PM Magazine, September 2024

Dawn S. Peters Recipient of the Advocacy for the Profession Award in Honor of Martha Perego Read more on page 22.

TITLE SPONSOR

CONFERENCE SPONSORS

CONFERENCE SUPPORTERS

Recognition of individual ICMA member achievements in the areas of career excellence, development of new talent, excellence in leadership as an assistant (regardless of title), early-career leadership, academic contributions, and advocacy for the profession.

Recognition of outstanding local government programs in the areas of community equity and inclusion, community health and safety, community partnerships, community sustainability, and strategic leadership and governance.

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

Recognition of the dedication of ICMA members to public service and professional management at the local level, from 25 to 55 years of service.

The Madrinas y Padrinos program provides crucial career guidance for Hispanic and Latino local government professionals.

MARC A. OTT

is CEO/Executive Director of ICMA, Washington, D.C.

International City/County Management Association

icma.org

September 2024

Public Management (PM) (USPS: 449-300) is published monthly 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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Shining the Light on Excellence

Award winners continue to set the benchmark for excellence in local government management.

BY MARC A. OTT

While so much of the news this past year could be characterized by conflict and polarization, what strikes me most about the 2024 ICMA award recipients is how these individuals and organizations have been able to bring people together.

Every one of our Distinguished Service Award recipients has demonstrated the leadership skills required to bring success to their communities, as well as to shine the light on the importance of professional local government management. Ron Carlee, Lee Feldman, and Tony Gardner have shown, through their examples, the power of collaboration in confronting challenges and transforming communities in turbulent times.

Our Mark Keane Award for Career Excellence recipient Gilbert Davidson has demonstrated his ability to bring diverse stakeholders together on both the local and state government levels. Wally Bobkiewicz, the L. P. Cookingham

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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 13,000 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.

Award for Career Development recipient, has spent his career mentoring others and recently brought together 50 practitioners under the age of 40 to envision local government excellence in the next decade.

The program awards highlight the focus on community and staff engagement in driving innovative, even groundbreaking, new programs and practices. Rather than previewing all the award winners, I’ll let you read and admire for yourself the inspirational stories submitted to the awards committee under the leadership of Evaluation Committee Chair Jim Proce and Vice Chair Melissa Rollins.

There is a new award this year that I wanted to especially emphasize—the Advocacy for the Profession Award in Honor of Martha Perego. Many of us in the profession and in this organization have benefitted from the advice and advocacy of ICMA’s former Director of Membership and Ethics Martha Perego. As this is the year that marks the

Just

take a look at the Celebration of Service Awards—the number of managers who continue to serve their communities after 30 or more years is amazing.

centennial celebration of the ICMA Code of Ethics, it’s especially meaningful to also celebrate our members who have the courage and integrity to live the values resident in the code. One individual, Dawn Peters, was singled out for her tireless work in leading our state affiliates in Illinois and Wisconsin. She is very much on the front lines, leading with empathy and experience.

Given that this is the first year of the award and also the 100-year anniversary

What strikes me most about the 2024 ICMA award recipients is how these individuals and organizations have been able to bring people together.

2023–2024

ICMA Executive Board

PRESIDENT

Lon Pluckhahn*

Deputy City Manager Vancouver, Washington

PRESIDENT-ELECT

Tanya Ange*

County Administrator

Washington County, Oregon

PAST PRESIDENT

Jeffrey Towery

City Manager McMinnville, Oregon

VICE PRESIDENTS

International Region

Rebecca Ryan

General Manager

Queanbeyan-Palerang Regional Council, New South Wales, Australia

Colin Beheydt

City Manager Bruges, Belgium

Doug Gilchrist

City Manager Kelowna, British Columbia, Canada

Midwest Region

Corri Spiegel* Manager in Transition

Michael Sable* City Manager Maplewood, Minnesota

Jeffrey Weckbach

Township Administrator Colerain Township, Ohio

Mountain Plains Region

Kenneth Williams** City Manager Beaumont, Texas

Dave Slezickey* City Manager The Village, Oklahoma

Pamela Davis

Assistant City Manager Boulder, Colorado

Northeast Region

Scott W. Colby Jr.

Assistant Town Manager Windsor, Connecticut

Dennis Enslinger

Deputy City Manager Gaithersburg, Maryland

Steve Bartha* Town Manager Danvers, Massachusetts

of the Code, I’d also like to salute the thousands of ICMA members who every day navigate a career adhering to the Code’s tenets and guidelines and supporting the efficacy of the councilmanager form of government. Just take a look at the Celebration of Service Awards—the number of managers who continue to serve their communities after 30 or more years is amazing.

It’s a demanding and sometimes rocky path. And it’s important that you know that these awards are but one way to show our admiration and respect for your many contributions. Thank you for your service.

Southeast Region

Valmarie Turner* Deputy City Manager Fairfax, Virginia

Jorge Gonzalez*

Village Manager Village of Bal Harbour, Florida

Eric Stuckey

City Administrator Franklin, Tennessee

West Coast Region

Pamela Antil* City Manager Encinitas, California

Jessi Bon

City Manager Mercer Island, Washington

Nat Rojanasathira**

Assistant City Manager Monterey, California

* ICMA-CM ** ICMA Credentialed Manager Candidate

ICMA CEO/Executive Director Marc Ott

Managing Director, Lynne Scott lscott@icma.org

Brand Management, Marketing, and Outreach; Director, Equity & Social Justice and Membership Marketing

Senior Managing Editor Kerry Hansen khansen@icma.org

Senior Editor Kathleen Karas kkaras@icma.org

Graphics Manager Delia Jones djones@icma.org

Design & Production picantecreative.com

Calendar of Events

SEPTEMBER

Cybersecurity Readiness: How to Protect Local Government Assets

September 3 | Webinar

Your City is Changing: Here’s How to Measure It

September 5 | Webinar

Ethics at the Helm: Staying the Course Despite Unethical Elected Officials

September 12 | Free Coaching Webinar

ICMA Annual Conference

September 21–25 | Pittsburgh/Allegheny County, Pennsylvania

OCTOBER

Data-Driven Decision Making Certificate Program (Fall 2024)

October 8–December 17 | Certificate Program

Effective Supervisory Practices Training Series (Fall 2024)

October 9–December 18 | Webinar Series

Navigating Workplace Challenges: Strategies to Maximize the Performance of Difficult Employees

October 17 |

Free Coaching Webinar

A Budgeting Guide for Local Government 3-Part Series (Fall 2024)

October 24–November 7 | Webinar Series

How the Public Sector is Leading AI Adoption in Service Delivery

October 29 | Webinar

NOVEMBER

Modernizing Budgeting: A Transformational Shift to Priority-Based Budgeting

November 7–November 21 | Certificate Program

Talent Retention Toolbox: Strategies for Keeping Your Best Talent

November 21 | Free Coaching Webinar

GLOBAL EVENTS

Taituarā Annual Conference

September 11–13, 2024 | New Zealand institute for Local Government 2024 Conference

September 19–20, 2024 | Durban, South Africa

Solace Summit 2024

October 17–18, 2024 | Manchester, United Kingdom

VI World Forum of Local Economic Development

April 1–4, 2025

Call for Session Proposals

February 26–28, 2025

Denver, Colorado (Adams County)

April 2–4, 2025

Milwaukee, Wisconsin (Milwaukee County)

For the two 2025 Local Government Reimagined Conferences in Denver and Milwaukee we are soliciting innovative, future focused ideas for training workshops and educational sessions; leading ideas talks, and roundtable discussions centered around innovations of today and future proofing for tomorrow.

2025 Proposed Session Themes

• Leadership approaches

• Management strategies

• Livable communities

• Thriving local economies

• Service delivery innovations

• Data and technology

Submit Sessions Ideas at LGR.ICMA.ORG

Submission Deadline September 30

Asked and Answered on Conflicts of Interest, Part 2

ICMA is here to help resolve your ethics questions!

Whether you are just starting out in the profession or on the cusp of retirement, actual or perceived conflicts of interest are a fact of life for a profession very much in the public eye.

By its definition, a conflict of interest is when personal interests or loyalties compete with professional obligations—and why the ICMA Code of Ethics mentions conflicts of interest or the appearance of one more than 10 times.

This month’s column focuses on questions related to the commitment to integrity in Tenet 3 and Tenet 12, as well as guidelines on gift and endorsements. The substance of ethics questions asked and how staff answered them follow. The ICMA Executive Board’s Committee on Professional Conduct provides oversight of the ethics program and reviews the questions we receive when meeting monthly.

I have been asked by our state’s university extension office to serve on their nominating committee. This would involve suggesting people in the county they might encourage to run for elected positions on the extension council. I have no affiliation with the group or the university. Our organization has not used the extension’s services directly, although we could for some future projects. Do I have a conflict?

JESSICA COWLES is ethics director at ICMA (jcowles@icma.org).

The request of you now is service on a nominating committee. Although your city does not currently use the university’s extension services, you are correct that they could respond to an RFP in the future. While the ask now may not create a conflict of interest in actuality, it would create the appearance of one and it would be better to decline. Your governing body or community members could also see your service on the nominating committee as endorsing a slate of candidates and that is yet another reason to decline. The Executive Board’s Committee on Professional Conduct’s advice to members on board/commission service is available at icma.org/page/volunteer-service.

A

prospective business is interested in moving to our community and has extended an offer

ICMA CODE OF ETHICS Established 1924 YEARS

BY JESSICA COWLES

to visit their headquarters in another state. Is it okay if that company pays a portion of the trip?

You should decline any invitation for this company to pay all or a portion of the trip expenses. If there is a need to visit headquarters, the city should pay the entire expenses incurred. The company may expect some special treatment or consideration in the future if they paid all or a portion; permitting and code enforcement immediately come to mind. Tenet 12 with its guideline on gifts is applicable.

Is there a concern with using a private credit card that accrues points/miles for organization purchases when the cost of the purchase is the same or less than when using a work-issued credit card? In this case, reimbursement would be requested for the purchase at a later date. In some cases, such as booking flights for the ICMA conference when family members are joining an ICMA attendee, using a personal credit card is unavoidable if you want to sit together on the plane. Is there any issue with that?

Does your city have a purchasing policy and purchasing cards? If there is not one in place, it could be useful in the future to have one. Generally, city purchasing cards or purchase orders should be used for purchasing city needs so the benefits of accruing points or miles does not fall to individual personal credit cards. Tenet 12 of the Code with its guideline on gifts is on point here. It is a good idea to see what the state in which you are located permits and if gifts are addressed in the organization’s personnel manual.

The crux of the issue is the employee should not accrue any gift that does not meet the Code, state, or local government’s definition of de minimus value. Some states do not allow accepting any gift. It is important to maintain public confidence in the local government and accruing rewards would be a gift as a part of this effort. In making purchases on behalf of the city, rewards should be accrued in accordance with any state policy, or if there is not a set amount, then generally declined.

For your own personal work travel, yes, there may be situations like the one you have outlined where you need to use a personal credit card to book air travel to sit together as a family. It is okay to use a personal credit card and then have the city reimburse you.

By asking the question, it is good to assess Tenet 3 with its focus on honesty and integrity with its guideline on public confidence. You should disclose your approach to purchasing to HR or your governing body so they understand your commitment here, and it models the kind of conduct the organization expects.

The county works closely with the local university on a number of items. One item is the annual goals and objectives workshop that the university’s public affairs division moderates for the county. Due to this longstanding relationship, the university lead requested that I participate in a video endorsement. Please let me know if participating in any sort of endorsement would be a violation of the ICMA Code of Ethics.

This effort would be for a recognized educational institution as the endorsement guideline permits. You should ask the purpose of the video—is it for marketing purposes and will it be on the website? You should also consider (1) whether this video is intended to capture other local governments as clients; (2) in the event this division no longer meets your expectations, your endorsement is on video and you would not be able to retract it; and (3) the perception of others in local government that may cause you to explain the situation does not violate the Code and is permitted, but it will require your time and effort to share this fact.

I have been presented with a support letter for a local doctor to be submitted to the state health department supporting the doctor’s application to establish a specialty laboratory. Could I sign this type of support letter under the ICMA Code of Ethics?

You should not sign this support letter because it would be an endorsement of this doctor in Tenet 12 and the relevant endorsement guideline. The doctor may be coming to you as the city manager to sign this letter, and in the unforeseen circumstance this doctor does something illegal or unethical, you do not want to be on record as supporting this application, so it becomes a measure for your protection as well.

I have another question on a different request for a support letter. A representative of the local college requested I send a support letter for a sports complex project they want to build. Is this type of support letter permissible?

This support letter for a college athletic complex is different than the one for the doctor because that complex could serve to economically benefit your local government. This is provided for in (3) of the endorsement guideline.

I received a request from a previous supervisor who was a department director to recommend them for another similar position. Should I write this recommendation letter? Is it ok to write academic recommendation letters for students or interns? Can I use my jurisdiction’s letterhead?

It would be an issue for you to write a letter of recommendation, especially for an individual applying to a position in your organization. The issue with these letters is they reflect a defined moment of time and do not provide you with any ability to have a conversation with the hiring authority. That individual could use that letter even several years in the future where you may not be able to speak to their character or ability. On the off chance there is some ethical lapse, you do not want to be on the record as writing a letter of recommendation.

Your support will have a great impact by serving as a verbal reference instead of writing a letter of recommendation. Thinking though the example of a required school application, that is for a very specific academic endeavor, limited to the application time frame, so it’s more acceptable to write a letter in this capacity. If you know this individual from your official role, then it would make sense to use letterhead.

Tenet 12. Public office is a public trust. A member shall not leverage his or her position for personal gain or benefit. Endorsements. Members should not endorse commercial products or services by agreeing to use their photograph, endorsement, or quotation in paid or other commercial advertisements, marketing materials, social media, or other documents, whether the member is compensated or not for the member’s support. Members may, however, provide verbal professional references as part of the due diligence phase of competitive process or in response to a direct inquiry.

Members may agree to endorse the following, provided they do not receive any compensation: (1) books or other publications; (2) professional development or educational services provided by nonprofit membership organizations or recognized educational institutions; (3) products and/ or services in which the local government has a direct economic interest.

Members’ observations, opinions, and analyses of commercial products used or tested by their local governments are appropriate and useful to the profession when included as part of professional articles and reports.

Announcing the Leadership Institute on Race, Equity, and Inclusion 2025 Cohort Fellows

A partnership between ICMA, the Kettering Foundation, and the National Civic League

As a thought leader, ICMA is committed to creating and supporting thriving communities. As part of this commitment, ICMA has created—in partnership with the Kettering Foundation and the National Civic League—the Leadership Institute on Race, Equity, and Inclusion.

The institute supports the ICMA Executive Board’s statement regarding systemic racism, and more specifically, the commitment to “engage our members and partners in a process of listening to understand what our profession needs in order to deliver on the work of our mission and vision through the lens of equity and inclusion.”

The institute takes local government participants on a 12- to 18-month journey of interactive learning, networking with colleagues, and engaging discussions of the key leadership issues surrounding racial equity.

ICMA is committed to mitigating the effects of bias in the profession, ensuring that ICMA membership is inclusive and mirrors the diversity in communities, and making certain that local government professionals can look to ICMA for tools and resources to assist in their own community equity programming. To learn more about ICMA’s commitment to race, equity and social justice, visit icma.org/ race-equity-and-social-justice.

Join us in welcoming these participants who have been selected as the fellows for the 2025 Cohort:

Damein P. Baity

Chief Financial Officer

Birmingham Public Library Birmingham, Alabama, USA

Angela Bowers

Program Management Officer

Atlanta Fire Rescue Department Atlanta, Georgia, USA

Paula Deboles-Johnson

Human Resources Manager Leon County Government Tallahassee, Leon County, Florida, USA

Cesar Garcia

City Manager La Marque, Texas, USA

Teresa T. Johnson

Deputy Public Services Director

Department of Public Services Kalamazoo, Michigan, USA

Elizabeth Jourdin

HR Manager, Equity and Organizational Effectiveness Washoe County, Nevada, USA

Myja Lark

Senior Performance Advisor Mesa, Maricopa County, Arizona, USA

Tyson T. Mitchell, JD/LLM

Director, Mayor’s Office of Equal Opportunity Cleveland, Ohio, USA

Zoe Mombert

Assistant to the City Manager Wilsonville, Oregon, USA

Marilyn Nguyen

Equity and Inclusion Officer

Spartanburg, South Carolina, USA

Jesse Regala Paran

Health and Human Services

Chief Assistant Director/Chief Operating Officer

Marin County, California, USA

Allison Parker

Organizational Development Manager Douglasville, Georgia, USA

Tomica Ransaw

Administrator, Public Health

Seattle, King County, Washington, USA

Philena A. Seldon

Assistant Administrator/Manager of Education and Outreach

Mayor’s Office of Sustainability

Cuyahoga County, Cleveland, Ohio, USA

Jawaria Tareen

Deputy City Manager

Farmers Branch, Texas, USA

Marcus White

Project Manager Fairfax, Virgina, USA

Chris Williams

Management Analyst

Fayetteville, North Carolina, USA

Student Loan Benefits

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8:30 – 9:30 AM Monday, September 23

Meeting Room 336 | David L Lawrence Convention Center

Visit us in the DLLC on Level 2 near The ‘Burgh Attendee Lounge

Find ICMA/Savi on the conference app!

Savi is the leading social impact company helping student loan borrowers manage repayment and apply for federal and private programs. Programs like income-driven repayment and PSLF can lower monthly payments but the paperwork is complicated. Savi's free assessment tool and digital application simplify work for members, while partners track impact & engagement data on a custom dashboard.

Average Savi users save over $2,000/yr on their student loan payments and Savi has found over $3 billion in projected loan forgiveness. Savi works with some of the largest membership organizations in the country

Going for Gold

ICMA Executive Board presidents (past, present, and future) share their thoughts on a legacy of ethical excellence.

Unity, excellence, legacy, perseverance, continuity, discipline—all themes demonstrated in the recent summer Olympic games. Similarly, ICMA’s leadership will “pass the torch” to a new cohort of board members at the 2024 ICMA Annual Conference, taking place September 21–25, in Pittsburgh/Allegheny County, Pennsylvania, USA.

The ICMA Code of Ethics represents continuity in ethical excellence for 100 years. Inspired by the Olympics, we asked the incoming ICMA president, president-elect, and past president what the ICMA Code of Ethics represents for over 13,000 local government professional members of ICMA and the communities served by them throughout the world.

Tanya Ange, ICMA-CM

ICMA President (2024–2025)

County Administrator, Washington County, Oregon

ICMA member since 2005

“As we commemorate the 100th anniversary of the ICMA Code of Ethics, this is a time to reflect on a century of commitment to our Code as the foundation that grounds us as local government professionals.

As ICMA members, we stand on the shoulders of those who have left a legacy in the communities we serve. A steadfast commitment to equity, transparency, honesty, integrity, stewardship of public resources, and political neutrality continues to guide us as we navigate today’s interconnected world of unprecedented and dynamic challenges. Our profession will continue to believe that ethical local government management remains a bedrock of our profession and basis for serving as stewards of democracy.

The ICMA Code of Ethics serves as a gentle reminder of our shared commitment to this noble profession and that we can rely on each other to meet the challenges of the 21st century together.”

Michael Land, ICMA-CM

ICMA President-elect (2024–2025)

City Manager, Coppell, Texas

ICMA member since 1998

“The ICMA Code of Ethics embodies the ideals and aspirations that have shaped our profession for over a century. Amidst changing regimes and unpredictable circumstances, the Code is our compass, guiding our decisions, actions, and our future in public service.

The Code dictates the importance of ethical leadership because of the profound impact our actions have on the communities we serve. It ensures that we hold ourselves to the highest standards, regardless of the challenges we face. In the chaos of public service, the Code provides clarity and calm, instilling confidence in each other; it is a bond that unites us.”

Lon Pluckhahn, ICMA-CM

ICMA Past President (2024–2025)

City Manager, Vancouver, Washington

ICMA member since 2006

“ICMA was born out of a public demand for good government in the local space, and the Code of Ethics is the way we have held ourselves accountable to that standard throughout history.

The Code draws a boundary for our elected officials and demonstrates to the public that we can be relied upon to provide sound advice and leadership that is not based on one view or ideology. It is a reminder that we have a responsibility to do the ethical thing; not necessarily the popular or easy thing. The Code of Ethics compels us to act in the best interests of our community members and to hold true to the promise of building a better future for everyone.”

Scan the QR Code to access ICMA ethics resources or visit icma.org/ethics.

Honoring ICMA Senior Advisors

Celebrating 50 years of a life-changing program in support of members

Established by the ICMA Executive Board in 1974, the Senior Advisor program (formerly the Range Rider program) is a joint activity of ICMA and state associations to make the counsel, experience, and support of respected, retired managers of the profession available to members.

Currently, 111 senior advisors in 30 states provide a highly valued service by volunteering their time to offer confidential professional and personal support and advice. Join us in thanking those listed below. Learn more about the program through your state association or visit icma.org/icma-senior-advisor-program.

Arizona

Michael D. Letcher

Susan K. Thorpe, ICMA-CM

California

Gary R. Brown

Timothy J. Casey

Robert C. Dominguez

Kevin C. Duggan, ICMA-CM

Ted A. Gaebler

Brad L. Kilger, AICP

David R. Mora

Margaret M. Silveira

A. J. Wilson

Colorado

Jane S. Brautigam, JD

Frank Lancaster

Lee D. Merkel

Charles S. Ozaki

William A. Ray Jr.

Gregory J. Schulte

Joanne M. Spina

Florida

Russell Blackburn

Pamela Brangaccio, ICMA-CM

George D. Forbes

Jim Hanson

Thomas A. Harmer, ICMA-CM

Daniel A. Kleman

Kenneth W. Parker

Mark K. Ryan

Idaho

David M. Childs, ICMA-CM

Jay B. Covington

Michael D. O’Leary

Iowa

Mark W. Miller

Tim Moerman

Illinois

Steven C. Carter

John C. Phillips

Bradford J. Townsend, ICMA-CM

Robin Anne Weaver

Indiana

Thomas F. DeGiulio

Tonya Ann Galbraith, ICMA-CM

Kansas

Courtney W. Christensen

John Deardoff

Raymond J. Hummert, ICMA-CM

Gary Meagher

Richard U. Nienstedt

John T. Wieland

Kentucky

Ronald D. Scott

Maryland

Michael P. McLaughlin

Massachusetts

Keith Bergman

Michigan

Ray D. Anderson

Gregg G. Guetschow, PhD

Edward B. Koryzno Jr., ICMA-CM

Mark Edward Wollenweber, AICP, ICMA-CM

Minnesota

Geralyn R. Barone

William P. Craig

Craig W. Dawson

Mark H. McNeill, ICMA-CM

Jeffrey W. Weldon

Missouri

Martin J. Corcoran Sr.

Robert A. Kuntz

Mac D. Manning Jr.

Mark Randall, ICMA-CM

Nebraska

Gerald L. Clausen

New York

Michael D. Ritchie

North Carolina

Harley Hazen Blodgett III

Thomas J Bonfield

William S. Buffkin

Peter T. Connet

Scott Elliott

Edward L. Faison

Steven L. Harrell

W. Brian Hiatt

Tom Lundy

Randy E. McCaslin

Derwick L. Paige

Martha L. Paige, ICMA-CM

Nat Erskine Smith Jr., ICMA-CM, AICP

Roger L. Stancil

Ohio

Edward J. Ciecka

Jack C. Haney

Brian P. Humphress, AICP

Oregon

Richard L. Meyers

Sheila M. Ritz

Dale Shafer

David R. Waffle

Pennsylvania

Peter S. Marshall

South Dakota

Jeffrey Weldon

South Carolina

James H. Hipp

Texas

Lea R. Dunn

Charmelle Garrett

A. C. Gonzalez Jr.

William Henry Lindley

Theodore (Bob)

Robert Livingston

George T. Shackelford

Gregory T. Vick

Utah

Dave Millheim

Virginia

Dr. Edwin C. Daley, ICMA-CM

Brenda G. Garton, ICMA-CM

Jack A. Gross

Peter M. Huber

Joseph S. Paxton

Kimball Payne III, ICMA-CM

William C. Porter Jr.

Lane B. Ramsey

Bonnie Svrcek

David S. Whitlow

Washington

Marilynne M. Beard

Dave Childs

Ray E. Corpuz Jr.

Lloyd N. Halverson

Andrew E. Neiditz

David K. Zabell Sr.

Wisconsin

Linda Kutchenriter

Dianne S. Robertson

Timothy W. Schuenke

Bernard A. Van Osdale

The states of Maine, Montana, and Vermont are sponsors, but do not currently have a senior advisor.

Gilbert QuinnDavidson,

Town Manager, Prescott Valley, Arizona, USA

Gilbert Davidson’s career in local government is a testament to his unwavering commitment to excellence and community service. From his early days as city manager of Willcox, Arizona, to his current role as town manager of Prescott Valley, Davidson has consistently demonstrated a passion for public administration and a dedication to improving the communities he serves.

Davidson’s journey began in Willcox, where he served as city manager from 2002 to 2005. His leadership skills quickly became evident, and he soon moved on to become deputy town manager and then town manager of Marana, Arizona. During his tenure in Marana, Davidson’s innovative approach to local governance earned him recognition and respect. His ability to foster collaboration and drive strategic initiatives set a new standard for municipal management.

outset, Davidson’s impact was profound. He collaborated with the town council to develop a strategic plan focused on four key areas: a high-performing team, water stewardship, quality of life, and prosperous community. Under his leadership, the town’s employees embraced values such as service excellence, integrity, respect, teamwork, and fun, which became the foundation for achieving these strategic goals.

Davidson has demonstrated a deep commitment to collaborative servant leadership.

In 2017, Davidson took on a new challenge as the governor’s chief operating officer for the state of Arizona. In this role, he worked with 35 state agencies, bringing his expertise in public administration to a broader stage. His tenure as COO was marked by significant achievements, including the implementation of efficiency measures and the promotion of inter-agency cooperation.

Despite his success at the state level, Davidson’s heart remained in local government. In August 2021, he returned to his roots, taking on the role of town manager in Prescott Valley. From the

This award was established in memory of former ICMA Executive Director Mark E. Keane. With funding support from MissionSquare Retirement, this award recognizes an outstanding local government administrator who has enhanced the effectiveness of government officials and consistently initiated creative and successful programs.

Davidson’s tenure in Prescott Valley has been marked by several ambitious projects. One of the most notable is the largest open space purchase in the town’s history, in partnership with the neighboring city of Prescott and Yavapai County. This initiative aims to create a regional park and tourism destination while preserving the area’s natural beauty. Additionally, Davidson has championed numerous road improvement projects, addressing resident concerns and enhancing the town’s infrastructure.

A significant achievement under Davidson’s leadership is the comprehensive water management plan, addressing the critical issue of balancing finite water supplies with the need for economic growth. It includes innovative water conservation measures, a town-wide stormwater management plan, and efforts to recharge and gain water credits. Davidson’s proactive approach to water management has positioned Prescott Valley as a leader in sustainable practices.

Davidson’s commitment to community engagement is evident in his efforts to rebrand the town and improve communication standards. He spearheaded a complete rebranding effort, resulting in a fresh town logo and updated communication practices. His dedication to transparency and responsiveness has strengthened the relationship between the town’s government and its residents.

In 2023, Davidson initiated the inaugural State of the Town event in Prescott Valley. This event, which included a business expo, a Chamber of Commerce address, and a mayoral address, was a resounding success, drawing more than 400 attendees. The event showcased Davidson’s ability to bring the community together and highlight the town’s achievements.

Davidson’s leadership has not gone unnoticed. In 2024, he was honored with the Changemaker Award by Citibot, recognizing his significant contributions to local government and his dedication to community improvement. This award is a testament to Davidson’s innovative approach and his commitment to setting new standards for excellence in local governance.

Throughout his career, Davidson has demonstrated a deep commitment to collaborative servant leadership. He values integrity, ethical decision-making, and a government responsive to the needs of the community. His ability to bring together diverse stakeholders and drive positive change has made him a respected leader in the field of public administration.

Davidson’s journey from Willcox to Prescott Valley is a story of dedication, innovation, and excellence. His contributions to local government have left a lasting impact on the communities he has served, and his legacy of leadership continues to inspire those around him.

Wally Bobkiewicz is a renowned local government leader dedicated to mentoring and developing the next generation of public servants. His commitment to career development is evident through numerous initiatives aimed at fostering growth and advancement among emerging professionals. From Long Beach, California, to Evanston, Illinois, and now in Issaquah, Washington, Bobkiewicz has consistently sought opportunities to support young professionals, emphasizing both immediate growth and long-term career planning, while always asking, “What’s next?”

His extensive involvement with ICMA has significantly contributed to his success in developing others’ careers. Bobkiewicz has been an active member of ICMA since 1985, and an ICMA Credentialed Manager since 2005. He served on the ICMA Executive Board as a Midwest Region vice president from 2017 to 2020. He was a member of ICMA’s International Committee from 2005 to 2011, serving as chair from 2006 to 2008. Additionally, Bobkiewicz has also been a coach and mentor, and volunteered on various ICMA committees, such as the Sustainable Communities Committee (2014-20), Local Government Management Fellow Advisory Committee (200514), ICMA Task Force on Leadership (2013-14), Advisory Board on Graduate Education (2001-07), Conference Planning Committee (2004-05), Task Force on E-Governance (2001-03),

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.

and Workforce Diversity Task Force (1999-2001). These roles have enabled Bobkiewicz to mentor and guide numerous professionals, fostering a culture of continuous learning and career advancement within the local government sector.

His leadership and mentorship have been instrumental in the career progression of many individuals— representing a diverse range of ages, races, ethnicities, and genders—pursuing a career in local government. For instance, an employee who started as an executive assistant in Issaquah and now serves as an economic development coordinator credits Bobkiewicz for continually challenging her to think about her future impact and career growth.

He eagerly volunteered Issaquah as one of three pilot communities to participate in the Bob Turner Scholars Internship Program in 2023. He hosted a rising high school senior who shadowed the city’s municipal court team and cross-departmental equity initiative.

Bobkiewicz’s dedication to career development extends beyond his immediate organization. Through an alumni mentorship role, he has been deeply involved with the Maxwell School of Citizenship and Public Affairs at Syracuse University, where he organizes the local government alumni network. He arranges quarterly calls, coordinates donations to support students attending the ICMA Annual Conference, and ensures they have early exposure to local government as a career choice. His collaborative efforts with the on-campus ICMA Student Chapter provide students and alumni with

valuable networking opportunities and professional connections.

One of his most significant contributions is the Local Government 2030 initiative. In 2019, the National Academy of Public Administration launched the 12 Grand Challenges facing public administration. Recognizing the challenges facing local governments, especially in the wake of the COVID-19 pandemic, Bobkiewicz spearheaded an initiative to address these issues through collaboration and innovation. He brought together 50 practitioners under the age of 40 and from various local government disciplines to envision what local government could look like in 2030. His leadership was crucial in securing sponsors, coordinating plans, and ensuring the success of the national convenings in Omaha and Phoenix.

The impact of the Local Government 2030 initiative has been profound. Delegates who participated have attested to the transformative experience, which allowed them to engage with peers across disciplines and envision a future for local government that they want to be a part of. His commitment to this initiative, from organizing the events to guiding the development of projects, has left a legacy on the profession.

Bobkiewicz’s unwavering passion for developing the next generation of public servants, his innovative initiatives, and his dedication to fostering career growth have not only impacted individual careers but have also contributed to the collective advancement of the local government profession.

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

Brian D. Mohan

Assistant City Manager, Moreno Valley, California

Brian Mohan exemplifies a servant leadership style that empowers others to excel. His steadfast dedication has afforded him the versatility to support Moreno Valley, a fast-growing young and vibrant California community. In the face of challenging times and hardships, his consistent leadership shines through when asked by his city manager and city council to take on extra tasks and responsibilities.

Hired as the financial resources division manager in 2017, Mohan administered the revenue and expenditure budget, communicated information about the budget and budget development process to residents and businesses, and was instrumental in the development of Moreno Valley’s Homeless Initiatives and Nonprofit and Clergy Roundtable.

making him responsible for concurrently fulfilling the job duties of five different positions. In addition, with unwavering commitment, Mohan assisted the city manager through a pandemic and the sudden deaths of two city councilmembers.

associated with staffing lines in 10 different departments.

• The Excellence in Information Technology Practices Award from the Municipal Information’s Systems Association of California, for the 22nd consecutive year.

• Receipt of the state of California’s Pro-Housing Designation, awarded to 27 selected jurisdictions out of 540.

In 2021, Mohan accepted the opportunity to serve as acting assistant city manager, overseeing administrative services. Due to budget constraints, the chief financial officer and city treasurer positions were also absorbed as Mohan’s duties for the role, and he officially accepted the permanent assistant city manager position. In addition to his expanded duties, Mohan also volunteered to serve as the interim parks and community service director when the incumbent retired.

In 2022, a vacancy led the city council to ask Mohan to also serve as interim city clerk. He agreed to take on the additional role and oversight of the city clerk’s office,

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.

Despite his many roles within the city, Mohan takes the time to mentor staff and provide guidance and professional development opportunities. He worked closely with his team to develop a back-up system that would ensure continuity of government in the event of staff illnesses or departures. In partnership with the office of emergency management, Mohan expanded staff emergency preparedness and training opportunities.

Passionate about embracing community, business partnerships, and relationships, Mohan oversaw the publication of the Citizen’s Guide, an easy-tounderstand booklet on the city’s finances. He works with staff to ensure annual updating of the Local Resources Guide, a list of organizations that provide services such as homeless shelters, emergency housing, food or clothing assistance, and mental health assistance.

Under Mohan’s leadership, in addition to administering the general fund budget, spearheading several projects and programs, serving in various leadership capacities, and managing day-to-day operations, Moreno Valley has achieved major accomplishments and awards, including:

• The Innovation Award from the California Society of Municipal Finance Officers, recognizing the staff’s innovative accounting and timekeeping system to track costs on over 150 accounting funds and wages

• Development of the Beautify MoVal program, bringing volunteers from the community together to beautify parks, trails, and roads, with over 20,000 participants since the program’s inception in 2022.

• New community events, such as Dia De Los Muertos, Color Fun Run, Veterans Day Art Show Contest, Multicultural and Arts Festival, and the Adult Flashlight Easter Egg Hunt.

• Increased grant awards by $15 million within the first year of the city’s grants division.

An avid volunteer and advocate for lifelong learning, Mohan volunteers in multiple leadership roles, including as vice chair for the Finance Committee of the California Society of Municipal Finance Officers. He is an active member of District 5330 Moreno Valley 883 Rotary, the Government Finance Officers Association, the Association of Government Accountants, and the League of California Cities.

Truly an asset to the city team, Mohan is the epitome of a public servant who eagerly takes on additional duties for the betterment of the organization and whose leadership and management style is consistent, encouraging, and supportive.

ACADEMIC AWARD IN MEMORY OF STEPHEN B. SWEENEY

Judith Ann Zimomra, JD

Ohio State University, John Glenn College of Public Affairs

After 42 years in public service, Judith Ann Zimomra turned her focus to academia, where she continues to leverage her experience, wisdom, and networks in support of her students. Zimomra served as city manager of Sanibel Island, Florida, from 2001 to 2021. Before her position in Florida, she gained 22 years of local government experience in Ohio working for Hamilton County and the cities of Worthington and Cleveland.

After attending her first ICMA Annual Conference in 1981 on scholarship, Zimomra has remained an active and distinguished ICMA member. She serves as a coach with the ICMA CoachConnect program, is a four-time recipient of the ICMA Local Government Service Award, and in 2005, received the ICMA Public Safety Program Excellence Award. She is also a past board member of the Florida City/County Management Association.

a graduate course in disaster preparedness and response, and is an instructor for the Management Advancement for the Public Service program, where she teaches courses to mid-career professionals in emergency management and crisis communication skill enhancement.

Her additional accolades include being named a Power Woman of Lee County by Florida Weekly, Public Official of the Year by the Fort Myers News-Press, Outstanding Alumnus of the Ohio State University John Glenn College of Public Affairs, and one of 100 Buckeyes You Should Know by Ohio State University.

Since joining the staff at the Ohio State University John Glenn College of Public Affairs in 2021, Zimomra has made significant contributions to the quality of education and career opportunities for future city managers and public servants at the local, state, and federal levels. She teaches undergraduate courses, instructs

Zimomra has taught the capstone class to nearly 100 graduating seniors, mentoring them through the rigorous process of authoring an in-depth, original research paper. She makes herself available to meet with students on their schedule throughout their capstone project and educates them on the techniques and values of networking and career planning while completing their capstone research. In May 2024, she was honored with the Ohio State University John Glenn College of Public Affairs 2024 Outstanding Undergraduate Teaching Award.

While serving as faculty advisor to the ICMA Student Chapter, which has had a highly active year, she encourages students to join ICMA, to attend conferences, and to use ICMA resources in their classroom research.

Zimomra is dedicated to launching the next generation of public sector practitioners prepared to thrive.

Established in the name of Stephen B. Sweeney, 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.

Zimomra also serves on the Board of Directors for the John Glenn College of Public Affairs Alumni Association, where she chairs the Student Enrichment Committee. In this capacity, she organizes mock job interviews and letter-writing campaigns for prospective students.

Zimomra’s enthusiasm and commitment to preparing students for success is apparent. Students often seek her out to review their resumes, to help them prepare for interviews, and to prepare letters of reference for jobs, graduate school, and law school. She ranks high in all areas of student evaluations, with highest marks for the following statements: “This instructor is genuinely interested in teaching;” “The instructor encourages students to think for themselves;” “The instructor is genuinely interested in helping students;” and “The instructor created an atmosphere conducive to learning.”

Recently, Zimomra was appointed to a three-year term on the Ohio State University Faculty Council on the committee on the university’s physical environment. In memory of her parents, Zimomra personally sponsors the annual $3,000 Charles and Anna J. Harmon Zimomra Scholarship for a Glenn College graduate student.

Beyond the classroom, Zimomra presented at the Ohio City & County Management Association’s 2024 Annual Conference and other state and national conferences.

Whether enhancing classroom instruction with her knowledge and experience or connecting students to her broad network of professionals, Zimomra is dedicated to launching the next generation of public sector practitioners prepared to thrive. After more than four decades of leadership in public service delivery, Zimomra immersed herself in an impressive encore career ensuring her students are prepared to excel.

EARLY CAREER LEADERSHIP AWARD IN MEMORY OF WILLIAM H. HANSELL

JohnCunningham

Training Administrator, McKinney, Texas

Drawing on his 12-year experience at The Walt Disney Company, John Cunningham excels as a training administrator at McKinney, showcasing outstanding leadership and dedication to equipping employees for fulfilling careers in local government.

Six years ago, Cunningham began contributing to the professional growth of leaders in McKinney. His training offerings are impactful and customized with a strong focus on continuous learning. In 2023, he offered more than 100 different workshops, seminars, and classes for staff at all levels, linking each to public service and emphasizing McKinney’s culture and values. As a result, McKinney is recognized for its high employee engagement—over twice the national average—placing the organization in the 97th percentile of a benchmark of 31 other cities across the United States. The Dallas Morning News named McKinney one of the Top Places to Work in the Dallas-Fort Worth Metroplex, the only municipality to earn that honor. And, in early 2024, USA Today named the city of McKinney one of the Top Workplaces in America.

Recognition like this, among other things, is reflective of Cunningham’s exceptional leadership, competence, commitment to public service, and efforts to promote local government as a profession. Here are a few examples of his contributions:

Coaching. In 2023, as Cunningham earned his graduate degree from Southern Methodist University, he developed a fourhour “Creating a Coaching Mindset” course,

working directly with his advisor to adapt basic coaching concepts to a municipal government environment. He also created “Coaching Basics,” a detailed, researchbased course with practical government scenarios for hands-on learning.

Presentation and Communication Skills. To improve staff presentations and communications, Cunningham developed a course and companion workbook to provide essential skills for career success in local government. The curriculum covers topics such as different styles of learning, tailoring content for various audiences, and the power of storytelling to reinforce key points.

Innovation Academy. Cunningham successfully refined and improved McKinney’s innovation academy to emphasize creativity and widespread innovation across the organization. Since the program’s 2019 inception, over 400 employees have completed the academy, resulting in streamlined department-level operations and hundreds of thousands of dollars saved.

and pursue greater responsibility in local government service.

New Supervisors Course. To fill a leadership development gap, Cunningham created a course for employees newly promoted into supervisory roles, focused on strategies to make a seamless transition. Working with a university professor and psychologist, the class occurs twice a year and covers topics like accountability, making difficult decisions, and coaching.

High-performing Teams. In support of McKinney’s emphasis on collaboration and teamwork, Cunningham co-developed the “Building Highperformance Teams” course with a detailed workbook. Broken down into modules focused on aspects of effective teamwork, the course uses examples of real-world teams, including a Mount Everest expedition and the roll-out of Apple’s iPhone.

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.

Leadership Academy. With Cunningham’s direct involvement, a model leadership academy was developed to prepare supervisors and managers for current and future success. This nine-month program includes a capstone project that examines a current issue or challenge within McKinney and provides possible solutions to improve the organization. Almost all proposals to the executive team have been adopted.

Emerging Leaders Course. To support the professional growth and future success of high-potential frontline staff who embrace McKinney’s values of respect, integrity, service, and excellence, Cunningham created an emerging leaders course. The course is offered twice a year, with 20 to 25 employees in each class, and inspires them to stay on a path of excellence

Facilitation Course. In response to a unifying leadership philosophy that stresses team-based problem-solving and shared decision-making, Cunningham helped to develop a four-day certified facilitation course and set the goal of having 100 expertly trained facilitators in departments across the organization. In the first year, nearly 50 employees completed the popular course.

New Employee Orientation. With a goal to set an expectation for staff to have successful and enriching careers, Cunningham created a new employee orientation, emphasizing to all new hires the importance of McKinney’s guiding values, history, structure, culture, and selfless public service, continuous growth, and learning.

With these and other contributions, Cunningham has demonstrated leadership, competency, a strong work ethic, and a tireless commitment to local government as an early career professional.

Dawn S. Peters

Executive Director, Illinois City/County Management Association and Wisconsin City/County Management Association

Recognized for her advocacy for professional local government management, Dawn S. Peters is a true and tireless ambassador in service to the profession. She is the first recipient of this award in honor of Martha Perego.

She received her master of public administration (MPA) degree from Northern Illinois University (NIU) in 1997, then served for four years as an internship coordinator for the MPA Program at NIU. During that time, she made a positive impact on students, interns, and mid- career professionals pursuing MPA degrees, recruiting them to embark on a career in local government management. As a result, countless numbers of professionals have become successful local government managers, assistants, analysts, interns, and other active ICMA members.

experienced advisor and diligent promoter of the profession.

Advocacy. A fierce advocate for the profession, Peters is also known as a well-respected ambassador across Illinois, the Midwest region, and in ICMA. As ILCMA and WCMA executive director, she leads with empathy and awareness of the unique challenges of local government management and skillfully provides advice, recommendations, and constructive and practical feedback.

Since 2001, Peters has served as the assistant director for the Center for Governmental Studies at NIU, and in 2004, she began serving as the executive director of the Illinois City/County Management Association (ILCMA). She also has served as the executive director of the Wisconsin City/County Management Association (WCMA) since 2013.

Whether related to ethics, seeking ways to reach out to the next generation or nontraditional leaders, advocating for members in career transition, or any number of topics of interest to managers, Peters is an

Established in honor of former ICMA Director of Member Services and Ethics Martha Perego, this award recognizes an outstanding ICMA member who has made a significant contribution to advancing the awareness of the council-manager form of government, the profession, the ICMA Code of Ethics and its published guidelines, or other significant contributions to the growth or awareness of the local government management profession worldwide.

She also assisted in the development of and serves as executive director of the Midwest Leadership Institute (MLI), a weeklong and immersive seminar for aspiring and seasoned leaders in local government and has served as a presenter.

Through these and many other efforts, she has supported hundreds of local government professionals on their leadership journey and helped to elevate all voices in the profession.

Diversity and Inclusion. Peters has championed diversity and inclusion in the profession, serving as a leader and partner in the successful creation of the Legacy Project and the Illinois Local Government Hispanic Network. She elevates ICMA’s efforts to provide opportunities for veterans in professional local government management.

Working closely with ILCMA’s Diversity, Equity, and Inclusion Committee and the ILCMA Board, Peters’s leadership, conscientiousness, and steady guidance are vital to ensuring that the state association not only recognizes diversity, but also puts that recognition into action. For example, recently proposed changes to ILCMA’s bylaws update the document’s language and call for the use of pronouns to be consistently inclusive. While changing a pronoun may seem relatively minor in its meaning and value, Peters understands the important message it sends to ILCMA’s current and future members.

Peters has committed her career and life’s work to supporting professional local government management.

Ethics. Peters represents the highest ideals and ethical responsibilities ICMA members uphold. She diligently guides and supports individuals to comply with the ICMA Code of Ethics, and personally and professionally models best practices in ethics and ethical behavior. As the liaison to the ILCMA Committee on Professional Conduct and the WCMA Ethics Committee, Peters ensures ethics complaints or questions are treated with care and adherence to the processes required to conduct thorough, unbiased investigations.

Through regular communication with ICMA on ethics matters and her experience working especially closely with Martha Perego for many years, Peters provides important information, feedback, and guidance to the ILCMA and WCMA executive boards and membership.

Peters is also a wife, mother, and grandmother who strives to excel in her personal roles as much as in her professional ones. While she has never served as a city manager, Peters has committed her career and life’s work to supporting professional local government management.

PROGRAM EXCELLENCE AWARDS

COMMUNITY

Equity & Inclusion

10,000–49,999 Population

Community Equity & Inclusion

INCLUSIVE PARK PLANNING AND DESIGN

Monrovia, California, USA

Dylan Feik, ICMA-CM, City Manager

Tina Cherry, Community Services Director

Rebecca Sandoval, Recreation Manager

Monrovia seeks not just to build new parks, but to embrace the people and cultures who make the community unique. Committed to inclusive decision-making and problem-solving, the city incorporates a reflective look at its identity, history, and future aspirations during park planning and redevelopment projects. Staff ensure that residents’ voices are heard, leading to positive transformations across the city.

This inclusive approach has uncovered a deep-seated care among residents for parks and open spaces, and a support for investments that reflect the community’s rich culture, diversity, and history.

Lucinda Garcia Park Project. The Lucinda Garcia Park— named in honor of Lucinda Valentine Garcia, a cherished member of the community whose contributions significantly shaped Monrovia’s rich Latino heritage—marked the city’s first major redevelopment effort. More than 30 years had passed since the last improvements were made to the deteriorated park, which sat on an old rail line property. In planning the redevelopment, the city acknowledged the importance of fostering collective visions and values, demonstrated through organized outreach initiatives such as meetings, workshops, and door-to-door interactions with residents, groups with special needs, and the parent association of the local elementary school. Staff also sought the perspectives of Lucinda Garcia’s grandchildren and great-grandchildren, ensuring that any tributes to her would be accurate and receive the family’s endorsement.

The community’s shared vision and values were reflected in the following park enhancements:

• The addition of two new playgrounds, complete with lighting, fencing, and picnic areas.

• The creation of two native plant demonstration gardens, accompanied by educational signage.

• Upgrades to the ADA walkway, which now features improved lighting and distance markers.

Dylan Feik Tina Cherry Rebecca Sandoval

• New interpretive signage with insights into Lucinda Garcia’s legacy and the history of the Red Car Rail Line.

The completion of the project in March 2023 marked the culmination of Monrovia’s efforts to blend its rich history with modern amenities for future generations to enjoy. The following year, the California Park and Recreation Society recognized these efforts by awarding the park the 2023 CPRS Award of Excellence in Park Planning.

Satoru Tsuneishi Park. Situated along historic Route 66 and adjacent to the historical orchards and fruit stands where Japanese American families once sold fruit, Monrovia’s latest initiative honors the local Japanese heritage. The park will be named Satoru Tsuneishi Park after the first Asian American graduate of Monrovia Arcadia Duarte High School. Tsuneishi’s family, known for their strawberry farming and sales along Route 66, faced internment during World War II. Despite this, Tsuneishi’s four sons and two daughters served in the war. Upon their return, the family rebuilt their lives and business near the home of Lucinda (and Louis) Garcia, once again selling strawberries. This park is a tribute to their resilience and the rich cultural tapestry of Monrovia.

The design for the park includes a new playground, uniquely shaped like a historical wigwam fruit stand, and blue star banners to commemorate the Tsuneishi family’s military service. The park will also feature various species of Japanese trees, celebrating the cultural heritage brought to Monrovia by Japanese Americans. This project is more than just a park; it’s a celebration of the diverse individuals and cultures that strengthen the fabric of our community.

Other projects honoring Monrovia’s history and culture. Monrovia is home to eight additional parks, each celebrating the contributions of various community members. Julian Fisher Park is named in honor of the city’s first African American police officer. Rotary Park’s renovation includes a new playground and a “global motion” play feature, symbolizing Rotary International’s worldwide influence. Recreation Park is also being revitalized in preparation for the centennial celebration of the city’s first significant urban park.

50,000 and Greater Population

CHANDLER’S DIVERSITY, EQUITY AND INCLUSION DIVISION AND STRATEGIC PLAN

Chandler, Arizona, USA

Joshua H. Wright, City Manager

Niki Tapia, Diversity, Equity, and Inclusion Officer

In response to the city council’s vision for community engagement, Chandler, Arizona, embarked on a transformative journey to integrate diversity, equity, and inclusion (DEI) into the fabric of its community.

Despite initial resistance from some community members, Chandler engaged a wide array of stakeholders in meaningful conversations to understand their concerns and collaboratively develop sustainable solutions. Diverse task forces and the implementation of inclusive decision-making processes were pivotal in ensuring that a multitude of voices were represented. City employees, consulted about DEI for the first time, provided workforce insights deemed crucial in shaping Chandler’s DEI strategy.

In August 2021, Chandler’s establishment of a DEI division within the city manager’s office with four staff members marked a significant step toward integrating DEI into every facet of city decision-making. This initiative aimed to foster a sense of belonging among all residents. The division’s work culminated in the first local government DEI strategic plan in the state of Arizona, a data-informed guide for transforming community and employee input into tangible outcomes and improved productivity. The plan’s development involved extensive surveys and collaboration with the Chandler Human Relations Commission (HRC), emphasizing the necessity for external DEI expertise.

Consequently, the city allocated $50,000 in one-time funds for both external and internal assessments, a pivotal step in gauging public sentiment and garnering employee feedback. The engagement of an impartial DEI consultant bolstered the credibility and objectivity of the city’s initiatives. This approach ensured the DEI strategic plan authentically reflected the myriad

Niki Tapia Joshua H. Wright

voices and experiences within Chandler’s dynamic community and dedicated workforce.

The HRC collaboration resulted in the creation of a detailed roadmap with explicit goals, tactics, and quantifiable outcomes. Leveraging the consultant’s expertise and insights, the city pinpointed areas for enhancement and established precise benchmarks for tracking progress. This transparent strategy, underpinned by a long-term vision, guaranteed that the DEI initiatives were data-driven and rooted in authentic community engagement.

In the program’s first year, Chandler developed a comprehensive plan aimed at delivering tangible results and measurable outcomes across five key areas: communication, connection, development, innovation, and assessment. Some of most significant programs implemented by the DEI team include an event sponsorship pilot program to cultivate new community events, new DEI training, a speaker series, and piloting language translation devices at customer service counters to help multiple departments communicate with Chandler’s diverse residents.

City management recognized the importance of advancing DEI initiatives, navigating complex political terrain with leadership and determination through these key elements:

Centralized Focus. The city’s DEI program centralized its focus, ensuring that diversity, equity, and inclusion efforts are a priority and coordinated across all city departments and initiatives. This amplified the impact of its collective endeavors.

Strategic Alignment. By aligning integrated DEI initiatives into the broader strategic goals and vision of the city, the program moved beyond the idea of diversity as a separate issue. This highlighted Chandler’s intrinsic value of DEI in fostering innovation, resilience, and community prosperity.

Leadership Support. Top-level leadership support signified a steadfast commitment to DEI efforts, securing resources and visibility, and setting a standard for accountability and action across all organizational levels.

Policy Influence. DEI initiatives enhanced the city’s ability to influence policy and advocate for more equitable practices in hiring, contracting, and service delivery, aiming to create a more just and inclusive society.

Cross-Department Collaboration. By breaking down silos and sharing resources, the city amplified its impact, achieved more significant outcomes, and recognized that addressing DEI challenges required a comprehensive approach.

Community Engagement. The DEI office served as a hub for community engagement, fostering a culture of belonging and empowerment through dialogue, partnerships, and shared solutions.

Chandler’s DEI journey is a shining example of resilience and visionary leadership, leading to a more connected and engaged community. Residents and the workforce alike have experienced a heightened sense of belonging and satisfaction, attracting businesses and individuals aligned with these values, thus enhancing the city’s diversity. Chandler’s commitment to DEI has not only improved the lives of its current residents but also laid the groundwork for a future where diversity is celebrated, equity is the norm, and inclusion is a way of life.

Health & Safety COMMUNITY

10,000–49,999 Population

SAFE CITY INITIATIVE

La Marque, Texas, USA

Cesar Garcia, City Manager

By the early 2000s, La Marque faced a grim reality: rampant drugs, extreme blight, and soaring crime rates. The crime rate exceeded the national average rendering it an undesirable place to live or visit. Then, a controversial officer-involved shooting shook the city to its core.

Determined to reclaim the community, La Marque acted swiftly. Leadership changes within the council and police department marked the beginning of a transformation. Community engagement became paramount, involving meetings, focus groups, and feedback from local associations, schools, and churches.

As a result, the Safe City Initiative was launched in February 2022, making La Marque safer, more desirable for residents and visitors, and poised for a brighter future. The initiative employed a multifaceted approach that extended beyond law enforcement personnel. Collaborating with local businesses and community block captains, officers were assigned to address specific concerns unique to each neighborhood.

Businesses also established their own community watch areas, with dedicated officers paying close attention to those zones. Surveillance measures were implemented in high-risk areas and La Marque participated in the county’s organized crime task force, sharing resources with neighboring cities committed to combating crime.

Given the socioeconomics of the city, La Marque was historically unable to rely on property taxes or bonds for significant improvements, given its blue-collar character. To support the program financially, the city embraced creativity and innovation in exploring funding opportunities.

The implementation of the “Monthly $2 Parks/Clean City Donation” on all utility bills transformed the city’s appearance. Monthly donations were evenly divided between the city’s Parks Board and the Keep La Marque Beautiful Commission. This collaborative effort effectively addressed the persistent issues of excessive litter and illegal dumping in the community, as well as development of parks.

The Teens and Police Service (TAPS) grant, a two-year mentoring program funded by the Office of Juvenile Justice and Delinquency Prevention Multistate Mentoring Programs Initiative, provided $66,000 and allowed La Marque to connect police with at-risk teens and advance community policing.

In 2022, the city received the COPS Hiring Program grant, totaling $750,000, to enhance community policing efforts, reduce crime, and foster trust between law enforcement and the community. As a result, La Marque was able to hire six additional officers. In 2023, the city received a $300,000 grant for a crime analyst to help identify specific factors of crime and preventative measures for a three-year period.

Since the inception of the Safe City Initiative, La Marque has witnessed a significant decline in crime. Between 2022 and 2023, property crime dropped by 41%, contributing to an overall 35% reduction in crime. Over the past three years, violent crime has decreased by an average of 11%, property crime by an average of 20%, and the overall crime rate by an average of 19% year over year.

The city has become highly desirable for residents, workers, and investors alike. It now ranks as the second fastest-growing city in Galveston County, and the housing market has flourished, with La Marque earning the sixth and seventh spots on Houston Area Realtors’ prestigious list of top-rated areas in which to relocate.

Cesar Garcia

Additionally, the city’s ISO rating has improved to “2,” leading to insurance cost savings for residents and businesses. Companies are investing in La Marque, eager to establish their businesses. The school district has witnessed rising test scores and has secured funding for new schools. With crime rates down and a renewed sense of safety, people are once again choosing to call La Marque home.

Through this effort, key lessons emerged, including the significance of community engagement methods. Factors like education, litter control, and delivery of social services contributed significantly to crime prevention. By collaborating with local nonprofits, La Marque offered vital services to the community that previously had been lacking. Reporting and solving problems have become a collective effort.

Today, the Safe City Initiative stands as a beacon of hope, demonstrating that progress thrives on creativity, community engagement, and tangible results. New initiatives include the Eyes on La Marque Program and the expansion of the Community Policing Model through volunteer efforts. La Marque has experienced the steepest drop in crime over the past two years and has blossomed into a vibrant community of choice.

50,000 and Greater Population

SCHAUMBURG CRISIS RESPONSE AND INTERVENTION PROGRAM

Schaumburg, Illinois, USA

Brian A. Townsend, ICMA-CM, Village Manager

George (Bill) Wolf,

Chief of Police

Shawn Green, Deputy Chief of Police

In 2022, Schaumburg experienced a 46% increase in police interactions with individuals having suicidal ideations or other mental health crises. With thousands of calls for service involving individuals in crisis, the village recognized the need to address these challenges and implemented the Crisis Response and Intervention Program to improve safety, health, and wellness, as well as to enhance the quality of life throughout the community.

Implementation and Innovation. The Crisis Response and Intervention Program involved reallocation of existing personnel, leveraging technology already in place, and updating operational protocols and procedures, with no new costs incurred.

The restructure placed social workers into a newly created quality-of-life division to enhance proactive problem-solving and collaboration by providing counseling, therapy, and ongoing support to individuals, families, and groups dealing with various social, emotional, and psychological challenges. Led by a police lieutenant, the division consisted of the community enrichment unit and the

human services unit to serve as a bridge between law enforcement and social services.

The goal was to have social workers respond with patrol officers to in-progress police calls involving individuals with mental health or other crisis-related issues. They also handled walk-in appointments, attended court proceedings, and provided on-call crisis intervention. This “co-responder” approach offered safe and effective de-escalation options, immediate counseling, therapeutic and/or resource referral services, and expedited the process for follow-up.

The division implemented the “clearing house,” a digital notification concept used by community enrichment officers. When a patrol officer encountered a situation they deemed in need of additional follow-up, an electronic notification form was automatically routed to community enrichment officers to review and determine how to resolve the issue.

Training and Specialized Response. Eligible officers become certified in the 40-hour crisis intervention team (CIT) training course, a comprehensive program designed to equip law enforcement officers with the skills and knowledge necessary to effectively respond to individuals experiencing mental health crises. Achieving this certification enables officers to better understand, communicate with, and assist individuals in crisis situations while promoting safety and minimizing the need for force.

The Schamburg police department also utilizes a domestic violence response team approach to swiftly and effectively address incidents of domestic violence. Comprised of specially trained officers, social workers, and a detective, this concept prioritizes victim safety and offender accountability, provides immediate assistance to victims, conducts thorough investigations, and connects survivors with resources such as shelters, counseling services, and legal aid.

Brian A. Townsend George (Bill) Wolf Shawn Green

Program Outcomes. Since implementing the in-progress crisis response and co-responder protocols, crisis intervention services provided by police social workers increased by 11%. They have assisted patrol officers in resolving approximately 3.6 incidents per week involving mental health or other common crisis-related issues, such as family problems and/or some form of psychosis, delusion, or other acute mental health concern.

Every day, approximately five notifications are made by police officers to the quality-of-life division regarding mental health interactions, domestic trouble, or other issues that are overseen by police social workers. Overall, 75% of the notifications are for domestic-related issues and mental health interactions.

A review of 35 residential areas revealed a significant reduction in total police calls after the program was fully implemented. Data indicate 34 of the 35 areas experienced a decrease in police calls for service with a total reduction of 79.4% across all 35 areas. Among them, 28 locations saw a complete elimination of calls.

During the three-year period of 2020 through 2022, 42% of use-of-force incidents involved an “emotionally disturbed” individual; in 2023, that percentage fell to 26.7%.

Lessons Learned. Through strategic planning, resource allocation, and collaborative leadership, local government managers played a pivotal role in driving program implementation and fostering community resilience. The importance of interdisciplinary collaboration between sworn police officers and social workers emerged as a cornerstone of effective crisis management. Flexibility and adaptability in program design proved crucial in responding to evolving community needs.

Through innovative strategies, collaborative partnerships, and dedicated leadership, Schaumburg has emerged as a model for holistic crisis management, highlighting the essential contributions of local government managers in fostering safer, healthier, and more resilient communities.

COMMUNITY Partnerships

Under 10,000 Population

AMERICAN STATE BANK SPORTS COMPLEX COLLABORATION

Sioux Center, Iowa, USA

Scott Wynja, City Manager

In Sioux Center, like many communities in the Midwest region of the United States, weather limits outdoor recreation more than half of the year. In a city survey, residents prioritized future recreation investments, and the highest-ranked response was to add indoor recreation facilities. At the same time, local Dordt University was recognizing similar needs for athletics and events to continue without weather constraints and to enhance the university’s capacity to attract students to northwest Iowa.

Recognizing that quality of life is a key factor in community growth, Sioux Center and Dordt University capitalized on the chance to enhance community tourism and appeal by expanding indoor recreation facilities through an extensive public-private partnership.

Together, the city and Dordt developed plans for a new indoor turf facility. A stakeholder committee, alongside an architect, envisioned a versatile air-inflated dome with indoor turf. This design accommodates a regulation soccer/football field, two softball fields, or multiple youth soccer fields, optimizing usage and cost efficiency.

Additional community partnerships proved crucial for site selection. The chosen location was city-owned property in use by the county fair and Heritage Village, a display of historic buildings. Following a public consultation, the fair relocated to a former city airport property, and through a city partnership with the Heritage Board, Heritage Village was relocated to another city property with extensive community support.

Construction of the $9 million indoor turf facility began in early 2022, with the city and Dordt sharing capital costs. The project received an Iowa Community Attractions and Tourism grant and $3.4 million in private fundraising, including a partnership with

Scott Wynja

the local American State Bank. Construction was completed in winter 2022–2023, and the grand opening of the American State Bank (ASB) Sports Complex occurred in January 2023.

Sioux Center and Dordt have established a joint operation for the sports complex under an intergovernmental agreement, which outlines use, scheduling, promotion, and benefits of the facility. Sioux Center owns the facility and city employees maintain the exterior, including snow removal. Dordt staff and students provide a ready workforce. Both parties equally share proceeds, operational costs, and responsibility for ongoing and long-term maintenance.

In its first year, the ASB Sports Complex significantly enhanced residents’ quality of life and community connections. The facility recorded 5,812.5 hours of use, offering a diverse range of indoor activities for all ages, regardless of weather. Activities included soccer, softball, flag football, baseball, and 21 new leagues and programs, such as ultimate frisbee, kickball, T-ball, and family fun nights. Additionally, over 100 open turf sessions were held, and the complex was rented by businesses, organizations, and families for events.

The ASB Sports Complex has quickly become a central attraction, offering significant economic benefits. In its inaugural year, the complex welcomed approximately 200,000 visitors across 2,050 events, generating $458,982 in revenue. It hosted a variety of tournaments for collegiate, high school, and youth soccer, softball, and baseball, attracting teams and spectators from various states. The complex facilitated 15 multi-day events, leading to increased overnight stays in Sioux Center. This surge in activity boosted local hospitality, with hotels often reaching capacity. Additionally, restaurants saw a significant uptick in business, and now align their staffing with the complex’s event schedule. Reflecting this growth, state data indicates Sioux Center’s retail sales have risen by over 10% annually. The complex has also bolstered Dordt’s athletic programs, and the university saw a record enrollment of 1,911 students for the fall 2023 semester.

The ASB Sports Complex also serves as a unifying venue for diverse ethnic groups in Sioux Center. In early project conversations, local leadership aimed to foster community unity through soccer, a sport that connects diverse ethnic and cultural groups. Sioux Center has recorded a 13% Latino population, but Latino/Hispanic students make up more than 50% of the elementary public school population. Soccer’s popularity is evident, with over 600 youth and 200 adults participating yearly in city soccer programs. The ASB Sports Complex has become a place of connection, with its first events being adult soccer matches, filling the space with cheers in both Spanish and English.

The collaboration between Sioux Center and Dordt exemplifies a successful public-private partnership, demonstrating the benefits of working together to prioritize and compromise for the betterment of community services.

10,000–49,999 Population

CULTIVATING

COMMUNITY: THE PRIVATEPUBLIC PARTNERSHIP BETWEEN LAKE FOREST AND ELAWA FARM FOUNDATION

Lake Forest, Illinois, USA

Jason Wicha, City Manager

The city of Lake Forest, in partnership with the Elawa Farm Foundation (EFF), has transformed a 16-acre parcel of land into a vibrant community asset. The historic Elawa Farm, once overrun by invasive vegetation and feral goats, is now a center for experiential learning, nutritious food, and local food system education.

Lake Forest acquired the parcel in 1998, including the dilapidated Elawa Farm buildings, located next to the ecologically significant Middlefork Savanna Forest Preserve. Recognizing the potential for a unique public-private partnership, the city sought to preserve and utilize the property. With the city’s backing, community members established the EFF in 2002 to garner support for the property’s historic restoration. The city and the foundation jointly raised private funds for the restoration of the facility and its surroundings.

The foundation took a new strategic direction in 2020, spurred by fresh leadership and local challenges brought on by the pandemic. This shift aimed to engage the public through the local food system, supporting local farmers and ensuring inclusive access to its programs and locally sourced food. Initiatives included healthy food distributions, bilingual (English/Spanish) educational programs, and ensuring Americans with Disabilities Act (ADA) compliance across its grounds and facilities to accommodate all community members.

Through a public-private partnership, EFF and Lake Forest work together to steward the historic campus. The city owns the property and maintains the historic buildings while EFF provides community programming, educational interpretation of the campus,

Jason Wicha

and manages the farm grounds. The city manager and foundation director work closely, ensuring a collaborative relationship between the organizations.

The city allocates an annual budget of $90,000 for the upkeep of the historic buildings at Elawa Farm. To offset these maintenance expenses, the foundation reimburses the city with a monthly rental payment of $7,483.33, totaling the same amount annually. As an independent organization, the foundation also formulates its own budget to sustain daily operations and programming activities.

Through this partnership, the city dedicates resources to a community asset that positively impacts residents’ quality of life and promotes environmental sustainability, which are core tenets of Lake Forest’s strategic plan.

Today, Elawa Farm serves as a vibrant destination where Lake Forest residents can participate in educational experiences, enjoy locally sourced meals, and connect with the local food system. The foundation annually engages approximately 10,500 individuals and families, in addition to the numerous visitors who freely access the grounds daily.

Within four years, Elawa Farm conducted 355 educational programs, reaching 5,942 community members across Lake County. The foundation developed bilingual “seed to plate” educational

programs for all ages, covering gardening, cooking, wellness, and nature.

The foundation has increased the farm’s vegetable fields to boost harvest yields by 30%, combating food insecurity in the county. With community partners, EFF provided fresh, nutritious food to over 10,000 families in underserved areas of Lake County. It introduced bilingual programs and established an ADA-compliant discovery garden. Moreover, EFF contributed more than 5,000 healthy meals from its kitchen to food pantry partners.

The farm’s on-site dining programs draw both locals and culinary enthusiasts from the wider Chicago area. Lake Forest residents enjoy a variety of unique culinary experiences at the farm, including a community supper series and the weekly Soup and Bread Night. For every ticket sold, a portion of the meal is donated to families supported by the local food pantry.

Elawa Farm has collaborated with acclaimed James Beard award-winning and Michelin-starred chefs from Chicago and hosted pop-up events with Outstanding in the Field, a group celebrated for transforming farms into dining venues.

The partnership between the Elawa Farm Foundation and the city has seen its share of challenges over time, particularly concerning property and neighborhood issues. However, under the current leadership, open communication and collaboration between the city manager and the foundation director have proven to be most effective. The ability to adapt to evolving circumstances and priorities is essential for the success of any partnership.

50,000 and Greater Population

EMERGENCY TO COORDINATION: THE ROLE OF EL PASO COUNTY IN EL PASO’S HUMANITARIAN RESPONSE THROUGH A PROACTIVE APPROACH TO WELCOME AND RECEPTION

El Paso County, Texas, USA

Betsy C. Keller, ICMA-CM, County Administrator

In late 2018 and early 2019, El Paso County, situated along the United States–Mexico border, experienced a surge in asylum-seeker arrivals. Overcapacity in U.S. Customs and Border Protection (CBP) and U.S. Immigration and Customs Enforcement (ICE) detention centers led to individuals being released onto the streets after being processed by U.S. Border Patrol. Although local nongovernment organizations (NGOs) such as Annunciation House and the Catholic Diocese provided hospitality, it became apparent that an organized effort was required.

As the federal Migrant Protection Protocols (MPP) winddown began, the county established the Office of New Americans (ONA) in October 2020 to facilitate future welcoming initiatives. ONA collaborated with a local NGO, Hope Border Institute, to convene local and regional stakeholders, resulting in the formation of the Frontera Welcome Coalition (FWC). The FWC focused on reception planning and coordination and identified a significant demand for volunteers and transportation.

In response, El Paso County Commissioners Court voted to provide aid for transportation, while ONA focused on coordinating volunteers at the port of entry for a humane and orderly welcome. Through these efforts, volunteers contributed 1,400 hours to escort over 10,000 asylum seekers to local shelters from the port of entry during MPP, ensuring a humane and dignified welcome. ONA

initiated the convening of shelters, forming the Shelter Coordinator Group, providing trainings, workshops, and technical assistance to over 30 NGOs, local governments, and regional shelter and service providers.

With guidance and feedback from the Shelter Coordinator Group and other community advocacy groups, on October 10, 2022, El Paso County Commissioners Court established the Migrant Support Services Center (MSSC), inspired by the successful migrant reception model observed in Brownsville, Texas.

The MSSC conducts case-management assessments to understand migrant travel needs and resources, provides vital travel information, and facilitates various transportation options. This ensures safe, self-funded, and efficient travel for migrants within legal and public health guidelines. The center also partners with local entities to adapt to migrants’ changing needs.

Fully funded by FEMA, the MSSC’s monthly operational costs range from $800,000 to $1 million. County contractors provide the flexibility to scale operations as needed, while subrecipients are reimbursed based on the number of individuals they shelter.

Since its inception, the MSSC has significantly aided migrants, assisting over 98,000 in securing shelter, financial resources, and connections for travel arrangements. Operating daily, it coordinates with The Annunciation House and Hospitality Network to receive families, and with CBP and ICE for direct releases, focusing on single adults to ease shelter congestion. El Paso’s NGO transport expanded services, providing up to eight shuttles for about 80,000 asylum seekers departing the El Paso region.

The success of the MSSC and El Paso County’s humanitarian response highlights the importance of partnerships among NGOs, local government, and federal partners. The collaboration between El Paso County and the Hope Border Institute has been key in forming the FWC and organizing volunteer efforts. The support from over 30 NGOs and service organizations has bolstered the MSSC’s capacity to serve migrants’ needs, fostering a collaborative culture and establishing the MSSC as a model of best practice.

The MSSC has earned national recognition for its support to asylum seekers, exemplified by a visit from President Biden in 2023. This acknowledgment reflects the center’s effectiveness in aiding asylum seekers with their travel and shelter needs, establishing it as a leading example in migrant support and humanitarian efforts.

Lessons learned emphasize the importance of collaboration among various entities to address the needs of asylum seekers effectively. Rather than relying solely on one agency, partnerships between nonprofits, interfaith organizations, local government, and federal partners play a crucial role.

The success of the MSSC in El Paso County showcases the proactive role of local government managers in addressing humanitarian needs in a community and further highlights the significance of community cohesion and coordinated efforts in managing migrant needs through data collection, case management, and travel assistance.

Betsy C. Keller

Sustainability COMMUNITY

Under 10,000 Population

HELPING “THE FAMILY BEACH” THRIVE

Holden Beach, North Carolina, USA

David Hewett, Town Manager

Christy Ferguson, Assistant Town Manager

Holden Beach, affectionately known as “the family beach,” draws numerous tourists and new homeowners to its shores annually. As a coastal town, the community depends on well-maintained beaches to boost property values, safeguard vital infrastructure, and foster habitat creation to increase tourism and reduce impacts on the municipal budget. However, climate change is intensifying storm seasons, leading to more frequent, severe damage to the beachfront and posing a threat to the community’s prosperity.

The town has implemented beach management and maintenance activities, known as nourishment, since the 1950s, focusing on annual surveys, engineered beach designs, and joint ventures with the Army Corps of Engineers for sand placement. Nourishment efforts are continually evaluated, and annual budget appropriations include vegetation and sand fencing to help construct dunes and hold sand in place.

Holden Beach conducted its first large-scale beach nourishment project in 2017, funded by its residents, placing 1.3 million cubic yards of material on the beach. The project was initially planned to last for 15 years; however, within a span of three years, the beach was hit by four storm events, resulting in an estimated $48 million in damages.

Due to the beach’s status as an engineered beach, the town sought disaster relief through FEMA and qualified for funding. With years of planning, the project commenced in 2022, aiming to replenish the sand lost in previous storms and preparing the island to withstand typical erosion for the next 15 years. Leveraging previous beach nourishment experience, benefits of economies of scale, and a favorable bidding environment, the mitigation project came in at a cost of $27 million, representing significant savings for taxpayers.

With an extremely small year-round population that swells significantly in the summer, Holden Beach did not have this type of funding in its annual budget. Since FEMA operates on a reimbursement basis, the town secured special obligation bond financing and received approval from the North Carolina Local Government Commission for short-term borrowing.

David Hewett Christy Ferguson

Adding to the challenges, a neighboring coastal town also conducting a nourishment project obtained a permit for the same sand source planned for Holden Beach, necessitating negotiations to maintain approved engineered designs.

During the project, Holden Beach encountered turtle-related issues that required multi-agency coordination. Emphasizing environmental consideration, the town halted the project with a few remaining days of dredging to avoid interference with the turtles.

Financially, the town accrued around $600,000 in interest. While FEMA recognized interest costs as reimbursable, no municipality had received such reimbursement before. Consequently, Holden Beach took on this challenge and was able to successfully obtain reimbursement. Parallel to the town’s efforts, the United States Senate entertained language to better outline how this reimbursement should occur, but no adoption has occurred to date.

There are valuable lessons for coastal local government managers overseeing similar initiatives.

Leverage Coordination. The 2022 project was the first time that four storm damage repair initiatives have been accomplished in one large project. It was a financial, accountability, and environmental feat that protects priceless infrastructure, and provides more beach for everyone’s blanket.

Sand Source Control. Two entities should not be permitted to use the same sand source. Not only does it place obstacles in the way of each reaching their needed sand quantities, but it also presents extreme danger to have two different dredge companies navigating the same space.

Regional Biological Opinion. Beach projects should be mindful of a regional biological opinion, coordinating conservation measures to minimize potential harm to protected species. These conservation efforts may provide additional opportunities to facilitate vital habitats for sea turtles and shorebirds.

Through a sustainability lens, the storm mitigation project makes it possible for Holden Beach to remain “the family beach” for many years to come. The town is also sharing lessons learned through presentations made at the American Shore and Beach Preservation Association (ASBPA) Annual Conference in Long Beach, California. In March 2023, the project received the best restored beach award from ASBPA.

10,000–49,999 Population

THE FINANCIAL SUSTAINABILITY INITIATIVE: AN INTEGRATED, STRATEGIC, AND HOLISTIC APPROACH TO LONG-TERM COMMUNITY SUSTAINABILITY

Port Townsend, Washington, USA

John Mauro, City Manager

Port Townsend’s journey from a bustling customs port in the early days of Washington Territory to a city with oversized, undermaintained infrastructure and a shrinking tax base exemplifies the challenges local governments face in fostering sustainable communities. Compounded by Washington State’s regressive tax system, which exacerbates inequality, the city proactively navigated a perfect storm of social, economic, and environmental challenges to serve its community effectively and equitably.

In June 2021, Port Townsend launched its Financial Sustainability Initiative (FSI) to address the city’s fiscal challenges, environmental impacts, and potential economic upheaval. The FSI took a comprehensive approach, evaluating city services, environmental stewardship, infrastructure, and community affordability to ensure a sustainable quality of life and rebuild trust with residents affected by service erosion and poor investment decisions.

With natural, economic, and social sustainability principles as a guide, four core focus areas were determined and initiatives around each were phased in over time.

Parks and Open Spaces. Federal funding through the American Rescue Plan Act enabled a newly hired strategic parks director to revitalize two long-stagnant projects: transforming a 57-acre municipal golf course into a park and reconstructing a community pool. The golf park, managed through a local nonprofit’s partnership, incorporates new amenities such as trails, family events,

John Mauro

a playground, and disc golf. For the pool, an interagency group continues to evaluate facility sites and designs. Both projects actively involve thousands of residents in the process.

Housing. The tactical infill project in Port Townsend aimed to increase urban density, utilizing existing infrastructure to reduce sprawl and vehicle travel. The innovative legislation it spurred, such as permitting two accessory dwelling units per single-family lot and allowing “tiny homes on wheels,” has set a precedent in Washington State and is already yielding positive effects.

Transportation. Port Townsend’s Comprehensive Streets program, a two-year initiative within the FSI, developed a sustainable strategy for the city’s streets. The program led to innovative solutions such as edge lane roads, streateries, mini traffic-circles, and street painting, which improved the city’s infrastructure and fostered community trust. This trust was instrumental in the successful passing of a 0.3% sales tax increase for further street improvements.

Core Services. Port Townsend formed a community task force in November 2022, which produced a comprehensive report for the city council and residents that detailed future needs, investments, budgets, and phasing decisions. A result of this effort was the implementation of a sewer rate increase, necessitated by historical underinvestment. However, this increase was accompanied by a progressive utility discount program with broad eligibility, which mitigated public concern, resulting in no negative feedback during the engagement and hearing processes prior to the decision.

To combat the complexity and integration of strategic approaches explained through traditional reports or websites, Port Townsend ventured into creating short videos for each of the focus areas. These videos, available at youtube.com/@

cityofporttownsend, not only garnered hundreds of views, providing an educational resource for the community, but also featured staff, city councilmembers, and volunteers, fostering a sense of pride and humanizing the city to its community.

The multi-year initiative culminated in a robust preparation for Port Townsend’s state-mandated comprehensive plan update due in 2025, aiming to creatively balance social, environmental, and economic needs.

The lessons learned from Port Townsend’s multi-year initiative revealed several insights. The intensive strategic workload, without proportional operational support, led to staff burnout and departures. The initiative’s pace may have been too rapid to maintain team cohesion.

The Transportation Benefit District vote passed with overwhelming support despite minimal campaigning, suggesting that effective municipal storytelling and data provided over two to three years can convincingly demonstrate the wisdom of investment decisions.

Additionally, successful policy implementation resulted in an unexpected political outcome: a lack of challengers for city council positions, which, while contributing to organizational stability, also raised concerns about limiting public discourse on policy priorities during elections.

The success of the Financial Sustainability Initiative (FSI) has paved the way for innovative solutions to complex trade-offs, fostering a community mindset focused on achieving long-term sustainability rather than a zero-sum approach. This initiative has also strengthened the community’s trust and transparency, setting the stage for enhanced civic engagement and partnership in shaping the city’s future for decades to come.

50,000 and Greater Population

MODERNIZING ONE STEP AT A TIME: COSTA MESA’S PHASED RESIDENTIAL PARKING PERMIT PROGRAM

Costa Mesa, California, USA

Lori Ann Farrell Harrison, City Manager

Alma Reyes, Deputy City Manager

Raja Sethuraman, Public Works Director

Costa Mesa has a unique mix of single-family residential, multifamily residential, and commercial businesses, each with their own vehicular parking needs. There was an existing parking permit program in place to address these needs, adopted by the city council in 2016. However, these underdeveloped guidelines were insufficient in meeting the growing demand of the community for a modern and robust residential parking permit (RPP) program.

From 2015 to 2018, the community experienced the smallest percent increase of housing unit growth in the area at 0.2%. At the same time, Costa Mesa had the second highest percentage of overcrowding in the region at 9%. Overcrowding did not simply signal a growing rate of individuals per household; it also signaled a growing number of vehicles per household. Older neighborhoods, originally designed with low parking minimums, experienced parking space scarcity. Residents of single-family units often relied on street parking, using their garages for storage, and multi-family properties had varied parking minimums, also dependent on street parking.

Under the original RPP program, residents in participating single-family neighborhoods were provided permits to use their designated streets for parking in order to address parking impacts for neighboring commercial corridors. However, no-parking zones were inadvertently created, displacing residents of single-family properties on nearby streets, as well as residents of multi-family housing on the same street who were ineligible for the parking permit program. The displaced residents had to find parking elsewhere, leading to new parking challenges in nearby neighborhoods. This sequence of events created unintended cascading impacts on surrounding streets. Not only did the city receive substantial feedback from both residents and business owners about the scarcity of public parking, but the RPP program was overwhelmed, covering 108 zones with only one staff member for manual permit issuance.

In response, Costa Mesa adopted a data-focused approach, conducting a citywide parking study (CPS) in 2020 to analyze current conditions, identify viable solutions (including both shortterm and long-term options), and gather community feedback. Staff conducting the study observed 650 high-density blocks, totaling

10,531 spaces, and engaged over 130 residents through bilingual meetings and an online survey.

In July 2022, the modern RPP was adopted, aiming to address parking issues in a phased approach. The cost for the study was $132,000, and the implementation costs of the new RPP were $222,000, for a total cost of $354,000.

To balance the social, economic, and environmental needs of the community, the RPP included three guiding principles:

• Equitable Access. Develop equitable programs that appropriately balance the parking needs of all residents, businesses, and visitors, while enabling the on-street parking supply to serve the community fairly and enhance access for all.

• Sustainable Solutions. Implement financially sustainable strategies that modernize and streamline parking program management.

• Efficient Program Management. Create an efficient and adaptable parking system that is optimized for the city’s current needs but can be incrementally updated and adjusted over time.

In Costa Mesa, the new RPP program successfully redistributed parking services in planned phases. This approach allowed for a streamlined process for city staff, resulting in fewer troublesome no-parking zones by allowing residents to park more freely on public streets. The city improved accessibility to permits through an online portal and transitioned to a license plate-based system, enhancing enforcement efficiency and reducing the need for manual permit checks.

To ensure the success of programs like the RPP, local government managers must carefully adjust any existing frameworks in a way that combines stakeholder input, survey data, and technological and staffing limitations. Through data analysis, communities can examine how various actions will affect their residents, especially those with lower incomes. The RPP stands as a symbol of Costa Mesa’s commitment to its residents and visitors and can serve as a model for other municipal parking programs with similar existing conditions.

Lori Ann Farrell Harrison Alma Reyes Raja Sethuraman

WATER CONSERVATION

Richmond, British Columbia, Canada

Serena Lusk, Chief Administrative Officer

Situated on an island at the Fraser River’s delta, the city of Richmond, British Columbia, has seen its population surge in recent times, leading to heightened demands on its water supply infrastructure. Concurrently, climate change has intensified, manifesting in more frequent droughts, heatwaves, and wildfires, all of which exacerbate the strain on water resources.

In response, the city has launched the Water Conservation and Management Program, a multi-pronged initiative to educate residents on the importance of water conservation and to promote practices that can help diminish water consumption and associated expenses.

Water

Metering

and

Pressure

Management Programs.

In 2003, Richmond initiated the Water Metering Program to foster water conservation. Starting with mandatory metering of new single-family homes and voluntary metering of existing single-family homes, it has since expanded in phases to include all property types. All single-family and business properties are now metered, and mandatory metering of existing multi-family complexes was introduced in 2022.

The program employs water meters and wireless technology to monitor consumption city wide, transmitting data to a network of 47 collection portals. This real-time analysis aids in leak detection, consumption trend analysis, and water revenue forecasting, enhancing user equity and providing residents with tools to manage

and reduce their water costs. Financially, the city has recently allocated $2 million to $3 million annually in capital funding, invested around $35 million since inception, and has realized an estimated $109 million in savings from reduced water usage.

Richmond has also rolled out a Water Pressure Management Program, which complements the Water Metering Program by minimizing water loss in the municipal water supply system. This innovative program dynamically adjusts water pressure in response to daily and seasonal fluctuations in water demand, utilizing pressure-reducing stations. For instance, water pressure is increased during high-demand periods, such as summer, and decreased during low-demand times, like winter or nighttime. This strategy not only conserves water and curtails leakage but also safeguards the infrastructure against damage due to excessive pressure.

Toilet Rebate Program. The city’s Toilet Rebate Program offers a $100 utility tax rebate to property owners who install low-flush toilets. This initiative aims to motivate residents to switch from high-volume to low-flush toilets, thereby conserving water and reducing water-related expenses. The program is designed to promote environmental sustainability and cost savings through efficient water usage.

Rain Barrel Program. Richmond’s Rain Barrel Program offers subsidized rain barrels to residents, encouraging the collection and utilization of rainwater for outdoor activities like garden watering, exterior surface cleaning, and car washing. This initiative aims to reduce reliance on tap water, thereby conserving a valuable resource and offering financial savings on utility bills. The program supports sustainable water use and helps in the city’s broader water conservation efforts.

Since the Water Metering Program’s launch in 2003, Richmond has achieved a 15% reduction in water consumption, despite a 29% increase in population. This program has resulted in an annual savings of about $14 million in water purchase costs from Metro Vancouver as of January 2023. Additionally, the city has distributed 10,840 toilet rebates and 2,772 rain barrels to date.

The Water Conservation and Management Program’s success is attributed to effective public outreach and engagement, including open houses and informative brochures. Post-implementation, the city maintains support through a dedicated webpage and email for inquiries and feedback. These efforts underscore the importance of community involvement in conservation initiatives.

Richmond stands as a regional leader with its Water Conservation and Management Program, notably the Water Metering Program, which has successfully curbed water usage over the past two decades despite population growth. As neighboring municipalities face similar growth and water conservation challenges, they are increasingly incorporating these concerns into their strategic planning. This collaboration has been pivotal in demonstrating the program’s long-term benefits and encouraging other municipalities to adopt similar measures, thereby fostering broader regional water conservation efforts.

Serena Lusk

Leadership & Governance STRATEGIC

10,000–49,999

Population

CIBOLO’S JOURNEY TO ORGANIZATIONAL AND OPERATIONAL EXCELLENCE

Cibolo, Texas, USA

Wayne Reed, ICMA-CM, City Manager

Bryan Hugghins, Executive Director of Safety and Infrastructure

Kelsee Jordan Lee, Director of Planning and Economic Development

Since 2000, Cibolo has undergone rapid growth, leading to service management challenges and inconsistent results. The 2020 Census reported a nine-fold population increase, with further growth expected for decades. In 2021, the new city manager faced the city’s explosive growth, a high employee turnover rate of over 23%, delayed capital projects with rising costs, compromised developer relations due to inconsistent building permit service, and ongoing litigation over wastewater services since 2017. These issues highlighted the urgent need for strategic and operational changes to meet the city’s growth and service expectations.

Leadership recognized the pressing need for a strategic overhaul, as evidenced by the absence of a unified vision, the lack of citywide core values, and nonexistent performance metrics. The city’s workforce was in dire need of direction and professional

development opportunities, and relationships with county and other agencies required strengthening for the benefit of Cibolo’s residents and businesses.

In response, a consistent message was communicated that Cibolo would become an organization that is vision inspired, mission focused, values driven, and performance based. The city manager adopted three guiding leadership principles: we must care about one another; we need to be the best versions of ourselves each day; and we must understand our purpose.

To facilitate the transition, department heads were instructed to select employees, who were held in high regard by their peers and throughout the city, to drive the organizational transformation. These individuals underwent specialized training to lead workshops focused on establishing citywide core values and creating mission statements for their service areas. This “people first” strategy led to significant positive developments, fostering a sense of pride and unity within “team Cibolo.”

In the first two years, eight employee-led workshops resulted in Cibolo’s first core values—professional development, accountability, respect, teamwork, and integrity (PARTI)—and more than 15 workshops identified and defined each service area purpose. The city council engaged in strategic planning to articulate its vision, core strategies, and strategic goals, culminating in a comprehensive strategic plan, updated annually in alignment with the budget cycle.

In 2023, the city launched a performance management program to track and measure mission-driven service areas. Each department developed a business plan linking the council’s strategic actions to their annual goals with a focus on key performance indicators that reflect their mission. A learning and development program was

Wayne Reed Bryan Hugghins Kelsee Jordan Lee

initiated to provide six training courses intended to help employees create, acquire, and transfer knowledge to become more confident in their roles.

By 2024, the organization had undergone a significant transformation, evolving from an entity struggling with daily operations to one progressing toward excellence. The city council has honed its focus on strategic planning, taking ownership of its vision and demonstrating dedication to informed decision-making and governance.

Employees now embody the core values in their daily activities, linking their responsibilities to their mission. Recognition is given for demonstrating these values through various accolades such as the city manager coin, professional development at Becoming a Buffalo ceremonies, and annual employee awards. Since January 2023, the employee turnover rate has been maintained at or below 10%. Following two Gallup surveys, employee engagement rose from 49% to 58% in one year, earning the city a 2023 Top Workplaces Award for Culture and Excellence.

Cibolo has revitalized its capital improvement plan, consistently completing projects on time and within budget, bolstering confidence in its ability to fulfill its five-year commitments. Overhauled building service delivery processes ensure consistency and guaranteed turnaround times, garnering commendations from customers.

The city resolved an eight-year litigation with a special utility district in early 2024, gaining control over a five-square-mile area to guide future growth, and forged its first interlocal government agreement with the county for road reconstruction. In January 2024, the credit rating outlook was upgraded to AA Positive Outlook, marking the first upgrade in a decade.

Cibolo’s commitment to organizational excellence is an ongoing journey, not a final destination. The transformation witnessed thus far has instilled a belief among employees and elected officials that excellence is an achievable and sustainable goal. Cibolo has evolved into an entity that is “vision inspired, mission focused, values driven, and performance based,” a testament to its continuous pursuit of excellence.

50,000 and Greater Population

JEFFERSON COUNTY INNOVATION AND DIGITAL TRANSFORMATION PROGRAM

Jefferson County, Colorado, USA

Joseph Kerby, County Manager

Prior to the COVID-19 pandemic, Jefferson County, Colorado, faced a significant financial challenge with a projected $16.1 million reduction in its general fund. County-wide, departments were required to seek significant cost-saving measures while maintaining quality community services.

Amid this, the business innovation and technology (BIT) department saw an opportunity to redefine their approach to technology solutions. The chief information officer and chief technology officer recognized the need for a more agile response to the rapidly evolving technological landscape to effectively meet the needs of county departments and constituents, while also embracing emerging technologies to improve service without increasing costs. This required a cultural shift within the county to improve business processes and empower employees with process improvement skills, fostering a culture of innovation.

BIT established an innovation and digital transformation team to execute key priorities outlined in their strategic plan. This included integrating innovation, engagement, and alignment throughout the organization with chatbots, mobile applications, cloud solutions, and AI-enabled applications. Process improvement was also expanded throughout the county with custom-designed courses.

BIT repurposed existing roles and established a project fund of $25,000 for proof-of-concept and pilot technology initiatives. The project costs and new technology implementations were funded through the cost savings they generated. For example, the unified cellular service project delivered $2.1 million in hard savings for

Joseph Kerby

county departments, which could be reinvested in new projects and initiatives. A chatbot solution for motor vehicle services saved thousands of hours answering phone calls per year, while boosting customer satisfaction ratings.

During the COVID-19 pandemic, BIT swiftly transitioned to virtual and remote platforms. The teams implemented new digital solutions—hardware, chatbots, online forms, virtual meetings, and scheduling tools—enabling constituents and employees to safely interact with county services.

To promote creative thinking, the innovation team facilitates employee workshops focused on process improvement and human-centered design. Over 100 county employees have generated ideas to enhance services and create efficiencies. This has instilled a culture of empowerment, where employees feel equipped and supported to identify and pursue opportunities for improving county operations.

To date, the innovation team has assisted in saving the county millions of dollars by introducing new technologies and systems and helped create thousands of hours in time savings for county staff. For instance, a motor vehicle division employee reengineered a cash-balancing procedure, resulting in an annual reduction of 1,000 staff hours and 10,000 pieces of paper.

In its inaugural year of grant writing, the newly launched grants and partnerships program team secured over $350,000 in funds for innovative technologies and transformative projects such as electric vehicle charging stations, intelligent traffic management hardware, and digital accessibility software and services. These cost savings and

grant awards have been pivotal in enabling the county to address the shortfall in its general fund.

The innovation team’s expansion revealed several key lessons. Early collaboration with departments during the ideation phase is essential, requiring a deep understanding of their business needs and strategic vision beyond just technology. This understanding led to the creation of a business relationship management program that improves communication between BIT and other departments about their business and technology needs.

Involving employees and encouraging their input is crucial. Initially, the innovation team completed many projects independently, but they soon realized the greater potential in promoting a county-wide culture of innovation. Empowering employees with the necessary tools to lead their own changes to business operations became a priority.

As stewards of county resources, BIT recognized the importance of communicating the impact of their work. The team now actively highlights their initiatives that improve services for community members, generate cost savings, and yield a positive return on investment.

Over the past four years, the innovation team has been recognized with several prestigious awards, such as the Technology Team of the Year at the American Business Awards, Innovator of the Year at the Granicus Awards, and multiple National Association of Counties (NACo) awards for its innovative programs. These accolades have significantly raised awareness of the positive and transformative work at Jefferson County.

DISTINGUISHED SERVICE AWARDS

Ron Carlee

Clinical Assistant Professor, School of Public Service, Old Dominion University, Norfolk, Virginia

Wof Arlington County to the Pentagon during 9/11 is now a model taught in emergency management classes worldwide. Carlee also embodied the “Arlington Way” of community engagement, which has become a standard for resident-based decision-making in local government.

In 2010, Carlee transitioned to the role of chief operating officer for ICMA, where he continued to influence the field of local government management on a national scale. He restructured the internal operating model of the association, linking the various programs into an integrated whole. Under his leadership, the financial performance of the association improved through the development of strong partnerships with diverse funding sources. While at ICMA, Carlee never lost his connection to the practice of local government management. He conducted professional development sessions for members and wrote extensively on issues important to the profession. His tenure was characterized by his efforts to promote ethical governance and professional development among local government leaders.

Carlee’s professional journey took him to Charlotte in 2013, where he served as city manager and led the city through a

He is a sought-after speaker for state associations and affiliates of ICMA on ethics, leadership, social equity and race relations, emergency management, regional collaboration, budget, finance, and human resources. He has worked with the National Academies of Science and with Toyo University in Japan.

Carlee has been recognized as a passionate promoter of public service, inspirational teacher, active researcher, and tireless advocate of professional local government management. He received the University of Alabama at Birmingham MPA Hall of Fame Award (2024), Strome College of Business Outstanding Non-Tenure Faculty Teaching Award (2023), and Faculty Recognition Award for his work with students during the COVID-19 pandemic (spring 2020). He was also elected by his peers as a Fellow in the National Academy of Public Administration (2006).

In nominating him for the Distinguished Service Award, his peers cite his empathetic demeanor, willingness to offer guidance, and unwavering commitment to ethical governance. Carlee’s ability to create a safe and inclusive environment for discussing difficult topics has made him a respected figure in both academic and professional circles.

Lee R. Feldman, ICMA-CM (Retired)

Principal, The Euclid Group Senior Advisor for Local Government Strategy, Zencity

Lee Feldman’s career spans more than 35 years of direct service in Florida. His journey is a testament to unwavering dedication, innovative leadership, and a profound commitment to mentorship and professional development.

Feldman was city manager in Fort Lauderdale, Gainesville, Palm Bay, and North Miami, Florida; deputy city manager in North Miami, Florida; and assistant city manager, assistant to the city manager, and intern in North Miami Beach, Florida. He has served as a supply corps officer in the U.S. Naval Reserve from 1987 to 2002, and is now a principal with The Euclid Group and a senior advisor for local government strategy with Zencity.

As a manager, his tenure was marked by a series of transformative initiatives that significantly improved public safety, infrastructure, and the overall quality of life for residents. Feldman’s ability to see challenges as opportunities led to thriving communities under his guidance, earning him a reputation as a visionary leader.

profession and his ability to unite and inspire his peers.

Innovation has been a constant theme throughout Feldman’s career. He has been at the forefront of integrating technology into public safety and emergency management, leveraging his expertise in FEMA knowledge gained from serving on the FEMA National Advisory Council to enhance community resilience. His forward-thinking approach has led to the implementation of cutting-edge programs that have set new standards in local government management.

Feldman’s contributions to thought leadership are equally noteworthy. As a sought-after speaker, lecturer, and author, he is frequently called on to speak to professional groups around the world on various municipal issues. Feldman taught local government at the Chinese University of Politics and Law, and to newly elected municipal officials, the principles of finance and taxation in Florida.

One of the hallmarks of Feldman’s career is his commitment to mentorship. Recognizing the importance of nurturing the next generation of public administrators, he established the ICMA Local Government Management Fellowship program in Fort Lauderdale, as well as organizational internships in the communities he led. This program has been instrumental in preparing future leaders for the complexities of local government, ensuring that Feldman’s legacy of excellence continues to inspire and guide.

He has participated in community information exchanges through ICMA’s international program CityLinks, traveling to Nagapattinam, India. He also hosted a reciprocal visit with their officials to discuss and share solutions for infrastructure challenges common to both coastal communities. Despite the distance, he maintains these relationships to benefit both communities. Additionally, Feldman has encouraged his staff to engage in similar programs, sending them to India, Germany, and the Middle East.

Feldman’s influence extends beyond the cities he managed. As president of both ICMA (2016-17) and the Florida City/County Management Association, he played a pivotal role in shaping the policies and practices that govern local administration. His leadership in these organizations underscored his dedication to the

His ability to articulate complex concepts in an accessible and engaging manner has made Feldman a respected voice in the field of public administration. For example, Feldman provided his expertise for the collaborative publication, Visions of Government in 2040: Perspective on the Future—Leading the Cities of the Future, which explores the role of city managers in an interconnected community of technology and data.

Feldman once spoke about the challenges faced by professional managers and emphasized “legacy,” challenging others in the profession to seek passion, challenge, and legacy. “In our legacy to our children and their children, we must be more than the bricks and mortar of buildings, the quality of roads and pipes, and the shades of trees,” said Feldman. “We must leave a personal legacy in our community of positive civil discourse, inclusion of diverse neighbors, and a level of tolerance that is unprecedented in the history of our country.... We are the ones we have been waiting for….”

In nominating him for the Distinguished Service Award, Feldman is praised by his colleagues and peers, and his family, for not only his professional achievements but also his qualities as a mentor, leader, and human being. Feldman’s legacy is one of excellence, dedication, and a relentless pursuit of improvement.

Anton “Tony” S. Gardner, ICMA-CM

With a career spanning over five decades, Anton “Tony” Gardner has dedicated his career to highperformance principles and the mentorship of local government managers and professionals, significantly impacting organizations and communities across the globe.

Gardner’s 26-year local government career began in 1971, as an administrative aide to the county manager in Arlington County, Virginia, then serially serving as chief of fiscal analysis, director of management and finance, and deputy county manager. In his role as county manager from 1987 until retirement in 1998, Gardner initiated an organization-wide effort to improve Arlington County’s performance, leadership, and service delivery.

With a strong vision, Gardner introduced several economic development and redevelopment initiatives to transform the area and excelled at managing the operations of the full-service jurisdiction. His strong standards of professionalism for local government management and public administration earned Arlington County the prestigious John F. Kennedy School of Government Innovations in American Government Award twice, a testament to Gardner’s commitment to excellence and innovation.

Following his retirement from local government, Gardner’s passion for public service led him to an international stage. From 1998 to 2000, he served as a consultant at USAID Poland, directing a project aimed at developing new and existing innovative local governmental practices. This experience broadened his perspective and reinforced his belief in the power of high-performance principles to drive positive change.

Gardner’s post-government career is equally impressive. For over 25 years, he has been a leading figure in the field of leadership development and organizational change. As senior vice president at the Commonwealth Center for High-Performance Organizations and director of leadership development at University of Virginia (UVA) Weldon Cooper Center for Public Service (2000-2021), Gardner has taught thousands of local government managers and professionals the principles of high-performance. His work has touched more than 5,000 individuals through various programs at UVA, the College of Charleston, and the transition to the University of Kansas Public Management Center.

One of Gardner’s most significant contributions is furthering the development and utilization of the high-performance organization (HPO) model. This comprehensive framework emphasizes leadership, vision, values, strategy, structure, and

systems as key levers for improving organizational performance. The HPO model has become the gold standard for local government leadership, helping countless organizations enhance their service delivery and achieve their strategic goals. Curriculum associated with the HPO model has served as the foundation for local government leadership programs at the University of Virginia, College of Charleston, and the University of Kansas.

Gardner’s commitment to mentorship and professional development is another hallmark of his career. He served as chair of the chief administrators committee of the Council of Government, District of Columbia (1991-1997) and president of the Virginia Local Government Management Association (1994-1995). Through his work with programs, including the Senior Executive Institute (SEI) Leading, Educating and Developing (LEAD) and Leadership ICMA, Gardner has provided invaluable guidance to emerging leaders, mid-career professionals, and experienced CAOs. His mentorship has inspired a new generation of local government leaders to pursue excellence and innovation in their communities.

In addition to his teaching and mentorship, Gardner has made significant contributions to the field through his writing and thought leadership. He is the co-author of Building HighPerformance Local Governments: Case Studies in Leadership at All Levels, a seminal work that has galvanized dozens of organizations to reimagine their approach to leadership and service delivery. His research and application of the high-performance organizational change model have been shared widely through conference presentations, peer assistance programs, and professional journals.

Gardner’s expertise in organizational change and leadership development has been recognized by his peers and the communities he has served. His work has been instrumental in helping local governments across the country achieve operational excellence and build stronger, more resilient communities. The brilliance of the HPO model lies in its recognition of the interdependence of leadership and operational excellence, a principle that Gardner has championed throughout his career.

The Distinguished Service Award recognizes Gardner for a lengthy career of dedicated service to local government and his unwavering commitment to high-performance principles, innovative leadership, and dedication to mentorship and professional development.

In recognition of ICMA members’ years of public service, these members will be presented awards in 2024.

55-Year SERVICE AWARD RECIPIENT

Thomas W. Horne, city manager of Lumberton, North Carolina, since 2005, has served in North Carolina his entire career. He was the town administrator in Red Springs (1973-2005), administrative assistant to the city manager/ tax collector (1969-73) and an engineering assistant (1966) in Lumberton.

50-Year SERVICE AWARD

RECIPIENTS

Roger D. Campbell has served as the assistant city manager of Maryville, Tennessee, since 1983. He also served as the director of strategic planning and budget (1983) in Bryan, Texas; administrative assistant to chief operating officer (198083) in Knoxville, Tennessee; and assistant city manager for municipal services (1979-80) and special project coordinator (1975-79) in Kingsport, Tennessee. He started his career as an intern for the Tennessee Municipal League (1975).

Gary O’Connell, ICMA-CM (Retired), executive director (2010-24) of the Albemarle County Service Authority in Virginia, has also served in Charlottesville, Virginia, as the city manager (19952010), deputy city manager (1985-95), and assistant city manager (1981-85). He was the assistant city manager (1979-81) and assistant to the city manager (1975-79) in Maryville, Tennessee; municipal consultant/intern (1974) in Knoxville, Tennessee; and an administrative intern (1973) in Kingsport, Tennessee.

Mark Johnson, city manager of Alcoa, Tennessee, has served in his role since 1999. He was the director of finance (1988-99) in Maryville, Tennessee; and city manager (1985-88) and director of finance (1974-85) in Paris, Tennessee.

Decker P. Ploehn, city manager of Bettendorf, Iowa, has devoted his entire career to the city. He was the police chief (1986-90), a detective/sergeant (1979-86) and patrolman (1975-79).

45-Year SERVICE AWARD RECIPIENTS

Dean Bastianini, township manager of Richland, Pennsylvania, also served as the municipal representative (1980-81) in Allegheny County Pennsylvania and municipal circuit rider (1979-80) in the Tri-County Council of Western Maryland.

David Biggs, ICMA-CM, city manager of Orinda, California, previously served as the city manager (2014-21) of Hercules, California and senior management analyst (2013-14) in Manhattan Beach, California. He was also city manager (2011-13) in Carson, California; interim assistant city administrator (2011) in Montebello, California; city manager (2010-11) in Tustin, California; assistant city manager (2005-10) in Redondo Beach, California; director of economic development (1995-2005) in Huntington Beach, California; city manager (1992-95) and economic development director (1990-92) in Morgan Hill, California; development manager (1988-90) in South Australia, Australia; development project manager (1984-88) in Long Beach, California; economic development specialist (1982-84), assistant planner (1981-82), and administrative intern (1980-81) in Santa Ana, California.

Ruben A. Duran, borough manager of Ketchikan Gateway, Alaska, previously served as the city manager (2003-16) in El Centro, California. He also served as the city administrator (200003) in Oroville, California, assistant city manager (1987-2000) and finance director (1986-76) in Avondale, Arizona; and internal audit operations analyst (1979-86) in Phoenix, Arizona.

E. Jay Ellington, ICMA-CM, executive director of the Crater Planning District Commission in Virginia, also served as the city manager (2021-23) in Texarkana, Arkansas; administrative director (2018-21) in Ruston, Louisiana; director of parks and recreation (2015-18) in Corpus Christi, Texas; executive director (2004-12) of the Prince William County Park Authority, Virginia; director of parks and recreation (1997-2004) in Ruston, Louisiana; director of community, cultural resources, and regional parks (1990-97) in San Bernardino County, California; director of parks and recreation (1980-90) in Shreveport, Louisiana; superintendent of parks and recreation (1978-80) in Terrehonne Parish, Louisiana; and superintendent of parks, recreation, and cemeteries (1973-78) in Bastrop, Louisiana.

Richard Gertson, assistant director of planning and development services of Arlington, Texas, previously served as the director of planning and development services (2004-18) in Mesquite, Texas; planning and development services director (2000-04) in Abilene, Texas; and interim planning director (2000) in Duncan, Oklahoma. He also served as the city manager

(1998-99) in Bartlesville, Oklahoma; city attorney (1997-98) in Guthrie, Oklahoma; city manager (1982-96) and assistant city manager (1979-82) in Bethany, Oklahoma; and urban planner (1974-75) in Galveston, Texas.

Robert Michael Herr, city manager of Winter Haven, Florida, also served as the city manager (2014-17) in Plant City, Florida; administrator, public works and utilities (2012-14) in Tampa, Florida; county manager (2003-10) and director of transportation (1998-2003) in Polk County, Florida; director of public works (1992-98) in Lakeland, Florida; deputy county administrator (1987-92) and director of public works (1985-87) in Hernando County, Florida; town manager (1980-85) in Dundee, Florida; transportation manager (1980) in Evansville, Indiana; town manager (1978-80) in Newburgh, Indiana; and assistant community development director (1977) in Vincennes, Indiana.

Laura A. Johnson, assistant manager, has served her entire career in Oklahoma City, Oklahoma. She has also served as the finance director (2007-11), assistant finance director (1989-2007), budget director (1988-89 and 1986-88), finance director (1988), management and budget specialist (1985-86), assistant to the finance director (1984-85), and administrative specialist (1979-74).

Laurie Kadrich, director of community planning and infrastructure services in Larimer County, Colorado, previously served as the director of planning, development, and transportation (2015-19), community development and neighborhood services director (2012-15) in Fort Collins, Colorado; city manager (2007-11) and deputy city manager (2007) in Grand Junction, Colorado; city manager (199-2006) in Cody, Wyoming; and assistant city manager (1994-99) and patrol division commander (1980-94) in Gillette, Wyoming.

Edward F. Lavallee, city manager in Venice, Florida, also served as the city manager (2005-11) and police administrator (1978-2005) in Newport, Rhode Island.

Robert L. Layton, city manager in Wichita, Kansas, previously served as city manager (1984-2009) in Urbandale, Iowa; administrative assistant to the city manager (1980-84) in Des Moines, Iowa; and budget analyst (1979-80) in Kansas City, Missouri.

Anthony J. Mortillaro, executive director of the North Central Regional Transit District in New Mexico, previously served as the county administrator (2009-10), assistant county administrator (2004-09) in Los Alamos County, New Mexico; town manager (2000-04) in Prescott Valley, Arizona; city manager (1994-2000) in Blaine, Washington; consulting manager (1994) in Northglenn, Colorado; special projects manager (1993-94) and assistant manager of utilities (1990-93) in Thornton, Colorado; acting city manager (1989-90) and assistant city manager (1981-89) in Brighton, Colorado; personnel analyst (1980-81), personnel intern (1980), and administrative intern (1979-80) in Northglenn, Colorado; and tax researcher (1978-79) in Pueblo County, Colorado.

John M. Nachbar, city manager in Culver City, California, previously served as the city manager (2000-10) in Overland Park, Kansas; deputy city manager (1994-99) in Tucson, Arizona; city administrator (1991-94) in Albany, California; city manager (1987-91) in Patterson, California; assistant city manager (1985-87) and assistant to the city manager (1982-85) in Overland Park, Kansas; administrative assistant (1980-82) in Wichita Falls, Texas; and administrative assistant (1979-80) in Zanesville, Ohio.

John R. Searles, county administrator in Cattaraugus County, New York, has devoted his entire career to the county, previously serving as the deputy county administrator (1994-2003), director (1988-94), day care supervisor (198688), planner (1980-86), specialist (1979-80), and community health worker (1979).

Edward D. Thatcher, city manager in Mount Pleasant, Texas, previously served as city manager (2005-19) in Heath, Texas; director of the municipal court (2003-05) in Garland, Texas; city manager (1989-2003) in Greenville, Texas; city manager (1985-89) in Rosenberg, Texas; city manager (1982-85) in Navasota, Texas; and assistant to the city manager (198182) and administrative assistant (1979-81) in Abilene, Texas.

David G. Timmons, executive director of the Fort Worden Lifelong Learning Center –Fort Worden Public Development Authority (2020-23), previously served as the city manager (1999-2019) in Port Townsend, Washington; town manager (1985-97) in Colchester, Vermont; township manager (1979-85) in Marquette Township, Michigan; township manager (1978-79) in Breitung Township, Michigan; and zoning administrator (1977-78) in Delta County, Michigan.

David A. Warm, executive director of the Mid-America Regional Council in Kansas City, Missouri, previously served as city administrator (1986-90), assistant city administrator (1982-86), and assistant to the city administrator (1981-82) in Liberty, Missouri; budget analyst (1980-81) and intern (1979-80) in Kansas City, Missouri.

Dennis R. Wilberg, city manager in Mission Viejo, California, has also served as the assistant city manager (1994-2003) and director of public works (1989-94). He also served as the manager of transportation (1979-89) in Irvine, California.

Michael C. Wood, town manager of Burrillville, Rhode Island, previously served as town administrator (1992-96) in Nahant, Massachusetts; town administrator (1988-92) in Webster, Massachusetts; business administrator (1985-86) in Ocean City, New Jersey; assistant to the manager (1979-1984) in Norwood, Massachusetts; and assistant township manager (1977-78) in Upper Dublin, Pennsylvania.

Randy L. Wright, city manager of Portland, Texas, has served most of his career in the city, also serving in the roles of assistant city manager (2011-13), director of public safety (2001-11), chief of police (1995-2001), and police lieutenant (1971-86). He also served as the chief of police (1992-95) in Ingleside, Texas.

40-Year SERVICE AWARD RECIPIENTS

Vince DiPiazza City Manager Uvalde, Texas

Milton Dohoney, ICMA-CM City Administrator Ann Arbor, Michigan

Thomas Eigel

County Administrator Clermont County, Ohio

Michael J. Ellis

Village Manager Grayslake, Illinois

Kevin P. Evans

City Manager McGregor, Texas

Elizabeth A. Fox

Assistant City Manager/ Human Resources Director Keene, New Hampshire

Steve Franks City Manager Villa Park, California

Brian P. Fuller

Assistant County Administrator York County, Virginia

Thomas B. Hadden III

City Manager West Des Moines, Iowa

Carl Harness

Chief Human Services Administrator Hillsborough County, Florida

Gerald Herman City Administrator White House, Tennessee

Isaiah Hugley Sr. City Manager

Columbus-Muscogee Consolidated Government, Georgia

Randy R. Keaton County Administrator Isle of Wight County, Virginia

Kay Donna Kuhlmann City Council Administrator/ Chief Administrative Officer Red Wing, Minnesota

M. Thomas Lawell City Administrator Apple Valley, Minnesota

Marty K. Lawing City Manager Fort Myers, Florida

Craig W. Lemin City Manager Robinson, Texas

John P. Martin City Manager Sylvan Lake, Michigan

Stephen T. Monaghan Information and General Services Agency Director Nevada County, California

Deanna Naugler City Manager Webster, Florida

Pamela O. Newton Chief Operating Officer Hawthorn Woods, Illinois

Vincent D. Pastue Farmington, Michigan

Steven J. Pinkerton City Manager Mountain House, California

Frank Quintero

Deputy City Manager Merced, California

Alex Rey City Manager St. Pete Beach, Florida

Frank Salvato City Administrator Cripple Creek, Colorado

Marlene A. Schmid

Business Administrator West Windsor, New Jersey

Carol Elizabeth Steele County Administrator Gloucester County, Virginia

Charles S. Whiting

County Administrator Polk County, Minnesota

35-Year

SERVICE AWARD RECIPIENTS

Susan D. Armstrong

James G. Bagley

Robert M. Bahan

John Baumgartner

Kirk Bednar

Kirk W. Blouin

Wally Bobkiewicz

Glenda Elizabeth Bradley, ICMA-CM

Raymond A. Carpentino

Melinda J. Coleman

Michael Delk

Allen J. Dinkel

Lawrence S. Dobrosky Jr.

Jeffrey Daniel Downes

Paul J. Fetherston

Artie Anrae Fields

Mike Foreman

Marie A. Gelles

John R. Gillison

Melvin R. Grose Jr.

A. Kim Haws

Scott E. Hildebran

Genaro C. Iglesias Jr.

Sheyi I. Ipaye

Tom F. Kadla

C. Bradley Kaye, ICMA-CM

Jeffrey N. Kersten

Randy B. Knight

Mark Lauzier

Jeffery B. Lawson

Donna L. Lobaito

Juliana A. Maller

Michael A. McNees

Mark F. Miller

Bruce Alan Moe

Michael Muirhead

Scott H. Neal

Scott D. Neilson

John N. Ogburn III, ICMA-CM

Robert K. Padmore

Terri L. Parker

Daniel Wade Pennington

Eric J. Peterson

Jim R. Pine

Nathan A. Poore

Daniel L. Presley, ICMA-CM

James W. Quin

Roxanne DeVries Robinson

Chris Rollins

Charles M. Safford

Jill Silverboard, ICMA-CM

Max L. Slankard

Melissa Smith Gentry

Leonard B. Sossamon

Eileen F. Stein, ICMA-CM

Karl J. Stinehart

Karl C. Thompson

Timothy J. Tieperman

Pamela J. Ulrich

Curtis C. Wenson

Brian W. Wilcox

André S. Wimer

Michelle A. Wolfe

30-Year SERVICE AWARD RECIPIENTS

Aaron J. Adams

Steven J. Alexander

Marvin R. Allen

Jeff W. Aluotto

Scott O. Arneson

Bradley S. Arnold

Peter B. Austin

Valerie J. Barone

Kristoff T. Bauer

Bryan J. Bear

Dane Bolin

Jeffrey K. Bridges Jr.

Robert Buchan

James Gregory Buckley

Kevin Burke

Dave Callister

Alice Cannon

David L. Cardenas

Scott Carroll

Mark J. Christensen, ICMA-CM

David M. Cline

Christopher T. Coleman

Thomas M. Couch, ICMA-CM

Phillip L. Crowell Jr.

Douglas J. DeBord

Kirk D. Decker, ICMA-CM

Richard Allen Derrick

David E. Dyess

Barry J. Dykhuizen, ICMA-CM

Vicky L. Earhart

Richard C. Egan

Niles R. Ford

Robert M. Fowler

Robert D. Frank

Bridgette M. Gransden

Susan L. Grant

Clifford M. Graviet

Charles H. Grawe

Gary D. Greer

Michael J. Guzinski

Timothy D. Hemstreet

Sara Lynn Hensley

Michael T. Hession

Lawrence Todd Hileman

John M. Hodgson

John B. Holt

Robert E. Ihlein

Jeff Jones, ICMA-CM

Darlene Wendy Joslin

Danielle J. Judd

Michael A. Kaigler, ICMA-CM

Clifford Vincent Keheley Jr., ICMA-CM

Deborah Sturm Kendall, ICMA-CM

Daniel K. Kerr

Michelle M. Kivela

John C. Klimm, ICMA-CM

A. J. Krieger

Barry Joshua Krumstok

Andrew D. Lukasik

Cheri M. Lutz

Jennifer Maguire

Michael David Mallinoff, ICMA-CM

Darwin McClary

Nathan D. McCommon

Carolyn McCreary, ICMA-CM

Tana McKinley

Ben Medina Jr.

Diana Mikula

Mona Miyasato

Mark Moran

Brian R. Moree

Brian P. Murphy

David M. Murphy

Priscilla A. Murphy, ICMA-CM

Chad D. Nehring

Rebecca E. Owens

Reagan D. Parsons, ICMA-CM

Joseph P. Pepplitsch

Michael P. Pleus, ICMA-CM

Lon D. Pluckhahn, ICMA-CM

Coley B. Price

Gina Ramos Montes

Carol A. Rhodes

Kristine Ridge

Patrick G. Roberts

Michael Rock

LaShon Ross

Mark L. Ryckman, ICMA-CM

Stephen J. Rymer

Pietro Scalera, ICMA-CM

Brian G. Scott

Michael C. Scott

Andrew J. Sheehan

Daniel A. Singer

James A. Smith, ICMA-CM

Kevin L. Smith

Peter P. Souza

Douglas P. Stanley

Michael Stavres, ICMA-CM

Glenn P. Stephens

Diane Stoddard, ICMA-CM

Jason A. Streetman

Daniel Emmet Swallow

Anthony J. Traxler

Jason Tuck, ICMA-CM

Valmarie H. Turner

Marc Verniel

Bogdan Vitas Jr.

Erik J. Walsh

Barrett F. Warner, ICMA-CM

Rick W. Weise

Happy E. Welch, ICMA-CM

Gregg R. Whitehead

Tai J. Williams

Sandra Renee Wilson, ICMA-CM

Scott W. Wynja

Ed Zuercher

25-Year SERVICE AWARD RECIPIENTS

Jane Abraham

Ahmed K. AbuLaban, ICMA-CM

Scott D. Anderson

Carlos P. Baia, ICMA-CM

Shane Baker

Tracy Baker

Rene Bobadilla

Kris R. Boyd

Dane C. Bragg

Nick J. Breault

Matthew T. Bronson

Edward Alexander Broussard III, ICMA-CM

William Victor Brownlees, ICMA-CM

Daniel Buchholtz

Jay Burney, ICMA-CM

Tracy L. Byard

Toni M. J. Call

David W. Cameron

Gregory E. Camp, ICMA-CM

Matthew L. Campbell

Victor J. Carpenter

Anthony J. Carson Jr., ICMA-CM

Monica M. Cepero

Nathan M. Cherpeski, ICMA-CM

Christopher S. Christman

Jerry L. Coalson

Selena Coffey, ICMA-CM

Kent Michael Collins

Jennifer K. Cowsert

Dana Sime Cozza

Travis L. Cutright

Leander Davila

Carmen Y. Davis

Shana R. Davis-Cook

Amanda DeGan, ICMA-CM

Joseph R. Devine Jr.

Christopher A. Dillon

Robert J. Dolan

Ken Domer

Joel V. Dye

Jana L. Ecker

Jason Michael Eisenbeis, ICMA-CM

Scott Eisenhauer

Abigail Elder

Luis Estevez

Jonathan E. Evans, ICMA-CM

John Michael Fitzpatrick

Peggy Flynn

Chris Freeland

Matthew T. Fritz

Shawnna J. Funderburk

Garold A. Gillham

James Patrick Gleason

Gabriel A. Gonzalez

Peter Grant

Nathan M. Hamburger

Amy C. Hamilton, ICMA-CM

John D. Hanson, ICMA-CM

Leigh Ann G. Henderson

David W. Hewett

Christopher B. Hillman

Phillip R. Holste, ICMA-CM

Marc P. Huber

Alphonso Jefferson Jr., ICMA-CM

Shaunna L. Johnson

David A. Jones

Redmond D Jones II

Karen Marie Jumonville

Philip M. Kern

Nick Kimball

Nolan Kirkman

Henrik Kolind

E. Jean Krack

Donna S. Krauss

Brant Kucera

Robert Brian LaBorde

Tobi G. Lake

Christine M. Landes

Maria G. Lara-Ojeda

Ken F. Larking

Traci Leach

Douglas R. Lee

Andrew J. Lent

Shawn Lewis

Sherilyn Lombos

Tara L. Lovrich

Matthew G. Magley, ICMA-CM

Marla P. Marcinko

Ron Marsh

Benjamin S. Martig

Kelly R. McAdoo

Brian Keith McBroom

Megan McGowen Crouch

Alfredo Melesio Jr.

Adam Mestres

Preston W. Mitchell

Stephen M. Mokrohisky IV

Travis Myren

Kim Nakahodo

Marc Nevinski

Scott A. Nicewarner

Warren Obenski

Cliff Ogburn, ICMA-CM

James E. O’Reilly

Matthew Osterhoudt

Sara Ott, ICMA-CM

Tonya Duncan Parrish

Richard Peters Jr., ICMA-CM

Gregory V. Poff II, ICMA-CM

Christopher H. Prosser

Angela H. Redding

Aaron S. Reeves, ICMA-CM

Don Reynolds

Sammy H. Rich

Michael R. Rietz

Sheila N. Rose

Matthew A. Roylance

Deborah L. Sargent

Aldo E. Schindler

Todd J. Schmidt

DéCarlon E. Seewood, ICMA-CM

Patricia Seger

Scott A. Shumard

Teri Silva

Casey R. Smith

Eddie Smith

Joshua A. Smith, ICMA-CM

Thomas B. Smith

Phillip D. Smith-Hanes, ICMA-CM

James W. Snider

Michael J. Staffopoulos, ICMA-CM

Scott A. Stevens

Brent Stockwell, ICMA-CM

Rona V. Stringfellow

Kimberley Summers

Kristian Swenson

Johnnie F. Taylor

Kimberly Therres

Maury Lee Thompson

John A. Titkanich Jr., ICMA-CM

Patrice Y. Toney

Kristine Trierweiler

Kurt A. Triplett

Patrick Trudgeon

Timothy J. Vick

Steven M. Weaver, ICMA-CM

Matthew S. West

Steven M. Wheeler

William M. White

Eric B. Wiederhold

Dan Wietecha

Blaine H. Williams

Morris Travis Williams Jr.

John R. Williams

Milton E. Willis Jr.

Brian M. Wilson, ICMA-CM

David Wilson

MENTORSHIP A Career Game-changer

The Madrinas y Padrinos program provides crucial career guidance for Hispanic and Latino local government professionals.

BY LOCAL GOVERNMENT HISPANIC NETWORK

In many Hispanic cultures, madrinas and padrinos are special people in one’s family, serving a role similar to a godparent, who hold places of honor at milestones like weddings and baptisms. When the Local Government Hispanic Network (LGHN) developed its signature mentoring program, it took the name Madrinas y Padrinos to extend the concept of a strong family support system to serve those working in local government.

The program pairs experienced local government leaders with emerging leaders who meet regularly to discuss career advancement, workplace culture, how best to serve diverse communities, and solutions to specific issues. The program is entering its third cycle, with about 80 people participating in the cohort that began in summer 2024, compared with about 26 people in each of the first two cohorts. To get a better idea of how Madrinas y Padrinos serves both mentors and mentees, we asked participants who have finished the program to share their thoughts.

Consuelo Arguilles

Assistant Community Development Director Warrenville, Illinois, USA Mentor

I’m first generation Mexican American. I’m one of five kids, and my parents didn’t go to college. They didn’t go to high school, and didn’t really go to grade school either. They come from a remote place in Mexico and immigrated to the United States. I went to public schools and never realized that I was a minority until I started college. For the first time, I was being asked, “Where are you from?” I would reply, “What do you mean? I’m from Chicago.” And they would say, “No. Where are you from?” That was my first experience getting that question and then being told, “You have a little bit of an accent.”

Starting out in the workforce, connecting with senior leaders in the organization could be difficult. I felt like I had to work twice as hard to demonstrate and prove my worthiness to show I belonged there. I didn’t really have a mentor, and that was part of the problem. When my boss gave his notice, he asked me if I was applying for the job. I said it hadn’t even crossed my mind because I didn’t think that I was qualified. He said that I should go for it, so I applied and I got it. That’s one of the key reasons why now I want to take what I’ve learned and give advice to students who are going into the workforce, especially in government.

The Madrinas y Padrinos program has been my first time as a formal mentor to someone. My mentee and I got started with me asking her about her career: What are you doing now? Do you like it? What do you see yourself doing next and what do you think you need to do to get there?

We worked a lot together on some challenges at her work and how she could address them, and my advice to her on how to get to where she sees herself going. I learned that economic development was one of her focuses, and even though she was not doing that in her current position, an opportunity opened up at work. I said, “You definitely want to express your interest and just be open with your boss and apply for it.” She did not end up getting it, but they were doing some restructuring at her organization and there was another opportunity. They wanted to meet her halfway and retain her.

In my career, I never had an official mentor. Early on, I didn’t know that even existed. Working with my Madrinas y Padrinos mentee took me back to when I was in my first job. It can be scary to navigate the workforce, and I wish I had had a mentor back then.

Working with my mentee took me back to when I was in my first job. It can be scary to navigate the workforce, and I wish I had had a mentor back then.

Laura Castillo Director, Department of Economic Inclusion Cincinnati, Ohio, USA Mentee

When I first found out about LGHN, I was blown away at finding so many Hispanics and Latinos in public administration. In a meeting, someone mentioned the Madrinas y Padrinos program, and I was really drawn to it because I didn’t have a mentor. At that point in my career, I had been promoted to the deputy director role for our department, and we had seen a lot of turnover. I had a lot of questions, and I needed some frank and open conversations about navigating a leadership role in a department that had seen so much change.

The ability to ask very candid questions, especially to someone who was a city manager themselves, was absolutely game-changing for me. It was the first time that I was supervising, so to have that extra level of reassurance—trusting my gut instincts—was invaluable.

I remember that some of our first conversations were about how I can contribute to a positive work culture. How do I help our team to really become a team? I remember going into it thinking that I probably need to hire somebody to do team building. And my mentor just said: bring donuts. Make it so that it’s a little bit more approachable, and that’s how you start to really see that kind of connectivity between your team.

Leadership can feel very isolating and lonely, often leading to self-doubt and impostor syndrome. I tell my mentor all the time just how incredibly grateful I am, and I look forward to one day mentoring someone myself.

Marisol Gómez

Assistant Finance Director

Santa

Cruz, California, USA Mentee

When I started working with my mentor through the Madrinas y Padrinos program, I made it clear that I’m not trying to climb the ladder right now. I’m exposed to a lot in my position and there’s a lot that I’m still trying to dip my toe into, so I’m fine to stay in the position I’m in.

I have two bachelor’s degrees, and I know a lot of people in finance have a CPA, a master’s degree, or a certification in public government accounting. So, it was nice talking with my mentor about what might get me back into the classroom. She had a lot of goals for herself, and it was nice to see that even though she had a great position that she really liked, she was still trying to reach for new things. She was also beginning to study for a new certification herself. She said, “I just like to learn.” A position may not require certain certifications; it could just be a personal choice to attain them. I’m in the process of making that final decision. I’m just trying to figure out the schedule and how many classes to take.

Even though the mentorship is through LGHN, we didn’t hyper-focus on issues of identity, and I liked that because everyone comes from different situations. I also appreciated the mix of mentees because I’m not an early career person, so it was nice to be placed with someone who had a lot to share. In the future, I think it would be great to be a mentor myself and be on the other side of the relationship, sharing everything I’ve learned.

Ernesto Chavez Chief Technology Officer

Lafayette, Colorado, USA Mentor

I have participated in several mentorship programs throughout my career and enjoy this type of interaction. I have really enjoyed meeting people through LGHN, and I was excited to connect in a mentor/mentee capacity with others from Latin descent.

Early on, my mentee and I talked a lot about career development, but fundamentally we focused on helping her find her voice. We were able to have candid conversations about her frustrations and how to challenge them from a perspective of what she could control or influence. This was especially important when we discussed how to advocate for what she needed from her supervisor and work environment. Seeing her become energized throughout that year was pretty awesome.

Having a shared cultural heritage is not necessary for having a positive mentoring experience. However, having a deep understanding of common themes in our culture expedites the development of a good relationship and allowed us to discuss barriers and perceptions. Although we come from different environments, our shared heritage helped me understand her work experiences and offer an alternative perspective in a meaningful way. Also, I think that being connected through LGHN created a common bond since we both hold that community in high regard.

The best part of the program was being able to contribute to the Latino community and witness an awesome person move from a position of frustration to being motivated and energized, leveraging the skills and abilities she already had to succeed.

To learn more about LGHN, our members, partnership opportunities, and the Madrinas y Padrinos program, contact Christine Butterfield, executive director, at cbutterfield@lghn.org

LOCAL GOVERNMENT HISPANIC NETWORK (LGHN) serves as a bridge between professional managers and communities to create programs and services to address issues critical to the Hispanic/Latino population and improve overall quality of life. Learn more at lghn.org.

CONNECTING OUR WORLD

100 Years of the “I” in ICMA

While in Montreal for the 1924 annual conference, the City Managers’ Association added the “I” to its name, becoming the International City Managers’ Association (ICMA).

Since then, ICMA members have been committed to making ICMA a more global organization. In 1944, ICMA selected its first of six international presidents, J. R. French, from Verdun, Québec, Canada. ICMA’s governance structure now includes three international vice presidents and a Global Vision and Collaboration Committee focused on supporting the implementation of a global strategy.

“When you expand your networks and join ICMA or just participate in the ICMA Annual Conference, the world all of a sudden becomes smaller. The long-lasting friendships and local government connections created by the opportunities that ICMA provides, such as events, committee relationships, exchanges, and study tours are the most valuable professional development experiences that I have been involved in during my 20 years in local government.” —Rebecca Ryan, general manager, QueanbeyanPalerang Regional Council, Australia

ICMA’s Relationships Around the World

Since the first agreement in 1987, ICMA has maintained relationships with local government organizations around the world to promote good governance. As part of ICMA’s global engagement strategy, ICMA seeks to strengthen those relationships and expand our global network so that local

government leaders can exchange practices and tools and contribute to continuous knowledge exchange and learning.

“Learning from others is critical to success and so many of the challenges our cities face are shared across the globe. Solace values ICMA as the convenor of worldwide local government and a platform for collaboration and learning. There’s no better forum to share global perspectives and help each other be the best we can be.”

—Graeme McDonald, managing director, Solace

Supporting Good Governance Through Global Technical Assistance

For more than 50 years, ICMA has drawn on the experience of local government practitioners, researchers, and expert consultants to design, implement, and evaluate local government projects through mission-driven grant- and contract-funded initiatives supported by federal government agencies, foundations, and corporations. ICMA’s global program management team supports these programs and provides solutions to help communities address global and local challenges.

“For nearly a decade, ICMA assisted secondary cities in the Philippines through two United States Agency for International Development (USAID)-funded activities—Strengthening Urban Resilience for Growth with Equity (SURGE) and Cities for Enhanced Governance and Engagement (CHANGE). Over these years, thanks to the work of over 100 local Filipino staff and support

Rebecca Ryan, general manager, Queanbeyan-Palerang Regional Council, Australia, at the 2023 ICMA Annual Conference.

Graeme McDonald, managing director, Solace, at the AlUla Global City Summit in AlUla, Saudi Arabia.

ICMA support for solid waste management improvements in Tanzania under the Enabling Growth through Investment and Enterprise (ENGINE) program.

from the ICMA home office and members, ICMA has gained a stellar reputation for being an effective implementor of USAID activities in the Philippines and a true partner for the promotion of economic development and democratic governance.” —Sergio Andal Jr., chief of party, CHANGE

Cities Learning from One Another

In 1997, the ICMA CityLinks™ program was inaugurated in collaboration with USAID to deliver technical assistance in urban management to cities worldwide. The program is based on the premise that cities learn best from one another. Through peerto-peer exchanges, hundreds of ICMA members have shared sustainable solutions in local government management with counterparts in every region of the world.

“My participation in CityLinks™ not only allowed me to provide needed technical assistance to communities, but also enriched me personally and professionally by connecting with new colleagues dedicated to building communities. The high quality of these peer-to-peer exchanges benefited my city and staff through a reciprocal learning process centered on solutions to our common problems.” —Lee Feldman, ICMA-CM (Retired), principal, The Euclid Group; senior advisor for local government strategy, Zencity

A Decade of ICMA Implementing the YSEALI Program

The U.S. Department of State’s Young Southeast Asian Leaders Initiative (YSEALI) Program, implemented by ICMA since 2013, enables young leaders from 11 countries in Southeast Asia to work directly with U.S. communities on sustainable development

and environmental challenges. YSEALI has created partnerships among the fellows and ICMA members, inspiring positive environmental impact and establishing enduring friendships.

“The YSEALI program has been one of the most enriching professional and personal experiences of my career in local government. The opportunity to meet talented young professionals across the globe and share ideas for creating great local communities is invaluable. Our communities have benefited from these exchanges, and I am grateful for the life-long friendships.” —Cindy Steinhauser, ICMA-CM, deputy city administrator, Rochester, Minnesota, USA

ICMA’s Global Engagement Strategy

In alignment with the 2017 Envision ICMA strategic plan, ICMA committed to realizing its vision of enhancing the experience of members by providing new access to global networking, knowledge sharing on innovative governance practices, and new professional development resources. ICMA’s global engagement strategy, adopted by the ICMA Executive Board in June 2022, guides ICMA’s vision to advance professional local government on a global scale.

“As our world becomes smaller and increasingly influenced by global issues, immigration, and advancements, it is imperative that local government professionals develop the awareness of how to best meet the needs of their increasingly complex and diverse communities. The adage, “you only know what you know,” demands that perspectives and approaches to dealing with today’s “wicked issues” are informed by best practices, regardless of where they exist globally.” —Matt Fulton, ICMA Midwest regional director, former city manager

USAID/ICMA CHANGE staff at Decentralization Policy Conference in Manila, Philippines.

Staff from Fort Lauderdale, Florida, USA, showing projected sea level inundation maps to staff from Durban, South Africa, on a CityLinks™ exchange.

ICMA member Cindy Steinhauser reunited with previous fellows she hosted in Rochester at the YSEALI Alumni Environmental Summit in Chiang Mai, Thailand.. With Cindy (L-R) is Henrique Gonclave, Timor-Leste; Mentari Putri, Indonesia; and Hoang Xuan Thin, Vietnam.

ICMA Executive Board, Global Engagement Committee, and other members and staff in the Valenzuela City Hall, Philippines, 2023.

ICMA Executive Board Meeting in Slovakia, 2012.

Navigating a Career in Public Service as a Woman

Say “yes” to the right things and find the support you need to grow.

BY JENNIFER RAITT

As a long-time public leader, I have found my experience in public service wholly fulfilling. I can look back now and see that as a woman in leadership I have found myself experiencing many feelings that often matched the places where I worked: balanced, centered, old-school, innovative, curious, eager, and never bored. Government service can provide meaningful work, and government is one of the largest employers, offering an abundance of opportunity and career growth. Even with those opportunities to serve, many women are impacted by certain workplace experiences. While there have been substantial efforts—and laws—

aimed at reducing bias and discrimination, women still face significant barriers. Many men called me a “girl” or “kid” well into my 40s. While government jobs and opportunities abound, how do you put aside those names intended to make you feel smaller and lead as a woman in public leadership?

I have compiled some strategies to help other women maintain their poise as they advance in their careers: Look for organizations with formal leadership development opportunities. From my first job to today, I have found that organizational support for my career development was invaluable, especially

JENNIFER RAITT is executive director of Northern Middlesex Council of Governments in Lowell, Massachusetts, USA.

participating in women’s leadership training programs. The YWCA was one of my first such organizational experiences, followed by my long-standing involvement with the American Planning Association. In both cases, I found volunteer and leadership opportunities. Studies have shown that creating spaces for women to have discussions, strategize, and find support are important for leadership development. Local governments do not always have the structure or capacity to operate internal programs to support in-house leadership development. Other options include executive education offerings, certificate programs, or creating your own women’s network or employee resource groups to foster these discussions.

Set boundaries. As you take on more management and leadership roles, work may begin to saturate your life. This can lead to burnout and resentment. There are ways to set boundaries, including learning how to say “yes” to the right

things. As a leader, ample opportunities arise and invitations to participate will inevitably increase. It is tempting to RSVP “yes” to all of those invitations, but being selective about what you say “yes” to will help your career in the long run. It takes practice to say “no” gracefully and with purpose. Any time I declined invitations or commitments to serve on committees or boards, a new opportunity opened up. Saying “yes” to the right things and “no” gracefully sets clear boundaries and sets you on a path for growth.

Find support. Support networks and mentors are vital for career advancement. Studies consistently show that women’s success is often due to support from supervisors, colleagues, family, and professional connections. Even the presence of women in leadership roles within an organization can serve as a source of inspiration. I have found that women in government leadership roles often display remarkable resilience and persistence. Support is key to success,

whether on-the-job or built into your department or office, or something that you create. Many leadership organizations and professional associations have mentoring programs, as well as less formal opportunities where you can find or be a mentor. I have found lasting relationships with people who I have mentored and also with the people who served as my mentors. Ultimately, asking others when I needed help—and being in a position to provide support for others when they needed it—has helped me to grow.

Navigating a career in public service as a woman requires strategic action, support networks, and setting clear boundaries. By seeking organizations that offer leadership development, learning to pace oneself and say “yes” selectively, and fostering supportive relationships, women can advance and thrive in their careers. Despite the challenges, the resilience and persistence of women in leadership roles are evident. The journey is not easy, but with the right strategies and support, it is possible to find fulfillment and success in public service.

PROFILES OF LEADERSHIP AND MANAGEMENT IN ACTION

“Learning is a cornerstone for public leaders and the Voluntary Credentialing Program motivates participants to continue to learn more about the profession, improve in unfamiliar areas, and to improve as human beings. The program is one of the best tools for motivating me to continue educating myself to make me a better city administrator.”

Happy Welch

City Administrator

Ste. Genevieve, MO

Credentialed since April 2019

Demonstrate your commitment to professional development and lifelong learning. Join the growing number of those who have earned the ICMA-CM designation.

ICMA Credentialed Managers are viewed with growing distinction by local governing bodies and progressive, civically engaged communities. For more information, visit icma.org/credentialedmgr

The Voluntary Credentialing Program Celebrates 20 Years! View a list of credentialed managers and candidates at icma.org/credentialed

How to Inspire Great Leaders 10 leadership traits to embody

BY JENNIFER CAMPBELL

What is a great leader? A great leader coaches, guides, and inspires others. They motivate teams through challenging times and guide individuals through their career progressions. A leader keeps teams aligned and working toward shared goals. They foster a collaborative culture and lead by example.

Working in local government requires us to be great leaders, but how do we inspire others to be great leaders? The following 10 leadership traits are important for leaders to embody to inspire others to follow in their footsteps.

1. Clear Goal Setting. The goals should be specific, measurable, attainable, and have a timeline. Goals give direction and purpose and can motivate team members to strive for excellence. This allows the team to use their skills and talents to achieve the goal. There is a shared responsibility among the group and success is in everyone’s hands.

2. Trustworthy. Trust is the foundation of any good relationship. Trust will grow a team to be honest and open with one another. Leaders need to be honest and trustworthy. Share your experiences with your team, both good and bad. They need to know that you’ve been through it all and are open enough to share when you may have made some mistakes.

3. Recognizes Success. Recognize the success and achievement of your team. Employees who feel valued and recognized for their efforts will be more invested in the organization and will work hard to make the organization better. The recognition can be one on one, in a group setting, or at an organized event.

4. Accountability. This can be a powerful motivator for employees, especially when they respect their leader. Being accountable and holding others accountable will instill a sense of ownership and pride in one’s work. It keeps the team focused on the task at hand and outlines the responsibility of each team member.

CAMPBELL is assistant city manager of Encinitas, California, USA.

5. Positive Attitude. Having an upbeat, positive attitude will help to motivate employees even when the going gets tough. Positivity can make the workplace a more enjoyable space and can be contagious in an organization.

6. Empowerment. Empowering your team members is very motivational. Giving employees the resources, support, and authority to make decisions allows employees to take ownership and pride in their work. This also allows the leader to delegate duties and provide growth opportunities for their team.

7. Integrity. Having integrity means you are consistent in your actions, values, words, and how you treat others. This is also known as walking the talk. Your actions need to match your message. The tone is set at the top.

8. Communication. Communication should be clear, concise, timely, and often. Good communication is also reading nonverbal cues from others. Sometimes what someone says is not what they truly mean. Great leaders can pick up on these cues to better understand how someone is feeling.

9. Empathy. Leaders need to understand what their team members are going through. There are professional and personal factors that affect us every day. Understanding and listening to the perspective of others can give us great insight into what someone may be going through.

10. Passion. Passion for what you do can propel plans into action. Passion promotes productivity and helps people commit to a shared vision.

As I think about these traits, I reflect on what type of leader I am. I hope that the team in my organization feels that I possess these traits and that I inspire them to be better every day. The team I work with inspires me. We support each other through the good times and the bad. We trust and hold people accountable. Sometimes that calls for a difficult conversation, but it has to happen to keep us moving forward.

It is so exciting to see others be inspired to do their best. Living up to one’s potential is so critical for self-fulfillment. I strive to make our workplace an environment where employees can do and be their best. It is also wonderful to see a person emerge as a leader when they least expect it. A title does not make you a leader. What is in your heart and how you act and treat others makes you a leader. I want to thank all the people in my life that have inspired me— my family, my supervisors, my co-workers, my colleagues, my friends, and my community.

JENNIFER