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, 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 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 ’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, | 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, | 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, 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, 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 .

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