18 Focus on Municipal Management: Little Rock’s beautification project having an impact on the whole city
22 Focus on Municipal Management: Downtown Fort Wayne DORA supports local businesses while attracting visitors
26 Focus on Municipal Management: Citywide editorial process makes city marketing campaigns more efficient and collaborative
30 Focus on Municipal Management: Waynesboro boosts tourism through program
34 Focus on Municipal Management: North Charleston relaunches a revamped Artist-InResidence program
36 Public Safety: In-house EMS improves emergency care in Portage, Wis.
38 Water & Energy: Wisconsin installs first park solar canopy
42 Public Works: Job fair nets qualified public works rookies
44 Parks & Environmental Services: Renovated bike park challenges Park City novices, experts
50 Streets, Highways & Bridges: Arlington, Texas, completes improvement project ahead of 2026 World Cup
Conquering Winter with Evolution Edges’ Innovative New Sabre Plow Blades
By BROOKE DAWSON | Evolution Edges
Winter presents significant challenges for those tasked with keeping our roads clear of snow and ice. Municipalities and private contractors bear the crucial responsibility of ensuring safe passage for all. To meet these challenges head-on, Evolution Edges has expanded its lineup with the addition of more innovative new blades, featuring the Sabre Stealth VST Blade and Sabre replacement blades for Metal Pless plows.
New Sabre Blades: Durability Meets Innovation
Sabre Stealth VST
At the core of the Sabre Stealth VST is the Sabre Heavy-Duty Armored Carbide blade, a true testament to strength and resilience. Encased in a high-quality, cold-weather rubber compound, this blade excels in the harshest municipal plowing conditions, thriving even in sub-zero temperatures. The Sabre Stealth VST guarantees peak performance when you need it most, and its availability in 1-foot, 3-foot, and 4-foot sections allow for customization and easy installation. Designed to absorb vibrations, it enhances operator comfort while ensuring roads remain safe and accessible. With its innovative design, the Sabre Stealth VST empowers operators to conquer winter’s toughest challenges with confidence.
Sabre Replacement Blades for Metal Pless Plows
Equally impressive are the Sabre replacement blades specifically engineered for Metal Pless plows. This revolutionary bolt-on solution not only enhances performance but also extends the life of your Metal Pless plow. By leveraging the robust durability and advanced technology of Sabre blades, these replacements seamlessly integrate with existing systems, reducing downtime and ensuring efficient snow removal. With multiple sizes available, they are tailored to meet a variety of plowing needs.
Unmatched Versatility for Every Plowing Job
Evolution Edges understands that no two plowing jobs are alike. The addition of the Sabre Stealth VST and Sabre replacement blades for Metal Pless plows provides unmatched versatility, allowing for customized solutions that adapt to the diverse demands of winter plowing.
Both Sabre blades feature a patented bolt hole system with a built-in clamp bar and cleverly designed bushings, streamlining the installation process. Forget fumbling with extra parts—simply bolt on the blade, torque it down, and prepare to dominate the winter season.
This efficient design ensures your equipment is ready to tackle any snowfall in record time.
Brian Burne, a consulting engineer at Evolution Edges, highlights the impact of these innovations: “Our new Sabre blades are designed to improve efficiency and extend the life of plowing equipment. Operators will appreciate the reduced vibrations and enhanced performance, making winter operations smoother than ever.”
A Game-Changing Solution
Sabre blades are more than just replacements or new additions; they are transformative solutions for both municipal plowing and private contractors alike. With their innovative features, exceptional durability, and focus on efficiency, Sabre blades elevate snow-plowing performance to new heights.
Experience a new level of winter preparedness with Evolution Edges. Keep your equipment running smoothly and take charge of the season. Get a free quote and conquer winter with the Sabre Stealth VST blade, Sabre replacement blades for Metal Pless plows, or any of our other high-performance blade offerings. Visit www.evolutionedges.com to learn more.
Don’t let winter slow you down. Revolutionize your snow removal with Evolution Edges.
Sabre Stealth VST Blade
Sabre Stealth VST 1-Foot Blades
Sabre Replacement Blades for Metal Pless
publisher RON BAUMGARTNER rbaumgartner@the-papers.com
editor-in-chief DEB PATTERSON dpatterson@the-papers.com
editor SARAH WRIGHT swright@the-papers.com
publication manager CHRIS SMITH chris@themunicipal.com
business manager
ANNETTE WEAVER aweaver@the-papers.com
mail manager
KHOEUN KHOEUTH kkhoeuth@the-papers.com
graphic designer MARY LESTER mlester@the-papers.com
Jennifer Barton, BethAnne Brink-Cox, Lauren Caggiano, Nicholette Carlson, Denise Fedorow, Danielle Lund, Janet G. Patterson, Julie Young
PO Box 188 • 206 S. Main St., Milford, IN 46542
866-580-1138/Fax 800–886–3796
Editorial Ext. 2307; Advertising Ext. 2505, 2408
While another year closes, a municipality’s work never ends. There are always new and existing projects to get underway or wrap up, infrastructure to repair or maintain, and services to provide. These tasks don’t just stop for a new calendar year.
For some, this list also entails picking up the pieces left by 2024 storms; something many southern municipalities will face long in to 2025. In an October 25, 2024, blog post, “One Month After Hurricane Helene, Recovery Continues,” the Federal Emergency Management Agency shared it has provided $883 million in individual assistance and $524 million in public assistance. Its infographic also notes that power has been restored to 5.1 million-plus households about 99% of the impacted households while 98%-plus of cellular sites have been restored. There is still a long way to go to remove storm debris and rebuild.
We are really pulling for the municipalities that were impacted by Helene and Milton as they focus on recovery. We hope to share your successes in the future. For now, I want to shine a light on the city of Asheville, N.C., particularly its website, www.ashevillenc. gov. The city has completely revamped and simplified the website to ensure residents can easily find all the resources that they need through the recovery process. In worst-case scenarios, other cities may want to take a similar approach to reduce stress for residents already grappling with emotional turmoil. The simplified website also offers information for those looking to help communities in North Carolina, including a link to North Carolina Voluntary Organizations Active in Disaster, www. ncvoad.org/donate-2/.
In this issue of The Municipal, we will shine a light on city management.
Writer Denise Fedorow spoke with the city of Little Rock, Ark., which has relaunched its Project Impact program. This program is focused on targeting historically forgotten areas of the city, improving infrastructure, addressing building codes and removing debris. Through these efforts, the city also hoped to reduce crime, and it seems to have had success on that front.
Fort Wayne, Ind., had its first designated outdoor
refreshment area in its downtown area this summer. Writer Nicholette Carlson spoke with city officials to see how the inaugural summer went. Spoiler: The initial 50,000 DORA cups were not quite enough to meet the demand.
Carlson also touched base with Tyler, Texas, which was recently honored by the Texas Municipal League with a Municipal Excellence Award in Communications. The city’s communication strategy has brought all of its departments on board to the benefit of all.
Waynesboro, Va., is taking steps to ensure it remains competitive in the tourism industry.
Writer Lauren Caggiano spoke with the city about its Building Opportunities to Support Tourism grant program, which is giving tourism-related events and projects a boost.
Last, but not least, in our theme section is North Charleston, S.C. The city has launched an artist-in-residence pilot program. Writer Julie Young spotlights this program and also speaks with the first artist selected.
We wish all our readers the happiest of holidays and a fabulous 2025! M
Sarah Wright | Editor
Bucher Municipal: Soaring High to Deliver Your Best Street Sweeping Solution
By MATT STARNES | Product Marketing Manager, Bucher Municipal North America Inc.
Bottom line, you need the best street sweeper for your street sweeping program. Whether you are a small municipality, regional airport or contractor buying your first street sweeper or if you are a large city, airport or conglomerate buying your 100th street sweeper, we want to understand your street sweeping needs to find the best solution for you.
We don’t pigeonhole you to force you to buy our product
A pigeonhole is a neat category that fails to reflect actual complexities. In the street sweeping industry, pigeonholing is when a sweeping manufacturer tries to force you to buy their street sweeper, even if it doesn’t solve your street sweeping need or fit in your street sweeping program. Why do some manufacturers try this tactic? Sometimes it’s because it’s all they do. There are manufacturers who only make truck-mounted sweepers. There are some who only produce compact sweepers. Some manufacturers only make mechanical street sweepers. Some only regenerative air. We’ve heard and seen horror stories of competing street sweeper manufacturers who sold the wrong type of sweeper, and the results are wasted time, money often taxpayer money and energy. This isn’t good for the industry or its reputation.
We like to listen to learn about your street sweeping program challenges. When you speak with any of our Bucher Municipal North America product specialists or sales representatives, our first question is, “What do you sweep 80% of the time?” Why is this our first question?
We want to understand what your sweeping application is to determine if we’re a good fit. If we are a good fit, and most of the time
we have a sweeping solution that fits, then we’ll move on to options, delivery times and the rest. Because if we’re not a good fit for your sweeper needs, there’s no need to talk price. We will refer you to a person or company we think is a good fit. We like to keep the process simple and transparent. It’s all about what you or your municipality, your company, your airport, etc. needs. We’re confident we have a solution for your most difficult environmental cleaning conditions. We have sweepers for you in every size and technology. We manufacture pure vacuum, mechanical and regenerative air street sweepers. We have truck-mounted, mid-vac and compact sweepers.
Electric avenue
Electric street sweepers are here and may fit for your street sweeping program. Electric sweepers are not for every municipality or contractor. All-electric street sweepers are an option for environmentally conscious municipalities and their communities. Bucher’s first all-electric sweeper in North America was the CityCat V20e (2.6³) compact sweeper. At the 2023 PWX Show in San Diego, we debuted our allelectric mid-vac CityCat VR50e sweeper with a 7.5-cubic-yard hopper.
CityCat V20e in airport hangar (Photos provided by Bucher Municipal
Both compact and mid-vac electric sweepers are good solutions for not only municipalities but also airports, health care complexes, university campuses, warehouse facilities and more.
Compact street sweepers
Our CityCat V20 and V20e utilize efficient pure-vacuum technology and are available in diesel and all-electric. These compacts feature:
• High maneuverability and articulated steering.
• A 2.6-cubic-yard usable volume debris hopper.
• A 9-foot sweeping width.
• A 112-gallon water volume.
• A two-year full machine warranty. Best of all, there’s no CDL required to operate them.
Mid-vac street sweepers
Our CityCat 5006 and VR50e sweepers also utilize efficient pure-vacuum technology and are available in diesel and all-electric. They feature:
• Hydrostatic four-wheel steering.
• A 9-foot 6-inches turning radius.
• A 7.3-cubic-yard usable volume debris hopper.
• A 235-gallon water tank.
• An 11-foot 5-inches sweeping width.
• A variable dump height up to 61 inches with a tipping angle of 51 inches.
• A two-year full machine warranty. Like our compacts, no CDL is required.
Truck-mounted street sweepers
We make three types of truck-mounted sweepers: pure vacuum, mechanical and regenerative air. These chassis-mounted workhorses provide power, capacity and can be driven on highways.
Mechanical street sweepers
Our “Bulldozer of Street Sweepers,” the MaxPowa E35m single-engine mechanical sweeper, won the Contractor’s Choice Silver award for the last two years. The E35’s variable dump height 4.5-cubic-yard hopper reaches up to 12 feet 6 inches, so it can dump into on-ground dumpsters or dump truck beds. Municipalities and contractors use mechanical sweepers for concrete millings, chunks of asphalt, broken pavement, mud and a variety of construction and paving debris.
Regenerative air street sweepers
Our regenerative air sweeper, the single-engine MaxPowa R65, features an energy-efficient fan system and direct heavy-duty coupled motor, all with no belts to adjust. The R65 has a 12-foot sweep path with aggressive “unhanded” 44-foot leading arm digger-type gutter brooms that provide the ability to sweep/scrub in front of a 93-inch pickup head. Regenerative air sweepers work best on flat surface ways, but lose performance on crowned roads.
Pure vacuum street sweepers
Our industry-standard, pure vacuum sweeper is the MaxPowa V65, which is available in single- and twin-engine versions. The V65 has an 8.5-cubic-yard, 9-gauge stainless steel constructed hopper with a 410gallon water tank. Our pure vacuum sweeper has “unhanded” sweeper
gear components; an energy-efficient fan system; direct drive with fluid coupler; step-up gearbox transmission; and no belts to adjust. The V65 has a 12-foot sweep path with “straight inlet” vacuum. The sweeper is PM 10/2.5 certified. We also offer, as standard, a top-loading catch basin cleaner that rotates 270 degrees for complete work coverage. Bucher uses high-pressure water in the sweeping process, which gives us the advantage of first pass sweeping. The combination of sweeping brushes and high-pressure water makes quick work of the dirtiest and toughest sweeping challenges. Pure vacuum services are best for street sweeping on flat or crowned roads.
Peace of mind factory warranty
Our truck-mounted sweepers come with our best in industry two years or 2,000 hours “No Hassle, All-Inclusive” full machine warranty. There is also a lifetime warranty on the debris hopper and water tank.
Which street sweeper is right for you?
Still have questions about which sweeper or sweepers are best for your street sweeper program? We offer an industry report educational, not a sales document to help you make the best-informed choice when purchasing a sweeper. The “5 Things You MUST Know BEFORE Buying a Street Sweeper” report is available for free on our website: www.buchermunicipal.com/us/en.
About Bucher Municipal North America Inc.
Cities and contractors turn to Bucher Municipal when they feel frustrated and stuck being pigeonholed into cleaning their streets with no other options while failing to meet stormwater compliance. We free cities from this trap of one size fits all by supplying and supporting a full product line to fit every sweeping challenge better than any other manufacturer on Earth.
Bucher gets you unstuck with first pass sweeping = Endless Sweeping Solutions. M
It may be situated in one of the nation’s quietest communities, but a lot of noise is picked up at the Green Bank Observatory — and most of it is out of this world.
Established in 1956 as the National Science Foundation’s National Radio Astronomy Observatory, the Green Bank, W.Va., facility made its first observations two years later and has been going strong ever since. In addition to being the first national astronomy observatory, it was also the first national laboratory open to scientists from all over the world.
Over the course of its 68-year history, the Green Bank Observatory has been the site of a number of important scientific discoveries. And although it has been an independent institution since 2016, it continues to be a world leader in advancing research, innovation and education.
Scoping the stars
The Green Bank Observatory has been home to a number of large telescopes over the decades, including the Reber Radio Telescope, which was built in 1937 and designated a National Historic Landmark in 1989; the Tatel 85-foot telescope, completed in 1959; the 300-foot telescope, completed in 1962; as well as the 140-foot telescope, completed in 1965. However, the facility’s premiere instrument is the Robert C. Byrd Green
ABOVE: A stunning shot of the Robert Byrd telescope at the Green Bank Observatory in Green Bank, W.Va. The facility’s interactive exhibits and nature trails welcomes visitors, along with a view of the instrument that is listening to the universe. (Photo provided by US NSF/AUI/GBO)
Bank Telescope, the world’s largest steerable, single-dish radio telescope, operating at meter to millimeter wavelengths.
Constructed in 2000, thanks in part to the funding efforts of its namesake Senator Robert Byrd, D-WV, the GBT is a breathtaking structure measuring 100-meters in diameter, weighing 17 million pounds, and in its upright position measuring 485 feet only 70 feet shorter than the Washington Monument. The GBT runs approximately 6,500 tours of observations per year, more than any other observatory, and operates 24 hours a day, 362 days per year.
According to officials, the GBT spends about 20% of its time looking for signs of intelligent life beyond our own planet. So far, E.T. has not phoned in.
Although it was built to hear noises coming from deep space, the GBT is equipped with a MUSTANG-2 camera. It has captured amazing images of star clusters and a supermassive black hole at the center of a galaxy called M87, as well as the most detailed photo of the moon ever taken from Earth.
The Green Bank Observatory in Green Bank, W.Va., was established in 1956 as the National Science Foundation’s National Radio Astronomy Observatory. It was the first national laboratory to welcome scientists from all over the world. (Photo provided by NSF/GBO/Jill Malusky)
The MUSTANG-2 camera was commissioned in the spring of 2016 and developed by a collaboration that included the University of Pennsylvania, National Institute of Science and Technology, NRAO, the University of Michigan and Cardiff University.
Visiting the quiet zone
The Green Bank Observatory is located in the National Radio Quiet Zone, an area of approximately 13,000 square miles near the state border between Virginia and West Virginia. The NRQZ was established in 1958 by the Federal Communications Commission to minimize the impact of radio interference on scientific research and other federal projects.
Visitors to the facility must disable all wireless signals on cell phones and other smart devices upon arrival. Digital photography, including smartphone cameras, is permitted only in the Science Center and on the observation deck and must be completely powered off before passing through the gate of the restricted zone.
The Science Center is open five days a week from 9:30 a.m.-5:30 p.m., closed Tuesdays and Wednesdays. Self-directed tours of the interactive exhibit hall and grounds are free to the public, but guided tours and behind-the-scenes tours run between $10-$40 per person depending on the experience. The facility also offers family programs including Star Parties and Family Science Labs which are free, as well as Star Lab Sundays, which run 45 minutes and cost $5 per person.
While on the grounds, visitors can have lunch in the Starlight Café and commemorate their experience with a souvenir from the gift shop.
Kayla Enloe of Folsom, Calif., traveled to the Green Bank Observatory with the Astronomical Society when she was a student at The Ohio State University. In a Facebook review, she said her experience was amazing and that the staff was truly wonderful to those conducting undergraduate research and gaining experience with radio astronomy.
“We were able to freely walk the grounds, have full access to the 40-foot telescope, and learn how to use their equipment to observe stellar objects. I highly recommend this facility for anyone who is majoring in astronomy or physics,” she said.
The Green Bank radio telescope is only slightly shorter than the Washington Monument and taller than the Statue of Liberty.
(Photo provided by U.S. NSF/AUI/GBO)
Once a week, the telescope is shut down so that workers can perform maintenance on it. The Robert C. Byrd Green Bank Telescope has a dish 100 feet in diameter, and it weighs 17 million pounds.
(Photo provided by NSF/GBO/Jill Malusky)
Kimberly Mahew of Romney, W.Va., agreed that the Green Bank Observatory is a secret gem.
“I recommend that every school age child in West Virginia gets to come here and experience this beautiful facility, learn about science in real time and maybe develop a love for astronomy,” she said. M
If You Go…
The Green Bank Observatory is located in Pocahontas County, W.Va., in the National Radio Quiet Zone, so it is important to download a map or travel with a paper one when visiting the observatory.
Address: 155 Observatory Road, Green Bank, WV 24944.
Phone: (304) 456-2150
Website: www.greenbankobservatory.org
$15,000
The size of grants that Waynesboro, Va., has given out in 2024 through its Building Opportunities to Support Tourism (BOOST) program.
6%
Little Rock, Ark., has taken a holistic approach with Project Impact, focusing on improvements to neighborhoods while affecting Little Rock’s overall crime rate. Over the past five years, the city has seen crime reduced by 6%.
Read about Project Impact on page 18.
MUNICIPAL MANAGEMENT
50,000
The initial number of cups that the city of Fort Wayne, Ind., ordered for to-go beverage orders within its designated outdoor refreshment area.
Read about Tyler’s communication strategy on page 26. 72%
Tyler, Texas, has increased its marketing capacity by 72% as it increases cooperation between city departments.
25
Number of American communities selected last year to receive a share of $4.3 billion to fund climate pollution reduction projects. Many additional cities have also identified projects that undertake comprehensive regional climate action.
Water consumption in Santa Barbara, Calif., is half what it was in the 1980s, even though the city’s population has significantly increased. The dramatic decrease in consumption is due to the city’s highly effective water conservation program.
Read about the details at https://www.calcities.org/home/post/2024/09/18/ santa-barbara-s-conservation-efforts-bloom-with-scent-sational-results.
10,500
A municipal management district in north McKinney, Texas, is underway on 2.5 square miles of land. The land was rezoned, and a development agreement reached last year means as many as 10,500 single-family and multifamily homes will be built.
Read more at https://communityimpact.com/dallas-fort-worth/mckinney/government/2024/09/18/ mckinney-to-see-new-honey-creek-municipal-management-district/.
Find out about Fort Wayne’s experiences with a DORA on page 22.
Learn more about the program on page 30.
Little Rock’s beautification project having an impact on the whole city
By DENISE FEDOROW | The Municipal
Little Rock, Ark.’s, Project Impact started in 2022 and reengaged this year. It has been impacting areas of the city not even targeted for work while also affecting Little Rock’s overall crime rate.
Little Rock’s Chief of Staff Kendra Pruitt said, “We, at the city and the office of Mayor (Frank) Scott and his administration, have a goal of uniting and transforming the city through the lens of equality, and we realized some areas of the city need more love and attention than others.”
Pruitt said, for example, the city picks up trash once a week equally around the city, but maybe that’s not good enough in some areas. Officials looked at how to make an even greater impact on the city and analyzed what were the needs of certain neighborhoods.
“We realized certain neighborhoods need more time and attention and need to feel our presence more, and that’s how Project Impact was birthed,” she shared.
Most of those neighborhoods were in lower socioeconomic neighborhoods, and mostly brown and black neighborhoods, although Pruitt said they didn’t necessarily look through
that lens when determining the areas that needed work.
Officials wanted to “address aesthetics first and foremost.” Pruitt, who was a senior advisor at the time, said there was data to support that the appearance of a neighborhood affects crime. During that period, Little Rock was experiencing an uptick in crime after the pandemic, like most cities. So it went hand-in-hand that reducing blight in those areas and making them more aesthetic would then hopefully see a reduction in crime while increasing neighborhood pride.
At first, no additional resources were used to carry out Project Impact; Little Rock used existing city departments’ budgets.
“As you know, all city budgets are tight,” she said.
So, for example, the city used the existing public works budget to add another trash route in targeted areas. Officials asked the code enforcement department, with its existing
ABOVE: Little Rock, Ark., has revived its Project Impact, striving to positively impact lower-income areas of the city while also driving down crime. Pictured is the Little Rock skyline. (Shutterstock.com)
Members of the city of Little Rock participate in Project Impact to beautify neglected neighborhoods in the city. (Photo provided by Little Rock, Ark.)
ABOVE and BELOW: As a part of Project Impact, the city increased its mowing efforts to tame overgrown areas. (Photos provided by Little Rock, Ark.)
housing and neighborhood program, to focus and be more intentional in those identified areas, too.
“There was no special allocation for Project Impact,” Pruitt said.
However, the city did benefit from the American Recovery Plan Act (ARPA) from the Biden-Harris administration. The city received $5 million for community crime prevention work. It used a portion of that money she thinks about $100,000 for a day laborers program.
“What we heard was, ‘You want us to stop committing crimes and stop selling drugs in the park, but we need money fast.’ So we came up with a day laborers program for those who struggled to get work where they could show up on a Monday and get paid on a daily or weekly basis and work on Project Impact projects.”
Pruitt noted the approximate $100,000 allocated to the day laborer program was the only outside money used. The city contracted with a separate entity to manage the program. The city gave them the projects and city staff monitored the work to make sure it was “up to muster,” but laborers were paid through the separate entity.
First round
In 2022, Little Rock initially started on its south side. Pruitt noted, “And (we) made our way
Members of Little Rock’s Fire Department go door to door in the Project Impact neighborhoods checking smoke alarms and carbon monoxide alarms for the residents. (Photo provided by Little Rock, Ark.)
around. Every ward was touched. Even the more affluent neighborhoods, we discovered, had some areas that needed a little more love and attention.”
An example of some of the work that was done to beautify the neighborhoods included code enforcement through the housing and neighborhood program. The city made sure that the grass was cut so there was a lot of maintenance being done as well as the extra trash pickup more than once a week. Big yard waste pickup played a major part, with residents being asked to put branches, trees and brush along the street. Little Rock also brought in large dumpsters for people to dispose of old sofas and other large items that had been lying around the house or yard.
Additionally, officials encouraged the police and fire department to engage with the residents more. If the police were on bikes, they should stop and talk to the residents and share the initiatives that the city has, such as the Eyes on the Rock program for those who have a Ring camera.
“It’s like a modern neighborhood watch program,” Pruitt explained.
Pruitt admitted when they have crime in those neighborhoods, people are often hesitant to talk to the police. But when the police officer develops a rapport with the neighbors, they know the officer; they feel like the city cares
about them and their neighborhood, making them more likely to report crime.
“We had the firefighters do the same thing to knock on doors and perform smoke alarm checks and carbon monoxide testing. To let the residents know about the programs that are available.”
Little Rock has another department that addresses needs for senior citizens. If they need a ramp to be put in, the city will help pay for that. So, both police and fire personnel are educating the residents about the programs and opportunities available to them.
Relaunch
“When we relaunched, our focus was on the 12th Street corridor. Interstate 630 divides the city in half. The north side would be the more affluent neighborhood, while the south side would be the more needy neighborhood,” she said, adding, “We were smarter in our approach this year. We learned not to spread the love around too much. That was the lesson that we learned the last time. Jumping around too much created a strain on our departments. This time, we have a specific focus and a full court press in those areas.
“We also identified that there are needs that go beyond our city departments, so we’ve partnered with utilities, libraries and other entities so that we can take a real holistic approach. We’ve even included businesses
adjacent to the neighborhoods. We found that some of the businesses were attracting crime. So our planning and zoning identified issues with those businesses, whether they needed permits or other things to get them up to code.
“If there were parks in those neighborhoods, we offered to bring paint so they can paint the parks, and we installed new basketball hoops on the rims. Facelifts holistically throughout the neighborhood, we know, makes an impact. The residents know that we, the city, are working for them, that we see them, and we want to make things better for them.”
Pruitt summed it up. “It also comes down to just checking on our residents. You know, during campaign season, people are knocking on doors. Well, in between, how are we engaging with our residents? Sure, we can do social media and send out mailings. But what about those people that do not know how to engage with their city government? We’re knocking on the doors and we’re telling them, ‘Hey, you pay our salary; we’re working for you.’ So we’re taking this opportunity to increase community engagement and also increase the growth of neighborhood associations so that they can lead the change in their communities. And hopefully create a spark that will continue the efforts moving forward.”
When asked what the response has been from residents, Pruitt responded, “We’ve had such great feedback. It’s been very well received from the various neighborhoods. They’re thanking us for the targeted efforts and that it’s instilled a sense of pride in their neighborhoods. Before Project Impact, we often heard from the underserved communities who historically have a distrust of government that ‘The government doesn’t care about us, that they intentionally overlook us.’ And we take that seriously. We want every community to know that they matter to us at city hall. We want them to see us and feel our presence. And they have been very receptive and extremely grateful.”
One thing that surprised Pruitt was that she didn’t get backlash from other neighborhoods that weren’t getting as much attention.
“Generally speaking, the folks understand that what’s good for one part of town will ultimately be good for us, too. Beautifying neighborhoods and decreasing crime helps the city grow and increases our tax revenue and tourism. So, generally speaking, people have come to understand that this administration wants to uplift our entire city (so) we can
all be successful and all thrive, and we’re seeing large support for that.”
It’s hard to attribute any one particular thing to the decrease in crime because Little Rock took a holistic approach, but Pruitt thinks Project Impact has impacted the crime rate. Overall, the city has seen crime go down 6% over the past five years. Year to date, from October 2023 to October 2024, homicides went down 28%.
“We’ve seen a lot of great progress. I can’t say that it’s strictly because of Project Impact, but I definitely think that that’s part of the strategy. We’ve boarded up blighted homes or demolished them. The neighborhoods are well lit. We have more housing options, the police presence is stronger, and that all contributes to the lower numbers that we’re seeing.”
According to Pruitt, it kind of started like a passion project. “So if this can impact other cities, that’s just beautiful,” she said
Pruitt offers this advice for anyone thinking of doing a similar project in their city.
“Keep your eyes on the prize. Do what’s right, irrespective of what’s popular. You’re always going to find obstacles. You’re always going to find naysayers. But what I say, and what Mayor Scott says is, ‘Let’s do what’s right’ and charge ahead with the consequences of it. And that’s not failed us. It’s not always easy, but when you’re led by what’s right, it will work out.
“We’re constantly reminding our citizens that we work for them. So even though it might not be popular, when we educate them and they understand the benefits and they know the outcome, they’ll appreciate it and they’ll get on board. So just keep driving the ball down the field, and eventually everyone will come on board. Keep doing the work, improving the quality of life for your residents,” she advised.
Little Rock employees clear brush in the Project Impact neighborhoods. (Photos provided by Little Rock, Ark.)
Little Rock Fire Department members carry smoke alarms and carbon monoxide alarms for distribution to residents. (Photo provided by Little Rock, Ark.)
Downtown Fort Wayne DORA supports local businesses while attracting visitors
By NICHOLETTE CARLSON | The Municipal
The planning for a designated outdoor refreshment area in downtown Fort Wayne, Ind., took years with multiple partners in order to approve these areas throughout the state. The city partnered with Visit Fort Wayne, Downtown Fort Wayne and Greater Fort Wayne Inc. to make this new DORA a reality. It was launched in May and has been a success with both businesses and the community.
The city first began to consider and work toward a DORA as a form of community engagement. Particularly during the warmer months, there are many festivals, concerts and gatherings in downtown Fort Wayne.
This DORA would allow more people to share experiences and connect during such gatherings. Regarding tourism, a DORA also works to enhance the city’s appeal and attract visitors with its unique and cultural offerings.
ABOVE: While the city ideally would have liked more time to educate both the public and businesses, it did not want to miss out on the peak summer season. The DORA came into effect May 5 for Cinco de Mayo and has been going strong ever since. The community has had an overwhelmingly positive response. (Photo by Rachel Von Stroup)
While walking around the downtown area, the ability to enjoy a local alcoholic beverage at the same time increases the attraction for visitors.
While researching a DORA, the city and Downtown Fort Wayne teamed up to speak with advisors and business owners to see how it could work, how it could impact local businesses and the best location for such an area. The city then looked into local businesses with permanent and temporary liquor licenses as well as event venues that may want to be included. The city came up with boundary lines, a sanitation plan and a safety plan. A resolution was then written and presented to the city council to have DORAs added into the city ordinances.
After the city council approved the resolution and the ordinance was created, the city then had to request approval for the downtown DORA through the Indiana Alcohol and Tobacco Commission. To achieve that, the city submitted an application for approval of the refreshment area, completed designation forms received by the municipality from retail permittees and temporary vendors to participate in the refreshment area, a copy of the ordinance signed by the municipality and a map of the refreshment area with designated retail permittees located inside to the commission.
Downtown Fort Wayne worked closely with the city, community development and local businesses for the rollout and day-to-day operations of the program, including marketing, promotional materials, streetscape infrastructure and the like.
Preston Wallace, Downtown Fort Wayne director of marketing, stated, “The goal was always to launch around a high foot traffic holiday when people are already intentional in coming downtown. Our initial launch day was St. Patrick’s Day. However, we realized we didn’t have all our ducks in a row for education, streetscape, etc. We also ran into a production snag with the DORA cups. So we pushed it back to May 5, Cinco de Mayo.”
Initially, 50,000 DORA cups were ordered for businesses to use for to-go beverage orders within the DORA. With the media coverage and public hype, it was realized that it likely wouldn’t be enough to get the city through the peak summer season, so 50,000 more cups were ordered. There are now just under 40,000 cups in inventory. Fort Wayne has two corporate sponsors. Brightmark works with the recycling and another sponsor works on the branding, inventory, storage and distribution so that Wallace simply has to order on an online store.
The DORA promotes responsible drinking while enjoying the downtown area. It provides a designated area to have an adult beverage with specific guidelines to ensure safety is of the utmost importance. The DORA map spans approximately 12 city blocks between Calhoun Street and Harrison Street from Promenade Park to Parkview Field. The 22 participating businesses are marked with signage in the front. Boundaries are also marked throughout the city.
One of the greatest challenges the city has faced so far is finding the ideal locations to put recycling cans and garbage containers to prevent additional litter in the downtown area. Another pushback has been using plastic material for the DORA cups. However, ultimately, that material was chosen because of cost. In order to help with concerns regarding environmental stewardship, the city has teamed up with Brightmark, a local recycling agency, which will collect the plastic cups and turn them into reimagined products. Downtown Fort Wayne has been working on a post-launch initiative to encourage patrons to practice good stewardship and recycle the DORA cups in the specifically marked DORA recycling bins.
Fort Wayne, Ind., recently implemented a designated outdoor refreshment area downtown. Signs mark the participating vendors as well as when a person is exiting the area and entering an area where drinks cannot be taken. (Photo by Rachel Von Stroup)
While Wallace would have preferred more time to roll out education to both the businesses and public, the timeframe of getting everything compiled came together at the last minute and timing is crucial. The city did not want to miss out on the peak summer season, so it moved forward with the education and promotion already in place.
“Overall, the program has been a massive success,” Wallace emphasized. “The community has been extremely responsive in a positive way. We are really excited and encouraged with the response received.” This allows the city to support multiple small businesses at once with a positive economic impact.
For other cities looking to implement a DORA, Fort Wayne suggests talking to businesses that will likely participate since they already have an understanding of the liquor laws. The city also recommends having a safety and sanitation plan in place before launching the program. Wallace mentioned the Fort Wayne DORA will not be a copy and paste for another market. Each city will have its own challenges and hurdles to overcome.
“Make sure you have enough time to work with your approved vendors and education on the public side of things to get set up for success,” Wallace recommended. “You’ll eventually run into a million ifs, ands and buts on how you should launch it. Make sure you have great partners in your corner with corporate sponsorship and city government and a good rapport with the businesses the DORA is ultimately benefiting. Address the elephant in the room. Anything to do with alcohol will likely have some push back about not being family friendly.”
To learn more about the Fort Wayne DORA, visit www.dorainthefort.com.
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Citywide editorial process makes city marketing campaigns more efficient and collaborative
By NICHOLETTE CARLSON | The Municipal
The Tyler, Texas, department of communications has been recognized for its citywide editorial process that assists with marketing campaigns for all city departments. In 2023, the city was awarded a Municipal Excellence Award by the Texas Municipal League.
Liaisons were chosen and trained within multiple city departments with design and marketing skill sets to work with the communications department to grow each department’s goals and assets. This helps the city best evaluate where its advertising budget is being spent, as well as what will be most impactful for the city. It also helps to send out information to the public in the most efficient manner without overloading them with information.
Julie Goodgame, director of communications, joined the city of Tyler in 2015, starting out as a public information officer. In this position, she got a firsthand start working with all the departments. At that time, many cities were struggling with a sales tax shortfall, budget cuts and hiring freezes, and, as a public information officer, it was realized the city could not adequately get all the information out for the city and all its departments. The city of Tyler looked at the processes in place and realized they were more reactive than proactive, and while everything needed to be in three days prior for review, there was no coordination with marketing initiatives between departments. The city was missing
opportunities for collaboration or storytelling when receiving information just days before it had to be distributed.
Looking back at previous year’s events and requests, a baseline calendar was started and individuals in various city departments with a marketing or design background were trained as a liaison with the communications department. These liaisons were then taught the processes and software of the communications department and how to create assets for campaigns that then go to the communications department for final review. During the first three or four years of implementing the process, the communications department built the framework and worked with and trained departments. The focus of the training is to identify best practices and goals for the highest return on investment. This also helps to manage expectations and miscommunication between departments. Microsoft Teams is used as the planning mechanism and is built with goals and assets. There are now between 30 and 60 different campaigns running each month.
With this collaborative editorial process, the communications team can identify if there is an operational change that will impact the public
Tyler, Texas, has increased collaboration between city departments to better uncover storytelling and marketing opportunities for the city. (Roberto Galan/Shutterstock.com)
and have a public information campaign ready to go as opposed to simply sending out a press release three days prior like before.
“The biggest thing it has done is educating the citywide team on what communication looks like and how to practice it,” Goodgame explained. Now that the process has been in place for six or seven years, it is simply part of the city’s culture. “A culture of good communication establishes baselines, adapts quickly and helps to take things to the next level,” she emphasized.
While completely different from the processes in place previously, cooperation with the other city departments has made it a large but manageable effort. It has increased the city’s marketing capacity by 72%. It also helps the public look at the bigger picture with positive messaging that supports the messaging from other departments.
Goodgame stated, “I would definitely describe my personal style as cooperative, so a lot of our internal processes are designed to funnel information with checks and balances.”
It involves discovering what the brand voice is for each campaign and ensuring the content aligns with the brand voice. Working with intelligent, technical individuals in various departments, she also ensures the process breaks down the information, so it makes sense to residents and they understand how it will affect them. It is all about building relationships and managing expectations.
These department liaisons are the key for making this editorial process such a big success. “Some departments have none while other departments have three,” Goodgame shared. “Some departments
The city of Tyler, Texas, won a Municipal Excellence Award from the Texas Municipal League for its citywide editorial process, which helps all city departments collaborate with different marketing campaigns. Liaisons within departments work with the communications team to create assets for campaigns so that the city can run between 30 and 60 campaigns successfully each month.
(Photo provided by the city of Tyler, Texas)
create 90% of their own collateral so the communications team can be a better help to other departments without that liaison. It allows us to do more and put out more. That is always the thought process what are you leaving behind? This allows us to produce processes and structure with maximum efficiency. Low input and high impact. Collaboration is so important instead of everyone trying to invent the wheel.”
Each year, the communications department meets with other departments in an editorial meeting to go over last year’s calendar, give a survey, track data from what worked and what did not, and review for the upcoming year. They focus on what the city is spending time and money on as well as what is not best serving the city.
“I’m a big believer in evaluating every year, and if it’s not working, don’t invest more time and energy in it,” Goodgame stressed.
While they do not perform an in-depth analysis on every campaign, there are key events that are tracked. This meeting also allows the communications team to receive the necessary information from other internal departments. For example, this includes working with the information technology or strategic planning department to ensure the communications team’s plans align with the city’s strategic plan. It also helps to ensure the communications team has the budget available for its campaigns. It can also request the necessary budget if not available.
Tyler has now begun to train other cities on its communications efforts and processes. The idea has been pitched at a few conferences and other cities have called and inquired about how the process was started.
Goodgame admitted, “The biggest hurdle is ‘Why?’ How will this make my life easier or better? If you want to change the process, you have to create the program and train people and will have to identify why this will help them.” The goal is to learn how other departments operate to see how processes need to be modified to best fit together.
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Waynesboro boosts tourism through program
By LAUREN CAGGIANO | The Municipal
Waynesboro, Va., a charming town nestled in the foothills of the Blue Ridge Mountains, is a destination for outdoor enthusiasts and art lovers alike. Tourists can take advantage of year-round activities like hiking, scenic drives and fly-fishing. From a cultural standpoint, visitors can take their pick from richness in the form of a theater, shops, art galleries and restaurants amidst a backdrop of murals from the annual Virginia Street Arts Festival.
Put simply, the region has a vested interest in maintaining its stature as a destination in the South. An economic development tool known as the Building Opportunities to Support Tourism (BOOST) program has helped the town maintain its foothold as a tourism powerhouse.
“With a population of 23,000, according to the last census, we’re the gateway to the Blue Ridge Parkway and the Shenandoah National Park,” Assistant Director for Economic Development and Tourism
Stephanie Duffy said. “So we have very heavy outdoor recreation. We also have a growing and amazing arts and culture sector.”
This landscape means that the area and its stakeholders live and die by tourism dollars. However, sometimes organizations don’t have the budget to devote to significant spending on advertising when it matters the most. The BOOST program can help fill the gaps by reimbursing destinations for qualifying marketing expenses. For
instance, grantees can use the grant monies to pay for expenses like graphic design, professional photography and magazine ads, to name a few.
Started in 2011, the BOOST program awards grants of up to $3,000 to local events and initiatives that promote travel and spending in Waynesboro. Grant applications open in July and grant recipients are announced in August. Per Duffy, applications are reviewed and judged by a panel of three to five people, including city staff and others who have marketing knowledge without having ties to any applications. Duffy has been with the program since its inception and has witnessed its positive impact firsthand. In the 2024 grant cycle, they awarded $15,000. They had seven applicants this year, and all received
ABOVE: Cars park by stores in downtown Waynesboro. (Kristi Blokhin/Shutterstock. com)
Assistant Director for Economic Development and Tourism Stephanie Duffy. (Photo provided by city of Waynesboro)
partial or full funding. Duffy said that over the years they’ve helped multiple events and initiatives ranging from those that have been around for five decades to ones that are just getting off the ground. Either way, the funds are put to good use.
“I’ve seen it kind of grow and evolve,” she said. “I’ve seen the benefits of it from the different events and initiatives that have been able to take advantage of it.”
According to Duffy, the program’s somewhat broad guidelines have allowed a diverse range of organizations to benefit from the program. For example, the Virginia Fall Foliage Art Show in October is a long-standing tradition that attracts more than 20,000 visitors to the area. Another grantee, the Virginia Institute of Blacksmithing, offers unique classes and draws tourists from across the country. In all cases, the BOOST program has helped fund marketing efforts and expand the venue’s reach.
Speaking of reach, a key aspect of the BOOST program is its emphasis on strategic alignment. Duffy specifically highlighted the importance of partnerships among area destinations, event planners and hospitality venues.
“We love partnerships,” she said. “If an event can partner with one of our lodging assets either a B&B or a hotel that’s always going to be (preferred). They’re
Riverfest is a nonprofit organization dedicated to the environmental conservation and watershed stewardship in the Shenandoah River Basin. (Photo provided by city of Waynesboro)
definitely driving that visitor from outside the radius, bringing them here and keeping them here longer.”
In that vein, Duffy said data collection can make for a stronger grant application. It’s ideal if organizations have mechanisms in place to track who’s coming, their geographic origin and what they’re doing while in Waynesboro. These insights can help determine if marketing efforts are translating to quantifiable results.
On that front, Duffy said the program’s success is evident in the rise of
Waynesboro’s tourism industry. Visitor spending in the town reached a record high of $77.8 million in 2023, a 6.5% increase over the previous year. Tourism also supports over 800 jobs in Waynesboro and generates valuable tax revenue for the community.
In her words, “We’re bringing people here, and they’re spending their money, and that’s going into our tax revenue. That’s beneficial for the community and the citizens. That’s tax money that doesn’t have to come out of their pockets.”
Visitors can choose from music, food, art and family-friendly events year-round in Waynesboro. (Photo provided by city of Waynesboro)
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Programming reboot: North Charleston relaunches a revamped Artist-In-Residence program
By JULIE YOUNG | The Municipal
Everyone knows that public art adds social, cultural and economic value to a community. That is why the city of North Charleston, S.C., has rebooted and reimagined its Artist-in-Residence (AIR) program with a quarterly residency that will offer the public a diverse roster of art ambassadors, unique showcases and an all-new opportunity for public outreach.
“Our previous iteration looked a lot different,” said Ann Simmons, deputy director for the city’s cultural arts department. “Our teaching residency was a yearlong art outreach program in our schools, which we were able to run until the COVID pandemic shut everything down.”
A new perspective
In November 2023, the cultural arts department moved from city hall to the Park Circle Community Building home to the world’s largest inclusive playground. This state-ofthe-art facility offers rehearsal spaces, flexible
event space, a history/archives repository as well as an inclusive baseball field, farmer’s market pavilion, walking trails and a 270square-foot AIR studio.
Simmons said North Charleston doesn’t have a traditional downtown area, so the Park Circle Community Building and its grounds serve as the closet thing. After taking the time to settle into the new digs, the arts and culture department decided to relaunch its AIR program with a three-month pilot residency that would showcase a local artist and offer citizens the opportunity for artistic engagement. The city put out a call for artists who might
ABOVE: Shayn Green shows off some of her artwork as North Charleston’s Artist-in-Residence. Although the city had a yearlong project in the past, it has revamped the program so it will be a quarterly tenure and showcase a variety of artists, like Green, who can engage with the community while creating their own original works in the city’s studio space. (Photo provided by North Charleston, S.C.)
be interested in the new position and the $2,000 stipend that went along with it and received 22 applications. On Aug. 15, the city announced that Shayn Green would be the first AIR for the new program and would serve as a visual art ambassador for the community.
“Being the first AIR for the North Charleston Arts Department has meant so much to me because I have always had a love for art and I am able to share my work with those in my community,” she said.
Green is a graduate of the Charleston County School for the Arts in North Charleston
Shayn Green held classes with community members and created some original works that were highlighted in a final show as her term as Artist-in-Residence ended. (Photo provided by North Charleston, S.C.)
Pictured is a piece created by North Charleston’s Artist-in-Residence (AIR) Shayn Green, a native of the community who was thrilled to serve as the first AIR in the relaunched program. (Photo provided by North Charleston, S.C.)
Another piece created by North Charleston, S.C.’s, Artist-in-Residence Shayn Green. (Photo provided by North Charleston, S.C.)
and went on to earn her undergraduate degree in media arts from the University of South Carolina in 2019. She specializes in portraiture, literary illustrations and graphic design and uses color to further enhance the tone of her work. During her residency, she was required to spend at least 10 hours per month in the studio where the public could watch her work and complete at least two community programs or classes.
Green said when she heard about the posting, she was excited to start working on her application. She’d always wanted to do an artist residency, but never thought she would find one in her area. Still, the idea of having a personal studio space and having a place to display her work was particularly appealing, not to mention the educational outreach opportunity.
“Last month, I hosted a custom wall hanging class where people in the community could come and learn how to make one from me, and on Oct. 12, I hosted a class on zine making that was free to the public. I also attended the Harvest Festival on Oct. 19,” Green said. “My final show titled ‘Big Nosed Baddies’ was held on Oct. 25 at the Park Circle Community Building, which consisted of about 15 mixed media and acrylic paintings surrounding themes of
family, black culture and embracing the features that make us unique.”
A learning curve
Simmons said Green is an emerging artist who represented the arts community beautifully during her residency, and the pilot period gave the department a chance to evaluate the new format and make necessary adjustments as it moves into a more permanent program. When a storm shut the city down for a week and a half, it impacted the time it had to promote Green’s first program. Although it still filled up, Simmons said she would have liked more time to launch the program properly.
“We got off to a rough start, but Shayn has been wonderful to work with and flexible in terms of scheduling,” Simmons said.
The department will put out a second call for artists to serve as AIRs for the city throughout 2025. Simmons said the city will continue to give preference to those artists living in the tri-county Charleston, Berkley and Dorchester area. By making the program a quarterly residency, it will offer residents a wide range of artists who work in a variety of mediums while giving them time to create at least a couple of pieces in view of the public.
The Artist-in-Residence studio space at the Park Circle Community Building, a state-ofthe-art building that offers rehearsal space, flexible event space, as well as a history/ archives repository. (Photo provided by North Charleston, S.C.)
“My advice for future AIRs would be to use this time to share everything about who you are as an artist,” Green said. “Tell your story and experiment with ideas or materials you may have been afraid to try before. The community is here and (they) want to get to know you.” M
In-house EMS improves emergency care in Portage, Wis.
By BETH ANNE BRINK-COX | The Municipal
In February, Portage, Wis., residents voted overwhelmingly in favor of implementing a fire department-based EMS service. They even had a leader who could put the idea in motion: Fire Chief, Troy Haase, who had been awarded First Responder of the Year just a few months previous and embodied more than 30 years of fire service experience. He began his firefighting and EMT career in 1990.
Haase started his firefighting in Portage as a firefighter/EMT. After that, he was hired in Two Rivers and attained his paramedic license while working there. In 1998 he went to Fond du Lac Fire Rescue and spent 22 years in multiple positions, ending as a division chief of fire prevention.
“I have to give credit for the knowledge I have to manage a department and start the EMS program,” Haase said. “I retired in April of 2020 and moved back home. The chief job opened, I applied and was hired in November of 2020. It has been a learning process, and everyone in the department has helped me.”
He added, “The fire department-based EMS service wouldn’t be possible without everyone in the fire department and city hall supporting it.”
In Portage’s situation, the city previously had a private ambulance operated by a hospital system. “We had a new hospital buy out our local hospital, and they increased our costs per year from no fees to $700,000. There was no funding in our current budget, so we had to pay from our general fund. We had to cut services to afford these fees.” That, of course, did not go over well with local residents.
“Those increased fees from our new hospital system first made me think of starting
ABOVE: Fire Chief Troy Haase is proud to work with and to direct the Portage Fire/ EMS team. Every member is well-trained and proud to serve. (Photo provided by Portage Fire Rescue)
the program. As I researched the situation, I realized that our service area and population required two to three ambulances. Our current service was not providing that needed response. In EMS time saves lives.”
Haase asked the council to allow him to research the costs to start Portage’s own service. That way, they could control the quality and the cost.
“The most important thing is to research the level of service and response times. You need to show that you can provide a better service for the cost. I don’t believe you can provide it cheaper than a hospital, but you cross-train your members so they can respond to fires and EMS calls. This helps you get your effective response force to fire scenes faster, which saves lives and property.”
Recounting the steps forward, he said: “We started the process in November of 2023, when we ordered three ambulances to be delivered in December of that year. We went to referendum in February and won by 70% of the vote. The process was approved by the council and supported by Mayor Mitchel Craig and City Administrator Michael Bablick.”
Haase said he thinks the process was managed well, and a marketing company was part of that. “The process of educating the community was lengthy and time-consuming but was well worth it.”
The education of local political leaders played a key role, Haase stated. They provide support for such an endeavor.
“I brought each one of them in, explained our ideas and asked them for their support, and they granted it. I spent many hours meeting with and presenting to the township boards and citizens, showing them the service we could offer and the reduced response times.”
Portage’s ambulance and fire department cover the city and four townships, a total of 170 square miles.
“In the grand scheme, it also helps the other surrounding communities, because we can provide mutual aid to them when they need help,” Haase explained. “Portage is the only full-time fire and EMS service in the county. We have a great working relationship with our county, and very good mutual aid cooperation.”
What was the public’s response to the idea of combined service?
“The public was upset with the previous service and the sudden increase in cost from the hospital. Our service was cut from two to three ambulances in service to one or two per day. They were also using one ambulance for transfers, which left only one in service. This caused delayed response from other communities, and our citizens were left waiting up to 20 minutes for another ambulance service to respond. Of course they didn’t want to increase taxes, but our education efforts helped them understand that better service was the most important. We spent a lot of time educating the community and used the services of Mueller Communications to help us market the program.”
Portage will know very soon whether the move has saved money and shortened
A situation like this rescue could be terrifying, but the well-trained rescue team in Portage, Wis., has everything under control. (Photo provided by Portage Fire Rescue)
turnaround times when emergency calls are made.
“We go live Jan. 1, so we will know better as we start taking calls. Our referendum was about $1.5 million, twice as much as we were paying. But with this, we will be providing three ambulances to our communities. The move will also bolster our paid on-call fire response, because new members are crosstrained in fire and EMS.”
There was a onetime startup cost of about $1.6 million, which purchased those three ambulances and equipment. It also covered a building remodel and upgrade.
“This benefits our communities with quicker response times, and three guaranteed ambulances ready to respond 24/7,” Haase said. “It bolsters our fire response with quicker response times and additional workforce. It allows us to control costs and provide the best service possible.”
The department had to hire more staff to implement everything as planned.
“We currently have seven full-time staff and 18 paid on-call. We will be hiring 14
new full-time personnel, giving us 21 total full-time employees and an administrative assistant. We will staff six per day.”
The program has taken almost two years to get up and running.
“We were halted a little bit because we weren’t allowed to have a referendum last November. We had to wait until February. Also, it was important to hire a marketing firm to help with educating. The local firefighter’s union, the Professional Firefighters of Wisconsin and the International Association of Firefighters were also very helpful when it came to educating the community,” Haase noted.
Training and cross-training then had to take place, so the city hired 11 paramedics, two EMTs and one advanced EMT.
Three of the paramedics had to take fire classes and completed the entry level class in October. The two EMTs will start Paramedic class in January. “That’s about 1,000 hours, and they should finish in December of 2025. We will eventually have to send the AEMT to paramedic class as well.”
Portage received a Wisconsin Fast Forward Grant to send 10 of its personnel to EMT class. Eight paid on-call firefighters completed the course, and one of the paid on-call members who completed the course was hired full time. The others will be able to respond to EMS calls, in addition to fire calls, which will allow them to make more money.
The four townships signed a contract, and they will pay $255,000. The remainder of the costs will be covered by the residents who use the service, with insurance reimbursement. Since we started an EMS program and passed a referendum for EMS, going forward, it will have a separate budget per state law.
Haase said that buying three ambulances at once was difficult because many ambulance manufacturers have a two- to three-year wait time.
“The project would have been very difficult if it wasn’t for Cyrea Lynch of North Central Emergency Vehicles. With ambulances being hard to get, she provided us with three demo Osage Ambulances. Osage was accommodating and made the three ambulances the way we wanted.”
When the holidays are over, Portage residents are going to get a good look at their new setup and those ambulances, and likely feel relieved to know that they can count on improved emergency care. M
Wisconsin installs first park solar canopy
By JANET G. PATTERSON | The Municipal
Stevens Point, Wis., has won a number of accolades for its charm and amenities. In 2023, The Crazy Tourist Magazine named it one of the 15 best places to live in Wisconsin. It has been called a Top 10 Dream Town and one of the best places to retire in the state.
Now Stevens Point has a new accolade, marking a “first in the state” moment with the October dedication of a solar canopy shelter in Groholski Park. It is the first solar canopy in a municipal park in the state of Wisconsin.
The solar canopy shelter is the newest addition to 10-acre John Groholski Park on the southwest side of Stevens Point. The land was donated in 2020 by Groholski’s widow, Judy, after his death in 2018. The terms of the donation were that the land would remain undeveloped forever, so that it would be a place where local
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residents could enjoy the greenspace, the surrounding wetlands and all that nature has to offer.
At the time of its gifting to the city, the land was zoned as a conservancy. The city immediately began to plan for the development of a neighborhood park with a net-zero impact on the energy grid.
Planning for the canopy started two years ago and construction took place this summer. The shelter provides shade while collecting energy from the top and underneath the solar panels.
The solar canopy at Groholski Park is the first in a municipal park in the state of Wisconsin. (Photo provided by Stevens Point,
“They are bi-facial panels, which means they collect rebounded energy from the ground below as well as from the sky above,” explained Dan Kremer, director of parks recreation and forestry in Stevens Point.
The energy collected from the panels is used for a charging station for electric vehicles that is free to the public. The energy also generates power that can be sold to Wisconsin Public Service, which serves electric and natural gas customers in northeast and central Wisconsin.
According to Kremer, the city expects the canopy to generate about 25 to 30 kilowatt hours a day, which is more than is needed to operate the site.
The canopy was made possible by a grant from the Couillard Solar Foundation through the Midwestern Renewable Energy Association, Kremer said. The Couillard Foundation supports the development of solar in Wisconsin through its Solar for Good and Solar on Schools programs for nonprofit organizations. The foundation donates 50% of the cost of solar panels to energy-conscious projects.
“Like many cities, we are trying to reduce our carbon footprint,” Kremer added.
In keeping with that plan, he said the city wanted to avoid erecting another steel structure. The canopy is made of wood timbers, which also reduced the price tag.
The total cost of the structure, concrete footings, construction and installation of the electric pedestal for car charging, was expected to be about $85,000. However, with a 30% tax rebate for the solar panels and constructing the canopy from wood brought the price down for the city.
The park is part of Stevens Point’s “10minute walk to a park” initiative started by Mayor Mike Wiza when he took office in 2015. Kremer said the donation of the land for Groholski Park filled a gap in the city’s 32 parks by creating a green space in the underserved southwest quadrant of the city.
After two years of planning, the solar canopy in Stevens Point was constructed during the summer of 2024. Instead of a steel structure, the canopy is held up by wood timbers. (Photo provided by Stevens Point, Wis.)
A recharging station for electric vehicles is free to the public for use at Groholski Park. Power for the station is generated by solar panels that form the roof of the shelter. (Photo provided by Stevens Point, Wis.)
Known as the City of Wonderful Water, Stevens Point is home to about 25,000 residents and is the county seat of Portage County. It sits at the confluence of the Wisconsin and Plover Rivers. The area was part of the Menominee tribal homelands, which were ceded to the United States in an 1836 treaty.
The city was named for George Stevens, who operated a grocery and supply business on the Wisconsin River during the extensive logging of interior Wisconsin in the first half of the 19th century. Logging companies used the river to float logs to market.
In addition to the solar canopy, the five-year plan for the park’s development includes a 1/3-mile walking and biking trail through the park’s two-acre green space, as well as a boardwalk over the wetlands area.
Kremer said other solar projects are planned for 700-acres of wooded parkland, including a bathroom shelter.
“In all of our new builds in the city, we are using as much renewable energy as possible.”
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Above: Carlisle Bridge in Lancaster, UK has been in service since 1847 and currently carries the West Coast Main Line over three 36.6m spans. Within its years of service, the metal fencing and handrails have received countless refurbishments and complete overhauls which were deemed too costly and time intensive for Network Rail and its consumers. Pipex px® presented a structure with parapet fencing and handrails constructed of EXTREN® Series 525 to address the previous corrosion and aesthetic woes associated with metal fencing and handrail.
Job fair nets qualified public works rookies
By DANIELLE LUND | The Municipal
On July 22, Corpus Christi’s public works department hosted a job fair aimed at filling a variety of roles critical to maintaining and improving the Texas city’s infrastructure. The event focused on hiring for positions, such as surface prevention, channel maintenance, foreman, underground pipe inspection, operator, flood control management and base restoration.
With on-the-spot job offers and an engaging setup, the fair proved to be a resounding success. It also provided a potential model for cities looking to address their public works staffing needs in the future.
The setup for the job fair was carefully designed to be welcoming, efficient and community oriented. Held at a central location, the Corpus Christi Gymnasium, it featured multiple stations where candidates could interact with various department representatives, learn about the roles available and ask questions about the work in general.
Public works staff ensured the space was organized for easy navigation, with dedicated areas for on-the-spot interviews and networking to take place. By making the setup engaging and accessible, the city created an inviting atmosphere that encouraged participation from a wide range of candidates.
The event was also strategically advertised using a multi-platform approach to ensure a broad reach. From digital channels like Facebook and LinkedIn to more traditional methods, such as billboards,
flyers and message boards at city hall, the team behind the job fair made sure the word was out.
“We had quite a lot of candidates show up for the event,” said Sabrina Perez, human resource analyst. “Even if they weren’t extended an offer on the spot, due to the high volume of candidates, they received interview invites for later appointments with many of the public works departments.
Initially the organizers weren’t sure what the turnout would be, but the results exceeded their expectations. The city was able to extend 23 on-the-spot job offers from entry-level positions to more specialized jobs requiring strong technical experience.
The job fair attracted candidates from all walks of life. From people brand new to the field to seasoned technicians, a diverse group of attendees showed up ready to step into the roles public works had to offer.
“We were particularly pleased with the range of experience levels among the attendees,” Perez said. “Whether someone was coming
Downtown Corpus Christi, Texas (Shutterstock.com)
in with little to no experience or years of technical experience in their field, we had positions for all levels. Even the candidates who weren’t offered a position immediately had their resumes put on file for future openings.”
Perez emphasized the importance of a community-centered approach to recruitment moving forward.
“I think we have discovered that the key is to use multiple platforms to reach as many people as possible. We found that leveraging both online and offline methods, like social media and community message boards, helped us reach a wide audience.”
In addition to casting a large net for candidates, Perez recommended Corpus Christi’s decision to treat the job fair as a networking opportunity in addition to being a hiring event. “Even if there aren’t any immediate openings, having a pool of qualified candidates for future roles can help to streamline recruitment efforts down the line.”
The department isn’t slowing down after this event. It planned to attend other job fairs, including the Nov. 7 “Red, White & You” event at the American Bank Center.
The ongoing commitment to recruitment ensures that the public works department will continue to meet the needs of the community.
Perez had suggestions for cities facing similar recruitment challenges. She summarized: “A well-planned event, thoughtful outreach and treating the fair as a long-term investment in community engagement, it can make all the difference in attracting quality candidates to critical public sector roles.”
The success of Corpus Christi’s public works job fair demonstrates the power of a well-planned, community-centered recruitment approach. By creating a welcoming, informative environment and casting a wide net through both digital and traditional advertising, the public works department attracted a diverse pool of candidates ready to contribute to essential infrastructure roles. As Corpus Christi continues its recruitment efforts, its commitment to fostering a wellsupported workforce stands as an encouraging example of how cities can effectively engage and invest in the resource of staffing. M
exceeded
expectations and allowed it to fill a wide range of roles, from entry-level positions to more specialized jobs requiring strong technical experience.
Job candidates speak with recruiters during a public works job fair in Corpus Christi, Texas. (Photo provided by Corpus Christi, Texas)
Corpus Christi was able to extend 23 on-the-spot job offers during its July public works job fair. (Photo provided by Corpus Christi, Texas)
Turnout at the job fair
Corpus Christi’s
(Photo provided by Corpus Christi, Texas)
Given the sizable turnout, some candidates received invitations to later job interviews. (Photo provided by Corpus Christi, Texas)
Renovated bike park challenges Park City novices, experts
By JANET G. PATTERSON | The Municipal
In a city known for world-class athletes and a celebrated film festival, a one-acre pocket park is drawing new attention.
What began as a dirt jump park nearly 20 years ago reopened in September as Creekside Bike Park with a new design that attracts bike riders from novices to experts, said Tate Shaw, Park City, Utah’s assistant recreation director.
Originally launched in July 2005, Park City and the International Mountain Bicycling Association created the city’s first dirt jump park as a pilot project to determine community interest. It offered programs and clinics as well as a community Dirt Jump Jam featuring professional athletes who interacted with local youth.
The state recognized Park City’s clinics as an “Outstanding New Program,” laying the foundation for the park to become a permanent part of the city’s extensive recreation programming in 2011. The transformation was funded by capital improvement money and grants that resulted in a comprehensive redesign and upgrade of the facility.
Shaw described the community of 8,000 permanent residents, located on the Wasatch Back, on the eastern side of the Wasatch Range of the Rocky Mountains. She called it a “preeminent cycling community.”
ABOVE: A special soil recipe makes a renovated bike park in Park City, Utah, hold up better in rainy weather so that the track won’t wash away. (Photo provided by Park City, Utah)
Park City is home to the U.S. Ski Team, the site of several events during the 2002 Winter Olympic Games and host of the annual Sundance Film Festival. A popular tourist destination, the city’s population can swell to two or three times the norm.
Simply stated, the bike park, Shaw said, “fits into who we are as a mountain town.”
From its opening in 2005 through its redesign in 2011 and then to the 2020s, Shaw said, the bicycling community witnessed everything from young children learning biking skills with strider bikes to the evolution of technological changes in full-size bikes. This spurred Park City Recreation to make changes to the dirt jump park. The recreation department secured grant funding for a renovation aimed at creating a more sustainable and advanced design.
In 2023, Park City-based ShapeShift Terrain Parks was granted the renovation contract. “They delivered an innovative new layout that meets contemporary standards and enhances user experience,” Shaw said. “Creekside Bike Park’s design now minimizes weatherrelated impacts and reducing maintenance requirements.”
What began as a pilot project to gauge community interest in a dirt bike track has turned into a major attraction for residents and visitors to Park City. (Photo provided by Park City, Utah)
The park, which took almost a year to complete, went from a dirt jump track to a bike park with drop and skill features that make biking fun for beginners and experts alike. “A lot of physics went into the design for rise and run and landing decks,” he said.
The redesign utilized what Shaw called a “dirt recipe that has a specific mix concoction” that holds up to rain and snow. The ramps are made of metal so that the city does not have to face rebuilding year after year.
The park offers a skills-building area for rolls and drops. And, he added, the new design is family-friendly and fun for both riders and spectators.
The park is free to the public and open from dawn to dusk, with only occasional closures for maintenance.
The redesign of the Creekside Bike Park is fun for riders and spectators and offers areas for novices and experts. (Photo provided by Park City, Utah)
In addition to the one-acre Creekside neighborhood park, Park City Recreation Department also operates Trailside Bike Park, part of a 17-acre recreational facility.
“We kind of joke, but it’s true: Park City has recreational programs for Olympic athletes and average Park City Joes,” Shaw said.
In addition to traditional recreational activities like tennis, pickleball, volleyball, baseball, basketball and soccer, there are community education programs for youth and adults. Along with CPR classes, there is a first aid and safety essentials class for hikers, bikers and wilderness adventurers as well as an Avalanche Awareness class that helps adventurers enjoy the snow-covered mountains while exercising caution to avoid accidents related to avalanches.
Shaw also described some of the outdoor education programs, including fly fishing and daylong classes that might take participants to a fish hatchery in the morning and paddle boarding on a mountain lake to identify fish in the afternoon. There are also hiking programs and tumbling classes for young children, line dancing and karate for adults, and everything from archery to yoga in addition to events like pumpkin smashing for recycling and a flashlight candy cane hunt.
“We want to provide activities for all ages and abilities,” Shaw added.
The money to complete the $110,000 Creekside Bike Park project came from Park City’s Capital Improvement Projects fund and a Summit County Restaurant Tax Grant. The tax grant is money collected from restaurants and food service providers to be used for improvements within the community.
PEDESTRIAN BRIDGE
• 248 Foot Long (Can be shortened)
• 150 Foot Clear Span Section (Can be shortened)
• 10 Foot Wide
• Steps on Both Ends (Can be reconfigured)
• Built with Corten Steel (Never needs painting)
• Design Approved and Permitted by the USDOT
• The bridge is bolted together, not welded
•
•
be moved by truck (About 5 truckloads)
in Baton Rouge, LA
• Like New Condition
•
•
arrange trucking
Holiday light recycling keeps tanglers out of the landfill
By NICHOLETTE CARLSON | The Municipal
In order to keep Christmas lights from getting tangled up in machinery, Rapid City, S.D., implemented a holiday light recycling program that is now in its 10th year.
Christmas and holiday lighting that is put in the trash or recycling bin not only takes up space in the landfill but also causes delays in the work stream for Rapid City. The lights would get wrapped around the equipment and the department would have to shut everything down, go cut out the lights and then start over.
“We call them tanglers,” said Ria Hannon, solid waste education and outreach
coordinator. “They are long things that get wrapped around everything.” This encouraged the department to come up with another solution.
The municipality partners with local businesses, which allow recycling bins to be put in front of their establishments solely for the disposal of holiday lights. Employees of the solid waste department collect the bins and dispose of the lights.
ABOVE: Aerial view of Rapid City, S.D. at dusk. (Shutterstock.com)
While it took a couple years to get the program up and running, the city and residents have been quite receptive.
In order to make things convenient for residents, there are multiple locations throughout the city to recycle lights. These include the library, local colleges, city hall and hardware stores. In general, if a resident can buy Christmas lights at a location, they will also be able to drop off old holiday lights at the same location.
“If you’re already going there, you just have to remember to bring your lights. It’s
Between Nov. 1 and Jan. 31, Rapid City, S.D., has holiday light recycling bins at 15 locations throughout the city, including city hall and various local hardware stores. These bins are only for holiday lights and extension cords to keep them out of the local landfill. (Photo provided by the Rapid City, S.D., Solid Waste Department)
Last year over 3.5 tons of lights were collected by the city and kept out of the landfills. The city collects these lights from the recycling bins once or twice a week and then sells the whole lot at the end of collection. (Photo provided by the Rapid City, S.D., Solid Waste Department)
The solid waste department delivers recycling bins, typically 95 gallon, to each of the stores who agree to partner for holiday light recycling. Clear signage is put on the bin to ensure other trash or recycling does not get placed inside. (Photo provided by the Rapid City, S.D., Solid Waste Department)
convenient,” she said. “The landfill can be out of the way for some residents, so having other locations is key.”
Hannon calls the participating local businesses each year to ensure they wish to continue participating. Solid waste department employees then drop off recycling bins. Most businesses receive 95-gallon recycling bins decorated with signage to ensure the public knows it is only for holiday lights.
City employees pick up and empty the contents of the bin once or twice a week as necessary.
“I came on board in 2021. We didn’t have as many locations then,” Hannon shared. “I wanted to figure out how to make it bigger and better.”
Another change made last year was the date the program would become available to residents. Previously, it began the weekend after Thanksgiving and would go through
Now the recycling opportunity is available from Nov. 1 through Jan. 31. And for those residents who do occasionally drive items to the landfill, a holiday light recycling bin has also been placed at the landfill and remains there year-round.
Another change made last year was the decision to include extension cords in the collection. Extension cords also easily tangle in the equipment and cause delays. The city saw a lot added into the collection last year.
The number of lights collected each year continues to grow. In 2021, there were 2.5 tons of lights collected. In 2022, 3.11 tons of lights were collected. Last year 3.56 tons of lights were collected and sold to the metal recycling company.
Hannon stated that there were not too many challenges initiating the program, and they have received no real negative feedback from the public. The participating businesses
“The last couple of years the guys have been able to tell they hardly see any Christmas lights coming into the landfill anymore,” Hannon emphasized. “If those guys notice, that’s huge. That’s almost 4 tons not going to the landfill.”
After all the lights have been collected, the city puts the huge pile up for bid to two local metal recycling businesses. Whichever company wins the bid gets the pile of lights and then melts it all down in order to get the copper inside.
To other cities thinking of a similar program, Hannon mentioned, “The great thing about it is you can easily scale it up or down, so it’s very adaptable to any size of town. As long as you can find a buyer for them and you’re likely already recycling some sort of metal most metal recycling companies are on board for whatever is coming their way.”
Arlington, Texas, completes improvement project ahead of 2026 World Cup
By JULIE YOUNG | The Municipal
Thanks to a $1.7 million mill and overlay project on an aging section of Randol Mill Road, the drive to the 2026 FIFA World Cup is now a lot smoother.
Red street rehab
According to Sidney Kelly, assistant director of operations and information systems for the Arlington Department of Public Works, a project was initiated in the summer of 2023 with the goal of improving roadway conditions to an acceptable standard prior to the international men’s soccer competition FIFA World Cup. The U.S. FIFA World Cup tournaments will take place in Arlington and 15 other U.S. cities, as well as Canada and Mexico, in 2026.
While the public works department has worked tirelessly to shore up a stretch of Randol Mill Road for years, data from the annual pavement survey concluded that the area between Cooper and Collins streets had an overall condition index rating ranging from 26-50 on a scale from 1-100.
Roads in Arlington with an OCI rating lower than 50 are considered “red streets” and recommended for inclusion in the department’s Capital Improvement Program.
Teague Nall and Perkins Inc., a Fort Worth-based firm, was contracted to design the improvements to that part of Randol Mill Road. The project, it was decided, would be funded through the city’s street maintenance sales tax. A public meeting was held in February to hear citizens’ concerns and to answer any questions before work commenced in March.
“The project milled the existing aging asphalt surface and resurfaced Randol Mill with new 2-inch asphalt,” Kelly said. “This project also improved sidewalks and ADA ramps as necessary within the project limits.” The work took 90 calendar days to complete.
The intersection of Mesquite and Randol Mill roads in Arlington, Texas. Randol Miller Road was recently given a new mill and overlay to improve the road prior to the 2026 FIFA World Cup, part of which will be held in the city. (Photo provided by Arlington, Texas)
A first step
The Mill and Overlay Project is the first step in the Randol Mill Rebuild Project, which was endorsed by voters during the 2023 bond election. Kelly said it was chosen in response to the 2021 Tarrant County Bond Election, which approved funding for 50% of the city’s project cost up to $17,019,500 to rebuild and widen Randol Mill Road. Additional funding is being provided by City Bond Funds and Redevelopment Tax Credit Local Funds.
At the present time, the road is a four-lane, undivided highway; however, it will be upgraded to include a six-lane divided roadway with medians and turn lanes.
“The new road will match the current Entertainment District standard section that exists from Collins Street east to SR 360,” Kelly noted.
The mill and overlay project is only the first step in the upgrades coming to Randol Mill Road within the next few years. Once the festivities of the FIFA World Cup are out of the way, the city will embark on a project to rebuild the road completely making it a six-lane highway with medians and turn lanes. (Photo provided by Arlington, Texas)
The project is set to include additional landscaping and new streetlights, signals, sidewalks, curb ramps, water lines, sanitary sewer lines and storm drains. It will also address significant flooding issues at the Randol Mill Road and Collins Street intersection. While the design portion of the project is underway, construction is not set to begin until late next year. “When we are done this will be a brand-new road,” he said.
The completion date is yet to be determined because planners have just begun the transition to federal design standards. Once the design is between 60-90% complete, they will begin right-of-way acquisitions and follow that up with franchise utility relocations. When those are complete, construction will begin.
“We expect the construction process to start immediately following the World Cup activities, with shovels in the ground by winter 2026 or early 2027,” he said.
Arlington welcomes the world
Located in Tarrant County and just west of Dallas, the city of Arlington is the second largest city in the county in Texas after Fort Worth and is no stranger to drawing a crowd. In addition to having the University of Texas at Arlington a major urban research facility and a General Motors assembly plant, the community’s AT&T Stadium is home to the Dallas Cowboys, which hosts over 93,000 fans per game.
In 2026, Arlington’s more than 394,000 residents will welcome the world when the stadium plays hosts to nine matches of the international men’s soccer tournament FIFA World Cup including the semi-final on July 14. In addition to undergoing $295 million in upgrades and renovations in the off-season leading up to the tournament, the venue will be temporarily renamed “Dallas Stadium” in order to comply with FIFA’s prohibition on corporate sponsorships.
“The FIFA World Cup 26 is one of the biggest sporting events in the world, and I can’t imagine a better stage than the Cowboys’ world-class stadium. Arlington and the Dallas-Fort Worth region stand ready to give a Texas-sized welcome to soccer fans from around the globe,” said Arlington Mayor Jim Ross.
things you must know BEFORE buying a STREET SWEEPER
Dec. 4-6 International Association of Fire Chiefs Technology Summit
Omni Oklahoma City, Oklahoma City, Okla.
https://www.iafc.org/events
Dec. 4-7 NACo County Crossroads Symposium
Sonoma County, Calif.
https://www.naco.org/page/ conferences
Dec. 10-12 NGWA Groundwater Week 2024
Las Vegas, Nev.
https://groundwaterweek.com/
Dec. 10-13 Florida Parking & Transportation Association
Annual Conference
Omni Amelia Island Resort, Amelia Island, Fla.
https://www.flapta.org/annualconference
Jan 9-10 ELTS Conference
Executive Leadership Training Seminar
Seaside Civic & Convention Center, Seaside, Ore.
https://oracp.memberclicks. net/
Jan. 17-19 ACMA Winter Conference
Washington, D.C.
https://www.usmayors.org/ meetings/
Jan. 21-23 World of Concrete
Las Vegas Convention Center, Las Vegas, Nev.
https://www.worldofconcrete. com/en/events.html
Jan. 22-24 ACMA Winter Conference
Sedona, Ariz.
https://azmanagement.org/ events
Feb. 3-5 NYWEA 97th Annual
Meeting Technical Conference
Marriott Marquis, New York City, N.Y.
https://nywea.org
Feb. 3-6 CADCA 35th Annual National Leadership Forum
March 3-5 Operations & Maintenance and Safety Conference 2025
Gaylord Opryland Resort & Convention Center, Nashville, Tenn.
https://cleanpower.org/events/
March 4-7 NTEA Work Truck Week 2025
Indiana Convention Center, Indianapolis, Ind. https://www.worktruckweek. com/
Part 2 — Social media guidelines:
How discernment aids local government transparency
TJordan Daugherty | Guest columnist Administrator at the Village of Whitehouse, Ohio
hires in different departments. This additional information, though not requested, may satisfy the constituent’s overall question as to systematically fair and equitable hiring practices.
Situational awareness
hough helpful when trying to discern clarity amid obscurity, mindfulness is often neglected. Simply defined, mindfulness is the practice of being decisively aware. Thus, in application, before choosing how to respond, mindful officials will pause and deliberately ponder what the public wants and the circumstances that may be motivating the request.
Responsiveness
Responsiveness is a tool to help ensure that what was requested is actually delivered. A responsive delivery of information includes the reply to the stated request, and a) considers other information that may be helpfully associated and b) is sensitive to timeliness. For example, after receiving a request for hiring process information for new safety service employees, officials may also include the procedure used for other new
This is the ability to perceive conditions surrounding information requests acutely. Situational awareness is more specific than general mindfulness. Instead, situational awareness takes a deep dive into understanding events, activities, trends, and communication potentially associated with a request. This tool aids in understanding the constituent’s perception so that the information delivery wholly satisfies the information need.
Professionalism
Information delivery is a challenge only partly solved. Ensuring that the information is delivered in a courteous tone and free of substantive errors is essential to satisfying the petitioner. Understandably, professional tone and language improve information delivery so that it is effectively received. Additionally, documents delivered that are proofread and examined for accuracy garner confidence-increasing credibility by the public.
Discerning tools are the ideal ingredient within IDG. They help local governments respond to the public in a meaningful and effective manner. By acting as safeguards to sincere but potentially poorly received responses, the use of discerning tools protects the LG and continues to build public confidence in transparency and trust.
Delivering information with discerning care
LG officials should recognize that government-initiated information exchange results in better responsiveness than citizen-initiated (Dekker & Bekkers, 2015). This phenomenon is due to the difference in which government and citizens initiate information exchange. Typically, governments form information feeds based on public policy laws, pending public-interest policies, and reports of recent administrative and legislative actions. Conversely, citizen-initiated information feeds are generally reactive as they produce a psychological distance between citizens and LGs (Porumbescu, 2016). This psychological distance usually stems from citizens’ responses to negatively perceived LG actions. Moreover, one can understand that this adverse reaction could result in a weakened opinion of responsiveness when compared with a more neutral government-initiated information feed. Thus, delivery of information using discernment is useful in building a positive public perception of responsiveness and sincerity.
Successful information delivery: Hitting the mark
As discussed previously, discerning information delivery guidelines help LGs gain clarity amid public perception obscurity. The ultimate target of information delivery is to satisfy the public’s information need in a manner that engenders positive relations. Having experienced positive relations with their respective LG, constituents are emboldened to shed positive light within the social media realm. Thus, instead of a negative social media firestorm, the public becomes the mouthpiece praising LG transparency. Understandably, hitting the mark every time is not realistic. However, this article argues that the persistent practice of establishing discerning tools within IDG has a profound impact on the public’s perception of LG trustworthiness and transparency.
Confirming the need for discernment and IDG
The need for LGs to adopt IDG within social media policies is evident. Although this article does not delve into specific policy elements, it supports the notion that the adoption of discerning IDG leads to the effective delivery of public information. Further, it reinforces the idea that failure to discern and target a citizen’s needs and preferences can result in a reluctance to accept new knowledge presented by the LG. Adopting IDG provides opportunities to change the public’s perception of LG from distrust to that of trust. Though public interest in government openness and transparency is pervasive and social media information exchange platforms are ubiquitous, research analyzing how to bridge the two effectively is still in an early stage. Due to the
References
The village of Whitehouse purchased the Wabash Cannonball Railroad Caboose and transported it to the village downtown business district on Aug. 26, 2003. Following that move, it was restored in 2008-2009. (Photo by Mark Schriefer)
pervasiveness of social media as the primary source of information and the continued concern over the decline in public trust, further exploration concerning IDG is warranted.
Implications of the enactment and practice of IDG could prove significant to overall public policy, perceptions of government openness and transparency, reduction of government corruption, and government-citizen cooperation in public projects and decisions. Considering the widespread unrest within many LGs, there is no better time than the present to practice discernment in service to the public’s need. M
Part one of “Social media guidelines: How discernment aids local government transparency” ran in the November 2024 issue of The Municipal.
About the Columnist
Jordan Daugherty, administrator at the village of Whitehouse in Northwest Ohio, works in the town where he grew up. Conscientious of the trajectory of government at large, he particularly focuses on the need for local governments to transform into bodies deserving public trust. His 17 years of working in municipal leadership have given him a vision for guiding local government from a mindset of unimaginative toward progression. Daugherty received his doctorate in organization development and change (D.ODC) from Bowling Green State University and is a Certified Public Accountant (retired). He also sits on the board of the Northwest Ohio Advanced Energy Special Improvement District. While he ardently works to cause efficient and effective organizational change, his ultimate passion is his gracious wife and 12 children. Daugherty can be reached at jdaugherty@whitehouseoh.gov.
Amad, Irfan. (2019, January 1). The most popular social media platforms of 2019. Digital Information World. Retrieved from https://www.digitalinformationworld.com/2019/01/most-popular-global-socialnetworks-apps-infographic.html
Ambrose, S. A., Bridges, M. W., DiPietro, M., Lovett, M. C., & Norman, M. K. (2010). How learning works: seven research-based principles for smart teaching. San Francisco: Jossey-Bass. Daugherty, J. & Schriefer, M. (2021). Model of Four Phases to Ensuring Effective Information Delivery Via Social Media [Figure].
Dekker, R., & Bekkers, V. (2015). The contingency of governments’ responsiveness to the virtual public sphere: A systematic literature review and meta-synthesis. Government Information Quarterly, 32(4), 496-505. doi: http://dx.doi.org/10.1016/j.giq.2015.09.007
Hendrix, M. (2019, March 4). The case for local government. Retrieved from https://www.realclearpolicy.com/articles/2019/03/04/the_case_for_local_government_111089.html
Köseoglu, Ö., & Tuncer, A. (2016). Designing social media policy for local governments: opportunities and challenges. Public Administration and Information Technology, 15, 23-35. doi: 10.1037/0278-6133.24.2.225 Merriam-Webster. (n.d.). Discernment. In Merriam-Webster.com dictionary. Retrieved April 20, 2021, from http://www.merriam-webster.com/dictionary/discernment Porumbescu, G.A., (2016). Comparing the effects of e-government and social media use on trust in government. Public Management Review, 18(9), 1308-1334. Retrieved from http://dx.doi.org/10.1080/14719 037.2015.1100751
Stamati, T., Papadopoulos, T., & Anagnostopoulos, D. (2015). Social media for openness and accountability in public sector: Cases in the Greek context.
Best-run cities in America
What determines how well a city is run? Is it how often the trash is picked up, how safe residents feel on the streets or how quickly city hall responds to complaints?
Local officials face constant challenges to the optimal functioning of their city. There are economic woes, public health crises, threats to public safety and more, and such challenges usually require both financial and human resources to solve. The larger the city, the more complex the problems become, and leaders must carefully consider which services are most essential, which agencies’ budgets to cut or boost, and how much to charge in local taxes, among other decisions.
Last summer, the financial website WalletHub set out to compare the operating efficiency of 148 of the largest U.S. cities and determine which are run the best. The staff started by comparing the quality of the services residents receive against the city’s total budget to calculate its operating efficiency. In other words, they looked at how well city officials managed and spent public funds.
Using that approach, they constructed a “Quality of Services” score made up of 36 metrics grouped into six service categories, which were then measured against the city’s per capita budget.
The data revealed that the cities listed at right are the best-run cities in America.
