PM Magazine October 2019

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Professional Excellence 8 Program Excellence 20

2019 ICMA LOCAL Celebration of Service 40

Special Thanks to Our Supporters 50

GOVERNMENT

EXCELLENCE

AWARDS

95TH ANNIVERSARY

ICMA CODE OF ETHICS SEE PAGE 2.

OCTOBER 2019 ICMA.ORG/PM

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OCTOBER 2019 VOL. 101 NO. 9

F E AT U R E S

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CONTENTS

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Introduction to the 2019 Local Government Excellence Awards A closer look at ICMA’s awards program and those behind the scenes that selected this year’s recipients Kerry Hansen, Digital Managing Editor, PM Magazine, ICMA

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Professional Excellence Awards Recognition of individual ICMA member achievements

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Program Excellence Awards Recognition of outstanding local government programs

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Distinguished Service Awards

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

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

39

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

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Celebrating 95 Years of Professional Ethics

4 Celebrating 100 Years 49 Special Thanks to Our Senior Advisors 50 Special Thanks to Our Supporters 55 Professional Services Directory

International City/County Management Association

Harvard Scholarships

Recognition of individuals selected to attend the Harvard Kennedy School’s Senior Executive in Local Government program

40

Celebration of Service

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

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ICMA Certificates in Performance Management

34

Recognition of local governments committed to including performance measurement in their management practices OCTOBER 2019 | PUBLIC MANAGEMENT | 1

ETHICS MATTER!

Celebrating 95 Years of Professional Ethics The Evolution of the Code

Looking back, 1924 was a transformational year

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

for the nascent local government management profession and for ICMA. Two decisions approved by ICMA members were critical to that transformation: adopting its first set of ethical standards for the profession in an official Code of Ethics and amending ICMA’s Constitution to enable ICMA, when necessary, to enforce the new standards with members.

The significance of this contribution to the profession should not be underestimated. A true profession is more than a body of knowledge implemented by experienced practitioners. A true profession is anchored in and guided by a set of commonly held core principles. Those principles not only guide the individual’s conduct, but create a set of expectations and a bond with society. They also create an obligation among peers.

Writing about the failures of the private sector management profession during the great recession of 2008 in a Harvard Business Review article, the authors reflected:

International City/County

Public Management (PM) (USPS: 449-300) is published monthly except February by ICMA (the International City/ County Management Association) at 777 North Capitol Street.

N.E., Washington, D.C. 20002-4201. Periodicals postage paid at Washington, D.C., and at additional mailing offices. The opinions expressed in the magazine are those of the authors and do not necessarily reflect the views of ICMA.

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October 2019

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For more information on local government leadership and management topics, visit icma.org.

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BY MARTHA PEREGO, ICMA-CM

“True professions have codes of conduct, and the meaning and consequences of those codes are taught as part of the formal education of their members. A governing body, composed of respected members of the profession, oversees members’ compliance. Through these codes, professional institutions forge an implicit social contract with other members of society: Trust us to control and exercise jurisdiction over this important occupational category. In return, the profession promises, we will ensure that our members are worthy of your trust— that they will not only be competent to perform the tasks they have been entrusted with, but they will conduct themselves with high standards and integrity. On balance we believe that a profession, with well-functioning institutions of discipline, will curb misconduct because moral behavior is an integral part of the identity of professionals—a self-image most are motivated to maintain.”1 Sound familiar? It should, because taking that first step to create a core set of principles so early in its infancy was fundamental to the expansion and success of the local Public Management (PM) icma.org/pm ICMA 777 North Capitol Street, N.E. Washington, D.C. 20002-4201 EDITORIAL OFFICE: pm@icma.org ADVERTISING SALES: 202-367-2497 Tilman Gerald The Townsend Group, Inc. tgerald@townsend-group.com ICMA MEMBER SERVICES: 800.745.8780 | 202.962.3680 membership@icma.org

ICMA Creating and Supporting Thriving Communities ICMA’s vision is to be the leading association of local government professionals dedicated to creating and supporting thriving communities throughout the world. It does this by working with its more than 12,000 members to identify and speed the adoption of leading local government practices and improve the lives of residents. ICMA offers membership, professional development programs, research, publications, data and information, technical assistance, and training to thousands of city, town, and county chief administrative officers, their staffs, and other organizations throughout the world.

Public Management (PM) aims to inspire innovation, inform decision making, connect leading-edge thinking to everyday challenges, and serve ICMA members and local governments in creating and sustaining thriving communities throughout the world.

government management profession. Today, those core principles are taught in MPA programs, reflected in local government management practices, and yes, enforced in a peer review process governed by ICMA. Critical to our future is the expanded reach of a code once designed for city managers in North America. A more inclusive membership means that professionals working throughout local governments in any number of roles who join ICMA share the values outlined in the Code and look to it as well for guidance.

The Code has a more global reach now as we expand membership and partner with country-based associations of local government.

Laws, structures, and culture influence the circumstances in which practitioners work. The ability to adhere to the values of ICMA is an aspirational goal in some countries. However, it’s worth more attention and investment to strengthen the capacity of local governments to function in more ethical environments.

Building Public Trust

A consistent theme across the decades has been the relationship between high ethical standards and building public trust. In talking about the changes made to the Code in 1972, Mark Keane, ICMA’s executive director at the time, observed: “The nature of public service demands the creation and adherence to an established code of ethics. Local government managers and the positions they occupy are often inseparable in the eyes of the citizenship. A lack or loss of faith in the person may result in a lack of confidence in the position, and sometimes in the municipality as a responsible and viable governmental entity.

It is incumbent upon members of our profession to maintain the highest standards of conduct. The Code of Ethics helps us meet our responsibilities by providing an example and guide for ethical conduct and performance.”

In more contemporary times, the 2017 ICMA Strategic Plan identified as a key priority connecting the profession’s commitment to ethics to building public trust.

2018–2019 ICMA Executive Board PRESIDENT

Karen Pinkos* City Manager, El Cerrito, California PRESIDENT-ELECT

Jane Brautigam* City Manager, Boulder, Colorado PAST PRESIDENT

David Johnstone City Manager-Retired, Montreal, Quebec, Canada VICE PRESIDENTS

International Region

Frans Mencke City Manager, Hoorn, Netherlands Tim Anderson Chief Administrative Officer, Waterloo, Ontario, Canada Sue Bidrose Chief Executive Officer, Dunedin City Council, New Zealand

Evolution of the Code

The 13 articles of the first Code of Ethics poured the foundation for a new profession. Adopted by the 333 members attending the ICMA Conference in Montreal, the Code reinforced the obligation of the “city manager” to serve the community without discrimination, promote the council-manager plan, support the council as a whole and not play an active role in politics, give credit to the council for policy decisions, avoid leveraging the office for personal gain, and demonstrate exemplary personal conduct.

The Code ended with a call that reflects the Athenian Oath: “A city manager will be known by his works, many of which may outlast him, and regardless of personal popularity or unpopularity, he should not curry favor or temporize, but should in a far-sighted way aim to benefit the community of today and of posterity.”

Throughout the decades, ICMA has engaged the membership in an ongoing dialogue to ensure that the Code remains relevant to the profession. A comprehensive review launched in 2013 is ongoing with half the tenets reviewed to date. When reacting to proposed changes, the members have not been shy in voicing opinions and offering their critique! That is how it should be as this is, after all, a practitioner’s code.

In reflecting on the value of the Code, here is the perspective of one such practitioner, Troy Brown, city manager of Moorpark, California, who also served on and chaired the ICMA Committee on Professional Conduct while serving as an ICMA vice president: “The Code of Ethics stands as reminder of the values that are true to my decision-making process. I am reminded every day about the things I can do. The Code of Ethics makes my difficult decisions easier because it reminds me of what I should do. As professional managers, we must act in concert with the Code, keep it relevant for the changing dynamics of our global society, and pass its tenets along to others to keep our profession among the most noble in the world.”

ENDNOTE

“It’s Time to Make Management a True Profession,” Rakesh Khurana and Nitin Nohria.

Harvard Business Review, October 2008.

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Midwest Region

Southeast Region

Patrick Klein Director of Aviation, Kansas City, Missouri

Edward Driggers* City Administrator, Greer, South Carolina

Wally Bobkiewicz* City Administrator, Issaquah, Washington** Clint Gridley* City Administrator, Woodbury, Minnesota Mountain Plains Region

James Jayne County Manager, Coconino County, Arizona Heather Geyer City Manager, Northglenn, Colorado Michael Land* City Manager, Coppell, Texas Northeast Region

Stephanie Mason* Township Manager, Doylestown, Pennsylvania

W. Lane Bailey* City Manager, Salisbury, North Carolina Laura Fitzpatrick* Deputy City Manager, Chesapeake, Virginia West Coast Region

Martha Bennett* City Manager, Lake Oswego, Oregon Maria Hurtado Assistant City Manager, Hayward, California

ICMA Executive Director Marc Ott Director, Member Publications

Lynne Scott lscott@icma.org

Managing Editor

Kerry Hansen khansen@icma.org

Newsletter Editor

Kathleen Karas kkaras@icma.org

Art Director

Erika White ewhite@icma.org

Design & Production

picantecreative.com

Edward Shikada* City Manager, Palo Alto, California

Matthew Hart* Town Manager, West Hartford, Connecticut

* ICMA Credentialed Manager (ICMA-CM)

Christopher Coleman Assistant Town Manager, Needham, Massachusetts

** Serving the region from a different location as is permissible in the ICMA Constitution.

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PM

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1919 – 2019 PM in October 1985 PM Magazine in the ‘80s began to introduce a little more color to their covers.

Each issue had its own unique style and artistically depicted the subjects that they covered.

Since this is the October 2019 Awards Issue, it’s only right to look back at the October 1985 Awards Issue to see how our awards coverage has evolved over time.

In the October 1985 issue, the awards, then called the ‟1985 ICMA Foundation Annual Awards,” were being presented at the 71st Annual ICMA Annual Conference in Philadelphia, Pennsylvania. Chairman Bob Kipp wrote, “The ICMA Foundation is pleased to present the winners of the 1985 Annual Awards. The individuals and programs honored by these awards are testimony to the range of creative and effective solutions to the challenges now facing local government managers.

The foundation was created in 1980 in the interest of supporting professional

local government management by educational outreach and by support of individual administrators.”

He continued, “All programs are funded solely by tax-deductible contributions, gifts, and grants. With this support, the foundation will attain greater visibility and effectiveness which can only benefit the membership and strengthen local government management. The foundation provides the opportunity to re-pay our debt to the profession to which we owe so much.”

A few of the awards included the Mark E. Keane Award for Excellence, the Local Government Journalism Award, the Clarence E. Ridley Award, and the L.P. Cookingham Award.

Read about the 2019 recipients of those awards in the pages to come!

100

Celebrating

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INTRODUCTION

The PM Awards Issue —

CELEBRATING THE

BEST OF THE BEST

BY KERRY HANSEN

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

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

The ICMA awards program has an illustrious history, and PM is proud to honor that with our now-annual Awards Issue. Initiated in 1968 “to recognize managers for significant innovations in municipal government management,” ICMA’s Management Innovation Awards were given to 10 recipients and recognized in the March 1969 issue of PM. Today, ICMA’s Local Government Excellence Awards include five professional awards granted to individual members and five programmatic awards conferred on local governments in three population categories for their innovative programs or processes. This year ICMA recognizes five individuals and 13 local governments, from among more than 100

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2019 AWARDS EVALUATION PANELISTS

nominations, for their contributions to elevating the practice of local government leadership and management.

The ICMA Awards Evaluation Panel, who reviewed the nominations, is an esteemed group from across the United States and Canada. They eagerly took on the important work of scoring and selecting award recipients and shared their experiences with PM. When asked about their thoughts on this year’s nominations, the panelists spoke highly of the quality of the submissions.

Nathaniel Pagan, city manager, city of Owensboro, Kentucky, said, “The ingenuity and creativity exhibited in the submissions was impressive.” Victoria Brazitis, incoming chair of the Awards Evaluation Panel, from Bothell, Washington, saw a consistent theme in the crop of nominations.

“Community engagement and finding creative ways to fund priorities are important trends. I’m inspired by all the ways communities are creative in placemaking, too.”

“I think the one word that applies across the board with this year’s nominees is ‘impressive,’” said Vince DiMaggio, assistant city manager, city of El Cajon, California. “In every category, the panel was confronted with excellent and highly competitive submittals. It made our job very difficult—and that’s a good thing.”

What initially prompted the panelists to volunteer on this particular panel? They were seeking a way to get involved with ICMA and the opportunity to recognize the many profound achievements of their peers.

Keshwer Patel, commissioner, corporate services, chief financial officer and treasurer, city of Waterloo in Ontario, Canada, said, “I am new to ICMA and hence this was an opportunity to get involved in the work that ICMA does and to develop contacts with peers in other cities.”

Jonathan Lynn, county administrator, Surry County, Virginia, recalled advice given to him by his first city manager.

“He said, ‘You should always try to give back to the profession—it’s a

network of volunteering that can be more beneficial than any day-to-day decision-making process.’ I have always remembered this and volunteered with great enthusiasm to be able to assist what is now my professional organization in any way possible.”

Mary Furtado, ICMA-CM, assistant county manager, Catawba County, North Carolina, said, “I believe in good government, and I’m proud of the important work done by local governments across the country each and every day. I wanted to be a part of recognizing and praising those efforts.

Bestowing excellence and achievement awards is a small but meaningful way that we can recognize and celebrate the impact of local governments on the communities we serve.”

Shanna Sims-Bradish, assistant city manager, City of Richardson, Texas, felt similarly. “It’s very powerful to see the innovative and impactful services and projects that local governments have implemented to better serve their communities. The ICMA awards program reinforces the importance of local government in meeting the evolving challenges in their communities.”

The panelists were eager to comment on how much they enjoy their time evaluating the award nominations. Ray Keller, ICMA-CM, village manager, village of Lake Zurich, Illinois, finds his work with the panel very rewarding.

“Being on the panel exposes me to the innovative approaches taken by all of the nominating communities, not just the selected award winners. Many of the nominees have ideas, strategies, and lessons that are worthy of recognition and emulation, but may not get the top billing in very competitive award categories. Reading about all the nominees’ efforts fuels my exploration of ‘what’s next’ in my own community.”

Nathan Johnson, Awards Panel chair and city manager, city of Scottsbluff, Nebraska, said, “The most rewarding

Jack Benzaquen Victoria Brazitis, Vice Chair Vince DiMaggio Mary S. Furtado, ICMA-CM Nathan D. Johnson, Chair Ray B. Keller Jonathan Lynn Gloria Molleda Nathaniel W. Pagan, ICMA-CM Keshwer Patel Andrew K. Pederson, ICMA-CM Rob D. Richardson III Jane K. Shang Kirsten C. Silveira Shanna N. Sims-Bradish Corrin B. Spiegel Matthew von der Hayden

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

part about serving on the panel is the opportunity to recognize your peers and the incredible work that they are doing in their communities. It’s also very rewarding working with a tireless group of professionals who spend a lot of time reviewing the applications to present the awardees to the ICMA membership every year.”

Mary Furtado, ICMA-CM, assistant county manager, Catawba County, North Carolina, spoke passionately about the work done by the nominees. “The issues [the nominees are] addressing through these innovative programs are real. They span multiple years from a time-horizon standpoint, and they don’t adhere neatly to our jurisdictional boundaries. And ICMA member communities are making an impact.”

We thank the panel for their important— albeit difficult—work in identifying the best of the best of this year’s nominations.

And we hope you enjoy this special Awards Issue of PM Magazine. Please join us in celebrating the individuals and jurisdictions that have achieved the highest levels of excellence.

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AWARD FOR CAREER EXCELLENCE IN MEMORY OF MARK E. KEANE

Allen Bogard City Manager, Sugar Land, Texas

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2019 ICMA LOCAL GOVERNMENT EXCELLENCE AWARDS | ALLEN BOGARD Allen Bogard’s leadership and management have greatly contributed to the award-winning success of Sugar Land, Texas. Since Bogard became city manager in 2001, his leadership has contributed to the development of Sugar Land into a destination city with a robust economic development program, a reputation for strong financial management, low taxes, a AAA bond rating, and recognition as one of the best and safest places to live in the country.

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uring Bogard’s tenure, Sugar Land has developed and/or expanded destinations such as First Colony Mall; the Houston Museum of Natural Science at Sugar Land; the minor league ballpark, Constellation Field; and the Smart Financial Centre at Sugar Land, an indoor, live entertainment venue that consistently ranks among the top 10 in the world. With a strong commitment to public-private partnerships and financing packages that do not depend on general fund tax dollars, these venues have been developed in response to citizen demand and as part of a larger strategy to solidify and enhance the city’s economic and sales tax base.

Sugar Land also has become an economic powerhouse—a burgeoning employment, educational, and medical center. It is home to more than 66,000 jobs and to high-profile regional and international corporations housed in more than 25 million square feet of commercial space, including numerous Fortune 500 companies. Further, Sugar Land’s assessed commercial valuation has more than

This award was established in memory of former ICMA Executive Director Mark E. Keane.

With funding support from ICMA-RC, this award recognizes an outstanding local government administrator who has enhanced the effectiveness of government officials and consistently initiated creative and successful programs.

doubled in just over a decade—increasing by more than $2 billion.

Under Bogard’s leadership, the city has intentionally focused on developing resiliency initiatives and innovative constraint in response to periods of uncertainty in the regional economy. Bogard has advocated conservative forecasting of sales taxes (the largest but most volatile operating revenue), implementing and maintaining belt-tightening cuts to recurring expenditures, and ensuring that recurring rehabilitation is funded from diverse and reliable revenue streams.

In this way, Sugar Land has maintained its financial strength while preserving service quality. For example, when falling sales tax revenue and a downturn in the regional economy led the city to identify more than $1.5 million in recurring budget reductions in fiscal year 2018, these efforts were singled out for praise by Fitch Ratings as Sugar Land’s AAA bond rating was reaffirmed.

During Bogard’s tenure, the city has more than doubled in population and increased in diversity, in part because of annexations. Of its total population of more than 117,000, more than 25,000 residents are foreign-born. Recognizing the population changes, Bogard created the City Manager’s Multi-Cultural Advisory Team, with which he worked to host “101” sessions for key staff to ensure the city was able to meet the needs of all residents.

This incredibly successful program won an ICMA Community Sustainability Award in 2011.

Bogard has served numerous mayors and council members, working with the council throughout a robust strategic planning process. He also worked with the council to recommit to the “Sugar Land Way,” focusing on exceeding expectations,

Bogard mentors new and mid-career local government professionals by creating career development programs for young professionals. value for tax dollars, responding to both opportunities and challenges, and building community pride. Components include ensuring Sugar Land remains safer than ever before by building on years of investments in facilities and public safety innovations, maintaining aging infrastructure and facilities at a high level, retaining and challenging a champion workforce that consistently exceeds the high expectations of the community, constantly improving the community’s appearance, and building on Sugar Land’s position as an economic powerhouse and financial leader that allows the city to improve its quality of life and minimize the residential tax burden.

In addition to his city management responsibilities, Bogard mentors new and mid-career local government professionals by creating career development programs for young professionals. For example, he established a management assistant program that has served more than 20 individuals aspiring to a career in local government.

Bogard’s 40 years of municipal experience includes past roles in Keller, Winnsboro, Plano, and Dallas. In 2005, his professional leadership and accomplishments were recognized with the Administrator of the Year Award from the Texas City Management Association (TCMA), and in 2011, he was recognized as the TCMA “Mentor of the Year.”

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

Courtney W. Christensen City Administrator, Mission Hills, Kansas

2019 ICMA LOCAL GOVERNMENT EXCELLENCE AWARDS | COURTNEY W. CHRISTENSEN Courtney Christensen’s commitment to developing new talent in local government is unmatched, as evidenced by an outpouring of support from young professionals she has mentored and her continued passion and focus on attracting and developing those new to the profession.

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hristensen began her career in public service after earning a bachelor’s degree in social work from Kansas State University. For six years she worked in Kansas with families and children in crisis before earning a master of public administration degree from the University of MissouriKansas City.

Christensen has spent the last 32 years working for just two cities, Kansas City, Missouri, and Mission Hills, Kansas, with a wide range of responsibilities in budget and finance, resource management, and emergency services coordination. In 2000, she became city administrator in Mission Hills, where one of the hallmarks of her tenure has been a focus on resident satisfaction and community engagement.

Perhaps Christensen’s greatest legacy is her continued support and guidance for those new to the profession, as evidenced by her mentoring of 19 interns in Mission Hills. Anyone who has ever been an intern or supervised one knows that to do it properly requires an investment from the mentor as well as from the intern.

Christensen has given unselfishly of her

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

Christensen's greatest legacy is her continued support and guidance for those new to the profession, as evidenced by her mentoring of 19 interns in Mission Hills. time, hoping to benefit those who are still learning about public service and the profession they have chosen.

Quotes from a few of Christensen’s past interns illustrate her impact on them and their public service careers: From Scott W. Bovick, deputy county administrator, Sarpy County, Nebraska: “Courtney Christensen was a great mentor to me because she was willing to (1) share with me the important issues that she faced as an administrator, (2) assign me substantive projects so that I could grow my skills, and (3) coach and counsel me about the city management profession and possible career paths. . . . Her mentorship has had a lasting impact on me personally and on my ability to progress in the profession.”

From Adam Norris, assistant city manager, Independence, Missouri: “Courtney created a learning environment and opportunities for me to be exposed to all aspects of local government. She encouraged questions, provided challenging projects, and instilled a passion for a high level of service to residents and stakeholders. She handed me projects that built a core set of skills that I carry with me today.”

From Chris Engel, city administrator, Merriam, Kansas: “I have always appreciated Courtney’s investment

of time and effort in exposing me to the profession. Even as an intern I always felt that I had a seat at the table within her organization. However, the thing that has probably reaped the greatest benefit in my career was her insistence that I get plugged into the local professional networks.”

From Stephen Larson, budget analyst, resource management, Olathe, Kansas: “Courtney always taught me the importance of communicating and being on the same page with your coworkers. She always helps her interns with career paths and interviews through coaching and teaching.”

From Meghan Woolbright, assistant to the city administrator/city clerk, Mission Hills: “Courtney shares her knowledge with those around her through the city’s internship programs, professional development conferences, and everyday life. She believes in life-long learning and encourages her mentees and staff to think critically, creatively, and continue their education.”

Ashley Wooten, intern, Mission Hills: “To her, the staff is a team and everyone is capable of contributing in ways that are impactful, regardless of title.”

From Danielle Dulin, assistant to the city administrator, Lenexa, Kansas: “Courtney immediately took me under her wing as an intern. Her passion and dedication to this profession were contagious as I searched for the right full-time position with a city.

As I have continued to advance through my career, she is never more than a phone call or text message away, and always makes time for me.”

In 2016, Christensen’s peers in the Kansas Association of City/County Management honored her with the Buford Watson Jr. Excellence in Public Management Award. Being selected for this prestigious award was a testament to Christensen’s love of the profession and true dedication to public service.

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

Jennifer V. Cunningham Assistant City Manager, Garden City, Kansas

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2019 ICMA LOCAL GOVERNMENT EXCELLENCE AWARDS | JENNIFER V. CUNNINGHAM Jennifer Cunningham came to her position as assistant city manager in Garden City, Kansas, through a nontraditional route and went on to make significant contributions to the city.

Starting as the city prosecutor, she soon demonstrated an acute sense of efficiency in operations and finance that led to a series of promotions in the court system.

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s municipal court administrator, Cunningham took an underperforming department that was struggling with identifying and meeting performance goals and quickly turned it into arguably the highest performing department in the organization. She identified staff with talent and a willingness to commit to specific targets and to the values of the organization, she empowered them to work as a team, and she celebrated with them when all the targets were met in less than a year. In the process, she identified opportunities for substantial budget savings once the department was operating at an optimal level.

Cunningham repeated the scenario with the information technology department in 2014, consolidating the information technology and communications departments with cross‐trained personnel. Former city employee Ashley Freburg recalls Cunningham’s leadership at the time. “As a supervisor, Jennifer empowers people… She models the leadership qualities she hopes to see from others, and she isn’t afraid to take risks.”

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

In 2015, her emerging interest in a more generalist position led to her appointment as assistant manager. She continued to oversee the municipal court, as well as information technology, legislative affairs, the regional airport, the golf course, the zoo, and the city’s “Big Pool.” Cunningham has organized a best practice learning team among the department directors who report to her, encouraging and celebrating servant leader qualities and strong workplace cultures. Her overall ability to effect positive change in work environments, improve service delivery, and often do it at a lower net cost has made her a highly effective manager and a leader among her peers in the state and the profession.

Cunningham demonstrated analytical skills that benefited cities throughout Kansas during the state legislative session in 2015. A strong and popular conservative movement, led by the Kansas Association of Realtors, was seeking to further restrict local government by imposing a property tax lid.

The realtors were using a graph showing that property tax collected by cities statewide outpaced the consumer price index by a substantial margin, adding fuel to a growing “anti‐city” sentiment.

Cunningham created a contrasting graph that backed out growth in assessments due to new building permits and annexation. The resulting information countered the story promoted by the realtors, and she helped several dozen other cities create similar graphs to give to their legislative delegations. Her efforts served as the foundation for an erosion of the tax lid in subsequent legislative sessions.

Cunningham also initiated a citizen input process regarding the future of city‐funded aquatics in Garden City.

This was especially significant because it openly addressed the inevitable end of the “Big Pool,” the city’s iconic, nearly century-old landmark. Cunningham traveled to schools, social clubs, church groups, agencies, and informal gatherings and gave a presentation to approximately 6,200 residents on the policy questions facing the community regarding the Big Pool and the future of water recreation. Her presentations generated an outpouring of resident engagement—the completion of nearly 4,500 surveys in a city of 31,000.

Cunningham also serves the profession and community through volunteering her time, energy, and leadership skills, including service on the board of the Kansas Association of City/County Management. Kathy Sexton, vice president of the KACM Board and city manager in Derby, Kansas, says, “Her critical thinking skills are superior, her people skills top notch, and her enthusiasm most certainly contagious.” Cunningham has been a youth sports coach and has spoken at middle school and high school career fairs about working in local government. One local 17‐year‐ old girl who was coached by Cunningham as a 10‐year‐old basketball player and now works for her as a seasonal lifeguard at the Big Pool, said, “Jennifer was the first woman I remember being around where I saw that it was okay to be smart and speak with authority. She is a role model for me and other young women in Garden City.”

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

Jerrid M. McKenna Assistant to the City Manager, Santa Clarita, California

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2019 ICMA LOCAL GOVERNMENT EXCELLENCE AWARDS | JERRID M. MCKENNA When Jerrid McKenna joined the city of Santa Clarita as a recreation coordinator in 2012, his forward thinking, positive attitude, and work ethic were quickly recognized as he leveraged technology to streamline everything from scheduling to operations. Tapped as a rising star in the organization, he worked his way up the ranks in just five years, serving as a communications specialist, administrative analyst, and management analyst before assuming his current role as assistant to the city manager.

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rusted with some of the top priorities in the organization, McKenna has delivered, bringing energy, positivity, and ambition. He has taken the lead as the city’s annual budget officer, traffic safety team administrator, public safety manager, strategic plan administrator, and homeless services liaison. His major accomplishments include: • Leading the Traffic Safety Team to a 30-percent drop in collisions and zero pedestrian and cyclist fatalities from 2016 to 2018; • Achieving the lowest crime rate on record in 2018 through implementation of his Crime Reduction Plan; • Earning recognition as one of Santa Clarita’s “40 Future Leaders Under Forty”; • Receiving $425,000 in LA County Measure H funding to increase interim housing and service capacity; and • Creating the first multi-organizational Task Force on Homelessness, composed of more than 30 local stakeholders.

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

McKenna attributes his career decision to an experience he had as a senior in high school. He was captain of the returning league championship basketball team, and his academic and athletic experience and achievements were tailored for a college basketball scholarship. Prior to the start of the season, a grand mal seizure and the discovery of a brain tumor altered those plans. Sitting in a hospital bed after surgery, he realized this experience was a sign his skills were needed elsewhere. Through that experience, he developed a deeper passion for life, family, friends, and public service, ultimately leading to a career in local government where he could positively impact the lives of others on a daily basis.

His passion remained with him throughout his undergraduate studies at California State University, Northridge.

While students typically viewed the college as a “commuter school,” he was determined to make an impact. He plunged into campus life, joining multiple organizations designed to help and inspire the student body and the surrounding community, and he took advantage of networking opportunities with alumni—all while working at the Boys and Girls Club and University Student Union.

He took that same attitude and passion to his first professional job in Santa Clarita, his hometown. As a recreation coordinator, he enhanced efficiency by harnessing technology to cut costs and maximize resources so much that the department was able to provide new programming free of charge to youth in the community. In 2013, City Manager Ken Striplin selected McKenna to chair the organization’s annual United Way

campaign, which raised an all-time high of $20,000. After a year on the job, he decided to continue his education and completed an MPA degree in 2015. He was promoted to administrative analyst in the city manager’s office and given the opportunity to oversee and manage the city’s $25 million contract with the Los Angeles County Sheriff’s Department.

After a year, McKenna was promoted to management analyst and then assistant to the city manager in 2017. He works on high-pressure (but high-impact) issues for the community and attributes his accomplishments to effective collaboration, a positive attitude, and hard work. He also credits his work ethic and determination to his parents, who sacrificed a lot to raise three children and always emphasized the importance of helping others. His newfound motivation is to be that same example for his two-year-old son with the help and support of his wife who has been by his side since his lifechanging experience in high school.

McKenna said, “I am honored to serve as the assistant to the city manager for a truly inspiring organization full of dedicated employees and amazing leadership in my hometown, which serves 225,000 residents every day.” He says the next things on his agenda are to attend leadership courses and begin a doctorate degree in organizational leadership.

McKenna is a true public servant and has aligned his experience and education with his unwavering passion for community.

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ACADEMIC AWARD IN MEMORY OF STEPHEN B. SWEENEY

Dr. Howard R. Balanoff Professor & Director, The William P. Hobby Center for Public Service, Texas State University

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2019 ICMA LOCAL GOVERNMENT EXCELLENCE AWARDS | DR. HOWARD R. BALANOFF In a career spanning nearly half a century, Dr. Howard Balanoff has contributed to the formal education of future local government professionals by teaching public policy and administration and related courses at the undergraduate and graduate levels at Texas State University, establishing the Texas Certified Public Manager (CPM) program, founding and advising an ICMA student chapter, and teaching and managing the university’s MPA internship program. As a professor he has not only taught in the classroom, but also has developed and taught several courses that have been delivered in online and hybrid formats.

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n the words of ICMA member Terrell Blodget, emeritus holder of an endowed faculty position at the LBJ School of Public Affairs at the University of Texas at Austin and a long-time associate of Dr. Balanoff’s at both ICMA and the American Society for Public Administration (ASPA), “Dr. Balanoff has rendered outstanding leadership in educating young men and women to receive their master of public administration, and also in his statewide leadership in the Certified Public Manager program.”

The Texas Certified Public Manager program was one of Dr. Balanoff’s major accomplishments on behalf of the public management profession. After starting it in 1995, he continued to serve as its director while the program graduated more than 1,900 public sector employees—typically early and mid-career local government managers, small town city managers, and city managers and assistants to mid-size and large cities.

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

The program has eight locations at five universities delivering year-round education through the CPM program. To help support the CPM program, Dr. Balanoff was instrumental in obtaining a $1 million endowment from former Texas Lieutenant Governor William P. Hobby’s Foundation in Houston, Texas.

Dr. Balanoff started the ICMA Student Chapter at Texas State University and serves as its faculty advisor. He also started the university’s chapter of Pi Alpha Alpha, the global honor society for public affairs and administration, and serves as that chapter’s faculty advisor.

He has been instrumental in assisting the director of Texas State’s MPA program in establishing and supporting the implementation of the ICMA Management in Residence program in collaboration with the Texas City Management Association (TCMA).

In 2016, Dr. Balanoff took over the teaching and management of Texas State University’s MPA Internship Program, connecting MPA students with local governments in Central Texas and providing supervision and mentorship for MPA students enrolled in an internship course.

Over the years, Dr. Balanoff has provided significant service to national, regional, state, and local organizations.

He served on TCMA’s Professional Development Committee, on the board of the National Certified Public Manager Consortium, and as chair of the National CPM Consortium and ASPA Section for Public Management Practice.

As a veteran of the U.S. Air Force, he continues to serve as an advisor and mentor for undergraduate and graduate public administration students who are veterans. And he has developed and promoted international public administration exchange programs for Texas State University faculty and students. Students and faculty from France, Lithuania, Latvia, Mexico, and other countries have come to the Texas State campus to take classes, provide guest lectures, and engage in collaborative research.

As one of the most influential educational leaders in public administration, Dr. Balanoff has received numerous awards, the most prestigious of which was his 2011 election as a Fellow of the National Academy of Public Administration. In recognition of his teaching service, he was named the recipient of the Terrell Blodgett Teaching Award from TCMA and received the Outstanding Educator of the Year Award from the CenTex (Central Texas) chapter of ASPA. In recognition of his service to ASPA, he was the recipient of the Paul Van Riper and Donald Stone Awards, the two highest service awards given by that organization. And for his service to the profession at the international level, he was honored with the prestigious ASPA Boorsma Award for Outstanding Service to the International Public Administration Community.

Through teaching, mentoring, and service, Dr. Balanoff has contributed to the education and careers of hundreds of emerging local government management professionals.

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HIGH PERFORMANCE OPERATIONS

USING INFRASTRUCTURE DATA TO FUEL

CITY OF DYERSVILLE, IA CASE STUDY

With 33% fewer employees compared to similar communities, Mick Michel, city administrator for Dyersville, Iowa, explains why his small community is big on tech.

Learn how this forward-thinking city is using data to spend smarter, increase efficiency, and improve transparency with citizens and council.

cartegraph.com

CHALLENGE Like many communities, Dyersville relied heavily on paper forms, two-way radios, and employee memory to manage their infrastructure assets. Handwritten notes littered truck dashboards, work orders were misplaced, and city hall frequently called crews for status updates.

With no way to capture, analyze, and report on their work and asset data, public works employees were constantly battling misguided perceptions.

“The perception was always, ‘Well, they’re not doing anything.’ Or, ‘They’re not managing the assets very well,’” recalls Michel. “We knew that’s not true, but, externally, we needed to show council and the public that everything was being managed correctly.”

To prove his case, Michel knew Dyersville needed a city-wide database of its assets: everything from pavement, playgrounds, and pipes to signals, signs, and sidewalks. If crews could log their work and track resources in real time, they could prove that they were efficiently performing the right work on the right asset at the right time.

SOLUTION Today, Dyersville uses Cartegraph’s operations management system and ArcGIS to track 17,000 assets and counting. Empowered with Cartegraph’s mobile field app, crews are performing inspections, receiving assignments, and completing tasks in the field using smartphones and iPads. No more stacks of paper or forgotten work orders. No more morning assignment meetings or calls from city hall. Crews grab their devices and are out the door, laser-focused on the work that matters: maintaining city infrastructure as effectively and efficiently as possible.

RESULTS “In small communities, you have limited resources and limited amounts of money to do things. You have to work smarter. You have to work better,” says Michel. And, Dyersville is doing just that.

Aside from streamlining workflows and increasing transparency, the City of Dyersville has leveraged Cartegraph to increase accountability, reduce costs, mitigate litigation, and improve communication.

Increased Accountability: “Front-line employees have the necessary tools to do their job—and do it well. If they see something that needs to be fixed, they don’t have to ask permission to fix it,” says Michel.

“Giving them accountability gives TRANSFORM INTO A them the power to do and take HIGH-PERFORMANCE ownership in what they’re doing.”

GOVERNMENT

Extend the life of your infrastructure, spend smarter, and improve service delivery with Cartegraph.

Stop by ICMA booth 129 or visit cartegraph.com/PMmag to download our how-to guide.

Back at the office, city leaders like Michel have a better understanding of what their crews are working on. With analytics dashboards and easy-to-use reporting, the city is using data to increase productivity, spend smarter, improve service delivery, plan for severe weather events, and keep residents and council in the know.

“When you have thousands of assets to manage on a daily basis, it’s more cost effective for you to have one piece of software that everyone understands,” says Michel. “We can prove where tax dollars are going. Whether we spend two hours on a hydrant or 15 minutes, we can justify why we did what we did. If we didn’t have this type of software, we’d just be guessing.”

Reduced Costs: “Analyzing our Cartegraph data, we discovered that some of the work our Public Works Department is doing is more affordably done by the private sector,” says Michel.

“We’re constantly evaluating those activities to see what works best and what is most cost effective.”

Mitigated Litigation: Having a time-stamped inspection and maintenance history is proving to be invaluable to the community for other reasons. When a storm blew down a city tree and caused property damage, Dyersville was threated with a law suit. After sharing inspection reports proving the tree wasn’t a hazard, the resident dropped all legal action.

Improved Communication: “The database has allowed everyone from the front-line employees to councilmembers to communicate better,” says Michel.

“Both sides now fully understand why they do what they do—and why we do what we do.”

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PROGRAM EXCELLENCE AWARDS

COMMUNITY

Diversity & Inclusion

10,000 to 49,999 Population PATHWAYS TO POLICING St. Louis Park, Minnesota

Thomas K. Harmening, City Manager

Bloomington, Minnesota James D. Verbrugge, City Manager

In late 2016, the police departments in Bloomington and St. Louis Park, Minnesota, worked together with the Minnesota Peace Officer Standards and Training Thomas K. Harmening James D. Verbrugge Board and Hennepin Technical College to develop a collaborative police hiring program called the Suburban Law Enforcement Training Academy—Pathways to Policing, modeled after one used by the Minnesota State Patrol.

The program was designed to address a drop in the number of police officer applicants and to attract candidates of color, women, and others with nontraditional backgrounds. It particularly focused on candidates who were interested in a career in law enforcement, but lacked the means or ability to attend a law enforcement academic program while continuing their current careers.

The two departments worked together with their human resources departments to develop the program, then invited other agencies to participate. Eagan, Maplewood, Hastings, and the Metropolitan Airports Commission accepted the invitation.

To attract a diverse pool of applicants, the departments marketed the program aggressively in various communities and on several well-known job search websites. The cities also conducted information sessions at which potential applicants could hear details about the program before the application deadline from human resources staff, police chiefs, and other police officers. The sessions attracted nearly 500 applicants.

Candidates who met minimum qualifications were offered a first-round interview with a panel that included a police officer, a human resources professional, and a community member. Panelists were trained to identify candidates who were open to a law enforcement career and had unique qualities to bring to the profession, such as living or working 20 | PUBLIC MANAGEMENT | OCTOBER 2019

with multicultural populations or those having experience providing service to customers with a variety of backgrounds.

Candidates who scored well during the first round were invited back and given an opportunity to interview with the departments of their choice.

After the second round of interviews, the participating departments conducted a final round of interviews and completed background investigations on the candidates they wanted to advance. Twelve candidates received job offers, and all were hired as trainees at an hourly wage equivalent to 70 percent of starting police officer pay, with benefits consistent with other new hires. Once the candidates were hired, they attended a 17-week Peace Officer Standards and Training (POST)–approved program through Hennepin Technical College. During the POST training, cadets were assigned mentors who met with them regularly to keep them engaged in their departments and provide support during the training.

Upon completion of the training, candidates all passed the POST licensing exam and returned to their respective agencies to be sworn in as police officers and begin traditional orientation and field training. As of January 2018, 12 candidates from six departments were receiving their field training. Sixty-seven percent of the new recruits are racially diverse, and 50 percent are female. The departments look forward to continued collaboration in hiring.

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50,000 and Greater Population COMMUNITY OUTREACH PROGRAM Gwinnett County, Georgia

Glenn P. Stephens, County Administrator

Gwinnett County is the most diverse county in Georgia and the Southeast. Spurred by decades of rapid growth since the 1970s, the county has a majority-minority population with a large percentage Glenn P. Stephens of foreign-born and native speakers of more than a hundred languages.

While Gwinnett celebrates its diversity, it also recognizes the challenge of engaging, communicating, and serving the needs of constituents with language and cultural differences. The county wanted to ensure that it was being inclusive in its efforts to serve the entire community and that a platform existed for residents to engage with their local leaders in meaningful ways.

In 2015, the Board of Commissioners appointed a community outreach program director solely tasked with this effort.

The emphasis was on reaching underrepresented communities, bringing them out of their silos, and engaging them. Highlights of the outreach program include the following: • The Gwinnett 101 Citizens Academy, designed to increase citizen knowledge, involvement, and engagement through hands-on learning, behind-the-scenes tours, and up-close-and-personal dialogue with department directors, county administrators, and commissioners.

• The Gwinnett Youth Commission, a civics awareness program to educate high school students about local government and engage youth in civic affairs.

• Outreach to Disadvantaged Business Enterprises (DBEs), which are for-profit businesses in which socially and economically disadvantaged individuals own at least a 51-percent interest and also control, manage, and participate in daily business operations.

• Cultural Programming, Events, and Award-Winning Documentaries that highlight various cultural groups.

• Dinner and Dialogue Sessions in which individual commissioners meet each month with small groups of residents at 22 | PUBLIC MANAGEMENT | OCTOBER 2019

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local restaurants to discuss local issues and how residents can get involved, while building personal connections and trust.

Collaborative Partnerships with faith-based and other external organizations, including the U.S. Citizenship and Immigration Services (USCIS) office, with which the county collaborates on education about the citizenship process, as well as hosting and conducting naturalization ceremonies.

In all, the county has hosted 600 events, launched five ongoing programs, and reached a total of 125,000 residents, many of them racial/ethnic minorities. Volunteers have contributed more than 14,000 hours to county departments and activities, and the community outreach office has worked with more than 25 partner agencies and organizations to provide programs and services to the county’s diverse constituents. Outreach activities bolster public enthusiasm and support public-private partnerships to build community spirit.

The outreach program has contributed to Gwinnett County’s reputation for welcoming both native and foreign-born residents, thanks to its intentional and thoughtful approach. The county has served as a model for best practices in engaging diverse constituents and has shared its experience with others by helping three counties and two cities launch their own outreach programs.

These efforts have helped to further advance the progress that cities and counties are making to reach under-engaged communities and ensure that all residents feel included and feel that they have a seat at the table.

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COMMUNITY

Health & Safety

Under 10,000 Population MYBLUE NEIGHBORHOOD POLICE INITIATIVE Bayside, Wisconsin

Andrew K. Pederson, ICMA-CM, Village Manager Douglas Larsson, Chief of Police

The village of Bayside, Wisconsin, is a safe community—the second safest community in the state and the twenty-first safest community in the United States, as ranked Andrew K. Chief Douglas Pederson, Larsson

by Safewise. However, Bayside, like so many ICMA-CM communities, is affected each and every day by the lack of trust that can pervade the relationship between law enforcement and the community it serves.

Bayside rose to the challenge of maintaining and enhancing police/community relations in spite of the real and perceived issues facing the relationship. While Bayside residents appreciate and value their police department, the composition of the department changed by more than 50 percent in an 18-month period due to retirements. At the same time, the composition of the community also changed as empty nesters sold their homes and new families moved in.

To address this fundamental challenge, the village developed a program called myBlue, Building the Bond…One Street at a Time. Founded on the principles of community-oriented policing, the program involves the tailored delivery of non-urgent advice, resources, and individualized police services to eight Bayside neighborhoods by enhancing community relationships with police, identifying problems, and collaboratively developing solutions.

The village is divided into eight geographical sectors with an officer designated as a liaison or “sector chief” for each. The sector chief introduces himself or herself to residents in the sector with a goal of contacting 30 percent of the sector each month until 90 percent of residents have met their sector officer one on one.

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Andy Pederson, Bayside village manager, said, “We are a close-knit community and this program will further humanize the services we provide, allowing residents to feel even more comfortable connecting with their assigned police liaison.”

The philosophy is to replicate the role of the “cop on the beat,” who walked a small area and learned the nuances of the neighborhood. It’s no secret that residents are more likely to report crimes, suspicious activity, and generally interact with the police if they feel they have a personal connection with the police department. At the same time, the police sector chiefs come to understand the needs of the sector based on data, history, and anecdotal information derived from the community.

Each myBlue sector chief conducts monthly “mobile meetings” designed to generate two-way dialogue and create a network of neighbors to enhance community communication and share resources as well as concerns. Each sector also has one sector-wide event or multiple smaller events annually with a goal of reaching 70 percent of sector residents.

Sector liaisons bring a personal touch and increase the trust that Bayside residents have in their public safety providers. Service is enhanced, residents feel connected, and everyone benefits.

10,000 to 49,999 Population ELDERLY RESIDENT IN NEED (E.R.I.N.) PROGRAM Lindenhurst, Illinois

Clay T. Johnson, Village Administrator Thomas Jones, Chief of Police

In the fall of 2017, a Lindenhurst police officer was patrolling a neighborhood and noticed an elderly woman moving a ladder around the exterior of her home. The officer Clay T. Chief Thomas Johnson Jones watched as this senior climbed the ladder to clean the gutters. After stopping and talking to the homeowner, the officer discovered that the resident was 90 years old, lived alone, and had no family. The woman told the officer that she “didn’t want to be a bother to anyone.” While the officer appreciated the resident’s independence and initiative, she felt concern for this woman’s safety.

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50,000 and Greater Population RIGHT CARE DALLAS Dallas, Texas

T.C. Broadnax Jr., ICMA-CM, City Manager Jon E. Fortune, ICMA-CM, Assistant City Manager

It was through this experience that the officer recognized an often silent, but growing, need in the senior community of Lindenhurst. Immediately, she and her patrol partner approached the chief of police and village administrator with the idea for a community engagement program, which became known as Elderly Resident in Need, or E.R.I.N. The E.R.I.N. program provides assistance to the village’s senior population. It is not intended to replace other social services, but instead stresses a personal touch for senior residents by giving them and their family members much-needed peace of mind. The E.R.I.N. program connects Lindenhurst volunteers with elderly residents in need that are identified through first responders, medical contacts, family, or neighbor recommendations.

Officers developed criteria for the program, created brochures, and launched a social media initiative. The initial response to a call for volunteers was overwhelming, and the program officially debuted in November 2017. Volunteers help the senior residents of Lindenhurst by assisting them with small home projects, yardwork, snow shoveling, window washing, gutter cleaning, and other household upkeep.

It became clear that the program needed to include more individualized attention in addition to the completion of household maintenance tasks. So the program added scheduled phone calls and home visits. These “well-being checks� allow officers a friendly, caring way to touch base and ensure that the resident is doing well.

More than 40 volunteers serve more than 15 elderly residents, and approximately 35 projects were completed in 2018, not including the daily visits and phone calls.

The program has no designated funding, and the village relies heavily on volunteers to creatively seek resources, equipment, and tools to successfully complete the projects. The program can be easily duplicated, and other municipalities have sought information on how to implement something similar in their own communities.

This groundbreaking program originated from a public safety officer recognizing a need and then identifying a resourceful means of effectively addressing it. Communications from elderly residents and their relatives have confirmed the value of the program. Through the initiative of these officers and the generosity of volunteers, Lindenhurst has seen the lives of many of its most vulnerable seniors improved, and the lives of its volunteers more fulfilled.

Between 2012 and 2015, the number of 911 mental health calls requiring an ambulance response in Dallas, Texas, increased by 59 percent (from 2,176 to 3,452). The bulk of T.C. Broadnax Jr., Jon E. Fortune, ICMA-CM ICMA-CM the increase was experienced in the South Central Dallas Patrol District. Due to the limited care options available to law enforcement officers, the individuals were increasingly arrested and detained at the county jail or admitted to local hospital emergency rooms.

During the same time period, the South Central Patrol District experienced a 66-percent increase in 911 calls that resulted in an emergency detention (apprehension by a peace officer without a warrant) and transported to an emergency room or mental health treatment facility.

These mental health emergency calls have placed increasing demands on police and emergency medical services. A combined 9,000 hours per year are spent responding to and transporting residents facing an emergency mental health crisis, and in 2013, Dallas County spent more than $47 million on housing, processing, and treatment for people living with mental illness.

In January 2018, the city of Dallas, the Meadows Mental Health Policy Institute, and Parkland Health and Hospital System launched an innovative, data-driven, and multidisciplinary program called the Rapid Integrated Group Healthcare Team, commonly known as RIGHT Care. The program was launched

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

in the South Central Patrol District to specifically address this complex and costly response to mental health–related 911 calls. The RIGHT Care program brings together a law enforcement officer, a paramedic, and a licensed mental health clinician into a cohesive unit that responds as a team to mental health–related calls.

The goal of RIGHT Care is to divert people experiencing a mental health crisis in the community away from jail or unnecessary hospitalization. That goal is accomplished by putting paramedics and behavioral health care clinicians at the forefront of mental health calls and providing more appropriate community-based behavioral health care as soon as possible.

The RIGHT Care program has delivered positive results. The Dallas Police Department experienced a 19-percent reduction in mental health calls to 911 requiring an ambulance response, and the response time to clear the scene of a call has decreased dramatically. Because the RIGHT Care program is made up of team members from multiple disciplines, the efficiency of the program returned 42 full weeks, or the equivalent of one full-time employee, back to the police department over its first eight months.

The number of arrests, rearrests, and apprehensions of people experiencing a mental health crisis has also declined, and Parkland Health and Hospital System has seen a reduction in the rate of people who return to the emergency department.

Through this innovative and evidencebased multidisciplinary team approach, Dallas has reshaped a small part of the healthcare system that deals with patients who have urgent mental health needs. Each stakeholder in the RIGHT Care program is now better equipped to provide optimal care to those in crisis.

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

COMMUNITY

Partnership

Under 10,000 Population RENEWABLE ENERGY MITIGATION PROGRAM Aspen, Colorado

Sara Ott, City Manager

The city of Aspen and Pitkin County, situated in the Roaring Fork Valley of Colorado, are known for their pristine natural environment, world-class outdoor recreation opportunities, and top-notch tourism experiSara Ott ences. At the same time, they are associated with wealth, meaning large homes that consume a great deal of energy.

In 1992, the city and county, together with the Community Office for Resource Efficiency (CORE), a local nonprofit organization, set out to mitigate climate change and improve the quality of life for residents and visitors by developing the Renewable Energy Mitigation Program (REMP).

CORE, formed with support from local governments and utilities, works cooperatively with businesses, organizations, individuals, governments, and utilities to create measurable improvements in energy and water efficiency in order to benefit the environment and develop a more sustainable regional economy.

In 1995, staff were directed to develop a building code that addressed energy use outside of buildings—for heated driveways, patios, walkways, pools, and spas. REMP was developed to put Aspen and Pitkin County on the path to a sustainable energy future, to tap the region’s renewable energy resources, to reduce air pollution and greenhouse gas emissions, and to establish a new benchmark in responsible energy codes. The program included incentives and disincentives for exterior energy use and house size.

REMP was adopted as part of the city’s and county’s building and energy code that applies to new construction, remodels, and additions, effective in 2000. Homeowners and commercial property owners who choose to install energy-using systems or—in Pitkin County—large square footage, can install a renewable energy system on site (e.g., solar photovoltaics, solar water heating, or geothermal heat pumps) or choose a mitigation payment option.

REMP payments are collected by the city and county when they issue building permits. The money is held by their respective finance departments until the city and county governing bodies approve a REMP spending proposal. These proposals are developed and managed by CORE, and the money is used

to fund grants and rebates for energy efficiency and renewable energy, with oversight from the city and county.

For every dollar CORE has invested in the community through REMP fees, seven pounds of carbon dioxide have been avoided.

Since 2011, thanks to funding from REMP, CORE has: • Realized $2,959,622 in annual energy savings; • Avoided 22,432 metric tons of CO2 (annual savings); and • Served 5,740 customers.

Improving energy efficiency and installing renewable energy helps residents, businesses, and public entities improve the safety and comfort of their homes and businesses, saving energy and money and reducing carbon emissions throughout the community.

Significantly, the program has inspired other communities in the valley to adopt climate plans that include up-to-date energy codes and local amendments to further reduce energy consumption.

REMP has modified the behavior of not just one small community, but an entire valley of people.

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10,000 to 49,999 Population SECURING THE FUTURE OF THE AMERICAN MUSEUM OF SCIENCE AND ENERGY Oak Ridge, Tennessee

Mark S. Watson, ICMA-CM, City Manager Bruce Applegate Jr., Director of Administrative Services Amy S. Fitzgerald, Director of Government Affairs and Information Services

This project illustrates how a solid intergovernmental partnership can produce transformational results in a community seeking to Mark S. Watson, Bruce Applegate Jr. Amy S. Fitzgerald ICMA-CM preserve its history while enhancing economic opportunity.

A flagship amenity for Oak Ridge, Tennessee, since 1949, the American Museum of Science and Energy, operated by the U.S. Department of Energy (DOE), faced an uncertain future in 2016. The building where the museum operated was oversized, energy inefficient, and was located on 18 acres of tax-exempt land in the heart of town. Utilities climbed to $12,000 during winter months. Some exhibits were out of date. The museum could be forced to close if no way could be found to upgrade the facility and sustain operations.

Previously attracting more than 65,000 visitors per year, the museum provided educational programs for children, displayed scientific exhibits, and hosted events. The museum served as the launching site for a popular bus tour and helped tell the story of Oak Ridge, a city built by the government as part of the topsecret Manhattan Project during World War II. But how could the museum’s long-term viability be secured without reinvesting in a facility that needed more than their

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combined efforts could provide? City staff engaged DOE’s federal management team, museum leadership, elected officials, and other stakeholders to find a solution. The result was a unique intergovernmental and private business agreement that was beneficial for everyone.

The solution was to relocate the museum to the Oak Ridge city center. A private developer would remodel an existing facility, and the city would offer it rent-free to DOE. In turn, DOE would transfer the current museum building and its 18 acres to the city at no cost. The city would then turn the property over for mixed-use redevelopment that would generate tax revenues for city services, including the educational system. Sited in a community with the first all-grade STEM-certified school system in Tennessee (the second in the world), the new museum would be an opportunity to expose students to STEM-focused activities in a stimulating, state-of-the-art environment.

The museum moved into the new space in July 2018, with fresh exhibits spotlighting history, environmental management, nuclear processes, neutron science, advanced manufacturing, and supercomputing. In its new location inside a bustling commercial section on Main Street, the museum has seen a significant increase in attendance and guest satisfaction, as well as a decrease in maintenance responsibilities.

The DOE’s land transfer to the city is stimulating businesses and generating new property and sales taxes. In its new location, the museum can attract attendees from retail customers and serve as a hub for heritage and science tourism. This project ensures the history of Oak Ridge will continue to be told, while exhibits showcase expanding federal missions as new scientific boundaries are explored.

The project was a “win-win” by redeveloping underutilized property and closing an inefficient facility that drained limited public resources. The creative solution, developed by local and federal government officials with a private-sector partner, demonstrates the effectiveness of professional public managers working toward a common community goal.

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50,000 and Greater Population CivTechSA PROGRAM San Antonio, Texas

Erik J. Walsh, City Manager

The CivTechSA program is a partnership between the city of San Antonio’s Office of Innovation and Geekdom, a co-working space and leader within the local entrepreneur and technology community. The Erik J. Walsh CivTechSA program looks to build a city of problemsolvers by working with entrepreneurs and students to find workable solutions to current civic challenges, and actively grow the startup and technology ecosystems in San Antonio.

The program achieves its mission by working with city departments to identify challenges and outsource those challenges to the appropriate pillars of the program: (1) sixth to twelfth grade, (2) higher education, (3) entrepreneur, and (4) residency.

CivTechSA features four influential events that occur throughout the year: Ideathon, Datathon, Start-Up Weekend, and the Residency Program.

• Ideathon allows participants to share new ideas for solutions to city challenges, with guidance from an industry expert. Teams compete for an award based on the viability and potential of the solutions they recommend.

• Datathon provides organizations an opportunity to share datasets with the public in order to connect communities, ideas, and data to improve the quality of life for citizens.

Challenges focus on affordability, environmental quality, and access to services.

• Start-Up Weekend lets teams of participants form around civic-technology themes to develop prototypes and business models that solve challenges. This year’s theme was “Smart Cities.”

• In the Residency Program, the city invites startups to address civic challenges. A selection committee chooses two to three startups to be embedded in city departments to collaborate and build custom solutions.

The program partnership is managed and maintained in accordance with a contractual agreement under which the city of San Antonio agrees to pay Geekdom an annual amount based on the scope of services provided and the achievement of measurable outcomes. Geekdom is assessed on specific key performance indicators. CivTechSA has garnered substantial media coverage and has seen consistent growth in audience and visibility.

City departments have adopted solutions developed through CivTechSA. For example, Kinetech Cloud, a cloud-native company, worked with the city of San Antonio’s Department of Human Services to enhance and streamline the application

system for residents seeking utility assistance.

In 2017, Geekdom and the city of San Antonio’s Office of Innovation recognized a need to involve residents in discussing solutions to challenges they faced.

This initiative served to create a tech-talent pipeline by engaging students and entrepreneurs within the civic technology industry. It also educated the public about the role the city plays in growing local tech talent to help improve the community’s quality of life and access to services.

The CivtechSA program is a pathway for industries once siloed to begin to learn from and understand one another.

The program gives leaders in technology an appreciation and awareness of government leaders who share their mission of giving back to the community.

The CivTechSA program invites San Antonio’s youth and entrepreneur communities to truly participate in the solution-making process for challenges faced by the city. The CivTechSA program demonstrates the inclusivity, integrity, and compassion of city leaders working together to help move San Antonio forward.

OCTOBER 2019 | PUBLIC MANAGEMENT | 29

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

COMMUNITY

Sustainability

Under 10,000 Population

LONG-TERM FLOOD RECOVERY PLAN Jersey Village, Texas

Austin A. Bleess, ICMA-CM, City Manager

Jersey Village, a suburb of Houston, Texas, has had its fair share of flooding over the years. Starting with Tropical Storm Allison in 1998, and through the floods of 2002, the city saw three flood events that devastated Austin A. Bleess, ICMA-CM hundreds of homes. Although a lot of work was done afterward to help mitigate flooding, the Tax Day Flood that hit the city in April 2016 affected more than 230 homes. After that, the city set in motion a strategy to create a Long-Term Flood Recovery Plan.

The first step was to work with an engineering firm to map out various flood risks and take elevation surveys of homes that were threatened. In creating the plan, the city held multiple community input sessions that allowed residents to share their experiences, information, and ideas. The process kept residents informed of solutions under consideration, alternatives, and long-term impacts, and the city received more than 2,000 pages of feedback from residents during this process.

The completed plan identified four main projects that would have positive outcomes: home elevations, increasing drainage in one particularly vulnerable neighborhood, building a berm around the golf course, and deepening and widening the bayou through town. Because the bayou system that helps control and mitigate flooding is largely under the control of the Harris County Flood Control District, the city had to involve that organization in its planning. The city also worked closely with state and federal elected officials to ensure their buy-in.

Although some portions of the city are not in imminent danger of flooding, the plan was designed to protect the entire city. One benefit is that the existence of the plan can help the city shake the stigma of being “the city that floods.� Home values will increase, fewer residents will have to be rescued, and roadways will remain passable during heavy rains.

The final plan was adopted and approved by the city council in September 2017, just weeks after Hurricane Harvey dumped 31 inches of rain on the city and more than 50 inches in the surrounding area.

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The projects the study identified were estimated to cost $14 million, and the city began actively and successfully pursuing grants to help cover the cost. When the plan is fully implemented, the improvements will save well over $14 million in future damages. They will also help reduce the burden on the National Flood Insurance Program.

This project is vitally important to the long-term sustainability of the community, given the increasing number of severe rain events over the past few years. It is also a model for other cities.

Jersey Village has stepped up to be a leader in the region despite its small size by proactively taking action to protect its residents, their homes, and local businesses.

10,000 to 49,000 Population WATER RESOURCE RECOVERY FACILITY Wooster, Ohio

Aaron Joel Montgomery, PE, ICMA-CM, Director of Administration/City Manager

When the original sewage treatment plant in Wooster, Ohio, began operation in 1938, it consisted of primary settling tanks, an anaerobic digester, and sludge drying beds. The facility was upgraded several times, but still Aaron Joel Montgomery, failed to meet performance standards for digestion and PE, ICMA-CM solids handling. Something needed to be done.

The city evaluated several proposals and formed a partnership with a private company that already had interests in the area.

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

The company provided some capital investment, engineering, construction, and expertise while the city delivered manpower and infrastructure and paid a monthly management services fee.

The city council unanimously approved the funds to begin the project and offered its support. Managers in the city and utility worked closely with the private company during construction, startup, and early operations.

The three existing digesters in the Wooster facility were enlarged, and new mixing, cover membranes, and heat exchangers were all added, along with a gravity belt thickener (for city biosolids), a solids receiving vault, a liquids receiving pit, and a feedstock holding tank. A new, larger combined heat and power unit was installed to heat the new organic biosolids receiving building and all the tankage in the anaerobic digestion system.

In order to produce enough methane to utilize the larger heat and power unit and supplement the city’s biosolids, the facility accepted organic third-party waste streams. Tipping fees were collected by the private partner, and the city could offer discounted fees to benefit local businesses or as an economic development tool to attract new business to the area.

The city’s Water Pollution Control Plant became known as the Water Resource Recovery and Bioenergy Facility. Within 12 months of startup, the power generation was exceeding the facility’s daily demand. To optimize the anaerobic digestion system, the city installed an electric transmission line to the nearby water treatment plant and eliminated the electric meter at that location.

At times, both facilities are “off the grid” to become what may be the first electrically self-sufficient water/wastewater utility.

The facility upgrade provides a means to harness waste streams into renewable energy. Rate payers benefit from reduced energy costs. The city benefits from additional revenue. The facility is operating with a focus on environmental stewardship and reducing operating costs.

In 2018, the facility produced 3.9 megawatts of power for the operation of the treatment facilities, which resulted in nearly $250,000 in energy savings. The ability to accept feed stock, septage, and food waste solids to create the methane provided nearly $900,000 in additional revenue. The end product provides not only self-reliant power sources, but also a nutrient-rich soil product that saves farmers money and eliminates commercial fertilizer runoff from agricultural areas.

The Water Resource Recovery Facility is leading edge. No other facilities in Ohio produce the power from an anaerobic digestion process to power both water and wastewater facilities.

The facility innovation was confirmed with a 2018 Utility of the Future award from the Water Environment Federation.

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

50,000 and Greater Population COMMUNITY SERVICE AND RESTITUTION PROGRAM

New Hanover County, North Carolina Chris Coudriet, County Manager

In 2016, the youth unemployment rates in North Carolina were among the highest in the nation. In addition, North Carolina was the only state at the time to prosecute all individuals age 16 and older as adults, Chris Coudriet resulting in a high percentage of job seekers with adult criminal records.

New Hanover County had identified the reduction of juvenile recidivism as one of the five highest priorities in the county’s fiveyear strategic plan. Facing this challenge, the county’s Community Justice Services Department staff developed an innovative approach to prepare youth with the soft skills necessary to enter and compete successfully in the local employment market.

The approach was the Community Service and Restitution Program, which operates in partnership with more than forty community stakeholders to facilitate successful completion of court-ordered and court-diverted community service hours as an alternative to secure custody for youth ages 6–17.

An eight-week job skills development component provides age-appropriate youth with an understanding of the job market and strategies for seeking and obtaining employment. It covers the community context, personal values, a skills inventory, resume preparation, job application, interview skills, and on-thejob expectations such as time management, teamwork, and work ethic. The course is facilitated in partnership with the county library and held in library facilities.

The library also has a job lab that offers employment resources such as career counseling, resume coaching, and listings of vacant positions throughout the county, as well as access to computers and internet.

The job skills development component embraces web-based resources to educate youth on accessing mobile job applications and other professional websites.

Youth are coached through the process of creating an email account with a professional and appropriate username to be provided to potential employers. Although many programs discourage the use of cell 32 | PUBLIC MANAGEMENT | OCTOBER 2019

phones, youth in this program are encouraged to embrace this technology to prepare them for the new realities of employment in an ever-evolving high-tech society.

Youth serve at various locations throughout the county— local churches, retirement homes, food banks, and an array of governmental and non-profit organizations that strive to provide a diverse and enriching service-learning experience.

Upon completion of the job skills development portion of the program, youth are provided with individualized resource packets including sample job applications, resumes, and a “skill bank” of specific, personalized skill building sets. Families also receive an aftercare plan that offers relevant resources. Youth and guardians are provided an anonymous customer service survey that allows for immediate feedback regarding service quality and accessibility.

Staff review each survey and use the results to continually improve the impact and effectiveness of its programming.

Youth have demonstrated marked improvements in multiple areas specifically targeted by the program: decreased recidivism rates, increased school participation, and an overall increase in the necessary interpersonal and soft skills for entry into the local employment market. Since 2015, the program has served 155 youth,72 of whom have graduated. Of the 72, only 11 had further adjudications in juvenile court—a recidivism of just 15 percent.

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

STRATEGIC

Leadership & Governance 10,000 to 49,000 Population CAN YOU AFFORD TO NOT KNOW? LAKE ZURICH’S 20-YEAR COMMUNITY INVESTMENT PLAN Lake Zurich, Illinois

Ray B. Keller, ICMA-CM, Village Manager Roy T. Witherow, ICMA-CM, Assistant Village Manager Jodie Hartman, Director of Finance

“Can we afford to not know?” That was the question Lake Zurich, Illinois, asked itself when considering its long-term infrastructure Ray B. Keller, Roy T. Witherow, Jodie Hartman ICMA-CM ICMA-CM and equipment needs. The village had maintained a five-year capital infrastructure program and an accompanying vehicle replacement schedule, and it successfully funded smaller projects and replacement vehicles on an annual basis whenever possible. But these limited tools did not provide a strategic view of the village’s long-term equipment or infrastructure needs. Furthermore, the village found itself deferring large infrastructure upgrades for budget reasons, and occasionally it faced an emergency—such as failures of two key sewer lines—for which emergency repairs were far more expensive than they would have been if they had been planned and competitively bid.

In 2017, determined to make capital investment more intentional, the village surveyed, evaluated, and prioritized the community’s capital and equipment needs for the next twenty years through a Community Investment Plan (CIP). This approach enabled the village to better plan for these costs over a longer time period and avoid disrupting operations or compromising essential infrastructure.

A core team from the village manager’s office and the departments of innovation, finance, and public works worked with every department to prepare a standardized “asset page” for each piece of equipment, vehicle, or infrastructure element that exceeded $20,000 in value.

Each asset/project was rated based on its current condition, priority ranking (1 to 4), life expectancy, and replacement cost.

Priority 1 projects reflect either an imminent

threat (e.g., a compromised sewer) or a regulatory requirement.

Priority 4 projects are complementary or enhancement projects, including those contingent on opportunistic funding (e.g., impact fees, grants), which are listed separately. All projects are ultimately integrated into a master list based on priority, cost, and timeline for subsequent replacements.

The resulting CIP was immediately incorporated into the FY 2018 budget. Elected officials and the broader community embraced the effort, praising how the information informed their decision making, particularly the elegantly simple design of the asset pages and the easy-to-understand project lists. The project also enjoyed successful buy-in from departments, including working supervisors, superintendents, and administrative assistants.

In FY 2018, the CIP guided the prioritization of approximately $11.8 million in infrastructure and equipment investments across all funds. It helped the village recognize the longer-term impacts of individual decisions, such as whether to replace specific vehicles on schedule.

While the final analysis and its cost total was sobering, the community investment plan also provided reassurance: the village has a good understanding of what needs to be done and when, and it provides a guide for making intentional capital investments.

To maintain its relevance, the CIP will be updated every other year.

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

50,000 and Greater Population “CONNECTING THE DOTS”: THE EVOLUTION OF KCMO’S STRATEGIC PLANNING PROCESS Kansas City, Missouri

Troy Schulte, City Manager Scott M. Huizenga, Budget Officer Debbie Chiu, Budget Operations Manager Kitty Steffens, Analyst

Like many communities, Kansas City, Missouri (KCMO) had a series of valuable (but disconnected) management policies and processes, including a strategic plan, an Troy Schulte Scott M. Huizenga annual budget, financial forecasts, annual financial reports, and departmental strategic plans. The city also implemented KCStat, a public-facing, data-driven management Debbie Chiu Kitty Steffens system in which management monitors the performance of city departments in real time. Each of these had value, but the pieces had not been put together to present a cohesive direction for the city.

In 2013, City Manager Troy M. Schulte directed the Finance Department to develop a comprehensive, renewable five-year Citywide Business Plan (CWBP) with three essential components: (1) the city’s strategic plan, including mission, vision, values, goals, and objectives; (2) a financial strategic plan, containing financial objectives; and (3) a five-year planning model that provides baseline and balanced scenarios to evaluate financial and operational alternatives through the planning and budget process. A city charter change in 2014 required the production of the financial strategic plan and the five-year planning model every year, giving impetus to the development of this new blueprint to guide the city’s policy and financial decisions.

As the CWBP was developed, the city’s Office of Management and Budget (OMB) conducted resident work sessions

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throughout the city to ensure that the plan was informed by input from the community.

Kansas City’s strategic plan has grown to include seven goals, with 30 departmental objectives and 131 strategies. Through the development of strategies, city departments and divisions can define what steps they must take to achieve the objectives. Each goal, strategy, and action has an owner who is accountable for moving projects forward and reporting specific obstacles when they occur.

In 2016, the city chose Stratex Solutions as a partner to execute and track the progress of actions in the Citywide Business Plan. The Stratex software is monitored and maintained by OMB, and progress is reported through the KCStat program by the city’s performance management office. The software allows the city to assign human resources to tasks and track the hours spent. This tracking elucidates the resources required to achieve the strategies and highlights the need to confirm priorities and rethink timelines, if necessary.

OMB holds regular team meetings to discuss issues that might prevent actions or projects from moving forward. This team-oriented review reinforces the collaborative nature of the plan while holding individuals accountable for action. It allows for creative problem-solving and provides a mechanism for management to expediently respond where attention is needed.

This KCMO strategic planning process has three critical pieces: (1) a public-facing document that provides a holistic look at city priorities developed by departmental leadership, (2) an active engagement process that directly links city staff to residents, and (3) an inward-facing mechanism to promote collaboration and accountability in achieving goals. The project directly connects community managers with administrators, reinforcing the message that the city is actively managing with flexibility and a long-term vision.

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

Michael A.

Conduff, ICMA-CM

M

ichael A. (Mike) Conduff began his career as a city engineer, but quickly moved into city manager positions, first in Kansas and then in Texas. In both states, he served as president of the state association, and later was elected as ICMA Mountain Plains regional vice president.

Conduff is particularly well known for his expertise in Policy Governance® and has served for many years as ICMA’s Special Liaison for Governance. He has introduced the Carver governance model to several ICMA executive boards. He speaks frequently on the topic, conducts councilmanager relations training, and writes extensively, including a regular column for ICMA’s PM Magazine. Conduff is a best-selling author whose books on governance are widely used in the profession, and in 2017, he co-authored the e-book, Making it Work: The Essentials of Council-Manager Relations, for ICMA. Throughout his management and “encore” careers, Conduff has mentored and advised young professionals and seasoned managers alike. His contributions have been recognized with the 2006 Texas City Management Association Mentoring Award in honor of Gary Gwyn, the 2004 ICMA Award for Career Development in Memory of L.P. Cookingham, and the 2005 Joy Sansom Mentoring Award from the Urban Management Assistants of North Texas.

Recognizing that it takes specific skills and knowledge to be successful in relationships, Conduff speaks and trains regularly on topics such as how to recognize and have important conversations, how to build a high-performing team, how to transition from peer to boss, and how to lead the teams you have built.

In 2005, Conduff was elected as a Fellow in the National Academy of Public Administration. For decades, he has served the local government management profession as a city manager, mentor, ICMA board member, and facilitator for managers and elected officials who seek to improve their working relationships and effectiveness.

Kevin C.

Duggan, ICMA-CM

I

n a career spanning more than 45 years in service to local government, Kevin Duggan has served council members, community members, employees, and professional colleagues passionately, tirelessly, and with a drive toward the highest standards possible.

After leaving a 27-year career as the city manager in Mountain View and Campbell, California, he has continued to serve the profession as a mentor and advisor.

Duggan’s strategic vision and leadership in Mountain View resulted in numerous awards for excellence and innovation, and the city manager’s office was always an epicenter of teaching, learning, talent development, and career guidance.

As ICMA’s West Coast regional director following his retirement from Mountain View, Duggan provided professional assistance to the state associations in the region and helped build Cal-ICMA into a vibrant association that, among a number of initiatives, developed the Cal-ICMA Coaching Program, undertook the Survival Skills Project, and launched the Encore and Talent Initiatives. He also coordinated ICMA’s role in finding professional interim leadership for the city of Bell after its ethics scandal and supported local efforts to preserve the council-manager plan in Sacramento.

Duggan has served as president of Cal-ICMA and the City Managers’ Department of the League of California Cities and on a variety of other boards and commissions, demonstrating his commitment to promoting excellence in governance and problemsolving beyond city boundaries.

He volunteers with ICMA and Cal-ICMA as a coach, advising aspiring and new city managers, managers in transition, and those entering their “encore” phase. He consistently upholds the principles of council-manager government and the tenets of the ICMA Code of Ethics. He volunteers with ICMA and Cal-ICMA as an ethics advisor and currently serves as a senior advisor in the San Francisco Bay Area.

Duggan shares his expertise through his professional roles, presentations at conferences, and numerous articles for professional outlets such as PM Magazine and other ICMA publications.

In 2013, he received the National Public Service Award from the American Society for Public Administration (ASPA) and the National Academy of Public Administration (NAPA).

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

Michael

Willis,

ICMA-CM

M

ichael Willis has displayed professional leadership throughout his career as a manager in New Zealand, Australia, and the United Kingdom. He is almost certainly the only ICMA member ever to serve the profession as manager in three countries.

During his career he was president of ICMA and the New Zealand Society of Local Government Managers and was active in other professional managers’ associations in Australia and the United Kingdom. He spoke at numerous international conferences and events on council-manager relations, sustainability and other global challenges, developing a vision, and managing local government associations.

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As ICMA president from 2005 to 2006, he inspired ICMA to become a leader in promoting sustainability as a priority for all local government managers—long before the issue was a major concern in the United States. He developed a sustainability pledge that was signed by hundreds of ICMA members worldwide, and he promoted sustainability through articles and a dedicated issue of PM magazine.

Willis went into communities to get things done. In Palmerston North, New Zealand, he led efforts for the reconstruction of a historic theater, construction of a new library, a convention center upgrade, and the creation of a new sports arena and sports fields. In Blue Mountains, Australia, he led the drive for construction of a new cultural center and library. He was brought to the Shellharbour City Council in Australia to reorganize and reinvigorate the city organization.

Professionals in the United States, Canada, United Kingdom, Australia, and New Zealand have testified about the impact Michael has had on their careers through his mentorship and support for staff and for women. A measure of his success as a mentor has been the number of staff members who followed him when he moved from New Zealand to Australia.

Willis’s leadership in the local government management profession and his impact on how local government professionals do business stretches across the globe.

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I C M A H O N O R A RY M E M B E R S H I P S Murray and Agnes Seasongood were philanthropists whose work, while broad, focused primarily on the promotion of good government and civic reform. Murray Seasongood was the mayor of Cincinnati from 1926 to 1930, and Cincinnati became one of the first municipalities to embrace the council-manager form. Since then, the good government professional service principles inherent in the plan have spread throughout the region.

As Altman retires from his position after an extraordinary 44 years of service to the community and profession, he can look back on a career committed to the improvement of local government.

David Altman Executive Secretary Murray & Agnes Seasongood Good Government Foundation Cincinnati, Ohio

D

avid Altman has been a civic leader serving the Cincinnati area for more than four decades.

As executive secretary of the Murray & Agnes Seasongood Good Government Foundation since 1975, he has mirrored the foundation’s commitment to ensuring accountability, transparency, equitability, and efficiency in local government.

In addition to his position with the foundation, he has participated in state and local governmental advisory councils and has served on numerous nonprofit boards, including those of the National Civic League, New Life Youth Services, and Family Services of Greater Cincinnati.

During Altman’s 44-year tenure with the Seasongood Foundation and its predecessor, the foundation has supported citizen engagement and civic education through grants for community organizations and professional associations committed to facilitating and enabling good government and governance, for internships designed to instill good government ideals in the interns and provide needed resources to local government, research on topics of civic merit, and public forums and conferences to promote civic dialogue or facilitate citizen action. Grants have supported the League of Women Voters naturalization and voter registration programs, homeless services, public service awards programs, and more.

Altman has been the voice of reason during attacks on the council-manager plan and has provided support for the plan as local governments consider adoption.

Dr. Alejandro Rodriguez Associate Professor of Public Affairs University of Texas at Arlington College of Architecture, Planning, and Public Affairs Arlington, Texas

T

hroughout his career, Dr. Alejandro Rodriguez has made significant contributions to local government through his academic preparation and mentorship of aspiring local government managers, his incorporation of practitioners as adjunct faculty and partners in research projects, and his applied research for the benefit of local governments.

As an associate professor of public affairs in the College of Architecture, Planning and Public Affairs, he has taught courses in public administration, public budgeting, capital budgeting and planning, federalism and intergovernmental relations, and ethics in public service—all of which are fundamental to professional local government.

OCTOBER 2019 | PUBLIC MANAGEMENT | 37

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

As a former city planner, Dr. Rodriguez understands the value of the practitioner perspective, which has informed the development of an MPA Capstone Program and an MPA City Cohort Program. The marriage of academic and practitioner knowledge has provided students with invaluable insight and a thorough understanding of the role of managers in public service.

The Capstone Program prepares city management aspirants through completion of research projects for public organizations. Capstone graduates can “walk in” to public organizations with a thorough grounding in the skills and abilities necessary to be functioning team members in a municipal setting.

The City Cohort Program provides flexible learning opportunities for students who are full-time local government employees. Students complete a 39-hour program toward the MPA that emphasizes economic development and urban management and are provided on-duty time in municipal facilities to complete coursework.

Dr. Rodriguez has coordinated the completion of external projects such as the development of a “youth master plan” for DeSoto, Texas, designed to ensure a positive path from adolescence to adulthood for young people ages 11–19. He has also contributed applied research in Texas local governance and municipal library systems.

To recognize these and other contributions, Dr. Rodriguez is awarded honorary membership in ICMA.

Patricia E. Salkin Provost for Graduate and Professional Divisions Touro College Jacob D. Fuchsberg Law Center Central Islip, New York

38 | PUBLIC MANAGEMENT | OCTOBER 2019

P

atricia Salkin has dedicated her career to advancing municipal land use study and the education of future local government professionals. She currently serves as the provost for graduate and professional divisions at Touro College in New York City. Before that, she served as dean and professor of law at the college’s Jacob D. Fuchsberg Law Center and in numerous capacities at Albany Law School, including director of the Government Law Center.

She has taught classroom and online courses on topics that include land use law, current legal issues in government, government ethics, introduction to Chinese law, housing law and policy, and New York State administrative law.

Provost Salkin received the New York Planning Federation’s first lifetime achievement award for her service to municipal legislatures, planning and zoning boards, and affected stakeholders. When she led the Government Law Center, she frequently convened state and municipal officials to address cutting-edge legal issues. The leadership of the New York Association of Towns, the New York Conference of Mayors, and the New York State Association of Counties all rely on her advice and counsel.

Provost Salkin is a prodigious author and speaker. She has written hundreds of articles and books on land use, zoning, and planning law; social media and local governments; climate change and sustainable development; and related topics She is a frequent collaborator and publishing partner with Professor John Nolon, another ICMA honorary member. She maintains a land use blog and is editor of a land use and zoning law reporter with wide circulation. She has spoken at countless local, regional, and statewide conferences and workshops and has lectured on and become involved with numerous efforts to increase resident participation in the formulation of land use plans and regulations, including training at the Land Use Law Center at Pace University Law School.

To recognize these and other contributions, Provost Salkin is awarded honorary membership in ICMA.

H A RVA R D S C H O L A R S H I P S

2019 Senior Executives in State and Local Government Program Harvard Kennedy School | Scholarship Sponsored by The Ferguson Group and eCIVIS

Paul J. Brake, ICMA-CM City Manager, Morgantown, West Virginia

M

organtown, West Virginia, is home to West Virginia University, whose 30,000 students nearly double the city’s population of 31,000 during the school year. To serve this population, Brake oversees 10 city department directors who manage a workforce of about 275 and an operating budget of $37 million. As the city manager, he has direct oversight of the operating and capital improvement budgets and is responsible for carrying out policy enacted by the city council, overseeing the administration of the city, and maintaining intergovernmental and university relationships.

Brake has faced management challenges throughout his career, working in two states (West Virginia and Michigan) that have faced the worst population outmigration and economic setbacks of recent history. In 2018, West Virginia was listed by the National Centers for Disease Control as last nationally in key health indicators (drug deaths, smoking, obesity, and diabetes). Opioid abuse is a problem in Morgantown and the rest of the state.

In his work, he cites lack of civility and political engagement, constrained financial resources, and communications/outreach as his most pressing challenges, and he has addressed them all.

Brake’s immediate goals are to contribute to his organization and help launch the next generation of local government professionals. This involves fulfilling the ambitious goals set forth by the city’s strategic plan, using a high-performing organization approach to engage

employees at all levels. At the same time, he hopes to contribute to the profession by working with the local university to create an ICMA student chapter and to develop a paid graduate internship/fellowship program with the city.

Brake says the Harvard program provided new perspectives that will help him tackle challenging environments and resolve the most entrenched, divisive issues facing his community.

Marc Landry, ICMA-CM City Manager, Moncton, New Brunswick, Canada

A

s city manager of the largest city in New Brunswick, Landry works with his team to deliver services to Moncton’s 72,000 residents and oversees regional services that reach more than 140,000 people.

Landry’s responsibilities include overall management of more than 900 employees and delivery of municipal services ranging from social services to the completion of a $113 million downtown events center, Centre Avenir Center. He is responsible for an annual operating budget of more than $200 million and an annual capital budget of more than $35 million.

Since his arrival in Moncton in 2017, Landry’s primary focus has been to facilitate the development of strategic priorities with the 11-member council and move those priorities forward with his administrative team. He introduced annual community report cards on performance measures and an annual strategic plan review, both of which have assisted in effectively prioritizing and maximizing the use of resources. He is also implementing multi-year budgeting

and making service delivery improvements in response to feedback from the elected officials and the greater community.

Landry previously held the position of regional vice president on the ICMA Executive Board and is currently past president of the Canadian Association of Municipal Administrators (CAMA), an ICMA affiliate organization with more than 650 members.

He has also participated actively as a member of the ICMA International Committee and will co-chair the 2020 ICMA Conference Planning Committee.

Landry says, “The Harvard Kennedy School program provided me with an unparalleled opportunity to acquire improved knowledge and understanding of how to most effectively approach the various opportunities and challenges I encounter, which will greatly benefit my organization and community at large.” He says that the network he developed with the other leaders who participated in the program will serve as an asset throughout his career.

Continuing to support the next generation of local government professionals is an important personal objective for Landry—one that allows him to truly make a difference.

HARVARD SCHOLARSHIPS Participants who are awarded the Kennedy School scholarships have the opportunity to step away from their daily routines for three weeks, engage with other executives in team efforts to resolve tough issues, and renew commitments to their respective professions. Brake and Landry were selected from a pool of 17 applicants by a panel of ICMA members who were all past program recipients. Both attended the Harvard program in Summer 2019. More information about the program is available from Felicia Littky, flittky@icma.org.

OCTOBER 2019 | PUBLIC MANAGEMENT | 39

C E L E B R AT I O N O F S E R V I C E In recognition of ICMA members’ years of public service, these members were presented awards in 2019.

50 -Year SERVICE AWARD RECIPIENTS

Bruce D. Glasscock

retired in 2019 after serving as city manager of Plano, Texas, for eight years. He also served as Plano’s deputy city manager (2001–2011) and police chief (1990– 2001). Earlier, he served as police chief of Fort Collins, Colorado (1984–1990), and in Lakewood, Colorado, as police officer, holding the ranks of sergeant, lieutenant, and captain (1973–1984). He began his career as a police officer/detective with St. Petersburg, Florida (1969–1973).

Thomas W. Horne has

served as city manager of Lumberton, North Carolina, since 2005.

Previously, he served as town manager for Red Springs, North Carolina (1973–2005). He began his career in public service with the city of Lumberton as the administrative assistant to city manager/tax collector (1969–1973) and as an engineering assistant (1966).

John T. Wieland has

served as the city manager for Paola, Kansas, since 2007. Previously, he served as city manager for Sterling, Illinois (1998– 2007); city administrator for Charles City, Iowa (1995–1998); and city administrator for Hesston, Kansas (1987–1995). He also served as director of human resources (1983–1986), personnel director (1979–1982), administrative assistant/ grant administrator (1977–1979), water service foreman (1975–1977), water service technician (1972–1975), and building maintenance (1969–1972) for Emporia, Kansas.

40 | PUBLIC MANAGEMENT | OCTOBER 2019

45 -Year SERVICE AWARD RECIPIENTS

George C. Campbell

has served as city manager for Kennedale, Texas, since 2017. Previously, he served many communities in Texas: he was city manager for Denton (2006–2016), city manager for Weatherford (2002–2006), city manager (1991–1999) and deputy city manager (1983–1991) for Arlington, city manager for Weatherford (1977–1983), city administrator for Coppell (1972– 1977), and administrative assistant to the city manager for Lubbock (1971–1972).

He began his career in public service with the city of Pampa, Texas, as the administrative assistant to the personnel director (1970–1971).

Roger D. Campbell has

served as assistant city manager of Maryville, Tennessee, since 1983.

Previously, he was director of strategic planning and budget for Bryan, Texas (1983); and assistant to the chief operating officer for Knoxville, Tennessee (1980–1983).

He also held positions with the city of Kingsport, Tennessee, including assistant city manager for municipal services (1979–1980) and special projects coordinator (1975–1979). He started his career as an intern for the Tennessee Municipal League (1975).

James A. Crace has

served as city manager of Alma, Georgia since 2016. Previously, he was county administrator for Charlton County, Georgia (2011–2016); interim county administrator for Lee County, Georgia (2010–2011); assistant city manager for

Sandy Springs, Georgia (2005–2010); county manager for Jackson, Georgia (2001–2004); county manager of Athens-Clarke Unified County, Georgia (1995–2000); city manager for Gainesville, Georgia (1988–1995); executive assistant to the mayor for Athens, Georgia (1984–1988). He also held positions with the city of Rome, Georgia, including city manager (1979–1984) and assistant to the city manager (1978). He started his career in public service as city manager of Waycross, Georgia (1974–1978) and Alma, Georgia (1972–1974).

Frank T. DiGiovanni

has served as city manager of Inverness, Florida since August 1995. He also served as the Inverness interim city manager (Jan-Jul 1995), assistant city manager (1991–1994), acting city manager (1991–1994), and director of Inverness parks and recreation (1979–1990). Previously, he served as the assistant director of parks and recreation for Citrus, Florida (1978–1979); recreation leader for Nassau County , New York (1976–1978); and assistant director of recreation for Lynbrook, New York (1973–1975).

James DiPietro has

served as administrative director for the board of rules and appeals for Broward County, Florida since 2000. Previously, he served as the inaugural city manager for Sunny Isles Beach, Florida (1997–1999); city manager for North Bay Village, Florida (1985–1997); and assistant to the city manager for North Miami, Florida (1978–1985). He began his career in public service with the city of Mount Kisco, New York as the assistant village manager (1977–1978) and administrative assistant (1974–1977).

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

Timothy C. Hansley has

served as county administrator for Union County, Ohio, since 2017. He has served many communities in Ohio in a variety of capacities: In Delaware County, he served as county administrator (2010–2016), and in Pickerington, he served as city manager/director of development (2008–2009), interim city manager/director of development (2008), and director of development (2006–2008).

Previously, he served as city manager for Beavercreek, Ohio (2004–2005); city manager for Conneaut, Ohio (2002–2004); city manager for Dublin, Ohio (1987–2001); city manager for Lebanon, Ohio (1980– 1987); city manager for Tipp City, Ohio (1976–1980); finance director for Westerville, Ohio (1974–1976); and management analyst for Cincinnati, Ohio (1972–1974).

He started his career in public service as an engineering aide for Franklin County, Ohio (1964–1968).

Thomas E. Hart has served

as city manager for Grand Prairie, Texas, since 1999.

Prior, he held positions with the city of Euless, Texas, including city manager (1989–1999) and assistant city manager (1983–1989). He has also served the city of Denison as city manager (1982–1983) and assistant city manager (1982–1982).

Previously, he served as city manager for The Colony, Texas (1978–1981) and as an administrative assistant for Denton, Texas (1975–1976). He began his career in public service with the city of Odessa, Texas as the housing and community development assistant (1975–1976) and as an engineering aide (1974–1975).

James H. Hipp retired in

2019 after serving as deputy county administrator for Spartanburg County, South Carolina, for nine years.

Previously, he served many communities in North Carolina, assistant city manager for Concord (2004–2010), city manager for Lenoir (1983–2004), town manager for Tarboro (1982–1983), and town manager for Siler City (1978–1982).

He began his career in public service with the city of Lenoir, North Carolina, as the assistant city manager (1976–1978) and as a planner (1974–1976).

Mark Johnson has served

as city manager for Alcoa, Tennessee, since 1999. He also served two other communities in Tennessee: In Maryville he served as director of finance (1988–1999), and in Paris, he served as city manager (1985–1988) and as the director of finance (1974–1985).

Robert M. Karls has

served as the city administrator of Pontiac, Illinois, since 1982. Previously, he served Smithville, Missouri as city administrator (1976–1982) and Independence, Missouri as an administrative intern (1974–1976).

George A. Long has

devoted his entire career to serving Florida communities. He has served as city manager of Bartow since 2008. Previously, he served as county manager, Okeechobee County (1994–2008), and town manager (1989–1994), and fire chief (1981–1989) of Lake Park. He also held the positions of fire lieutenant (1978–1981), and firefighter (1974–1978) for Temple Terrace.

Samuel D. Mamet retired

in 2019 after serving on the staff of the Colorado Municipal League for 40 years, most recently as executive director (2005–2019). He also held positions as associate director (1984–2005), and intergovernmental affairs coordinator (1979–1984). Other previous positions include legislative analyst, Clark County, Nevada (1978–1979); research analyst, Local Government Commission, Pennsylvania Legislature (1976–1978); research analyst, Governmental Research Institute, Cleveland, Ohio (1975–1976); and intern, Office of Mayor, Reading, Pennsylvania (1972–1973).

Thomas M. Markus, ICMA-CM retired in 2019

after serving as city manager of Laurence, Kansas for three years. Previously he served as city manager in Iowa City, Iowa (2010–2016), city manager, Birmingham, Michigan, (1989–2010), city manager, Brooklyn Park, Minnesota (1988), village manager, Wheeling, Illinois (1980–1988), city administrator, Savage, Minnesota (1977–1980), assistant village manager/ treasurer, Wheeling, Illinois (1975–1977), administrative assistant/treasurer (1974– 1975), and administrative assistant, Waseca, Minnesota (1973–1974).

Gary L. Meagher, ICMA-CM has served as

county administrator of Reno, Kansas, since 2009.

His past positions include city administrator, McPherson, Kansas (1998–2009); city administrator, Lindsborg, Kansas (1990–1998); police chief, Lindsborg, Kansas (1989–1990); detective/acting sergeant, Golden, Colorado (1982–1989); sergeant, Clear Creek County, Colorado (1981–1982); and deputy sheriff, Shawnee County, Kansas (1974–1981).

OCTOBER 2019 | PUBLIC MANAGEMENT | 41

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

45 -Year SERVICE AWARD RECIPIENTS (continued)

Gary D. Milliman, ICMA-CM retired as city

manager from Brookings, Oregon in 2018, and currently serves as a part-time municipal court judge.

During his career he served multiple communities in California in various capacities: In South Gate, he served as city manager (2003–2007), and as the Southern California director with the League of California Cities (2000–2003).

He also served as city manager in Fort Bragg (1979–1997), city manager in Cotati (1977–1979), and deputy city manager, Bell Gardens (1971–1977).

Decker P. Ploehn has

devoted his entire career to Bettendorf, Iowa, serving as city administrator since 1990. Previously, he served as police chief (1986– 1990), detective/sergeant (1979–1986) and patrolman (1975–1979).

George A. Purefoy

has served Texas com­ munities since 1973, and has been city manager of Frisco since 1987.

He has also served as manager, Columbus (1981–1987); city administrator, Taylor Lake Village (1980–1981); administrative assistant, Boerne (1977–1980); executive director, Chamber of Commerce for Commerce, Texas (1976–1977); and police officer, Arlington (1973–1975).

Roger Reinke, ICMA-CM has been

assistant city manager of Naples, Florida, since 2008. He previously served as chief of police, Marco Island, Florida (2001–2008), and as assistant police chief and police officer, Milwaukee, Wisconsin (1974–2001).

Sheryl Sculley retired

in 2019 after serving as city manager of San Antonio, Texas, for more than 13 years.

Previously, she served the city of Phoenix, Arizona, as assistant city manager (1990–2005) and as deputy city manager (1989–1990).

She also held the positions of city manager (1984–1989), acting city manager (1984), deputy city manager (1979–1984), administrative assistant to the city manager (1977–1979), planner (1975–1977), and research writer (1974–1975) in Kalamazoo, Michigan.

David R. Waffle

retired in 2019 after serving as assistant finance director in Beaverton, Oregon for eight years.

Previously he served the community as project manager in 2011.

His past positions include city manager, Cornelius, Oregon (2006–2011), director, community development, Wilsonville, Oregon (2004–2005), city administrator, Reedsburg, Wisconsin (1997–2004), village administrator, Allouez, Wisconsin (1992–1997), city manager, Platteville, Wisconsin (1987–1992), city administrator, Winston, Oregon (1982–1987), city administrator, Oakridge, Oregon (1977–1982), administrative assistant, public works department, Springfield, Oregon (1976), administrative assistant, planning, Lansing, Michigan (1972–1975), and administrative aide, Greenbelt, Maryland (1971).

42 | PUBLIC MANAGEMENT | OCTOBER 2019

40-Year

SERVICE AWARD RECIPIENTS Karl R. Amylon, City Manager Ketchikan, Alaska James E. Baker, City Manager Chesapeake, Virginia Dean Bastianini, Township Manager Richland Township, Pennsylvania Paul J. Benedetto, City Manager Leduc, Alberta, Canada John N. Berley, Assistant Village Manager/ Director of Community Development Addison, Illinois William R. Bridgeo, ICMA-CM, City Manager Augusta, Maine Paul L. Buckley, Chief Executive Officer Bass Coast Shire Council, Australia David M. Campbell, Chief Deputy Assessor Lewis County, Washington Jonathan L. Carter, Town Manager Wells, Maine Albert P. Childress, ICMA-CM, City Manager Doral, Florida Gary R. Clough, Assistant City Manager/ Public Works Director Sidney, Ohio Steve A. Commons, Assistant City Manager Edmond, Oklahoma Anthony Constantouros Danville, California John Deardoff, ICMA-CM, City Manager Hutchinson, Kansas Larry R. Deetjen, Village Manager Oak Lawn, Illinois Eric R. DeLong, Deputy City Manager Grand Rapids, Michigan

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

Ruben A. Duran, ICMA-CM, Borough Manager Ketchikan, Alaska Mark E. Grams, City Administrator Port Washington, Wisconsin Gregg G. Guetschow, City Manager Charlotte, Michigan John H. Guldner, Town Administrator Alta, Utah Kent A. Hager New London, Wisconsin Gary H. Hanson, County Administrator De Kalb, Illinois Robert M. Herr, City Manager Winter Haven, Florida Laura A. Johnson, Assistant City Manager Oklahoma City, Oklahoma Laurie Kadrich, ICMA-CM, Director Community Planning & Infrastructure Services Larimer County, Colorado Brad L. Kilger Modesto, California T. Robert Kindred Ames, Iowa Steven S. Kubacki Green Bay, Wisconsin Frank Lancaster Estes Park, Colorado Edward F. Lavallee, ICMA-CM, City Manager Venice, Florida

Wade G. McKinney, ICMA-CM Riverside, California James P. McKnight, City Manager Cocoa Beach, Florida Larry S. Mead, Town Manager Old Orchard Beach, Maine David A. Mekarski, Town Manager Purcellville, Virginia Thomas W. Moeller, City Manager Madeira, Ohio John M. Nachbar, City Manager Culver City, California Richard L. Newbern II, ICMA-CM, City Manager Cochran, Georgia Anne L. Norris, City Manager Crystal, Minnesota

Maryann I. Ustick, ICMA-CM, City Manager Gallup, New Mexico David A. Warm, Executive Director Mid-America Regional Council, Missouri Randy A. Wetmore, City Manager Bridgeport, West Virginia David S. Whitlow White Stone, Virginia Dennis R. Wilberg, City Manager Mission Viejo, California Robert L. Wilson Jr., Assistant City Manager Johnson City, Tennessee Michael C. Wood, Town Manager Burrillville, Rhode Island Chris A. Yonker Ithaca, Michigan

Leo E. Ochs Jr., County Manager Collier County, Florida John D. Petrin, ICMA-CM Bolton, Massachusetts Stephen J. Piechura Executive Management Advisor Tucson, Arizona Denise M. Pieroni, City Administrator Delavan, Wisconsin Steven Sarkozy, Village Manager Estero, Florida David W. Saunders, ICMA-CM Clermont, Florida Henry P. Schubert Jr., City Manager Largo, Florida

Robert L. Layton, City Manager Wichita, Kansas

Mark A. Scott, City Manager Indio, California

Ronald LeBlanc, City Manager Durango, Colorado

Thomas A. Sullivan, County Manager Routt County, Colorado

Thomas S. Marrow, Town Manager Butner, North Carolina

Marc J. Thompson, Village Manager Ottawa Hills, Ohio

Randy E. McCaslin, Deputy City Manager High Point, North Carolina Continued on page 46 OCTOBER 2019 | PUBLIC MANAGEMENT | 43

Public sector workers make a career out of serving others.

We’ve made a career out of serving them.

People who dedicate their lives to serving others deserve an organization that dedicates itself exclusively to them. For over forty years, we’ve met the challenge to help public sector workers realize their retirement dreams.

icmarc.org/info AC: 41487-1115-7938

ICMA-RC is proud to be a Premier Partner of ICMA and the Title Sponsor of the ICMA Annual Conference. We look forward to seeing everyone at the conference in Nashville and hope you will join us for the following sessions:

Sunday | 10:00am – 2:00pm | Omni Hotel, Broadway Ballroom D “ICMA-RC Overview: Understanding Your Retirement Options” For ICMA-RC participants who want to examine the nuts and bolts of the investment options available in their retirement plan. Topics will include in-depth information about target date and target risk funds, managed accounts, the stable value fund, and the Retirement Income Advantage fund. In addition, the full suite of financial planning services offered to ICMA-RC participants will be covered.

Monday | 1:30pm – 2:30pm | Music City Center, Room 102AB “Game of Life: Play It Right” – Season 8 PLAY IT RIGHT

Join us for this interactive and engaging trivia “game show” that will help educate the audience on maximizing the way you live and save. Subject matter experts in health and wellness and finance will provide information we all need to know as we work, play and live the Game of Life.

Tuesday | 11:45am – 12:45pm | Music City Center Room 102AB Lunch & Learn: “Managing Your Investments in a Period of Global Transition” While political uncertainty doesn’t necessarily translate into increased market volatility, the unknown effects of recently executed and impending policy on trade, interest rates (i.e. Federal Reserve leadership), regulatory relaxation and corporate tax reform have investors looking more intently at the dimensions of asset allocation within individual portfolios as well as their defined benefit and defined contribution programs. Please join ICMA-RC’s Chief Investment Officer and a panel of experts to learn how they view the current investment landscape and how they are managing portfolios in 2019 and beyond. Lunch will be provided.

Monday | 9:30am – 4:00pm | Tuesday, 9:30am – 2:00pm | Music City Center Exhibit Hall, AB Level 3, Booth 324 ICMA-RC will have Certified Financial PlannerTM professionals on site scheduling on-on-one consultations with ICMA-RC participants. You can also visit our Technology Corner for demos of Text Access, Account Aggregation, voice activated account information using Alexa and much more.

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

35 -Year SERVICE

AWARD RECIPIENTS

Donald C. Lorsung, ICMA-CM Bruce D. Loucks Mindy Manson Mark A. McAnarney Barbara M. McKerrow Donald J. McLeod

30 -Year SERVICE

AWARD RECIPIENTS

Frans G. Mencke Charles J. Aspinwall

Douglas R. Miller

Michael J. Bajorek

Michael W. Morgan

William P. Barlow III

Michael Morrison

Anthony W. Cox, ICMA-CM

Donato Nieman

Peter J. Crichton, ICMA-CM

Shirley Osle

Anton Dahlerbruch

Larry A. Pardee

Charles E. Dane

Vincent D. Pastue

Alan J. Davis

Steven J. Pinkerton

Vince DiPiazza

Bret Plumlee

Milton R. Dohoney Jr., ICMA-CM

Jeffrey A. Pomeranz

John W. Donlevy, Jr. Erdal Donmez Joseph P. Duff Michael J. Ellis H.Reed Fowler Jr. Elizabeth A. Fox Timothy J. Frenzer Lauri Gillam Judith A. Gilleland, ICMA-CM Julia N. Griffin Thomas B. Hadden III Kathy L. Hagen Carl Harness, ICMA-CM Cecil R. Harris Jr., ICMA-CM Stanley D. Hawthorne Jeffrey A. Hecksel Richard E. Helton Darrell Hofland, Isaiah Hugley Sr. Harlan L. Jefferson Randy R. Keaton Christine Kohlmann Jody M. Kole Kay D. Kuhlmann M.Thomas Lawell Debi L. Lee, ICMA-CM Craig W. Lemin Brenton B. Lewis Michelle Lock

Steven D. Powers, ICMA-CM Lowell R. Prange Robert E. Reece Gene Rogers Teresa M. Rotschafer Marlena A. Schmid Ronald D. Scott Marcus A. Serrano Laurence R. Shaffer Kelly Shoemaker Bruce Siders Carl L. Smart Patrick F. Sorensen, ICMA-CM Charles J. Stahl, IV Robert A. Stockwell Patrick Sullivan Kathleen E. Tempesta Robert E. Therres Leon E. Towarnicki Jim V. Toye James M. Twombly Kurtis G. Ulrich, ICMA-CM Christopher Whelan Charles S. Whiting Wendy Williams Michael J. Woika Henry T. Wong Lyle D. Wray John H. Yow

46 | PUBLIC MANAGEMENT | OCTOBER 2019

Mahdi Aluzri Susan D. Armstrong James G. Bagley Robert M. Bahan W. Lane Bailey, ICMA-CM Kevin L. Batchelder Kirk Bednar Mary C. Blasi Wally Bobkiewicz, ICMA-CM Maria T. Broadbent Audrey J. Brown, ICMA-CM David Bullock Amy H. Cannon, ICMA-CM Susan Canon Blaise J. Caponi Sr. Rafael G. Casals, ICMA-CM Dale Cheatham Melinda J. Coleman Jill E. Collins Catherine M. Conlow Rob Coon Mark A. Cozy Jon Crusey, ICMA-CM Raymond R. Cruz Michael K. Davis Mark M. Delin Lawrence S. Dobrosky Jr., ICMA-CM Christopher J. Dorsey Jeffrey D. Downes Edward L. Faison Nelson A. Fialho Sandra L. Fowler, ICMA-CM Trenton L. Funkhouser Arthur C. Gonzalez Jr. James M. Halasz David Hankerson Terry W. Harrison James W. Hawks Richard J. Haydon David Hebert, ICMA-CM Steven W. Hicks

Scott E. Hildebran, ICMA-CM Iris Hill Terrel H. Hinton Ricky A. Horst Joseph R. Huffman, ICMA-CM Mary E. Jacobs Collette A. Jamison Eric Johnson Steven C. Jones, ICMA-CM Tom F. Kadla C. Bradley Kaye Stanley J. Kelley Jeffrey N. Kersten Teri P. Killgore Tony L. King Randy B. Knight Greg E. Larson Jeffery B. Lawson, ICMA-CM Karen E. Lewis Donna L. Lobaito Mark T. Locking David A. Lothspeich Andrea K. Lueker, ICMA-CM Juliana A. Maller Gary W. Mangus Dawn Masko Ronald F. Massey Gary Mayerhofer Scott D. McClure Dana McDaniel Karen L. McLaughlin Franklin C. Meadows Mark F. Miller Jeffrey A. Moore Dana L. Muscott David J. Norman John N. Ogburn III, ICMA-CM Richard Otto Robert K. Padmore Terri L. Parker Alan G. Parkin Dennis J. Pavlicek Dale Peters, ICMA-CM Eric J. Peterson John F. Pietig Jim R. Pine Nathan A. Poore

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

Michael J. Powers Daniel L. Presley Michael J. Robertson Blythe C. Robinson, ICMA-CM Roxanne D. Robinson Chris Rollins Charles M. Safford Irene Sasyniuk Michael D. Schrage Edward K. Shikada, ICMA-CM Jill Silverboard, ICMA-CM Lynne Simons Max L. Slankard Lee H. Spell Joanne M. Spina Douglas P. Stanley, ICMA-CM Mitchell Stern Karl J. Stinehart Charles B. Strome III Thomas A. Tanghe Larry M. Tarkowski Danny E. Taylor Evan Teich Lea A. Thomas Timothy J. Tieperman, ICMA-CM Elizabeth A. Toney-Deal Susanne M. Torriente Garrett Toy David J. Unmacht Henry B. Veleker Russell F. Wajda Hardin Watkins, ICMA-CM Nancy L. Watt, ICMA-CM Michael Webb Curtis C. Wenson Brian W. Wilcox Andre’ S. Wimer Michelle A. Wolfe Ernest M. Zmyslinski Hardin Watkins Nancy L. Watt Michael Webb Curtis C. Wenson Brian W. Wilcox Andre’ S. Wimer Michelle A. Wolfe Ernest M. Zmyslinski

25 -Year SERVICE

AWARD RECIPIENTS Aaron J. Adams Jan-Inge Ahlfridh Steven J. Alexander Marvin R. Allen Jeff W. Aluotto, ICMA-CM Scott O. Arneson Bradley S. Arnold Peter B. Austin Heather A. Balser John C. Barkley, ICMA-CM James E. Barnes Valerie J. Barone David J. Beach John F. Benson Todd M. Blake, ICMA-CM Brett B. Boyer Jane S. Brautigam, ICMA-CM Laurie Brewer, ICMA-CM Tony Neal Brown William S. Buffkin Janice L. Cain Dave Callister Jeffery E. Cantrell David L. Cardenas Scott Carroll David J. Christian David M. Cline Christopher T. Coleman, ICMA-CM Thomas M. Couch, ICMA-CM Randy Criswell John H. Daly, III Lisa De Soto Douglas J. DeBord Kirk D. Decker Shannon K. DeLong Stephen W. Driscoll Roger A. Dunlap Jr. Joseph Dunn, ICMA-CM Jeffrey L. Durbin, ICMA-CM Kimberly S. Eagle Vicky L. Earhart Gary L. Edwards Torry L. Edwards Richard C. Egan Douglas J. Erickson Thomas Ernharth James R. Fatland Louis Fazekas, ICMA-CM Shannon Flanagan-Watson, ICMA-CM Kenneth J. Forrest Bryan D. Foster, ICMA-CM

Siobhan W. Foster Robert D. Frank Michael S. Frank Thomas Frutchey Kenneth W. Gamble, ICMA-CM Dennis J. Gehrt, ICMA-CM Todd Glover, ICMA-CM Gregory J. Gorden Bridgette M. Gransden Andrew J. Grant, ICMA-CM Clifford M. Graviet Charles H. Grawe Thomas M. Guerino Michael J. Guzinski Tony Haddad Gene T. Harper, ICMA-CM Randall W. Hemann, ICMA-CM Timothy D. Hemstreet, ICMA-CM Catherine M. Heritage, ICMA-CM Darren Hernandez Michael T. Hession Shane A. Horn Lynda K. Humble Edward D. Humphries Jr., ICMA-CM Wazir A. Ishmael James A. Jackson Jr. Richard A. Johnston Jeff Jones, ICMA-CM Danny L. Jordan Jr. Danielle J. Judd David R. Kanner Clifford Keheley Jr., ICMA-CM Daniel K. Kerr Daniel M. Keyes Norman Khumalo Michelle M. Kivela Anne W. Klepfer John C. Klimm, ICMA-CM Jenna R. Kohl, ICMA-CM A.J. Krieger Steven Kroeger Erik Kropp Barry Krumstok Gilbert A. Livas Deanna Lorson Andrew D. Lukasik Cheri M. Lutz Stephen Anthony Marro Derek M. Matheson, ICMA-CM Desiree S. Matthews Andrew W. Maylor Nathan D. McCommon Carolyn McCreary, ICMA-CM Michael McHatten Tana McKinley Diana Mikula

Mona Miyasato Bruce T. Moore Mark Moran, ICMA-CM Matthew T. Morton, ICMA-CM Priscilla A. Murphy Teresa M. Nisich Carlos J. Palacios Stephen F. Parry Reagan D. Parsons, ICMA-CM Joseph P. Pepplitsch Michael P. Pleus, ICMA-CM Lon D. Pluckhahn, ICMA-CM Collin W. Quigley, ICMA-CM Jon Quinday Paul D. Radford Gina Ramos Montes, ICMA-CM Carol A. Rhodes Don L. Rosenthal Frank A. Rush Jr. Mark L. Ryckman, ICMA-CM Stephen J. Rymer John J. Sandy, ICMA-CM Pietro Scalera, ICMA-CM Gregory J. Schulte Brian G. Scott Michael C. Scott Michael A. Sell Kathleen B. Sexton, ICMA-CM David Jeffrey Sheridan Thomas G. Shircel Michelle S. Skaggs-Lawrence Sheri H. Slater James A. Smith, ICMA-CM Gerald C. Smith Sr. Peter P. Souza James M. Stathatos, ICMA-CM Cynthia M. Steinhauser, ICMA-CM Brian M. Stott Debra S. Tarry Todd A. Thompson, ICMA-CM Geoffrey D. Thompson Anthony J. Traxler Jason Tuck, ICMA-CM William M. Vance Marc Verniel, ICMA-CM Erik J. Walsh John P. Waters, ICMA-CM Rick W. Weise James J. White Gregg R. Whitehead James R. Williams Scott W. Wynja Kenneth A. Young, ICMA-CM G. Randolph Young Gordon A. Zimmerman Ed Zuercher

OCTOBER 2019 | PUBLIC MANAGEMENT | 47

2019 ICMA CERTIFICATES IN PERFORMANCE MANAGEMENT ICMA recognizes communities for their commitment to the principles of performance management and effective communication of their performance data with residents and peer communities.

Depending on the level of recognition, Excellence being the highest, criteria include incorporation of data gathering and verification, public reporting, benchmarking and networking, strategic planning, community surveying, staff development, dashboarding, and continuous improvement.

For more information, visit icma.org/certificates-in-performance-management. For those interested in applying for the 2020 Certificates in Performance Management, the criteria and application form will be posted on November 1, 2019.

Certificate of

Certificate of

Certificate of

Alachua County, Florida

Arapahoe County, Colorado

Alexandria, Virginia

Albany, Oregon

Baytown, Texas

Algonquin, Illinois

Arvada, Colorado

Bellevue, Washington

Arlington, Texas

Austin, Texas

Chapel Hill, North Carolina

Bettendorf, Iowa

Bayside, Wisconsin

Coral Springs, Florida

Chester County, Pennsylvania

Bernalillo County, New Mexico

Dallas, Texas

DeLand, Florida

Clayton, Missouri

Edmonton, Alberta

Downey, California

Durham, North Carolina

Fort Worth, Texas

Elk Grove, California

Fairfax County, Virginia

Loudoun County, Virginia

Georgetown, Texas

Farmers Branch, Texas

Mesa, Arizona

Maitland, Florida

Fayetteville, North Carolina

Palm Coast, Florida

Maui County, Hawaii

Fort Collins, Colorado

Phoenix, Arizona

North Hempstead, New York

Fort Lauderdale, Florida

Poudre Fire Authority, Colorado

Salisbury, North Carolina

Gilbert, Arizona

Sarasota County, Florida

Santa Monica, California

Greer, South Carolina

Sheboygan, Wisconsin

Southlake, Texas

Gunnison County, Colorado

Sugar Land, Texas

Stanly County, North Carolina

Kansas City, Missouri

Suwanee, Georgia

Stayton, Oregon

Montgomery County, Maryland

Tacoma, Washington

Oklahoma City, Oklahoma

Wichita, Kansas

Excellence

Distinction

Olathe, Kansas Pinehurst, North Carolina Rock Hill, South Carolina San Antonio, Texas San Francisco, California Scottsdale, Arizona Tamarac, Florida Woodbury, Minnesota

48 | PUBLIC MANAGEMENT | OCTOBER 2019

Achievement

IOWA Mark W. Miller Jeffrey A. Schott

Program

IDAHO David M. Childs Jay B. Covington Michael D. O’Leary ILLINOIS Gregory J. Bielawski Steven C. Carter John C. Phillips Robin Anne Weaver KANSAS Dennis M. Kissinger MARYLAND Michael P. McLaughlin MAINE Bertrand N. Kendall

19 74 – 2 0 19 The ICMA Senior Advisor program (formerly the Range Rider Program) is a joint activity of ICMA and State Associations established by the ICMA Executive Board in 1974 to make the counsel, experience, and support of respected, retired managers of the profession available to members.

Currently, 102 Senior Advisors in 27 States provide a highly valued service by volunteering their time to offer confidential professional and personal support and advice.

ARIZONA Michael D. Letcher Patrick McDermott CALIFORNIA Jay M. Baksa Ronald R. Bates Gary R. Brown Timothy J. Casey Robert C. Dominguez Kevin C. Duggan Ted A. Gaebler Daniel E. Keen Brad L. Kilger Kathleen A. Millison David R. Mora Martin J. Nichols Mary L. Strenn A.J. Wilson Edward G. Wohlenberg

COLORADO Penelope Culbreth-Graft Timothy J. Gagen J. Brent McFall Lee D. Merkel Charles S. Ozaki Gregory J. Schulte Joanne M. Spina FLORIDA Kurt Bressner Edwin A. Eddy George D. Forbes Daniel A. Kleman Robert S. LaSala William A. Neron Kenneth W. Parker Oel Wingo

MICHIGAN Larry L. Nielsen Mark Wollenweber MISSOURI* MINNESOTA William P. Craig Janice M. Fransen Thomas L. Hedges Timothy Madigan Jeffrey W. Weldon NORTH CAROLINA Tommy M. Combs Peter T. Connet James William Freeman C. Jack Horton Tom Lundy Michael McLaurin Nat Erskine Smith Jr. John E. Whitehurst NEBRASKA Donald B. Eikmeier NEW YORK Michael D. Ritchie OHIO James A. Bodenmiller Michael W. Burns Edward J. Ciecka

OREGON Dan R. Bartlett David Clyne Wes Hare David R. Kanner Lawrence L. Lehman Gary D. Milliman Sheila M. Ritz David R. Waffle PENNSYLVANIA Peter S. Marshall James W. Zumwalt SOUTH CAROLINA James H. Hipp SOUTH DAKOTA Jeffrey W. Weldon TEXAS Kay H. Godbey A.C. Gonzalez Jr. Theodore Robert Livingston George T. Shackelford Gregory T. Vick UTAH Dave F. Millheim VIRGINIA Gerald A. Burgess Edwin C. Daley Brenda G. Garton Jack A. Gross Peter M. Huber Joseph S. Paxton Kimball Payne III William C. Porter Jr. Lane B. Ramsey David S. Whitlow VERMONT William H. Finger WASHINGTON Marilynne M. Beard Lloyd N. Halverson Michael A. McCarty Anne L. Pflug David G. Timmons Richard A. Zais Jr. WISCONSIN Edward C. Madere Dianne S. Robertson Timothy W. Schuenke Bernard A. Van Osdale * Sponsor, but currently does not have a Senior Advisor

OCTOBER 2019 | PUBLIC MANAGEMENT | 49

S P E C I A L R E P O R T: 2 0 1 8 C O N T R I B U T I O N S A SPECIAL THANKS TO THE 2018 SUPPORTERS AND FRIENDS OF THE ICMA FUTURE OF PROFESSIONAL MANAGEMENT FUND ICMA would like to express its gratitude to the individuals and organizations listed in this special section for supporting the local government management profession by becoming ICMA donors. Their financial support of the Future of Professional Management Fund, and other donor-supported professional development scholarship opportunities, have helped promote and preserve the profession while strengthening local communities everywhere. Because of the contributors’ generosity, ICMA was able to continue its mission of advocating for professional local government management by supporting the adoption and retention of the council-manager form of government, raising public awareness about the profession, and inspiring a new generation of future local government leaders. ICMA is honored by the generosity and commitment of all of the donors.

Memorial Gifts

Tom Lundy

Andrea Arnold

Nathan M. Cherpeski

James Fisher

Julia D. Novak

Barbara J. Avard

Joseph J. Chinn

Laura A. Fitzpatrick

Robert J. O’Neill Jr.

W. Lane Bailey

Edward J. Ciecka

Rebecca L. Fleury

Marc Anthony Ott

Sheryl D. Bailey

Duane R. Cole

Ellen S. Foreman

Jane Bais-DiSessa

Christopher T. Coleman

Thomas Fountaine, II

James M. Banovetz

Michael A. Conduff

Randi Frank

Geralyn R. Barone

Larry R. Coons

William J. Fraser

Gerard J. Bauer

Samuel L. Coxson

Timothy J. Frenzer

Douglas O. Bean

Ian M. Coyle

Michele Frisby

Lynn P. Behrns

Peter J. Crichton

Thomas J. Fromme

James A. Bennett

Charles J. Cristello

Charles S. Funderburk

Martha J. Bennett

Spencer R. Cronk

Timothy J. Gagen

James P. Berzina

Lowell Crow

Karen S. Gallivan

Gregory J. Bielawski

Steven S. Crowell Jr.

Anton S. Gardner

Todd M. Blake

Francis J. Culross Jr.

Kenneth B. Geathers Jr.

Robert L. Bland

Dani Dahlberg

Rita L. Geldert

Terrell Blodgett

Sanford W. Daily

James K. Giese

Wally Bobkiewicz

Edwin C. Daley

Patrick L. Goff

Norton N. Bonaparte Jr.

Frances David

Magda Alicia Gonzalez

Donald E. Bradley

Brian K. Dehner

George D. Goodman

Paul J. Brake

Walter L. Denton

Carol M. Granfield

Pamela Brangaccio

John A. DeStefano Jr.

Robert F. Hagemann III

T.C. Broadnax Jr.

Vince DiPiazza

Albert E. Haines

William P. Buchanan

Milton R. Dohoney Jr.

Lloyd N. Halverson

$100 to $499

Larry D. Burks

Anonymous Donor

Jack S. Hamlett

Rommel S. Agan

George C. Campbell

David M. Dorgan

Kenneth C. Hampian

Sabina Agarunova

Eric D. Campbell

Edward R. Driggers

Douglass D. Hanley

Abimbola A. Akande

David M. Campbell

George T. Drumwright Jr.

Thomas L. Hanson

Laura S. Allen

Luis Campos

Lydia E. Du Borg

Robert William Harrison

$1,000+

Michael S. Allison

Patrick A. Cannon

Rebecca L. Eby

Bob Hart

Lloyd R. De Llamas

Gordon R. Anderson

Ron Carlee

Jacob Eckholm

Matthew W. Hart

R. Michael Eastland

Craig G. Anderson

Steven C. Carter

Paul D. Eckles

Richard E. Helton

Lee R. Feldman

Tim A. Anderson

Mike Casey

Steven B. Falk

Richard J. Hierstein

Daniel W. Fitzpatrick

Pamela Weaver Antil

John J. Caulfield

Veronica A. Ferguson

Brent D. Hinson

Kevin M. Flannery

John P. Applegate

Donald R. Cawby

Debra J. Figone

David P. Hodgkins

Sam S. Gaston

Jesus Armas

Bruce E. Channing

Patricia A. Finnigan

Stephen L. Hollister

In Memory of Charles D. Burton Illinois City/County Management Association In Memory of Frank J. Cassady Illinois City/County Management Association In Memory of Shelly Miller Wisconsin City/County Management Association

Tribute Gifts

$500 to $999 James B. Baugh Jane S. Brautigam Larry J. Cunningham Kevin C. Duggan Kenneth R. Fields George D. Forbes Heather M. Geyer Anthony H. Griffin

In Tribute to Joseph E. Breinig Illinois City/County Management Association

Timothy C. Hansley

In Tribute to Dwaine Van Meenen Illinois City/County Management Association

James Robert Keene Jr.

In Tribute to Mark R. Peterson Illinois City/County Management Association

Individual Donors $3,000+ Peggy Merriss Jerry Newfarmer

Lloyd V. Harrell Jr. James N. Holgersson Robert S. LaSala Mark E. Nagel Meg Olberding Lawrence E. Paulsen James Thurmond Robin Anne Weaver

50 | PUBLIC MANAGEMENT | OCTOBER 2019

Gary C. Holmes

Molly Mehner

Cynthia D. Reents

Julie Thuy Underwood

Laurie Brewer

Henry Howard

Mathew Marcus Mendisco

Matthew S. Rehder

David J. Unmacht

Jeffrey Broughton

Shirley D. Hughes

Florentine Miller

Meredith Stengel Robson

Carl F. Valente

Michael B. Brown

Brian P. Humphress

Justin J. Miller

Margie C. Rose

Brian J. Valentino

Marlon Brown

Maria A. Hurtado

Donna G. Miller

Denise M. Rose

Bradley C. Vath

Tyler Broyles

Michael Hutchinson

Kathleen A. Millison

Donald B. Rose

James D. Verbrugge

Randall D. Byrne

Greg Ingham

William A. Monahan

Kathleen F. Rush

Ellen W. Volmert

Regan M. Candelario

Sheyi I. Ipaye

Bryan Hyrum Montgomery

Michael J. Scanlon

Theodore L. Voorhees

Lee Hood Capps

Daniel A. Johnson

Barbara H. Moore

Henry P. Schubert Jr.

Mark S. Watson

Shaun Carey

Brian L. Johnson

David R. Mora

Douglas J. Schulze

Jerene Watson

Sarah A. Carroll

Robert B. Johnston Sr.

David E. Moran

Gregg Schuster

Michael Webb

Kurt T. Carroll

Baldev S. Josan

Richard Scott Morgan

Gary Sears

Paul A. Wenbert

Joseph P. Casey

David Junger

Roger J.B. Morris

Todd I. Selig

Michael K. West

Evelyn Casuga

Haley C. Kadish

Thomas M. Moton Jr.

Christopher G. Senior

Bryan M. Whitemyer

Melisa Caughman

Michael A. Kaigler

Jeffrey L. Mueller

Warren H. Shafer

John A. Whitson

Julia A. Cedillo

Daniel E. Keen

Brian P. Murphy

Paul Shew

John T. Wieland

Susan M. Cluse

Richard I. Kerbel

Joseph Patrick Murphy

Edward K. Shikada

Norman M. Wigington

Julie Colley

Norman R. King

Ghida S. Neukirch

John F. Shirey

Michael Wilkes

Claire A. Collins

Philip A. Kiraly

Sabra Newby

Reid Silverboard

Robert L. Wilson Jr.

Penelope Culbreth-Graft

Craig Kocian

Chester A. Newland

Jack Arthur Simpson

Robert J. Wood

John C. Darrington

Peter A. Korn

Jack R. Noble

Henry D. Sinda

Dawn L. Wucki-Rossbach

James P. Davidson

John Kross

Eric P. Norenberg

Jeffrey S. Slatton

Edward A. Wyatt

Pamela Davis

Mary Jane Kuffner Hirt

Paul J. Nutting

Robert E. Slavin

Joseph W. Yarbrough

Homer T. Dearmin

Scot F. Lahrmer

James B. Oliver Jr.

Karen A. Smith

Eric G. Ziegler

Daryl J. Delabbio

Robert C. Lawton Jr.

Marcia D. Onieal

Nat Erskine Smith Jr.

James W. Zumwalt

Jacob G. Deutsch

Peter D. Lear

Sara Ott

Scott Somers

Matthew S. LeCerf

Reid T. Ottesen

Glenn D. Southard

Mark M. Levin

Alan M. Ours

Glenn F. Spachman

Jonathan R. Lewis

Kipling D. Padgett

Monica N. Spells

Layne P. Long

Nathaniel W. Pagan

Stephen Steese

Craig Lonon

Robert L. Palmer

Larry J. Stevens

James M. Lukas

Larry D. Pardee

Kent S. Street

Peter F. Lydens

Derrick Parham

Erik R. Strunk

Craig Malin

Kenneth W. Parker

Eric S. Stuckey

Samuel D. Mamet

Mary Kay Peck

C. Seth Sumner

Joseph A. Mangiamelli

Michael M. Penny

Greg R. Sund

Lynn H. Markland

M. Denis Peterson

Greg E. Sundin

Patricia E. Martel

John D. Petrin

Henry Taboada

Don Maruska

Douglas Joseph Petroshius

William G. Tallman

Stephanie J. Mason

George A. Pettit

David S. Teel

Barbara Burns Matthews

Marc H. Pfeiffer

Edward D. Thatcher

Opal D. Mauldin-Jones

John C. Phillips

James H. Thomas

Tony Mazzucco

Robert G. Pierce

Steven Terry Thompson

Kelly R. McAdoo

Karen E. Pinkos

Susan K. Thorpe

Deron L. McCormick

James J. Proce

Juniper Thren

Carolyn McCreary

William A. Prokop Sr.

John A. Titkanich Jr.

Robert D. McEvoy

Craig R. Rapp

Sandra E. Tripp-Jones

Robert C. McGrory

Gabe Reaume

Peter Troedsson

Rita McMahon

Richard T. Reed

Jeanna Troha

Under $100 Robert D. Agee Jon J. Allen Kelly A. Amidei Dave R. Anderson John B. Andrews Scott Andrews Susan MH Arntz Betty Martin Baker Rodney D. Barnes Katherine L. Barrett Kirk Bednar Jacqueline Wildes Beebe Robert M. Belmore Adam Alan Benigni Seth B. Benjamin Nathaniel Bennett Laura Ann Biery David S. Boesch Jr. Jean A. Bonander Harvey D. Bragg Joseph M. Brehm Julie M. Brenman

Gerard Divay William H. Edgar Joel Ehlert Donald B. Eikmeier Michael A. Ericson Daniel Cooper Finz Denise H. Fitzgerald Sandra L. Fowler Chantal Cotton Gaines Robert T. Gaiotti Christine S. Gendell Dianne L. Gershuny April D. Getchius Michael P. Gilleberto J. Brannon Godfrey Jr. Brenda Sedlacek Gunn Ellen Habel David Hankerson Tsuyoshi Hara Harry W. Hayes Autron Hayes Alexander J. Henderson Michael S. Herman Moriant Hernandez

OCTOBER 2019 | PUBLIC MANAGEMENT | 51

S P E C I A L R E P O R T: 2 0 1 8 C O N T R I B U T I O N S

Organizational Donors

Blaine R. Hinds

Mark A. Mitton

George T. Shackelford

Edmond R. Hinkle

Ronald Molendyk

Noor F. Shaikh

Daniel Hofman

Lisa Moore

Ronald Showalter

Aden E. Hogan Jr.

Scott T. Morelli

Daniel A. Singer

Gregory B. Horn

Michael W. Morrow

Alden F. Smith

Peter M. Huber

Stephen P. Mountain

Brandon Smith

Richard H. Huckaby

Janet R. Muchnik

Jeffrey S. Snyder

$15,000+

Xavier Hughes

Joyce L. Munro

Catherine P. Standiford

Scott A. Hugill

Deirdre Murphy

Kurt J. Starman

Texas City Management Association

Michael A Huntley

Jeffrey B. Muzzy

Kendra B. Stewart

$7,000+

Gloria Hurtado

Forrest Harley Neuerburg

Scott C. Stiles

Adnan Javed

Anne L. Norris

Brent D. Stoddard

Illinois City/County Management Association

Daniel G. Jaxel

Andrew E. Nota

Stephen K. Straus

Cam Jordan

Anne F. Odell

David A. Strohl

Pamela Kavanaugh

Daniel O’Donnell

Mary K. Suhm

Tadayoshi Kawawa

James B. O’Grady

Robert L. Svehla

Ronald L. Kiedrowski

Arthur A. Osten Jr.

Jonathan D. Sweet

$4,000

Stephen G. King

Lillian Christine Painter

Dennis M. Taylor

George Louis Korthauer Jr.

Eugene M. Palazzo

Russell P. Taylor

Virginia Local Government Management Association

Lindsay Koskiniemi

Alan G. Parkin

Kurtis G. Ulrich

$2,500+

Donald D. Krupp

Edward A. Patton

Brian R. Usher

Gregory T. Kuhn

James S. Phillips

Melvin L. Waldrop

National Association of County Administrators

Spencer Kyle

Cleatus W. Phillips

Hugh R. Walker

Michael S. Land

Pamela J. Polk

Kathleen Elizabeth Walpole

Paul A. Lanspery

Beth A. Pollard

Mitchell Wasserman

Jacqueline L. Lee

Orville W. Powell

Matthew U. Watkins

Richard J. Lee

Steven D. Powers

Christopher Whitlow

$1,000 to $2,000

Erin J. Leonhart

Joshua Putman

Ivan L. Widom

Douglas K. Leslie

Georgia L. Ragland

Ernest J. Wilson

Iowa City/County Management Association

Douglas Albert Lewis

David H. Ready, Esq.

James S. Wine

William A. Lindsay

Michael J. Redlinger

Martha Wine

Anthony Bonilla Lopez

Robert E. Reece

David Witt

Matthew J. Lutkus

Warren D. Renando

Christopher A. Workman

Ann Mahoney

Michael R. Renshaw

Kevin V. Yokim

Under $1,000

James J. Malloy

Don Reynolds

Kenneth A. Young

Benjamin B. Marchant

Meredith Roark

Natalie M. Zeigler

Wisconsin City/County Management Association

Peter S. Marshall

Randy E. Robertson

William Martin

Keith Robicheau

Richard A. Mays

Mark A. Rohloff

Tad McGalliard

George Arthur Romero

Richard A. McGuire

Michael Rose

Bill Mckennan

Michael Ross

Karen L. McLaughlin

David L. Rudat

Susan K. McLaughlin

Jon R. Ruiz

Phillip M. Messina

Elizabeth S. Ruyle-Hullinger

Gideon Mhlongo

Jim Saco

Daniel R. Miera

James D. Sandoval

Peter J. Miller

James M. Schutz

Liz R. Miller

Greg D. Scoles

Mark A. Mitchell

Michael J. Sedell

52 | PUBLIC MANAGEMENT | OCTOBER 2019

$40,000+ Florida City and County Management Association

$5,000 North Carolina City/County Management Association

New York State City/County Management Association North Carolina Public Employer Labor Relations

Kansas Association of City/ County Management Washington City/County Management Association

ICMA would like to acknowledge Revan A. F. Tranter, Eugene Y. Leong, and the Association of Bay Area Governments for the Tranter-Leong Fund, which will promote international professional development.

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