Above: This coal preparation plant is highly corrosive due to coal with high sulphur content that, in an e ort to reduce dust, is sprayed with water that is sourced from local wells, which is always high in salt and chlorides. This chemical combination can destroy carbon steel in 1-2 years and stainless steel in 5-6 years. As seen in the right image, however, Strongwell’s SAFRAIL™ industrial railing system and DURAGRID® pultruded grating continues to stay corrosion resistant years after steel would have required replacement.
16
on Maintenance & Operations: Downtown redevelopment, sustainability and infrastructure priorities for White Plains mayor
20 Focus on Maintenance & Operations: Planned maintenance and wellcommunicated alternatives help Boulder maintain its many parking garages
25 Focus on Maintenance & Operations: Springfield City Hall renovation to recapture historical architecture and improve accessibility
Focus on Maintenance & Operations: MLB stadium gets maintenance boost while drawing people downtown
30 Focus on Maintenance & Operations: Community improvements: Watsonville increased sales tax funds projects that will benefit everyone
38 Water & Energy: Raleigh rainwater program revives public interest in stormwater management
42 Waste & Recycling: Harrisonburg implements a second life for fallen trees 46 Municipal Management: Massachusetts capital takes cross-departmental approach to rat issue
With 25 years of fabric building services, Greystone Construction prides itself on completing high-quality projects and excellent customer service. So far, the company has covered more than 2,000,000 square feet of salt piles with fabric buildings. Read what some of its customers have to say on page 10.
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editor SARAH WRIGHT swright@the-papers.com
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ANNETTE WEAVER aweaver@the-papers.com
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Jennifer Barton, Beth Anne Brink-Cox, Lauren Caggiano, Nicholette Carlson, Denise Fedorow, Danielle Lund, Janet G. Patterson, Julie Young
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The unending cycle of maintenance
Sarah Wright | Editor
There’s always something, and at this time of year, it’s usually a pothole. Or it could be a leaky pipe. With the sheer amount of structures and infrastructure that municipalities oversee, it’s unavoidable. If only funding could remain so consistent. Across the country, cities have been deferring maintenance for decades, and in many cases, those chickens have begun to come home to roost. A simple search for “city deferred maintenance” uncovers many headlines of cities grappling with the results of deferred maintenance.
First in the search was San Diego, Calif., which had received the results of a city audit toward the end of 2024. The San Diego Union-Tribune shared the results of this audit in a Nov. 10, 2024 article called “San Diego has put off $1 billion in routine building maintenance, audit says.” The columnist, David Garrick, noted, “San Diego’s nearly $5 billion infrastructure
funding deficient would be about $1 billion larger if the city included hundreds of maintenance projects that officials postpone and ignore, a city audit says.” These deferred projects include roof patches, minor repairs and air conditioning systems updates
The article also shares from the audit: “Although deferring maintenance can save money in the short term, deferring maintenance results in higher future costs and can impact city services, worker morale and the overall reputation of the city.”
San Diego is not alone in facing the daunting task of surmounting a deficit and catching up on maintenance. And in terms of funding, municipalities may need to pursue alternative sources to do so.
This issue focuses on operations and maintenance. Writer Denise Fedorow leads off with White Plains, N.Y. Fedorow shares Mayor Thomas Roach about his city’s circumstances and what is in store for it in 2025. White Plains has done well to secure grant funding to improve the quality of life for its citizens and take on various projects from Vision Zero to improvements on its Performing Arts Center.
Nicholette Carlson approached Boulder, Colo., about its efforts to maintain its parking garages. The city’s strategy includes a strong communications plan to keep residents
informed on parking garage closures while also providing parking alternatives.
In California, Watsonville managed to get a sales tax increase approved by voters to help it improve roads, expand parks and library services while also upgrading the community plaza. Julie Young spoke with City Manager Tamara Vides about how the funds from Measure R will be used.
Finally, Carlson and Lauren Caggiano team up to relay two maintenance and renovation projects the city of Springfield, Mo., has underway. Carlson writes on the extensive remodel occurring at Springfield City Hall, which will both recapture its historical architecture while making the structure more accessible and functional, while Caggiano shares work occurring at Hammons Field.
Happy 2025 from all of us at The Municipal! We wish nothing but success for you and your cities.
Built to Last: 25 Years of Fabric Building Services
“Over the past 25 years, the Fabric Building Division at Greystone Construction has earned the trust of hundreds of cities, counties, municipalities, DOTs (departments of transportation) and private firms, and has covered over 2,000,000 square feet of salt piles with fabric buildings.
We’ve built a reputation for high-quality projects and excellent customer service, having designed and built thousands of fabric buildings across the country for many industries and uses, including bulk storage, equipment storage, waste and recycling facilities, indoor athletic facilities, and much more,” said Colin O’Brien, Vice President of Business Development and Principal at Greystone Construction. “We are fabric building experts.”
Working to understand and meet clients’ needs
“Since 1987, the key to Greystone’s success has remained the same we are not out to simply make a sale, but to build a strong and
lasting relationship. Oftentimes, customers don’t know where to start, and in that first initial consultation, we work to understand and identify our customer’s needs, then tailor a building solution that best fits their budget. There are many ways to set up these buildings, and we work hard to find the best solution for our client,” O’Brien explained.
Best practices for municipal fabric buildings
“With every project, we share our best practices to ensure each customer receives an engineered (when required), high-quality product with a layout that best fits their operational needs. Those best practices include
engineering to meet local wind, snow, seismic and unbalanced snow loads; designing for capacity requirements and future expansion; using independent foundations and panels; reducing risk of corrosive damage from materials such as salt with post-production hot-dipped galvanized steel and keeping salt away from building components with independent concrete wall panels with corrosion inhibitors; proper ventilation; and sufficient building clearance for safe operation of equipment. Follow these practices and the result will be a building that is a return on investment for many years to come,” O’Brien said.
A full life cycle solution
“We can do as little as furnish you with a building materials package, or provide a full turnkey solution. We can assist in developing building specifications if you need to put the building out for bid. We have in-house estimators, project managers and building installation crews that travel the country. We even perform service or repair work if required. We’ve been in
Photos provided by Greystone Construction
business for 38 years when you have future needs, the Greystone team will be available to service you,” O’Brien explained.
A diverse general contractor
“When designing and constructing a fabric building, Greystone adheres to the same high standards in terms of quality, service and craftsmanship maintained in all areas of our business. Greystone is a diverse commercial and industrial general contractor in business since 1987. In addition to fabric buildings, we also build pre-engineered metal buildings and conventional brick and mortar buildings. We build municipal shops and offices, city halls, fire stations, police stations, manufacturing facilities, senior housing and more. We have the expertise and the capabilities to get the job done and do it well,” O’Brien stated.
Clients’ experiences
City of Mendota Heights, Minn., partnered with Greystone to build a 65-by-70-foot Britespan fabric building. John Boland, public works superintendent, said, “If another jurisdiction is looking for a new salt storage building, I would recommend looking into one from Greystone. They met with us on-site several times to determine proper size and location. They worked seamlessly with us to get the project completed without any delays.”
City of Willoughby Hills, Ohio, partnered with Greystone to build its 72-by-96-foot Britespan building on concrete pier foundations. Road Superintendent Mark Grubiss said, “I would definitely recommend a fabric structure to any municipality. Compared to a wood or a concrete structure, the fabric structure is most cost effective and the warranty on the fabric cover is another reason. We told Greystone up front that we needed our building quickly. We completed the site work early with our own staff and city engineer, then the Greystone crew completed foundations in only two days. After the concrete was cured, the Greystone crew returned, and they installed the steel trusses and fabric cover in just two days. Our teams worked well together. We are very pleased.”
Andy Phillips is the division chief for the department of parks and recreation at Maryland-National Capital Park and Planning Commission (MNCPPC). Phillips said, “We would definitely recommend the use of fabric structures and have partnered on three of them with Greystone first to store deicing salt, second to house footing materials for our premier equestrian center, a third to store our engineered soil media. The quality of the materials used and construction methods have proven to be very safe under multiple conditions. Greystone’s commitment
to quality workmanship and dedication to providing top-tier customer service make it a no-brainer to work with them.”
Thank you for trusting Greystone O’Brien concluded, “As we celebrate 25 years of fabric building services, we extend our deepest gratitude to the municipalities and communities we’ve had the privilege to serve. Your trust and partnership have been key to our success. Looking ahead, we are eager to continue delivering high-quality, customized fabric building solutions that enhance operations and improve communities. We look forward to building many more decades of excellence and innovation.”
Greystone Construction’s team of fabric building experts is prepared to assist municipalities with their salt, sand and equipment storage needs. Greystone is an authorized dealer of Britespan Building Systems. Call 1 (888) 742-6837 for a free consultation and quote. Visit www.GCFabricBuildings.com to learn more.
Brine Production Systems
$10 million
White Plains, N.Y., was awarded an almost $10 million grant from the state of New York for downtown revitalization. One project being funded by the grant includes the creation of a bike lane on Hamilton Avenue from Broadway to the train station.
MAINTENANCE & OPERATIONS
$5 million per year
2,500
Boulder, Colo., manages seven mixed-use parking garage facilities, two surface lots and three general improvement districts with over 2,500 paid and managed parking stalls.
See how Boulder keeps its parking garages in good condition on page 22.
$16.5 million
Springfield, Mo., has raised $16.5 million in funding for its city hall renovation across different sources.
1,500 Read
Approximate number of roofs put on homes in cities across Louisiana since 2020, thanks to legislative financial sup port that followed that year’s hurricanes. The initiative is making several parishes much more resistant to natural disasters.
Watsonville, Calif.’s, half-cent sales tax increase was approved in November 2022 and went into effect in April 2023. It raises approximately $5 million per year, and the revenue will be used to improve roads, expand parks and library services, and upgrade the community plaza.
$1 million
In January 2024, Director of Public Works Chris Hornstein estimated that it would cost more than $1 million to replace an aging roof and the HVAC systems in the Pittsburgh, Penn., Municipal Courts Building. In October, the city council authorized the sale of the building.
Estimated cost to repair and repave roads in a housing development in a West Virginia city that badly needed it. The homeowner’s association’s reserves were only $100,000, and the community couldn’t cover a special assessment that high. The city was left holding the bag.
Learn more about this “ticking timebomb of suburban planning” at https://www.strongtowns.org/ journal/2024/5/2instead-of-hating-your-hoa-make-your-city-take-responsibility.
Read more about how Watsonville is using these funds on page 32.
Learn how Springfield is making its historic
Read more about White Plains’ operations on page 18.
CITY HALL
Downtown redevelopment, sustainability and infrastructure priorities for White Plains mayor
By DENISE FEDOROW | The Municipal
Revitalizing downtown, including providing more housing downtown, has been a priority for several mayors across the country, including White Plains, N.Y., Mayor Thomas Roach.
Roach has been mayor of his city in Westchester County for nearly 14 years. He said White Plains is only 10 square miles and has a population of about 60,000, which more than doubles to about 150,000-200,000 during the day.
When asked about the financial state of the city, he replied, “We’re in really good shape. We’ve been double A1 stable and our reserves are all high.”
Like most municipalities, Mayor Roach said White Plains is continuously working on infrastructure, “including the ones people don’t see” like relining sanitary and stormwater sewers and paving.
“Our engineers are out scoring streets so it’s not politicized,” he said.
ABOVE: White Plains Mayor Thomas Roach speaks at the opening of the Battle Hill Pollinator Habitat. (Photo provided by the city of White Plains)
And the city has really been focused on making the city more pedestrian and bike friendly. It received a $400,000 Safe Streets For All grant from the federal government to study the traffic in the city with the goal of reducing fatal and serious injury accidents for pedestrians and cyclists.
“It’s a Vision Zero program, and right now, we’re working on the public comments and engineers are combing that data, which will form the base to implement the grant application and be able to commence building infrastructure for a good Vision Zero program,” he explained.
The concept started in Sweden. He shared that in the United States, officials tended to think they should train people to be better drivers,
but Sweden’s concept was that not everyone is going to follow the rules so design infrastructure to lessen the impact of poor decisions on drivers or cyclists.
“We’re a thriving city with a lot of new residential development downtown so having better bike and pedestrian infrastructure will make it better for everyone,” Roach said.
Besides that, White Plains was awarded an almost $10 million grant from the state of New York for downtown revitalization. Roach said it was a detailed and complex grant application process involving the city, nonprofits and businesses downtown. Additionally, the state only awards one grant per region. In the past, the state used to award smaller amounts to more cities but changed it to a larger amount per region to have more of an impact. Roach said he had to appoint a committee, and they were told to come up with about $14 million in requests and $9.7 million would be funded.
Roach said getting that grant was probably the biggest accomplishment this year. One project that will be done includes the creation of a bike lane on Hamilton Avenue from Broadway to the train station, which will be “signalized and protected from traffic similar to what they have in Montreal.” The cost is about $3 million.
White Plains is a “high-cost environment and a lot of people ride bikes to work,” so Roach wants to provide safe transportation and improved air quality.
Officials also want to improve the area around the train station. According to Roach, that area has always been safe “but sterile.” More apartments have been developed there, so he wants to create a space that is aesthetically pleasing for people to gather.
“It sends a signal about the city when people see 400 people doing yoga there or a farmer’s market it plants a seed and changes the image of downtown, making it playful and exciting,” he said.
He envisions adding a cool art installation, better lighting something he can’t justify coming out of the general fund but could with this grant money.
There’s also an area called the Grove Street extension land acquired for off ramps during urban renewal phase but never used. Grove Street is now Martin Luther King Jr. Street. When Roach was in that area recently, he noticed “all these people walking through this extension they naturally started to use it as a pedestrian walkway,” so he wants to use some of the grant money to formalize it by adding lights and benches, maybe a dog park and playground.
“Make it a nice, safe area because people have ‘told’ us where they want to walk,” he said.
Submissions from private organizations and businesses included a much-needed update and enlargement of the ladies’ restrooms at the Performing Arts Center and HVAC work. The city owns the building, and the PAC leases it. Its presence in downtown has shown a direct impact. He said Morton’s The Steakhouse will open early if there’s a matinee at the PAC because people will go to the restaurant afterward.
Some businesses want to do facade work, and one building, which was once a Sears and then a Walmart, could not find a tenant.
“It would have been knocked down, but parking for three downtown office buildings is on top of the building,” he said.
So the owner wants to fix it up and find an active use tenant like a Dave and Buster’s Restaurant and Arcade or a pickleball business something that could use the high ceilings.
ABOVE & BELOW: The White Plains Community Solar Project sets the standard for municipal solar projects for the state of New York. To reduce capital costs, the city partnered with the New York Power Authority and DSD Renewables, which owns and operates the system. In August 2022, the council adopted amendments to its zoning ordinances to allow for solar energy. The amendments require landscaping and screening plans, inspections after installation, among other things. The laws have become a model statewide to provide regulatory guidance for suburban and small/medium urban communities. (Photo provided by the city of White Plains)
White Plains has converted more buildings into apartments this year, too. A former office building opened as apartments for leasing while a former business school with dorms is being turned into 100% affordable condominiums.
“We haven’t had a condo project in the county in a long time, and this will be 100% affordable,” he said.
The downtown revitalization started a while ago with the addition of a small mall and performing arts center where a vacant Macy’s once was. Roach said stores first moved out to the malls and now malls are losing to the internet. He recalled attending a seminar shortly after
becoming mayor where a speaker said, “You don’t bring back downtowns with an aquarium or a convention center you bring them back with people living downtown because they will go downstairs and eat at the restaurants and shop in the stores.”
“That’s what we’ve focused on, and it’s worked incredibly well,” he said.
“Now downtown is mostly restaurants and services, and business is booming it’s fully leased up customers live right there. The main part of our revitalization has been people living downtown, and it’s worked very well.”
He pointed out White Plains has two train stations, and one is downtown. People living downtown can walk to the train station and get to Manhattan’s Grand Central Station in about 38 minutes. Young people who work in Manhattan can live in White Plains, which is 26 miles north of Manhattan. The city also has empty nesters moving out of their four-bedroom houses on a half-acre and moving downtown. Roach said, “It extends their independence because they can walk to everything.”
Many things help downtown, but the core is apartment buildings.
Sustainability
Roach said, “We’re also very focused on sustainability we have a huge solar installation that was a public-private partnership and is generating $1 million a year for us.”
The mayor wants to bring in another 100 Level 2 vehicle chargers for those living in downtown apartments. Some of the older apartments don’t have parking garages, so the tenants are using the city’s garages, where Roach would like to add the chargers. He’d also like to get more Level 3 chargers through the New York Power Authority since they are quicker for travelers.
“We were ahead of our neighbors with our electric vehicle infrastructure,” he said, adding that he drives electric vehicles.
When Level 3 chargers were limited, if someone coming to town needed to charge with a Level 2 charger, they’d be spending a couple of hours in town. This meant time spent in the local theater, restaurants or shops. However, even with the Level 3 chargers, it takes about 20 minutes, so when Roach was driving home from upstate and stopped in a town to charge, he would visit a bagel shop to get a bagel and coffee.
“So it does help the economy to have them,” he said.
White Plains has done a lot with parks. It took a former railway and opened it as a greenway linear park. In fact, anyplace that’s not being used is being turning into a park. He mentioned one forgotten area that was beautiful; it had a stream and a wooded area and already had a road, so the city turned that into a park. Meanwhile, in a former parking lot, White Plains completed a native plant installation.
“It’s called re-wilding,” he said. “It’s a big meadow, and we planted a lot of native flowers, herbs, blueberry bushes it’s loaded with birds and butterflies, and the people love it!”
In the works
Roach said White Plains is in the process of building a new parking garage on East Post Road for the hospital, which has 4,500 employees. It just finished acquiring the property through eminent domain and building the garage for the hospital will free up the city’s other garages for residents, other workers and visitors to use.
Another big project coming is the redevelopment of the former Galleria Mall. It will be knocked down and will be replaced with a mix of housing and retail. Forty-five percent of the land will be open to the public. The mall was a mega-block, and this is an opportunity to open that space up and have it be “another gathering point and place to build community.”
But he said it’s a long process. Demolition is slated for next year, and it will all be done in phases. So getting that process started is one extensive project for 2025, and Roach said there are several more apartment buildings coming on the market.
“I want to finish the Streets for All program get the grant and implement their recommendations,” he said.
And he’s always getting asked about the Galleria Mall. “It’ll be amazing when it’s finished. It’ll be a revenue generator, and that will help keep the taxes reasonable for our residents while keeping the services high,” he said.
Pictured is one of the new residential developments in downtown White Plains. (Photo provided by the city of White Plains)
Planned maintenance and wellcommunicated alternatives help Boulder maintain its many parking garages
By NICHOLETTE CARLSON | The Municipal
The city of Boulder, Colo., is in charge of seven mixed-use parking garage facilities, two surface lots and three general improvement districts with over 2,500 paid and managed parking stalls.
If one of the city’s parking garages must be closed for maintenance, the city provides notice and alternatives. This includes using digital signs that state when a garage is closed. (Photo provided by the city of Boulder, Colo.)
Parking garages are connected to a variety of buildings, such as commercial retail, office space, affordable housing and a luxury hotel, with different users like permit holders, employees and visitors. The garages are all also designed to meet Boulder’s multimodal Access Management and Parking Strategy. These various parking structures ranging from seven years to 50 years old require a unique strategy for upkeep and maintenance.
In order to maintain these structures, the city has a maintenance team of 10 people who work in shifts from 6 a.m. to 9 p.m., seven days a week and 365 days a year. This team has a seasonal maintenance and cleaning schedule to follow in order to keep all structures in good working order. Regular maintenance includes checking ventilation, stormwater, domestic water, electricity, fire suppression, HVAC and elevator systems and traffic coatings to protect exposed concrete. Water infiltration presents one of the greatest challenges for parking garages.
“Maintaining our garages in an extreme climate comes with many unique challenges from salt tracked in by vehicles during the winter months to thawing and cracking concrete in the spring,” Dan Rodriguez, Boulder parking maintenance supervisor, stated. “Our team partners with various contractors to manage our facilities’ needs throughout all times of year.”
For major construction projects, there is a capital improvement project manager as well as a property management company in charge of the leased office and retail spaces and an administrative team that manages any governmental procurement processes.
In order to pay for this maintenance, the city has two yearly budgets for annual maintenance and capital improvements. Regular expenses, such as jetting storm drains, servicing elevators and servicing ventilation systems, are taken care of through the maintenance budget. The capital improvements budget focuses on larger projects, such as HVAC replacement and concrete repair. Budgets are determined based on the costs of planned maintenance activities, issues identified by maintenance during regular inspections, an outside firm’s facility assessment and possible unplanned maintenance. If an issue is identified during one of the maintenance team’s regular inspections, the cost of the fix could come from either budget depending on the size and level of urgency of the issue so that all issues are taken care of as quickly as possible.
“Recently, we adopted a new project delivery method designed to improve our garage capital improvement process and schedule,” Emi Smith, communications program manager, explained. “For a long time, we hired and coordinated the work with individual trades to complete capital improvements in our garages. It was difficult for our small team to coordinate the various work groups and closures in all of our garages and often left the public with the perception that our garages were always under construction. Now we hire an engineering firm to complete a top to bottom assessment of one facility at a time. The maintenance team completes the maintenance-related projects and the remaining findings are moved into a capital improvements list to be incorporated into a future project.”
This contract with a construction manager helps the city to address issues in one project so garages are closed for shorter periods of time, which minimizes the disruption to those who use the garages as well as a loss of parking revenue.
“We recognize that garage closures are hard on the community, so we try to limit closures whenever possible,” Smith emphasized. “While many projects can be completed without closing garages, certain projects in drive lanes, such as replacing compromised concrete or installing traffic coating to protect concrete, require closures. When considering a closure, we take several factors into consideration, including the type of work being performed and the safety of allowing both cars and pedestrians within proximity of the work areas. Additionally, certain parking garage layouts are more conducive to allowing for traffic shifts, changes in traffic patterns and partial closures. A decision to fully close a facility is never taken lightly.”
When a garage must undergo a closure, however, permit holders and users can be routed to nearby city-owned parking facilities.
This past spring, a citywide press release announced all upcoming closures for 2024 throughout all parking facilities that would take place between June and September. This included full closure of three garages, with the closure lasting from several weeks to slightly over a month. Only one garage was closed at a time to ensure the best access to parking options for the
The city of Boulder, Colo., is in charge of seven mixed-use parking garages, two surface lots and three general improvement districts, totaling over 2,500 parking stalls. There is a regular seasonal maintenance schedule for the garages to ensure they are all kept in good working order. (Photo provided by the city of Boulder, Colo.)
The city works on two budgets for the parking garages each year. One is for the regular annual maintenance and the other is for capital improvements, such as solar panels, concrete repair or HVAC repair. These budgets are based on planned maintenance for the year and identified issues during inspections. (Photo provided by the city of Boulder, Colo.)
community. Information and updates were also shared regularly on the city website and social media and through e-newsletters. Dates for closures are selected after coordinating with community event organizers and property owners in order to have as little impact on the downtown as possible. Emails with closure dates and potential impacts were sent directly to garage permit holders along with programming, so the permit would work at two alternate nearby open garages during the closure. Physical and digital signage was placed at entrances and exits of closed garages, along with alternate parking options.
“Communicating with our parking facilities’ stakeholders well in advance of closure dates is essential to the success of regular maintenance improvements,” Margot Bigum, Boulder customer service supervisor, said. “We want to work collaboratively with those most affected by closures to maintain strong relationships and minimize our impact.”
While several businesses were concerned with possible noise impact, the city immediately addressed what days and times the impact would be highest. Since the city collaborates with businesses months in advance regarding closure dates and various forms of communication are provided to residents and visitors with alternate parking options, there is typically little negative feedback regarding the closures. M
When a parking garage must be closed for maintenance, communication is the key to lessen disruptions for residents. Residents are informed in advance and told of potential impacts. The city also works with local businesses to choose the best dates as to not interfere with events and have the lowest impact as possible. (Photo provided by the city of Boulder, Colo.)
Springfield A city on the move
The Springfield, Mo., city hall, originally built in 1894 as a U.S. customs house and post office, is undergoing major renovations over a few years to modernize the mechanical, electrical and plumbing; make it more accessible; and better utilize the space. (Photo provided by the city of Springfield, Mo.)
Springfield City Hall renovation to recapture historical architecture and improve accessibility
By NICHOLETTE CARLSON | The Municipal
The city hall building in Springfield, Mo., is undergoing major renovations for the next couple of years to make it more accessible and functional while also restoring its historic architectural elements.
This project has been years in the making. The project required time to gather funding and relocate departments from city hall, making it possible to carry out all the renovations at once. Once the renovations are complete, the city hall will be home to new departments while continuing to house the city council chambers.
The city hall was originally designed and built as a U.S. customs house and post office in 1894. In 1914, a large addition was designed wrapping around the east side of the building, which became the city council chambers. Two smaller additions were added in 1921 and 1927 as a mailing vestibule and loading dock. The city of Springfield then purchased the building in the 1930s, and a new building was built for the post office the Busch Municipal Building. The municipal building also became home to most of the city departments, leaving only the fire administration and the city council and its chambers in city hall.
In 2017, the city administration identified five main goals to complete using a level property tax, which was voted on and passed by the residents. The renovation of city hall was one of these goals. City hall is on the corner of the city’s government plaza, but was a significantly underutilized space that had also had a great deal of deferred maintenance. However, the project seemed
on hold following the drastic increase in construction material prices during COVID. There was a major glycol leak in the summer of 2020, forcing all departments to move out of city hall. All heating and air had to be shut down because of the leak as well. The fire administration found its new permanent location at fire station six. The city purchased a new building for the risk management team. City council meetings have been temporarily relocated to the police and fire training center in the Busch building until the completion of city hall renovations. Because of the leak, a major hazardous material abatement must be
completed before the new city hall renovations can begin. This began in July 2024 and was planned to be completed by the end of the year.
The design for city hall was selected in August 2021, and the design contract was signed in June 2022. The renovation project was awarded $422,000 of the level property tax money, and the project also received $6 million from bonds in March 2023. With a variety of funding from different sources, the project is now up to $16.5 million. Construction was opened up to bidding in November 2024 and under contract by the end of the year.
Four columns will remain in the center of the lobby. The columns that are damaged will be pieced together using other columns’ pieces. (Photo provided by the city of Springfield, Mo.)
For the renovation project, the building will need all new updated mechanical, electrical and plumbing work, along with a new roof and windows. There had been accessibility issues with only one staircase, so a second staircase is being added along with an elevator to all floors that will be large enough to hold a gurney in case of emergencies. Restroom facilities are being added and updated along with a wellness room for mothers. Networking and information technology improvements will also be done to create a modernized work environment within the building. A sprinkler system is being added in for increased safety. The city council area, which is in a horseshoe shape now, will be flattened out so that it faces the audience more. The two smaller additions will be removed and made into an entrance.
Construction is planned to start early next year following the abatement. Since the city hall is on the national registrar of historic places, it adds some challenges to the renovation process. However, the plan is to remove some of the previous renovations and highlight some of the previously hidden historical aspects. Many of the columns and ceilings had been covered and had not been seen for 70 years. On the exterior, there will be some general stone repair and stone cleaning to ensure the stone exterior can withstand the next 100 years. In the building’s interior, the historic columns will be exposed in a lobby entry space and shaped to appear more symmetrical, like the original design of the building. Four columns will remain at the center of the lobby, reconstructed from pieces of the other columns. Three of the five vaults will be kept. Marble stone panels that were previously used in the restroom will be reused elsewhere in city hall. The architects hope to use these historical aspects to highlight the elements of the building.
“The key is to evaluate various additions and decide what to remove and what to keep,” Stephen Telscher, architect and project manager from Sapp Design Associates Architects, mentioned. “Generally, we start with the south lobby, which is a key marker, and the corridors prevalent in the floor plan. These are the critical areas to keep from a historical preservation perspective. When we move into the side rooms, we have more freedom to modify (elements) to meet the
In the 1930s, the city purchased the city hall building. Much of it was or already had been converted to office space, hiding the original architecture. After a glycol leak in 2020, a hazardous material abatement had to be completed prior to renovation, which included small demolition such as removing previous renovation to reveal the columns and ceilings hidden. (Photo provided by the city of Springfield, Mo.)
functional, day-to-day needs. The challenge is how to put new, modern electrical and plumbing into a historical building while trying to preserve the visuals.”
The design is to use float ceilings in the middle of rooms and offices for fire sprinklers and the like while keeping the main corridor ceilings as high as possible.
The project is expected to finish in summer 2026, with funding constraints requiring completion by the end of 2026. After the project is complete, the new city hall building will house the city clerk’s office, city council and council chambers, finance offices and the mayor’s office. The basement will house the custodial public
While working to preserve the historic architecture in the columns and corridors that haven’t been seen for 70 years, the city must also make it more accessible. This includes adding a second staircase and an elevator. (Photo provided by the city of Springfield, Mo.)
works department and archive storage for city documents.
For other cities considering a similar project for a city hall or municipal building, Jennifer Swan, Springfield Public Works city architect, recommended, “Complete a full assessment of the facility to reveal as many unknowns as you can and then put aside funding for unknowns. Always be on search for funding. Clearly identify project goals and aim to complete those and then any remaining funding can be used.”
Telscher emphasized the importance of doing a full renovation on the building since a phased approach would not work, particularly with pulling out old mechanical in an occupied building. “The funding perspective has a big impact,” he explained. “Find financing for the rehabilitation. If you know the building will need a full redo, there’s no need to spend money on little fixes here and there. If there are big changes being planned, communicate it to the community that it’s coming.”
MLB stadium gets maintenance boost while drawing people downtown
By LAUREN CAGGIANO | The Municipal
What’s been a catalyst for economic and community development in Springfield, Mo., is now getting more support for its next chapter as a regional destination.
Home to the Minor League Baseball’s Cardinals, Hammons Field, will undergo maintenance and upgrade work in the next few months to bring it up to the standards of other facilities in the league. This work is made possible by $4 million from Missouri general revenue funds earmarked to support maintenance and improvements at the stadium.
According to Cardinal’s Vice President and General Manager Dan Reiter, this investment is a win for both the community and the team. Reiter, who’s been in this role for the last seven years, recalls how the city purchasing the stadium in 2023 and the lease extension were strategic moves that have paid off in retrospect.
“It was a massive win in our community, and I think that win has led to a lot of support for the organization, but also for understanding that a stadium that’s 20 years old has to be updated and improved,” he said. “And so
really, I do think that our community has been beyond supportive (in) understanding the economic impact of the team, but also the importance of it with quality of life.”
On the economic development front, Reiter said that the stadium employs about 35 full-time staff and another 250 work there part-time. That also translates to a boost to the downtown economy every time there’s a home game, which draws about 4,000 each time from about a 100-mile radius.
Reiter also contends that this is the best interest of local government and their goals.
“One of the top initiatives for our city and city council … is related to … quality of life,” he said. “The stadium really started bringing people back downtown. For a long time, downtown was kind of a dead zone, and so really it’s been a key cog in that revitalization. It’s not just getting the amenities, but also getting
ABOVE: Hammons Field has been home to the Springfield Cardinals, the Minor League Baseball Double-A affiliate of the St. Louis Cardinals, since 2004. (Photo provided by Hammons Field)
Cardinal’s Vice President and General Manager Dan Reiter said the investment is a win for sports fans and means economic opportunity for businesses and people in southwest Missouri.
people there. You see what’s happened downtown the last 20 years with the stadium. (For example), Jordan Valley Park and festivals have now come in and grown. A big part of it is just getting people downtown. For a while, everyone stopped going.”
Now, downtown is a destination, and the stadium has proven to be a success in the eyes of both city leaders and the general public. It’s time to look to preserving its future. According to Reiter, when negotiating the terms of the lease with the city, it was important to both parties that both maintenance and improvements were factored in. The state funding will be allocated toward both types of capital expenses. In Reiter’s estimation, you really can’t have the one without the other.
“Obviously the fans will notice the bright, shiny things, but a big part of this is also the maintenance and importance of redoing roofs, ceiling, masonry and HVAC improvements,” he said. “And those (projects) aren’t fun. They’re not sexy, but they’re very, very important to this.”
Another facet of the project relates to enhancing the fan experience. According to Reiter, plans call for replacing the stadium audio as well as modernizing the press level. He’s equally excited about adding outdoor seating. This welcome change to the hospitality area will cater to corporate and community groups who want to have a more dynamic and family-friendly experience while gathering.
Reiter said the public has been understanding about the need for the investments, especially when they learn their taxes won’t go up as a result. As of now, the work is slated to be completed by June 2025, but
ideally ahead of the season opener in April. Reiter said he’s optimistic about the timeline, especially since they’re already set up for success. “We had done a lot of the legwork beforehand so that by the time that the state funding was approved, we already had basic architectural designs for the press level renovation,” he said. “So we’ve tried to do as much of the legwork beforehand. Even right now, we have the contractor. We have all of the plans and designs. They’re getting permitted. We’re past the planning phase of it. We’re getting ready to start the projects.”
The stadium has a seating capacity of 6,750. (Photo provided by Hammons Field)
Among the planned improvements that Measure R will fund in part are upgrades to the Civic Plaza where several public events are held throughout the year. (Photo provided by Watsonville, Calif.)
Community improvements: Watsonville increased sales tax funds projects that will benefit everyone
By JULIE YOUNG | The Municipal
Thanks to a voter-approved sales tax increase, the city of Watsonville, Calif., is investing in upgrades that will benefit the whole community.
Known as Measure R, the half-cent sales tax increase was approved in November 2022 and went into effect in April 2023. It raises approximately $5 million per year, and the revenue will be used to improve roads, expand parks and library services, and upgrade the community plaza.
“I am really excited to be here at a time that is allowing us to do so much,” said City Manager Tamara Vides. “Watsonville voters understand that if we invest in the community, then we can improve the quality of life for all of our residents and that’s what Measure R is all about.”
Read all about it
The road to Measure R began during the COVID-19 pandemic when Watsonville residents flooded the city parks to get a bit of fresh air and exercise while adhering to social distancing protocols. Unfortunately, the city has the lowest park acreage per person in Santa Cruz County, making the need for expanded recreation facilities a priority. Using that need as a springboard, the City Council polled
residents to find out what other issues were on their minds and hearts. After gathering that data, the council asked if the community would be willing to tax themselves in order to achieve those goals. When the vote was tallied, the result was an overwhelming yes.
In addition to the public support, Measure R also has a lot of community engagement from those who come out to learn about which projects are in the works as well as a community oversight group who ensures that the revenue is being spent appropriately.
“We have been very intentional that this money will be focused on the three things that we promised voters,” Vides said.
In May, Watsonville broke ground on the Ramsay Park Renaissance Project, which is a $28 million effort to transform and revitalize the area’s largest recreational site. When completed, the park will have the largest all-inclusive playground in the county, additional soccer fields that will be outfitted with lights for night play, a multiuse sports field and a dog park. There are also
The city of Watsonville broke ground on the Ramsey Park Renaissance Project in May, which includes plans for additional soccer fields, trail upgrades and the largest inclusive playground in Santa Cruz County. (Photo provided by Watsonville, Calif.)
Part of Watsonville’s street improvement projects included upgrades to Ohlone Parkway with improved safety features and additional lanes. The city’s project for 2025 will be a reconstruction of Green Valley Road between Carey Avenue and the city limits. (Photo provided by Watsonville, Calif.)
additional plans for a new nature center thanks to a partnership between the city and the Watsonville Wetlands Watch.
“In addition to Measure R revenue, we have applied for a state grant to help us improve the connectivity and walkability of our nature trails,” Vides said. “Our team is very good at looking for ways in which we can supplement the Measure R revenue and get things done faster.”
The city is also making a capital improvement investment in the Watsonville Public Library. In October, the Watsonville City Council heard about a plan to construct a $2.5 million outdoor rooftop cafe and meeting space at the Watsonville Public Library on Main Street. Construction is slated to begin next spring using money from Measure R, and if all goes according to plan, the expansion should be completed by 2026. There are also plans to make the library more accessible to patrons who can’t physically come out to the facility as well as developing programming that will meet the needs of the 21st century library patron.
“Libraries are becoming so much more than a place where people check out books and our library needs to expand with those times,” Vides said.
Road reconstruction
Measure R has also given Watsonville the opportunity to look at its street maintenance programs and develop a pavement management plan that would not only inventory the conditions of the streets throughout the city but also prioritize improvements that need immediate attention.
“Fixing the streets is not a cheap endeavor, and we wanted to make sure that we did it in an equitable manner so that everyone in the community benefits rather than just the louder neighborhoods that ask for improvements,” Vides said. “With a full inventory of our
ABOVE & BELOW: The concept art for the planned expansion of the Watsonville Public Library on Main Street highlights the rooftop cafe and community space that will be used by patrons for a variety of purposes. The funding for the planned expansion is slated to come from the voter-approved sales tax hike known as Measure R. (Photo provided by Watsonville, Calif.)
streets, we know the pavement conditions and we have a dedicated team that is making sure we can plan future road work.”
At the present time, the city is designing and engineering its large street reconstruction project for 2025, which will involve the section of Green Valley Road from Carey Avenue to the city limit. However, the pavement management program is not just for those areas that need major overhauls. It is also designed for those roads in need of striping, pothole filling, small dig out projects, making sure that new and current safety measures are in place and working with the school district to ensure that everyone is safe when they are en route to school.
Vides said that it will cost approximately $93 million to make all the improvements the city plans to accomplish through Measure R funding over a 10-year time span. However, the tax helps the city make improvements in the present while planning for the future.
“If we remain committed to putting this money where it is intended to go, then we give our residents and visitors better access to the features that matter, and in the end, we are all winners,” Vides said.
There’s something for everyone to discover in Monroe, La.
Monroe, La., – emphasis on the “mon” and named for a steamboat, the James Monroe – is a city of 46,616 in the northern part of the state. Monroevians have packed a lot into their city, and one only has to look at the city’s plans and projected works to know it will continue to grow, making sure there’s something there for everyone to enjoy.
Mayor Friday Ellis is continually busy keeping things running smoothly, always with an eye to the future. Emily Stogner, media relations director, recommended a look at https://oneroe.city/, and she’s right: look at the strategic plans for the parks and rec department, downtown and music.
For example, the Biedenharn Museum and Gardens page might make a person think they would know what to expect, such as regularly scheduled exhibits of antiques and artifacts. The locale also has formal English gardens, a Bible Museum and a Museum Store.
But it’s likely that a visitor wouldn’t expect it to have anything to do with Coca-Cola. Well, it does; the iconic drink was first bottled by the Biedenharn Candy Company, and its impressive collection of memorabilia is available to browse. Plan to stop in the candy store for a Coke float!
The museum was awarded a 2024 Louey Award, which makes it the Louisiana Travel Association Attraction of the Year. No wonder: In December alone, the special events included a Christmas open house, a Teddy and Me Christmas tea, and a Christmas garden stroll. Visitors could also have their pet’s photos taken with Santa or the Coca-Cola
Christmas truck. Maybe it would be worthwhile to make some notes on the new calendar as a reminder for when December rolls around again.
Those who prefer living attractions will want to pay a visit to the Louisiana Purchase Gardens and Zoo. In addition to lions and tigers and bears, it features animals many people have never heard of, such as aoudads, Mississippi kites, nilgais and red lechwes. For the little ones, there’s a children’s zoo, where they can feed and pet more familiar animals.
For the warm days, there’s a Zoo Oasis Splash Pad. Take a Safari boat ride and see aquatic wildlife that can only spot in the water. Or a person can take a train ride and see animals in the wild, roaming as they wish. Look for zebras, camels, ostriches, emus and an African watusi.
In the vein of live animals, there is also the Black Bayou Lake National Wildlife Refuge. It was established in 1997 and the U.S. Fish and Wildlife Service described it this way.
“Although the suburban spray of the city of Monroe surrounds much of its boundary, the refuge itself represents many habitat types and is home to a diversity of plants and animals. Black Bayou Lake is ABOVE: Residents and visitors alike can stroll along Monroe’s Riverwalk and take in the sights of the scenic Ouachita River. They can also enjoy the events that occur along it, such as the Downtown RiverMarket. (Heather Raulerson/Shutterstock.com)
The ninth-largest city in Louisiana, Monroe features many historic buildings in its skyline. (Matt Gush/Shutterstock.com)
approximately 1,500 acres of shallow water, studded with bald cypress and water tupelo trees.”
The Fish and Wildlife Service has a 99-year lease on the lake itself. Visitors can do a variety of activities, including deer hunting, fishing there are largemouth bass, crappie and bream non-motorized boating, such as canoeing and kayaking, and birding, biking, photography and running.
Anyone who wants to stay inside might drive to Chennault Park and investigate the incredible, restored aircraft on display at Chennault Aviation and Military Museum. Nell Chennault Calloway is the CEO of the museum and a granddaughter of Gen. Claire L. Chennault.
Aviation is a proud legacy for the Chennault family. The museum honors the story of General Claire Chennault’s Flying Tigers and their amazing defense of the Chinese people during WWII.
The bilingual “Way of a Fighter” exhibit houses the largest collection of Chennault in the U.S. It is housed in one of the last remaining structures of Selman Field Navigation School, the largest navigation school in the U.S. during WWII. Selman graduated more than 15,000 navigators.
Spanning all conflicts from the Civil War through Iraqi Freedom and representing all military branches, a visitor will see more than 11,000 artifacts on display as well as historic aircraft.
Beyond the carefully maintained and curated collections, CAMM’s curators pride themselves on their work with veterans and veteranoriented programs. They have partnered with the Library of Congress to collect veterans’ oral histories, which will be sent to families and eventually be available online for all to see. They work with the Disabled Veterans Association to advocate for veterans and their families in need of benefits, and they provide van service to the Veterans Affairs Medical Center in Jackson, Miss. For those in need, there are free on-site PTSD support groups every week.
There are more than the aforementioned museums: Also check out the University of Louisiana at Monroe Museum of Natural History, the Northeast Louisiana Delta African American Heritage Museum, the Precious Legacy Museum and Archives, the Masur Museum of Art and the Northeast Children’s Museum.
For lovers of the arts, there is the Strauss Theatre Center, where Stogner has performed, and Strauss Youth Academy for the Arts as well as the
The Biedenharn Museum and Gardens is a home museum and botanical garden located beside the Ouachita River. Pictured is the garden’s iconic fountain. (danielsphoto/Shutterstock.com)
Monroe Symphony Orchestra. Some like the Crawl, a downtown event where one can see the work of local artists. For those who like active entertainment, they can avail themselves of the Spartan Adventure Park, Bike it Out, Bayou Bowl and Twin City BMX.
Start an evening with a visit to the award-winning Landry Vineyards, offering tastings of various vintages and outdoor concerts. And anyone who thinks Louisiana cooking is always blackened and spicy might be in for a treat: There is every kind of restaurant one could hope for in Monroe.
The website funroefavorites.com lists so many favorites that a person could eat something different every night for weeks on end. Try Chisley’s Soul Food, Khan’s Mongolian Grill, Don Tomas Mexican Grill, Taste of India or Cormeir’s Cajun Catering. After all that, for something sweet or a late-night treat, try Haskell’s Donuts or Eskamoe’s Frozen Custard. If all of this hasn’t been convincing enough, and to experience the true heartbeat of this city, watch this video: https://stateofthecitymonroe. com. It showcases Monroe’s civic pride and will encourage anyone to pack a suitcase for a road trip.
A sign welcomes visitors to downtown Monroe, La. (Matt Gush/ Shutterstock.com)
Hattiesburg mayor angling community toward become ‘premier city’ of the South
By JENNIFER
Though he shies away from the term “political career,” Mayor Toby Barker of Hattiesburg, Miss., said, “I think the story of my public service is the story of our city and it’s my life’s work.” The 43-yearold began his career as the youngest legislator to be elected to the Mississippi House of Representatives at the age of 25 as a Republican representing District 102. After 10 years serving in that capacity, he ran as an Independent for the mayor’s seat in his adopted hometown and has remained there since 2017.
He had imagined a life of public service, though “I didn’t think I’d run for office,” he admitted. But when he relocated from Meridian, Miss., where he grew up, to Hattiesburg in 2000 to attend the University of Southern Mississippi, he “fell in love with the city.” He
chose to remain there after graduation, when he worked in the field of small-business relief after Hurricane Katrina ravaged southern Mississippi.
At USM or Southern Miss, as locals call it, Barker earned a bachelor’s degree in
BARTON | The Municipal
Hattiesburg, Miss., Mayor Toby Barker
In 2024, Hattiesburg, Miss., Mayor Toby Barker receives the Mississippi Tourism Association’s “Governmental Tourism Leadership Award.” (Photo provided by Hattiesburg, Miss.)
communication and a Master of Science in Economic Development. He later went on to earn another master’s degree from Brown University in Rhode Island in healthcare leadership.
Since graduation, he has focused his energy toward bettering his state and the city of Hattiesburg, though he credits the people of the fifth most populous city in the state for the improvements made under his tenure.
Visible validation of this comes through upgrades to the city’s parks and recreational areas. “One thing we did early on in my tenure was we passed a 1% parks and recreation tax,” which saw a portion of the revenue generated going to USM’s athletic department, improving the venue where the basketball team plays. The remainder goes to the parks and recreation department. “One of the big focuses for what we do with parks, aside from the quality of life for our citizens, is really strengthen that sports tourism muscle,” Barker explained.
With 18 soccer fields that needed maintenance for lighting and drainage, this tax allowed the city to complete those projects. “So now we’re hosting soccer tournaments for teams across the Gulf South for teams that are from almost 200 strong,” he stated.
Additional improvements have been seen throughout the city, including a public art trail with the painting of more murals, both by local artists and those from around the country.
Barker explained, “During COVID, we saw the need to get people outside, just for their own mental health. We saw the popularity of a couple new murals and we decided to become the city of 100 murals, and so we’ve gone all in on that … we’re at 64 right now, with the goal of getting to 100 in the next three years.”
This has brought more people to the city, where tourists can also enjoy the Hattiesburg Zoo, Serengeti Springs water park, 44-mile paved running, walking, bicycle and equestrian Longleaf Trace trail and the new Hattiesburg Pocket Museum a converted alleyway with changing exhibits, curated by the Hattiesburg Convention Commission’s director and his wife.
As infrastructure is always a critical area of city management, Barker proudly reports that during his time as mayor, much work has been accomplished in this area. Most recently, the city has built railroad overpasses to prevent congestion in the downtown area when train crossings shut down traffic and “can keep first responders from getting to different neighborhoods.” These two overpasses cost $40 million and were funded both by the federal government as well as the city.
Looking toward his bid for a third term next year, maintains a strong vision for the future, visualizing his city as a powerhouse of the south. “We’re 142 years old now, and I would love to cap the vision for Hattiesburg at 150.”
Infrastructure remains one of Barker’s main goals, as well as strengthening the workforce and education system. Hattiesburg relies heavily on three main areas of labor: education (home to two large colleges), healthcare and the military, with Camp Shelby Joint Forces Training Center on its southern boundary. There is also a strong manufacturing presence that Barker hopes to see continued growth in within the following years.
This year, though, his extensive efforts toward bringing more visitors to the city have been rewarded, as he was honored with the Mississippi Tourism Association’s “Governmental Tourism Leadership Award.” Ironically, Hattiesburg hosted the annual Governor’s Conference on Tourism this year, where Mayor Barker was announced as the awardee. He stated that he was “very honored, but certainly surprised.”
Barker receives some help at the Hope Park ribbon-cutting ceremony. The park was the site of a renovation project and received new playground equipment. (Photo provided by
But he considers his greatest achievement to be improving public education. “The thing I’m proudest of is our school district has been an A district for three years in a row. We started off as a D and we moved to an A, and every school this year was ranked an A or B” a remarkable feat for an area with 60% of the population living below the poverty line.
“We have a great superintendent, central office staff, great school board members, great teachers, and then students and families that are committed to learning, so to turn that district around from a D to A, you know that when you come to live in Hattiesburg … you’re going to get a quality public education.”
Barker considers his work secondary to what the citizens of Hattiesburg have accomplished. “The strength of our city is not in city hall, it’s in the people who come up with new events and take risks,” he remarked, noting that he simply noticed the “limitless potential” around him and empowered others to greater achievements. He stated he set the goal of becoming a premier city of the Gulf South, which gave residents the motivation to jump aboard and collaborate with that vision.
As for himself, Barker said, “I am the luckiest person for getting to live here. I think I have been benefitting from this city as much probably more so than it has benefitted from me.” M
Mayor Barker speaks at the unveiling of the “Jam Session” mural, which was created by artist Reshonda Perryman. (Photo provided by Hattiesburg, Miss.)
Hattiesburg, Miss.)
Raleigh rainwater program revives public interest in stormwater management
By JANET G. PATTERSON | The Municipal
The rainwater rewards program in Raleigh, N.C., took a moment to catch on but is now embraced in a big way.
“The program is the result of a lot of forward thinking on the part of the people of Raleigh, but it got off to a real slow start,” noted Justin Harcum, senior engineer with Raleigh’s engineering services department.
When it was approved by the Raleigh City Council in 2009, the lengthy and slightly obscure title of Stormwater Quality Cost Share Program may have been one reason that only about 30 projects were accomplished in the first seven years. But today, the total stands at more than 200 projects that have resulted in green roofs, cisterns, silva cells, bioretention rain gardens and impervious surface renewal projects in the city.
Harcum said rebranding the program in 2018 to Raleigh Rainwater Rewards was one step in raising citizen awareness, but he believes other factors helped.
“Times have changed. People are more aware of the need to manage stormwater.”
He believes the coronavirus pandemic played a role in the increased interest.
“We saw a big uptick after COVID-19, when people had been sitting in their houses looking out at their yards and imagining what they could do to improve their property.”
ABOVE: The most popular of the Raleigh Rainwater Rewards projects has been residential rain gardens. This one was installed through a local nonprofit partnership and captures residential roof runoff. (Photo provided by Raleigh, N.C.)
Another reason for more interest in stormwater management, he added, is that Raleigh has been growing rapidly in the last few years. More development means less natural habitat and more impervious surfaces like concrete roads and parking areas.
“I guess it has just been the perfect storm pun intended.” Harcum chuckled.
To participate in the rainwater rewards program, homeowners can choose one of several stormwater management projects that are appropriate for their property and needs. The city will help them pay for the project by reimbursing 75% to 90% of the cost. The North Carolina Department of Environmental Quality even created a stormwater design manual that lists the types of projects that are eligible for the program.
Eligibility is open to homeowners who live in the city of Raleigh and pay the stormwater fee added to water and sewer bills. The homeowner selects a project, must receive final design approval from the engineering department and signs an agreement to share regular construction updates. The homeowner must also agree to maintain the project for five to 10 years as well as turn in an annual report on the status of the completed project.
residential
“We’ve tried to make this very easy for people by providing design assistance. We have a formula to help calculate the size and scope of the project,” Harcum added.
He said two of the most popular projects have been bioretention rain gardens and cisterns that can hold hundreds of gallons of rainwater. About 140 of the more than 200 projects have been rain gardens.
“They not only serve the water quality goal, but they are aesthetically pleasing and an amenity on a homeowners’ property.”
He said the average cost of a rain garden can run about $13,000. With the rewards program, about $11,000 of that cost is reimbursed.
The guidelines for rain garden projects are in line with the state’s guidance about the types of soils and plantings that can be used.
The goal is for ponding during a rainstorm to be absorbed within a certain amount of time. “We have a formula that helps us help the homeowner in the design,” Harcum said.
The city has identified some projects that are not as practical for the North Carolina region where Raleigh sits. For example, green roofs covered with plantings can suffer and lose their appeal in the heat of a North Carolina summer.
In addition to private homes, multi-unit residential properties, churches, schools, shopping centers and city buildings are included in the program.
Businesses have removed some of their hard concrete and asphalt surfaces and replaced them with stormwater-friendly islands that feature greenery, enhance the landscape and send rainwater to areas that can absorb the water. Harcum said a local tree company installed eight cisterns to collect rain runoff, which they use on their trucks to water plantings.
This drone view of Gateway Plaza in Raleigh, N.C., shows the first phase of a stormwater management system that includes six island bioretention areas designed to replace the hard surface of the parking area. The second phase will consist of eight cisterns placed along the rear of the property to collect rainwater for irrigation purposes. (Photo provided by Raleigh, N.C.)
Two 3,000-gallon cisterns capture roof runoff that will provide additional moisture to the Interfaith Food Shuttle Community Garden in southeast Raleigh. (Photo provided by Raleigh, N.C.)
The city has also identified some low-income areas in which homeowners can receive up to 100% reimbursement after project approval and after agreeing to maintain their projects.
The cost of the Raleigh Rainwater Rewards program is funded by a stormwater utility fee, which is common among North Carolina cities. One percent of the city’s total collected fees goes to the projects.
Harcum said the city has engaged in educational outreach to help citizens understand the value of stormwater management projects.
“We are constantly having gatherings to help educate the public about its importance and to show them that these projects don’t have to break their budgets.”
He said the city has received calls from all over the country from municipalities that want to know more about the Raleigh Rainwater Rewards program.
This
rain garden on Sunrise Avenue in Raleigh was supported by the Raleigh Rainwater Rewards program. (Photo provided by Raleigh, N.C.)
Harrisonburg implements a second life for fallen trees
By DANIELLE LUND | The Municipal
The sound of a chainsaw and the crash of a falling tree usually signals an end, but in Harrisonburg, Va., it marks the beginning of a second life for local trees.
Jeremy Harold, green space manager, in Harrisonburg, Va., poses at a wooden planter on West Water Street. The city’s Urban Wood Program diverts waste wood from landfills and gives it new purposes. (Photo provided by Harrisonburg, Va.)
Whether due to age, storm damage or pest infestation, Harrisonburg has created a way for dying trees to be diverted from landfills and given new purpose through the city’s innovative Urban Wood Program. Launched in response to an ecological crisis in 2017, the initiative has evolved into a model of sustainability, resource management and community engagement.
The Urban Wood Program was created in response to a severe infestation of the emerald ash borer in 2017. This invasive beetle, which originated in Asia, has decimated ash tree populations across the United States. In Harrisonburg alone, ash trees accounted for approximately 14% of the city’s park system, making the impact of the infestation significant.
Faced with the sudden need to remove over 1,500 ash trees on city property, local authorities sought a sustainable solution for handling the large volume of wood debris. Jeremy Harold, green space manager and a key figure in Harrisonburg’s urban forestry efforts, explained what happened next.
“We needed a solution to manage all the woody resources. Since 2017, that solution it has grown to include a variety of uses for the removed wood, all aimed at diverting it from landfills.”
The desire to engage in good resource management coincided with a broader movement within Virginia’s Department of Forestry to address the issue of wasted urban wood. In a conversation with Joe Lehnen, urban wood coordinator for the Virginia Department of Forestry, he shared that the department had long recognized a problem: Too many good trees were being cut down only to be turned into firewood or discarded.
“The resource was not going to the best places,” Lehnen explained. “We wanted to try something different, and the Urban Wood Program was our way to make sure these trees were utilized in a more meaningful way.”
Since its inception, the Urban Wood Program has grown beyond its initial focus of simply managing ash tree removal. It now involves a broader range of tree species and engages with multiple community stakeholders, including local businesses, universities and even high schools.
Lehnen highlighted the growth. “We continue to expand to other municipalities and universities, as well as high school outreach. The wood economy has really grown with new local businesses participating, and the tree cycle goes right back into the hometown.”
One of the key evolutions of the program has been its emphasis on sustainability. By keeping the wood local, the program reduces the carbon footprint associated with transportation and supports Harrisonburg consumers and artisans.
“The carbon possibilities are exciting,” Lehnen noted. “Selling it locally really supports the community and helps manage our overall carbon footprint in a positive way.”
The program also prioritizes community outreach and education. As awareness of the Urban Wood Program has spread, residents have shown enthusiasm for participating. “People want to know how they can be part of it,” Lehnen said.
Initially, there was some concern within the community that the program might be removing living, healthy trees. In some situations this is the case, since tree removal can happen for city development purposes. However, to address the concerns and maintain a balanced urban canopy, the program is diligent about replanting efforts, often through grant programs.
The Urban Wood Program’s journey starts with the tree removal process, which is carried out by the city’s forestry crew. The decision to remove a tree is not made lightly; each one is assessed to determine its condition and the reasons for removal. Trees affected by pests like the emerald ash borer or compromised by storm damage are prioritized.
Once a tree is removed, it is processed and evaluated for the best possible use. Smaller branches and less valuable parts of the tree are typically turned into mulch, which is then used in city parks and landscaping projects. Larger, high-quality logs are given a more creative second life: They can be milled into lumber for furniture, artwork or construction materials.
In some cases, the wood is even transformed into firewood, providing a sustainable heating option for local residents.
According to Harold, the program’s versatility has been one of its strongest points.
“We’ve diverted countless trees from the landfill by finding different uses for the wood,” he explained. “The wood goes on to serve various
purposes, from mulch to handcrafted furniture, and each piece tells a story of its origin.”
The success of the Urban Wood Program has not only diverted waste from landfills but also fostered a stronger connection between residents and their environment. By keeping the wood within the local community, it has contributed to the growth of a small but thriving wood economy.
Artisans, furniture makers and local businesses have all found value in the repurposed wood, creating unique products that showcase the natural beauty of the city’s urban forest.
Large logs are milled into lumber before starting their second life as furniture, artwork or construction materials. (Photo provided by Harrisonburg, Va.)
Some of the lumber diverted from local landfills has been used to create bee hotels. (Photo provided by Harrisonburg, Va.)
Pictured is a rustic table created from a Harrisonburg tree. (Photo provided by Harrisonburg, Va.)
Lehnen noted the broader environmental benefits of the program as well.
“We are also excited about the carbon possibilities and sustainability in the overall carbon footprint,” he said.
By utilizing locally sourced wood, the program reduces the emissions that would otherwise result from transporting wood products from distant locations. Additionally, the replanting initiatives help maintain and even expand the city’s tree canopy, contributing to climate resilience and reducing urban heat islands.
While tracking exact numbers can be challenging, the overall impact of the program has been positive.
“We can give estimates, but it’s hard to get a handle on exact numbers across the state,” Lehnen admitted. Nevertheless, the enthusiasm from other municipalities and the community’s embrace of the program speak volumes about its success.
Harrisonburg’s Urban Wood Program is more than just a response to a pest infestation: It is a model for urban sustainability and resource management. By giving a second life to trees that would otherwise be discarded, the program demonstrates a commitment to zero waste and a circular economy. The idea has evolved from a practical solution to a pressing problem into a celebrated community initiative that supports local businesses, reduces carbon emissions and enhances the city’s green spaces.
A worker cuts a log down to size during the milling process. (Photo provided by Harrisonburg, Va.)
Massachusetts capital takes cross-departmental approach to rat issue
By JENNIFER BARTON | The Municipal
Who wants to think about rats — those pesky, filthy nuisances — invading their cities? But in densely populated cities like Boston, Mass., rat control is something city officials have to confront.
The Norway rat, an invasive species brought to the U.S. on ships hundreds of years ago, now occupies many municipalities’ sewers and city spaces. John Ulrich, assistant commissioner of environmental services in the city of Boston, has led initiatives to control and decrease the now-pervasive rat population.
“I think all neighborhoods have rodent challenges,” he said, explaining that most of the issue stems from the intersection of waste disposal and population density.
He noted that Mayor Michelle Wu launched the Boston Rodent Action Plan in June, a coordinated effort across city departments. The first step was to hire the world’s leading rodentologist, Dr. Bobby Corrigan.
Corrigan met with the heads of city departments and also toured the city. After assessing the problem, he wrote a report, “and that report is our guide moving forward,” Ulrich said.
His findings focused heavily on trash and the storage of it, so educating the population about proper waste disposal became a top priority.
“Human behavior is really our biggest challenge getting folks to understand the connection between trash storage and rodent activity,
ABOVE: Like many cities, Boston, Mass., must undertake pest control to keep the city clean and as rat-free as possible.
(Marcio Jose Bastos Silva/Shutterstock. com)
making sure people store their trash properly and clean up after their animals.”
The rodent action plan brings together the different departments within city government, which work together to manage the problem.
“We meet regularly to address the root causes of rodent activity, to look at ways we can collaborate and things we can work on to address rodent population issues,” he said. “We’re using the integrated pest management approach, looking at the root causes of rodent activity instead of reactively responding to complaints and also looking at how all the departments have an impact. We explore ways we could tweak those operations so we have better results across the city and improve the quality of life of the residents, which is our main goal.”
Tourism is big in the very walkable city of over 650,000 residents. One way it was determined that Boston might be kept cleaner and as rat-free as possible was for the Department of Environmental Services to install rodent-resistant barrels in Boston Commons to reduce the vermin’s food sources.
“We’re also looking at technology in the sewers and on the surface rodent sensors and smart trapping in the sewer system,”
Ulrich said. These sensors, he hopes, will give city officials a better idea of the size and location of rodent populations.
Currently, there is no effective way to gauge how many rats the city houses or how its pest control measures are working.
Ulrich also explained that another large part of the report was the effect that second-generation anticoagulants had on the environment, “so we’ve eliminated that from our operation.” Instead, the city uses carbon monoxide and carbon dioxide, which are effective means of controlling the rat population.
Education is key to successful pest control, and one way Boston is going about it is through a food waste program that emphasizes to citizens the importance of separating food waste from the rest of their trash. This reduces the possibility that food waste will become rat fare.
The city’s 311 line links constituents directly with city services. When someone calls or uses the app to report a rat-related complaint, an inspector will report to the residence in 24-48 hours. Ulrich called it “the best tool that we have.”
For problems on private property, the city uses enforcement tools such as non-fine violations. The goal is not to make money on fines, but to assist with the problem. “Compliance through assistance is what we aim for.”
In addition to working within the city structure, some residents have taken it upon themselves to address the issue. Ulrich pointed out that in one neighborhood, the residents came together and contracted with a company that specializes in rat fertility control products to test the use of the product in their area. Ulrich came along to observe.
“In the city, we live so close together that we basically share property. What one property owner does affects so many others. When you have that cooperation in a neighborhood, we like to encourage that.”
The city is currently in talks with a couple of other companies that innovate fertility solutions for rat population as well, but they have not engaged in public testing just yet.
Ulrich noted that Boston has communicated with other cities that face a similar issue New York, Philadelphia and Seattle, to name a few. “If something is working in one place, the word gets out.” He also sends representatives from his department to pest
Education on the proper way to dispose of waste plays an important part in Boston’s rodent control efforts. (Photo provided by Boston, Mass.)
Workers with the Boston Inspectional Services Department make sure trashcans are properly closed. (Photo provided by Boston, Mass.)
control conferences to learn effective methods of control.
In his 21 years working for the city, and three-and-a-half in his current position, Ulrich said he has always aimed to serve the people and better the city of which he is a seventh-generation resident.
“All of this work is constituent services. It’s trying to address the quality of life for Boston residents, and that’s what I really enjoy. Sometimes it’s challenging, but I love to do it. And I love this city.”
An inspector checks a dumpster for rodent activity. (Photo provided by Boston, Mass.)
JANUARY
Jan. 4-7 FPCA Mid-Winter Training Conference & Expo
Jan. 21-23 World of Concrete Las Vegas Convention Center, Las Vegas, Nev.
https://www.worldofconcrete. com/en/home.html
Jan. 22-24 ACMA Winter Conference
Sedona, Ariz. https://azmanagement.org/ events
Jan. 22-24 Alabama City County Management Association Winter Conference DoubleTree by Hilton, Birmingham Perimeter Park, South Birmingham, Ala. https://www.accmaonline.org/Default. asp?ID=228&pg=Conferences
New York City Marriott Marquis, New York, N.Y. https://www.nywea.org/
Feb. 3-6 CADCA 35th Annual National Leadership Forum Gaylord National, National Harbor, Md.
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Feb. 4-6 TFCA Winter Conference
Double Tree Hotel, Jackson, Tenn.
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Feb. 11-13 PowerGen International
Kay Bailey Hutchinson Convention Center, Dallas, Texas https://www.powergen.com/
Feb. 18-20 ILRWA Annual Conference
Keller Convention Center, Effingham, Ill.
https://www.ilrwa.org/Training/ Conference.html
Some people are wired to want more from their food than just an easy meal. Foodies those who are attuned to subtle flavors and who tend to appreciate a carefully curated plate — seek out gourmet chefs and are willing to travel and to pay more for gastronomical pleasures.
Where can one find these oases of delectable dishes?
The website WalletHub.com set out to answer that question. WalletHub analysts compared 182 U.S. cities to determine which had the best and the cheapest local foodie scene. They applied several affordability metrics — six diversity metrics and 22 accessibility and quality metrics and discovered which cities offered the superior ingredients and chefs and the most competitive food scenes in the country, all at prices that are within reach of the average American.
Ten of those cities achieved an overall score of 63.7 or above, creating a Top 10 list of the Best Foodie Cities in America. Those cities are:
