environment in which imminent needs of its aging popula- public presentations to bring their citizens could voice their concerns tion into consideration, the city had to case to the public. On February 8, and evaluate potential solutions with- find a definite funding source for the 2005, Gladstone’s voters approved the out being influenced by the political long-term provision of these services, sales tax with nearly 69 percent of the concerns of elected officials. Since as well as for the implementation of vote, and the property tax increase— the group inception in August 2003, the citizen-based strategic plan. the first in 52 years—with 57 percent. more than a hundred community The subcommittee on city ser- Truly the citizens and businesses of leaders have taken advantage of this vices determined that in order to Gladstone felt empowered through opportunity. maintain a viable organization and Gladstone on the Move to have a part “Gladstone on the Move: Citizens infrastructure, the city’s property in directing their future. Making a Difference” was the phrase tax base and property tax revenues (Continued on page 29)

20 Strategic Leadership and Governance

Populations Greater than 50,000 Yuma, Arizona

ICMA’s 2007 Strategic Leadership and Governance Award in the greater- than-50,000 population category goes to the city of Yuma, Arizona, and City Administrator Mark S. Watson for the Master Thinker/“Communities That Think” Program.

Once a small concepts, synthesize, and ultimately farming com- make value-based decisions to over- munity, Yuma, come the challenges facing Yuma and Arizona, is now design the city’s future. This was the one of the nation’s genesis of Certified Master Thinkers™ fastest-growing and the “Communities That Think” Building thinking skills strategically and systematically areas, with a bur- program. Mark S. Watson geoning Latino The aim was to go wide, start- enabling them to conduct training population and a ing at the top of the organization; go within the community. Second, steady stream of Californians seek- deep, considering those in the suc- 11 staff from nine departments, ing a lower cost of living. In addition cession for management; and go fast, including the city administrator, to the three core economies of agri- to keep the momentum going. To a fire captain, a court officer, the culture, military, and tourism, surg- accomplish this, “Communities That public works manager, the art ing trade with Mexico has sparked Think,” which began in 2005, relies center and civic center manager, growth in services and transportation. on four central principles: and the training and development And as a key entry point for immi- • Train: To develop the neces- program manager, were educated grants in the United States, Yuma has sary thinking skills, individuals as accredited facilitators; it was attracted the attention of the nation must become certified as Master their responsibility to transform as well as of agencies that monitor Thinkers™. Certification requires the thinking culture and find the flow of immigration. How can a in-depth understanding and use ways to sustain the transforma- small city handle the opportunities of the comprehensive thinking tion. Third, because succession and challenges of this magnitude? tools and systems developed by planning is needed for sustain- It was clear that the traditional Dr. Edward de Bono, the world’s ability, certification is required approaches to planning and manag- authority on the direct teach- for management. Finally, Master ing the city were inadequate to deal ing of thinking and creativity. Thinking tools and systems are with Yuma’s explosive growth and Candidates must participate in mandatory within the organiza- international border situation. Other six days of classwork followed by tion. limitations included citizen apathy one-on-one sessions with a facili- • Share: The city shares its knowl- and nonparticipation in government, tator coach. Within the first two edge and skills generously. and the lack of skills and experi- years of the program in Yuma, Facilitators are available through- ence among community leaders and more than 150 people, including out the community and the state surrounding local governments to staff, community members, and to assist anyone with planning address such issues. The answer, elected officials, obtained certifi- agendas, refining focus state- according to City Administrator cation. Mark Watson, an ICMA Credentialed ments, and facilitating meetings. • Sustain: Sustainability is essen- Manager, was to strategically and sys- They share the city’s unique tial to affect a culture change. tematically build the thinking skills of approach at regional and national To remove the fear typically staff, elected officials, business and conferences and often consult associated with exploration and community leaders, and citizens so with other government entities. innovation, a support infrastruc- that, through collaboration, explo- • Model: Yuma is the only govern- ture was needed. First, three staff ration, and constructive thinking, ment entity in the world to train from diverse departments were they could challenge the status quo, citizens and staff in these tools developed as certified trainers in generate ideas, consider multiple and to apply them comprehen- the Master Thinkers curriculum, views, explore, debate, work with (Continued on page 29)

21 C e l e b r a t i o n o f S e r v ic e

2007 Service Award Recipients

ICMA Service Awards recognize and celebrate members’ dedication to public service and professional management at the local level. Awards are granted at 10 years and 20 years of local government service. After 20 years, awards are given in five-year increments. Members receiving awards for 30 years or more of local government service will be recognized individually during the Celebration of Service to the Profession, which takes place at the ICMA Annual Conference.

Robert C. Homan Dennis R. Stuckey Lawrence D. Hughes Pamela A. Syfert 50 Years 35 Years Michael D. Johnson David A. Tatrow Craig G. Kocian Kent L. Taylor George Patterson Alex R. Allie Matthew L. Lacy III Rowland L. Taylor R. Marvin Townsend Dennis K. Almond Donna C. Landeros Steven L. Thompson Frank M. Bell Robert S. LaSala J. Edward Todd Martin H. Berliner Frederick W. Latham Charles A. Turpin Stephen J. Blackadder Eric W. Lumsden William R. Wagner 45 Years Charles R. Boswell J. Thomas Lundy Jr. Richard A. Watkins John M. Bramble James G. Marshall Daniel C. Wennerholm Robert M. Hopkins Roger H. Brekko Richard E. Maslowski Daniel Lee Wentzloff Edward Brookshier Michael A. McGuire Michael R. Wiesner Brian J. Bullock Euel P. McLemore Earl D. Wilson Jr. Johnny Carline Florentine Miller Mark Wollenweber 40 Years Timothy J. Casey Jack E. Miller Roderick J. Wood William J. Conn Larry S. Mitchell Michael J. Wright Ross Michael Amyx James P. Connors Jr. Neil A. Morgan James W. Zumwalt Donald E. Bradley Ray E. Corpuz Jr. James M. Nantell Kenneth Paul Zurby Richard A. Clark Ronald V. Crabtree Chester R. Nolen Colin L. Cowan William P. Craig Thomas P. O’Connor Larry Cruise Greg J. Cuoio Robert L. Olander Larry J. Cunningham 30 Years T. Jon Ellestad David R. Ornduff Joseph O. D’Arco Terrence L. Ellis Harry V. O’Rourke Anthony John Altfeld George D. Di Ciero Joan P. English Carlos L. Ortega Stephen V. Altieri R. Michael Eastland Lee C. Erdmann Paul L. Parker Jerry A. Andree Robert P. Hudson Manuel A. Esquibel James L. Pennington Aaron Anthony Gary R. Kellar Jack B. Ethredge Jr. Howard L. Penrod James L. Armstrong Lorne Kramer Frank A. Fairbanks John F. Perry Jerry L. Ayscue Thomas M. Martinsen Jr. Michael Fuson James W. Piper Duncan R. Ballantyne Jerry S. McGuire Darryl C. Griffin Gary F. Pokorny Scott J. Barber Richard D. Rowe David T. Harden William C. Porter Jr. Walter O. Barry Michael G. Stearman Thomas R. Hardy Gary A. Price Richard C. Bates Donald E. Taylor C. William Hargett Jr. James C. Richmond Wolfgang Bauer Steven L. Walters Brent Phillip Harrington Paul A. Sasse Barbara L. Beckett Virgil R. Hazelett Philip K. Schenck Jr. Billy P. Beckett Thomas L. Hedges Steven E. Sheiffer Lynn P. Behrns James B. Hendrickson Bobby M. Snipes Robert M. Belmore Randy W. Hildebrandt Roger L. Stancil Paul J. Benedetto James W. Holcombe Carl J. Stephani Michael C. Bestor John M. Holpe Rodney A. Storm Michael J. Bixler

22 Russell D. Blackburn David D. Hicks James B. Perry Homer L. Bludau James N. Holgersson Ken J. Pfeifer Thomas J. Bonfield Donald E Holycross Jr. Paul J. Philips 25 Years James M. Bourey Gary A. Huff Allan D. Pietrefesa Richard L. Bray Mark B. Jinks Frank A. Pleva Gordon R. Anderson Michael F. Brehm Daniel A. Johnson Ellen S. Posivach Charles B. Archer William H. Brimm William A. Keffler Michael B. Press Gary A. Bacock Jeffrey J. Broughton David E. Keller William A. Pupo James M. Bagdonas Robert W. Bruschi Joan M. Kent Glen C. Robertson William L. Bailey Gerald A. Burgess Jeffrey W. Killian Philip E. Rose Montye E. Beamer William W. Burns A. Randall Kimler Toby A. Ross Howard J. Bednar Steve David Carpenter Richard Lee Kirkwood James C. Rumpeltes Alan J. Bengyel Jonathan L. Carter Jeffrey L. Kooistra Mark K. Ryan James F. Benson Bruce E. Channing Leon Kos Patricia M. Ryan Gerald D. Berry Louie Chapman Jr. Larry E. Kotseff Steven R. Sarkozy Michael S. Blau James V. Chisholm Gary C. Kratz George E. Scarborough Michael P. Bonfield Douglas S. Cleland Roger L. Kroh Timothy W. Schuenke Martin J. Bourke David O. Cole Cynthia J. Kurtz Richard J. Schuettler Cheryl A. Bowman-Lowe William B. Coleman Paul A. Lanspery John F. Sherman Joan F. Boyer Cynthia N. Collazo Steven L. Ledoux O. Paul Shew Thomas G. Bradford III William K. Cowan James E. Leidlein Paul J. Shives Kathy B. Brannon Richard J. Crayne David M. Limardi Edward J. Shukle Jr. Jeff D. Braun Ronald A. Crisp Lewis R. Loebe Jr. Cecelia M. Smith George M. Burgess Michael P. Crotty Joseph C. Loguidice Jr. William L. Sorah Kris M. Busse Maria E. Dadian Craig Lonon Edmund F. Sotelo Norman D. Butts Jr. Anthony De Fazio Kenneth E. Martin David L. Spinney John G. Campbell Daryl J. Delabbio Robert F. McConkie Donald D. Stilwell Shaun D. Carey Robert C. Downey Andrew J. McCown Steven B. Stilwell Clayton R. Carlisle Kathy DuBose Robert K. McFall John W. Stinson David N. Carmany Michael Dula Allan R. McGill Ralph E. Stone Patrick G. Casey Damon B. Edwards Diane McGrath Stan R. Strebel Pamela S. Caskie William R. Eisen Ernie B. McNeely Robert L. Stull David I. Chamberlin David B. Farber Richard R. Michaud Dale S. Sugerman Jared SA Clark Terry S. Fedorchak Ramon F. Miguez Alan M. Taylor Richard E. Cotton Thomas O. Forslund Peter J. Miller John W. Thacker Michael R. Couzzo Jr. Toby H. Futrell Stephen F. Miller Hugh L. Thomas Jay B. Covington E. William Gabrys Gary D. Milliman Don Thornton Peter J. Cristiano William A. Gaither Michael A. Milone David G. Timmons Steven S. Crowell Jr. John J. Gallagher Herbert L. Moniz Roger A. Tinklenberg James H. Crumley Andres Garza Jr. Ernest J. Mooney Russell G. Treadway Dennis W. Dare Craig S. Gerhart Larry R. Morley Jackson C. Tuttle Gregory C. Devereaux Cliff C. Gittens Brian A. Moura Michael C. Van Milligen James T. Dinneen Maxwell N. Glyde James R. Murray Norbert Van Wyk G. Geoffrey Dolan Eugene L. Goldfeder Gary H. Neumann David J. Vankirk Brian D. Donovan David L. Greene Samuel W. Noble Jr. Gregory T. Vick Richard M. Duquette J. Michael Grubbs Donald A. Novak Bruce K. Walden Jeffrey S. Earlywine Paul J. Guida Dale C. Olmstead Rebecca P. Waldman Bruce J. Evilsizor Robert G. Gutierrez Ronald L. Olson Michael W. Walker Douglas G. Faseler Jerry L. Gwaltney D. Wayne O’Neal George W. Waterman III Michael J. Fraser James M. Haag Jr. Kevin O’Rourke Mark S. Watson Peter J. Freeman J. Jeff Hancock Gary E. Parker Barry L. Webb William T. Friel Douglass D. Hanley Joe Patterson W. Allan Weegar Kenneth J. Fritz John F. Hansley John G. Pedersen Jr. J. Paul Wetzel Tod Fryer Thomas E. Harris W. Mark Pentz Peter J. Whipple Joseph L. Gallegos Bernie N. Hayen Gilbert Perales William H. Whitley Diane M. Gard James Hayner Mike R. Perez William F. Williams Richard G. Gestrich Robert M. Herr Dennis Y. Perlin James C. Woods R. Lee Gilmour Michael G. Herring Leonard T. Perrone William P. Yenne Ronald Graham

23 Gino C. Grimaldi Steven A. Preston Eric G. Berlin Robert E. Heacock Robert T. Grimm Joseph A. Racine Daniel F. Bishop Mark J. Hill Pall Gudgeirsson Mark R. Randall Laura E. Blackmon William G. Hinchey Stephen C. Hains James A. Reams Jan M. Blase Michael T. Hinnenkamp Lloyd Halverson Gerald J. Richards James A. Bodenmiller John D. Hobson Jeffrey S. Hatcher Brandt Richardson Susan R. Boyer R. Andrew Hollis Wally J. Hill Norman Risavi Larry D. Bradford William A. Holtby Steven P. Houchens David C. Ritz Christopher J. Brady Scott K. Huebler Kay W. James John L. Rowe Jr. Harvey D. Bragg Jeffrey M. Hull Van James Donald L. Sandor Ronald F. Brey Alex R. Jensen Michael J. Johnson David R. Schornack David L. Brown Allen Johnson Michael Kenyon Ross E. Schultz Frank W. Bruno Michael W. Johnson Tim Kerr Carl L. Schwing William F. Bruton Jr. William R. Johnson Stephen P. King Daniel K. Shaw Brian M. Bulthuis Bret A. Jones Gary J. Koehler William A. Shepeluk James D. Bursick Bruce R. Jones Mark M. Krane Sally A. Sherman J. Kent Cagle William B. Jones James Landon Donald N. Smith John M. Call Sean J. Joyce Stephanie J. Larsen Roberta R. Smith William D. Cargo Charles R. Kelley Richard A. Leahy Keith E. Stahley Julia A. Carroll Joseph M. Kernell Roger P. LeDuc Trevor Milton Starr Stephen A. Carter Sally A. Kuzon Richard J. Lemack Gary J. Stevenson Joseph A. Cavallaro Seth T. Lawless Murray A. Levison George J. Strand Patrick J. Clifford James H. Lewellen Ronald B. Lewis Michael H. Talbot John M. Coakley Corbitt T Loch William E. Lewis Demitrios O. Tatum Claire A. Collins Linda C. Lowry William Henry Lindley Malcolm L. Tilberg Michael S. Collins Gary M. Luebbers Sam A. Listi Dean Torreson David L. Corliss Thomas F. MacAulay W. Christopher Lochner Terrence Totten James V. Creech Mari E. Macomber Grace Magistrale Hoffman Jane M. Turner Peter J. Crichton G. K. Maenius Samuel D. Mamet James M. Twombly Mark S. Cundiff James J. Malloy John D. Marquart Henry M. Underhill Alfred J. Davis Jeffery Mark Ken A. Masuda David J. Unmacht Mitchell D. Deisch Robert T. Markel Kathleen A. Mathias Russell Van Gompel David M. Derragon Stephanie J. Mason Thomas L. Mattis David A. Varley Robert G. DiSpirito Jr. Rex L. Mather Carol A. McLaughlin Ernest W. Ward Richard A. Dlugas Alfred B. Maurer Rita C. McMahon Jay A. Weiskircher Tim L. Dobbie Ron K. McCullough Randall Mellinger Lawrence F. Widmer Jr. James R. Doherty Dana L. McDaniel Robert Mellor Ivan L. Widom Matthew L. Dolge Martin C. McDaniel David R. Mercier Ray Wierson Terry Doolittle Robert S. McLeod Mitchell B. Moore James B. Williams Randall G. Dowling Debra K. Mecozzi Robert A. Morris Frederick A. Wilson Donna M. Dreska Phillip M. Messina Kelli D. Narde Michael V. Yanez Paul A Eckert Richard L. Meyers Spencer R. Nebel Yousry A. Zakhary Donald Scott Elliott Grady E. Miller Jon S. Nelson Matthew D. Zimmerman Jeff B. Emory Scott G. Miller Shawn D. Nelson Ernie Epp Edward R. Mitchell Anthony W. Nowicki Daren G. Fields Scott W. Mitnick Catherine R. O’Connor Rodney D. Foster Richard N. Morton Jr. David M. Osberg 20 Years Gary W. Gibson Benjamin I. Myers Alan M. Ours Keith D. Alexander Marcia E. Glick Rick Naimark Russell Overman James M. Andersen Kathie S. Grinzinger Lisa G. Novotny John L. Pazour Teri A. Arbenowske Alan E. Guard Chad C. Olsen Jr. Melissa S. Peacor Thomas J. Aspell Jr. John Gunyou Mark R. Palesh Donald C. Pepe Julio Avael Mark W. Haddad Stephen M. Pappalardo Tammy J. Perkins James A. Baker Isabell Hadford Ron K. Patterson Jr. John D. Petrin Mark A. Bakken Michael R. Hale David S. Plyman Trent O. Petty Theodore A. Barkley Andrew C. Hammond Kevin C. Poe Peter A. Plante David A. Bashore Stephen G. Harding Beth A. Pollard Warren Scott Porter Cheryl S. Beatty Cecil R. Harris Jr. Michael J. Powers Michael P. Pounds Michael R. Beimer David L. Haugland James W. Quin

24 Stephen G. Riley Gregory W. Barnes Kellie A. Hebert Michael S. Palmer Susan L. Roltsch Elizabeth E. Bauer Justin Hess Ivan Pato David F. Rothfuss Quinn B. Bennion Paula Hewson Mercury T. Payton Martha S. Roy William C. Bergquist Keith R. Hickey Karen E. Pinkos Bruno R. Rumbelow Martin P. Black William D. Higginbotham Jr. Sarah E. Plinsky Raymond R. Rummel Darrell W. Blenniss Jr. Todd C. Hoffman Christopher J. Pozzuto Laurel Samson Richard B. Boehm Steven J. Hutfles Coley B. Price Scott T. Sauer Sherry L. Borgsdorf James A. Jackson James C. Raymond Brent Schleisman Suzanne H. Bragdon Timothy R. Jackson Linda H. Reed John R. Schneiger Matthew J. Brower Joseph G. Jarret Anthony P. Roberts Carol J. Seidl Kent A. Brown Iris B. Jessie George J. Rodericks Rick L. Shain Scott C. Brunka Alan D. Johnson J. Mark Rooney Joyce A. Shanahan John A. Budesky David W. Johnston Steven F. Ross Gary P. Shimun Arthur H. Burgess Gregory T. Jones Michael J. Roth Jonathan R. Shull Kerry E. Burns James E. Justice David A. Rutherford Wayne C. Shumate Christine R. Butterfield Eric A Keck Gregory L. Sam Jill Silverboard Mario A. Canizares Cliff V. Keheley Jr. Pietro Scalera Charles S. Simmons III Cathy A. Capriola David J. Kilbane Diane D. Schleicher Marianne Smith David L Cardenas Karl Kilduff Karen L. Schminke Nat Erskine Smith Jr. Frederick C. Carr Stan B. Kiser Mark F. Schroeder William L. Smith III Norbert M. Castro Patrick E. Klein Peter Seikel Curtis E. Snyder John J. Caulfield Norbert S. Klopsch John A. Seymour Jr. Steven F. Spina Jane M. Christenson Kathryn M. Knisley Francis D. Sheridan Richard J. Stadler Christopher Clark Michael W. Kovacs Sally A. Sherman Peter M. Stephenson Everette Todd Clark Steven C. Kroeger Bobbie Shields Danny E. Taylor Bryan K. Cosgrove Shane D. Krull Christian M. Sigman Karen Thoreson David B. Cotton Gary W. Kuhl Brian W. Silcott Gary R. Tomsic Thomas F.B. Cox Norman A. Lefmann Noah A. Simon Anthony J. Traxler Lori Suzanne Curtis Jonathan Rand Lewis Daniel A. Singer Frederic E. Turkington Jr. Joseph S. Czajkowski Janice K. Livingston Robyn Wayne Singleton Mark D. Vanderpool Scott F. Dadson Matthew S. Livingston Byron D. Smith Patricia A. Vinchesi Matthew L. Delk Sherilyn Lombos Thomas B. Smith Daniel T. Vindigni Anthony J. DePrima Vincent S. Long Timothy C. Smith Karen Waldron Joe D. Dickson Lee Ann Lowery Charles M. Sparks Ann E. Wall Jeffrey W. Dingman Mark W. Luberda Paul Spruill Alton J. Washington Gregory T. Doyon James M. Lukas Cynthia M. Steinhauser David L. Watson George C. Duncan Douglas E. Luther Harry Still III Robert A. Weitz Torry L. Edwards Desmond P. Mahon William John Taylor D. Craig Whitehead Christopher D. Eldridge Phyllis L. Marshall Jeffrey J. Traill Catheryn R. Whitesell Charles R. Ewings Brian W. Matthews Matthew M. Unrein M. Ray Wiggins Rudy R. Farias Lee A. Mattson Jean Dominic Vachon Michael R. Wilson Gregory T. Federspiel Adam F. Maxwell Virginia B. Valentine Charlette T. Woolridge Julie Szymula Feier Gregory S. McClain Bridget A. Wachtel Dianna S. Wright Thomas K. Freeman Melanie D. Mesko Lee Janet K. Watson Dawn L. Wucki-Rossbach Andrew P. Fulghum Bruce A. Messelt Karen N. Weaver Grant Yates Karen L. Fullett-Christensen Jim Mielke James A. Welch Bunyamin B. Yazici Steven F. Garrett Michael D. Miller William Gregg Welstead Shana K. Yelverton Deron T. Geouque David J. Minke Delwin P. Wengert June M. Yotsuya Douglas E. Gerber Paul J. Moderacki Richard J. White III Navdeep S. Gill David J. Molchany Jeffrey Allen Wilkins James Patrick Gleason George E. Moon David M. Willard Lisa Y. Gordon Thomas M. Moton Jr. John R. Williams 10 Years James Grabowski Maureen A. Murphy Roy T. Witherow Usama Abujbarah Lynne N. Greene-Beldner Christine L. Myers Kenneth L. Witt David E. Anderson Matthew H. Greeson Joseph L. Nagro Richard A. Wollangk Susan MH Arntz Robert M. Hail Robert P. Nanni G. Randolph Young Brett R. Baker Scott Hanin Marketa George Oliver Jerry T. Zeimetz James W. Ball Jr. Charles W. Hartgrove Robert K. Padmore

25 I C M A C e n t e r f o r P e r f o r ma n c e M e a s u r e m e n t ’ s C e r t i f ica t e P r o g r am

The ICMA Center for Performance Measurement’s (CPM) Certificate Program recognizes local governments that have made an exceptional commitment to integrating performance measurement into their management practices.

Two types of certificates are awarded each year:

• The Certificate of Achievement recognizes local governments that have collected and reported performance infor- mation for at least two years in four or more service areas and demonstrate an ongoing commitment to rigorous verification and public reporting of their performance information.

• The Certificate of Distinction recipients have met all criteria for the Certificate of Achievement, collected and reported performance information for at least three years across at least six service areas, integrate performance measurement into their strategic planning and decision-making processes, and promote accountability for service- delivery performance within their staffs.

Additional criteria evaluate staff training, data reporting context, process improvement, and networking. For more information, visit Web site icma.org/performance.

This year, CPM recognizes 30 local governments for their dedication to the principles of performance measurement. Congratulations to the 2007 CPM Certificate Program recipients.

Certificate of Certificate of Distinction Achievement

Austin, Texas Des Moines, Iowa Bellevue, Washington Fishers, Indiana Coral Springs, Florida Las Cruces, New Mexico Dallas, Texas North Las Vegas, Nevada Eugene, Oregon Orlando, Florida Fairfax County, Virginia Peoria, Arizona Gainesville, Florida Sammamish, Washington Henderson, Nevada Tacoma, Washington Long Beach, California Miami-Dade County, Florida Palm Coast, Florida Phoenix, Arizona Prince William County, Virginia Reno, Nevada San Jose, California Santa Barbara County, California Sarasota County, Florida Sterling Heights, Michigan University Place, Washington Vancouver, Washington Washoe County, Nevada Westminster, Colorado

26 Edward Everett, from page  Dover, New Hampshire, from page 10 Little Rock, Arkansas, from page 11 conference, the League of California National Leadership Conference • More than 30 commercial busi- Cities/City Managers Association, on Underage Drinking. nesses have been cited and either and the Association of Bay Area brought up to code or closed The Y2Y program is supervised Governments. He was one of a down by the Dover police department’s handful of city managers invited to Community Outreach Bureau and is • More than 2,500 notices and participate in a community engage- funded through the police budget. citations have been issued, with ment “think tank” at the Kettering Staffing the teams, which annually approximately 2,100 properties Foundation last year. Several other costs about $60,000, is largely cov- brought into compliance local city managers and staff are now ered through state and federal grants. • Countless misdemeanors and incorporating Redwood City’s suc- Other program costs (food, supplies, felony tickets have been issued cessful concepts into their own city’s travel, events, etc.), which exceed and arrests made. community-building activities. $20,000 each year, are covered by Redwood City’s mayor Barbara One of the less tangible benefits youth registration fees, fund raising, Pierce has called Ed Everett an “inte- of CAP, but perhaps the most impor- and cash or in-kind donations from gral part of my service to Redwood tant, is that citizens see immediate, the community. City”—high praise from a very suc- visible results of the hard work that When there are social problems cessful multiple-term elected official elected officials and city staff do to to be tackled, youth are an under- whose office depends on that very make their communities safer. And used resource in most communities. service that she provides to her con- city staff have learned several impor- However, if given the information stituents. But perhaps his impact on tant lessons as well: to form an educated opinion, the Redwood City’s quality of life has skills to act on that opinion, and the • Smaller targeted areas work best. best been summed up by one of the opportunity to apply those skills, they When a designated CAP area city’s citizens: “For the first time will get involved and be part of the becomes too large, it becomes since I’ve lived here, when I leave solution. By raising awareness, press- unmanageable, making it difficult work I now feel like I’m coming ing for legislation, and carrying their to accomplish significant results. home.” n message to students around the coun- • Interdepartmental coordination try, the Y2Y students have shown is crucial. Communication and a how empowered youth can make a “teamwork” mentality is impera- Robert Stull, from page  difference. n tive for success. the funding of growing infrastructure • It is important to involve citizens needs. These efforts have played a in the process. Involving citizens large part in transforming Yuma into in the process by meeting with one of the most desired places for neighborhood associations and new business in the country. n working with property owners rather than against them has built citizen trust in local government. Overall, CAP has been an Robert L. Bland, from page  extremely successful program, and circumstances, demonstrating an other cities, such as Topeka, Kansas, understanding of the practical needs and Hot Springs, Arkansas, plan to of municipal practitioners. establish similar programs. n The process of bringing academic concept and truth to life in everyday simplicity is a gift that Dr. Robert Bland brings to UNT’s MPA program. Roseville, California, from page 12 His long-sustained energy and devo- this and other similar events and tion and his tireless pursuit of excel- programs. In the future, the event lence are the gifts he brings to the committee also will seek to increase field of professional local government partnerships with the business com- management. n munity to provide new and innova- tive features for the expo, and also to increase the amount of monetary and in-kind donations and offset the investment by the city of Roseville. n

27 New London, New Hampshire, from Tarpon Springs, Florida, from Millbrae, Brisbane, Burlingame, San page 13 page 14 Bruno, and Hillsborough, California, time, and that in the long run, use by and has no tax liens against it. from page 16 all Towns should balance out. This The LCHC helps the applicants operations at the cities’ fire stations, is a chance that all Towns are willing with problems, confirms income they arranged to share that position, to take and the Towns enter into this qualification, processes grant and a plan that they had already used to Agreement with that knowledge.” loan applications, obtains contrac- provide vacation and sick leave relief Along with the assessor and tor bids, and inspects the work at the commander level. assistant assessor, the tri-town depart- performed. Through the process of sharing ment also has three assessing clerks, • The Cops & Kids After-School/ various public safety services, the five each of whom had been previously Summer Camp Program: Owned cities have collectively saved more employed by one of the towns. The and operated by the Tarpon than $1.3 million while maintaining department standardized assessing Springs Police Department, Cops and even improving services. The procedures in the three communi- & Kids is designed for very low- $270,000 that San Bruno saved in the ties, incorporating state law and local income children of middle-school last fiscal year enabled the city to put forms, and all three towns use identi- age. The curriculum includes back into service a ladder truck that cal versions of the same appraisal character building, life skills, edu- had been shut down because of fiscal software. cational programs, social skills, constraints. And the cost to imple- In its first annual review of the community service, and field ment these shared services has been new department, the joint board trips. Fifty children attend during minimal: mainly, attorney fees to pre- unanimously agreed that its perfor- the school year, and 90 attend the pare written agreements. mance had exceeded expectations. summer camp—all free of charge. The biggest challenge in these Of note were the reduced number of The housing authority and the partnerships has been overcom- errors, particularly those leading to YMCA of the Sun Coast are part- ing territoriality: cities are reluctant property tax appeals; the benefit of ners in this project, which is to give up staff or operations, and having the in-house assessor provide funded through a grant from the they fear losing control. In addition, testimony in trials; and the increased Pinellas County Juvenile Welfare staff were concerned that promotion effectiveness of having experienced Board. opportunities would be eliminated, employees. Customer service has and residents were uncertain about greatly improved as well. Taxpayers All of these improvements and how well a police or fire chief from know that an assessor is available advantages—including Tarpon one city would respond to emergen- in their town on specific weekdays, Springs Fundamental Elementary cies in another city. Cultural differ- and each town has an employee who School; two major shopping centers; ences and different unions presented supports the assessors, schedules a centrally located community-based more obstacles. appointments, and manages day-to- organization that delivers social ser- To meet these challenges, city day questions on a timely basis. And vices to needy residents; and prox- leaders were willing to take risks the tri-town assessing budget has imity to the “Pinellas Trail” linear and try unconventional approaches. remained consistent, changing only to park—have made this public housing They worked to build trust and forge reflect increases in staff salaries and neighborhood so desirable that it now effective working relationships. They benefits. has a one-year waiting list. And each met face-to-face with stakeholders, By educating taxpayers about success further enhances the climate responding to their issues and creat- the assessing process and minimiz- for new development. n ing opportunities for them to observe ing inaccurate assumptions, the joint the proposed arrangements in action. assessing department has promoted They structured the agreements to public confidence that property taxes Latrobe, Victoria, from page 15 ensure that contributions and benefits are being assessed fairly and equita- providing local businesses and the are shared fairly. And their successes bly. Even in New Hampshire, where construction industry with potential have built momentum for continued n towns pride themselves on autonomy employees who have obtained a level collaboration in the future. and independence, no one can dis- of knowledge that will enable them to pute the benefits of intermunicipal work safely and productively on any n agreements. building and construction site. And in so doing, it promotes the idea that individual and group circumstances can be changed to achieve positive outcomes. n

28 Waunakee, Wisconsin, from page 17 Interpretation conference in 2006. It Yuma, Arizona, from page 21 and according to the projected pro is a program that communities across sively. Master Thinkers are often forma. It was very important to vil- the country could easily adapt wher- asked to lead meetings because lage leaders to deliver these results, ever people must learn to coexist with they are able to find the right since projected total costs for the the natural world. n focus, keep the discussion on center, completion times, and opera- track, and move the group toward tional expenses had been extensively good decisions. publicized. Even more important are Burley, Idaho, from page 19 The first two years of the program the numbers: giant strides. Now, rather than make cost about $250,000, including con- • Nearly 14 acres of dangerous, do with existing equipment or infra- sultant fees and materials, but these blighted property have been structure that is long past its planned costs are insignificant when com- cleaned up and reused. life, the city actually plans for the pared with the tangible monetary sav- • Fifty affordable housing units future and stays ahead of the changes ings and the intangible value gain. In have been constructed for the that are coming. n tangible savings, meeting times have village’s senior population. been literally cut in half; a planned • More than 800 fitness member- $80 million freeway extension was ships have been sold, and 750 removed from the master transporta- Gladstone, Missouri, from page 20 residents have participated in fit- tion plan; and the Women’s Softball Today Gladstone on the Move ness classes. League, which was nearly shut down remains active. Its implementation because of issues with league play- • Five full-time jobs and 30 part- committee meets regularly with city ers, was saved. As for the intangible times jobs have been created, staff for progress reports and project value gain, council and community adding more than $5 million to updates, and new community lead- members are willing to collaborate, the tax base. ers have come forward, ensuring the explore, and think creatively with a • The 33 residential properties long-term sustainability of the com- clarity of focus on value-based deci- north of the project have meant munity. Today, there are sidewalks sions. $1,460,000 of new valuation since in some areas for the first time; new As Mr. Watson and the city 2002. streetlights are being installed each council have shown, it is possible year, with the goal of having one on The Stokely Site Redevelopment to change the thinking culture. By each city block; three ambulances project has been very well received, shaping the focus, choosing the right are in place, each staffed with two and participation levels have thinking tools, eliminating arguments, paramedics; and a new fire station exceeded estimates. Clearly, assem- and reaching decisions, Master centrally located on the west side pro- bling and managing an effective team Thinking has encouraged the commu- vides for improved response times to of staff and consultants and working nity of Yuma to embrace collabora- that part of the city. The city is host- closely with decision makers were tion, exploration, and innovation. n ing its first Future Leaders Academy critical factors in that success. But to continue to educate the people most important was the involvement about municipal government and of citizens and stakeholders; although planning and to identify additional challenging at times, extensive public community leaders. participation not only builds trust but This program demonstrates the also shapes the end product to better success of strategic leadership and meet community needs. n governance. With a 20-year strategic plan in place, a citizens’ implementa- tion committee, and ongoing bud- Aurora, Colorado, from page 18 geted items that address the plan, importantly, once a few residents are long-term success will be real and armed with critical information, they viable for Gladstone. n tend to share that wisdom with their neighbors. Aurora’s “Nature as Your Neighbor,” the only program of its kind in Colorado, has received both statewide and national recognition. It was presented at the Colorado Open Space Alliance Conference in 2005 and at the National Association for

29 8.75 in 8.125 in 7.25 in 9.625 in 10.75 in 11.25 in

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1 Fallon | Minneapolis

Client: Travelers Publications: Issue: Close: Job #: 242-SPBiZ7PC026 Public Management 07.01.07 05.15.07 File Name: SPBiZ7PC026v1_818x1034.indd Description: 04 Public Sector - Waterslide - Policyholder Copy Rev. Date/Time: 05.10.07 1:57 PM

Bleed: 8.75 x 11.25 Creative Director: Todd Riddle Trim: 8.125 x 10.75 Art Director: Emily McDowell Live: 7.25 x 9.625 Copywriter: Dean Buckhorn Gutter allowance: none Production Artist: Tom Sebanc Media: FP 4C magazine Project Manager: Erin McCloskey Fonts: Scala Sans Regular and Bold Art Buyer: Kerri Jamison Arial and Arial Black for marks and slug Print Producer: Tom Beckel Account Executive: Jamie Lykken Ink Colors: CMYK Account Supervisor: Pete Brown 2008 ICMA Awards Celebrating the Difference Professional Local Government Management Makes A 17-member awards evaluation panel is ICMA recognizes the many achievements of its members charged with selecting the recipients of with awards programs that highlight extraordinary accomplishments as the ICMA Annual Awards. Because of the time and effort that go into these delib- well as dedicated service to the profession. erations, ICMA would like to thank the following evaluation panel members, who The Distinguished Service Award annually recognizes retired members complete their terms at the 94th ICMA who have made outstanding contributions to the management profession Annual Conference: and local government.

Laura E. Blackmon, county manager, Orange County, North Carolina The Annual Awards program honors creative contributions to professional local government management and increases public awareness of the value Louie Chapman, Jr., town manager, Bloomfield, Connecticut of professional management to the quality of life in our communities. The program is divided into the Professional Awards, which recognize individual Brenda Sedlacek Gunn, city administrator, La Vista, Nebraska achievement by chief administrative officers, assistant administrators, and (2007–08 committee chair) others, and the Program Excellence Awards, which are presented to local Leigh Halstead, New Zealand governments and their chief administrators in recognition of their creative and successful programs. Richard T. Reed, town manager, Bedford, Massachusetts Service Awards recognize and celebrate ICMA members’ dedication to Paul Stapleton, city administrator, public service and professional management at the local level. Fredericton, New Brunswick, Canada

Cynthia M. Steinhauser, assistant city The Center for Performance Measurement Certificate Program recognizes manager, Dubuque, Iowa local governments that have made an exceptional commitment to integrating performance measurement into their management practices.

For more information, send an e-mail to [email protected].

Contents This awards booklet was developed by:

Jane Cotnoir Distinguished Service Award ...... 1 Writer/Senior Editor Annual Awards...... 3 Kathleen Karas Managing Editor Service Awards ...... 19 Jeanne Berger Center for Performance Measurement Certificate Program ...... 24 Graphic Designer Alison Miller Richards Annual Awards Program Manager Amanda Relyea Service Awards Program Manager Kira Hasbargen Performance Measurement Analyst Distinguished Service Award

The ICMA Distinguished Service Award is given to a manager who has retired from the profession and made an outstanding contribution to the management profes­ sion and local government. The award recognizes a manager whose service in his or her community or communities has been judged by peers as strong or exceptional, and who has made major contributions beyond direct service to local government.

W. CalVIN Horton

As Chapel Hill’s longest-serving town manager, Cal Horton was considered the ultimate professional, personifying the craft of town manager as a noted champion and advocate for town employees, a trusted advisor for the council, and a voice of reason for the community. After graduating from the University of North Carolina (UNC) at Chapel Hill in 1968, he served as assistant city manager in Decatur, Georgia, while pursuing his MPA. He returned to Chapel Hill in 1989 as director of public safety; a year later, he was appointed town man- ager. During his tenure, he created an organizational culture that encouraged open commu- nication, and he established several forums for employees. A tireless mentor for both MPA students and town interns, he also helped to initiate the Professional Partners Program of the North Carolina City and County Management Association (NCCCMA). Mr. Horton was president of the Georgia City and County Management Association, the NCCCMA, and UNC’s MPA Alumni Association, which honored him as one of only four recipients of its Distinguished Public Service Award. He also served on the Georgia Municipal Association’s board of directors and on numerous committees within ICMA. In 2002 Mr. Horton became an ICMA Credentialed Manager. When he retired in 2006, the Chapel Hill community established the Annual Cal Horton Municipal Service Award to recognize a town employee dedicated to “the highest ideals of public service.” He was also selected as one of “Fifty Who Made a Difference: Chapel Hill– Carrboro’s Top Fifty Leaders of the Last Fifty Years.” In recognition of his 38 years of service and achievement, ICMA honors W. Cal Horton with the Distinguished Service Award.

1 Bryce A. Stuart

When he retired in 2006 after 36 years in public management, Bryce (“Bill”) Stuart was the longest-serving manager in Winston-Salem, where he set a standard for local government management through his passion, his ethics, and his commitment to the profession. He began his career in 1965 in Phoenix, Arizona, as a management assistant and then as assistant budget director. Moving to Charlotte, North Carolina, he spent three years as budget evaluation director before becoming assistant city manager. In 1980 he was appointed city manager of Winston-Salem. During his tenure there, he lowered the tax rate by 33 percent, led the city’s growth, and implemented a managed competition program. Under his leadership, Winston-Salem became the second U.S. city to be rated “AAA” by all three bond-rating agencies; was a pacesetter in implementing market-based pay and a consumer-based health plan; and won national recognition as, among other things, a Top Ten Digital City, Tree City USA, and America’s Most Livable Community. An ICMA Credentialed Manager since 2003, Mr. Stuart was president of ICMA (1998– 1999), regional vice president of ICMA’s Executive Board (1993–1995), and president of the North Carolina City and County Management Association (1988–1989). He has also participated on numerous boards and committees within ICMA, including his current mem- bership on the Technology Management Institute Advisory Board. Always strongly commit- ted to mentoring young professionals, several of whom became local government leaders themselves, Mr. Stuart has earned ICMA’s Distinguished Service Award for his exemplary contributions to the profession of local government management.

2 2008 Annual Award Recipients

PROFESSIONAL AWARDS Glen Tracy Williams, city manager GIS Mosquito Control Program—Valdosta, (retired), West Carrollton, Ohio Georgia, and Larry H. Hanson, Award for Career Excellence in Honor Shana K. Yelverton, city manager, city manager of Mark E. Keane Southlake, Texas Housing Task Force and Residential George D. Di Ciero, city and county Opportunity Fund—Centralia, manager, Broomfield City and Assistant Excellence in Leadership Illinois, and Grant A. Kleinhenz, County, Colorado Award in Memory of Buford M. city manager, and J. Scott Sellers, Watson Jr. Other Nominees: assistant city manager Frances A. Gonzalez, assistant city Paul A. Eckert, city manager, Sioux City, manager, San Antonio, Texas Community Health and Safety Iowa Program Excellence Award Ted A. Gaebler, city manager, Rancho Other Nominees: (populations 50,000 and greater) Cordova, California Bryan C. Beam, assistant administrator, Calcasieu Parish, Louisiana Choppee Regional Resource Center— Larry H. Hanson, city manager, Georgetown County, South Carolina, Renee C. Farmer, assistant city manager, Valdosta, Georgia and Thomas W. Edwards, county Miami Gardens, Florida Michael D. Johnson, county adminis- administrator (retired), and Henry Heather B. Harper, assistant town man- trator, Solano County, California Edsel Hemingway Jr., county ager, Falmouth, Massachusetts Matthew J. Kridler, city manager, administrator Springfield, Ohio Henry P. Schubert Jr., assistant city Other Nominees: John F. McDonough, city manager, manager, Largo, Florida Citizens Organized to Prepare for Sandy Springs, Georgia Kenneth Striplin, assistant city manager, Santa Clarita, California Emergencies (COPE)—Santa Rosa, Ronald S. Miller, city manager, California, and Jeffrey C. Kolin, William F. Studer, deputy city manager, Aurora, Colorado city manager El Paso, Texas John F. Perry, village administrator, Citizens Public Safety Academies— Hannes Zacharias, deputy county Woodridge, Illinois Sugar Land, Texas, and Allen manager, Johnson County, Kansas Sheryl L. Sculley, city manager, Bogard, city manager; Karen H. San Antonio, Texas Glynn, assistant city manager; and Jackson C. Tuttle, city manager, PROGRAM EXCELLENCE Karen Daly, assistant city manager Williamsburg, Virginia AWARDS Delray Youth Vocational Charter John Michael Wilkes, city manager, School—Delray Beach, Florida, and Olathe, Kansas Community Health and Safety David T. Harden, city manager Program Excellence Award Fugitive Apprehension and Surveillance Award for Career Development in (populations less than 10,000) Team—Aurora, Colorado, and Memory of L. P. Cookingham Rape Aggression Defense (RAD) Ronald S. Miller, city manager Thomas O. Forslund, city manager, Course—Normandy Park, Graffiti Abatement Team Program— Casper, Wyoming Washington, and Douglas J. Schulze, Arlington, Texas, and James N. Other Nominees: city manager Holgersson, city manager Donald D. Crawford, city manager Innovations in Managing Unconventional Community Health and Safety (retired), Hamtramck, Michigan Household Hazardous Wastes— Program Excellence Award Kenneth R. Pulskamp, city manager, (populations 10,000 to 49,999) Alachua County, Florida, and Santa Clarita, California Randall H. Reid, county manager Ambulance Safety Initiative—Winter Randall H. Reid, county manager, Integrating Partners in Emergency Park, Florida, and Randy B. Knight, Alachua County, Florida Care—Sandy Springs, Georgia, and city manager Carl R. Rogers, town manager, John F. McDonough, city manager Barre, Vermont Other Nominees: Mission Domestic Hope—Roanoke, James V. Thompson, city manager, Enhancing Emergency Services—Warwick Virginia, and Darlene L. Burcham, Casa Grande, Arizona Township, Pennsylvania, and Gail V. city manager Weniger, township manager (Continued on page 4)

3 (Continued from page 3) Holiday Tour of Lights—Farmers city manager; Pacific, Washington; Mobile Mapping—Sparks, Nevada, Branch, Texas, and Gary D. Greer, and Snoqualmie, Washington, and and Shaun D. Carey, city manager, city manager Robert J. Larson, city administrator and Stephen W. Driscoll, assistant Intergovernmental Agreements for Community Mental Health & Substance city manager Future Boundaries—Casa Grande, Abuse Partnership—Fort Collins, Police Department Mental Health Arizona, and James V. Thompson, Colorado, and Darin A. Atteberry, Collaborative—San Antonio, city manager city manager Texas, and Sheryl L. Sculley, city KidsBuild—Park Ridge, Illinois, and COMPASS—Aurora, Colorado, and manager, and Erik J. Walsh, assis- James D. Hock, city manager Ronald S. Miller, city manager tant city manager Prairie Ridge Youth Sports Complex— County/School District Intergovern­ Residential Home Care Program— Ankeny, Iowa, and Carl M. Metzger, mental Partnership— Georgetown Schaumburg, Illinois, and city manager County, South Carolina, and Henry Kenneth J. Fritz, village manager, Southern Hospitality Group Edsel Hemingway Jr., county admin- and Kathleen E. Tempesta, senior Workcamp—Valdosta, Georgia, and istrator, and Thomas W. Edwards, assistant to the village manager Larry H. Hanson, city manager county administrator (retired) Safe Futures Plan—Clark County, Southlake and Sabre Holdings Creek Program—Santa Rosa, Nevada, and Virginia E. Valentine, Partnership—Southlake, Texas, and California, and Jeffrey C. Kolin, county manager Shana K. Yelverton, city manager city manager, and Greg D. Scoles, Shopping Cart Retrieval Program— Wheat Ridge 2020—Wheat Ridge, deputy city manager Phoenix, Arizona, and Frank A. Colorado, and G. Randolph Young, Crystal Darkness: Meth’s Deadly Fairbanks, city manager, and city manager Assault on our Youth—Washoe Jerome E. Miller, director, neigh­ County, Nevada, and Katy I. Simon, borhood services Community Partnership Program county manager; Reno, Nevada, and Sidewalk Program—Alameda County, Excellence Award (populations Charles E. McNeely, city manager; California, and Susan S. Muranishi, 50,000 and greater) and Sparks, Nevada, and Shaun county administrator Community Mental Health and D. Carey, city manager SnowBuster Program— Westminster, Substance Abuse Partnership— EPayables Initiative—Clearwater, Colorado, and Rachel Ann Harlow- Fort Collins, Colorado, and Darin Florida, and William B. Horne II, Schalk, environmental and adminis- A. Atteberry, city manager city manager trative services officer, and Matthew Other Nominees: Family Economic Success Program— J. Lutkus, deputy city manager Apprenticeship Collaborative—Alameda San Antonio, Texas, and Sheryl L. County, California, and Susan S. Sculley, city manager, and Frances Community Partnership Program Muranishi, county administrator A. Gonzalez, assistant city manager Excellence Award (populations less Fire Services Assistance—Gainesville, than 10,000) Centennial Hills Master Planned Campus—Las Vegas, Nevada, and Florida, and Russell D. Blackburn, Schreiner Memorial Library— Douglas A. Selby, city manager, city manager, and Becky L. Rountree, Lancaster, Wisconsin, and Scot E. and Steven P. Houchens, deputy administrative services director; Simpson, city administrator, and city manager and Alachua County, Florida, and Potosi, Wisconsin Chief Administrators Committee— Randall H. Reid, county manager Other Nominees: Metropolitan Washington Council GIVE Committee—Fishers, Indiana, Comprehensive Colby Park Recreational of Governments—Washington, DC, and Gary A. Huff, town manager Infrastructure Planning Project— Metropolitan Region and Anthony Good Neighbor Program—Phoenix, Windsor Heights, Iowa, and Marketa H. Griffin, county executive, Fairfax Arizona, and Frank A. Fairbanks, George Oliver, city administrator County, Virginia, on behalf of the city manager, and Jerome E. Miller, Comprehensive Safe Schools Plan— COG CAO Committee director, neighborhood services Platteville, Colorado, and Nicholas City Webcasts and Meeting Manage­ Graham Reservoir & Playgrounds— J. Meier, town manager ment—Kansas City, Missouri, and Mountain View, California, and NCK Wellness Center, Inc.—Beloit, Wayne A. Cauthen, city manager Kevin C. Duggan, city manager, Kansas, and Douglas E. Gerber, Coalition of Small Police Agencies and Nadine P. Levin, assistant city administrator (CSPA)—Algona, Washington; city manager Black Diamond, Washington, and Green Business Partnership—Sarasota Community Partnership Program Gwendolyn M. Voelpel, city admin- County, Florida, and James L. Ley, Excellence Award (populations istrator; Clyde Hill, Washington, and county administrator 10,000 to 49,999) Mitchell Wasserman, city administra- Joining Hands for Special Populations— Porch Light Partnership—Ferndale, tor; Duvall, Washington; Enumclaw, Olathe, Kansas, and John Michael Michigan, and Robert J. Bruner, Washington; Issaquah, Washington, Wilkes, city manager city manager, and Lighthouse of and Leon Kos, city administrator; Keeping Our Kids Safe—Newport News, Oakland County, Inc., and Judith Lake Forest Park, Washington, and Virginia, and Randy W. Hildebrandt, W. Robinson, executive director David M. Cline, city administrator; city manager Other Nominees: Medina, Washington; Mercer Island, Neighborhood Resource Center—Delray Graffiti Removal Program—El Centro, Washington, and Richard M. Conrad, Beach, Florida, and David T. Harden, California, and Ruben A. Duran, city manager; Normandy Park, city manager city manager Washington, and Douglas J. Schulze,

4 Outsourced Recruiting—Polk County, Community Sustainability Program Strategic Leadership and Governance Florida, and Robert M. Herr, county Excellence Award (populations Program Excellence Award manager, and Lea Ann Thomas, 50,000 and greater) (populations 50,000 and greater) assistant county manager Davenport Green City—Davenport, Organization and Employee Partners for Youth—Tyler, Texas, and Iowa and Craig Malin, city adminis- Development—Polk County, Florida, Robert M. Turner, city manager, trator, and Dee F. Bruemmer, assis- and Robert M. Herr, county manager and Mark McDaniel, city manager tant city administrator Other Nominations: designate Other Nominees: 2012 Bond Community Committee Post-News Colorado Colfax Marathon— Addressing Global Warming—Roanoke, Process—San Antonio, Texas, and Lakewood, Colorado, and Michael Virginia, and Darlene L. Burcham, Sheryl L. Sculley, city manager; J. Rock, city manager; Aurora, city manager Pasquale DiGiovanni, deputy Colorado, and Ronald S. Miller, city AWQUA Lounge—Aurora, Colorado, city manager; and Edward A. manager; and Denver, Colorado and Ronald S. Miller, city manager Benavides, executive assistant to Regional Communication System— Ball Field Innovation—Phoenix, the city manager Yuma, Arizona, and Mark S. Watson, Arizona, and Frank A. Fairbanks, Disability Awareness Activities—Olathe, city administrator city manager Kansas, and John Michael Wilkes, Regional Economic Development City Mitigation Bank Program— city manager Corporation—El Paso, Texas, and Port Orange, Florida, and Kenneth Employee Relations Program—Aurora, Joyce A. Wilson, city manager W. Parker, city manager Colorado, and Ronald S. Miller, Reusable Grocery Bag Program— City South Management Authority— city manager Westminster, Colorado, and Rachel San Antonio, Texas, and Sheryl L. Liquid De-Icing Blending System— Ann Harlow-Schalk, environmental Sculley, city manager, and Pasquale McHenry County, Illinois, and Peter and administrative services officer, DiGiovanni, deputy city manager B. Austin, county administrator and Matthew J. Lutkus, deputy Neighborhood Alert Centers—Little city manager Fresh AIRE—Arlington County, Virginia, and Ron Carlee, county manager Rock, Arkansas, and Bruce T. Moore, Strategic Partnership Agreements city manager Policy Project—Sugar Land, Texas, Green Infrastructure Investment Organizational Improvement Effort— and Allen Bogard, city manager; Program—Alachua County, Florida, Gresham, Oregon, and Erik V. Karen H. Glynn, assistant city and Randall H. Reid, county manager Kvarsten, city manager manager; and Karen Daly, assistant Neighborhood Sustainability—Sugar city manager Land, Texas, and Allen Bogard, Performance Plus—Las Vegas, Nevada, and Elizabeth M. Fretwell, deputy Web GIS Building Permit Tracker— city manager, and Michael W. city manager Alachua County, Florida, and Goodrum, community and environ- Randall H. Reid, county manager mental director Police Leadership Team—Broken Arrow, Oklahoma, and James M. Twombly, Westcom Dispatch Center—West Roadmap to Sustainability—Sarasota city manager Des Moines, Iowa, and Jeffrey A. County, Florida, and James L. Ley, Pomeranz, city manager; Urbandale, county administrator Public Health Advisor—Schaumburg, Iowa, and Robert L. Layton, city Illinois, and Kenneth J. Fritz, Strategic Leadership and Governance village manager, and Kathleen manager; and Clive, Iowa, and Program Excellence Award Dennis T. Henderson, city manager Tempesta, senior assistant to the (populations 10,000 to 49,999) village manager Community Sustainability Program Health Care Management System Quality Initiative—West Des Moines, Excellence Award (populations by Prevention—Lewiston, Maine, Iowa, and Jeffrey A. Pomeranz, 10,000 to 49,999) and James A. Bennett, city adminis- city manager Centralia Opportunity Fund—Centralia, trator, and Phil Nadeau, deputy Illinois; Grant A. Kleinhenz, city city administrator manager, and J. Scott Sellers, Other Nominees: ­assistant city manager Citywide Computer Coaching Network— Other Nominees: Englewood, Colorado and Gary L. Community Center—East Grand Rapids, Sears, city manager Michigan, and Brian D. Donovan, Hotel Convention Center—Lombard, city manager Illinois, and David A. Hulseberg, Neighborhood Improvement Program village manager, and William T. (NIP)—Monterey, California, and Lichter, village manager (retired) Fred E. Meurer, city manager Strategic Budgeting Using Public School Environmental Sustainability Opinion Polling—Tarpon Springs, Program—Charlottesville, Virginia, Florida, and Ellen S. Posivach, and Gary B. O’Connell, city man- former city manager ager, and Lance A. Stewart, facilities maintenance manager

5 Award for Career Excellence in Honor of Mark E. Keane George D. Di Ciero

Established in honor of former ICMA Executive Director Mark E. Keane, land to development in Colorado and the Award for Career Excellence recognizes an outstanding local government is well on its way to meeting its target administrator who has fostered representative democracy by ­enhancing of 40 percent open land at build-out. And the list goes on. Mr. Di Ciero the effectiveness of local government officials and by consistently initiat­ implemented a home-rule charter; ing creative and successful programs. Candidates must be voting ­members established development review poli- of ICMA; have a minimum of 10 years of executive, senior-level service to cies to ensure high-quality residential the profession; and be endorsed by a past or present elected official. This and commercial neighborhoods; year, ICMA presents the Mark E. Keane Award to George D. Di Ciero, city oversaw the administration of bud- and county manager of Broomfield, Colorado. gets that grew from a few hundred thousand dollars to over $253 mil- lion; oversaw a growing asset base; In 1968, George Di Ciero came to a combined municipal, county, and and authored a critical Long Range small, newly incorporated, statutory state courts in a single location, and a Financial Plan to guide Broomfield’s city of 6,500 people and 1.5 square police department that fulfills sheriff’s policies and development into the miles, and took the reins as its man- detention and civil responsibilities future. Under his management, ager. With effective administrative while working to coordinate human annual budgets have had surpluses management, he successfully guided services cases under the single and reserves to protect against eco- Broomfield as it grew into one of umbrella of the city and county nomic downturns, and his recommen- the most exciting, livable, safe, well- manager’s office. dations have helped community and planned, and well-managed commu- Balanced growth has always been elected officials manage future land nities in Colorado, if not the nation. a key component of Broomfield’s use designations to achieve a positive Now at over 33 square miles and a master plan. With Mr. Di Ciero’s help, ratio of revenues to expenditures at population over 50,000, Broomfield Broomfield has achieved retail devel- build out. is a home-rule, council-manager, opment to bolster sales tax revenues Throughout his career, Mr. Di combined city and county govern- that pay for residents’ amenities; Ciero has remained responsive to ment with a remarkable manager at commercial and industrial develop- the community’s desires and will- its helm. ment to bolster job opportunities; ing to educate, coach, and support Until November 2001, portions of housing development to ensure a successive mayors and city council Broomfield lay in four different coun- reliable workforce; transportation members. He instituted a customer- ties. Throughout the 1990s, backed by improvements to ensure a safe and service model—what the staff refers overwhelming support from citizens healthy environment; acquisition to as “the Broomfield Way”—that rep- and elected officials, Mr. Di Ciero pur- of open space, greenbelts, and park resents his own friendly, inquisitive, sued efforts to consolidate in order to areas through development agree- “can-do” attitude. He recruits and more effectively and efficiently serve ments; and new entertainment oppor- empowers high-quality staff mem- the community. After state legislative tunities for the region. Broomfield’s bers, encouraging innovation, creativ- approval in 1998 and a three-year strong and diversified economic base ity, fiscal responsibility, and personal transition period, the county govern- places the community near the top of accountability, and taking pride in ment functions were successfully every revenue-producing category. their awards, recognition, and even- incorporated into a combined—and Mr. Di Ciero’s accomplishments tual accession to leadership positions reformed—city and county organiza- in Broomfield are legion. In the early in both the public and private sectors. tion. Under Mr. Di Ciero’s guidance 1990s, with residents’ approval of a He values people who can connect and energy, Broomfield has estab- sales tax to purchase open space and with others and embraces the concept lished an integrated system of health parks, he and elected officials led of teamwork. and human service delivery that collaborative efforts to acquire over Understanding the importance allows access at any point, a Central 6,760 acres of publicly owned open of citizen input into the workings of Records Office that avoids duplication land and easements and to set aside government, Mr. Di Ciero structured of resources and provides a one-stop 901 acres of privately owned, perma- the city’s decision-making processes counter for residents seeking informa- nently open land. Today, Broomfield to include the public on citizen tion on properties and voter services; has one of the highest ratios of open (Continued on page 25)

6 Award for Career Development in Memory of L. P. Cookingham Thomas O. Forslund

Each year, ICMA presents the Award for Career Development to an out­ pipeline of qualified applicants for its standing local government administrator who has made a significant leadership positions. contribution to the career development of new talent in professional The program, which began in January 2007 with 30 students, rep- local government management. The award commemorates former resented a major commitment for ICMA ­President L. P. (Perry) Cookingham, who is credited with creating all concerned. For the students— the local government internship. Candidates must be voting members firefighters, mechanics, wastewa- of ICMA. This year, ICMA presents the Career Development Award to ter treatment plant operators, and Thomas O. Forslund, city manager of Casper, Wyoming. accountants—the commitment was to attend eight hours of class each month for 15 months to learn the With 20 years as city manager of ­manager’s office. The first intern, basics of management: budget writ- Casper, Thomas Forslund is now the an MPA graduate student, was hired ing, the essentials of employment longest-serving city manager—and the for the summer of 2004; over the law, and tactics for being an effective most widely recognized leader among next three years she was followed supervisor. For the eight department city managers—in Wyoming. He is by more MPA interns. In 2008, the heads, the assistant city manager, and the most ardent supporter of them as summer internship was expanded Mr. Forslund himself, the commit- a group, the most ardent promoter of into a yearlong experience modeled ment was to teach at least one of the the profession, and the state’s most after the ICMA Local Government eight-hour classes, thereby ensuring ardent advocate for professionalism in Management Fellowship program. that the students received practical municipal government. Laurie Kadrich, city manager of management knowledge as well as Those whose careers have been Grand Junction, Colorado, recalls real-life examples drawn directly from most directly influenced by Mr. that even while Mr. Forslund was get- Casper experience. Forslund are his many interns and ting started with Casper’s internship Mr. Forslund also reaches out analysts. For decades, he has always program, he was working to convince beyond the Casper organization to had an administrative analyst in his other city managers throughout the new managers in the region, many office—typically a young person with region to follow suit, and in the past of whom have come to depend on a freshly earned MPA and the desire few years, many have. him as their careers progress. Carter to someday become a city manager. Like most governments, Casper’s Napier of Riverton can rattle off a The analysts write speeches, produce workforce contains a large number of long list of managers who regularly newsletters, analyze data, and gener- baby boomers, one-fifth of whom seek Mr. Forslund’s advice. To Bobbe ally are given as much exposure as have been with the city for 20 years Fitzhugh, city manager of Douglas, possible to the intricate processes of or more. Usually, these seasoned Wyoming, he is an outstanding men- a modern municipality. Mr. Forslund employees are leaders in their work tor because he is deliberate, thought- always makes sure that his new hires areas, and when they retire, they will ful, and ethically above reproach. understand that the position is meant take with them not only their institu- During a contentious election last to be a stepping stone. They are tional knowledge but also their lead- year, when several city council warned: “I will be disappointed if you ership and supervisory experience. candidates ran on an anti-manager stay here for less than 18 months. Understanding that a great organiza- platform, Ms. Fitzhugh and Mr. But in five years, I expect you to be tion does not just support its opera- Forslund were in frequent contact, leaving.” He wants them to become tions for today but throws its energy and after several of those candidates city managers, and in general, he back into itself in order to remain took office, he advised her on how gets his wish. Jeff Jones, hired as an strong for long into the future, Mr. to win them over. In his dealings administrative analyst in 1996, is now Forslund saw the importance of hav- with elected officials, he is politically the assistant city manager of Hurst, ing his department heads become astute, his demeanor both humble Texas; Carter Napier hired as the personally involved in the effort to and appropriately assertive. “We call analyst in 1998, later became the city train the next generation of Casper’s him Elder Tom,” Laurie Kadrich of administrator of Riverton, Wyoming. leaders. The city’s Leadership Grand Junction says of the 56-year- Mr. Forslund also created an Training Program was designed to old manager. Noting how he has a internship program in the city ensure that the city always has a (Continued on page 25)

7 Assistant Excellence in Leadership Award in Memory of Buford M. Watson Jr. Frances A. Gonzalez

ICMA’s Assistant Excellence in Leadership Award, which commemorates and cultural activities, and volunteer former ICMA President Buford M. Watson Jr., is presented to a local opportunities for seniors 60 and older. government management professional who has made significant con­ Committed to excellence and the long-term success of the city tributions toward excellence in leadership while serving as an assistant organization, Ms. Gonzalez was (regardless of title) to a chief local government administrator or depart­ influential last year in the creation, ment head. Candidates must be members of ICMA, full-time assistants ­development, and implementation reporting to a chief local government administrator or department of the city’s Executive Leadership head who have been responsible for significant administrative duties Program. Identifying executives from for at least one year (not including internships in conjunction with an the city’s leadership team who will work closely with executive coaches ­academic program), and endorsed by a CAO. This year’s recipient of the toward enhanced professional Assistant Excellence in Leadership Award is Frances A. Gonzalez, assis­ ­development outcomes, the program tant city manager of San Antonio, Texas. provides participants with strate- gies that are designed to enhance their leadership skills, communica- As assistant city manager in San emergency preparedness, health code tion techniques, and approaches to Antonio, Texas, Frances Gonzalez enforcement, and food inspections. change management, all with a focus is responsible for those city depart- In addition, Ms. Gonzalez led a on ­continuous improvement. ments most directly involved with team of city staff to plan and develop Before becoming assistant city human development efforts— a state-of-the-art homeless campus manager, Ms. Gonzalez served as the Metropolitan Health District, known as Haven for Hope. Designed assistant to the city manager, in the Department of Community to be a transformation center, this $80 which capacity she was respon- Initiatives, the Department of Parks million project, which involved both sible for staffing and coordinating and Recreation, and the library sys- the private and public sectors, will the activities of the Housing and tem. In this capacity, she has been include a comprehensive program of Neighborhood Action Team, which a ­formidable leader for innovative services for men, women, and fami- was developed to facilitate and change to benefit the community and lies. Recognizing the significant role expand existing housing policies a steadfast advocate for health and the campus will play in delivering and programs. She also managed human services. services to this population, the city the Organizational Review Office, As an example of her solid record initiated the effort to garner financial which conducts comprehensive orga- of achievement, in 2008 Ms. Gonzalez support for the project while Ms. nizational studies and performance spearheaded one of the most signifi- Gonzalez used the expertise of a mul- reviews of all city departments with cant city/county consolidation efforts tidisciplinary team to help negotiate the objectives of improving organi- in recent history, integrating city and the site development and lease agree- zational efficiency and effectiveness, county health services to establish a ment. Over time, the city will realize and finding new and better ways to high-performing public health sys- the benefits of providing services to deliver public services. And she coor- tem. Under her leadership, health this population through streamlined dinated the city’s Better Jobs efforts, system roles and responsibilities and seamless programs. which link education, economic were changed to enhance the qual- Her leadership qualities and advo- development, and workforce develop- ity of services, reduce duplication, cacy efforts were also in evidence ment programs and initiatives. use resources more efficiently, and when Ms. Gonzalez helped to ­create Ms. Gonzalez was also director provide a seamless system of care for a state-of-the-art clearinghouse for of the city’s Neighborhood Action patients. This restructuring of clinical, senior services and information. The Department, responsible for develop- preventive health services will allow result of a collaborative effort by ing housing policy and implement- the city’s health department to focus three different departments, the Bob ing housing programs. During her on its core competency: protecting Ross Senior Multi-Service Health and tenure, the department created the the public through immunizations, Resource Center opened in April 2007 nationally recognized Neighborhood environmental monitoring, commu- to provide health and wellness activi- Sweep ­program, which employs a nicable disease control, public health ties and services, education, social (Continued on page 25)

8 Community Health and Safety Award Populations of Less Than 10,000 Normandy Park, Washington

ICMA’s Community Health and Safety Award recognizes the innovative local government programs or processes that demonstrate improvement in the community’s safety, health, and/or wellness, including enhancement in the quality of life for the disadvantaged. This category is sponsored in part in memory of Carolyn Keane, first wife of ICMA’s fourth executive director, Mark Keane, and in memory of Bill and Alice Hansell, parents of ICMA’s fifth executive director, William H. Hansell. This year, ICMA presents the award in the less-than-10,000 population category to the city of Normandy Park, Washington, and City Manager Douglas J. Schulze for

the Rape Aggression Defense (RAD) course. Learning the basics of hands-on self-defense

In an effort to participants can practice using the drills and final scenarios built my teach women how learned physical defense techniques— confidence in my ability to defend to take steps to striking and kicking—on stationary myself and gave me an enthusi­ prevent an assault targets (padded bags) and then on the asm to continue to improve in the or rape through instructors who wear protective gear. techniques taught. risk reduction This program has produced the The RAD Program was imple- and avoidance most positive feedback of any preven- mented in 2003, and more than 400 Douglas j. Schulze as well as basics tion program in the history of the female students have completed the of hands-on agency. In addition to testimony from training since then. With annual pro- self-defense, the Normandy Park, a young woman who actually had gram costs of less than $2,000, which Washington, police department offers the opportunity to use her training to comes primarily from public and a course in the Rape Aggression defend against an attacker—and did private grants, the RAD program is Defense (RAD) System. The course so successfully, the following com- highly cost-effective. involves 12 hours of training bro- munication is typical of the feedback The positive feedback from ken into four sessions. Taught by received from RAD graduates: participants and success of the pro- city police officers who are certified gram have led to a recent decision instructors in the area of women’s I am a 55-year-old woman who to expand the training to youngsters self-defense, this training is offered has always been safety conscious. aged 5–12. The officers who conduct for free through public and private I have taken women’s safety the training for adults have completed grants and funding. courses before that were helpful, certification in RAD Kids and will be The RAD System is a detailed and but none gave the practical train­ teaching prevention techniques as comprehensive course for women ing in self-defense that I desired well as hands-on self-defense skills. that begins with crime prevention, until I took the RAD course. . . . The RAD System course provides and risk reduction and avoidance, These two officers teaching the effective and useful crime prevention and progresses on to the basics of RAD course finally made me not training to a vulnerable population. hands-on self-defense. The training only safety conscious but safety As an additional advantage, women includes lectures and discussions on educated. This course is specific, and children participating in the assertiveness and verbal confronta- well demonstrated, and effective. training develop positive relationships tion skills followed by safety strate- [The officers] taught the various with Normandy Park police officers, gies. This program is dedicated to self-defense techniques with clar­ which contributes to community teaching easy, effective, and proven ity, precision, and encouragement. ­support and trust. n self-defense tactics that women can I came away from the course use to protect themselves against not just learning self-defense various types of assault techniques but with a base of What makes the RAD course so understanding to build upon for effective is that following the training, my personal safety. The in-class

9 Community Health and Safety Award

Populations of 10,000 to 49,999 Winter Park, Florida

ICMA’s 2008 Community Health and Safety Award in the 10,000-to- 49,999 population category goes to the city of Winter Park, Florida, and to City Manager Randy B. Knight for the Ambulance Safety Initiative.

The 1990s saw redesign. The project began with an more than 300 assessment of the passenger restraint fatal ambulance system that paramedics need to travel accidents in the safely, as well as of the basic ergo- United States, nomics of emergency medical care most of which itself. To ensure that the environment involved emer- and activities of first responders is Randy B. Knight gency medical as safe as possible, it thoroughly service (EMS) researched the entire patient care ­personnel who were sitting unre- continuum, from vehicle markings to strained on a bench facing the equipment accessibility. This compre- patient. In addition to rendering hensive approach led to several con- care during transport to the medical clusions for the design of the system, facility, they had to communicate via not the least of which was the impor- radio, reach necessary medical equip- tance of developing a seating and ment, and perform other patient care restraint system that was very user- functions, all of which required them friendly because attendants would to routinely move about the ambu- reject a cumbersome harness design. Increasing safety for paramedics through lance and thus made it impossible Ultimately, a five-point restraint was a restraint system for them to use the standard lap-type devised that offered greater security seat belts provided. in all circumstances, while also allow- The single most important Despite an era of improved seat- ing for the continued mobility neces- achievement of the ASI project is the ing restraints for almost all passenger sary to treat patients. increased level of safety for paramed- vehicles, the Winter Park Fire-Rescue The city of Winter Park funds all ics. Combined with all other safety Department (WPFD) discovered in activities of the fire-rescue department, improvements made to the units, the 2004, while seeking to purchase new and its Vehicle Replacement Fund WPFD’s attention to ergonomic design ambulances, that the new passenger (VRF) serves as a type of internal leas- yielded what the industry is referring safety initiatives did not account for ing function for each city department. to as America’s safest ambulance. ambulance attendants. Yet studies on After specifications were drafted, the Three important measures are ambulance safety from the National ASI units were placed for competitive being used to evaluate the success of Institute of Occupational Safety and bid adhering to the city’s purchasing the ASI project: Health, along with historical facts policies and procedures, as well as to and crash-test videos, confirmed the Florida state law. Two manufacturers 1. Personal compliance: Personal inherent dangers to medical attendants responded and accepted the challenge compliance has been measured working in the patient compartments to change the design of the standard through spot checks and supervi- of American ambulances. Thus, to American ambulance (there are cur- sor observations. During the first address the basic safety needs of rently five manufacturers producing three months of implementation, paramedics, WPFD established what similarly designed units). Within two a compliance rate of about 75 is now referred to as the Ambulance years of the project’s inception, a percent was observed, which Safety Initiative (ASI) project. purchase order was initiated, and a eventually improved to a rate of The ASI project was initiated in contract was signed to produce units 90 percent. 2004 by Lt. Andrew Isaacs of WPFD: meeting all specifications. The total 2. Reduction in workers’ compen­ told that there was no design on the cost for each unit was about $170,000, sation: Before the ASI features market like the one he envisioned, and all units were budgeted under the were introduced, the department­ he began to draft his thoughts for the VRF program. (Continued on page 26)

10 Community Health and Safety Award Populations of 50,000 and Greater Georgetown County, South Carolina

ICMA’s 2008 Community Health and Safety Award in the 50,000- and-greater population category goes to Georgetown County, South Carolina, retired County Administrator Thomas W. Edwards, and County Administrator Henry Edsel Hemingway Jr. for the Choppee Regional Resource Center.

Improving the South Carolina Department of Health health of low- to and Environmental Control (DHEC) moderate-income to list the region as a “Medically individuals has Underserved Health Professional long been a major Area.” Because poor health was Serving the region’s needs through a one-stop health care facility challenge in acknowledged to be a root cause of rural Georgetown many of the county’s other ­challenges, Thomas W. Edwards County, South improving the health of Choppee’s $713,000 to the project; meanwhile, Carolina, just as residents would certainly be instru- the St. James-Santee Family Health it is in many rural mental in addressing employment and Center obtained $550,000 in federal counties through- educational deficiencies.­ funding. Because the other partners out the South. A The federal government’s decision were initially unable to contribute 2000 health assess- to consolidate the schools provided their share of renovation and opera- ment reported that the needed spark that ignited the com- tion costs, the council agreed to African Americans munity to organize to attack its most advance these agencies the necessary in the county were pressing problem: lack of basic health funds through an innovative fund- Henry Edsel Hemingway more than twice care. With the now-empty school ing arrangement that allowed them as likely as whites to stop requesting buildings identified as a feasible place to eventually commit $249,000 to health care, cease taking medications, to house a regional health and well- capital improvements, plus an addi- and die prematurely; and both the ness center, residents went to work to tional $183,000 to renovate an adjoin- diabetes rate and the mortality rate obtain support for the project. ing wing for the establishment of a from HIV/AIDS among this popula- It was at this time that the crisis stabilization center. The state tion were five times higher than South Carolina Primary Health Care of South Carolina then awarded the among whites. Moreover, 45 percent Association introduced “Health Access county $31,000 for exterior landscap- of all children under age two in pub- for All,” a community-based initiative ing, and the county school district, lic health clinics were inadequately to improve access to primary care. faced with maintenance or demolition immunized against such preventable Participants in the initiative—the costs for the vacant buildings, agreed diseases as polio, measles, diphtheria, South Carolina DHEC, the St. James- to transfer the property to county tetanus, haemophilus influenza B, Santee Family Health Center, the government for reuse. and whooping cough. Waccamaw Center for Mental Health, The citizens and health partners In the Choppee region in rural the Georgetown County Drug and provided the enthusiasm and certain southwestern Georgetown County, Alcohol Abuse Commission, and the types of expertise, but it was up to 56 percent of the 6,900 residents Georgetown Diabetes CORE Group— the county to provide the coordina- live 200 percent below the poverty ultimately joined forces to develop a tion, organization, leadership, and level. Besides poverty, barriers to “one-stop” regional health care facility project management expertise to medical care in 2000 included inad- to serve the region’s needs. ensure that the project became a equate transportation, poor health Although the county council rec- reality. A key factor in this effort was education, cultural restrictions, lack ognized the crucial need for a health the contribution of more than 30,000 of health insurance, lack of preven- care and wellness center, the county hours of labor—valued in excess tive health services, and lack of government had only $255,000 of $500,000—from inmates of the primary care providers willing to to apply toward it. In late 2001, it county detention center to ­transform serve the low-income and indigent received a Community Development the former high school building into populations—a factor that led the Block Grant, from which it dedicated (Continued on page 26)

11 Community Partnership Award Populations of Less Than 10,000 Potosi and Lancaster, Wisconsin

ICMA’s Community Partnership Award recognizes the programs or processes that demonstrate innovative, multiparticipant involvement between and/or among a local government and other governmental entities, private sector businesses, individuals, or nonprofit agencies to improve the quality of life for residents or provide more efficient and effective services. This year, ICMA presents the Community Partnership Award in the less-than-10,000 population category to the city of Lancaster, Wisconsin, and City Administrator Scot E. Simpson, and the village of Potosi, Wisconsin, for the Schreiner Memorial Library.

Fire station kitchen and meeting room Not long ago, the kitchen and meeting room of the transformed into public library residents of Potosi, Potosi fire station had been trans- started out as an experiment between Wisconsin (2008 formed into an intimate, functional two communities, separated by pop. 726), had public library. Civic leaders, Lancaster approximately 13 miles, has, after the access to library library staff, and members from first year, proved a success beyond our services when both communities contributed to the loftiest expectations.” In 2007 alone, a bookmobile planning and construction process, Scot E. Simpson regularly visited donated books and other materi- • Library cards were issues to 240 their community. als to establish the branch library residents who had never before When that service was discontinued, collection, and dedicated volunteer owned one. residents were left without library hours to make operations a success. • Nearly 5,100 materials were services. For those who had access Each magazine subscription that the ­circulated, and use of Lancaster’s to transportation, the closest library library currently holds is donated by library also increased. was almost 15 miles away. But local a member of the village. Many sur- • The two computers in the Potosi schoolteachers had limited resources rounding libraries and organizations library served 718 users. with which to plan curriculum, and have donated materials as well, and • Circulation to the village of Potosi those residents who benefit most in return, residents of the surround- increased by 763 percent, and by from public libraries—youth, the ing area now have access to both the 342 percent to the surrounding elderly, and disabled residents— Lancaster Schreiner Memorial Library rural area. were left with no access to books, and the Potosi Branch Library. ­computers, or the other valuable tools Total annual operating expenses, But numbers alone cannot tell that libraries provide. which the two communities share, the compete story. The librarian tells With a small operating budget are approximately $26,000. Estimated about the homebound residents she and limited savings for capital proj- costs to operate a stand-alone library has gotten to know as she ­delivers ects, Potosi was unable to open its would be significantly higher—and books to them weekly or about own library. So its leaders worked prohibitively so for Potosi. Potosi’s elementary-school teachers bring- with community leaders and library contribution of $15,000 per year gives ing their entire classes to sign up for staff in nearby Lancaster and formed its residents access to a part-time their first library cards. While other a partnership with the town to con- librarian, who operates the library for small communities struggle to keep struct and operate a small branch 15 hours per week and, in addition ­existing houses occupied, new homes of Lancaster’s Schreiner Memorial to book checkout, provides reference are being built annually in Potosi—a Library in Potosi. This partnership, assistance, Internet access, copying and ­testament to how assets like a library one of only a handful in the state, has fax service, and interlibrary loans, as are vital to making a community produced one of the state’s smallest well as Story Hour and other children’s attractive to families. yet most highly used facilities. programs. The library is managed by Both Potosi and Lancaster lead- After about a year of planning, the director of Schreiner Library. ership can attest to the power of the Potosi Branch Library opened to According to Potosi Village ­partnerships, especially in small the public. For $40,000, the former President Frank Fiorenza, “What (Continued on page 26)

12 Community Partnership Award

Populations of 10,000 to 49,999 Ferndale, Michigan

ICMA’s 2008 Community Partnership Award in the 10,000-to-49,999 population category goes to the city of Ferndale, Michigan, City Manager Robert J. Bruner, and The Lighthouse of Oakland County, Inc., and Judith Robinson, executive director for the Porch Light Partnership.

As a first-ring lead abatement. LCD then purchased Detroit ­suburb, two additional houses, and renova- Ferndale, Michigan, tions on all three houses were com- was experiencing plete by late November. The goal was the effects of urban to have six totally renovated homes sprawl: people by the end of 2008. Renovated homes offered to first-time home buyers at affordable prices had moved out of Once renovated, the homes are Robert J. Bruner what were once offered at affordable prices to first-time solid, middle-class home buyers. As an important compo- County brokered the deal to permit neighborhoods, leaving empty houses nent of the program, potential buyers CDBG funds to be released through behind. Because an abandoned or can receive free financial education the city of Ferndale to complete the boarded-up house is clearly a blight on how to purchase and maintain a project. The open houses held to on a neighborhood and negatively home. The low- to moderate-­income showcase the properties for potential affects property values, the city of buyers who benefited from this pro- buyers were advertised on the city’s Ferndale, Oakland County, Lighthouse gram, and would not have been able Web site and local cable TV channel. Community Development (LCD), and to purchase a home other­wise, are By cooperating and focusing on the Paramount Bank formed a unique now able to give their families a stable goal of providing affordable housing residential rejuvenation initiative home environment that is part of a to low- and moderate-income fami- called “The Porch Light Partnership” community, a school district, and a lies, the partners were able to work dedicated to improving neighborhoods neighborhood where their children through any minor difficulties quickly. one home at a time. The challenge can grow up. It’s the kind of program that other was twofold: to provide affordable It is a recognized fact in home cities could easily benefit from—as housing in quality housing stock and improvement that renovations on Pontiac, Michigan, has done, building to prevent further neighborhood dete- one house in an area will encourage more than 110 new homes, rehabili- rioration—two goals that are crucial to renovations on other properties in the tating 25, and using more than 180 preserving, enhancing, and diversify- same area. Since March 2007, 15 per- grants and loans to facilitate repairs ing a community.­ mits were issued for work on other to owner-occupied homes in low- to The Porch Light Partnership is houses in the three neighborhoods moderate-income neighborhoods. an ongoing initiative that relies on where the Porch Light project homes The Porch Light Partnership numerous state, local, public, and are located. More than 20 candidates ­project is a win-win situation for all private sources—a county-awarded have participated in the home-buyer concerned, as it will improve neigh- $415,000 HOME grant received by seminars conducted with LCD and borhoods, strengthen housing stock LCD, financing from Paramount Bank, Paramount Bank, and businesses are and values, and attract new residents and the assistance of local trades—to being approached to encourage their to Ferndale. Future plans include purchase and renovate city-identified low- to moderate-income employees increasing the number of community homes in specific Ferndale neighbor- to participate in this program. partners involved in the partnership, hoods. The partnership kicked off the Because the partnership is a securing additional funding for fur- project in January 2007 by investigat- cooperative group of local and county ther rejuvenation efforts, and devel- ing neighborhoods and possible prop- government, private sector busi- oping additional projects—all with erties; the first house was purchased, nesses, and nonprofits, it has the the goal of improving Ferndale neigh- n and renovations began in the spring. talents required to make this project borhoods one home at a time. The city was called upon for addi- a success. Each partner brings unique tional Community Development Block resources to the project. When addi- Grant (CDBG) funding to assist with tional funding was required, Oakland

13 Community Partnership Award

Populations of 50,000 and Greater Fort Collins, Colorado

ICMA’s 2008 Community Partnership Award in the 50,000-and-greater population category goes to the city of Fort Collins, Colorado, and City Manager Darin A. Atteberry for the Community Mental Health and Substance Abuse Partnership.

By the late After an intensive system assess- 1990s, provid- ment, the Community Mental Health ing adequate and Substance Abuse Partnership mental health was launched. Committed to system- and substance atically restructuring and improving abuse services for service provision, the partnership was Reengineered crisis response system involves 22 organizations Colorado’s Fort created to offer a well-coordinated, Darin A. Atteberry Collins/Larimer well-funded continuum of mental County commu- health and substance abuse services steering committee, which includes nity had become quite challenging. that meets citizens’ needs and pro- a representative from the Fort Collins For years the area’s mental health and motes a healthier community. To city manager’s office, assumed substance abuse service providers date, 35 organizations have joined responsibility for overall program planned and provided their services in the partnership, including the direction. It determined that two essentially independently from one city of Fort Collins, Larimer County, things were essential to the pro- another; no mechanism existed to state offices, the health district, the gram’s effectiveness: a base of evaluate the total mental health and hospital system, the criminal justice ­funding from which to keep the substance abuse needs of the com- system, mental health and substance work organized, and the commit- munity, review the services available, abuse service agencies, cognitive ment of each person involved. Over and implement a community plan; ­disability service providers, consumer the years, the partnership has been people with mental illness or sub- advocates, schools, the faith commu- funded by more than 43 organiza- stance use disorders had difficulty nity, housing agencies, private thera- tions and foundations, as well as by finding and accessing needed ser- pists, and Colorado State University. several individuals. vices; and police staff typically lacked A steering committee was In 2002, Connections was estab- training to work with this population. appointed and defined a three-phase lished to provide comprehensive, In short, the existing system was implementation process: (1) clarify ­specialized mental health and sub- inadequately meeting the needs of the key issues and identify potential stance abuse information, referral, the people it was meant to serve. next steps; (2) develop a structure to and assistance. On average, more Case studies revealed four com- address key issues; and (3) focus on than 3,700 people visit the office mon problem themes: implementing solutions. Partnership each year; to date, more than 50,000 people have sought its services. In 1. Overloaded and fragmented ser- priorities were identified to include 2006, client satisfaction with the vices were driven by the crisis at • Ensuring adequate connections Connections process, ranging from hand, with little time for preven- to services intake, to referral to appropriate ser- tion or early intervention. • Maximizing capacity for diagno- vices, to the helpfulness of those ser- 2. Consumers and families felt sis, prescriptions, and treatment vices, was 89 percent or better, and “punted,” or shuffled, from • Creating and re-creating essential therapists reported that 88 percent ­service to service. services of clients improved their ability to 3. Providers rarely knew a client’s • Improving information sharing function. Service providers who work treatment history, if there was one. with the program report a 100 percent • Advocating policy changes. 4. Insurance with mental health cov- satisfaction rate as well. In particular, erage did not guarantee access to Locating the oversight, admin­ clergy and school personnel appreci- adequate and appropriate mental istration, and functions of the part- ate having one source for comprehen- health services. nership within the Health District sive information when trying to help of Northern Larimer County, the (Continued on page 26)

14 Community Sustainability Award

Populations of 10,000 to 49,999 Centralia, Illinois

ICMA’s Community Sustainability Award recognizes the innovative local government programs or processes that demonstrate creativity in balancing that community’s social, economic, environmental, and cultural needs. This year, ICMA presents the 2008 Community Sustainability Award in the 10,000-to-49,999 population category to the city of Centralia, Illinois, City Manager Grant A. Kleinhenz, and Assistant City Manager J. Scott Sellers for the Centralia Opportunity Fund.

For years the city various economic programs existed Before of Centralia, incor- in the form of loans, grants, tax cred- porated in 1859 as its, and technical assistance, each After a railroad commu- had its limitations. Tax increment nity in the heart of financing (TIF) districts and enter- rural South-Central prise zones had district boundaries; Illinois, benefited Community Development Assistance Grant A. Kleinhenz from coal mining, Program loans and grants had low- to oil exploration, ­moderate-income requirements; and and small manu- each had its own project eligibility facturing. But in costs and scheduling restrictions. City 1947, a coal mine staff needed to design a flexible pro- explosion killed gram that could be used either with Opportunity Fund supports a proactive 111 miners, herald- other programs or on its own. approach to economic development ing the end of the In November 2006, the city coun- mining era in the cil unanimously adopted the Centralia scope or scale of a project, and the J. Scott Sellers city. Soon after, Opportunity Fund. Established as project’s economic impact on the com- the oil supply depleted, and Centralia part of the 2007 budget process to munity in terms of jobs, investment, faced some difficult economic times. promote, complement, and enhance and tax-revenue generation. Funds Fortunately, it was able to attract economic and business ­development may be used for a variety of purposes, some light manufacturing, which led opportunities throughout the city including land acquisition; building to a stable population increase until for industrial, commercial, and demolition, construction, and/or reha- the 1970s. But when globalization hit residential projects, the fund began bilitation; site preparation; extension the area, many manufacturing jobs with a start-up injection of $100,000 of utilities; machinery and equipment; were outsourced. Between 1990 and from the general fund reserve, and inventory; and working capital. Funds 2004, Centralia documented a popu- added 70 percent of all unexpended, are not to be used for refinancing, lation decline of 6 percent and lost unencumbered contingency fund for projects having an overall nega- thousands of jobs. line items at the end of fiscal year tive impact on the community, or for Scrambling to retain the industries 2006; each year thereafter, this same projects outside the city limits. The that remained but were in jeopardy of percentage of unexpended, unen- funding conditions include evidence of closing, the city also had to address cumbered contingency fund line need and project feasibility, evidence its many vacant buildings, which cre- items would be transferred into the of project financing, project schedule, ated blight and added nothing to the Opportunity Fund. ­operational/agency approval, and tax rolls. Reevaluating its strategy for Under the terms of the fund, a applicant clearance.­ business retention and attraction, the developer, investor, or business may The Opportunity Fund is a new city found that it was using the same receive funds in the form of a grant, a instrument in Centralia’s economic incentives that it had been using for forgivable loan, or a low-interest loan development “toolbox,” greatly years, many of which did not address for a specific project within the city’s enhancing the city’s ability to attract the needs of those industries that corporate limits. The amount and type development. It has been used nine were leaving (or had left). While of funding provided depends on the (Continued on page 27)

15 Community Sustainability Award

Populations of 50,000 and Greater Davenport, Iowa

ICMA’s Community Sustainability Award in the 50,000-and-greater popu­ lation category goes to the city of Davenport, Iowa, City Administrator Craig Malin, and Assistant City Administrator Dee F. Bruemmer for the Green City initiative.

Recycled paper? in Iowa; added hybrid vehicles as Check. Hybrid cars pool cars and replaced all non- in fleet? Yes. LED emergency V8 vehicles with fuel- traffic signals? Years efficient models; used recovered ago. Waterless methane in its wastewater plant urinals? Sure, and to generate 90 percent of the elec- an internationally tricity needed and reduced energy

Craig Malin recognized sewage consumption by 33 percent. treatment plant! • Create a healthy, livable urban Paperless office? center: Completed adaptive reuse Green City initiative cultivates extraordinary Ah, we’re trying . . . . of vacant warehouses to reduce revitalization and sustainability efforts The largest sprawl and encourage transit- Farm Belt city on friendly development; invested installed pet waste stations and the Mississippi, $66 million in rehab housing signs at 35 locations. Davenport, Iowa, projects; strengthened the curb- And while compelling stories had a long, proud side recycling program; invested Dee F. Bruemmer abound, three merit more than a manufacturing his- $3.7 million to transform a for- ­bullet point: tory. But like many old manufacturing mer brownfield into a regional Regional Model for Community cities, it lost jobs by the thousands park; committed more than $75 Revitalization. Davenport’s “River and, as globalization hit, suffered million in downtown public and Renaissance” program, approved by double-digit population losses. Some nonprofit arts and culture capital 73 percent of voters in 2001, launched thought it would be another cast-off investments. America city that was once great but a revitalization of the historic down- • Enhance the urban forest/ no longer. town. The countywide vote permit- increase open space: Created But Davenport lacks neither resil- ted Davenport’s partners in Scott 12 community gardens in under- ience nor pluck. Not surprisingly, County to contribute $5 million to served areas, restored 4.5 acres then, Davenport set out to overcome match a state grant of $20 million of native prairie, and planted 50 years of urban disinvestment and the city to contribute $25 million over 800 trees annually on major and its attendant population and in order to leverage an initial $113 streets and in neighborhoods; job loss—and to do so while ensur- million of private-public redevelop- acquired and converted to green ing the city’s environmental, fiscal, ment. Revitalization began with two space nearly 100 flood-prone and social sustainability. And it is new parking ramps, a move of the homes; significantly reduced succeeding! Through its Green City city’s art museum downtown, an pesticide use in parks and on city- initiative, the city is on the lead- adaptive reuse of long vacant depart- maintained properties. ing edge of nationally significant, ment stores into a mixed-use project comprehensive, and fully integrated • Protect the river and streams: including the River Music Experience, revitalization and sustainability strat- Developed compost product expansion of the city-owned art deco egies. Examples of its recent accom- for erosion control; instituted theater, and the unique “Skybridge.” plishments, grouped under four basic community and neighborhood With the only successful “Vision headers, are as follows: clean-up activities, including Iowa” bond referendum in the state, EarthWeek Coalition Programs; River Renaissance has kick-started a • Reduce global warming pollu- identified and implemented downtown rebirth that now exceeds tion and improve air quality: opportunities to improve water $300 million in reinvestment. Built the first LEED city building quality and aquatic habitat; (Continued on page 27)

16 Strategic Leadership and Governance

Populations of 10,000 to 49,999 Lewiston, Maine

ICMA’s Strategic Leadership and Governance Award recognizes the inno­ vative local government programs or processes that have significantly affected a local government organization’s culture or strategic direction. ICMA’s 2008 Strategic Leadership and Governance Award in the 10,000- to-49,999 population category goes to the city of Lewiston, Maine, City Administrator James A. Bennett, and Deputy City Administrator Phil Nadeau for the Health Care Management System by Prevention.

The city of CMMC who provides counseling and Lewiston, Maine, follow-up; participants are required Preventive care keeps people healthy and recognized that it to visit the educator at least once a saves money had virtually no year. Components of the program are a control or influence physical examination by personal phy- in comparison to $4,118,679 in 2007. over the skyrocket- sician, including prescribed lab and Even more importantly, Lewiston ing costs of health x-rays, and a health risk ­assessment employees have become more edu- James A. Bennett care management with the health educator; an exer- cated and participatory in their own for its employees cise program tailored by the health health so that municipal sick time and their spouses. care educator in conjunction with usage has decreased from 8.18 days But officials knew personal physician; nontobacco use; in 2006 to 6.75 days in 2007. that the city could and achievement and maintenance Weight loss within Lewiston do something to of body fat/waist management goals. municipal government has been mas- help curb the devel- To encourage participants, the city, in sive: as of February 1, 2007, 59 per- opment of serious consultation with the health care edu- cent of employees and spouses lost a diseases and condi- cator, provides monthly health-related total of 1,962 pounds. One year later, Phil Nadeau tions, which con- informational ­sessions to coincide 47 percent had lost an additional tributed to those costs. with confidentially tracked challenges 1,402 pounds. In addition, since the Becoming proactive about the that employees and spouses are expe- start of 2007, 42 percent of partici- need for preventive care, in 2005 riencing. Lewiston makes quarterly pants have increased their weekly Lewiston entered into an agreement payments of $5,409 to CMMC for physical activity. with Central Maine Medical Center these services. Other examples of how preven- (CMMC) to develop and implement The partnership also includes tive care has benefited Lewiston Health Care Management System by a one-year CMMC Wellness Center participants include an employee Prevention, a cutting-edge program membership for up to 150 eligible who, upon being required to have that assesses the health risk behav- Lewiston participants for a $7,762 a physical, was discovered to have iors of employees and their spouses; annual fee. Membership includes ori- cancer—which was promptly treated; educates them as to the risks of such entation to CMMC equipment with a a 30-year-old employee who learned behaviors; provides guidance to help personal health counselor, use of all that he had hypertension and was put them address at-risk behaviors; and facilities, free admission to aerobic on medication; an employee who is assists them in setting reasonable, classes, and admission to a six-week allergic to bee stings and was advised sustainable goals. Program partici- smoking cessation program. on how best to use an epi pen; an pants receive a 15 percent discount Lewiston’s health insurance individual who was assisted during on their health insurance premiums. premiums have either remained the a stressful situation; an individual This initiative has proven that, both same or, in the case of Plan Year whose high blood pressure was financially and healthwise, preventive 2008, decreased by 4.87 percent from found to be caused by an over-the- health care is far more effective than those paid the previous year. And counter medication; and a spouse disease management. when the program was developed in who used the employee assistance A key aspect of the program is a 2004, health care premiums paid by program, which helped her deal with city hall–based health educator from the city/employees were $4,472,123 (Continued on page 27)

17 Strategic Leadership and Governance

Populations of 50,000 and Greater Polk County, Florida

ICMA’s 2008 Strategic Leadership and Governance Award in the 50,000- and-greater population category goes to Polk County, Florida, and County Manager Robert M. Herr for the Organization and Employment Development program.

In 2003, a new programs of study (communications administration skills, professional development, cus- came to Polk tomer services provider, and supervi- County. Among sory skills) all directly related to the the several stra- organization’s strategic objectives. tegic initiatives The courses are taught by both in- Success equals engagement, development, and recognition of employees it identified as house talent and outsourced subject Robert M. Herr critical to the experts. Since the program began, National Association of Counties organization’s suc- course offerings have increased sig- award for Excellence in 2007. cess, one initiative—a renewed com- nificantly, with subject matter chosen Emerging Leaders Program mitment to excellence in customer in response to employee feedback. (ELP). ELP has three goals: to iden- service, both internal and external— To date, more than 1,300 employees tify top performers in the organiza- identified three challenges: have participated in the program, tion, to develop and prepare them and almost 150 certificates have been • Develop a high-performing work- for leadership roles, and to enable awarded to those who have com- force that delivers top-quality them to qualify for consideration in pleted a program of study. ­customer service upcoming supervisory/management New Employee Orientation • Engender a commitment to excel- vacancies. After top-performing non- (NEO). NEO is a two-day program lence within that workforce supervisory employees are identified that presents an overview of the through a competitive application • Foster a culture that recognizes county’s mission, vision, values, process, a select group is given the that achieving these objectives services, strategic objectives, and chance to develop their leadership is the key to organizational diversity goals, followed by a half-day capabilities and skills by participat- ­excellence. course devoted to customer service. ing in a high-visibility personal and An “Information Fair” allows new Believing that the only way to professional development program. employees to meet and question successfully attain these goals is to Participants are provided with various benefit and service provid- invest in the organization’s most valu- opportunities for organization-wide ers one-on-one. The program also able resource, its employees, County exposure through a communications provides worksite orientation to help Manager Herr created an entirely new package that ­showcases their talents employees transition into their new ­division, Organiza­tion and Employee and abilities. work life. An orientation coordinator Development­ (OED). OED’s mission Succession Planning Program. is designated for each work ­division, is to achieve organizational excellence Anticipating the possible retirement and each new hire is assigned to a through the engagement, develop- of up to 37 percent of senior lead- sponsor within his or her work group ment, and recognition of employees, ers by 2011, this program identifies for a two-week period. The success and to stimulate a culture shift that potential candidates for positions of the NEO is evident in employee values employees as critical to orga- considered critical to organizational response: nearly 100 percent of nizational success. To support its mis- success, and ensures that they all employees reported that they felt sion, OED developed and implemented have targeted, individual develop- welcomed to the organization, 97 the following programs: ment plans to prepare them for candi- percent believed that they had made Employee Development Program. dacy. This program is the first formal a positive career choice, and after 90 Developed from an organization- process initiated that aligns strategic days, 92 percent felt that the orienta- wide needs assessment, this program career development with future tion had helped them assimilate into offers over 110 classroom sessions ­organizational leadership needs. their new workplace. NEO won the within four certificate concentration (Continued on page 28)

18 Celebration of Service 2008 Service Award Recipients

ICMA Service Awards recognize and celebrate members’ dedication to public service and professional management at the local level. Awards are granted at 10 years and 20 years of local government service. After 20 years, awards are given in five-year increments. Members receiving awards for 30 years or more of local government service will be recognized individually during the Celebration of Service to the Profession, which takes place at the ICMA Annual Conference. 50 Years 40 Years

An n e E. Ho w a n s k i , t o w n s h i p m a n a g e r o f Ri d l e y , Wi l l i a m P. Bu c h a n a n , Ma n a g e r , Se d g w i c k Co u n t y , Ka n s a s Pennsylvania , h a s s e r v e d t h i s c o m m u n i t y s i n c e 1956. An Ho w a r d L. Ch a m b e r s , Ci t y Ma n a g e r , La k e w o o d , Ca l i fo r n i a ICMA m e m b e r s i n c e 1982, s h e s p e n t m a n y y e a r s a s a s s i s ta n t s e c r e t a r y a n d s e c r e t a r y , a n d w a s p r o m o t e d t o h e r c u r r e n t Jo a n P. En g l i s h , As s i s ta n t Ci t y Ma n a g e r , We s t p o s i t i o n o f t o w n s h i p m a n a g e r i n 1980. Ho l l y w o o d , Ca l i fo r n i a

De b r a J. Fi g o n e , Ci t y Ma n a g e r , Sa n Jo s e , Ca l i fo r n i a

Jo s e p h E. Gr a y Jr., Ci t y Ma n a g e r , Po r t l a n d , Ma i n e 45 Years Co l e He n d r i x , To w n Ma n a g e r , Or a n g e , Vi r g i n i a Da n i e l A. Kl e m a n , Di r e c t o r o f Fi r e & Re s c u e , Jacksonville , Fl o r i d a Da v i d R. So l l e n b e r g e r , m a n a g e r o f Pl a n t Ci t y , Fl o r i d a , Ge o r g e W. Kl o e p p e l , Ex e c u t i v e Di r e c t o r , La n e Co u n c i l o f h a s s e r v e d l o c a l governments s i n c e 1962. An ICMA Go v e r n m e n t s , Or e g o n m e m b e r s i n c e 1961, h e b e g a n h i s c a r e e r a s a n a d m i n i s t r a -

t i v e i n t e r n i n Va l l e j o , Ca l i fo r n i a , a n d w o r k e d h i s w a y Pe t e r G. Lo m b a r d i , Vi l l a g e Ma n a g e r , Pi n e c r e s t , Fl o r i d a u p t h r o u g h t h e r a n k s u n t i l h e w a s f o r m a l l y n a m e d c i t y Ro b e r t L. Sc h o e l l e Jr., Vi l l a g e Administrator , Ga r d e n m a n a g e r i n 1967. Si n c e t h a t t i m e , h e h a s s e r v e d a s c i t y Ci t y , Ne w Yo r k m a n a g e r f o r o t h e r communities i n Ca l i fo r n i a , Mi n n e s o t a ,

a n d Fl o r i d a . Fr a n k R. Sp e n c e , Vi l l a g e Ma n a g e r , Bi s c a y n e Pa r k , Fl o r i d a

Au b r e y V. Wa t t s Jr., c h i e f o p e r a t i n g o f f i c e r o f Ea r l D. Wi l s o n Jr., Ci t y Administrator , We e d , Ca l i fo r n i a Charlottesville , Vi r g i n i a , h a s s e r v e d l o c a l governments s i n c e 1963. An ICMA m e m b e r s i n c e 1985, h e b e g a n h i s c a r e e r a s d e p u t y t r e a s u r e r f o r Vi r g i n i a Be a c h a n d w o r k e d h i s w a y u p t h r o u g h t h e r a n k s u n t i l h e w a s n a m e d c i t y m a n - a g e r i n 1987. Af t e r t h a t , h e s e r v e d i n Gr e e n v i l l e , So u t h Ca r o l i n a , b e f o r e r e t u r n i n g h o m e t o Vi r g i n i a .

19 35 Years 30 Years

Cr a i g G. An d e r s o n La r r y C. Ka u f m a n Ri c h a r d F. Al m i c h Vi c t o r R. Ew i n g Ha r o l d A. An d e r s o n Be r t r a n d N. Ke n d a l l La r r y E. Ar n o l d Ge n n a r o J. Fa i e l l a Jo h n K. An d e r s o n Ge o r g e R. Ko l b Ga r y A. Ba c o c k Du a n e Fe e k e s La r r y N. Ar f t Ro b e r t A. Ku n t z Mi c h a e l W. Ba s q u e Ja m e s L. Fe r r e e Th o m a s E. At k i n s Ro b e r t C. La w t o n Jr. Ke n n e t h Le e Ba s s e t t Gr a h a m T. Fo s t e r Do n W. Ba i r d Da v i d W. Le w i s Ra l p h E. Be n t l e y Fr a n c i s A. Fr o b e l Le s t e r B. Ba i r d Sr. Vi n c e n t L. Lo n g III Br u c e E. Be n w a y Te d A. Ga e b l e r Pa t r i c i a G. Be a n De n n i s M. Ma d d e n Al a n H. Be r g r e n Ti m o t h y J. Ga g e n Pa u l A. Be r g Th o m a s M. Ma r k u s Su s a n Be r n a r d Na n c y T. Ga l k o w s k i Ma j o r T. Be r r y Jr. Cr a i g J. Ma t t s o n Da v i d L. Bl a c k b u r n Da v i d R. Ga r c i a Mi c h a e l A. Bi e r m a n Te r r y S. Ma t z Co r n e l i u s L. Bo g a n e y Er n i e V. Ga r c i a Da v i d I. Bl a n c h a r d Ba r r y D. McCl e l l a n Jo h n P. Bo h e n k o Ri c h a r d G. Ge r t s o n Ra y R. Bo c k m a n Ro n a l d S. Mi l l e r Ha r o l d E. Bo l d t Ri c h a r d I. Gu i l l e n Wa y n e F. Bo w e r s J. Mi c h a e l Mo o r e Jo n Bo r m e t G. Wi l l i a m Ha m m o n Jr. Fr a n c i s F. Bo y l e s III Jo h n R. Op e n l a n d e r Ke v i n J. Bo w e n s Da v i d J. He i a r St r i b l i n g P. Bo y n t o n Ce c i l W. Os b o r n Ki r b y M. Bo w e r s Be r t h a W. He n r y St e p h e n R. Bu r r e l l An t h o n y G. Ot t e Jo s e p h H. Br a u n Mi c h a e l S. He r m a n St e v e Ca r p e n t e r Er i c W. Oy e r Le a m o n B. Br i c e Li n d a M. He s s Da v i d M. Ch i l d s Law r e n c e R. Pa i n e Do n a l d N. Br o o k s h i r e Ri c h a r d N. Hi c k s Ed w a r d J. Ci e c k a Ge r a l d D. Pa r a d i s e G. F. Br o o m Jr. Ja m e s D. Ho c k La r r y M. Co m u n a l e Da v i d M. Pa s q u a l e R. Da l e Br o w n St e p h e n L. Ho l l i s t e r Ja m e s Al Cr a c e Jo h n R. Pi c k De e F. Br u e m m e r Ga r y C. Ho l m e s Jo h n N. Cr a r y Ar t h u r E. Pi z z a n o Pa u l L. Bu c k l e y Ja m e s R. Ho l t Ga r r y H. Cu b i t t Da v i d H. Ra m s a y Ra n d y J. Bu k a s Th o m a s R. Ho o v e r Ro b e r t Cu m l e y Di a n n e S. Ro b e r t s o n Ro b e r t M. Bu r d e t t e Gr e g o r y B. Ho r n Ed w i n C. Da l e y To b y A. Ro s s Mi c h a e l W. Bu r n s Go r d o n M. Ho w i e Jo h n C. Da r r i n g t o n Ab d e l Sa l e m B. Da v i d Ca n a d a Di a n n e Hu n t e r Ke v i n C. Du g g a n Mi c h a e l C. Sc h m i t Ri c h a r d A. Ca r l u c c i Gr e g o r y J. Is a a c k s o n Ro b e r t C. Du n e k Ch a r l e s J. Sc h w a b e Ed d i e L. Ca r t e r Di a n e G. Jo n e s Mi c h a e l H. Dy a l Ro b e r t P. Sc h w a r t z Fr e d E. Co h n Ha r r y L. Jo n e s Da n i e l L. El l i o t t Ja m e s M So u t h w o r t h Du a n e R. Co l e Bo y d A. Kr a e m e r Gr e g o r y Fe r r e s e Dw i g h t J. St a n f o r d Ri c k Co n n e r Ho w a r d D. Ku n i k De e A. Fr e e m a n Sc o t t D. St a p l e s Ri c h a r d M. Co n r a d Do u g l a s B. La g o r e A. Le e Ga l l o way Ri c h a r d Ga r y St e n h o u s e Da n n y O. Cr e w Ly n n A. La n d e r J. Ro n a l d Ge o r g e Ge o r g e R. Sy l v e s t r e Ar n e L. Cr o c e Ma r k L. La t h a m Do n a l d H. Ge r r i s h An t h o n y Jo h n Sz e r l a g Fr a n k L. Cr o s b y Sc o t t D. La z e n b y Ra y m o n d L. Gi b b s Al a n E. Ta n d y Je n n i f e r T. Cu n n i n g h a m Ro b e r t E. Le e Br u c e D. Gl a s s c o c k Jo s e p h M. Ta n n e r Ja m e s D. Cu r r y Mi c h a e l D. Le t c h e r Ca r o l M. Gr a n f i e l d Ke n n e t h A. Ta y l o r Ri c h a r d M. Cz o p p Ma t t h e w J. Lu t k u s Pa t r i c k J. Gu i l f o y l e Fr a n k M Th o m a s III Ke n n e t h W. Da l y Mi c h a e l G. Ma h a n e y Ge o r g e D. Ha e u b e r Go r d o n D. Ti f f a n y Ke l l y D. Da n i e l s F. Le e Ma n g a n De n n i s R. Ha l l o way Da l e M. Wa l k e r Da n J. De a n J. Th o m a s McCa r t y Ti m o t h y C. Ha n s l e y Da v i d F. Wa t k i n s Th o m a s M. DeAr m a n III Ga r y L. McCo n k e y Do u g l a s J. Ha r m s Da r r y l K. Wi c k m a n Pa t r i c k A. DeGr a v e Ro b e r t T. McDa n i e l Wa l t e r B. Ha r t m a n Jr. Ja m e s S. Wi l l i a m s Ch a r l e s E. De s c h e n e s Mi c h a e l K. McGo v e r n Th o m a s J. Ha u n Ja n H. Wi n t e r s Da n i e l R. Di b l e St e v e C. McGr a t h Ve r d i a L. Ha y w o o d Je f f r e y F. Wi t t e Ja m e s T. Di n n e e n Ri c h a r d A. McGu i r e Br u c e E. He n r y So r e n Wo l f f Gr e g o r y L. Du n h a m J. Ra n d y McKn i g h t Ri c h a r d J. Hi e r s t e i n Ro b e r t G. Ya n d o w Bi l l y Ed w a r d s Mi c h a e l P. McLa u g h l i n Ro d n e y H. Ir w i n Ri c h a r d A. Za i s Jr. Ed w a r d W. El a m W. Da v i d McNe i l l Da v i d M. Ji n k e n s Ma u r i c e S. Ev a n s Re n e L. Me n d e z

20 30 Years continued 25 Years continued

Ro b e r t C. Mi d d a u g h Jr. Ma r k A. Sc o t t Ca n d i c e L. DeBu t t s Ma r t y K. La w i n g Di o n O. Mi l l e r St a n l e y W. Se i t z i n g e r Jr. Fr a n c i s M. De l a c h Jr. Ka r e n R. Le v i n e Mi c h a e l G. Mi l l e r Fr a n k R. Si f f r i n n St e p h e n L. De l a n e y Wi l l i a m A. Li n d s a y Ka t h l e e n A. Mi l l i s o n Ma r y Je a n Sm i t h Fr e d e r i c k M. Di a z Jo y c e M. Ma s o n Ga r y A. Na p p e r Ne l s o n E. Sm i t h Pa s q u a l e DiGi o v a n n i Al f r e d B. Ma u r e r Ti m S. Ne s s Cu r t i s H. Sn o w An n a L. Do l l Ki r k C. McDo n a l d Ro b D. No b l e Er i c M. So r o k a Da v i d L. Do u g l a s Ro b e r t A. Me r c i e r Pa u l J. Nu t t i n g Ja m e s H. Sp r a d l i n g Th o m a s Ma r t i n Do w l i n g Pe g g y Me r r i s s Ci n d y Ca m e r o n Og l e Th o m a s S. St e e l e Jo h n J. Dr a g o Eu g e n e Sc o t t Mi l e s Da n i e l P. Ol p e r e Ja m e s C. St e f f Ra n d y B. DuBo r d Cl i f f o r d G. Mi l l e r Da n i e l P. O’Ne i l l Ja m e s A. St e v e n s Be r n i c e T. Du l e t s k i Ma r k A. Mi t t o n Da v i d W. Ow e n La r r y J. St e v e n s Mi c h a e l G. Dz u g a n An n e Mo n t g o m e r y Ha r o l d T. Ow e n Mi c h a e l J. St e w a r t Ed w i n A. Ed d y Wi l l i a m A. Mo r s e Gu s H. Pa p p a s Br u c e K. St o n e St e p h e n O. Ed d y Th o m a s J. Mu i r P. Mi c h a e l Pa u l e s Ma r y K. Su h m Wi l l i a m H. Fi n g e r Fr e d r i c k J. Mu r r y Ro b e r t M. Pe l l e g r i n o St e v e n J. Sz a b l e w s k i Li n d a Fo r s b e r g Fr a n k L. My e r s Do n a l d E. Pe n m a n Ed w a r d D. Th a t c h e r Br a d C. Fo s t e r Se l b y N. My e r s Ge o r g e A. Pe t t i t St e p h e n D. Ti n d a l e Wi l l i a m J. Fr a s e r Je s u s Na v a Jr. De n i s e M. Pi e r o n i He n r y M. Ti n g l e Na n c y Fr e e d Li n d a A. Ne r i Ch a r l e s H. Po t t s Pe t e r H. Va r g a s Ku r t P. Fr i t s c h Mi c h a e l Ni c o l e t t i Bo h d a n J. Pr o c z k o Ji m m y M. Va r n e r St e p h e n L. Ga r m a n Do n a t o Ni e m a n Gr e g A. Pu r c e l l Be n e d i c t G. Vi n z a n i Jr. Ju d i t h A. Gi l l e l a n d Da v i d J. Ni e m e y e r Be n j a m i n E. Pu r i t z Da n i e l J. Vo g t St e v e n B. Go l n a r Li s a G. No v o t n y Jo r g e J. Ri f a Ch r i s t i n a F. Vo l e k Ro b e r t Gr i e g o To m A. Od o m D. Al a n Ri f f e l Mi t c h e l l Wa s s e r m a n St e p h e n J. Gu n t y Da n i e l J. O’Le a r y Jo h n R. Ri l e y Li n d a E. We l d o n Mi c h a e l M. Ha c k e t t Da n i e l C. Ol s o n Mi c h a e l J. Ro c k St e v e n R. We r b n e r La r r y D. Ha n s e n Ar t h u r A. Os t e n Jr. Da v i d Wa y n e Sa u n d e r s St e v e n Wh e e l e r St e p h e n G. Ha r d i n g Be v e r ly Co l l i n s Ow e n s St e v e n L. Sc h a i n k e r Ri c h a r d J. Wh i t e Da v i d F. Ha r p Je f f r e y C. Pa r k e r Ro b e r t A. Schaumleffel Jr. Wa y n e D. Wi l e y Ja m e s E. Ha y n e s Wa y n e C Pa r k e r Ja c k M. Schluckebier Br u c e Wi l l i a m s Fr e d H. Ha y s Je f f r e y A. Pe d e r s o n Ri c h a r d C. Sc h n a e d t e r Ga r y L. Wo r d Mi c h a e l E. Ha y s Ja m e s M. Pe t e r s e n Jr. Ro b e r t D. He r r o n Jr. Pa u l E. Pe t e r s o n Ro b e r t W. Hi t e s Jr. Cl a y t o n Ph i l l i p s Pa u l A. Ho f m a n n Je f f r e y A. Po m e r a n z Da n i e l E. Ho i n s Do u g l a s R. Pr i c h a r d 25 Years Cl a y t o n L. Ho l s t i n e Su Za n n a K. Pr o p h e t Wi l l i a m A. Ho l t b y Wa y n e T. Py l e Ri c h a r d E. Hu f f II Da v i d H. Re a d y e n n e t t d a m s r o s e p h r e i n i g B W. A J . J E. B Je f f r e y M. Hu l l Ke n n e t h A. Re e d y a u r i e h r e n s a m e s r i m b e r r y L F. A J T. B Ra l p h M. Hu t c h i s o n Hu n t e r F. Ri e s e b e r g a r k l g e r o h n r o w n M R. A J C. B Ro b e r t C. Hy a t t Ma r k B. Ro a t h a n d a l l l l e n i m o t h y r o w n R L. A T O. B Mi c h a e l A. Ja i l l e t A. Ke i t h Ro b i c h e a u o u g l a s n d e r s o n o r i s u r g e s s r u c k D M. A D B B Al v i n D. Ja m e s Ca r l R. Ro g e r s r e g a l u k o n i s e v i n r u n n e r G L. B K M. B Mi c h a e l E. Ja n o n i s Ch r i s t o p h e r L. Ro s e a r b a r a a r n e s u c h a n a n a m e s u r s i c k B B -B J D. B Da v i d C. Jo h n s t o n e Al l e n E. Ro t h e r m e l o h n e n n e t t i c h a e l a i n J B M C Wi l l i a m G. Ke e g a n Ka t h l e e n F. Ru s h o b e r t e n t k o f s k y a t r i c k a n n o n R B P A. C Da n i e l E. Ke e n Gr e g D. Sc o l e s i c k e n t o n h o m a s a r r o l l R B T F. C Ka y Jo h n s o n Ke l l Ja m e s H. Sc u r l o c k i m l a g g y a n o t t o n J C. B R D. C Sa n d r a L. Ke r l Th o m a s Sh o r t h o m a s o e d e k e r a y r a v e n s T R. B J W. C Ga r y J. Ko e h l e r Ro c h e l l e De n i s e Sm a l l - a r s h a l l o n d o n a l d r aw f o r d M W. B D D. C Da l e M. Kr a j n i a k To n e y a y m o n d o u t w e l l i c h a e l a l y R G. B M S. D Er i k V. Kv a r s t e n Ma r i a n No r r i s St a n l e y i v y o n o w m a n a u l a m i n a t o V V. B P J. D Sc o t F. La h r m e r Jo h n R. St r u t n e r

21 25 Years continued 20 Years continued

Ca r l R. Sw e n s o n Ca r l F. Va l e n t e An n e Lo u i s e He r o n Jo n i L. Pa t t i l l o Le e Sz y m b o r s k i Do n n a S. Va n d e r Cl o c k Ri c k J. He s t e r Ma r k C. Pe r k i n s St e v e H. Th a c k e r Ro n a l d J. Wa s s o n Ke i t h R. Hi c k e y Ja m e s A. Pe t e r s o n De b o r a h A. Th a l a s i t i s Ma t t h e w U. Wa t k i n s Ko n r a d J. Hi l d e b r a n d t Ja m e s C. Pi t t s Do u g l a s B. Th o m a s Ma r k S. Wa y n e Ro b e r t C. Hi l l a r d Jo s e p h S. Po r t u g a l Le a An n Th o m a s Ch r i s t o p h e r Wh e l a n Da n i e l C. Ho l l e r H. Bl a k e Pr o c t o r Pa t r i c k J. Th o m p s o n Da v i d M. Wh i t e Ja m e s R. Ho w e l l Jr. Ge o r g i a L. Ra g l a n d Su s a n K. Th o r p e Ca t h e r y n R. Wh i t e s e l l Wi l l i s S. Hu g g i n s Do u g l a s C. Ri x Ho w a r d N. Ti p t o n Do n a l d L. Wi l l a r d Ju l i a n L. Ja c k s o n Os c a r S. Ro d r i g u e z Na t h a n i e l J. Tu p p e r Ro b e r t P. Ye h l Ha r l a n L. Je f f e r s o n Jo n R. Ru i z Ro b e r t M. Tu r n e r Ir i s B. Je s s i e Da v i d A. Ru l l e r Gr e g R. Jo h n s o n Da v i d A. Sc h m i d t Sa m A. Ka r r Do u g l a s J. Sc h u l z e Ke n t Ki r k p a t r i c k Ma r k W. Schwieterman Da v i d R. Ko w a l Wi l l i a m R. Sh a n e 20 Years Ar t h u r T. La s h e r IV Ke l l y A. Sh o e m a k e r Mi c h a e l Le a v i t t Cu r t i s A. Sh o o k Te r i L. Le g n e r Ma r k S. Si e v e r t Te r r i S. Ac k e r m a n An g e l a Da w s o n Co l e La y n e P. Lo n g Ka t y I. Si m o n Le r o y D. Al s u p St e p h e n C. Co l e Ma r c e l o A. Lo p e z Ke r m i t W. Sk i n n e r Jr. Da v e R. An d e r s o n Jo h n A.C. Co m r i e Ma r k W. Lu b e r d a Jo a n n e M. Sp i n a Da v i d E. An d e r s o n Je r r y W. Co o p e r Jo s e p h P. Ly n c h Mi c h a e l L. Sp u r g e o n Jo h n H. At k i n s Jr. Wi l l i a m J. Co r n w a l l Ro b e r t J. Ly o n s Ca t h e r i n e P. St a n d i f o r d Ch a r l e s P. Au s t i n Sr. Ir v i n Da v i d Cr e e c h II Cr a i g Ma l i n Sc o t t C. St i l e s Th o m a s Ba k a l y Ch a r l e s J. Cr i s t e l l o De b b i e L. Ma n n s Th e o d o r e E. St o n e III Ma r y a l i c e C. Ba r n e t t Ka t h l e e n M. Da i l e y Ja m e s A. Ma r q u e t t e Zi n a M. Te d f o r d Ma r k S. Ba r n h a r t Jo h n H. Da n i e l s o n Ro b e r t L. Ma x w e l l Ev a n Te i c h Ke v i n S. Ba r r Do r o t h y An n Da v i d Al e x a n d e r D. McIn t y r e Ev e r e t t W. Th o m a s III Ja m e s E. Ba s s e t t Jo h n H. Da v i s Pa u l McKi t r i c k Ch r i s t i n e A. Th o m p s o n La r r y J. Ba u m a n Ki m b e r l y A. Di c k e n s Ke n n e t h Le e McLa w h o n Ja m e s V. Th o m p s o n Fr i t z A. Be h r i n g Mi l t o n R. Do h o n e y Jr. Ma t t J. McNe i l e Pa t r i c k E. Titterington Ja m e s H. Be n n e t t Jo h n J. Du f f y Da v i d L. Mi l l e r Jr. Je f f r e y R. To w e r y Re b e c c a M. Be n t l e y De n n i s G. Du r h a m Jr. Ph i l i p J. Mo d a f f Ma r k R. Va h l s i n g W. Br u c e Bi e r m a Jo s e p h K. Du r h a m Pa u l J. Mo d e r a c k i Br y o n D. Va n a Je f f r e y T Bi s h o p Je r i M. Du s t i r Jo h n Mo i r Ch i p L. Vansteenberg Da v i d S. Bo e s c h Jr. Gr a e m e Jo h n Em o n s o n Ge o r g e E. Mo o n Da v i d S. Wa y m a n Ge o r g e M. Bo s a n i c De b o r a h A. Fe l d m a n An d r e w A. Mo r r i s Ba r b a r a E. We b e r Ja m e s F. Bo w d e n Mi c h a e l A. Fl y n n Do n A. Mo r r i s o n Ja c q u e l i n e I. We d d i n g - Pa u l J. Br a k e Pe r r y M. Fr a n z o i St e p h e n P. Mo u n t a i n Sc o t t Jo h n B. Br o w n Jr. Da v i d J. Ga l l i La n n y E. Mu m m e r t Ro d e r i c k L. We n s i n g Ka r e n Pl o v e r Br u s t Da v i d R. Ga t t i s Ju d i t h R. Mu n r o Cu r t i s C. We n s o n Ju l i a M. Bu r r o w s La u r a S. Gi l l Jo h n Mu r r a y Ad e A. Wi l l i a m s Ba r r y A Bu r t o n J. Br a n n o n Go d f r e y Jr. El i A. Na f f a h Be t t y J. Wi l l i a m s Jo h n D. Bu t z Ka t h l e e n Go t c h Jo h n B. Na g e l Do n F. Wi l l i a m s Du n c a n E. Ca m p b e l l Ly n n e N. Gr e e n e -Be l d n e r F. Wi l l i a m Ni c k l a s St e p h e n H. Wi l l i a m s Co r y B. Ca r r i e r Ga r y D. Gr e e r Er i c P. No r e n b e r g Ma l c o l m L. Wi l s o n Je r o m e A. Ce v e t e l l o Jr. St e v e n V. Gu t i e r r e z Ch r i s t o p h e r Oa k l e y Gr e g o r y M. Wi n k l e r Ke n n e t h L. Ch a n d l e r Su s a n Ha n n Pe t e r H. Ol s o n Gr e g o r y S. Wi t h e r s Co u r t n e y W. Ch r i s t e n s e n Ro l a n d We s l e y Ha r e II Ma n u e l G. Or t i z Ja c k R. Ya t e s R. Le o n Ch u r c h i l l Jr. Ir e n e Ha r t Ro y H. Ot t o Wi l l i a m Cl a y Yo u n g Da v i d A. Cl a r k A. Ki m Ha w s De r w i c k L. Pa i g e Lo u i s A. Zu l l o Cr a i g M. Co f f e y De n n i s T. He n d e r s o n Ja m e s M. Pa l e n i c k

22 10 Years continued 10 Years Ga r y F. Ma c Is a a c Ae r i c G. Ri p l e y Da r r e n C. Ma d k i n Li n d a P. Ri t t e r Gr e g g o r y J. Ma n d s a g e r Gl e n Ro j a s o b e r t g e e o b e r t i c h a e l o w l e r R D. A R M F To b i n E. Ma p l e s Ge o r g e W. Ru s s e l l a m e l a n t i l a r k a r c i a P W. A M B. G Cy n t h i a E. McCo r m a c k Ph i l i p S. Sa n d e r s a m e s r c h a m b o a n u e l o n z a l e z J M. A M T. G Am y J P McEw a n Jo h n J. Sa n g u i n e t e i t h s h b y w a y n e i k e o o d K R. A D M G Mi c h a e l S. Me r t e n s To d d J. Sc h m i d t e t e r u g e r n d r e w r a n t P E. A A J. G To d d K. Mi c h a e l s Je n n i f e r H. Sc o t t e a t h e r a l s e r a r l r e e s o n H A. B C G. G Pa u l D. Mi l l s Je f f r e y S. Sh a c k e r i n d a a m b a r y e w i s r i f f i n L N. B L G. G Mo n a Mi y a s a t o Mi c h a e l Sh a l a t i a v i d e h e n o n y a a a s D B T R. H Wi l l i a m D. Mo r e f i e l d Jo h n E. Sh a y u s s e l l e h r e n s a n e s s a a l e R L. B V D. H Tr a c e y A. Mu l c a h e y St a c y Al b e r t s Si g m a n u d y e l l a r g a r e t a l i k J B. B M R. H Ph i l Na d e a u Ho r a t i o E. Sk e e t e a t t h e w e n o i t h a r l e s a m m o n d M T. B C A. H Ja m e s C. Na p i e r Je f f r e y A. Sm i t h a s s a n d r a s p o s i t o a c k a r p e r K E J M. H II Jo s e p h W. Ne e b Ph i l l i p D. Sm i t h -Ha n e s l i s s e t t y r o n a r r i s B B A. H He i d i A. Ne l s o n An t h o n y W. St a r r e v i n o g g e s s o n a l d a r r o d K S. B D W. H Sh a n e P. O’Ke e f e Me l i s s a A. St e v e n s o n -Di l e y n d o n o n n e r h a n e a y n e s L L. B R. S H Fr a n k J. Ov i e d o Ro b y n M. St e w a r t a r y r a d l e y o u g l a s e w e t t G W. B D J. H Ki p l i n g D. Pa d g e t t Ro b e r t J. St r a e b e l e f f r e y r i d g e s r e n j a m i n i m e s J K. B J . B H Hi m a n s h u A. Pa t e l An d r e a L. Su r r a t t i l l i a m r o c k o a o a n g W J. B H H St e p h e n J. Pa u k e n Li s a L. Su t t e r f i e l d l t o n r o w n l i n t o n o l m e s A E. B C K. H Ma r c u s A. Pe c c i a Ja m e s R.D. Th a c k r a y a m e s r o w n e n n e t h u n t J L. B K R. H An d r e w K. Pe d e r s o n Ch r i s t i n e C. Ti e n i c h a e l r o w n a r r e n u t m a c h e r T. M B W A. H Sh a r o n L. Pe t e r s o n De r e k C. To d d a y m o n d u r t o n n d r e w y a t t R J. B A H Wi l l i a m J. Pe t r a c e k Je a n n a Tr o h a o d d a m p b e l l y a n y l a n d T J. C R J. H Sa r a h M. Ph i l l i p s Ma r k E. Ty n e r r e g a t o n e r r e l l a c o b s G L. C T J Mi c h e l l e M. Po c h e Da v i d L. Ve l a s q u e z a y n e a u t h e n o l l e t t e a m i s o n W A. C C A. J Pa m e l a J. Po l k Pa t Vi n c e n t a v i d a v a z o s r u c e o h n s o n D C B L. J Br y a n t Po w e l l Na n c y L. Wa t t -Co l l i n s o h n h a t t i n y n t h i a o h n s o n J M. C C D. J Tr o y Ch a r l e s Po w e l l Sa n d r a L. Wi l s o n a v i d h a v e z e n d e l l o h n s o n D T. C W J Da v i d J. Pu t z Co l l i n H. Wo o d a r k h r i s t e n s e n r a n d a l l o n e s M J. C C O. J Ro b e r t L. Ra g e r Ed w i n Le e Wo r s l e y Jr. e n t i c h o n y a n u d y K A. C R J Ri c h a r d J. Re a d e Pa u l H. Wy n t e r g r e e n o h n o f f e y o r i e l l y J W. C T D. K Ra n d a l l R. Re c k l a u s Ra s h a d M. Yo u n g a v e r l y o g g s d a l e o s e p h e r b y J. W C III J M. K Ja c l y n L. Re i m e r Ed Zu e r c h e r i c k o l e t e p h e n i n g R C S G. K Ti m o t h y J. Ri d d e r To b y R. Co t t e r Gr a n t A. Kl e i n h e n z Ke v i n A. Co w p e r Br a n t Ku c e r a Se a n Cr o n i n Ta m m y A. LaBo r d e Do u g l a s M. Cu t l e r Ri c h a r d J. LaFo n d La n e Da n i e l z u k Mi c h a e l W. La m a r Jo e l A. Da v i s Li l l i e J. La t i m o r e Mi c h a e l K. Da v i s Lo r i An n LaVe r r i e r e Sc o t t C. De r i c k s o n Mi c h a e l B. Le g g Re b e c c a T. Di c k s o n Gr e g o r y D. Le w i s Ka r e n L. Do y l e Ja m e s R. Le w i s St e p h e n W. Dr i s c o l l Ka r e n E. Le w i s Fr a n k R. Ed w a r d s Sh a n n o n M. Le w i s Mi c h a e l E. Fe e n e y De b o r a h R. Lo p e z Gr e g o r y H. Fe r g u s o n Al f r e d Da v i s Lo t t Ke v i n M. Fl a n n e r y Su z a n n e R. Lu d l o w Ro n a l d W. Fo g g i n H.G. Lu m b r e r a s

23 i c M A C e n t e r f o r P e r f o r ma n c e M e a s u r e m e n t ’ s Certificate Program

The ICMA Center for Performance Measurement’s Certificate Program recognizes local governments that have made an exceptional commitment to integrating performance measurement into their management practices.

Two types of certificates are awarded each year:

• The Certificate of Achievement recognizes local governments that have collected and reported performance infor- mation for at least two years in four or more service areas and demonstrate an ongoing commitment to rigorous verification and public reporting of their performance information.

• The Certificate of Distinction have met all criteria for the Certificate of Achievement, collected and reported perfor- mance information for at least three years across at least six service areas, integrate performance measurement into their strategic planning process, and promote accountability for service-delivery performance within their staffs.

This year, CPM recognizes 31 local governments for their dedication to the principles of performance measurement. Congratulations to the 2008 CPM Certificate Program recipients.

Certificate of Certificate of Distinction Achievement

Au s t i n , Te x a s Hi g h l a n d , Il l i n o i s Be l l e v u e , Wa s h i n g t o n La s Cr u c e s , Ne w Me x i c o Co r a l Sp r i n g s , Fl o r i d a No r t h La s Ve g a s , Ne v a d a Da l l a s , Te x a s Or l a n d o , Fl o r i d a De s Mo i n e s . Io w a Pe o r i a , Ar i z o n a Eu g e n e , Or e g o n Sa m m a m i s h , Wa s h i n g t o n Fa i r f a x Co u n t y , Vi r g i n i a Un i v e rs i t y Pl a c e , Wa s h i n g t o n Fi s h e r s , In d i a n a We s t Bo y l s t o n , Massachusetts He n d e r s o n , Ne v a d a Lo n g Be a c h , Ca l i fo r n i a Me s a , Ar i z o n a Mi a m i -Da d e Co u n t y , Fl o r i d a Pa l m Co a s t , Fl o r i d a Pe a r l a n d , Te x a s Ph o e n i x , Ar i z o n a Pr i n c e Wi l l i a m Co u n t y , Vi r g i n i a Re n o , Ne v a d a Sa n Jo s e , Ca l i fo r n i a Sa n t a Ba r b a r a Co u n t y , Ca l i fo r n i a Sa r a s o t a Co u n t y , Fl o r i d a Va n c o u v e r , Wa s h i n g t o n Wa s h o e Co u n t y , Ne v a d a We s t m i n s t e r , Co l o r a d o

24 George D. Di Ciero, from page 6 celebrates 40 years of creating, Sheridan the referendum failed ­committees, boards, and commissions. planning, managing, and effec- despite strong support from the city That hundreds of residents apply for tively building a masterpiece of a council, but if the issue comes up positions on Broomfield’s advisory com­munity whose residents call again, it is safe to assume that Tom boards, commissions, and committees “Hometown USA!” n will be back. n each year is testament to Broomfield’s open government. A firm believer of transparency Thomas O. Forslund, from page 7 Frances A. Gonzalez, from page 8 in government, Mr. Di Ciero has gift for explaining options and issues variety of initiatives to mobilize city gained and kept the confidence of without ever telling the other man- departments in a coordinated effort Broomfield’s citizens, as evidenced ager what to do, she describes his to clean up and improve selected repeatedly in their approval of such advice as often coming in the form neighborhoods. Under her leadership, initiatives as a funding package to of a useful “decision-making frame- Neighborhood Sweep received ICMA’s build a new interchange facilitat- work.” “After talking to him,” she 1999 Award for Program Excellence, ing access to a new retail district; says, “you feel like you’ve worked Innovations in Local Government, a financing package to build a new out a way to move to the future.” and was a semi-finalist for the 1999 municipal complex; and a lodging tax As the second-largest city in the Innovations in American Government to finance landscaping improvements state, Casper’s ranks of professional Award from the Ford Foundation and and maintenance at key gateways to staff tend to be larger than those the Kennedy School of Government. the city. of other communities. Thus Mr. Among her other accomplish- Broomfield has been recognized Forslund is generous not only with ments, Ms. Gonzalez has served as professionally by numerous local, his time and advice but with his special projects officer with the San regional, and national entities. staff as well, lending them out to Antonio Office of Dome Development The city’s newest recreation center other towns in need of technical and as planner in the Department received Recreation Management support. For example, Linda Witko, of Economic and Employment Magazine’s prestigious Great Casper’s assistant city manager, Development. In addition, she is a Expectations Award for innovative spent several days in Douglas help- member of numerous ICMA commit- architecture. The wastewater treat- ing to revamp that city’s planning tees, including the current Strategic ment plant expansion received the and zoning operation. Planning Committee, helping to shape American Public Works Association’s A year after Mr. Forslund became and provide input into the national environmental Project of the Year city manager of Casper, he was elected discussions regarding the profession. Award for medium-sized communi- to lead Wyoming’s Great Open Spaces She chaired the Host Committee for ties and was also honored by EPA as City Management Association, which the 2006 ICMA Annual Conference, the best-operated plant for its size in at the time served all of Wyoming and has a strong commitment to the North America. For eight consecu- and much of Idaho, Montana, North growth of the International Hispanic tive years, Broomfield has received Dakota, South Dakota, and northern Network, for which she served as the Government Finance Officers’ Colorado. Other managers still credit board president for three years. She Association Distinguished Budget him with fostering the culture of has also been a longtime supporter Presentation Award, and for 13 con- mutual support that is now vibrant in and one-time president of the regional secutive, its Excellence in Financial Wyoming’s management community. assistants’ organization, the Urban Reporting Award. Six times over the Expanding the ranks of Wyoming Management Assistants of South Texas. past ten years, Site Selection Magazine city managers has been one of his With a clear understanding has named Broomfield among the top personal missions. In 2002, when of the importance of professional ten economic development programs the Riverton city council was con- development and its relationship to in North America for netting the larg- sidering creating a city administrator the success of an organization, Ms. est relative number of new jobs and position, Mr. Forslund made several Gonzalez has been a role model and capital investments for its size. trips to Riverton and met repeatedly a mentor for numerous city employ- And over the years, Mr. Di Ciero with the mayor, several members of ees. Modest and unassuming, she himself has been widely recognized council, and Riverton’s citizens to is probably unaware of the impact for his efforts, receiving the Boulder explain what an administrator would she has had on her fellow employ- Valley School District Service do and why it would be a good idea ees. However, her positive attitude, Award, the Broomfield Chamber to have one. It was not the first time patience, compassion, and ability to of Commerce Local Government that he had supported the profession empower others have set a positive Community Service Award, and the in Wyoming. He made a similar effort example for others. These quali- Distinguished Local Government in Cody a few years earlier and in ties not only make Ms. Gonzalez a Award from the Denver Federal Sheridan in 2008. Cody and Riverton trusted colleague, but also exemplify Executive Board. In 2008, Mr. Di Ciero now have city administrators.­ In her true leadership style. n

25 Winter Park, Florida, from page 10 ­renovation of an auditorium and rec- Wisconsin, from page 12 had sustained two serious reational facility improvements, was ­communities. Across the country, employee back-related injuries, completed at a cost of $1,500,000, or small rural communities are strug- one of which resulted in a dis­ approximately $56 per square foot gling to provide the most basic ability retirement, as well as for the 26,500-square-foot facility. services to their residents, let alone numerous needle-sticks and Construction of a new medical facil- access to amenities that improve resi- cross-contamination of ­attendants’ ity alone, not including land, audi- dents’ quality of life. Such issues also personal protective equipment. torium, and recreational facilities, affect the sustainability of the com- Since the ASI features were would have cost $3.5 to $4 million! munity: without basic services and ­implemented, however, ­workers’ The Choppee Regional Resource access to cultural and recreational compensation injuries have Center officially opened in spring opportunities, these communities dropped to zero. 2005. Today, St. James-Santee Family have difficulty attracting economic 3. Reduction in motor vehicle Health Care operates a full-service and residential growth. Providing crashes: The ASI project incorpo- family medical facility, complete with library access was one way for the rates features designed to reduce a physician, nursing staff, lab, and village of Potosi to remain a viable the possibility of a stationary pharmacy four days a week, as well and attractive rural community. collision while at the scene of an as mental health services, alcohol Partnerships can also offer access emergency; such features include and drug counseling, and diabetes to professional management where vehicle markings, lighting, and education and outreach. The Crisis it might not otherwise be available. firefighter equipment strategi- Stabilization Center, a partnership Potosi’s leaders, who themselves cally incorporated into the ASI of SC Mental Health, the Alcohol lacked knowledge of library opera- vehicles. Compliance for these and Drug Commission, Georgetown tions, were able to use the technical, features is nearly 100 percent. County Hospital System, and managerial, and problem-solving skills Georgetown County itself, provides of Lancaster’s professional staff to cre- Despite the dramatically improved in-patient overnight crisis stabiliza- ate a quality library that will be sus- safety features of the ASI units, a tion and intervention for individuals tained through professional leadership. major obstacle was user compliance who would previously have been Through partnerships, local gov- as firefighters and paramedics feared either triaged in a hospital emergency ernments can share responsibility, that the restraints would not allow room or transported to a mental achieve efficiency, and make a greater them to perform their jobs properly. health facility. variety of services available. Both Getting them to acknowledge the ben- Located within the same campus Lancaster and Potosi residents are efits and use the product has required as the medical facility is a county- part of a greater network of partner- continued training, supervision, and operated community recreation/­ ship that extends beyond municipal policy enforcement. Complete compli- education center, which uses the and even state boundaries, and their ance will take time, but reinforcement sports fields and gymnasium to residents have benefited from their of safety policies through the use offer a variety of activities, includ- successful collaboration. of ASI restraints, as well as general ing basketball, football, and soccer. Using the model that was created ­vehicle safety compliance measures, Also offered are vocational programs, by the Potosi Branch Library project, will help achieve the desired results. including adult literacy and computer both governments are now explor- The ASI units designed by and career development training; senior ing new partnership opportunities produced for the WPFD are truly a citizens programs; and after-school in the area. It is a model that local first in the United States. Although and summer youth programs and ­governments across the country other agencies and manufacturers tutoring. There is also a community can use as they work to address have tried to design various types food pantry, and HeadStart is renovat- both small and large needs in their of restraint systems to keep medical ing an empty school building for a own communities. n attendants safe, those designs failed preschool and kindergarten facility. to address the ergonomics of the Rather than focusing solely on attendant and thus resulted in non- a narrow range of typical ­medical Fort Collins, Colorado, from page 14 compliance. Winter Park’s ASI design, issues, the Choppee Regional a client or student. School personnel which accommodates the needs Resource Center provides opportu- also value the liaison program, of today’s EMS personnel, is being nities to nurture children, engage which focuses on building relation- ­considered the standard for change youth, and enable citizens of all ages ships with school district personnel in the industry nationwide. n to better themselves mentally and and conducting on-site assessments physically. The aim is to promote the of need with students. health and wellness of the whole per- Since the partnership began, Georgetown County, from page 11 son throughout all phases of about 2,300 people—including law a full-service family medical ­center. a lifetime. n enforcement personnel, primary That ­transformation, as well as care physicians, mental health and

26 substance abuse professionals, and ­expansion or renovation, and in all The Promise of Davenport’s students—have attended educational cases for the concomitant creation of Future: Tackling workforce develop- sessions designed to ensure appropri- new jobs. One loan was for $56,000, ment, a key issue in social and fiscal ate referrals and treatment options another was for $25,000, and in four sustainability, the Davenport Promise and to help participants work with cases staff proposed using $5,000 for Task Force is currently researching and the target populations. projects located outside the boundar- refining a breakthrough community A new model for a reengineered ies of the TIF district. revitalization and growth strategy in crisis response system, involving 22 These funds are attractive because which post–high school tuition (col- organizations, was implemented in they are more flexible to use and can lege, trade apprenticeship,­ or voca- February 2005. This model includes be applied up-front for a given project. tional training) for each Davenport a 24/7 crisis assessment center in The rules and provisions governing student would be paid for through a the emergency department of Poudre their use ensure that they will be used community partnership. By year’s end, Valley Hospital, 24/7 transport to judiciously and in conjunction with Davenport may be guaranteeing the detox services when needed, immedi- other programs. American dream for all its children. ate follow-up with the client or family In the past, the city was unable to The overall impact of the city’s the next day, and training for key per- meet the needs of many of its existing revitalization and sustainability sonnel. Since its inception, the Crisis or potential businesses because those efforts is extraordinary. Over the Assessment Center has served more businesses did not meet certain cri- past five years, crime is down by than 12,200 people. teria of existing incentive programs. more than a third, the tax base has The partnership has succeeded The Centralia Opportunity Fund has increased by more than a billion largely because of the ongoing com- eliminated this problem, successfully ­dollars, and the population is on the mitment of its members—providers, retaining, attracting, and revitalizing rise. A riverfront that was once an consumers, advocates, and others— business in Centralia. Now, instead of industrial workplace is becoming a to system change. With each system being considered hostile to business, public showplace. New office build- change, additional areas of need are Centralia is receiving praise from ings are being built downtown, and revealed. The partnership continues the local business community for long-vacant industrial warehouses to address the logistical challenges its proactive approach to economic are being reborn as loft apartments. of combining and coordinating the development. The program will be Hundred-year-old neighborhoods are efforts of so many different agencies used successfully for many years to attracting new investment while citi- and service providers; other priori- come, and is sure to be replicated by zens have planned a new, traditional ties have included creating a different other communities that are engaged neighborhood that offers the area its approach for those with different in ­economic development. n first smart-growth, greenfield choice. ­levels of need; increasing early iden- No question about it: Davenport tification and intervention to prevent is back, and is here to stay! n or lessen serious illness; creating Davenport, Iowa, from page 16 a local combined acute treatment International Model for Sewage unit and detox center; supporting Treatment and Composting: The Lewiston, Maine, from page 17 improvements in the criminal justice Davenport Compost Facility annually ­depression and stress after the death system to yield better identifica- processes more than 135,000 cubic of a family member. tion and treatment of mental illness yards of mixed yard waste and biosol- Health awareness and preven- and substance use disorders; and ids from the city’s sewage treatment tive care are becoming the norm continuing to identify and advocate facility. These materials are converted among Lewiston municipal employ- for policy changes. Despite the chal- into environmentally beneficial soil ees and spouses; from January 2007 lenges, consumers, families, and amendments using a high-tech, to January 2008, the percentage of partner organizations are overwhelm- ­aerated static pile composting sys- participants who met their goals ingly supportive of the Community tem, and finished products are sold in programs targeting blood pres- Mental Health and Substance Abuse to ­offset the cost of operation. In use sure control, weight reduction/diet, Partnership and of its efforts to since 1995, the composting facility is cholesterol reduction, tobacco use, improve delivery for those citizens in the nation’s oldest and most success- stress, and depression rose between 6 need of mental health and substance ful facility of its kind, attracting visi- ­percent and 20 percent. abuse services. n tors from around the globe to under- Which is not to say there were stand how composting translates into no obstacles to overcome! Although waste management. The facility was some participants welcomed the Centralia, Illinois, from page 15 selected Composter of the Year by opportunity to discuss health educa- times since its inception—for façade the U.S. Composting Council, and tion and goal setting, others resisted improvements to accommodate new is accredited and listed as a “Model even blood pressure checks, and for businesses, for building ­renovations, Program” by the American Public many spouses, the premium-reducing for loans to facilitate business Works Association. components of the plan were seen

27 as a personal intrusion. But through ­evaluator’s exceptional performance developed leadership skills, such information provided by staff and in evaluating suggestions and promot- as active listening, critical thinking, word-of-mouth advocacy by fellow ing employee involvement. facilitation, team building, and process employees and spouses, such reluc- REACHIS/Kudos program. For improvement methodologies. tance is giving way. People have also the first time, employees were given In an organization proud of its his- been won over by the consistency the responsibility for selecting the tory, conservative in its spending, and and flexibility of appointment times; organizational mission, vision, and cautious in its decisions, the creation as the health care educator learned, values. After more than 60 manag- of a new kind of division was a major it is critical to “meet them where ers and directors joined together to departure for the executive team. they are.” develop the mission statement (“We County Manager Herr knew that Employers can significantly influ- enhance the quality of life for people to achieve the goals defined by stra- ence health behavior change among throughout Polk County”); vision tegic objectives and achieve a high their employees. By stressing preven- statement (“Polk County, where level of performance throughout tion, they can sometimes prevent people excel”); and values (Results- the organization, employees would chronic disease. The subsequent oriented, Excellence, Accountability, have to become a focus for develop- decrease in the use of health care Collaboration, Honesty, Integrity, ment. To that end, the OED division resources, absenteeism, and increased Stewardship—REACHIS), a campaign was placed under the Financial and productivity will result in significant was launched to convey the message Strategic Planning Department—an cost savings. Participating employees to the entire organization of over indication that OED programs would and spouses in Lewiston’s health care 2,200 employees. Employees received have a global effect on the organiza- management program have enjoyed a REACHIS wallet card with the mis- tion and would tie directly to organi- up to a 15 percent discount in their sion and values defined. A team of zational strategies. health insurance premiums and, most OED specialists then visited every At first this small but dedicated importantly, better health. work unit, explaining the purpose team spent a lot of time establish- L.L. Bean, Inc., in Freeport, Maine, and meaning of the information, and ing an identity for the division, has adopted some aspects of the pro- County Manager Herr followed up, whose initial project was a training gram. Praising the program’s “quality visiting and speaking personally with needs assessment. For the first time, and comprehensiveness,” L.L. Bean’s every group to reinforce the concepts. employees were given choices about wellness manager has lauded Lewiston This highly popular and versatile the skills they wanted to master and as “truly a shining example of what recognition tool has been incorpo- the developmental goals they wanted we are all trying to achieve!” n rated into the award and celebration to pursue to improve their perfor- programs of the various work groups, mance. Giving employees a real voice Polk County, Florida, from page 18 divisions, and departments. in the process established a precedent SHINE Employee Suggestion Employee Survey. An organi- for OED programs, and sent a power- Program. The SHINE (Suggestions zation-wide employee satisfaction ful message to the entire organiza- Help Increase & Nurture Excellence) ­survey was designed as a tool for tion: employees are the focus and program recognizes that employ- open communication. For the first employee development is a priority. ees represent an unlimited source time, employees had the opportunity Over time, the professional dili- of ingenuity in developing ideas to to voice their feelings and to analyze gence that creates a consistent level of reduce costs and improve processes. the results of their opinions. Each sur- quality began to permeate the minds Adopted ideas can earn the suggester vey question was tied to an organiza- of both management and employees. anywhere from $25 to $3,000. SHINE tional value, and responses were used OED began to establish an identity as has become a part of the county’s to identify strengths and weaknesses a resource for innovation and problem work culture, encouraging employee of each division based on employee solving. Its hard-won reputation for involvement and fostering employee opinion. Results were shared with excellence was borne out by the high recognition. Since its inception, employees, and discussion of problem level of quality that its programs and SHINE has generated almost 1,800 areas provided the basis for develop- staff members exhibited. suggestions and saved more than ing strategies for improvement. OED has made incredible strides $6 million through improved county Better, Faster, Cheaper. An orga- in changing the way employees think operations and services. The program nization-wide initiative used employee about themselves, their future, and has been recognized by the Employee teams to identify and develop process their workplace. The work that lies Involvement Association, and has improvement strategies for targeted ahead for this division remains a received awards for excellence in the service areas, such as health care challenge, but the foundation of qual- performance of an employee sug- claims processing, e-payment options, ity and dedication to excellence will gestion program, for savings per 100 capital improvement projects, board serve OED well as it continues to eligible employees in an employee agenda, and hiring/on-boarding pro- grow and strive toward organizational suggestion program, and for an cesses. Participation in the program greatness, one employee at a time. n

28

777 North Capitol Street, NE Suite 500 Washington, DC 20002-4201

About ICMA

Founded in 1914, ICMA (International City/County Management Association) is the premier local govern- ment leadership and management organization. Its mission is to create excellence in local governance by advocating and developing the professional management of local government worldwide. In addition to supporting its nearly 9,000 members, ICMA provides publications, data, information, technical assis- tance, and training and professional development to thousands of city, town, and county experts and other individuals throughout the world.

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4 Celebrating the Difference Professional Local Government Management Makes 2009 ICMA Awards

ICMA recognizes the many achievements of its members with awards programs that highlight extraordinary accomplishments as well as dedicated service to the profession. The Distinguished Service Award annually recognizes a retired member who has made an outstanding contribution to the management profession and local government. ICMA Honorary membership is awarded to an individual outside of the local gov- ernment management profession because of his or her distinguished public service and contributions to the improvement and strengthening of local government. The Annual Awards recognize individual achievement as well as outstanding This year’s booklet has been shortened, local government programs. both in light of current fiscal realities and Service Awards recognize and celebrate ICMA members’ dedication to public ser- to make it more environmentally friendly. vice and professional management at the local level. The winners’ full submissions, as well as The Center for Performance Measurement Certificate Program recognizes local a list of all annual award nominees, can governments that have made an exceptional commitment to integrating performance be found online at icma.org. measurement into their management practices.

Contents

Distinguished Service Award ...... 1

Honorary Membership Award...... 2

Annual Awards ...... 3

Service Awards...... 10.

Center for Performance Measurement Certificate Program ...... 13

This awards booklet was developed by: A 17-member awards evaluation panel is charged with selecting the recipients Kathleen Karas of the ICMA Annual Awards. Because of the time and effort that go into these Managing Editor deliberations, ICMA would like to thank the following evaluation panel mem- Amy Mayers bers, who complete their terms at the 95th ICMA Annual Conference: Writer Will Kemp David M. Childs, assistant county manager, Washoe County, Nevada Graphic Designer Frank W. Clifton Jr., interim manager, Orange County, North Carolina Felicia Littky Cameron Davis, village administrator, Cary, Illinois Annual Awards Program Manager John Deardoff, city manager, Hutchinson, Kansas (2008-09 committee chair) Alison Miller Richards Maryann I. Ustick, assistant city manager-development, North Las Vegas, Nevada Membership Programs Manager Amanda Relyea Service Awards Program Manager Kira Hasbargen Performance Measurement Analyst

2 Distinguished Service Award

This award is given to a manager who has retired from the profession and made an outstanding contribution to the management profession and local government. The award recognizes a manager whose service has been judged by peers as strong or exceptional, and who has made major contributions Dennis Beach beyond direct service to local government.

Under former City Manager Dennis led fundraising efforts that brought in reinvestment in projects that enhance Beach’s leadership, the city of Fort another $36 million for capital improve- its beach, historic neighborhoods, and Pierce, Florida, became the redevel- ments, including street reconstruction, commercial districts. Fort Pierce’s revi- opment success story of the New a marina park, storm water control, and talization has made it a choice meeting Urbanism. During Mr. Beach’s tenure golf course improvement. location for organizations including the from March 1995 to October 2008, he The Fort Pierce Redevelopment Florida League of Cities, Florida Main spearheaded strategies and initiatives to Agency was expanded from 20 blocks Street Program, Florida Redevelopment enhance both public and private sector to four square miles, resulting in new Agency, and Florida Planning sustainability. resources for capital improvements. The Association. Fort Pierce had good basic ele- city implemented a storm water man- And, perhaps in the greatest compli- ments—historical architecture and a agement utility producing in excess of ment to Dennis Beach’s creative vision, downtown located on the water—on $2 million per year. And a promotional other communities use Fort Pierce as a which to build. Mr. Beach guided the campaign to showcase the rebirth of Fort model for their own redevelopment. design of a $29 million capital improve- Pierce’s historic downtown core brought ment program that upgraded the city’s millions of dollars in new private invest- infrastructure, expanded its marina, ment and media attention. and built a downtown library, police Today, the Fort Pierce Redevelopment substation, and visitor’s center. He then Agency continues its strong capital

David B. Elder

of the Sharon Township Fire Department Mr. Elder has been active with to the city of Worthington; and numerous ICMA, OCMA (serving as president infrastructure improvements. from 1988 to 1990), Ohio Municipal David B. Elder’s vision and leadership He hired and mentored numerous League, Central Ohio Area Managers helped guide the city of Worthington, interns from master’s degree programs, Association, Mid-Ohio Regional Ohio, for 36 years, through thick and many of whom have gone on to careers Planning Commission, Franklin County thin. in local, state, and federal government. Emergency Management Association Mr. Elder began his career with the He also enjoyed speaking to graduate- Board, and Franklin County Emergency city as administrative assistant in 1971. level public administration classes at Management Agency. Over the next 10 years, he served as Ohio State University. David Elder’s 36 years with the city assistant to the city manager and assis- He has received a number of of Worthington amply demonstrate his tant city manager. In 1981, he became awards, including the Ohio City/County dedication to his community and public city manager, the position he held until Management Association (OCMA) service. his retirement in November 2007. Career Achievement Award; Mid- The city of Worthington can thank Ohio Regional Planning Commission Mr. Elder for a handsome list of accom- William H. Anderson Award for Public plishments, including revitalization of the Service; OCMA Career Development and city’s historic downtown; construction of Mentoring Award; and a Distinguished a new municipal administration building, Alumni Award from the John Glenn state-of-the-art community center, and School of Public Affairs at Ohio State senior center; negotiation of the transfer University.

1 Honorary Membership

Honorary membership in ICMA is awarded to an individual outside of the local government management profession because of his or her distinguished public service and contributions to the improvement and strengthening of local government. Robert B. Denhardt

Dr. Robert B. Denhardt has directed two in urban management and the Melikian Dr. Denhardt has been a consultant of the country’s leading programs in Distinguished Visiting Scholar in Urban to public and private organizations, urban management. He is director of the Management endowment. primarily in the areas of strategic plan- School of Public Affairs at Arizona State His research has focused on leader- ning, leadership, organizational devel- University (ASU) and previously served ship in local government. He has pub- opment, productivity improvement, as director of the graduate program in lished a number of books and articles and quality service. He was appointed urban management at the University of primarily in the areas of public adminis- by Governor Kit Bond to chair the Kansas. tration theory and organizational behav- Missouri Governor’s Advisory Council Dr. Denhardt is an ASU Regents ior, especially leadership and organiza- on Productivity and reappointed by professor, Coor Presidential chair, tional change. Governor John Ashcroft. He received Lincoln professor of leadership and eth- Dr. Denhardt is past president ICMA’s Stephen Sweeney Award in ics, distinguished visiting scholar at the of the American Society for Public 1983 in recognition of his contributions University of Delaware, board member Administration (ASPA), and founder as an academic to advancing public of the Alliance for Innovation, and mem- and first chair of ASPA’s National management, and in 2008, he received ber of the National Academy of Public Campaign for Public Service. He was the the Arizona City/County Management Administration. At ASU, he was the 2004 recipient of ASPA’s Dwight Waldo Association Associate Award for driving force for the establishment of Award, celebrating lifetime achievement Excellence in Leadership. the Marvin Andrews Graduate Program in scholarship in public administration.

Jay A. Gershen

Dr. Gershen played a key role in securing ment/external relations, Dr. Gershen Department of Defense approval for the worked with the city to improve commu- project, raising public and private fund- nication between the university, the city, Every organization needs a leader who ing, creating a master plan, and working and the business community. can guide it through periods of change closely with city elected and administra- Dr. Gershen’s continued efforts to and transition. This is the role Dr. Jay tive officials. build a strong partnership between the A. Gershen, vice chancellor for external He has served on Aurora’s Blue city of Aurora and the Health Sciences affairs for the University of Colorado at Ribbon Citizen’s Panel to evaluate form Center have been a real benefit to Aurora Denver, has carved out for himself. of government, which recommended the and the region. Dr. Gershen was executive vice creation of a city and county of Aurora. chancellor of the University of Colorado He works closely with the mayor, city Health Sciences Center in 1995 when council, and city manager to foster the Fitzsimons Army Medical Center closer ties between the university and in Aurora was placed on the Base the city. Realignment and Closure list. An inno- Dr. Gershen has held both academic vative $3.4 billion public/private part- and administrative positions at the nership of the Health Sciences Center, University of Colorado Health Sciences University of Colorado Hospital, and Center and within the University of city of Aurora sought to recreate the Colorado system. As the Health Sciences decommissioned base as a world-class Center liaison for business development, academic health and life sciences center. community affairs, and local govern-

2 Award for Career Excellence in Honor of Mark E. Keane

Sheryl L. Sculley

Established in honor of former ICMA has fostered a more efficient and busi- city infrastructure and services, and Executive Director Mark E. Keane, this ness-friendly organizational structure, more than doubled the city’s park space. award recognizes an outstanding local progressive quality-of-life projects, and She worked with the mayor and com- government administrator who has a commitment to consensus building munity leaders to develop a one-stop enhanced the effectiveness of local gov- among local elected officials. campus offering services and resources ernment officials and consistently initi- While overseeing San Antonio’s to treat the root causes of chronic ated creative and successful programs. annual budget of more than $2 billion, homelessness. she increased the city’s financial reserves She has made it a priority to nur- For 35 years, Sheryl Sculley has been from three percent in 2006 to nine per- ture and retain talented staff members a trailblazer, the first woman in almost cent in 2008, making it one of only two by adjusting salaries to market levels, every position she held during her first US cities with a population of one mil- improving health benefits, offering 30 years as a member of ICMA. lion or more to earn Standard & Poor’s employee wellness programs, and creat- Her career has taken her to AAA rating. In 2008, Forbes magazine ing a management intern program. Kalamazoo, Phoenix, and now San endorsed the city as the nation’s second Ms. Sculley has been active in her Antonio. She has always been guided most recession proof city. state associations and ICMA. She has by her core values: teamwork, focus on Ms. Sculley has led projects that served on the ICMA board and its task results, working with integrity, and mak- marry preservation of San Antonio’s force on ending racism, and has won a ing each city a better place. historic and natural heritage with smart number of awards. Since becoming San Antonio city economic development, won voter sup- manager in November 2005, Ms. Sculley port for a bond referendum to improve

Award for Career Development in Memory of L. P. Cookingham

Ted Gaebler

This award goes to an outstanding local He favors the Socratic method of teach- assistant department heads, middle man- government administrator who has made ing, questioning and challenging, dis- agers, and senior staff to create action a significant contribution to the career cussing and debating. As a result, more teams to address important organiza- development of new talent in profes- than 30 of his mentees have gone on tional challenges and solve communica- sional local government management, to careers in local government manage- tions issues between management and in honor of former ICMA President L. P. ment. staff. (Perry) Cookingham, who is credited with Gaebler’s passion for his profession Gaebler believes in the untapped creating the local government internship. extends to helping develop positive cul- potential within each individual. He is tures within governmental organizations. taking advantage of being the first city Many know Ted Gaebler as the coauthor As city manager of Visalia, California, manager of Rancho Cordova, California, of the book Reinventing Government, he established training and professional by creating a new cutting-edge city gov- an invaluable resource for public sec- development activities for the entire ernment culture, drawing fully on the tor managers. But he’s also known as organization. He also launched a “train- talents of his diverse staff. a forward-thinking city manager who ing of trainers” program to develop staff “Some of us are managers; some of is passionate about invigorating and capabilities for training and development us inspire others to manage better,” says advancing the profession by inspiring throughout the organization. Mark Scott, city manager of Spartanburg, values of entrepreneurialism, innovation, As CEO of Nevada County, South Carolina. “Ted does both, and he and dynamism in would-be leaders. California, in the early 2000s, Gaebler has had remarkable impacts on genera- Mr. Gaebler’s career has taken him introduced a concept called “The Next tions of managers who might never have from coast to coast; he has had an 100” for mentoring and succession considered careers in local government impact on young leaders at every stop. planning. He worked with a group of management.”

3 A s s i s t a n t E xcellence in L e ad e r s h i p A w a r d in Memory of Buford M. Watson Jr. Florentine Miller

This award, commemorating former “I have told Flo that as good as I the University of North Carolina, it is ICMA President Buford M. Watson Jr., was as deputy manager, she is better,” the largest fare-free system in the coun- honors a local government management says Roger L. Stancil, Chapel Hill town try. She provided continuity, insight, professional who has made significant manager. and professional staff work, and led the contributions toward excellence in lead- In fact, former Chapel Hill Town effort to create a participatory group pro- ership as an assistant to a chief local Manager Cal Horton recommended that cess to address employee concerns. government administrator or department the city create the deputy manager posi- Ms. Miller also has been the lead head. tion in 2003 because of Ms. Miller’s con- staff member working on technology sistently high level of executive leader- enhancement, which is a key work Florentine “Flo” Miller has become a ship. As a woman of color in a field still improvement objective of the council management institution in her 20 years dominated by white men, she has never and manager. She worked with town with Chapel Hill, North Carolina. She is made an issue of her gender or race. She staff, citizens, consultants, and elected known as a consummate professional, has simply provided an example and officials to help develop a technology for mentoring department heads, nur- encouragement for other women and plan that addresses a wide variety of turing staff development, being a good people of color. service needs, from connectivity to infor- listener and skilled communicator, and Among her notable accomplishments mation dissemination to departmental upholding the highest professional eth- is helping to shepherd the transit system productivity improvements. ics. She is highly respected for her lead- through a period of dramatic growth Flo Miller personifies the best quali- ership abilities as well as for the support during the last five years. Serving the ties of the deputy manager. she gives to the leadership of others. towns of Carrboro and Chapel Hill and

Academic Award in Memory of Stephen B. Sweeney

James H. Svara

Established in the name of the writing have contributed to students’ Carolina State University for eight years, longtime director of the University understanding of the role of administra- and fostered the creation of the state’s of Pennsylvania’s Fels Institute of tors and their relationship to elected first doctoral program in public admin- Government, this award is presented to officials. He has prepared hundreds, istration. an academic leader or academic institu- perhaps thousands, of students to enter His teaching has extended to training tion that has made a significant contribu- public service. And through his outreach for elected officials and administrators. tion to the formal education of students and training, he contributes to the con- In Arizona, he organized a program pursuing careers in local government. tinuing education of local government for mayors and council members on managers as they advance through their facilitative leadership, as well as leading James H. Svara, director of the Center careers. training seminars for local government for Urban Innovation at Arizona State At Arizona State University, administrators. University and board member of the Dr. Svara helped create the Marvin He is an honorary member of Alliance for Innovation, has always Andrews Graduate Program in Urban ICMA and serves on the ICMA Strategic sought to bring the worlds of public Management, already the country’s pre- Planning Committee. He is a long-time administration and academia closer mier program in innovation in the field. member of the NASPAA-ICMA Task together. As one of the founding faculty members Force on Local Government Education Dr. Svara has made great contribu- of the MPA degree at the University and a National Academy of Public tions to programs at three universities of North Carolina at Greensboro, he Administration Fellow. that prepare students for careers in local directed the program for six years. He government. His teaching, research, and directed the MPA program at North

4 Community Health and Safety Award Populations of 10,000 to 49,999

Evans, Colorado | Aden E. Hogan Jr., city manager

This award recognizes innovative local can’t afford equipment for their kids to government programs or processes that practice at home. improve the community’s safety, health, In 2007, the city set out to provide and/or wellness, or enhance quality of a ball for each child who registers for a life for the disadvantaged. Sponsored in youth sports program through the Ball part in memory of Carolyn Keane, first for All program. Commercial sponsor- wife of ICMA’s fourth executive director, ships helped offset costs and a commu- Mark Keane, and Bill and Alice Hansell, nity foundation gave a start-up grant. To parents of ICMA’s fifth executive director, increase community involvement, staff William H. Hansell. have initiated youth sports review meet- ings for parents and coaches. A ball for every child The city of Evans has offered youth rec- Although results may be difficult reation programs since 1984, using all to quantify, staff report that kids are Lessons Learned volunteer coaches. With a limited budget using the balls to practice even after the and storage capacity, the city has been season ends. As a side benefit, giving • When local groups understand the unable to give every child a ball. Kids families something fun and physical to many benefits of recreation and new had to wait for a turn to play; coaches do together helps the community’s fight opportunities for youth, it’s easy to frequently asked staff for more balls but against rising childhood obesity. gain their support. ended up buying them with their own The Ball for All program has been • Local businesses have a lot of inter- money when told there were no funds. recognized with awards from the Colorado est in making a difference in the Evans serves a fairly diverse low- Parks and Recreation Association and the lives of children—they just need to income population and many families National Alliance of Youth Sports. be called on.

Community Health and Safety Award Populations of 50,000 and greater

San Antonio, Texas | Sheryl L. Sculley, city manager

In what is probably the first partnership school shopping with having their of its kind, the San Antonio Metropolitan children immunized for school. When Health District (Metro Health) they visit for health care, individuals approached Goodwill Industries to link and families can link to other city and preventive care and health education to county resources. Goodwill Workforce existing Goodwill services. Development participants are trained in Their first joint clinic opened in health care data entry to assist Metro March 2007 at a Goodwill location in Health with record-keeping, while Metro an underserved neighborhood on the Health gains a cost-free labor pool. edge of San Antonio’s inner city, offering Two new Goodwill facilities are immunizations and preventive services. now nearing completion that will offer Free and low-cost immunizations At wellness clinics located at seven other basic primary medical care. Developed Goodwill locations, Metro Health offered under Metro Health’s leadership, the • Concurrence on goals, objectives, blood pressure checks, glucose and cho- services will be offered at no cost to the and community need is essential lesterol screening, mammograms, immu- public health department, taxpayers, or among all of the partners. nizations, and health education. the city. • Nontraditional partners can produce The goal was to serve 4,000 people creative, innovative solutions. annually. In the first year of operation, Lessons Learned nearly 5,800 individuals received free or • Partnerships founded on a common low-cost preventive services. goal do not always require major The collaboration continued to funding. grow. Clients can combine back-to-

5 Community Partnership Award Populations of less than 10,000

Creston, BC, Canada | James R. D. Thackray, town manager

This award recognizes innovative pro- year Physician Recruitment Pilot Project grams or processes between and/or among in August 2007 with $45,000 in funding a local government and other governmen- from the town and regional district. tal entities, private sector businesses, indi- An analysis of the situation found viduals, or nonprofit agencies to improve weak points in the referral and hiring the quality of life for residents or provide process. The health group hired a con- more efficient and effective services. tract recruiter (reducing the program’s overhead), who is the liaison between The growing physician shortage across Health Match BC physician recruiters Canada is hitting rural areas especially and local clinics. Recruiting physicians to combat shortage hard. In 2006, emergency services at the In its first two years, the project local governments and regions Creston Valley Hospital had to be cut reached halfway to its goal of recruiting will need to become involved in to 12 hours a day due to a lack of doc- one to two permanent and two to five recruitment. tors. Since more than half of Creston’s temporary physicians per year. It’s also residents are over 55, there was special helping with retention, now that doctors • Local governments can work within concern about how the area’s senior no longer have to recruit on top of all of their mandates and make a contribu- population would fare. their other responsibilities. Local part- tion to health care. Local leaders knew they had a role to ners have already secured funding for an • Partnerships between local gov- play. The town, regional district, Creston ongoing recruitment program. ernment, economic development Valley Development Authority, and local groups, and health care can develop doctors established the Creston Valley Lessons Learned solutions to what is a growing prob- Health Group, which launched a two- • With the physician shortage, more lem in many rural areas.

Community Partnership Award Populations of 10,000 to 49,999

Beloit, Wisconsin | Larry N. Arft, city manager

The Fairbanks Flats Apartments were an In 2006, a developer that specialized eyesore in Beloit, in spite of their history. in tax credit projects entered the picture Built during World War I as temporary and, after obtaining historic preserva- housing for African-American workers tion and low-income housing tax credits, brought from the Deep South to fill man- construction began in 2008. power shortages, they are Wisconsin’s Today, Fairbanks Flats has the look only known existing community housing and feel of the original design, but its 16 project built exclusively for black workers. rent-to-own row homes for low-to-mod- But by 1999, the Flats sat vacant and erate income families and people with deteriorating. The city bought the prop- disabilities meet the need for affordable Deteriorating Fairbanks Flats Apartments erty at salvage value intending to demol- housing in the 21st century. ish the buildings and redevelop or land Lessons Learned bank the site for future use. Residents concerned about historic • If governments work with their resi- preservation asked the city to give them dents, they can find viable solutions time to find a way to develop the site to long-standing problems. while preserving its history. For the • If a city center property has historic, next four years, residents and city coun- cultural, or architectural significance, cil members, with staff support from it’s worth persevering to find a solution. the city manager and assistant man- • If a project qualifies for property tax ager, explored and rejected numerous credits, it’s a great first step in creating alternatives. an economically viable development. Redevelopment preserves historic significance

6 Community Partnership Award Populations of 50,000 and greater

Olathe, Kansas | John Michael Wilkes, city manager, and Susan E. Sherman, assistant city manager

In 2005, the Greater Kansas City The chamber of commerce soon Community Foundation commissioned signed on as a partner and the vision a Blue Ribbon Task Force, which found grew. The partnership would create a that metropolitan Kansas City was all world-class facility for education and but alone in not having a world-class research, where educators and research- research university in the region. ers would be able to pursue their dreams About 35 percent of the global and have support for marketing their Education and research facility will provide animal health industry is located efforts. economic benefit between Columbia, Missouri (home Today, the KSU-Olathe Innovation of the University of Missouri), and Campus is taking shape on a 92-acre Lessons Learned Manhattan, Kansas (home of Kansas plot in the heart of Johnson County. In • Success comes from setting aside State University/KSU), making the area November 2008, county voters approved individual agendas and keeping ulti- ground zero for animal health, food a small sales tax to establish the Johnson mate goals paramount. safety, and agro-terrorism prevention. County Education Research Triangle, Olathe’s mayor proposed that KSU, which is expected to bring $1.4 billion • Partners must compromise for the the Kansas Bio-Science Authority (KBA), in economic benefit during its first 20 good of the whole. and the city explore a partnership in years. Already, Olathe high school stu- • It’s not enough to have a grand which the city would make a land grant dents are working on original research vision; leaders and decision-makers of city-owned land to KBA; in exchange, with nationally and internationally rec- need to listen to and support their KSU and KBA would develop a research ognized authorities, graduate students, staff members who do the work to or education facility in Olathe. and faculty. make the vision a reality.

Community Sustainability Award Populations of less than 10,000

High Springs, Florida | James D. Drumm, city manager

This award recognizes innovative local profit agency runs the market, which is government programs or processes that located in a park behind city hall. creatively balance a community’s social, Thanks to an outside grant, the economic, environmental, and cultural market offers electronic benefit transfer needs. access, allowing recipients of public assistance to shop there. Attracted by tourist dollars, local farm- For residents who want to grow their ers had been selling their homegrown own, the city and the market run two produce at stands set up on the city’s nearby gardens with plots available for a vacant lots. Problem was, it was against small fee. Building a healthy, sustainable community city ordinances. Revenues from the market have So High Springs city commission- increased from $1,805 in 2001 to $8,291 artists can help small rural cities ers, the city manager and his staff, town in 2008, and residents, especially low- and towns build healthy, sustainable and civic leaders, farmers, gardeners, income families and food stamp recipi- communities. and business owners planted the seeds ents, have access to nutritious food, not that grew into the High Springs Farmers to mention inexpensive cultural and • Gardens bring new life to needy Market and Community Gardens. social activities. neighborhoods, engendering pride Open Thursday afternoons year- and a sense of community. round, the market has 60 registered ven- Lessons Learned • Gardens give young people in low- dors, who rent booths for $15 per week • Partnerships between local govern- income, high-crime neighborhoods or $45 per month, of which 25 percent ments, nonprofit agencies, edu- the chance to have fun outdoors goes to the city to cover costs. A non- cational institutions, farmers, and while they learn new skills.

7 Community Sustainability Award Populations of 10,000 to 49,999

Winter Park, Florida | Randy B. Knight, city manager

The Winter Park Community also were to purchase the land. The Redevelopment Agency (CRA) has homes were designed and decorated been quite successful in revitalizing its through services donated by the blighted West Winter Park community. Orlando Regional Realtor Association, But because of this success, West Winter the Homebuilders Association of Metro Park became vulnerable to gentrification, Orlando, and the Orlando Chapter of the displacement of its long-term African- American Institute of Architects. They American residents, and the loss of its will serve as role models for the HSCLT’s historical character and culture. upcoming projects, which also will be In 2003, the CRA began initiatives to green certified. The Orlando Sentinel has Establishing sustainable workforce housing counteract gentrification by establishing recommended that Orlando use the same sustainable affordable workforce housing model for its own revitalization efforts. for the city’s historic African-American Lessons Learned community. The CRA and the city com- mission created the Hannibal Square • Public/private partnerships that Community Land Trust (HSCLT), central involve industry professionals can Florida’s first land trust, to safeguard create affordable, attractive, and the legacy of resident descendents of the innovative workforce housing. community’s pioneers. • Giving ongoing support to new These partnerships have produced homeowners increases their chances Affordable housing projects revitalize two affordable housing projects that for success. community allow qualified residents to purchase • The entire community benefits when homes at lower prices than if they people can become homeowners.

Community Sustainability Award Populations of 50,000 and greater

Roanoke, Virginia | Darlene L. Burcham, city manager

In 2007, the city of Roanoke, Virginia, As the campaign continued into partnered with Virginia Tech’s Green 2008, the numbers spoke for themselves: Engineering Program to develop its car- • A 9.96 percent increase in city recy- bon emission baseline and discovered cling tonnage, saving $154,657 in that 98.1 percent of the city’s carbon tipping fees. emissions come from the residential, • More than $30,000 annual savings commercial, and industrial sectors. That from replacing incandescent traffic fall, the city launched a multifaceted lights with LED lights at 60 major 18-month campaign to engage the com- intersections. munity in sustainable practices and pro- Volunteers help to clean up the city • Reduced travel times, delays, and mote environmental stewardship. fuel consumption in three high- The campaign mobilized citizens, traffic areas from improved signal Lessons Learned civic organizations, businesses, neigh- coordination. • Education, public awareness, and borhood groups, and environmental outreach efforts are critical to achiev- organizations, expanding the city’s recy- • A 70 percent increase in the number ing a sustainable community. cling program and cleanup activities; of volunteer clean-up activities and enhancing public education on environ- 8,000 hours of volunteer work pro- • An adequate budget for marketing mental issues; developing special pro- vided by community members. and outreach for public awareness grams for schools and businesses; help- Today, the Citizens Clean & Green and education is a must. ing businesses to measure and reduce Committee, which grew out of the cam- • When local governments take the their carbon emissions; and amplifying paign, continues to develop innovative lead on environmental issues, other municipal sustainability efforts. environmental programs for the city. sectors of the community will follow.

8 Strategic Leadership and Governance Award Populations of 10,000 to 49,999

Bedford, Massachusetts | Richard T. Reed, town manager

This award recognizes the innovative for moderate- and lower-income fami- local government programs or processes lies, helped along by donations from that have significantly affected a local developers. In 2001, voters approved a government organization’s culture or small surcharge on property taxes, mak- strategic direction. ing Bedford eligible for matching state funding for affordable housing, open As housing prices soared in the 1990s, space acquisition, and historic preserva- many Bedford residents found it dif- tion projects. In 2002, the Massachusetts ficult to remain in the town. Hardest hit Housing Partnership awarded the town a were residents who’d grown up there; $1 million grant for the development of long-time residents who had trouble affordable rental housing. Building affordable homes for town residents maintaining their homes as they aged; Since 1995, Bedford has added 284 military families from the local Air Force units to the pre-existing 176 units for a total Lessons Learned base; and employees of the town and of 460 affordable units—almost 10 percent • Small, early steps may seem insig- local businesses. of the town’s total housing inventory. nificant, but they add up to results. The town had adopted its first afford- Bedford now ranks fourth in the able housing plan in 1986. Progress had state for affordable housing, with 18.3 • Appropriating adequate staff been slow and steady, but now many percent affordable units. The units are resources is essential to success. residents agreed that efforts needed to dispersed throughout the town. Bedford • Dispersing diverse affordable hous- intensify. has realized its affordable housing goals ing throughout a city cuts negative In 1994, the city formed a nonprofit in a way that preserves its small-town impacts and increases chances for housing trust. It began building homes character while increasing its diversity. success.

Strategic Leadership and Governance Award Populations of 50,000 and greater

Cape Coral, Florida | Terrance E. Stewart, city manager, and Carl L. Schwing, assistant city manager

In 2006, Cape Coral began to look for a • Time to obtain a construction way to increase productivity and lower permit: eight days (previously 21). costs without sacrificing morale. The city • Hiring time for new firefighters: chose the Lean Government philosophy, 30 days (previously 66). which involves all employees in evaluat- • Cycle time for first reviews by site ing their work processes to identify prob- development: five days (previously lems, eliminate disruptions, and stream- 28). line flow to deliver excellent services. In August 2007, the city put the Lean Cape Coral is sharing its experience system in place, working with a consult- with other governments that want to go Putting Lean Government in place ing group at an initial cost of $135,800 lean. In this time of economic crisis, the for 16 events and trainings, which are Lean Government philosophy is proving • The effect of external factors, such ongoing. to be an effective tool to enable Cape as reduction in force, buyouts, and The city already has realized approx- Coral to do more with less. employee perceptions, must be taken imately $2 million in cost savings and/or into account. cost avoidance, partly because the pro- Lessons Learned • Evaluation is important to ensure cess encourages collaboration between • To succeed, all levels of management that all departments and divisions departments, eliminating duplication. must support the initiative and work are following the program and using Some specific gains include: toward the end result. the tools it provides them.

9 Celebration of Service 2009 Service Award Recipients

ICMA Service Awards recognize and celebrate members’ dedication to public service and professional management at the local level. Awards are granted at 10 years and 20 years of local government service. After 20 years, awards are given in five-year incre- ments. Members receiving awards for 25 years or more of local government service are listed here. See icma.org for a complete list of service award recipients.

50 Years 40 Years Jack M. Schumacher, city William E. Dollar manager, Marysville, Michigan Joseph E. Donabed C. Samuel Russell E. Abolt, county manager, Jack Steele, executive director, Lyle H. Dresher Kissinger, Chatham County, Georgia Houston-Galveston Area Council, Daniel E. Dubruiel village manager Michael G. Brown, chief admin- Texas of Indian Creek, istrative officer, Kirkwood, Ronald G. Wagenmann, township Kenneth C. Frank Florida, since Missouri manager, Upper Merion, Susan E. George 2002, began his John D. Bubier, city manager, Pennsylvania Robert L. Gill local government career in 1959. Biddeford, Maine He has served communities in Gregory B. Wellman, city Timothy P. Gordon manager, Atwater, California Pennsylvania, Connecticut, and Reid S. Charles, city administra- Sue A. Gormley New York. Indian Creek is an tor, Harbor Beach, Michigan John T. Wieland, city manager, Bruce T. Haddock exclusive community in Miami- Peter T. Connet, interim manager, Paola, Kansas Lloyd R. Hamberger II Dade County. Roanoke Rapids, North Carolina Stephen L. Wright, city manager, William C. Dixon, village Wheatland, California Jack S. Hamlett manager, Arlington Heights, Paul M. Ziehler, city Thomas E. Hart 45 Years Illinois administrative officer, West Allis, Rodney P. Hawthorne Wisconsin John F. Fischbach, city manager, Peter I. Hechenbleikner Goodyear, Arizona James D. James H. Hipp Crosby, city Roger W. Fraser, city Ray H. Hodges Sr. manager of administrator, Ann Arbor, 35 Years Yukon, Michigan James R. Hogan Oklahoma, Alfred A. Gatta, village manager, Edward W. Ahrens Gordon L. Hughes began his local Scarsdale, New York James C. Bacon Jr. Steven C. Husemann government career in 1964. He served Oklahoma City, Norman, Daniel G. Hobbs, director Jerry Bankston Gregory J. Isaackson of economic development, and South Oklahoma City before James B. Baugh Robert W. Jean he was hired for his current posi- Redlands, California John D. Berchtold Dwight D. Johnson tion in 1994. Yukon is near Thomas R. Hoover, town Oklahoma City. manager, Coventry, Rhode Island Mitchell A. Berkowitz Leon T. Johnson Thomas W. Horne, city manager, Michael C. Bestor Mark L. Johnson John W. Lumberton, North Carolina Randall L. Billings Robert M. Karls Rayner, general William S. Jaboor, chief executive Bernard E. Boraten Richard J. Kelliher manager of officer, Hobsons Bay City Dan W. Boroff Stephen J. Kimbrough Sutherland Council, Victoria, Australia Shire Council, Barry M. Brenner George Korthauer Ralph L. Jaeck, retired city New South Kurt W. Bressner Thomas S. Kurtz Wales, Australia, began his local manager, Millbrae, California government career in 1964. He James E. Martin, county Larry E. Brooks Richard J. Lee served Northern Rivers County, manager, Cumberland County, George C. Campbell Mark M. Levin Ulmarra Shire, Mudgee, and North Carolina Edwin G. Carlstrom John C. Litton Greater Lithgow city councils Thomas G. Mauk, county Richard A. Clark T. Robert Livingston before he was hired for his cur- executive officer, Orange County, rent position in 1982. Sutherland California W. Bruce Clark George A. Long Shire is in Sydney. William R. McDonald, city Joseph L. Cone Wayne P. Marquis administrator, Dupont, Anthony Constantouros Leonard A. Martin Washington Burton T. Conway Patrick J. McDonnell J. A. Ojeda Jr., director of Jack R. Crist Gary L. Meagher international trade & commerce, Miami-Dade County, Florida Thomas F. DeGiulio Thomas M. Melena Charles W. Pittman III, assistant David J. Deutsch Charles W. Meyer city manager, Wilson, North Joseph Di Giacomo Wayne Moore Carolina Frank T. DiGiovanni David M. Morgan John H. Schoeberlein, town James DiPietro Robert W. Morgan manager, Vienna, Virginia

10 Jeffrey V. Morse Beth Little Bormann Craig G. Knutson Mary P. Swenson A. William Moss Jeffrey A. Bremer Steven S. Kubacki Marcia L. Taylor James T. Murphy William R. Bridgeo Mark A. Kunkle Raymond B. Taylor Jim R. Myers David M. Campbell Lanny Shane Lambert Randolph D. Terronez James R. O’Connor Robert G. Campbell Frank T. Lancaster Marc J. Thompson Michael J. O’Keefe Gary F. Christie Robert L. Layton Scott J. Ullery Richard L. Osborne Sr. Timothy J. Clifton Timothy Madigan David P. Van Vooren Harold T. Owen Adam R. Collins Samuel D. Mamet Cathy L. VanderMeulen Gordon L. Pedrow Steve A. Commons Vicki G. Mayes Ellen W. Volmert John C. Phillips Stephen P. Compton Randy E. McCaslin W. Hunter Walker Decker P. Ploehn H. Carter Crawford Charles P. McClendon David A. Warm Gary D. Plotz Kirk L. Davis Wade G. McKinney H. William Watkins George A. Purefoy Carl G. Dean James P. McKnight Mark S. Wayne Michael I. Quinn Peter A. DeAngelis Jr. David A. Mekarski Randy A. Wetmore Scott S. Randall John Deardoff Randall Mellinger David S. Whitlow Dennis D. Redmond Larry R. Deetjen Thomas W. Moeller Donald W. Whitman Dana J. Reed Robert E. Deis Frederick S. Moody Lawrence F. Widmer Jr. Stanley H. Rickard Eric R. Delong R. Scott Morgan Dennis R. Wilberg Hugh Ridge Riley Richard W. Dieterich Subir Mukerjee Ronald K. Wilde James R. Schug Lea R. Dunn Kent A. Myers James B. Williams Sheryl L. Sculley Richard M. Duquette Gary A. Nace Robert L. Wilson Jr. Ira S. Singer Ruben A. Duran John M. Nachbar Michael C. Wood Glenn D. Southard Mark E. Durbin Richard U. Nienstedt Yousry A. Zakhary Maureen A. Stapleton David Edge Anne L. Norris Tim A. Zisoff Steven E. Stewart Damon B. Edwards Nancy E. Novak McMahon John W. Stockton Douglas R. Elliott Jr. Terence E. O’Connor Ralph E. Stone Stephen M. Feller Michael A. O’Neal 25 Years John Stunson Bobbe K. Fitzhugh Robert L. Palmer Brian F. Sullivan John L. Fitzwater Gus H. Pappas Austin S. Abraham John A. Swanson Robert F. Flatley Michael W. Parness Keith D. Alexander Richard Underkofler Robert L. Floyd John C. Patterson John H. Atkins Jr. David R. Waffle John D. Franklin Cheryl L. Patton Janice M. Baker William D. Wagoner James P. Freeman Joseph S. Paxton Jeffrey D. Ball William J. Werner Jesse A. Garcia Steven B. Peru David D. Benda Kenneth L. Westmoreland Allen D. Gill John D. Petrin Keith Bennett Regina V. K. Williams B. Clayton Goodman III John M. Pinch Paul R. Benoit Robert Lee Wilson Mark E. Grams Sandra K. Powell David L. Berner Kenneth N. Windley Jr. Henry L. Gray Patrick M. Pratt Jane A. Berry Jerry R. Yarborough Robert J. Gregory Kenneth R. Pulskamp William E. Boerth John J. Zech Gregg G. Guetschow William A. Ray Jr. Pamela L. Brenner Richard A. Haffey Mark H. Rees Steven M. Brock Kent A. Hager W. Craig Robinson Steven C. Brown 30 Years James C. Hardy Gary G. Rogers Jr. Chris W. Burkett Bob Hart William C. Rolfe Douglas E. Burns Laurie F. Ahrens John F. Hendrickson Sandra L. Ruyle Lorenzo Carmon Karl R. Amylon Frederick L. Hilliard Patrick G. Salerno June W. Catalano James W. Antonen Peter M. Huber Joseph H. Salitros John W. Condrey Carolyn S. Armstrong Robert L. Irvin Henry P. Schubert Jr. Anthony W. Cox Richard D. Ash Gary W. Jackson Lisa B. Schumacher Christopher G. Davis Jane Bais DiSessa Robert W. Jasper John R. Searles Anthony J. DePrima Linda M. Barton Laura A. Johnson Richard B. Self Debora Peele Diaz Dean Bastianini Stephani J. Johnson Sally A. Sherman Kimberly A. Dickens Gerard J. Bauer Daniel W. Keefe Michael W. Smith Vince DiPiazza Thomas J. Benton Robert L. Kellogg John H. Smithson Richard A. Dlugas Keith A. Bergman Lewis S. Kennedy Theodore J. Staton Milton R. Dohoney Jr. John N. Berley Brad L. Kilger James J.L. Stegmaier Joseph P. Duff

11 Jim D. Dunaway Richard P. Johnson Anne F. Odell Patrick F. Sorensen Eric A. Duthie Jere A. Kersnar Christopher S. Olson Charles J. Stahl IV Michael J. Earl Blair F. King Peter H. Olson Susan Ashley Stanton Frank P. Edmunds Joseph D. Kiolbasa Shirley Osle John J. Stickle Michael J. Ellis Kay Donna Kuhlmann Kevin Paicos Barry A. Stock Gloria Santiago Espino Scott M. Lambers Derwick L. Paige David C. Stuart Kevin P. Evans Thomas E. Leath L. Kimball Payne III Patrick Sullivan Kenneth R. Fields Jasmine L. Lim James A. Peterson Gregory A. Sundstrom Nicholas J. Finan Donald C. Lorsung Mark R. Peterson P. Eric Swanson Christopher L. Foss Bruce D. Loucks Robert L. Peterson Anita Fain Taylor Bruce E. Fosselman Bernard F. Lynch Robert J. Pilipiszyn Robert E. Therres Elizabeth A. Fox Mindy C. Manson Lowell R. Prange Keith R. Till Raymond W. Gosack Russell R. Marcoux Steven G Rabe Carolyn P. Titus Cedric S. Grant John F. Mason Gordon E. Reusink Elizabeth Ann Toney-Deal Julia N. Griffin Michael A. McNees Randall K. Riggs David J. Torgler Alan L. Grindstaff David Meriwether Bruce L. Rogers Anthony J. Traxler George M. Grkovic Joseph Merucci Mark A. Rohloff Joseph L. Turner Jack C. Haney Douglas R. Miller Margie C. Rose Kurtis G. Ulrich Stanley Doyle Hawthorne Liz R. Miller Andrew J. Salerno J. Eric Wade Bruce A. Heflin II John Moir Laurel Samson Andrew M. Wilkison Kathleen J. Henry Michael W. Morgan Michael K. Scannell Stephen H. Williams William D. Higginbotham Jr. Michael J. Mornson Ronald R. Searl Alan Winders Richard C. Hill Don A. Morrison Cynthia Seelhammer E. Scott Wood Darrell Hofland Mark H. Moshea Douglas R. Sell Terry H. Woodman Calvin Hoggard J. Matthew Mullan Christine F. Shippey Wayne P. Wright R. Thomas Homan Robert A. Museus Kelly A. Shoemaker Walter T. Wysopal Daniel D. Hudson Andrew E. Neiditz Arthur L. Shufflebarger John Hayden Yow Isaiah Hugley Richard R. Noll Bryan C. Shuler Hannes Zacharias Mitchell E. Johnson Diane M. Norris Christine A. Smeltzer Carol S. Zolnerowich

12 ICMA Center for Performance Measurement™ Certificate Program

The ICMA Center for Performance Measurement’s Certificate Program recognizes local governments that have made an exceptional commitment to integrating performance measurement into their management practices.

Three types of certificates were awarded this year: Achievement, Distinction, and Excellence.

Certificate of Certificate of Distinction Certificate of Excellence Achievement Recipients Recipients Recipients Arlington, Texas Albany, Oregon Austin, Texas Aurora, Colorado Cartersville, Georgia Bellevue, Washington Bridgeport, Connecticut Corvallis, Oregon Coral Springs, Florida Casper, Wyoming Eugene, Oregon Dallas, Texas Centralia, Illinois Fishers, Indiana Fairfax County, Virginia Farmers Branch, Texas Fort Collins, Colorado Henderson, Nevada Highland Park, Illinois Hickory, North Carolina Long Beach, California Howard, Wisconsin High Point, North Carolina Miami-Dade County, Florida Leawood, Kansas Mesa, Arizona Olathe, Kansas Loveland, Ohio North Las Vegas, Nevada Phoenix, Arizona Maitland, Florida Palm Bay, Florida San Jose, California Marin County, California Palm Coast, Florida Santa Barbara County, California Ogdensburg, New York Peoria, Arizona Vancouver, Washington Pearland, Texas San Francisco, California Westminster, Colorado Sammamish, Washington Sarasota County, Florida San Diego, California Shoreline, Washington Sparks, Nevada Suwanee, Georgia Tacoma, Washington University Place, Washington Williamsburg, Virginia Woodbury, Minnesota

Criteria for Certificate of Achievement: Criteria for Certificate of Distinction: Criteria for Certificate of Excellence: • Reporting of performance data to the • Meeting all of the criteria for a Certificate • Meeting all of the criteria for Certificates public through budgets, newsletters, of Achievement. of Achievement and Distinction. and/or information provided to elected • Using performance data in strategic • A commitment to tracking and reporting officials. planning and management decision- key outcome measures to the public. • Verification efforts to ensure the data’s making. • Surveying residents and local govern- reliability. • Sharing of performance measurement ment employees. • Staff training in the principles of perfor- knowledge with other local governments • Communicating data via public-focused mance measurement. through presentations, site visits, and and timely reports, such as performance other networking. dashboards.

13 Help Spread the Word: Good Local Government Matters

The ICMA Fund for Professional Management

ith the generous support of ICMA members, state associations, and other local government stake- Wholders, the ICMA Fund for Professional Management has contributed more than $350,000 toward educating citizens about the role and value of professional local government management . Learn more about the Fund’s impact and join your colleagues by making a donation today at icma org/fund. .

Grow the profession; give to the Fund .

09-241 2010 ICMA Aw ards Celebrating the Difference Professional Local Government Management Makes 2010 ICMA Aw ards

ICMA recognizes the many achievements of its members with awards programs that highlight extraordinary accomplishments as well as dedicated service to the profes- sion. For a complete list of these awards, their descriptions, eligibility criteria, and application dates, as well as access to all previous award booklets since 2001, visit icma.org/memberrecognition. The Distinguished Service Award annually recognizes a retired member who has made an outstanding contribution to the management profession and local government. The Annual Awards recognize individual achievement as well as outstanding local government programs. The winners’ full submissions, as well as a list of all annual award nominees, can be found online at icma.org. Service Awards recognize and celebrate ICMA members’ dedication to public ­service and professional management at the local level. The Center for Performance Measurement Certificate Program recognizes local governments that have made an exceptional commitment to integrating performance measurement into their management practices.

Contents

Distinguished Service Award ...... 1

Annual Awards ...... 2

Service Awards...... 10

Center for Performance Measurement Certificate Program ...... 13

This awards booklet was A 17-member awards evaluation panel is charged with selecting the recipients developed by of the ICMA Annual Awards. Because of the time and effort that go into these Jane Cotnoir deliberations, ICMA would like to thank the following evaluation panel mem- Managing Editor bers, who complete their terms at the 96th ICMA Annual Conference: Kathleen Karas Writer Michael S. Blau, village administrator, Tarrytown, New York Felicia Littky Barry P. Carroll, chief administrative officer, District of Guysborough, Nova Scotia, Annual Awards Program Manager Canada Alison Miller Richards Pamela Caskie, executive director, Northwest Colorado Council of Governments, Membership Programs Manager Silverthorne, Colorado Amanda Relyea Kevin L. Helms, city manager, Oak Hill, Tennessee Service Awards Program Manager Maria G. Lara, assistant to the city manager, Pleasanton, California Kira Hasbargen Lauren Palmer (vice-chair), assistant city manager, Manhattan, Kansas Management Associate Susan Thorpe, deputy city manager, Peoria, Arizona Joyce Lee Brown Assistant Membership Manager

2 Distinguished Service Aw ard

This award is given to a manager who has retired from the profession Stan E. Kennedy and made an outstanding contribution to the management profession and local government. The award recognizes a manager whose service has been judged by peers as strong or exceptional, and who has made major contributions beyond direct service to local government.

More than 30 years ago, Stan Kennedy counsel were well received in what is places on one’s family and self, Mr. worked with a small group of subur- often a lonely time for a city manager. Kennedy promoted more training and ban Chicago city managers to form the Mr. Kennedy’s concern for his fellow development sessions that would help groundbreaking “Morrison Group.” managers extended to his “family” of professionals deal with the rigors of The Morrison Group met monthly with assistants, the young people whom he the job and preserve a healthy family Dr. David Morrison, a psychiatrist who mentored, developed, and prepared for life. These “healthy” sessions that have assists executives in the private and pub- the rigors of management. He has also become an integral part of state and lic sector with work/life balance issues. been an unwavering advocate for the annual conferences. Today the group continues to provide advancement of women and minorities Since his retirement, Mr. Kennedy immeasurable support and training for in the city management profession. has continued to preach the importance city managers as they confront chal- His commitment to professionals of ethical, professional management lenges in their public and personal lives. operating in smaller communities led and provide support for managers Throughout his career, Mr. Kennedy directly to the creation of the “Small in transition. regularly reached out to colleagues who Communities” session track at the faced difficulties at work or at home. His ICMA Annual Conference. And as one warm friendship, sense of humor, will- of the first leaders to openly acknowl- ingness to listen, and honest advice and edge the pressures that the profession

Sylvester Murray

as president of the American Society Group of NAPA. In addition, he has for Public Administration (ASPA). In chaired the Consortium for International addition, he has been on the board of Management, Policy, and Development In addition to his long-standing career directors for the Conference of Minority conferences in Ethiopia, Ghana, Senegal, in local government, Sylvester Murray Public Administrators, Lincoln Institute and Uganda. has made invaluable contributions of Land Policy, National Academy of Governments throughout the United to the profession through mentoring Public Administration (NAPA), National States and abroad have benefited from and teaching. Association of Schools of Public Affairs, Mr. Murray’s expertise in public admin- Mr. Murray has directly mentored 26 National Civic League, National Forum istration, as have his students and those people in the public administration pro- for Black Public Administrators (NFBPA), he has mentored. fession. He also has contributed to the Northeast Midwest Institute, and Public development of countless individuals by Technology Institute. He has received devoting a significant portion of his time National Public Service Awards from teaching at four different universities: NAPA and ASPA and from NFBPA, as University of Cincinnati, Ohio (1982–85); well as a STAATS Lifetime Achievement Franklin University, Ohio (1988–90); Award from ASPA. Cleveland State University, Ohio (1990– Mr. Murray’s contributions extend 2008); and Savannah State University, to areas outside of the United States. He Georgia (2008–present). currently serves as chair of the African The first minority president of ICMA Diaspora Governance Group of the (1983–84), Mr. Murray also has served World Bank and of the Africa Working

1 Distinguished Service Aw ard

Frank Ollendorff

Frank Ollendorff was a pioneer in actively women and minorities in the profession. ceed in the local government manage- promoting and working for true diversity He strongly supported the Hispanic ment profession. in the local government management pro- Network for many years, and served In 1996 Mr. Ollendorff received the fession. In the 1970s, along with Sylvester one year as the ICMA board liaison to Jay T. Bell Professional Management Murray, Mr. Ollendorff cochaired the the network. Award, the highest possible award in the ICMA Affirmative Action Committee, Throughout his career, Mr. Ollendorff Missouri City Management Association. which developed ICMA’s first affirma- was a leader who truly “walked the talk” Given annually to one manager who best tive action plan with annual goals. He of fostering diversity. As city manager demonstrates the ideals of exceptional also chaired the Missouri Minority and in University City, Missouri, he created professional management, the award Women Placement Committee, which model programs for diversity and com- was presented to Mr. Ollendorff for his promoted diversity through mentoring munity engagement, enforcing work- leadership and proven ability to create and education, obtaining excellent results place rules pertaining to equal oppor- a trusting and harmonious environment for women in the profession. tunity. He hired women and minorities within the highly diverse community of Mr. Ollendorff was a member of into key positions as interns, assistant University City. the African-American city management city managers, department heads, and group, which successfully advocated for other management positions and men- ICMA funding for initiatives to promote tored them to help them grow and suc-

Award for Career Excellence in Honor of Mark E. Keane

James K. Spore | City Manager, Virginia Beach, Virginia

Established in honor of former ICMA Under Mr. Spore’s leadership, Virginia public entities to develop Princess Anne Executive Director Mark E. Keane, this Beach developed its own water source; it Commons, a 1,200-acre educational/ award recognizes an outstanding local used tax increment financing to develop athletic/medical complex, and the land’s government administrator who has a downtown that features a convention value has skyrocketed. enhanced the effectiveness of government center, a world-class performing arts cen- Perhaps his greatest accomplishment officials and consistently initiated cre- ter, office towers, apartments, restaurants, came when the federal base closure ative and successful programs. and shops; and it secured federal funding commission threatened to close the and agreements from residents to pay the city’s largest employer, Naval Air Station When James Spore became city manager taxes needed to restore the beach. Oceana, unless it halted new construc- of Virginia Beach in 1991, the city had While his conservative tempera- tion around the base and rolled back the state’s largest population but no ment is reflected in the city’s finances— existing encroachment. With help from identity or vision. It also had no inde- Virginia Beach enjoys an AAA bond other leaders, Mr. Spore found a creative pendent water system, no downtown, rating and the lowest property tax rate solution in which, among other things, and a severely eroded beach. among major cities in the region­­—Mr. the city and state would spend $15 In Mr. Spore’s first year in Virginia Spore will take short-term risks to realize million a year to buy property around Beach, the council adopted a coher- long-term rewards. In 1994, when a local Oceana from voluntary sellers and would ent vision and set in motion its first developer lost 1,200 acres to bankruptcy, restrict development rights on other strategic plan. Since then, it has held Mr. Spore convinced the city to grab the properties. To date, Oceana remains a an annual goal-setting retreat, which land despite the $9.5 million price tag. bedrock of the city’s economy. has greatly helped the city’s long-term He then forged partnerships with the pri- ­strategic planning. vate sector, nonprofit groups, and other

2 Award for Career Devel opment in Memory of L. P. C ookingham

Eric A. Anderson | City Manager, Tacoma, Washington

This award goes to an outstanding local “Mr. Anderson allowed me to sit in Second, mentor these people, give them government administrator who has made when many other managers would have the knowledge, tools, and responsibil- a significant contribution to the career kept the intern out of the most sensitive ity necessary to succeed; give them development of new talent in profes- sessions,” says Mike Matthes, a former an opportunity to fail, because failure sional local government management, intern and now assistant city manager. is not a bad thing but rather another in honor of former ICMA President L. P. “He pushed you out of your comfort learning experience. Third, instill (Perry) Cookingham, who is credited with zone and created a safe place to fail.” the value to continually learn so that creating the local government internship. When asked about Mr. Anderson’s interns continue to improve when you management philosophy, former and or they move on. Our careers are a A former intern himself, Eric Anderson current employees consistently cited process of life-long learning…. Last, has always valued the internship experi- his vigilant adherence to guiding val- encourage interns to pass on the knowl- ence. As a city manager, he developed ues. All hoped to emulate his commit- edge to future generations when ready.” formal two-year internship programs ment to integrity, respect, teamwork, in Des Moines, Iowa, and Tacoma, accountability, and public service in Washington, to provide interns with their own careers. opportunities that would typically be Mark Rothert, a former intern and out of reach and push them to develop management assistant in Des Moines, the skills necessary to become success- attributes much of his philosophy to Mr. ful managers in the future. To date, he Anderson: “First, hire good people who has mentored 19 postgraduate students are coachable, eager to learn, want to through these programs. do good, and will work well on a team.

Assistant Excellence in Leadership Aw ard in Memory of Buford M. Wa tson Jr. Douglas J. Hewett | Assistant City Manager, Fayetteville, North Carolina

This award, commemorating former ICMA for upper management, yet Mr. Hewett received the 2009 Siemens Sustainable President Buford M. Watson Jr., honors has never hesitated to assume additional Community Award in the mid-size com- a local government management profes- responsibilities. He was instrumental in munity category for its comprehensive sional who has made significant contribu- recognizing the advantages of combining recycling program. tions toward excellence in leadership as the building inspections, planning, zoning Mr. Hewett consistently brings a an assistant to a chief local government and code enforcement departments under unique perspective to every discussion administrator or department head. one umbrella to provide a one-stop cen- and project in which he takes part. ter for development services. He worked He is a team player who participates Douglas Hewett joined the city of diligently to establish the new position actively and willingly in areas both Fayetteville in 2004 as senior executive of development services director and to within and outside of his assigned for Strategic Initiatives. Promoted to recruit a qualified candidate to lead those realm of responsibility. management services director in 2006, combined functions during the critical To Dale Iman, Fayetteville’s city man- he was primarily responsible for sup- time of reorganization and transition. ager, Mr. Hewett is “a rare individual who porting the initiatives of the city man- In 2008, Mr. Hewett oversaw employees migrate to when they reach a ager and city council. Just one year later the design and implementation of dead end on a project, need advice on a he was named assistant city manager. Fayetteville’s curbside recycling initia- politically sensitive issue, or just an ear to During the past two years, Fayetteville tive, which exceeded all expectations listen. Equally important to me is that Mr. has undergone organizational changes for collection and participation goals Hewett has a way of keeping me grounded that have posed significant challenges in its first year. The department also and focused on the big picture.”

3 Academic Aw ard in Memory of S tephen B. S weeney

Marvin K. Hoffman | Professor, Appalachian State University

Established in the name of the scholarships for students pursuing careers lum development and has pursued cooper- longtime director of the University in local government management. He ative international ventures between ASU of Pennsylvania’s Fels Institute of also obtained $764,348 in grant funding and universities in Poland, Macedonia, Government, this award is presented to to support a unique partnership between and Serbia. He recruited, selected, and an academic leader or academic institu- ASU and the University of North Carolina secured funding for 15 international stu- tion that has made a significant contribu- at Chapel Hill School of Government. dents to earn an MPA at ASU; so far, 11 tion to the formal education of students Designed to bring professional manage- graduates have returned to their native pursuing careers in local government. ment to small communities that cannot countries to work in local government. afford to hire professional managers, this In fall 2007, Dr. Hoffman was a Fulbright Since 1990, Marvin Hoffman has directed program will train two MPA students from Scholar at the Center for the Studies of the MPA program at Appalachian State each school to spend two years as grant the United States at the Faculty of Political University (ASU) in Boone, North writers and management analysts in some Sciences of the University of Belgrade. Carolina, a university known for its city/ of North Carolina’s poorest communities. Nearly 300 students have earned county management program. Graduates Between stints as a professor at an MPA at ASU, most of whom were include local government managers and ASU, Dr. Hoffman has served in various under Dr. Hoffman’s supervision. In assistant managers, planning directors, local government management posi- 2004, ASU’s Graduate School Association code enforcement officers, emergency tions, including town manager of Boone of Students presented him with their management directors, budget analysts, and county manager of Chatham, Outstanding Mentor Award. His profes- and personnel directors. North Carolina. sionalism and outstanding commitment Dr. Hoffman was instrumental in rais- He has advised several European uni- to students are only two of many quali- ing funds to permanently endow nine versities on public administration curricu- ties for which he has been honored.

Community Health and Safety Aw ard Populations of 10,000 to 50,000

Cornelius, Oregon | David R. Waffle, city manager

This award recognizes innovative local children with disabilities, the new city government programs or processes that manager and planning director, and improve the community’s safety, health, local service agencies in a community and/or wellness, or enhance quality of engagement process. After hearing life for the disadvantaged. Sponsored in from the families, city representatives part in memory of Carolyn Keane, first formed the Cornelius Committee: A wife of ICMA’s fourth executive director, Vision for an Accessible Community/ Mark Keane, and Bill and Alice Hansell, Comité de Cornelius: Una Visión para

parents of ICMA’s fifth executive director, una Comunidad Accesible. Results to “Different Abilities—Equal Rights,” the theme William H. Hansell. date include of the 2008 Celebración del Día del Niño • A video about mobility and infra- Cornelius faced a range of problems, structure challenges in the city including health and safety issues, acces- • Significant improvements to the • An outline resource book for families sibility barriers to residents with mobil- city’s streets and sidewalks with children with disabilities that is ity challenges, and city operations that also available in hard copy. were minimally bilingual and not fully • A master plan for parks with an accessible to the Latino population. Americans with Disabilities Act Lessons Learned In March 2006, faculty and trainees transition plan of the Leadership for Neuro­develop­ • Expansion of the Day of the Child • Engaged families are valuable part- mental and Related Disabilities (LEND) Celebration/Celebración del Día del ners in city improvement efforts. program at Oregon Health and Sciences Niño, making those with disabilities • Inclusion means opportunity, University brought together families with feel more welcome not burdens.

4 Community Health and Safety Aw ard Populations of 50,000 or greater

Wake County, North Carolina | David C. Cooke, county manager

Emergency medical service (EMS) calls time administrative EMS chief officers, are often made by chronically sick per- the academy employs about 30 guest sons, who usually seek treatment and instructors at minimal cost. transport once their conditions have dete- Now, using 14 full-time field riorated into full-blown medical crises. advanced practice paramedic (APP) The EMS also responds regularly to sub- units divided into two daily shifts, the stance abuse patients and persons in men- county has reduced the need for fre- tal health crises—but only to bring them quent and repetitive ambulance response to the hospital for evaluation; patients to target populations. In addition, its are often discharged only to require EMS APP units regularly assist ambulance intervention again within hours. crews on critical-level calls and have Using APPs to expand and improve EMS delivery For Wake County, a shortage of well- increased the number of home visits experienced paramedics, coupled with to high-risk populations. By making days, fill-in staffing, and other func- the need for rapid assessment, interven- EMS provision more cost-efficient and tions requires careful consideration. tion decisions, and myriad time-sensitive improving service delivery, this service • Developing and maintaining inter- paramedic-level procedures, often under has made objective improvements in the agency working relationships are difficult circumstances, made it a chal- wellness of its customers. vitally important. lenge to adequately staff ambulances. To address these issues, the county gave Lessons Learned 19 paramedics the opportunity to enter • APPs are a relatively small, yet highly a competitive eight-week academy. specialized pool of employees, so Coordinated and operated by two full- planning for vacation requests, sick

Community P artnership Aw ard Populations of less than 10,000

Central City, Nebraska | Christopher Anderson, city administrator

This award recognizes innovative pro- • The city’s fifty-year-old swimming pool grams or processes between and/or among was reaching the end of its useful­ life. a local government and other governmen- • Additional open space was needed tal entities, private sector businesses, indi- for recreation and walking areas. viduals, or nonprofit agencies to improve the quality of life for residents or provide A wide range of community resi- more efficient and effective services. dents and organizations came together to develop a proposal. As it became appar- In the mid-2000s, Central City had identi- ent that all five issues shared a symbiotic fied a number of seemingly unrelated The new swimming pool at the South relationship, their proposal evolved into Recreation Complex issues for improvement in the community: the South Recreation Project. • New residential construction was at Open public meetings were held to a virtual standstill, and the existing Lessons Learned determine what features were desired. housing stock was rapidly aging. Anyone who wished to be involved could • Resolving financial issues in advance • A trailer park was severely degraded present and revise suggestions. School makes it easier to manage a project and down to about one-third occu- students of various ages provided input and establish buy-in. pancy; an adjacent property was on the design, particularly for the swim- • Community involvement provides a overgrown with vegetation; and an ming pool. The result was the South wider range of ideas. abandoned pit of water was creating Recreation Complex, which includes a • Construction activities can take lon- a hazard. trailer park, new lake, aquatic center, soc- ger than anticipated. • The introduction of soccer leagues cer facilities, residential subdivision, and had led to a demand for soccer fields. hiking/biking trail.

5 Community P artnership Aw ard Populations of 10,000 to 49,999

Needham, Massachusetts | Kate P. Fitzpatrick, town manager, and Christopher T. Coleman, assistant town manager

A common complaint among Needham’s more willing to comply with “empathetic citizens was speeding cars on local signs”—those that show concern for the roads. But the Traffic Management public or trigger their empathy. Advisory Committee (TMAC), compris- Shortly after, Needham’s town man- ing members of the engineering and ager met with eighth-graders as part of police departments, the town manager’s a civics curriculum. After explaining office, and the general public, learned the concept of emotionally intelligent that signs that show the speed limit or signage, she asked them to create signs read “Slow” or “Slow Children” are inef- to get drivers to slow down. Students Eye-catching, intelligent signage slowing fective; that the proliferation of signs created over 100 imaginative posters, traffic in Needham detracts from the town’s appearance; which were made into 18×24-inch and that educational efforts urging signs costing $41. About 15 signs were patience, courtesy, and attention to road installed, primarily in school zones. Emotional intelligence is now a key conditions and usage are inadequate. One sign shows blazing red and orange consideration for town employees in At the 2007 ICMA Annual flames and the slogan “Where’s the their daily work! Conference, Daniel Pink challenged Fire? Slow Down!” Signs are also avail- Lessons Learned local government managers to evaluate able to residents upon request and are signage with a critical eye. According rotated among neighborhoods to pre- • Kids have great ideas. to Pink, research reveals that people vent long-standing signs from becom- • Unusual signs attract the attention are more satisfied, less frustrated, and ing “invisible.” of motorists.

Community P artnership Aw ard Populations of 50,000 and greater

Sugar Land, Texas | Allen Bogard, city manager

To meet the community’s educational resource center, four interactive televi- needs, the University of Houston (UH) sion rooms, and a community education spent five years planning and construct- room for public use. Upon opening in ing a new campus at Sugar Land. The 2002, the campus enrolled 2,300 students state of Texas donated 248 acres for the and offered 34 graduate and junior- and university and 428 adjoining acres of senior-level undergraduate programs. parkland for the city, which committed In 2005, the city and UH extended $3.5 million toward the construction their partnership to build a second facil- of the $11 million, 57,000-square-foot ity that would offer space to Wharton building and joined the university in an County Junior College (WCJC) and thus The University of Houston at Sugar Land aggressive campaign to attract additional create a full undergraduate curriculum. funding from private donations and The city committed another $3.5 million foundation grants toward construction and fundraising; in a two-level, 150-seat auditorium and The collaboration marked the first turn, UH leased an adjacent 52 acres to large multipurpose room. It had 2,100 time in Texas history that the state legis- the city for parkland that would include enrollees in its spring 2009 semester, and lature donated land to another jurisdic- a park and recreation center for the col- UH anticipates a 5 percent enrollment tion. It was also the first time a munici- lege and the general public. growth annually. pality helped to fund a state project, The new WCJC building is a Lessons Learned demonstrating the city’s commitment to 145,000-square-foot facility containing education and workforce development. 44 classrooms, a performance hall, five • Partnering increases the likelihood The new facility contains general computer labs, nine science laborato- of success. classrooms, a multimedia center, library ries, a nursing skills laboratory, and • Citizens embrace partnerships.

6 Community Sust ainability Aw ard Populations of less than 10,000

Bayside, Wisconsin | Andrew K. Pederson, village manager

This award recognizes innovative local consumption was down by 23 percent, government programs or processes and overall utility costs by 21 percent. that creatively balance a community’s Second, to deliver quality services social, economic, environmental, and cost-effectively, Bayside implemented cultural needs. comprehensive collection efficiency mea- surement. Finding that the number of Among several core “green” initiatives hours that the public works crews spent that the village of Bayside has imple- annually collecting garbage, recycling, and mented, two stand out. yard waste left them little time for main- Fully automated garbage and recycling collection­ First, to reduce its facility energy con- taining village-owned vehicles, machinery, improves efficiency and saves money sumption, Bayside enrolled in the U.S. and roadways, the village reprioritized the Environmental Protection Agency’s Energy department’s work allocations, modified Star for Local Government Program; its collections schedule, adopted a more Lessons Learned installed an energy-efficient HVAC sys- demand-based service, and set collections • Measurement and accountability can tem in the village hall/police department benchmarks. The result was a 30 percent produce significant enhancements facility, efficient lighting in public works reduction in hours spent on collections without any loss in service. maintenance facilities, and motion sensor and a savings of almost $97,000. and zone lighting in common and large Now crews have more time for infra- • Several small changes can make a areas; relocated and adjusted thermostats structure maintenance and building and very large impact. to reflect building usage patterns; and con- equipment upkeep, and the village has • Implementation and results may ducted an audit to identify other conserva- cut nearly 5 percent of its general fund not occur quickly, so patience and tion measures. By 2009, overall energy budget without affecting service levels. resolve are vital.

Community Sust ainability Aw ard Populations of 10,000 to 49,999

Hickory, North Carolina | Mick Berry, city manager, and Andrea Surratt, assistant city manager

Between 2000 and 2009, a steep decline in renovate vacant or underused buildings manufacturing left over 3 million square in the designated area, especially brown- feet of vacant space in commercial build- field sites. Since the program’s inception, ings within Hickory’s metro area, espe- nine grants have been approved, leverag- cially along the city’s two rail corridors. ing about $847,064 in private investment. To address this blight, a council mem- Operation No Vacancy is revitalizing ber suggested using an existing list of Hickory’s distressed commercial and more than 190 vacant or underused com- industrial areas by using existing infra- Before mercial properties and researching the structure, rejuvenating old industrial and properties for their redevelopment poten- rail corridors, increasing property values, tial. Thus began Operation No Vacancy. and improving community aesthetics. A committee was formed to enhance the vacant building inventory tool, des- Lessons Learned ignate a commercial revitalization area, • A streamlined process makes it eas- unify existing redevelopment programs, ier to market vacant commercial and create and review applications for a vacant industrial buildings. building revitalization grant program, and • Grant programs encourage renova- reach out to community stakeholders. tion of and relocation in vacant and After The grant program offers matching underused buildings. funds of up to $25,000 for projects that Redevelopment under Operation No Vacancy

7 Community Sust ainability Aw ard Populations of 50,000 and greater

Heerhugowaard, Netherlands | Joost G. den Hertog, city manager

With more than 3,000 houses and a Many residential roads are traffic broad range of facilities, City of the Sun free, developed with extra greenery, (Stad van de Zon) occupies 304 acres special paving, and play areas; cars are on the south side of Heerhugowaard (30 kept in special areas, in underground miles from Amsterdam), surrounded by car parks, or behind houses. Solar pan-

a spacious 420-acre recreational area. els create a CO2-neutral neighborhood, Until 1629, seawater had free rein in homes are energy-efficient (ISO++), and Heerhugowaard. Vegetated sandbanks three wind turbines in the recreational dominated the landscape. Then the land area together produce almost 7 MW of was reclaimed, and it became an agricul- renewable energy. Sustainable development points to the sun tural area. The development has schools, shops, Development of City of the Sun began a café and a restaurant, a medical center, Lessons Learned in 2002 as new houses and amenities a drugstore, and a community center. • Plans must be solid enough to sur- were integrated with existing farmhouses There are 99 acres of woods with walking, vive financial fluctuations and sub- on one of the country’s oldest and most skating, and mountain biking paths; open sidy setbacks. picturesque roads. An island was raised, spaces for events; sunbathing and picnick- water channels were excavated, higher ing areas; 185 acres of water for boating • Renewable energy goals must be areas were created in the new wooded and swimming; and a real sand beach. distinct from the measurements by region; and a large embankment was con- With City of the Sun, Heerhugowaard which they are achieved. structed with soil that came from digging has shown that sustainable cities are • Partners must be prepared for a long- out the lake. possible goals for future generations. term commitment.

Strategic Leadership and Governance Aw ard Populations of less than 10,000

Mission, Kansas | Mike J. Scanlon, city administrator

This award recognizes the innovative commercial opportunities developed in local government programs or processes harmony with green space; (3) expanded that have significantly affected a local transportation options, and (4) more tran- government organization’s culture or sit- and pedestrian-oriented development. strategic direction. These findings, together with input from staff, the city council, and residents After enjoying enormous growth during and with the requisite adopting ordi- the 1960s and 1970s, Mission, a first-ring nances and policies, led to the Mission suburb of Kansas City, Missouri, now has Vision redevelopment plan. This plan little to no vacant ground available for goes beyond land use questions, tackling generating critical new investment in the issues of sustainability, smart growth, and Gateway Project, a future $280,000,000 mixed- 21st century. Many residential and com- the financing of future redevelopment. use redevelopment project in Mission mercial buildings are lacking in modern- Some early successes include three day amenities; single-story buildings new infill developments: two are focused predominate; and large surface parking primarily on businesses/commercial Lessons Learned lots consume valuable acreage. Other redevelopment and reinvestment; the • Incorporating all relevant studies and challenges include flooding, storm-water third provides an alternate transportation policies into one document makes drainage, and aging infrastructure. route while simultaneously helping the the redevelopment process easier. Over a half dozen planning studies city to achieve storm-water best manage- • A redevelopment plan is as impor- have concluded that Mission needs (1) ment practices. Each project supports tant as a comprehensive plan. higher-density housing options (e.g., town the policies and goals set forth in the homes and condominiums); (2) multistory Mission Vision document.

8 Strategic Leadership and Governance Aw ard Populations of 10,000 to 49,999

Decatur, Georgia | Peggy Merriss, city manager; Andrea T. Arnold, assistant city manager; and Meredith M. Roark, assistant to the city manager

In Decatur’s new budget process, depart- and show how they address the larger ment heads develop a city budget that goals of the organization. promotes the city’s vision while adher- With this new collaborative process, ing to the city’s fiscal constraints. At the department heads have a deeper knowl- regular budget review meeting, each head edge of the operations of other depart- describes the past year’s accomplish- ments, a greater appreciation for how ments, presents his or her department’s each department strives to achieve the proposed budget, and explains how its city’s vision, and a clearer understanding A collaborative budget process supports the budget and work plan support the city’s of how they work together to accomplish vision of Decatur vision. The department heads make any that goal. This means increased coopera- needed cuts and then present the budget tion, less duplication of effort, and even Lessons Learned to the city manager. The manager can still some unforeseen revenue enhancement modify this budget document, but any opportunities. Rather than focusing on • A collaborative budget process adjustments can now be more strategic. winning as much as they can for their empowers managers to work together The budget document incorporates departments, city staff now think col- for the good of the organization and “budget narratives” so that each depart- lectively about the most efficient way to citizens they serve. ment can tell its “story,” explain how provide the highest level of service for the • A narrative helps the city commis- expenditure requests were determined, least possible cost. sion understand the numbers.

Strategic Leadership and Governance Aw ard Populations of 50,000 and greater

Schaumburg, Illinois | Ken J. Fritz, village manager, and Paula Hewson, senior assistant to the village manager

To improve the leadership capability of all Two tasks were identified early on as village staff and develop a pool of high- critical to success. First, the TMP needed potential employees, Schaumburg’s chief a competency model to serve as its foun- administrative officer selected a team to dation and provide a common language create a talent management plan (TMP). linking the five elements together. For Using the best research available, the this purpose, the village selected the 67 team identified five elements as part of the research-based competencies developed Identifying, building, and retaining star plan and established specific tasks, tools, by Lominger International. performers in Schaumburg courses, and deadlines for each: Second, the village needed to con- 1. Attract the right talent with the right vene top performers to create “success competencies for the job profiles” for each of the four main levels profiles are currently being developed for of employment: individual contributor, every position in the village for use in 2. Engage talent you already have with professional, supervisor/manager, and hiring, 360-degree feedback assessments, innovation and challenges executive. After discussing the strategic development, and succession planning. 3. Build talent through assessment purpose of the position, key deliverables, and development Lessons Learned barriers to success, and expected changes 4. Promote talent by giving the best in the village over the next decade, partic- • Talent management becomes even performers the biggest opportunities ipants produced a list of 15 competencies more important during tight eco- 5. Retain talent by recognizing perfor- that distinguish “star performers” from nomic times. mance and contribution to the vision. average or poor ones. Job-specific success • Be flexible and be patient.

9 Celebration of Service 2010 Service Award Recipients

ICMA Service Awards recognize and celebrate members’ dedication to public service and professional management at the local level. Awards are granted at 10 years and 20 years of local government service. After 20 years, awards are given in five-year incre- ments. Members receiving awards for 30 years or more of local government service will be recognized individually during the Celebration of Service to the Profession, which takes place at the ICMA Annual Conference. For a complete list of 2010 Service Award recipients, visit icma.org/serviceawards.

55 Years Rockdale and Waverley before he current position in 2005. He trator, Rochester, Minnesota was hired for his current position recently received a lifetime achieve- Kim D. Leinbach, city manager, John Weichsel, in 1992. ment award from the Texas City Temple Terrace, Florida town manager Management Association. of Southington, Kenneth W. Parker, city manager, Donald J. Port Orange, Florida Connecticut, Borut, execu- Judith A. began his local tive director of Vicchio, assis- Gary F. Pokorny, city manager, government the National tant township Walnut Creek, California career in 1955. League of manager of William R. Ross, town manager, He served communities in Michi­ Cities, began Upper Merion, Mansfield, Massachusetts gan and New York before coming his local gov- Pennsylvania, Gerald E. Schapiro, assistant to his current position in 1966. He ernment career in 1964. He began her local was the first nonelected chief city manager, Rock Hill, South worked in Ann Arbor, Michigan, government career in Upper Carolina administrative officer to become and at ICMA before he was hired Merion in 1965. She worked her William D. Sleeper, county president of the Connecticut for his current position in 1990. way up through the ranks and Conference of Municipalities. was hired for her current position administrator, Pittsylvania County, VA He says, “It is surreal to be listed Richard A. in 1998. David L. Smith, chief executive, as having 55 years’ experience in Jentzsch, Society of Local Government the council-manager profession. assistant city Managers, New Zealand When I entered the Fels Institute manager and of Government at the University of airport director 40 Years James C. Smith, city manager, Pennsylvania, it certainly was not of Page, Ari­ Washington, North Carolina in my mind that I might achieve zona, began his Rodney W. Avery, city manager, James K. Spore, city manager, such longevity…. Successful local government career in 1957. Boise City, Oklahoma Virginia Beach, Virginia management requires teamwork. He served communities in Wyom­ Charles G. Blosten, director of Terrance Stewart, interim town The councilpersons, department ing, Utah, Oregon, Ohio, and public services & community manager, Fort Myers Beach, heads, secretaries, and others that Indiana before he was hired by development, Littleton, Colorado Florida have helped me along the way the city of Page in 1989. He are a very long list and they are received the 2005 Arizona Airport Michael F. Brown, county George R. Sylvestre, town man- greatly appreciated.” of the Year award from the aero- executive officer, Santa Barbara ager/director of administrative nautics division of the Arizona County, California services, Stonington, Connecticut Department of Transportation. Michael DiTullio, district man- Linda L. Witko, assistant city 45 Years ager, Fort Collins–Loveland Water manager, Casper, Wyoming Thomas District, Colorado John P. Muehlenbeck, Daniel J. Donahue, city adminis- Applegate, city city manager of trator, Corcoran, Minnesota Plano, Texas, manager of Bruce A. Dorbian, borough man- began his local 35 Years Union, Ohio, ager, Marcus Hook, Pennsylvania began his local government Kenneth C. Frank, city manager, Stephen A. Alfred government career in 1965. Laguna Beach, California Michael S. Allison career in 1965. He served communities in He worked in maintenance opera- Georgia, Kansas, Texas, and Charles B. Graham, city manager, Ronald C. Anderson Jr. Virginia before he was hired for tions and served as superinten- Frankenmuth, Michigan Edward A. Barrett his current position in 1987. He is dent of water and wastewater Robert W. Healy, city manager, a 2009 National Academy of Robert J. Bartolotta before he was hired for his cur- Cambridge, Massachusetts Public Administration Fellow. Allan R. Bawden rent position in 1982. Lance A. Hedquist, city adminis- trator, South Sioux City, Nebraska Paul G. Beecher Robert J. Ball, Donald E. Rodger L. Bennett general man- Taylor, city man- Peter J. Herlofsky Jr., city admin- ager of Hornsby ager of Schertz, istrator, Farmington, Minnesota L. Chriswell Bickley Jr. Shire Council Texas, began his William A. Huston, city manager, Brian J. Bowling in New South local govern- Tustin, California Vicky Boyington Wales, Austra­ ment career in Sue Knight, administrative assis- James A. Briggs lia, began his 1962. He served tant, Troy, Ohio local government career in 1964. communities in Oklahoma­ and Gary R. Brown He served the communities of Texas before he was hired for his Stevan E. Kvenvold, city adminis-

10 Glenn D. Brown John C. Lovell Jr. Allen L. Barnes Edwin J. Hunzeker Michael B. Brown Curtis H. Lunt Perry E. Beck Jr. James C. Hurm Richard M. Brown John A. MacLean John Bennett Daniel G. Jaxel Clarence H. Bryant Dale J. Majerczyk Donald E. Berger Steven R. Jepsen Julie E. Burch Mac D. Manning Jr. Jane A. Berry Steven A. Jones John E. Carter Joel R. Mashburn Michael J Bobinsky Byron D. Jorgenson W. Douglas Caskey Vicki G. Mayes Ronald C. Bowman Laurie Kadrich Clayton W. Chandler T. Michael McDowell Paul C. Boyer Jr. Pamela Kavanaugh Sterling B. Cheatham Ronald W. McLemore Pamela Brangaccio Suzanne K. Kennedy Rickey Childers Rene L. Mendez George A. Brown Robert R. Kiely Jr. Douglas S. Cleland Carl M. Metzger George S. Brown T. Robert Kindred Michael S. Copp J. Scott Miller Richard N. Burdine Joseph C. King David A. Crawford Robert H. Moncur John J. Burke Cornell F. Knight David G. Cressman Frederick Nutt Raymond J. Burton Jeffrey C. Kolin McDuffie Cummings Gary O’Connell Stephen R. Casey Edward B. Koryzno Jr. Douglas G. Detling Kevin O’Donnell Larry D. Cheeves Debra Kurita J. Michael Dornan Howard D. Partington David Edward Clyne Phillip R. Lammers Fredrick E. Enderle Joe Patterson Barry A. Cook William P. Lavin Timothy F. Ernster Donald F. Pauley Christopher J. Cotter Patrick J. Lawton Gary S. Esplin Donald E. Penman Paul J. Daminato Robert Layman Charles Faranda Richard J. Ramirez Charles O. Dobbins Jr. Ronald LeBlanc John R. Flint Stephen W. Raper Randy B. Dubord Paul A. Leonard David L. Foglesong Robert J. Regus John E. Duso Phyllis C. Lieberman Edward A. Geick Randall Reid David Edgar Barbara W. Lipscomb Carol E. Giovanatto Valerie L. Salmons James R. Eldridge Susan M. Loftus Maxwell N. Glyde Mark W. Sather David L. Ellison Rocco J. Longo James Grassman Patrick C. Scheidel John H. Eskilson Sheila Lundt Anthony H. Griffin Timothy W. Schuenke Stewart C. Fairburn Gary C. Mahannah Joseph M. Gryniewicz Jr. Stephen L. Sechriest Bruce S. Feng Anthony J. Marryatt Jay A. Gsell Reid Silverboard Ronald M. Ferris Dennis W. McDuffie Jack Hadge Cory L. Smith Thomas J. Fountaine II Jeffrey L. Miller Dennis M. Hays Stephen J. Sobers Matthew Fulton Mark W. Miller Dale E. Helling Lewis J. Steinbrecher Dan D. Galloway Keith P. Montag Mark R. Henne Stephen C. Sultzaberger Sam S. Gaston Michael Morrison David D. Hicks Hugh L. Thomas Rita L. Geldert Anthony Mortillaro Richard P. Holmer Frank Turner Brian Gramentz Jeffrey L. Mueller Steve Howerton Carlos A. Urrutia Sam K. Greenwood James H. Mullen Michael W. Huggins Mary L. Watt Gino C. Grimaldi Edward J. Murphy Jr. Garry G. Hunt G. Craig Weinaug Samuel E. Grove William A. Neron Joyce Hunt Robert Wherry Pall Gudgeirsson Michael Nicoletti Greg Ingham Ronald R. Wood John Howard Guldner Anthony W. Nowicki James W. Keinath Thomas J. Wood Peter Hames Leo E. Ochs Jr. Steven H. Kendall Alan J. Young Scott A. Hancock Thomas P. O’Connor Ronald R. Kimble Gregory E. Young Joel R. Hanson Craig L. Pedro John G. Kines Jr. Michael J. Hartman Clayton Phillips Gary F. Klaphake David L. Harvey James S. Phillips Gregory D. Korduner 30 Years Mir Aref Hassan LeRoy Nate Pierce Harvey Krauss Allan J. Heindel John T. Pierpont Gary T. Kubic Greg Alexander Patrick W. Hentges Harold J. Porr III Rick W. Kuckkahn J. Russell Allen Ralph Hester Richard R. Price Steven A. Kueny Glenn D. Anderson W. Brian Hiatt W. Alan Reddish Thomas R. Lebak Stephen L. Anderson Henry J. Hill III Harry J. Rudberg Ronald Lee Greg M. Applegate William A. Holtby John D. Shugart Douglas K. Leslie Mark F. Arbuthnot Evelyn Honea Bryan C. Shuler Huey P. Long Douglas C. Arndt Philip D. Honsey Judith J. Smith Robert Louiseau Louis J. Baltz III C. Jack Horton Kenny L. Smith

11 Greg L. Sparks David A. Bovee Jeffrey A. Hecksel Mark R. Oefinger Paul Stapleton Adam T. Brumbaugh Joseph A. Helfenberger Steven C. O’Malley Mark C. Stevens Joseph A. Calabrigo Anne Louise Heron Jeffrey R. O’Neill David C. Stuart Kenneth P. Collard Mark E. Hindman Terry B. Parker William F. Studer Jr. David Cook Kent L. Hixson Anthony T. Plante Thomas A. Sullivan David C. Cooke Fred E. Hlava Ricky L. Prill Curtis W. Sutherland William J. Cornwall Kurt D. Hodgen Craig B. Prosser Bonnie Svrcek Mary M. Corriveau David P. Hodgkins Tony Ramos Earlene M. Teaster Philip W. Cortese Jon D. Hohenstein Jeffrey E. Repp Edwin J. Thorne Charlotte D. Cotton Curtis L. Holt Jose L. Reyna David R. Tooley Stephen J. Cottrell Charles R. Horne David Ridpath John C. Tracy Bill Daily Jeffrey J. Howell Danny Roberts David W. Tyson Karen Daly Brian P. Humphress David J. Robertson William F. Underwood II Mark G. Deven Paul G. Janssen Jr. Susan E. Robertson Maryann I. Ustick Erdal Donmez Eric R. Johnson Denise M. Rose Donna S. VanderClock John R. Dowd Michael W. Johnson Susan C. Schlerf Joseph L. Verruni Michael J. Driscoll Ronald S. Johnson Robert J. Schrage Paul J. Virgadamo Jr. Wendy B. DuBord Benjamin W. Jones Gregory A. Seefeldt Jeannelle B. Wallace Rick Dudley John M. Kalmar Scott A. Shanley David W. Warrington Michelle F. Dugan Alan C. Kapanicas Albert R. Sharp Jr. William P. Whisnant Patricia Dwyer William M. Keefer Tom Simonson Bonilyn F. Wilbanks Darnell Earley Janet S. Keeter Thomas C. Smith Mark M. Williams Michael E. Embury William A. Kelly Linda L. Snow Michael Willis Richard B. Englehart J. Clay Killian Joanne M. Spina Pamela Windsor Ryan Scott Evans Jean E. Kitchen James R. Stahle Chris A. Yonker Helene V. Fall Larry R. Kruse Robert F. Stalker II Nolan K. Young Darrell A. Fecho Robert F. Laing J. David Strahl Alan Zordan Lee Feldman Keith R. Langdon Mary K. Swanson Mark S. Fitzgerald M. Thomas Lawell Kathleen E. Tempesta R. Michael Flaherty Steven J. Leblanc Steven E. Thomas 25 Years Rodney D. Foster Debi L. Lee Lenore K. Toser-Aldaz Janice M. Fransen Gerard Lewis Bradley J. Townsend Charles R. Abernathy Kevin D. Friend John Lobaito Stephen A. Truman Steven D. Adams Brenda G. Garton Corbitt T. Loch Kenneth H. Tsuchiyama David Page Adamson Thomas C. Gates Allen L. Loomis Jr. Ann M. Turnquist Scott A. Adkins James A. Genellie Stephen A. Lutz Sheila D. Vanderhoef Randall D. Altimus Thomas P. Genovese Brian D. MacRae Bradley C. Vath Dave R. Anderson Thomas J. Ginter William J. Malinen Joe Wade Clark E. Arneson Carol King Gonzales Richard B. Manning Craig A. Waldron Kelly E. Arnold Alfred W. Greene Mark A. McAnarney Robert A. Walker John B. Bahorski Clinton P. Gridley Mark L. McDaniel Jacqueline I. Wedding-Scott Geralyn R. Barone Larry D. Groth Dianne McWethy John A. Wells Edward Beasley Thomas B. Hadden III Mark Meneray Martha L. White Warwick L. Bennett John E. Haldeman Joseph A. Menicucci Robert L. Whritenour Nancy L. Benroth Terri E. Hale Ellis E. Mitchell John Michael Wilkes Willie Best Larry H. Hanson Catherine A. Mitton Michael B. Williams Mark T. Biernacki Carl Harness John M. Moosey Gregory S. Withers Robert Ben Bifoss Donita M. Harper Neil Morgan Mark P. Withers Priscilla Jane Blanchard James K. Hartmann William J. Morton Jr. Ramon M. Young Norton Bonaparte Jr. Kelly J. Hayworth Larry L. Nielsen

12 ICMA Center for Performance Mea surement™ Certificate Progr am

The ICMA Center for Performance Measurement’s Certificate Program recognizes local governments that have made an exceptional commitment to integrating performance measurement into their management practices. For more information on the certificate program, visit icma.org/performance.

Three types of certificates were awarded this year: Achievement, Distinction, and Excellence.

Certificate of Certificate of Distinction Certificate of Excellence Achievement Recipients Recipients Recipients Dublin, Ohio Albany, Oregon Austin, Texas Gardner, Kansas Arlington, Texas Bellevue, Washington Highland Park, Illinois Dallas, Texas Cartersville, Georgia Maitland, Florida Decatur, Georgia Casper, Wyoming Marin County, California Deschutes County, Oregon Centralia, Illinois Pearland, Texas Eugene, Oregon Collinsville, Illinois Queen Creek, Arizona Fishers, Indiana Coral Springs, Florida Sammamish, Washington Howard, Wisconsin Corvallis, Oregon Loveland, Ohio Fairfax County, Virginia Mecklenburg County, North Carolina Fort Collins, Colorado Ogdensburg, New York Long Beach, California Rock Hill, South Carolina Mesa, Arizona City and County of San Francisco, California Miami-Dade County, Florida Shoreline, Washington Olathe, Kansas Suwanee, Georgia Peoria, Arizona Tacoma, Washington Phoenix, Arizona Williamsburg, Virginia San José, California Woodbury, Minnesota Santa Barbara County, California Sarasota County, Florida Vancouver, Washington Westminster, Colorado

Criteria for Certificate of Achievement: Criteria for Certificate of Distinction: Criteria for Certificate of Excellence: • Reporting of performance data to the • Meeting all the criteria for a Certificate • Meeting all the criteria for Certificates public through budgets, newsletters, of Achievement. of Achievement and Distinction. and/or information provided to • Using performance data in strategic • A commitment to tracking and reporting elected officials. planning and management decision key outcome measures to the public. • Verification efforts to ensure the making. • Surveying residents and local govern- data’s reliability. • Sharing performance measurement ment employees. • Staff training in the principles of perfor- knowledge with other local governments • Communicating data via public-focused mance measurement. through presentations, site visits, and and timely reports, such as performance other networking. dashboards.

13 Help Spread the Word: Professional Local Government Matters

The ICMA Fund for Professional Management

ith the generous support of ICMA members, state associations, and other local government stake- Wholders, the Fund for Professional Management has contributed more than $400,000 toward edu- cating citizens about the role and value of professional local government management .

Now we are expanding our efforts to include a coordinated, national awareness campaign to proactively educate thought-leaders, elected officials, and citizens in your community about the role and value of professional local government management . Learn more about the campaign and join your colleagues by offering your support at icma org/lifewellrun. .

Grow the profession; give to the Fund .

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