18 Focus on Fleet Service & Management: Cohort experience helps Sedona with electrification 22 Focus on Fleet Service & Management: Larimer County opens new fleet services campus
Focus on Fleet Service & Management: Gainesville adopts RTS zero emission plan: Receives federal grants to move goals forward
Focus on Fleet Service & Management: New electric refuse trucks move Madison toward its goal of net zero emissions by 2030
Focus on Fleet Service & Management: Dial-A-Ride program in Midland, Mich., provides alternative to public transportation
40 Public Safety: Mental health initiative gains ground in fire service
44 Building & Construction: Paragould opens a new home for city offices
46 Crisis Management: Severe weather shelters support homeless population
50 Public Works: Citizens of Rochester embrace improvements along Genesee riverfront
52 Municipal Management: Relocation assistance helps with labor shortage
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The watching game
As I write this column in February, uncertainty hangs over the automotive industry as proposed 25% tariffs on imports from Mexico and Canada loom, plus a 10% tariff on goods from China. What will be the result? I can’t even guess. In the last hour, a monthlong pause has just been given.
As a consumer, however, I look at my 2009 Mazda and hope it holds out. Detroit Free Press shared that analysts “estimate new car prices, on average, would likely increase by anywhere from $1,000 to $9,000 or more.” The paper’s writer Jamie L. LaReau in her Feb. 3, 2025, article “Experts: Tariffs, now paused, would boost new car prices by thousands, lead to big layoffs” further shared that more than 165,000 autoworkers could be laid off if tariffs remain in place for any considerable time.
Some analysts even fear the U.S. automotive industry could shut down within a week because of the tariffs, as reported by Axios and other outlets.
Some vehicle supplies, such as the Toyota Rav4 SUV or the Honda CR-Vs and Civics, will be particularly impacted since they are assembled in Canada. Mexico has also played an important role in the automotive industry. This isn’t even factoring how automotive parts and even fuel will be impacted. Like during the COVID-19 pandemic and the catch-up game the supply chain did afterward, municipalities may be stuck waiting for automotive orders to come.
I can only echo Jennifer Safavian, president and CEO of Autos Drive America, sentiments: “We urge all parties to reach a swift resolution in order to provide clarity and stability for the entire U.S. auto industry.” Who knows? By the time you read this, all parties might have.
Despite the back and forth on the international stage, city fleets continue to pursue their own internal goals. Renewable energy and low to zero emissions continue to guide many municipalities’ purchasing choices, as you’ll see in this issue of The Municipal.
In our lead article, writer Janet Patterson spoke with the city of Sedona, Ariz., about how its participation in a cohort helped with its fleet electrification efforts. The benefits from that experience continue to pay dividends as the city still communicates with
partners it met through the cohort, receiving insights on specific aspects on the reduction of fossil fuel reliance.
On the topic of renewable energy, we’re also visiting Madison, Wis., which has trialled electric refuse trucks, aptly named Trash Gordon and Vin No Diesel. Writer Nicholette Carlson shares Madison’s experiences so far. With a milder Midwest winter so far, they haven’t fully been tested in extreme cold weather yet. Meanwhile, on the opposite end of the weather spectrum, writer Denise Federow talked with Gainesville, Fla., about its own emission reduction plans, which have brought electric buses to the community.
Then, we’ll spotlight Larimer County, Colo.’s, new fleet facility, which also houses the county’s road and bridges department. Finally, in Michigan, we’re profiling Midland’s Dial-A-Ride program, which uses a fleet of small cutaway buses to transport residents to their destinations.
We wish all our readers a great start to spring!
Sarah Wright | Editor
What’s eating away at your vehicle?
By ALEX STEIDLE | Technical Service Rep., Automotive International
salt (NaCl) being used on the roadways to expedite the melting process. In recent years, another chemical compound has been added to the mix to help combat snow and ice, magnesium chloride (MgC2).
Magnesium chloride, typically applied as a pre-treatment of roadways in liquid form and often included in different brine concoctions, is more effective than traditional salt because it can work in lower temperatures, it is also up to 13 times more corrosive to automobile components*. Magnesium chloride is also used during the non-winter months for dust control on gravel and dirt roads.
The science of corrosion
The process of rust corrosion is an electrochemical reaction between an anode, cathode and an electrolyte. The metal in your vehicle acts as both the anode and cathode portion of the reaction, while water and oxygen typically provide the electrolyte portion. Rust as iron oxide is a molecule containing two iron atoms and three oxygen atoms. The electrochemical reaction occurs when the anode portion of the metal releases electrons, and the cathode portion of the metal accepts the electrons, in this case iron, which can corrode and weaken. This process is exacerbated when road salts, like sodium chloride or magnesium chloride, encounter metal surfaces. When salt is applied to roads, it dissolves in the presence of moisture and creates a conductive solution that accelerates the electrochemical reactions responsible for corrosion. Magnesium chloride is known
ABOVE: The corrosive effects of sodium and magnesium chloride (Photo provided by Automotive International)
to be even more aggressive than traditional road salt because it’s hygroscopic, meaning that it attracts moisture from the air, essentially reactivating itself in as little as 25% humidity. This increases the time metal components are exposed to corrosive conditions, even in dry weather, promoting faster rusting.
The areas of concern
Corrosion typically begins in areas where water and salt and/or magnesium chloride have the highest likelihood of accumulating. This includes parts of the vehicle like the undercarriage, wheel wells, brake lines and frame. Not to mention the inner cavities of the vehicle, which are highly susceptible as well as the inside of the frame, crossmembers, rocker panels and doors. Even though you may regularly clean the salt and magnesium chloride off the exterior surfaces, it remains inside the inner cavities of the vehicle.
The impact of rust
While the aesthetic effects of corrosion, such as visible rust spots, are bad enough. The real danger lies in the deterioration of critical components, such as brake lines and suspension parts, due to corrosion. In some cases, this damage can go unnoticed until it leads to a catastrophic failure, putting the safety of the driver and other motorists at risk. Severe corrosion of the frame can compromise the overall
structural integrity of the vehicle, including the vehicle’s ability to absorb crash impacts. This can have dire consequences in the event of a collision. Besides the major safety concerns that corrosion presents, it also results in accelerated wear and high maintenance/repair cost. Not to mention the financial burden associated with the vehicle being in a repair facility instead of on the road. The Federal Highway Administration estimates corrosion cost to the nation’s transportation industry at more than $30 billion annually.
The solution
Despite the inevitability of exposure to road salt, magnesium chloride and other de-icing chemicals, several strategies can help reduce the risk of corrosion and prolong the lifespan of a vehicle.
• Regular washing: One of the simplest and easy ways to combat corrosion is to regularly wash the undercarriage of the vehicle. Removing salt and magnesium chloride buildup can minimize exposure to these corrosive agents.
• Undercoating and “rust proofing”: Undercoating is an excellent preventive measure to help combat the effects of road salt and magnesium chloride, by providing a protective barrier to the undercarriage of the vehicle.
However, when it comes to that last bullet point, not all undercoatings are the same and provide maximum protection. Take, for instance, a rubberized undercoat; initially, it will protect the metal substrate, but after repeated exposure to extreme cold/hot temperatures, it will become brittle and will crack and peel allowing moisture and the very chemicals that we’re trying to avoid to get behind the coating and start corroding.
Another example in the market is an oiling process that typically uses lanolin-based products. This process will also initially provide some protection. However, one downside is that these oiling products must be reapplied multiple times a year because of its ability to be washed partially off, which will increase your maintenance cost and make a mess of your facility in the process. Additionally, these products don’t fully dry or cure, which will attract road grime and the aggressive de-icing chemicals. The only tried-and-true solution is an asphalt cutback-based undercoating paired with a Cavity Rust Inhibitor.
VALUGARD coatings by Automotive International are formulated using highly refined resins and multiple corrosion inhibitors, providing unmatched protection against rust. VALUGARD coatings have passed and exceeded rigorous anticorrosion testing (ASTMB117, SAE-J2334, NACETM-01-69) and have been analyzed, assessed and approved by some of the world’s most prestigious automotive manufacturers, including being featured in numerous OEM corrosion technical service bulletins and recalls as a solution to their problem.
The first step in the VALUGARD rust prevention process is the application of the cavity rust inhibitor, which is jet atomized and fogged into all the inner cavities of the vehicle (inner frame/cross members, doors, rocker panels, fenders, tailgate, etc.). This is a noninvasive process, using the existing drainage holes with no drilling required. This product will creep into the inner nooks and crannies to protect the vehicle from rusting from the inside out. The VALUGARD cavity rust inhibitor also holds the dielectric strength and will help to protect wiring and other electrical components that are often hidden inside these panels from corroding.
Step two is the application of the asphalt cutback-based undercoating, which is applied to the undercarriage of the vehicle (exterior frame, sheet metal, inside wheel wells). While considered a soft coating, it will be dry to the touch after it cures, but will also remain flexible to change with the climate and the flex of the vehicle. It is also considered a self-healing coating. For instance, if an extremely hard rock impact were to scribe the coating, the self-healing properties will not allow moisture or de-icing chemicals to undercut the coating and form corrosion. In addition, both the undercoating and the cavity rust inhibitor provide a protective barrier against galvanic corrosion between dissimilar metals that are becoming more commonly used in the vehicle manufacturing process. VALUGARD protective coatings are designed for a onetime application, though some heavily used vehicles or ones exposed to constant harsh environments may require additional touch-ups on certain areas.
In conclusion
Road salt and magnesium chloride use has undeniably improved winter road safety by preventing ice buildup and improving traction. However, these chemicals also introduce significant challenges for vehicle owners, primarily through the accelerated corrosion of automotive components. From weakened structural integrity to costly repairs, the effects of corrosion are far-reaching. Regular maintenance, inspections and protective coatings are essential to combat the damaging effects of road salt and magnesium chloride. By understanding these risks and taking proactive steps, you can significantly reduce the impact of corrosion and prolong the life of your vehicles. If you’re now a little less confident about your current vehicle corrosion protection program (or worse yet haven’t implemented one), visit our website at www.valugard.net for more information on how to stop rust!
*Source: Department of Transportation report, No. CDOT-DTDR-2002-4, Corrosion Effects of Magnesium Chloride and Sodium Chloride on Automobile Components
Magnesium chloride brine is used as a deicer to treat the roadway. (Photo provided by Automotive International)
Full tilt: Silverball Retro Arcade
By JULIE YOUNG | The Municipal
No one has to be a pinball wizard to run up a respectable score at the Silverball Retro Arcade, Entertainment, Eatery and Museum. Located on the boardwalk in Asbury Park, N.J., what started out as a modest collection has grown into a rotating assortment of 600 rare and vintage machines that are enjoyed by the young and young at heart.
According to Patty Barber, Silverball senior vice president, the arcade has attracted people from all over the world.
“Folks can come in and buy an hour of free play as well as a half-day or full-day pass,” she said. “We also host birthday parties, weddings and corporate events. It’s a great escape coupled with a feeling of nostalgia, and you don’t have to worry about quarters!”
Humble beginnings
The Silverball Retro Arcade was founded by Rob Ilvento, who opened his humble attraction in the basement of the Groovy Graveyard Record Store on Cookman Avenue in 2009. Originally designed to highlight his collection of machines, it took on a life of its own when his daughter became enamored with the bells and bumpers. Realizing that the
ABOVE: The Silverball Retro Arcade in Asbury Park, N.J., is a treat for the young and the young at heart. Folks can come in for an hour of free play, or buy a pass that allows them to come and go throughout the day. (Photo provided by Silverball Retro Arcade)
game had the potential to bring generations together, Ilvento opted to expand his operation.
The following year Silverball moved to the boardwalk, where it gained a following among locals and tourists alike. The arcade also began to draw regulars who compete in pinball tournaments as well as those who appreciated the history of the rare machines.
In 2015, Silverball opened a second location in Delray, Fla., with the games being rotated in order to keep the experience fresh for the guests.
“We have a 1950 Knock Out game by Gottlieb, which is our oldest and rarest silverball machine,” Barber said. “We also have a 1978 Close Encounters of the Third Kind machine that is both rare and really cool.”
Some of the other unique machines on the premises include a 1977 Bally Evel Knievel game and a 1978 machine centered on the rock band KISS, intermixed with more common arcade staples such as Pac-Man, Skee-ball and more. In addition to being a live, interactive arcade, Silverball is also a museum that spotlights the history of the machines as well as the game itself.
“At one point, pinball was illegal in many cities because it was seen as a form of gambling,” Barber noted.
Along with the placards that offer fun facts about the various games and their designers, there is a timeline of some of the history of pinball.
During a local art festival, Barber showcased the back glass art that is often an iconic part of any machine.
“We highlighted about a dozen artists, and I learned a few things about the detailing that I didn’t know before,” she said. “In some ways, it reminded me of the old vinyl album art that I used to pour over as a kid.”
Keeping up with the times
Of course, the most challenging aspect of operating any vintage arcade location is making sure that all of the games stay in tip-top operating condition Silverball is fortunate enough to have two full-time technicians on staff who know how to keep the machines playable. Barber said one of the techs must have been born playing pinball, while the other picked it up in his 20s. She says they really are the heart of the venue.
However, the soul of the Silverball Retro Arcade is its customers, who span the generations and come from all over the world. Barber said she not only has regulars that come in on a daily basis, but also customers who make an annual pilgrimage from Scotland or Germany.
“We even have one guy who comes in to play once a week from Philadelphia,” Barber said.
Joe Stoeger drives over an hour from his home to play pinball with his kids at the Silverball Retro Arcade. He said he prefers their concept, compared to current video game centers that are centered on swipe cards, winning tickets and games that cost several dollars to play.
“The Silverball Museum shows the younger generation what a real arcade looks like,” he said in a Facebook review. “You don’t play for tickets, you play for the enjoyment of the game, shooting for the high score, and putting your name on the board. I drive over an hour to play pinball with my kids. I highly recommend going there.”
Jim Haldeman drove to the Silverball Retro Arcade on a day off in search of something novel to do. Despite the long drive from his home, he is confident that he will be back. He said he was pleased to see so many games that he remembered from his teenage years and that they were all available to play thanks to the arcade’s flat rate.
“You can play the games from your past and play the older or newer games that you might not have tried,” he said.
Also part museum, the Silverball Retro Arcade, has information about the history of the machine placed above it along with the current high scores. According to Senior Vice President Patty Barber, the arcade has attracted people from all over the world.
(Photo provided by Silverball Retro Arcade)
Guests never know what machines they might find at the Silverball Retro Arcade. They may revisit a favorite game or try out a new one, and the lively atmosphere and upbeat music always guarantees a good time. Who knows? Guests may even see the King of Rock and Roll while they are there! (Photo provided by Silverball Retro Arcade)
The Silverball Retro Arcade
The Silverball Retro Arcade is located at 1000 Ocean Avenue in Asbury Park, N.J., and features 174 vintage and current pinball and arcade machines. Admission ranges from $17.50 for an hour of free play to $25 for an all-day pass.
Hours:
Monday-Thursday 11 a.m. – 9 p.m.
Friday 11 a.m. – Midnight
Saturday 10 a.m. – Midnight
Sunday 10 a.m. – 9 p.m.
For more information, visit www.silverballmuseum.com.
$33.3 million
Larimer County’s new fleet facility cost about $33.3 million. The new structure houses both the fleet services department and the roads and bridges department.
19.5%
Artificial intelligence is transforming fleet management in many ways, from optimizing fleet operations to speeding up repairs. AI in transportation is increasing annually at a rate of 19.5%. Alongside this investment growth, NAFA sees more government activity focused on AI and transportation.
In a pilot program that started in January, two zones in downtown Nashville, Tenn., have been geofenced so rideshare apps will know to pick up and drop off passengers in a designated location instead of all over the area, which was causing safety and traffic problems.
Source: https://www.wkrn.com/news/local-news/nashville/rideshare-zoning-pilot-programapproved-downtown/ to learn more.
Fleet Service & Management focus on:
Gainesville, Fla.’s, Climate Resiliency Plan laid out a timeline to get to nearly 100% electric vehicles in 2045, including regional transit system buses at 80% by 2045, RTS light duty at 100% by 2045 and the city’s general fleet at 100% by 2045.
2,000
Each week a little over 2,000 people use Midland, Mich.’s, Dial-A-Ride program. To operate this program, Midland uses small cutaway buses about the size of a box van.
Find out how Midland’s Dial-ARide operates on page 34.
Following a massive winter storm that worked snowplows around the clock for days, a quarter of the Cincinnati Department of Public Service trucks 20 out of 80 went down with mechanical issues. The city is still trying to acquire replacement parts for some of those vehicles.
For more details see https://www.wcpo. com/news/local-news/hamilton-county/ cincinnati/theyve-been-working-like-crazywinter-storm-leaves-20-cincinnati-snowplows-out-of-service.
Read about Gainesville’s efforts to move its fleet to renewable energy on page 26.
Learn more about this facility on page 22.
Madison, Wis., has 126 electric vehicles in its fleet. Recently, the city added two electric refuse trucks.
Read about Madison’s experience with heavyduty electric vehicles on page 30.
Cohort experience helps Sedona with electrification
By JANET G. PATTERSON | The Municipal
Best known for the red sandstone rocks that have provided the backdrop for everything from early 20th century Western movies to spiritual retreats to hiking and biking trails, Sedona, Ariz., is working to make a mark in building a notable electric vehicle charging infrastructure.
“Like many cities, Sedona has committed to reduce greenhouse gas emissions by 50% no later than 2030,” said Bryce Beck, Sedona’s sustainability manager. The city’s goal is to convert all city-owned passenger vehicles to zero emission vehicles. That means having adequate chargers around the city to keep its fleet running.
The question, he said, was how to make that happen. Beck stepped into his position shortly after the city’s 2021 commitment to build its EV infrastructure. While the city had some chargers, he said there weren’t enough to support the 2030 goal.
Part of the answer to that question was Sedona’s participation in peer learning cohorts through the U.S. Department of Energy’s Clean Energy to Community program. By subscribing to newsletters through DOE and Arizona State University, Beck said he learned about the C2C program and was accepted into his first cohort, which focused on how to tailor an EV infrastructure.
Among the topics covered by the cohort was learning about available funding opportunities as well as strategies to “align city codes more effectively to meet electrification and climate action goals,” Beck said.
Sedona was one of 15 organizations in the cohort that met regularly from July to December 2023. Cohorts are funded by the
DOE and managed by the National Renewable Energy Laboratory supported by the World Resources Institute. Participants include local and regional governments, Tribes, electric utilities and community-based organizations. Beck said this cohort included representatives from Columbus, Ohio; Orange County, Fla.; Reno, Nev.; Milwaukee, Wis.; and Oak Park, Ill.; among others.
Beck said cohort members learn from each other as well as from national laboratory experts. Sessions start with a main presentation and then continue with breakout groups that discuss what they’ve heard. “Once we get some basic understanding of the topic, in between sessions, we are given activities that can help our communities.”
Two more C2C cohorts followed with a fleet electrification series through the Valley of the Sun Clean Cities program. That cohort led Sedona to sponsor a Drive Electric Ride and Drive event in December 2024. “Without the cohort, we wouldn’t have known how to initiate that kind of event,” Beck added.
The Ride and Drive event was a two-day program that gave community members a chance to learn about electric vehicles and test drive them on the first day. The next day was aimed at municipalities and the questions of converting a fleet as well as building
Sedona, Ariz. (Shutterstock.com)
the charging infrastructure to support it. The event gave not just Sedona, but other participants, the opportunity to “brainstorm and get more tangible about how to achieve our goals,” Beck said.
The third cohort program has focused on home energy, Beck added.
The cohort program also gives one-on-one technical assistance to help with deeper discussions of potential update to Sedona’s municipal codes and has given guidance for ways to implement the city’s current EV building code requiring that there be 5% EVcapable parking spaces at new commercial developments.
Beck said the NREL helped the city examine its safety needs for EV infrastructure as well as assisting in planning for code flexibility that allows new buildings to have slower or faster charging stations based on the type of property and the needs of those using it. For example, he said, residential properties may not need a quick charge station since the parking time is likely to be longer than it would be at a restaurant or grocery store.
He also said the city is looking at three types of drivers in Sedona, a city of about 10,000 residents. Helping local residents to know the advantages of owning electric vehicles may mean providing incentives for such purchases.
The second is visitors, since Sedona experiences about 3 million tourists every year. “We need to understand how to make them aware of what we have to offer in the way of charging for their EVs and encourage them to use merchants and businesses that have charging stations.”
Finally, Beck said the third facet includes municipal workers and city vehicles.
He said he is encouraged by the number of Sedona businesses that have taken on responsibility to let EV owners where there are charging stations for both quick and longer recharges.
One outcome of the C2C cohort program was a Ride and Drive event that allowed Sedona residents to learn more about electric vehicles and take them for a test drive.
“We’re building momentum to show people it’s not an abstract thing that only Chicago or Phoenix are doing. A small town like Sedona is getting EV infrastructure. They have EVs, and it’s available.”
Sedona continues to talk with partners from the cohorts to work on specific aspects of the reduction of fossil fuel reliance. “We are talking about our police department with the people in South Pasadena, Calif., who are transitioning all of their police vehicles to EV,” Beck said, adding they have collaborated with Flagstaff, Ariz., in submitting grant requests for their charging and fueling infrastructure.
For more information about the programs offered by the Clean Energy to Communities (C2C) program, go to www.energy.gov/ eere/clean-energy-communities-program. Since January 2023, the Department of Energy has helped 250 communities throughout the United States by offering in-depth technical partnerships, short-term expert matches as well as the C2C cohort program. M
The city of Sedona, Ariz., has a goal of converting all municipal passenger vehicles to zero emissions by 2030.
• Prevent pitting due to chemical washers
• Reduce particle contamination of hydraulic systems
GREEN WASTE TO GREEN ENERGY
Bigger and better:
Larimer County opens new fleet services campus
By JULIE YOUNG | The Municipal
After years of planning to replace a small, decades-old facility, Larimer County, Colo., celebrated the grand opening of its new fleet services campus on Nov. 1, 2024, with a ribbon-cutting ceremony. Located at 614 Vine Drive between Fort Collins and Loveland, the new space provides comprehensive preventative maintenance for nearly 1,000 pieces of equipment.
Years in the making
When Larimer County completed its Comprehensive Facilities Plan in 2017-2018, the goal was to develop a living document that would serve as a roadmap for facility decisions over the next 20 years. Working with Stantec, a planning and design firm based in Denver, county leaders decided that replacing the Vine Drive campus was a key priority. The building was in poor condition and with a plan to combine both the fleet services department with the roads and
bridges department, it would also require an additional 45,000 square feet of space.
According to Todd Juergens, Larimer County Road and Bridge department director, although the Board of County Commissioners began reviewing capital funding options to advance the modern makeover, there were other building and spatial needs that the county had to address. As a result, the project budget shifted over the years. Finally, in 2021, an initial project budget was established, and after a competitive selection process, the county chose D2C
ABOVE: The new Larimer County Fleet Services Building officially opened in November 2024. (Photo provided by Larimer County, Colo.)
Architects to create a professional, functional and inviting work environment for county staff.
“Key leaders and members of the fleet services department and the road and bridge department were involved from the earliest days of programming and design, helping to ensure a project that effectively met the needs of both departments and their customers,” Juergens said.
The formal design process began in May 2021, and besides crafting energy efficient, shared workspaces for both departments, leaders determined it was also important to provide a positive customer experience for internal county customers and outside visitors. Above all, the new facility had to have adequate support and storage space to maintain and extend the life cycle of the
The new Larimer County Fleet Services Building at 614 Vine Drive in Loveland, Colo., offers plenty of space for both the fleet services department and the building and roads department. (Photo provided by Larimer County, Colo.)
county equipment. FCI Contractors were selected to build the new campus with a groundbreaking being held in March 2023.
“The total project cost was $33.3 million, and the capital funding was pieced together through a variety of county funding sources,” Juergens said. “No debt was required to complete the project.”
Breaking down the walls
According to D2C Architects, Phase I of the project included a 55,730-square-foot facility to house administrative offices, flexible conference/classroom spaces, parts storage, light- and heavy-duty equipment bays, equipment wash bays, covered equipment storage bays and a sign shop. Subsequent phases integrated uncovered equipment storage, staging areas and fueling farms, including fueling and maintenance of compressed natural gas and electric vehicles.
Naturally, every capital project has a number of “walls” that are hit and have to be overcome, and the Larimer County Fleet Services campus was no exception. A very wet spring and early summer in 2023 used up all the budgeted weather days anticipated for the project, and the team faced several other construction challenges especially trying to remain on target financially in a very tough construction market.
“Supply chain issues, particularly related to larger electrical components, were an issue that had to be worked around,” he said. “The owner/architect/contractor team did a great job of working together to stay ahead of each challenge and remained a cohesive group from start to finish.”
Regardless of the issues, the outcome has been worthwhile, and the response from the county staff has been nothing but positive. Not only have the work processes performed by fleet services and the road and bridge department improved, but those improvements have been noticed by the staff and customers. Juergens said having the road and bridge administrative offices co-located with the operations staff after
The new Larimer County Fleet Services Building includes a 55,730-square-foot facility that houses administrative offices, flexible classroom spaces, parts storage, light and heavy equipment bays, equipment wash bays, covered equipment storage bays and a sign shop, which is depicted here. (Photo provided by Larimer County, Colo.)
The heavy equipment settles into its new home. (Photo provided by Larimer County, Colo.)
being at separate locations for 20 years has improved communication, coordination and efficiency.
For other communities considering a similar project, Juergens said it is critical to have key leaders involved from the onset.
“This includes being part of the process to select a design firm, because that project team will typically spend three to four years together over the duration of the project,” he said. “Spending millions of dollars together on a public capital project is a huge opportunity, but it is also very stressful and demanding.”
Gainesville adopts RTS zero emission plan: Receives federal grants to move goals forward
By DENISE FEDOROW | The Municipal
In January, Gainesville, Fla., City Commission adopted the city’s first Climate Resiliency Plan and RTS Zero Emission Transition Plan. City of Gainesville’s Chief Resilience Officer Dan Zhu said the plan includes 10 chapters, the first one and the most actionable is transportation and fleet electrification.
According to an article in the Alachua Chronicles by Jennifer Cabrera “Gainesville City Commission Adopts Climate Resiliency Plan & RTS Zero Emission Transition Plan” Jan. 21, 2025 previous actions taken by city officials include:
• In 2018, the city committed to net zero greenhouse gas emissions by 2045 and zero waste by 2040.
• In 2019, the city declared a climate state of emergency.
• In 2020, they formed a joint water and climate policy board.
• In 2021, the city joined the United Nations Race to Zero Pledge and completed its first greenhouse gas emission inventory. Cabrera reported the Climate Resiliency Plan laid out a timeline to get to nearly 100% electric vehicles in 2045, including regional transit system buses at 80% by 2045, RTS light duty at 100% by 2045 and the city’s general fleet at 100% by 2045. The city also plans to increase its electric charger availability. There are currently 126 chargers, and it’ll be adding another 47 funded by a recent grant from the Biden Administration.
ABOVE: Electric buses in Gainesville stand ready to hit the road. The city has a plan to be nearly 100% electric vehicles by 2045. (Photo provided by Gainesville, Fla.)
Zhu explained there are three categories of transportation chapters: buses, regional transit system light-duty buses and general fleet light duty. She said currently nine out of 118 buses are low or zero emission or 7.76%. By 2030, the city wants to double that to 18 buses or 32%, and by 2045, 95 buses or 81%. She said for the light-duty buses, Gainesville has 36 that are low emission or 22%. It wants to be 100% zero emission by 2045. In the general fleet, there are approximately 1,080 light-duty vehicles. Currently, the city has 11 Nissan LEAF EVs that are fully electric and 120 hybrid vehicles. They are projected to be at 100% by 2045. These vehicles are utilized by all city departments.
Grants received
Zhu said the year before last, the city received a federal grant for $4 million, which allowed it to purchase four electric buses. Last year, it received a grant for $26.4 million from the department of transportation.
In a press release dated July 10, 2024, from Rossana Passaniti, the city’s public information officer, stated, “The award is the city’s largest federal grant for its Regional Transit System.” The release stated that about $21.9 million will enable the city to purchase full-size hybrid electric buses. Zhu shared Gainesville will likely purchase 19 buses with those funds.
The remaining funds will be used to build the city’s first solar-generating facility at the RTS administration complex.
Zhu said the “solar canopy for the employee parking lot will help charge the electric buses.”
The press release included quotes from Gainesville’s mayor and city manager. Gainesville’s Mayor Harvey Ward said of the grant, “Thanks to this historic investment in sustainable public transportation for our community by the Biden Administration, we’ll have one of the newest and most fuel-efficient transit fleets in the entire state. This funding will truly help us better serve our neighbors who rely on RTS for safe, efficient and reliable transportation every single day.”
In the press release, City Manager Cynthia W. Curry was quoted as saying, “This significant investment in clean energy technologies underscores our commitment to building a more sustainable future for our community.”
She added, “Most importantly, the upgrades will provide ecofriendly transportation for all neighbors, aligning with our vision of sustainability and mobility for all.”
At the beginning of this year, the city was awarded $11.65 million in grant funding through the Federal Charging and Fueling Infrastructure (CFI) program by the Department of Transportation.
Zhu said, “This year started out good.”
She said the grant would be used to build 47 charging stations at 17 locations across the city. She said some would be single charging while others would be dual-charging stations.
A line of charging stations are ready for use in Gainesville. The city currently has 126 charging stations, and due to a grant from the Biden Administration, it will add 47 more in 17 locations across the city. (Photo provided by Gainesville, Fla.)
The city currently has 126 charging stations. In a press release published by Passaniti dated Jan. 14, 2025, she listed the locations approved for charging stations. Municipal locations include the MLK Jr. Multipurpose Center, Butler Plaza Transit Station, Sweetwater Wetlands Park, Depot Park, Gainesville City Hall, Eastside Community Center, Northside Park, SW Parking Garage and the Gainesville Technology Entrepreneurship Center.
Additional sites approved through the cooperation of community partners Alachua County and Gainesville Regional Utilities, include the Alachua County Health Department, Alachua County tax Collector Office/Florida Department of Motor Vehicles, Sweetwater Preserve, Veteran’s Memorial Park, Cynthia Moore Chestnut Park, Tower Road Branch Library, University Air Center and the Gainesville Regional Airport.
Mayor Ward was quoted as saying, “As EVs move onto the secondary market, we are already seeing increased demand for them, and this helps make certain usage can be city-wide. There are going to be even more of them on the road than there are now, and that infrastructure for them is necessary. This is a very big deal,” he said.
According to the release, the city will work over the next few months to secure a private contractor for the project, which will contribute $2.91 million, raising the total value of the project to $14.56 million.
The city will host community engagement sessions later this year and expects design and site improvements work to be done in 2026, and installation of the charging stations should begin in late 2027.
Ride and drive event
Last fall, the city partnered with the Southern Alliance for Clean Energy for a ride and drive event. The event provided city
A vehicle is charged at a level 2 charging station in Gainesville, Fla. The city has received a grant to increase the number of charging stations in the city. (Photo provided by Gainesville, Fla.)
leaders, elected officials and staff the unique opportunity to test-drive a TESLA Model 3.
Zhu said of the event, “It was a great experience for city staff.”
Participants came from several city departments, including human resources, fleet, public works, parks, housing, communications and sustainable development, as well as elected officials, a representative from the Alachua County and the city of Gainesville Joint Water and Climate Policy Board.
Zhu said unfortunately because of insurance reasons they weren’t able to have neighbors participate, but the city will look for more opportunities in the future. She said people were most interested in how much mileage the vehicles get and how they’re charged. She said people also ask about the differences in level 1, 2 and 3 chargers.
Zhu said level 1 chargers are most often found in homes because they take up to two days to fully charge a vehicle. Level 2 chargers are good for workplaces as they charge in four to six hours, and level 3 chargers are fast charging stations, fully charging in one hour.
When asked about heavy-duty city vehicles, Zhu said, “We started the conversation with the EV steering committee, but there are limited resources to choose from now, but we’re keeping a close eye on the progress of the market.”
Zhu admitted for cities that are thinking about starting sustainability plans, “There are some challenges at the beginning, but working together as a team is very important and very helpful.”
regional transit system buses will be 80% electric by 2045. (Photo provided by Gainesville, Fla.)
She said Gainesville has different teams focused on different areas. The EV steering committee is focused on the zero waste ordinance now, but she said, “Working together as a group, having buy-in from the staff and neighbors, with support from elected officials and the city manager when you put that all together, you keep moving forward in the right direction.” M
School Zones
More than just a simple “Your Speed” Sign
Combining the power of a radar speed sign, messaging sign, and traffic data collector, the PMG creates enhanced traffic safety in school zones and beyond. Connect remotely to change schedules, edit messages, and create downloadable traffic data reports.
Gainesville’s
New electric refuse trucks move Madison toward its goal of net zero emissions by 2030
By NICHOLETTE CARLSON | The Municipal
In the summer of 2024, Madison, Wis., added two electric refuse trucks to its fleet. The city has been prioritizing moving toward electrification, alternative fuels or biofuel along with the city’s goal toward a greener future.
With 1,400 vehicles in its fleet, the city now has 126 electric vehicles. This continues to move the city toward its goal of being net zero emissions by 2030. Like most new vehicles in the city’s fleet, a vote was posted online to name the new electric refuse trucks. Names were submitted and narrowed down, then posted online for residents to vote. The new trucks are named Trash Gordon and Vin No Diesel.
The city is choosing and testing new green fleet options as they become available. As Bryan Johnson, streets division public information officer, emphasized, “We want to make
certain they do the job we need them to do. We are working on how to green the fleet the best we can without sacrificing the work the public needs us to do for them.”
The city has a capital improvement plan with a budget that is used toward alternative technology in order to green the fleet, which was used in the purchase of the two electric refuse trucks. The process to get the trucks took longer, between 18 to 24 months. It was a large budget commitment that had to be planned out. Madison is now the first city in
ABOVE: In summer 2024, Madison Wis., was able to add two electric refuse trucks to its fleet. One is an automated truck that picks up trash from garbage cans along a route. The other is a rear loader that is used primarily for large loads and leaf collection. (Photo provided by the city of Madison, Wis.)
the state of Wisconsin to test out these electric refuse trucks.
With only a little over six months’ run time, the automated truck has done well but has been unable to complete a full normal route, which comprises approximately 800 carts. The automated rear loader has performed well, especially with large loads and leaf collection. The city is doing what it can to determine how to utilize both trucks to their greatest capacity. Considerations include putting the truck on a
shorter route or whether the location of the charging port is too far away from the truck’s route. Early on, the city experienced some issues with the charger that have since been fixed. There are also certain emergency management concerns since trash needs to be picked up no matter what for example, what if a tornado comes through and knocks out power, or how would subzero temperatures affect the range? The electric trucks have not yet had the ability to be tested in the cold weather. However, the city is testing these electric vehicles to find the parameters where the vehicles will most efficiently help the city.
After receiving a grant through the Wisconsin Office of Energy Innovation supporting the purchase and introduction of electric vehicles to the fleet, the city began incorporating more electric vehicles as technology advanced and they became more affordable. Recently, Madison also piloted a Voltera electric fire truck. The city has accepted the first one off the production line, and it will be put into service soon. However, it is a big and costly undertaking for the city that will require charging stations to be put in place and additional training for the fire staff.
The majority of the electric vehicles in the fleet are light-duty cars, since the electric alternative can be chosen more easily with price and charging options. “We are expanding where we can,” Rachel Darken, assistant fleet superintendent, stated. “As equipment ages out, we are asking, ‘Where can we electrify that makes sense?’ We want the best use of tax dollars to see what best suits us.” Almost all forklifts in the fleet are electric. Electric backhoes and riding lawn mowers have also been tested.
Another aspect of going green involves the choice of biofuels in the city’s fleet. The city has been tracking carbon emission savings by switching to biodiesel or renewable diesel fuel since 2018. The city is testing renewable diesel to see how it fares in the Wisconsin climate. This year the city is planning to test out a new winter blend on the fleet. When possible, the city is also installing soy-based tires on duty equipment.
These vehicles are maintained by the city fleet technicians. Nearby technicians were also recently certified, which provides a great assist for city technicians so vehicles do not have to be taken far away for maintenance or repairs. With the electric vehicles, one of the greatest responses is how quiet they are. While Madison made a big deal about the electric refuse trucks coming on board, the greatest feedback received, according to Johnson, is, “I have not gotten a single complaint or compliment about them, which means they’re invisible. They are just operating normally and have been absorbed into the community and get the job done.”
Part of the puzzle toward net zero emissions is working on upgrades to many of the city’s older municipal buildings. With electric vehicles, these older buildings make it more difficult to renovate for charging stations for the electric vehicles. The city continues to look at ways to make renovations to these older buildings more renewable energy friendly. The new fleet building is Leadership in Energy and Environmental Design gold certified. When building new buildings, green options are taken into consideration. Solar panels are also installed with the city currently producing approximately two megawatt hours.
Another green initiative the city is moving forward with is small food scrap recycling. Previously, there were issues with hauling and contamination. A grant was received from the U.S. Department of Agriculture to set up a scrap drop-off at a local farmer’s market and take the scraps to a local urban farmer. This past year the city had scrap drop-off sites
With only a little over six months of run time for the electric refuse trucks, the only real concern the city is working with is the fact that the automated truck is unable to completely finish a full route, which is roughly 800 carts. Certain issues being considered are that the route is too long for the truck or perhaps the route is too far from the charging station so the truck is unable to stay charged. One of the first issues faced by the city was an issue with the charger that has since been fixed. (Photo provided by the city of Madison, Wis.)
Madison continues to test out new technology as it becomes available to determine how to best use the city’s tax dollars while also working toward a green initiative whenever possible. Soon the city will be home to an electric fire truck. Out of the 1,400 vehicles in its fleet, 126 of those vehicles are now electric. (Photo provided by the city of Madison, Wis.)
at three farmer’s markets. With the landfill reaching capacity, the city recently purchased a municipal golf course across the street from the current landfill that will be used as an additional landfill but also for a sustainability campus in order to divert as much as possible from the landfill.
“Long term, it will be interesting to learn what other cities have learned from this,” Johnson stated. A concern he has is using it for future recycling pickup. “It’s slow progress, but we are moving forward. We want to be wise about it and not rush.”
Dial-A-Ride program in Midland, Mich., provides alternative to public transportation
By NICHOLETTE CARLSON | The Municipal
Last year Midland, Mich., celebrated 50 years with the city’s DialA-Ride program. This program allows residents to call for curb to curb transportation within the parameters of the city. The program can be used by anyone in Midland from school-aged children to senior citizens. It can help students get to and from school each morning and help seniors or those with disabilities gain more freedom and independence.
In order to request a ride, one must simply call the Dial-A-Ride number. Rides can be requested up to 30 days in advance. Most of the time, same day rides can also be accommodated. If the rider is a student or individual traveling to and from work, there can also be standing order rides. The program can be used for traveling to meetings, running errands or anything within the city. With Midland having a school of choice option, students who do not attend their district school do not have the option for bus transportation, so many use the DialA-Ride option to get to school.
The price is the same for all one-way full fares, which is $2. A child age five to 11
riding with a parent or sibling is $1. Children under age five riding with a parent are free. A reduced fare for seniors over 60 and those with a disability is $0.75. The city uses small cutaway buses about the size of a box van. These buses can fit up to eight seated passengers with two mobility secure areas or up to 12 seated passengers with the seats down and one mobility device.
Passengers who wish to use this service must be able to meet the bus at the curb. For those who may need assistance and have staff for that, the staff can ride along for free. Passengers must have shirts and shoes on. There are also good behavior guidelines to allow all passengers to ride safely and
securely. All passengers must remain sitting while the bus is in motion and have all items, such as grocery bags, secured. According Dial-A-Ride’s manager, Rodney Merillat, the number of passengers using the service is almost back up to pre-COVID numbers. Each week a little over 2,000 people ride, with over 105,000 people using the service last year.
If there is a situation during a ride, the driver will write it up. The individual or parent will be contacted to discuss a problem if one occurred during the ride.
“It’s pretty rare to have to ask someone to find an alternative means of transportation,” Merillat stated.
The biggest issue the program faces is a no show after a ride has been ordered. Passengers are given a 20-minute time window when the bus will arrive. Drivers have a rate of being on time for 70% of all rides. Once the driver arrives, they will wait only two minutes before moving on and the rider is considered a no show.
“To them it’s no big deal, but that’s a ride we could have given to someone else,” he mentioned.
However, few passengers are repeat offenders. Midland just recently revamped the no show policy, too. Previously, if you missed three rides, the service was suspended until the rider came and paid a fee. If it happened again, the rider was suspended for a month. If it happened a third time, the passenger was allowed to ride on a case-by-case basis. However, since recent changes in October, the fee has been completely waived, and the passenger receives a warning phone call. The second step is a weeklong suspension and the third step is a monthlong suspension. The goal has been to make it more like a conversation so passengers understand the importance of calling and canceling a ride instead of simply choosing to no show.
The program is funded by the Michigan Department of Transportation and the Federal Transit Administration. The city of Midland applied for grants with MDOT and the FTA in order to get the buses for the Dial-A-Ride program. There are 12 cutaway buses and three electric transit vans. Merillat’s predecessor had discussed testing electric vans and applied for a competitive grant, and Midland was one of four agencies chosen to receive two electric vehicles. The third electric vehicle was from a grant through Consumer Energy. Midland received these electric vans at the end of 2023.
With the electric vehicles, Merillat described, “There is a lot less regular scheduled maintenance. In the summer, they did really well on range. In the winter, not as good. The drivers enjoy driving them and cannot really tell a difference, power-wise.” The city has chargers on-site for the electric vans.
In order to become a Dial-A-Ride employee, applicants fill out an application and undergo a screening process along with two rounds of interviews. Accepted applicants must then receive a chauffeur’s license with a passenger endorsement. After passing the written test, applicants come in for training with the city of Midland and then must pass the road test. Most of the drivers are retirees. They are scheduled on shifts through the city based on availability.
Midland, Mich., has been using its Dial-A-Ride program as an alternative to public transportation for the last 50 years. Anyone can request a ride simply by calling the number. Rides can be ordered up to 30 days in advance, and most of the time same day rides can be accommodated. Many residents appreciate the freedom and affordability it allows them. (Photo provided by the city of Midland, Mich.)
All ages are able to ride the Dial-A-Ride bus. Many students use the buses each day to get to and from school. The bus can also be used to get to work, run errands or go anywhere within the parameters of the city of Midland. Each week approximately 2,000 people ride. (Photo provided by the city of Midland, Mich.)
City personnel who specialize in those vehicles maintain Dial-A-Ride buses and vans. Most of the work is done in-house.
“The garage fleet staff does a great job keeping them up and running,” Merillat said.
There is a regular preventative maintenance schedule for each of the vans and buses and a mandatory MDOT six-month inspection schedule. The greatest challenge so far with maintenance has been delays due to COVID. If there was an accident or a part needed replaced, many were delayed, and
it could take up to six months to get parts. When COVID began, the city had three buses on order. Another company then had to be found to fulfill the contracts. Earlier this summer, the city received seven buses at once because of the backlog.
Feedback from residents has been mostly positive. Many users enjoy the freedom it allows and the affordability of pricing. The only negative feedback received has been regarding the no show policy, which was recently reconfigured. M
• Non-CDL
• Mechanical sweeping to handle heavy applications like millings
• Independent broom control for in-the-cut precision
• Single engine for fuel economy and less maintenance
• Simple start-up procedure with easy-to-operate controls
• The 2001, 2001M, and 2001MB barricades are MASH Tested as a Longitudinal Channelizing Device (LCD).
• Accessorize with Lights and Fence Panels.
• Transform unstable ground into stable and weatherproof surfaces for easy transport and staging of heavy equipment.
• Protect Turf & Grass During Events and Projects.
• Create Accessible Walkways for Pedestrians or Crew.
• Portable, High-Performance, interlocking water filled Barrier sections.
• MASH TL-2 Tested for Redirective Applications.
Warwick pairs rich history with forward-thinking development
By DANIELLE LUND | The Municipal
Settled along the coastline of Narragansett Bay, Warwick, R.I., is a city that blends its historical significance with modern-day growth. As the second-largest city in the Ocean State, Warwick offers a rich history, community charm and forward-thinking development. From its role in the American Revolution to its lively neighborhoods and thriving economy, Warwick stands as a beacon of both tradition and progress.
Founded in 1642 by Samuel Gorton, Warwick has a history of resiliency and independence. The city played an important role in the American Revolution with the 1772 burning of the HMS Gaspee, an act of defiance against British rule that predates the Boston Tea Party. Throughout the 19th and early 20th centuries, Warwick thrived as an industrial hub, with its communities developing mainly around textile manufacturing and shipbuilding.
Today, Warwick has a thriving community of over 82,000 residents, known for their strong sense of civic pride and exceptional quality of life. The city has a unique
blend of urban amenities and suburban charm, which makes it an attractive destination for families, young professionals and retirees alike.
Warwick’s housing market reflects its appeal, offering a diverse range of options from historic homes on the bay in Pawtuxet Village to modern apartments near the airport. The city’s affordability, combined with its convenient location, has made it a sought-after destination for those looking to settle in Rhode Island.
Warwick also boasts of a strong educational system, with a range of public and private schools that prioritize academic
ABOVE: Visitors to Warwick can enjoy a view of Pawtuxet Cove and Village from Salter Grove Memorial Park. (NayaDadara/ Shutterstock.com)
excellence and extracurricular engagement. The Community College of Rhode Island, which has its main campus housed in Warwick, plays a vital role in providing affordable, high-quality education and workforce training to residents across the state.
The city is also a local hub of commerce and transportation. Warwick is home to T.F. Green International Airport, a key gateway to New England and a major driver of the local economy. Recent upgrades to the airport, including expanded flight options, international flights and improved passenger amenities, have helped to bolster Warwick’s reputation as a convenient and accessible tourist and work destination.
The city has 39 miles of coastline that offer an abundance of opportunities for recreation, from swimming and boating to fishing and kayaking. The iconic Rocky
Point State Park, once a beloved amusement park popularized in the 1980s, has since been revitalized as a scenic waterfront park where visitors can enjoy walking trails, picnic areas and sunset views of Narragansett Bay. Similarly, Goddard Memorial State Park, the state’s most popular park overall, features golf courses, equestrian trails, event spaces and a beach that draws locals and tourists year-round.
In recent years, Warwick has embarked on a series of initiatives to help foster its economic growth, improve infrastructure and enhance overall community life. Presently, one of the city’s most significant projects is the redevelopment of the Warwick Station District, a mixed-use area centered on the InterLink transportation hub. This ambitious project aims to create a more walking-friendly community with new housing, retail and office spaces, mainly capitalizing on its proximity to the airport and commuter rail services.
Downtown revitalization efforts in Apponaug Village have also transformed the area into a bustling center of activity. Certain infrastructure improvements, including the Apponaug Circulator Project, have eased traffic congestion and made the village more pedestrian-friendly, encouraging the nearby businesses to flourish. The village’s historic charm and architecture, coupled with its modern amenities, has made it a popular destination for dining, shopping and cultural events throughout the year.
Culturally, Warwick is a city that celebrates its history regularly and embraces the arts. The Warwick Center for the Arts serves as a local hub for creativity, offering exhibitions, workshops and performances that inspire and connect the community. Annual events such as the Gaspee Days Parade, complete with an arts & craft festival, burning of the HMS Gaspee reenactment, and weekend block party, and the Conimicut Village Association’s Fall Festival highlight the city’s traditional spirit and bringing residents together in celebration of past victories.
Warwick’s commitment to sustainability also is evident in its investment in green energy, environmental preservation and its repurposing of old buildings. The city has implemented renewable energy projects, including solar panel installations on municipal properties, and has taken steps
Warwick Lighthouse is one historic landmark in Warwick, R.I. It was built in 1827 and a dwelling was added in 1932. It was listed on the National Register of Historic Places in 1988. (Wangkun Jia/Shutterstock.com)
Warwick Center for the Arts calls the 1797 Kentish Artillery building home in Warwick, R.I. The center features exhibits in its art gallery, performances, camps for children, adult classes and comedy shows. (Wangkun Jia/Shutterstock.com)
to improve stormwater management to protect its coastal ecosystems. Historic mill buildings are being turned into affordable housing and office space for local businesses and residents alike. These efforts align with Rhode Island’s broader goals of combating climate change, promoting environmental leadership and providing citizens with affordable business and living spaces.
As Warwick and the community continue to grow and evolve, it remains deeply rooted in its historical connections and committed to building a bright future for its citizens. The city’s focus on innovation, sustainability, and community development ensures that it will remain a dynamic place to live, work, and visit for generations to come.
Mental health initiative gains ground in fire service
By LAUREN CAGGIANO | The Municipal
First responders are frontline heroes, ready to do whatever it takes to protect lives and property. However, behind their acts of courage are men and women who strive to ensure their teams are not only prepared but also supported in all aspects of their demanding roles.
At the forefront of team development is Sgt. James Peterson of the Macomb Township, Mich., Fire Department. Peterson has set a benchmark for excellence in fire service leadership as it relates to mental health training after completing the National Fire Academy’s Managing Officer Program. The two-year managing officer program supports initiatives that help fire service professionals become effective leaders and promotes safety within the community and fire departments through a better understanding of incident management.
Peterson began the program in 2019, but the pandemic delayed completion until 2023. According to him, the training he went through will allow his department to fill a gap in knowledge and understanding.
“It became apparent that we were lacking mental health education,” he said. “So that’s where I started my work, because of that weakness. And then the second-year classes were focused on how to develop trainings and implement the material into your department: You look at what your department might need as far as more training
or more education. And then the last area was the analytical part of it: It relates to the tools you can use to help you track outcomes and analyze them.”
To fulfill program requirements, Peterson completed a peerreviewed capstone project demonstrating his understanding of the program and its benefits for his fire department.
No stranger to the fire department, he has served his community for about 15 years. He started as a paid-on-call firefighter. Seven years ago, he went full-time and serves as a company officer and C-shift training coordinator at Station 3.
Peterson said the program caught his attention about five years ago during a class at the National Fire Academy, and completion of the program is no small feat. The advanced curriculum gives participants the tools they need to analyze their departments’ current operations, identify areas for improvement and implement meaningful changes. It’s a two-year program that requires officers to attend the National Fire Academy in Maryland for two separate two-week
The National Fire Academy’s Managing Officer Program is a multiyear curriculum that introduces emerging emergency services leaders to personal and professional skills in change management, risk reduction and adaptive leadership. (Photo provided by Macomb Township, Mich.)
sessions, in addition to completing prerequisites and conducting selfdirected research.
One of the cornerstones of the program is its focus on community risk reduction, firefighter safety and mental health awareness — the latter being a subject that Peterson became passionate about.
“It came to my attention that most departments are lacking in this kind of education, even though they’re supporting efforts to change the stigma of mental health in the fire service. We should start talking about it more, because problems like suicide, mental health and drug and alcohol abuse are seldom talked about. Most people think that firefighters can handle everything.”
That aligns with data from the U.S. Fire Administration, which estimates the number of firefighter suicides to be 100 or more annually. According to a recent white paper on mental health and suicide among first responders, the suicide rate for firefighters is 18 per 100,000 compared to 13 per 100,000 for the general public.
That’s why, through his capstone project, Peterson worked closely with his department’s chief and chaplain to design a comprehensive mental health program. It included educational sessions integrated into weekly Monday night trainings and provided avenues for firefighters to access support earlier.
Though Peterson said getting the chief’s buy-in was critical to the program’s success, getting the same results from his crew was even more challenging. But once he did, he said it was well worth the effort.
“Firefighters like to do the hard stuff, like going into the tower and doing fire training,” he said. “So, it was a little difficult to get them interested. But once we started the training and the education, they knew that it was needed. They were just maybe leery of how it was going to be presented. After a while, I actually had some people come up to me and start showing an interest and wanting to be a part of it. So overall, I think it was pretty well received.”
Sgt. James Peterson of the Macomb Township, Mich., Fire Department said bringing a fire service mental health project to life involved collaboration with his department’s chaplain, who provided invaluable expertise. (Photo provided by Macomb Township, Mich.)
Peterson noted how the program highlighted the fact that departments can use data and analytics to measure the success of the initiatives. By tracking participation, collecting feedback from firefighters and analyzing outcomes, they can ensure the long-term sustainability of mental health programs.
Peterson credits his family, particularly his wife, for their unwavering support throughout his participation in the initiative.
“My family put up with a lot,” he said. “Not only was I going to work, but there were a lot of days that I’d go to the library and then go back up to the station to work on this programming.”
He’s also grateful for support from leaders like Chief Robert Phillips and Deputy Chief Monro and the chaplain, as well as the willingness of his crew to engage.
He also acknowledged that it takes a village to develop a strong mental health training program. In the early stages, he conferred with area departments and their chaplains, as well as the National Fire Academy, to gain real-world perspectives. This provided a broader context that helped shape the development of his training initiative. He encouraged others to do the same.
“When you talk to them, you get helpful information that helps you see how you can fit it into your department.” M
Paragould opens a new home for city offices
By JULIE YOUNG | The Municipal
Located at the place where the Paramore and Gould railroads met, the city of Paragould, Ark., is as unique as its name. Incorporated on March 3, 1883, when it was still an uncultivated timbercovered tract, it became the Greene County seat a year later.
Although Paragould has been the 19th largest city in the state since 1953, its municipal departments were operated out of a rag tag assortment of repurposed facilities until now.
On Oct. 4, the city unveiled a new $7 million city hall that was made possible thanks to funds provided during the COVID-19 pandemic. The new building is twice the size of the previous one and will grow with the city over the next 50-100 years.
“We wanted to make sure that everyone who works here felt comfortable in this space,” said Paragould Mayor Josh Agee. “It’s been really exciting to see it come together.”
The opportunity arises
In 1953, the Paragould municipal offices and police department were located in an old hospital building that had been converted into a city hall and courthouse. Four decades later, when that building was slated for demolition, the city moved across the street into
ABOVE: The new Paragould City Hall building is a 20,000-squarefoot modern structure that pays homage to the Arkansas community’s past as a railroad town. The design complements the other buildings in the historic downtown district while also having all of the modern features that employees will in the next 50 years. (Photo provided by Paragould, Ark.)
the former Paragould Light and Water Commission building, which had recently been vacated.
By 2015-16, city officials realized they were quickly outgrowing their space and needed to expand. When the adjacent parcel became available, the city purchased it, which opened the door for an opportunity if one should come knocking.
That knock came in the form of COVID-19 funding, which was used to build pavilions and install Wi-Fi hotspots in city parks so that every student had access to their online curriculums. That left about $7 million, earmarked for a new 20,000-square-foot municipal building and police department that would be constructed on the vacant parcel.
Once the new building was complete, the current facility was demolished. The parcel now serves as a parking lot for the new Paragould City Hall.
“There was a lot of talk about what to do with that COVID money,” Agee said. “We sat down with the finance team and the administration and said that we were really hesitant to use that money for raises because we weren’t sure we could sustain it long-term, so we decided to do something that would make an impact for generations to come.”
Agee said the planning process took more than a year because they made sure to get input from every employee about what they liked and didn’t like about the current set up, and how the new building might better meet their needs. After gathering that feedback, city administrators hired Tate Construction to create a thoroughly modern facility that would reflect Paragould’s history as a railroad town.
A community center
The new Paragould City Hall features a council room and multipurpose space that takes up the entire east side of the building. Previously located in the back and infamous for its low ceiling and dim light, the new council space has its own entrance and kitchenette for community gatherings.
There was also a need to give the human resource department a more discreet location due to the sensitive nature of their work. Once located at the front of the building, employees would have to walk past several offices to reach HR, which led to in house gossip: Now, employees as well as prospective employees can pull up to the back entrance and access the department privately.
“They also have their own bathrooms because they do a lot of drug testing,” Agee said.
Restrooms were another source of concern among city employees who preferred private places to freshen up during a long day. While the planners could not afford to give every department its own private washroom, they did the next best thing: They installed 11 single-use, gender-neutral restrooms for all employees to use.
The city also took the opportunity to create new positions such as a full-time grant writer, who has netted the community $3 million in grants so far, and streamline departments that were inconvenient for the public to navigate. They also have office space for positions not yet needed, but that may be required in the coming years, such as a city manager.
This is the first time the Paragould Police Department has been able to have all of its street crime units, as well as a state police Crimes Against Children Unit, under the same roof. The city also installed a sally port, a secured vehicle bay that allows patrol cars to enter and then closes behind them, for the safe transfer of someone in custody. There is hot and cold running water in the bay as well as a drain so officers can use the space to clean out their patrol cars should the need arise.
Agee said that the ribbon cutting was an historic day for the city of Paragould. It was attended by a congressional delegation, a state delegation, the Arkansas Municipal League, local officials, business leaders and industrial partners.
The new building was well received by everyone who toured it, especially those who make it their home away from home.
“When it comes to the new building, they really have a sense of ownership about it, and they should,” Agee said. “After all, they helped design it.”
The new Paragould City Hall in Paragould, Ark., is a modern, 20,000-square-foot building that was constructed using $7 million that the city received in COVID-19 funding from the federal government. (Photo provided by Paragould, Ark.)
The council chambers space at the new city hall has a separate entrance and is larger and brighter than its previous space. It is also a multipurpose room that can be utilized for a variety of occasions, meetings and gatherings. (Photo provided by Paragould, Ark.)
The Paragould Police Department’s sally port allows patrol officers to transport someone from a patrol car into the police department securely. The bay also features a drain and hot and cold running water. (Photo provided by Paragould, Ark.)
Severe weather shelters support homeless population
By DANIELLE LUND | The Municipal
Vancouver, Wash. (Shutterstock.com)
The city of Vancouver, Wash., is increasing efforts to provide shelter and resources for its unhoused population, especially during the unforgiving winter months. Through a partnership with Outsiders Inn, a local organization dedicated to supporting people experiencing homelessness, it has launched an expanded winter and severe weather shelter program aimed at offering safe, warm spaces from November to March.
The initiative builds on Vancouver’s ongoing response to a homelessness state of emergency declared in November 2023 and supports the city’s commitment to addressing this issue.
Jamie Spinelli, Vancouver’s homeless response manager, described January 2024 as a crucial moment in the city’s approach to homelessness.
“Our climate is typically mild, but this winter was particularly severe, and we felt we were unprepared,” Spinelli recalled. “Churches scrambled to help as much as possible, but the whole community realized we needed more spaces that could accommodate more people, quickly.”
The year’s harsh winter conditions exposed gaps in the existing countywide shelter system, which struggled to meet the growing needs of the community.
While Vancouver already had an existing framework for severe weather shelters, the unprecedented demand during the 2024-25
winter highlighted the need for expansion. This spring, additional facilities have been incorporated into the program, along with some standby locations that are ready to open during extreme weather events.
The shelters provide essential services to the unhoused population, including mats or cots, bedding, restrooms and, in some locations, showers. Guests are offered meals or snacks, with Mayor Anne McEnerny-Ogle personally contributing by preparing and delivering meals in bulk to the shelters as often as possible.
A significant aspect of the extreme weather shelters is that accessing them is designed to be quick, easy and straightforward. Individuals in need first call the Council for the Homeless, where they undergo a quick background check: From there, as long as they do not have a sex offense or a recent violent charge
A sign alerts to the presence of a winter shelter, while also noting a referral is required. It also provides a number for those needing support. (Photo provided by Vancouver, Wash.)
Vancouver, Wash., had an existing framework for severe weather shelters and saw a surge in demand during the 2024-2025 winter season. (Photo provided by Vancouver, Wash.)
on their record, they are directed to an available facility that’s close to them.
Spinelli mentioned that members of the homeless population are prioritized using a vulnerability assessment tool that considers factors like age, disability and household composition. Once checked in, guests can return to the same shelter each night, as long as they continue to sign in.
Spinelli emphasized the inclusivity of the program. “For the first time, we’ve had a mix of populations in the shelters. These spaces are open to anyone who needs them.”
Additionally, the severe weather shelters aim to do more than just provide a warm place to sleep. Guests often receive personal hygiene items, bus passes and access to additional resources. The shelters are also staffed to assist individuals in connecting with services that could help them move toward stability.
Spinelli highlights the value of this approach, noting that it not only meets immediate needs but also lays the groundwork for long-term solutions.
The Homeless Management Information System, a national database, is used by program managers to track shelter usage and the outcomes of all unhoused people that are encountered. The system logs all services provided and tracks individuals’ progress, offering valuable data to inform future efforts.
In addition, Outsiders Inn conducts guest surveys onsite to gather direct feedback from those using the shelters. With the severe weather shelters launching earlier this year, there is not a significant amount of formal data collected yet: However, according to Spinelli, the verbal responses have been overwhelmingly positive. “Everyone that has been using the services has been very happy. People are pleased and grateful to get into the shelters.”
For Vancouver, scaling up the service during severe weather events presented some logistical challenges, particularly in
staffing, building availability and resource allocation. However, the partnership with Outsiders Inn has been instrumental in overcoming some of the obstacles.
“This collaboration has significantly improved our ability to respond to the crisis,” Spinelli said. “The partnership brings a level of care and consistency that’s essential to our success.” With Outsiders Inn leading the charge to staff and support these community spaces, the city’s efforts have gone far this winter.
Vancouver is not stopping with temporary solutions. Officials are already planning for future winters and broader initiatives to address homelessness more comprehensively.
One major project in the works is a bridge shelter, designed to support individuals as they transition from homelessness to more permanent housing. Scheduled to open in June 2026, the facility will accommodate up to 150 people and represents a significant step forward in the city’s homelessness strategy.
In the meantime, the city remains focused on expanding temporary shelter capacity and refining its present programs. Spinelli noted that the lessons learned from this winter will inform future efforts, including planning for the next winter season.
“Ultimately, our goal is to ensure that no one is left out in the cold,” she emphasized. “We’re committed to creating a system that not only meets immediate needs but also builds pathways to lasting stability.”
Vancouver’s response to homelessness is an example of the power of a community’s collaboration and care for others. From churches stepping in during emergencies to partnerships with organizations like Outsiders Inn, the city has demonstrated that addressing homelessness requires a collective effort.
Due to Spinelli’s leadership and a proactive municipal approach, a foundation for meaningful change has been set and will continue to grow.
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Citizens of Rochester embrace improvements along Genesee riverfront
By JENNIFER BARTON | The Municipal
In the 1800s, rivers and waterways were vital to the success of newly established cities in the United States. Rivers provided a means of power and transportation, so towns sprung up where that resource was available.
With the construction of the Erie Canal over the Genesee River, the city of Rochester, in upstate New York, saw tremendous growth and became the fourth most populous city in the state. It was a boomtown in the 1820s and ’30s and underwent the construction of numerous flour mills. Today, it remains home to many major corporations and universities, and the river that boosted such 19th-century industry has become a large part of the city’s tourism and community life.
Over the last several years Rochester has implemented a program called ROC the Riverway, has rebuilt flood walls and revitalized the riverfront. Part of the initiative included the West River Wall improvement project, named the 2024 Public Works Project of the Year by the American Public Works Association.
Kamal Crues has served as assistant city engineer since 2018 and as project manager for ROC the Riverway since 2022. He spoke about the completion of the West River Wall and the ongoing improvements the city is undertaking.
“The impetus behind this is that in 2008, FEMA reassessed the floodwalls. It was determined that the walls constructed in 1918 had deteriorated to the point that they were no longer providing sufficient flood protection,” he explained.
ABOVE: A sidewalk design designates the heart of North Star Commons, a riverwalk park along the Genesee River in Rochester, N.Y. The park was developed as part of the West River Wall improvement project, named the 2024 Public Works Project of the Year by the American Public Works Association. (Photo provided by Rochester, N.Y.)
This assessment impacted the adjacent neighborhood of Corn Hill, which under the circumstances was designated a floodplain –raising insurance costs as well as questions that residents had not faced before. The residents decided to take initiative to address the issue, putting up $40,000 of homeowner’s association money to create design concepts for the area. The project goals were twofold: to improve flood protection and enhance the adjacent recreational area and trails.
To enhance the riverway, the city added a boat launch compliant with the Americans with Disabilities Act, a riverfront plaza and a raised-table intersection, which elevates the entire intersection encouraging automobiles to slow their speed and promoting pedestrian safety.
Lowered floodwalls increased visual accessibility of the Genesee River. “Previously, you could walk down the path adjacent to the river and not even be aware that it was there,” Crues said.
To maximize visibility of the river, the trails were also elevated and a levy system was put in below the trails.
Overall, the West River Wall Project took five years: two in the design phase and three in construction. The total cost for the project
amounted to $8.4 million. A large portion of the design came from the New York Department of State and the construction funding came from the New York State Canal Corporation, which owns the land and the wall itself. All the land in the South River Corridor the area south of the Court Street Dam to the Erie Canal are part of the New York State Canal System.
With the improvements, the Corn Hill neighborhood is no longer considered a floodplain.
Roughly 2,000 linear feet and 4 acres of park space saw improvements because of the West River Wall project. The revitalized area is now known as the North Star Commons, named after the newspaper Frederick Douglass established in Corn Hill. To honor his legacy, community members requested the placement of a sculpture of the 19th-century abolitionist and civil rights leader alongside Abraham Lincoln, depicting the second meeting between the two.
Also honored in the North Star Commons are educators from historically Black colleges who came to Rochester from 1968 to 1972. These teachers impacted the local school district immediately, though their influence faded in the wake of the Civil Rights Movement.
Citizens of Rochester, and the Corn Hill neighborhood specifically, embraced the West River Wall Project wholeheartedly. In addition to putting up funds for the design plan, they attended town hall meetings, ribbon cuttings and other events pertinent to the project.
“This is a true example of a neighborhood,” Crues said proudly. He called the Corn Hill residents “tremendous” and “a very involved bunch” who are invested in the beautification of their city.
Their involvement can also be seen on the neighborhood’s beautification committee. The committee proposed the addition of a butterfly garden in the North Star Corridor, inside the linear park: Committee members worked with the city and the Seneca Park Zoo to create and maintain the pollinator waystation.
Crues stated how this aspect of the park “fits right in with our new naturalized shoreline.”
He said he sees the entire ROC the Riverway project as “a new front door to the city.” With a new harbormaster office in downtown Rochester that allows travelers to dock at a facility where showers, Wi-Fi and other amenities are provided, “we are welcoming people from the river, but also welcoming people from the city to the river.”
Increasing the use of the Genesee River and its environs plays into the health and well-being of the city itself.
“ROC the Riverway is a larger economic revitalization strategy for our region, increasing the quality of life and enhancing opportunities for recreation, among other things,” Crues said.
Future phases look to upgrade a much larger space south of the Fourth St. bridge about 4,000 square feet and roughly 16 acres of land. The city is pursuing funding for the next step, to “keep the people happy and safe,” Crues said.
Members of the Corn Hill community in Rochester, which borders the West River Wall project, named the North Star Commons park in the revitalized area in honor of the newspaper Frederick Douglass established in Corn Hill in 1847. (Photo provided by Rochester, N.Y.)
North Star Commons features 2,000 linear feet and 4 acres of park space and is a jewel of the multi-year ROC the Riverway program, which has rebuilt flood walls and revitalized the entire extent of the city’s riverfront. (Photo provided by Rochester, N.Y.)
RIGHT: The involvement of a Corn Hill residents in the West River Wall project is seen in a butterfly garden they proposed in the North Star Corridor, inside the linear park: Committee members worked with the city and the Seneca Park Zoo to create and maintain the pollinator waystation. (Photo provided by Rochester, N.Y.)
Relocation assistance helps with labor shortage
By NICHOLETTE CARLSON | The Municipal
In order to help Hazelwood businesses attract employees, the Missouri city has started an incentivized relocation assistance program.
After beginning in his position as assistant city manager in June 2022, David Leezer heard from local employers about labor shortage issues across all industries. Then, last year, at a Missouri Economic Development Financing Association presentation, one of the presenters was Missouri One Start, which provides workforce training for the state. MOS had just launched a new program that offsets relocation costs for employers.
Hazelwood is one of the cities in Missouri with its own economic development sales tax, so Leezer spoke with the municipality’s legal counsel to see if it would be possible to team up with Missouri One Start and match its incentive money through that fund. After numerous conversations, it was decided that Hazelwood would offer a matching incentive program for employers who qualified for Missouri One Start relocation assistance.
ABOVE: The city of Hazelwood, Mo., has teamed up with Missouri One Start in a relocation assistance program to attract employees to the city. Hazelwood companies can receive up to $3,500 from Missouri One Start for any non-Missouri resident who relocates to work at a Hazelwood company as well as a matching amount from the city. (Photo provided by the city of Hazelwood, Mo.)
For any non-Missouri resident who relocates in order to work at a Hazelwood company, Missouri One Start will offer approved companies up to $3,500.
If the individual is not a Missouri resident and begins remote work within the corporate limits of a Hazelwood company, the business still qualifies for the assistance. In order to qualify, the remote worker must be considered to be located at a Hazelwood facility, receive direction and control from the Hazelwood location and be on the facility’s payroll. One hundred percent of the employee’s income must come from the state of Missouri.
Once the city receives proof that the employer has received funds through the program, it will then match the amount given so that employers have the possibility of receiving a combined total of up to $7,000. That requirement can include proof of reimbursement from
If an employee qualifies for the relocation assistance program and purchases a home in the city of Hazelwood, the employee can also receive a matching incentive equal to the amount the company receives through the program This helps bring in new residents as well as help fill the labor shortage. (Photo provided by the city of Hazelwood, Mo.)
Missouri One Start, the name of relocated employee, the date when employee started, the relocated employee’s former address and the relocated employee’s new Missouri address.
As a bonus incentive, if the non-Missouri resident then purchases a home in Hazelwood, the city will give the employee as much money as the match that was given to the company up to $3,500. The match does not apply for employees renting a home in Hazelwood.
“It’s our way of trying to help our companies get labor to offset their shortage problem,” Leezer explained. “I look at it as it’s my job to help the company so we’re very flexible with the program.”
In order to qualify for the Missouri One Start relocation assistance program, a company must apply and meet certain criteria. For instance, it cannot be a nonprofit and it cannot be a retail business.
After requesting the relocation assistance benefit, the business also must submit a letter to the city stating they will be seeking assistance through Missouri One Start. This letter must include the business’ name, address or future Hazelwood address, the number of employees who needed the assistance, the amount of relocation assistance funds requested and received, and the estimated start dates for relocated employees.
Once approved with the Missouri One Start program, the company is automatically approved for city benefits as well.
“If they’re approved for Missouri One Start, they’re approved by us,” Leezer affirmed. “They do most of the vetting for us.”
The program kicked off in January 2024. Leezer is focused on spreading word about its availability to potentially eligible companies and on working with Missouri One Start to promote the program.
Remote workers can also qualify a company for the relocation assistance as long as they are on a Hazelwood company’s payroll, have a new permanent Missouri address and 100% of the employee’s income comes from the state of Missouri. (Photo provided by the city of Hazelwood, Mo.)
The program has certain qualifications a business must meet. For example, retail businesses and nonprofits do not qualify. The business must then apply online for the program through Missouri One Start. Then they send a letter to the city stating they are seeking assistance through the program. (Photo provided by the city of Hazelwood, Mo.)
There has been some interest in the program. The greatest hurdle currently, he said, seems to be getting the companies to go to the Missouri One Start website and fill out the application.
Currently, the plan is to give it 18 months and then revisit the program to see what is working, what has not worked, how it has been promoted and what needs to be changed.
“No one else does this in the state of Missouri,” Leezer noted. “It won’t change the world, but it will make an impact on Hazelwood industries.”
Elgin Sweeper Releases DualEyes on RegenX
ELGIN, ILL. Elgin Sweeper announced the new Elgin DualEyes Camera system for visibility on the front right tire and front right corner of the sweeper in addition to the right-side broom. This enhanced visibility of the curbline shows any possible obstructions in the sweeper’s path.
The new DualEyes will first be available on the Elgin RegenX a mid-dump, regenerative air sweeper that is both reliable and durable. The DualEyes system is for use when there is no right-hand steering available, so operating the sweeper from the left-hand position is possible. This helps reduce costs and chassis lead times.
“Elgin’s RegenX is known for being easy to use, and with DualEyes, that ease is increased,” said Jeff Tolzin, product engineering manager, Elgin Sweeper. “Delivering quality and proven technology is Elgin’s key focus, and DualEyes offers that enhanced technology that helps operators clean streets even more effectively.”
DualEyes can be used in bright sunlight or in darkness without any lighting. A clear color picture is available at night due to the use of Starlight Technology. The camera integrates rear-view and pickup head cameras on RegenX sweepers utilizing a 10-inch dashmounted screen, so operators only have one central location they need to look.
Beyond increased visibility, the new DualEyes also delivers reliability. It is both waterproof and dustproof. A heavy-duty zinc casing on all cameras helps enhance durability.
“These viewing angles help Elgin customers,” said Tolzin. “DualEyes provides safe and effective operations with better visibility of traffic. From maneuvering around cars to navigating cul-de-sacs, the DualEyes helps operators productively complete the job in comfort.”
For more information about DualEyes, visit ElginSweeper.com.
American Concrete Pavement Association invests in research, outreach and partnerships to support gains in concrete sustainability
ROSEMONT, ILL. At World of Concrete, the American Concrete Pavement Association delivered an assessment of where paving and infrastructure investment currently stands, the challenges state highway agencies and the industry will face soon, and steps toward addressing those challenges.
The Infrastructure Investment and Jobs Act offered a historic opportunity to build up U.S. infrastructure. However, factors including inflation, project backlog and department of transportation turnover caused IIJA and Inflation Reduction Act funding to not stretch as far as the industry anticipated. This leaves certain key needs and goals unmet. The American Society of Civil Engineers, which will release its 2025 Report Card for America’s Infrastructure on March 25, has reported recently on several individual states, and those states mostly received grades of “C” or “C-,“ with some declining from previous years.
This means it is critical for state highway agencies to prioritize better utilization of resources as they continue to pursue their
goals. Concrete pavement offers economic sustainability along with environmental sustainability, longevity and resilience. Therefore, in 2025, the ACPA will continue to advocate at all levels of government for continued funding, support state highway agencies in collaborative efforts to effectively use that funding, and leverage the association’s strong industry partnerships to build out the science of concrete pavement’s sustainability including the economic, environmental, and social benefits.
“Nationwide, growth in the concrete paving highway market has been modest. With the exception of one high-performing state, growth has been about 2.7%,” said Laura O’Neill Kaumo, president and CEO, ACPA. “We anticipate 4-5% growth in 2025 but that forecast is not certain, and with the IIJA expiring in 2026, along with hearings beginning in Congress now about reauthorization, ACPA is calling on Congress to continue to invest in highway infrastructure and for state highway agencies to have a plan to use their resources as effectively as possible. Collectively, we can rebuild our nation’s infrastructure, make safety and resilience a priority, and grow the industry.”
Tying in with research that was reported in the 2023 ACPA white paper, “Concrete Pavement’s Role in a Sustainable, Resilient Future, 2025 initiatives will include:
• Support for DOTs as they introduce greater levels of competition into the pavement bidding process, with a goal of achieving lower materials costs. Research to date shows that competition between material industries (inter-industry competition) has a larger impact than competition between multiple contractors (intra-industry competition). ACPA will also allocate funds in 2025 for further research on how inter- and intra-industry competition reduce unit costs.
• Demonstrating how concrete pavements, with their rigid construction, offer resilience that contributes to sustainability’s triple bottom line (social, environmental and economic). Research has shown that rigid concrete pavements maintain their structural integrity after flooding events better than asphalt and are well equipped to perform under nearly all disaster recovery efforts. This level of resilience is becoming critical as weather-related disasters cost increasing amounts of money.
• Continued investment in RC3, an industry consortium of experts that provides direct expertise to state highway agencies. The RC3 was formed in 2024 to disseminate federal funding information, facilitate agencies’ Low Carbon Transportation Materials grant applications, provide technical assistance, and enhance contractor preparedness. In 2025, RC3’s definition and support of sustainability will expand to meet the ever-evolving needs of the industry, with an emphasis on pursuing longevity, resilience, innovation and economic performance.
• Collaborating with the MIT Concrete Sustainability Hub (CSHub) on its simplified pavement life-cycle assessment (LCA) tool.
Visit ACPA.org and igga.net to learn more. M
STREET SWEEPER
March 1-4 National Association of Counties Legislative Conference
March 19-21 40th Annual MRPA State Conference & Exhibit Hall
Four Points Sheraton, Norwood, Mass.
https://www.massrpa.org/
March 19-21 FLAGFA Spring 2025
The Shores Resort & Spa, Daytona Beach, Fla. https://www.flagfa.org/future_ dates.php
March 20 Rhode Island League of Cities & Towns Annual Convention Warwick, R.I. https://rileague.org/events/ event_list.asp
March 23-26 MO-AWWAMWEA Joint Annual Meeting
Margaritaville at Lake of the Ozarks, Osage Beach, Mo. https://awwa-mo.org/eventstraining/joint-conference.html
March 24-27 Carolina Recycling Association 34th Annual Conference & Trade Show
Wilmington Convention Center, Wilmington, N.C. https://www.cra-recycle. org/2025conf/
March 24-27 Iowa Parks & Recreation Association Conference
Hyatt Regency Hotel & Convention Center, Coralville, Iowa
https://iapra.org/education/ iowa-conference
Product Spotlight
Best cities to find a job
Good employees are hard to find. Unemployment remains at historic lows, and the pool of potential staff members with specific municipal and industrial skill sets is at a premium — which increases compensation and benefit costs.
Recently, WalletHub compared more than 180 U.S. cities to determine which were the most attractive to those seeking first-time employment or looking to make a career change. Job security and satisfaction matter a great deal to the modern worker, as does the length of commute and whether they feel the city is a good place to recreate and to raise a family.
According to the results, the largest growth in employment took place in 2024 in Norfolk, Va. Pittsburgh, Pa., has the most job opportunities per capita, and Columbia, Md., boasts one of the highest median household incomes in the country because of its varied employer base. The No. 1 city, however, turned out to be Scottsdale, Ariz., because of a trifecta of lowest-in-the-nation unemployment, number of paid internships, median income and quality of life.
The rest of the Top 10 qualifiers are below. To study their strengths, visit the website.
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