Nebraska Municipal Review, September 2025 by League of Nebraska Municipalities

Municipal officials from across the state and others attended the Ribbon Cutting and Dedication Ceremony for the New League Building and Joe Hampton Conference Center

NEBRASKA MUNICIPAL REVIEW

Issue No. 1,205

The NEBRASKA MUNICIPAL REVIEW (ISSN 0028–1906) is published monthly and the official publication of the League of Nebraska Municipalities, an association of the cities and villages of Nebraska, published at 1335 L St., Lincoln, Nebraska 68508. Subscription rates are $5 per single copy — $50 plus tax for 12 issues. Periodicals postage paid at Lincoln, Nebraska. Views of contributors, solicited or unsolicited, are their own and not to be construed as having the endorsement of the League unless specifically and explicitly stated by the publisher

The NEBRASKA MUNICIPAL REVIEW is a nonprofit publication administered and supervised by the League of Nebraska Municipalities. All revenue derived from the publication is used by the association to defray publication costs.

League of NE Municipalities staff 402-476-2829 • www.lonm.org

L. Lynn Rex, Executive Director

Christy Abraham, Legal Counsel

Lash Chaffin, Utilities Section Director

Cherie DeFreece, Admin Assistant/ Membership Services Assistant

Brenda Henning, Membership Services Assistant/ LIGHT Admin Assistant

Ethan Nguyen, LNM/LARM Information Technology Manager

Shirley Riley, Membership Services Director

Jackson Sash, Utilities Field Representative/Training Coordinator

Ashley Wolfe, Marketing/Communications Director

LARM staff

Dave Bos, Executive Director

Tracy Juranek, Asst. Executive Director, Customer Service Specialist

Diane Becker, Communications/Marketing Director

Kyla Brockevelt, Executive Administrative Assistant

Drew Cook, Customer Service Specialist

John Hobbs, Loss Control Specialist

James Kelley, Loss Control Specialist

Fred Wiebelhaus, Loss Control/Claims Manager

POSTMASTER: SEND ADDRESS CHANGES TO NEBRASKA MUNICIPAL REVIEW, 1335 L STREET, LINCOLN, NEBRASKA 68508.

Have an idea, project or opinion to share? The League welcomes member articles, information, and op-eds.

Want to reach local decision makers? The League can help you get your message out to Nebraska’s 3,500+ municipal officials.To learn more, contact Ashley Wolfe at 402-476-2829 or ashleyw@lonm.org

President Marlin Seeman, Mayor, Aurora

President-Elect

Bryan Bequette, Mayor, Nebraska City

Vice President Joey Spellerberg, Mayor, Fremont Past President Deb VanMatre, Former Mayor, Gibbon

Directors

Leirion Gaylor Baird

John W. Ewing, Jr.

Sharon Powell

What's inside?

Partnership in Norfolk 30 Features

A new era - League hosts open house

Intern spotlight - Papillion interns share experience

AI in state and local government: Section 2 – AI government use cases

Plattsmouth Police Department: Making a difference in the community and to the citizens served

Fremont police turned to a recovering addict to help people in crisis—he has become invaluable

Center for Rural Affairs - LB 840: Powering economic growth with local tax revenue in Nebraska

A dream of inclusion - New park unveiled in Bellevue

Columns In each issue

The Director's Message - L. Lynn Rex, LNM Executive DirectorMunicipal officials from across the state and others attended the Ribbon Cutting and Dedication Ceremony for the new League Building

LARM – Eye safety

The Legal Corner by Tara A. Stingley and Milla N. Bevens, Cline Williams Wright Johnson & Oldfather, L.L.P. - Be S.M.A.R.T.: Practical guidance for implementing performance improvement plans

Mayor, Lincoln

Mayor, Omaha

Village Board President, Utica

David Black Mayor, Papillion

Larry Evans Mayor, Minden

Rod Petersen Mayor, Louisville

Jim Bulkley Mayor, Columbus

Betsy Vidlak Mayor, Scottsbluff

Pat Heath City Administrator, Gering

Janine K. Schmidt

CMC/Treasurer, Morrill

Layne Groseth City Administrator/Utilities Manager, North Platte

Affiliated Sections

City Managers Vacant

Clerks

Munic. Accounting & Finance

On the cover

Tami L. Comte, David City

Becky Erdkamp, Exeter Fire Chiefs

The front of the new League of Nebraska Municipalities office building. A ribbon cutting was held Sept. 5, 2025. Photo by Ashley Wolfe.

Dennis Thompson, North Platte

Utilities Pat Heath, Gering

Larger

Cities Legislative Committee

John McGhehey, Mayor, Alliance

Seth Sorensen, City Manager, Alliance

Tobias Tempelmeyer, City Administrator, Beatrice

Rusty Hike, Mayor, Bellevue

Jim Ristow, City Administrator, Bellevue

Mindy Rump, Mayor, Blair

Phil Green, City Administrator, Blair

Tom Menke, City Manager, Chadron

Jim Bulkley, Mayor, Columbus

Tara Vasicek, City Administrator, Columbus

Dave Bauer, Mayor Crete

Tom Ourada, City Administrator, Crete

Joey Spellerberg, Mayor, Fremont

Jody Sanders, City Administrator, Fremont

Kent Ewing, Mayor, Gering

Pat Heath, City Administrator, Gering

Roger Steel, Mayor, Grand Island

Mike Evans, Mayor, Gretna

Paula Dennison, City Administrator, Gretna

Mark Funkey, City Administrator, Hastings

James Liffrig, Mayor, Holdrege

Chris Rector, City Administrator, Holdrege

Brenda Jensen, City Manager, Kearney

Brad DeMers, Asst. City Manager, Kearney

Doug Kindig, Mayor, La Vista

Kevin Pokorny, Director of Administrative Services, La Vista

John Fagot, Mayor, Lexington

Joe Pepplitsch, City Manager, Lexington

Margaret Blatchford, Assistant City Attorney, Lincoln

Riley Slezak, Senior Advisor to the Mayor, Lincoln

Linda Taylor, Mayor, McCook

Nate Schneider, City Manager, McCook

Bryan Bequette, Mayor, Nebraska City

Perry Mader, City Administrator, Nebraska City

Justin Webb, Council Member, Norfolk

Scott Cordes, City Administrator, Norfolk

Brandon Kelliher, Mayor, North Platte

Layne Groseth, City Admin./Utilities Manager, North Platte

Steve Krajewski, Mayor, Ogallala

Kevin Wilkins, City Manager, Ogallala

Thomas Warren, Chief of Staff, Omaha

David Black, Mayor, Papillion

Amber Powers, City Administrator, Papillion

R. Paul Lambert, Mayor, Plattsmouth

Emily Bausch, City Administrator, Plattsmouth

Don Groesser, Mayor, Ralston

Brian Kavanaugh, Council Member, Ralston

Jack Cheloha, City Administrator, Ralston

Art Lindberg, Mayor, Schuyler

Lora Johnson, City Administrator, Schuyler

Betsy Vidlak, Mayor, Scottsbluff

Kevin Spencer City Manager, Scottsbluff

Joshua Eickmeier, Mayor, Seward

Greg Butcher, City Administrator, Seward

Brandon Bonregard, Mayor, Sidney

Brett Kerkman, Vice-Mayor, Sidney

Lance Hedquist, City Administrator, South Sioux City

Jill Brodersen, Mayor, Wayne

Wes Blecke, City Administrator, Wayne

Barry Redfern, Mayor, York

Dr. Sue Crawford, City Administrator, York

Smaller

Cities Legislative Committee

Chaired by Tom Goulette, City Administrator of West Point

Lisa Schroedl, City Administrator/Clerk/Treasurer, Ainsworth

Jessica Quady, City Administrator, Ashland

Crystal Dunekacke, City Administrator/Economic Developer, Auburn

Marlin Seeman, Mayor, Aurora

Adam Darbo, City Administrator, Aurora

Chris Anderson, City Administrator, Central City

Andrew Lee, Admin/Clerk/Treasurer, Curtis

Tami Comte, Clerk/Treasurer, David City

Alan Michl, Chairperson, Exeter

Becky Erdkamp, Clerk/Treasurer, Exeter

Kyle Svec, City Administrator, Geneva

Matt Smallcomb, City Administrator, Gibbon

Gary Greer, City Administrator, Gothenburg

Jana Tietjen, Clerk, Hebron

Barb Straub, Admin/Clerk/Treasurer, Hemingford

Kelly Oelke, City Administrator, Hickman

Janine K. Schmidt, CMC/Treasurer, Morrill

Sandra Schendt, Clerk/Treasurer, Nelson

David Russell, Director of Gov. Affairs, NMPP Energy

Sandy Kruml, Clerk/Treasurer, Ord

Mike Feeken, Mayor, St. Paul

Sandra Foote, Council Member, Superior

Jeff Hofaker, City Administrator, Sutton

Jessica Meyer, City Administrator, Syracuse

Kelly Adamson, City Council Member, Tekamah

Sharon Powell, Village Board President, Utica

Kyle Arganbright Mayor, Valentine

Melissa Harrell, City Administrator, Wahoo

Desiree Soloman, City Attorney, Waterloo

Stephanie Fisher, City Administrator, Waverly

Tom Goulette, City Admin./Utility Superintendent, West Point

Randy Woldt, Utilities Superintendent, Wisner

Robert Costa, Community Planner, Yutan

Municipal Legal Calendar

(All statute citations to Revised Statutes of Nebraska)

NOVEMBER 2025

CITIES OF THE FIRST CLASS

• First day Class C liquor license year begins. (53-124)

• Within 15 days of Passage Clerk publishes ordinances passed. (16-405)

• Within 10 days from meeting or before next meeting (whichever is sooner) Clerk to have minutes available for public inspection. (84-1413)

• Within 30 days from Council meeting Clerk publishes official proceedings of meetings including claims. (19-1102)

• Within 20 days after end of month Treasurer files monthly financial report. (16-318)

• * * Clerk must prepare agenda prior to next Council meeting. (84-1411)

• On or before December 1 TIF report due to Property Tax Administrator (18-2117.01)

CITIES OF THE SECOND CLASS and VILLAGES

• First day Class C liquor license year begins. (53-124)

• Within 15 days of Passage Clerk publishes ordinances passed. (17-613)

• Within 10 days from meeting or before next meeting (whichever is sooner) Clerk to have minutes available for public inspection. (84-1413)

• Within 30 days from Council or Board meeting Clerk publishes official proceedings of meetings including claims. (19-1102)

• Within 20 days after end of month Treasurer files monthly financial report. (17-606)

• * * Clerk must prepare agenda prior to next Council or Board meeting. (84-1411)

• On or before December 1 TIF report due to Property Tax Administrator (18-2117.01)

LEAGUE OF NEBRASKA MUNICIPALITIES

UPCOMING CONFERENCES

UTILITIES/PUBLIC WORKS ANNUAL CONFERENCE

Jan. 7 - 9, 2026

Feb. 23 - 24, 2026

MUNICIPAL ACCOUNTING AND FINANCE CONFERENCE

MIDWINTER CONFERENCE ANNUAL CONFERENCE

June 17 - 19, 2026

Sept. 23 - 25, 2026

Chaired by Mayor Don Groesser of Ralston

Municipal officials from across the state and others attended the Ribbon Cutting and Dedication Ceremony for the new League Building and Joe Hampton Conference Center

BY L. LYNN REX, EXECUTIVE DIRECTOR, LNM

President Marlin Seeman, Mayor of Aurora, emphasized it was a top priority of the League Executive Board and League Building Committee to keep our office building in this high-profile location to continue effective advocacy for our members before the Nebraska Legislature, state agencies, and the Governor. In addition, he stated the League, Utilities Section, League Association of Risk Management (LARM), and the League Insurance Government Health Team (LIGHT) will continue to provide other critically important services for member cities and villages.

During the Dedication Ceremony, President Seeman thanked Bob Ripley, an architect who served as our State Capitol Architect for decades before retiring. Bob’s invaluable guidance throughout the planning and building process began before 2010 when the League Executive Board initiated discussions about the need for a new League Building when it was clear from engineers and architects that it would not be cost effective to retrofit the old building again or make significant repairs to extend the life of the building for another 25 to 50 years.

President Seeman also thanked Rod Storm, former City Administrator of Blair and former League Executive Board Member, for his diligence, commitment and attention to detail as the League’s Project Manager. Rod has been in daily contact with League staff as well as the Project Managers at Hampton Enterprises and Clark & Enersen. Rod’s counsel and recommendations have been critically important during the planning process, construction of our building and financial accounting.

Before introducing Lincoln Mayor Leirion Gaylor Baird to give remarks, President Seeman thanked her, the Lincoln City Council and Lincoln’s Urban Development Department for their outstanding assistance throughout the entire planning and building process, including their willingness to provide tax increment financing.

Scott Lockard , President of Hampton Enterprises, also spoke during the Dedication Ceremony. President Seeman thanked Scott and his exceptional team for their dedication and hard work, including Anthony Sanna, Hampton’s Project Manager, and John Scotton, Hampton’s Superintendent. President Seeman echoed remarks similar to those of former League President Deb VanMatre at the Groundbreaking Ceremony on June 25, 2024: “Without the perseverance, guidance, and generosity of Joe Hampton, who founded Hampton Enterprises, this site would not be the location for this new League Building which will serve our members for decades to come!”

A handout given to those attending the Ribbon Cutting and Dedication Ceremony described the incredible role that Past League President Joe Hampton played in assisting the League in purchasing the Lincoln Woman’s Club property in 2014. The conference room in the former League building was named after Joe Hampton. President Seeman stated it was a honor to officially dedicate the “Joe Hampton Conference Center” as an integral part of the new League Building. As Joe’s successor heading Hampton Enterprises, President Seeman thanked Scott for patiently working with the League Building Committee as well as the League and LARM staff to understand the needs of the League, Utilities Section, LARM, and LIGHT in order to better serve member cities and villages.

Travis Barrett , Architect and Project Manager with Clark & Enersen, gave his remarks right before the ribbon cutting. President Seeman expressed sincere appreciation for the countless hours on this project spent by Travis and his team, including architects Kate Hier and Todd Eppenbach as well as Tim Gergen, a civil engineer.

Travis and his team collaborated with the League Building Committee, League and LARM staff, and the team at Hampton Enterprises.Travis’ insights, creativity, and dedication to this project are reflected in the iconic design of the building which complements the Capitol Environs area. Following the Ribbon Cutting, President Seeman welcomed everyone into the building for lunch and an opportunity to tour the building.

HISTORY ABOUT THE FORMER LEAGUE OFFICE BUILDING

When McCook Mayor Don Blank was League President in 1977, he urged the League Executive Board to take a “giant step forward” to authorize the purchase of an office building at 1335 L Street in Lincoln. He emphasized the importance of having a permanent headquarters for the League instead of continuing to just lease office space to address the needs of member cities and villages: “First, and, foremost, it changes our League from a ‘suitcase’ organization consisting of a couple of desks and file cabinets to a solid organization consisting with physical as well as philosophical identity. Staff and officers will come and go, but our League organization will remain constant, identified by its new home office located within a few blocks of the state office building and the State Capitol. It physically places the League in the governmental atmosphere. Secondly, it will be a coming of age for our League….Thirdly, it gives us unity. From Omaha and Lincoln, through our First and Second Class Cities, and including our villages, we all have a common urban interest. No other organization or group can better

represent the urban community than the League of Nebraska Municipalities.”

The same is true of the new League Building which is much more than just an aesthetically pleasing physical structure located in the Capitol Environs area.

It is a large meeting space designed to facilitate discussions and decisions regarding legislation and other key issues of municipal concern shaping the destiny and future of cities and villages across the state. It is a convenient space for the Executive Boards of the League, Utilities Section, LARM, and LIGHT to develop policies, initiatives and training programs for their respective members. It also is a welcoming space where municipal officials can educate, connect, and network with each other. Most importantly, it is a well-designed space which embraces the significance of the League’s history and mission to effectively represent the interests of member municipalities to preserve local control and empower municipal officials to shape the destiny of their municipality and improve the quality of life of their citizens. The next large gathering at the League Office likely will be when our League Smaller and Larger Cities Legislative Committees meet on Thursday, Oct. 23, to review requests for legislative action for the 2026 session. As always, please feel free to stop by the office anytime. There is a desk and laptop for your convenience in the Visiting Officials’ Office. If you wish to use one of the conference rooms for a meeting, please let us know so we can check availability of the room and reserve it for you. League and LARM staff members and I appreciate the opportunity to work in this wonderful building and are privileged to represent cities and villages throughout Nebraska! 

new ERAA

Attendees gather to celebrate completion of new League office and vision for future

BY ASHLEY WOLFE, MARKETING & COMMUNICATIONS DIRECTOR, LNM

Up and down the street near 1335 L Street in Lincoln was bustling with people on Sept. 5, for the Ribbon Cutting and Dedication of the new League of Nebraska Municipalities office building and the Joe Hampton Conference Center. The energy could be felt in the air as leaders and municipal officials gathered to celebrate the culmination of a project that has been so many years in the making. The previous League building—purchased in 1977— and the Lincoln Woman’s Club building were demolished in spring 2024 to make

League President Marlin Seeman Mayor of Aurora

Leirion Gaylor Baird Mayor of Lincoln

way for a beautiful new building designed by Lincoln architect firm Clark & Enersen and built by Hampton Enterprises.

The new space is larger and includes additional offices to allow the League, LARM, LIGHT, and the Utilities Section to have room as the organizations continue to grow and support Nebraska municipalities. The Visiting Officials’ office in the new building pays tribute to the work of the Lincoln Woman’s Club and contains a series of books, historical artifacts, and framed pieces highlighting the organization’s history.

The two-story office building offers an abundance

of natural light and the walls throughout are lined with photos of Nebraska, submitted by municipalities and purchased from photographers from across the state. The League Executive Board and staff are appreciative of everyone who helped us adorn the walls of the new space with imagery representing the vast span of our state and the members we represent.

Many unable to attend the ribbon cutting, joined us for a celebration following the Annual Conference on Sept. 26. A light lunch and tours of the office space were provided. 

The League Executive Board and Building Committee recognized how important it was to choose the right building and design teams. [...]There are so many outstanding people at Hampton Enterprises and Clark & Enersen who contributed to the completion of our building. Thanks again [...] for taking the time to understand and implement our vision for this new building.

Scott Lockard President, Hampton Enterprises

Travis Barrett Architect, Clark & Enersen

League President Marlin Seeman MAYOR of AURORA

Photos continued on page 8 and 9

Photos by Corey Rourke and Ashley Wolfe

Above left: Sen. Stan Clouse from Kearney tries to identify the municipalities in each of the canvases lining the hallway on first floor of the League building.

Top right: Lincoln Mayor Leirion Gaylor Baird, Plattsmouth Mayor Paul Lambert and Fremont Mayor Joey Spellerberg take part in the celebration.

Bottom right: Sen. Stan Clouse; League Executive Director Lynn Rex; League Past President Deb VanMatre; League Member Services Director, Shirley Riley; Papillion Mayor David Black; and Nancy Seeman, wife of League President and Aurora Mayor Marlin Seeman, watch as Mayor Seeman addresses the crowd. Photos by Ashley Wolfe.

Above: More than 100 people gathered for the Ribbon Cutting and Building Dedication held at the League Building on Sept. 5. Below left: West Point City Administrator Tom Goulette and his wife Beverly visit with League Legal Counsel Christy Abraham at the Open House. Below middle: Plattsmouth City Administrator Emily Bausch and Dean Helmick pose for a quick photo before the ribbon cutting. Below right: Columbus Mayor Jim Bulkley and North Platte City Administrator Layne Groseth chat at the Open House. Photos by Ashley Wolfe.

Intern spotlight

The City of Papillion hired two interns this past summer, one in Administration and one in Communications. The internships gave the students an opportunity to grow their skills while getting a firsthand perspective of what it is like to work for a city government.

Kaylie Crews

My name is Kaylie Crews, and I am currently a Master of Public Administration student at the University of Alabama. My family has lived in Papillion for 11 years and I am a proud graduate of Papillion-La Vista South High School. This summer, I had the pleasure of being the City of Papillion Administrative Department intern. During this time, I was afforded the opportunity to participate in numerous community development initiatives, work on city projects, and meet with city and department personnel. My primary internship project

was to complete Papillion’s application for a Creative District designation from the Nebraska Arts Council. In doing so, I researched and highlighted Papillion small businesses and artists, learning more about my hometown with each day.

I gained valuable insights into the function and purpose of, and opportunities within, local city government. Primarily, I learned the impact a strong vision and focused mission can have on an organization’s culture. I witnessed City of Papillion employees all working toward the common goal of maintaining a small town feeling

STORY PROVIDED BY THE CITY OF PAPILLION

of pride despite the challenges of rapid city development. Though approaches and ideas may have differed, people in each department showed up each day intending to create the best environment for Papillion citizens.

Returning to school with actual city government insight will further prepare me for the many aspects of public sector work. As I apply the lessons from my courses with the realities of local government, I now have a better ability to bridge the gap between academia and the challenges facing cities. I also know wherever I take my career, I am to work for an organization as intentional and community focused as the City of Papillion. I am grateful to the city leadership for the unique opportunity, and I hope my participation will help pave the way for future internship positions within Papillion’s government.

Hudson Carrico

My name is Hudson Carrico, and I am a sophomore, journalism and broadcast media production major at the University of Nebraska – Lincoln. Even though working for the City of Papillion wasn’t my first internship (I am a creative media intern for Husker Athletics), the two are practically incomparable. The City of Papillion Communications Department operates on the basis of creating journalistic content. Within this internship, I fulfilled daily tasks ranging from interviewing, shooting, and editing video stories, curating promotional reels, and photographing important city events. While working for this organization, I learned the importance of being persistent yet professional, applying constructive criticism, and interacting with a variety of supervisors and civilians.

During my time at Papillion, I was made aware of the intricacies and teamwork needed for a city government to run smoothly. Regardless of the department, EVERYONE is equally important in ensuring a smooth and efficient operation. Communications specifically, I learned how much a community values being informed of events regarding their city and local city government. It was truly rewarding watching a story be well received on our social media pages and broadcast channel. In addition, I assisted in a couple of livestreams and pitched potential video ideas, both of which I have never done before!

This was my first time working for a city government, and I hope it is not my last! Working for Papillion Communications not only broadened my scope to the opportunities associated within this profession but allowed

me to become a more multifaced media professional. This experience has undoubtably built up my confidence and has taught me the importance of effective journalism. I will never forget my summer working for the city because at the end of the day, Papillion truly Feels Like Home 

Kaylie helps with a Sarpy County Chamber Cookie Drop to local businesses. Photo provided by the City of Papillion.

Hudson operates a camera for the Papillion Days Parade livestream. Photo provided by the City of Papillion.

AI in state and local government

Section 2 AI government use cases

For some agencies, status quo solutions can be difficult to change. “Agencies often prefer to stick with familiar processes, even when AI could offer significant benefits,” Deshpande says.

Even so, many state and local jurisdictions have deployed effective AI solutions in recent years. For example, Deshpande says when Georgia replaced its legacy chatbot on Georgia. gov with a GenAI virtual assistant, adoption and usage “went through the roof.”

AI solutions can significantly enhance service delivery when adopted strategically. Here’s what separates the best use cases from the rest:

• Alignment with your agency’s core mission. If you’re required by law to do something like inspect restaurants or help a particular community, that can be a good starting point.

• Benefits that exceed cost. A use case requires a thorough cost-benefit analysis to ensure productive use of public funds.

• Low risks and high rewards. If you’re just getting started, focus on problems you can fix without fear of downsides like data loss or privacy breaches.

Great starting points for AI

• Practicality and feasibility. You must have the staff, resources, and technology partnerships to develop, maintain, support, and update an AI solution.

• Safety, fairness, and ethics. AI requires huge quantities of data that need sound governance and privacy protections to prevent breaches and ensure all users are treated fairly and ethically.

Here are some straightforward ways AI has helped state and local agencies:

• Explanation. Chatbots and search engines can use GenAI to explain policies and laws, easing the workload of agency personnel.

• Navigation. A GenAI chatbot speaks directly to your constituents, answering their questions and guiding them to online resources.

• Translation. Language models allow agencies to communicate in a user’s preferred language.

• Automation. Digital assistants simplify complex tasks and automate manual processes.

• Prediction. Learning algorithms use statistical models to help leaders anticipate resource needs in areas like law enforcement, justice, public health, employment, utilities, transportation, and economic growth.

• Perception. AI can be the eyes and ears of a community, analyzing audio/visual feeds from cameras and other sensors. GenAI apps can sift the feeds for anomalies that can help police, inspectors, utilities technicians, and other subject matter experts.

Real-world use cases

• Accessibility. AI can automate processes to help people who speak different languages or those who have disabilities.

These use cases provide distinctive examples of AI in action.

Storm monitoring. The coastal City of Virginia Beach, Virginia, couldn’t find an off-the-shelf software solution for a critical issue — tracking water levels during storms to manage the response to floods and other weatherrelated dangers.

AWS helped Virginia Beach develop a mobile app called StormSense to pull in data from an Internet of Things sensor network that automatically monitors water levels and notifies residents about flood risks in real time. Solar-powered water-level sensors, which have battery backup and cellular connectivity, send fresh data to the AWS Cloud every six minutes. Agency leaders use the system’s AI tools to identify ways to decrease flood risks by closing roads or bridges, reducing lake and reservoir levels, or other emergency measures.

Strengthening cybersecurity. A local government agency needed a faster, simpler way to conduct cybersecurity audits. AWS helped the agency develop a chatbot called eCISO to automate and standardize complex processes for auditing cybersecurity data.

Based on the National Institute of Standards and Technology (NIST) 1.1 standard, the eCISO app helps the agency deal with shadow IT, a common challenge in decentralized IT ecosystems. The app’s natural language chat technology automates the interview segment of a cybersecurity audit. It also generates a report card assessing the agency’s cybersecurity policies.

Technical guardrails ensure only the user who originally submitted data can access it later. Chat conversations are automatically deleted after 30 days.

Reducing 911 hold times. 911 centers dealing with staffing shortages and lengthy hold times can improve response times and lower stress on call takers by using AI. “Agencies will obviously never use artificial intelligence or an AI bot to answer a 911 call,” Dunn says. “We will always need welltrained human emergency professionals handling that service.”

But 911 centers have found a strategic use for AI that addresses an everyday business problem: 911 calls waiting on hold because of non-emergencies. “Three-digit 911 calls and 10-digit non-emergency calls are answered by the same agents,” Dunn says. “We are helping agencies implement AI chatbots to automatically handle the nonemergency calls and give callers the information they need when call volumes are high.” Removing this bottleneck reduces hold times for people calling with genuine emergencies. 

THIS IS PART TWO OF A FOUR-PART SERIES REPRINTED WITH PERMISSION FROM e.REPUBLIC. SEE NEXT MONTH’S REVIEW FOR THE NEXT INSTALLMENT.

PLATTSMOUTH POLICE DEPARTMENT:

Making a difference in the community and to the citizens served

STORY PROVIDED BY THE CITY OF PLATTSMOUTH

Recently, the Plattsmouth City Council recognized three Plattsmouth Police Department Officers for their exemplary work.

Officers Neal Thomas and Nolan Siemonsma responded to a call for service relating to a report of a male party who had passed out in the shower and was not breathing. On arrival, officers removed the male party from the shower and moved him to a different room where they (and later EMS) would have room to work. The Officers confirmed the male party did not have a pulse and was not breathing. The Officers then immediately began CPR and continued this until the arrival of Plattsmouth EMS. EMS noted they had a pulse back before departing for the hospital. As a result of the quick decisions made by Officers Thomas and Siemonsma, the male party survived and has recently been released to return home with his family. In speaking to members of the EMS crew that responded, had Officers Thomas and Siemonsma not started CPR before the arrival of EMS, there is no doubt the patient would not have survived. Officers Thomas and Siemonsma were

presented with the Plattsmouth Police Department’s Lifesaving Award for their swift actions on this call for service and for displaying behaviors that were directly in line with the strategic tenets of the Plattsmouth Police Department.

School Resource Officer Mike McKnelly was recognized for his Friend of Social Work award from the School Social Work Association of Nebraska for his work with students in the Plattsmouth Community Schools. In addition to the award, Nebraska Congressman Mike Flood recognized McKnelly for his hard work with a letter of recognition for his efforts within the Plattsmouth Community Schools and for the positive impact on the students at all levels. Officer McKnelly’s efforts as the Plattsmouth School Resource Officer are directly in line with the strategic tenets of the Plattsmouth Police Department.

Congratulations to all three officers. 

School Resource Officer Mike McKnelly, Officer Nolan Siemonsma, and Officer Neal Thomas pose for a photo with Plattsmouth Police Chief Steve Rathman during a City Council Meeting where the three officers were honored for their work. Photo provided by the City of Plattsmouth.

GET A QUOTE AND JOIN TODAY!

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Fremont police turned to a recovering addict to help people in crisis.

He has become invaluable.

Police departments across the state are increasingly turning to mental health professionals to better serve people in crisis

BY TIM TRUDELL, FLATWATER FREE PRESS

on Thomsen stood in the doorway of a Fremont home, offering calming words and open ears. Moments earlier, the man inside the home had threatened to kill his family and himself.

Thomsen had rushed to the scene to ensure that wouldn’t happen.

Thomsen isn’t a cop, and he’s not a licensed therapist. He is a peer support specialist.

In recent years, police departments across Nebraska and beyond have increasingly turned to mental health professionals to better serve people in crisis and minimize interactions with law enforcement. But those efforts have stalled in some instances due to a lack of practitioners, especially outside the larger metro areas.

That’s a problem the Fremont mental health co-responder program set out to address. Rather than rely on a therapist, Thomsen fills the role of co-responder, using his lived experience and training in crisis response to help people in distress.

Fremont Police Sgt. John Brady, left, and co-responder Jon Thomsen outside the Fremont Police Department. As an employee of Lutheran Family Services, Thomsen is embedded with the Fremont Police Department and helps bridge the gap between arrest and hospitalization when responding to mental health crises. Photo by Rebecca S. Gratz.

Fremont, which struggled to staff a previous co-responder position, seemed ripe for the collaboration, said Brad Negrete of Lutheran Family Services, which oversees the program.

“The trend is having police embedded with therapists,” Negrete said. But not all therapists have “that ability to say, ‘I, too, have a mental health diagnosis or previous substance use, and

Continued on the following page

this is what I did to make my way through it.’ They (the Fremont Police Department) thought that was an interesting idea. So I said, ‘Well, let’s pilot it.’”

Thomsen, who has struggled with addiction and mental illness, is embedded with Fremont police and the Dodge County Sheriff’s Office. He has been an invaluable resource, said Fremont Police Chief Jeff Elliott. Annually, Fremont responds to 400450 emergency calls related to mental health crises, Elliott said. Thomsen gets people help without involving the police.

That’s the whole goal, Elliott said, “because bad things can happen when police and these people interact sometimes. So if Jon can find ways to steer them to other services … rather than us just throwing them in jail or in the hospital, that is what we want to do.”

For Thomsen, it’s an opportunity to provide the assistance he didn’t get

Co-responder Jon Thomsen, left, chats with Sgt. John Brady in the Fremont Police Department. Photo by Rebecca S. Gratz.

early on. He traces his challenges back to childhood and growing up with parents who struggled with mental illness, but kept it quiet.

“So, what I learned early on is that mental health issues were not something that you can talk about,” he said.

Thomsen said he started smoking marijuana in high school, to medicate his own mental health struggles.

Continued on page 20 / See Fremont

EYE SAFETY

According to the U.S. Bureau of Labor Statistics, there are nearly 20,000 workplace eye injuries each year which OSHA estimates to cost $300 million per year in worker’s compensation, medical treatment, and lost productivity. While these monetary losses are significant for all involved parties, the most important aspect of using eye protection is to keep workers safe from the inconvenience, pain, and potential permanent vison damage that is associated with eye injuries. Workers compensation claims to LARM have shown that the spring months of March, April, and May have the highest number of eye injuries over the past five years. In approximately 90% of these cases, proper eye protection would have prevented the injury, so it is important that we educate workers of the dangers and equip them with the correct eye protection.

Types of eye protection and when they should be used:

SAFETY SUNGLASSES:

USE:

Protect against UV rays and glare while providing impact resistance.

EXAMPLES: Outdoor work and driving.

SAFETY GLASSES: (WITH SIDE PROTECTION)

USE:

Protect against flying debris, dust, and small particles.

EXAMPLES: Construction work, mowing, and metal work.

DAVE BOS EXECUTIVE DIRECTOR, LARM

FACE SHIELDS:

USE:

Protect the entire face, including the eyes, from splashes, flying particles, and sparks.

EXAMPLES: Grinding, cutting, and working with hazardous liquids.

WELDING HELMETS:

USE:

Shield the eyes and face from intense light, sparks, and molten metal.

EXAMPLES: Welding, brazing, and cutting metals.

SAFETY GOGGLES:

USE:

Provide a snug fit around the eyes, offering protection from dust, debris, and chemicals.

EXAMPLES: Chemical handling, demolition, insulation installation and environments with high-dust levels.

To create a culture of safety, it may be beneficial to have a policy which requires the use of eye protection when workers are performing certain tasks. Supervisors need to not just follow this policy themselves but enforce this policy. However, before such a policy can be enforced, it is important that all workers have access to whatever eye protection is appropriate for their task. While there may be some things that work to be shared, a welding helmet for example, in most cases it is best for each worker to have their own, employer-issued eye protection. While this may mean that each worker has a pair of safety glasses and goggles, each tinted and non-tinted, as well as a face shield, the costs of these items are insignificant compared to even a minor eye

Continued on the following page

injury. LARM members can use the Lean on LARM safety grant for the purchase of eye protection. While chemical splashes, particle irritants, physical impact, and penetrating eye injuries get the most attention, it is important for office workers to care for their eyes as well. Prolonged use of screens can be hazardous to your eye health. Symptoms include dry eyes, eyestrain, headaches, blurred vision, and even an increased risk of developing myopia (nearsightedness) over time.

To help prevent these issues, consider the following strategies:

ERGONOMICS: Locate the computer screen about an arm’s length away and 4 or 5 inches below your eye level - Ideally, you should look down at the computer screen at about a 15 to 20 degree angle. This ensures that more of your eyeball is covered by your eyelid, keeping your eyes moisturized and healthy

BLINK FREQUENTLY:

FOLLOW THE “20-20-20”

RULE:

REDUCE SCREEN GLARE:

Humans normally blink about 15 times per minute, but when using computers or digital screens, we blink only 5 to 7 times per minute. Make a conscious effort to blink more often to keep your eyes moist and prevent dryness. Also consider using artificial tears and use a humidifier if your office is dry.

Every 20 minutes, shift your focus to an object at least 20 feet away for 20 seconds. This reduces eye strain and helps maintain eye health.

Avoid sitting with a window behind you or having bright lights which reflect off your screen.

BLOCK BLUE LIGHT: Wear blue light glasses when looking at screens or utilize the built-in blue light filters that are standard on most computers and smartphones (normally in display settings).

Regardless of your occupation or environment it is very important to protect your eyes. Make eye safety a priority! 

Fremont

Continued from page 17

When he entered college at the University of Iowa, he started drinking and using other drugs. By his senior year, he had a child. He barely graduated. Afterward, he moved back home and managed the night shift at a fast food restaurant, where his substance use continued to escalate until one night when he fell off a porch and cracked some ribs.

His family visited every day during the two weeks he was in the hospital, awakening the guilt and shame he had tried to escape. One day while watching TV, another patient remarked that Thomsen had a lot of visitors.

“I was so deep in that darkness and hopelessness, I said, ‘I wish they’d just leave me alone.’ He said, ‘You should rethink that, because I’d give anything to have one person visit me one time.’”

The comment struck Thomsen. Sober, he realized his mental health struggles were legitimate illnesses.

But then he left the hospital and returned to the same life he’d briefly left. It started a cycle of brief periods of sobriety, punctured by a relapse.

Eventually, his brother, a psychiatrist, introduced the family to a clinical therapist, Dr. Jai Sookram.

Thomsen committed to taking medication, and gradually regained autonomy.

“I found hope for myself,” he said.

He also knew, though, that he couldn’t continue working in the food service industry. With Sookram’s help, he became a trained peer support specialist in 2015.

“Everything I went through, every second that I spent in that darkness, means something today,” he said. “I get to use that today to walk into the darkness of another person’s life and help them find their way out.”

Mental health peer specialists are filling a hole for law enforcement, as well as other mental health outlets, said Dr. Jennifer Sparrock, manager of the Adult Psychiatric Emergency Services program at Nebraska Medicine in Omaha.

Jon Thomsen works in the Fremont Police Department. Thomsen said the biggest barrier he encounters is getting people help when they don’t think they need help, but he has the opportunity to plant the seeds of recovery. Photo by Rebecca S. Gratz.

Since 2009, there has been a 44% increase across the state in mental health-related careers, according to a 2023 report by the Behavioral Health Education Center of Nebraska. But huge disparities remain, with several counties not having availability of mental health specialists, Sparrock said.

“I think certain folks are drawn to that kind of community-based work,” she said. “There is an overall shortage of mental health care providers in the State of Nebraska, and that goes from psychiatrist to therapists, psychologists, drug and alcohol counselors.”

While Fremont and Dodge County rely on Thomsen, other police departments use in-house staff or consult therapy services.

The Lincoln Police Department engages CenterPointe’s crisis helpline or requests that therapists be dispatched. Omaha uses trained staff or therapists for assistance. Smaller police departments, including Kearney and Grand Island, consult with licensed therapists to respond to emergencies involving mental health crises.

While law enforcement officials and mental health providers have touted the benefits of increased collaboration, the value is debatable, said Justin Nix, a criminal justice professor at the University of Nebraska at Omaha. He attributes the increase in using social workers or mental health professionals to the 2014 fatal shooting of Michael Brown by a police officer in Ferguson, Missouri.

“The reason we got here, as is often the case, is that a high-profile incident captures our attention nationally,” Nix said. “And so when that happens, we sometimes forget the fact that, like those are, statistically speaking, in the grand scheme of things, rare outcomes.”

Most Nebraska police departments that use mental health responders

Continued on the following page

rely on licensed therapists, either on staff or on a contractor basis. After losing its licensed therapist, the Fremont Police Department couldn’t find a replacement, Elliott said. Lutheran Family Services suggested using a peer support specialist.

It was a perfect fit, Elliott said.

The program started as a pilot and has since become a standing part of the department, thanks to funding from the Fremont Family Coalition and Nebraska Crime Commission.

Thomsen is often the difference between someone receiving help and possibly ending up in a 72-hour mental health commitment — or jail. He alternates responding to mental health emergencies with follow-up phone calls.

Officers receive training for deescalating mental health-related situations, but not every officer is comfortable in those situations, said Fremont Police Sgt. John Brady. Fremont has about 40 officers in the department.

They have made a concerted effort to scale back their responses, particularly for calls involving children, Brady said.

“Because we don’t want to create additional trauma on a child,” he said, “and we also want to be able to give the parents referrals to the Nebraska family helpline, things like that.”

Thomsen offers firsthand experience in these types of situations. Brady said

he has a talent for relating to people in crisis.

Leaders in the Dodge County Sheriff’s Office agree. Covering a county where it can take nearly an hour for a deputy to respond to an emergency, Thomsen is vital to the agency’s success when it comes to mental health crises, said Dodge County Sheriff’s Sgt. Brie Frank.

“The biggest thing that I’ve seen that I didn’t realize is the sheriff’s office had a gap,” she said. “The family’s calling us for some type of disturbance, for help for this person, and we come in, we deescalate the situation. They don’t meet criteria to go to the hospital, and we kind of leave. And, unfortunately, that’s kind of our role as law enforcement, if it’s not a crime.”

The success in Fremont has spurred conversations with other area law enforcement agencies, said Negrete of Lutheran Family Services.

Thomsen appreciates Fremont’s attitude toward handling mental health crises. He hopes other departments follow suit.

“I’ve had some great experiences. I’ve had a ton of buy-in, which is great, because I didn’t know if that was going to happen,” he said. “One of my favorite officers to go on calls with is somebody who hasn’t even gone through (crisis intervention training). He just gets it.”

The Flatwater Free Press is Nebraska’s first independent, nonprofit newsroom focused on investigations and feature stories that matter. Learn more at flatwaterfreepress.org

Engineering a world where everyone thrives.

LB 840:

Powering economic growth with local tax revenue in Nebraska

Economic development lays the foundation for strong towns, but it takes more than good intentions to make it happen. Communities have to be intentional about planning, finding resources, and investing strategically to attract and retain businesses.

The Local Option Municipal Economic Development Act, LB 840 for short, is a powerful tool to help cities and villages leverage local tax dollars to support initiatives that will make the greatest impact in their communities.

If your community is looking for ways to support business growth, invest in infrastructure, or spark revitalization, LB 840 is worth considering.

What is LB 840?

LB 840 is a local option tax that allows Nebraska cities and villages to create locally controlled economic development funds from taxes collected within their communities. These funds can be used for economic development projects including recruiting new businesses, improving public infrastructure, and providing funding for local businesses.

This program is especially beneficial for businesses and activities that may not qualify for other funding options. Retail and service businesses are often ineligible for state or federal programs, but they provide necessary services for small towns.

Local voters have the power to decide how the funds are used and where they come from. LB 840 funds are collected from sales tax, property tax, or tax on municipally owned utilities. Sales tax is the most popular option as it collects not only from property owners, but all residents and visitors who make purchases within the community.

How does LB 840 work?

Implementing LB 840 is a community-driven process that involves local leadership and public support.

First, the community’s current position and goals must be determined. A public meeting should be set to allow community members to give input. From there, local leaders can determine development needs.

Once the community’s needs are clear, local officials and stakeholders should draft an economic development plan. This plan should outline the types of projects and activities that will be funded, the duration of the program, the amount of tax to be collected and where it comes from, and how the funds will be administered.

Because LB 840 requires a public vote for approval, leaders must educate the public about how the funds will benefit the community. Often, people believe a tax increase may be a larger burden than it really is. Town hall

meetings, public forums, and information campaigns can help build understanding and support.

Once the plan is finalized, it must be placed on a local election ballot for a vote. Voters will determine the source and amount of tax collected and whether to approve the economic development plan.

If both ballot issues are approved, the community can

begin collecting tax revenues. An economic development board or citizen advisory review committee executes fund allocation and monitors how funds are used.

Many communities have used LB 840 to spur economic growth. To learn more about LB 840 or other small business financing options, please reach out to me at andim@cfra.org or visit cfra.org/blog/LB840. 

D.A. Davidson & Co. is committed to strengthening the infrastructure and enriching the lives of people in our communities throughout Nebraska and across the nation.

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BE S.M.A.R.T.: Practical guidance for implementing performance improvement plans

BY TARA A. STINGLEY AND MILLA N. BEVENS, CLINE WILLIAMS WRIGHT JOHNSON & OLDFATHER, L.L.P.

Milla Bevens

Confronting an employee about unsatisfactory performance can be uncomfortable. Employers addressing this sensitive topic should consider implementing a Performance Improvement Plan (“PIP”) to assist underperforming employees. In general, a PIP will identify specific performance deficiencies and outline actionable goals and deadlines so employers can measure an employee’s improvement. Although PIPs can be excellent documentation tools to manage the employment relationship, employers must carefully execute them to ensure employee understanding and avoid potential liability. Specifically, terminated employees may point to PIPs as purported evidence contributing to their employment discrimination claims, retaliation claims, and the like.

A. General Legal Principles

Generally, courts have held that placing an employee on a PIP alone is not sufficient to establish an adverse employment action. i To constitute an adverse employment action, there must be evidence that the PIP caused harm to the employee’s terms or conditions of employment, such as immediate termination, reduction in pay, or a change in job duties.ii

B. Recent Cases: Statement of Facts

The Seventh Circuit Court of Appeals recently considered two separate employment cases dealing with PIPs and evaluated whether the PIP was evidence of discrimination toward an employee. In Murphy v. Caterpillar, Inc., 140 F.4th 900 (7th Cir. 2025), the Seventh Circuit considered an appeal of summary judgment granted in favor of the employer in an age discrimination lawsuit. Here, the employee was placed on a PIP shortly after receiving a

stellar performance review. Prior to the PIP’s start date, the employee discovered that one of the PIP’s deadlines had already passed before he was even given the opportunity to perform. When the employee alerted his employer about this contradiction, the employer refused to change the deadline and indicated that the employee failed. As a result, the employee resigned.

Similarly, in Arnold v. United Airlines, Inc., 142 F.4th 460 (7th Cir. 2025), the Seventh Circuit considered an appeal of summary judgment granted in favor of the employer in an age discrimination and retaliation lawsuit. Here, the employee was placed on a PIP after receiving a negative performance review. The employee asserted that the PIP was imposed for discriminatory reasons rather than performance deficiencies because it contained onerous tasks with unrealistic deadlines and changed some of her job duties.

C. Seventh Circuit’s Rulings

On appeal, the Seventh Circuit Court of Appeals in Murphy determined that the PIP constituted an adverse employment action. In contrast, the same court decided that the PIP in Arnold did not amount to an adverse employment action. These divergent rulings may be attributed to each PIP’s terms and the circumstances surrounding each employee’s performance.

In analyzing each PIP, the Seventh Circuit recognized that terms that set up an employee to fail may qualify as an adverse employment action. In Murphy, the employee was placed on a PIP written in such a form so that he had already failed to satisfy its terms. In doing so, the Murphy court found the issuance of the PIP to the employee was an adverse employment action because it prompted him to resign.

Tara Stingley

In contrast, the PIP in Arnold did not harm the employee’s terms or conditions of employment. Although the PIP changed some of her assignments, these changes were within the normal scope of her employment. The court also noted that she remained a member of the same team, continued to work in the same department, and received the same compensation, benefits, vacation time, and working hours. Moreover, she did not provide any evidence that her PIP was unachievable.

Surrounding circumstances also influenced the court’s rulings. In Murphy, the employee was able to point to decades of positive performance history to contradict the employer’s allegation that his performance was suddenly subpar. On the other hand, in Arnold, the employee offered no evidence to suggest that her performance did not display the deficiencies claimed by the employer.

D. Practical Takeaways for Employers

The foregoing cases illustrate the consequences of a poorly executed PIP. Although PIPs can be helpful tools in addressing performance deficiencies and setting clear expectations for improvement, employers must be conscientious in preparing and using them. There is no “one size fits all” approach in this context. However, employers should consider existing policies and procedures when preparing a PIP. While not a controlling legal standard, employers also might consider the following criteria and benchmarks: iii

S Specific. Does the PIP have clear goals and action items? For example, does the PIP have clearly defined deadlines? How will the employee’s improvement be measured?

M Measurable. Define key performance indicators or benchmarks to measure an employee’s improvement, such as increased efficiency and improved collaboration.

A Achievable. Consider whether the goals and action items can be accomplished given the employee’s deadlines, training, access to various tools or systems, and other potential challenges.

R Realistic. Again, consider whether the expectations set forth in the PIP are realistic in light of the employee’s essential job functions.

T Timebound. Regularly communicate with the employee to monitor their progress. Consider adjusting the PIP’s deadlines or goals if there are unexpected obstacles outside of the employee’s control.

In sum, employers dealing with an employee’s performance deficiencies should carefully consider how to address such deficiencies, keeping in mind the employer’s own policies and procedures, the employee’s essential job functions, and the extent of prior communications regarding expectations. Documenting employees’ performance issues and providing clear feedback to employees remain important tools in managing the employment relationship and, if necessary, defending against wrongful termination, discrimination, and retaliation claims. 

Editor’s Note: This article is not intended to provide legal advice to its readers. Rather, this article is intended to alert readers to new and developing issues. Readers are urged to consult their own legal counsel if they wish to obtain a specific legal opinion regarding their particular circumstances. The authors of this article, Tara A. Stingley and Milla Bevens, can be contacted at Cline Williams Wright Johnson & Oldfather, L.L.P., 12910 Pierce Street, Suite 200, Omaha, NE 68144, (402) 397-1700, tstingley@clinewilliams.com, mbevens@clinewilliams.com, or www.clinewilliams.com.

End notes

i Fiero v. CSG Sys., Inc., 759 F.3d 874, 880 (8th Cir. 2014) (citing Givens v. Cingular Wireless, 396 F.3d 998, 998 (8th Cir. 2005)).

ii Murphy v. Caterpillar Inc., 140 F.4th 900 (7th Cir. 2025) (citing Cole v. Illinois, 562 F.3d 812, 816–17 (7th Cir. 2009)).

iii George T. Doran, There’s a S.M.A.R.T. way to write management’s goals and objectives, 70 Mgmt. Rev. 35-36 (1981).

Adream of

The City of Bellevue unveils new park–a project many years in the making inclusion

BINFORMATION PROVIDED BY CITY OF BELLEVUE

ellevue unveiled a new park and did it up big! A new playground at American Heroes Park was not given a traditional ribbon cutting—instead Bellevue city officials and business leaders were also joined by more than 700 children. The children marked the last day of summer school with a field trip to check out the new Beardmore Chevrolet, Subaru and Hyundai Playground.

According to a recap provided by Phil Davidson, Community Relations Manager for the City of Bellevue, “It was a little chaotic and very busy, but we hope these children will tell their parents about this great new allinclusive playground in Bellevue.”

For the City of Bellevue, Jim Shada, Director of Parks and Recreation, was a key individual in getting this project from the ideation stage all the way across the finish line. In the dedication comments, Shada was quick to share the credit for the project, saying it was a team effort, with hard work from so many with the City of Bellevue, Dostal Construction, and Burke Playground. The new playground offers play opportunities for all ages and abilities—including swinging, sensory play, rocking, sliding, and climbing. In addition, a chance to really test your skills with an American Ninja Warrior style course.

Continued on page 28 / See Park

Above: Photos of the new Beardmore Chevrolet, Subaru, and Hyundai Playground located in Bellevue. The idea for the park largely started with Jim Shada, Director of Parks and Recreation for the City of Bellevue, but quickly became a project for the heart for many and is now complete. Photos provided by the City of Bellevue.

NUMBERS

7 800

2,000 60 700 6.5 950 6,500

More than 700 school-age children were among those in attendance for the ribbon cutting of Beardmore Chevrolet, Subaru, and Hyundai Playground in Bellevue. The unveiling of the park has been a long-awaited event for the City of Bellevue and those invested in the project. Photos provided by the City of Bellevue.

Park

Continued from page 26

Bellevue Mayor, Rusty Hike expressed his excitement with the turnout for the dedication and the number of people he sees utilizing the park at all times of day.

“Just the other day, I noticed a couple parents and grandparents enjoying the park with their children and grandchildren. This is exactly what we had in mind when [Jim] Shada and the Parks and Recreation team

National League of Cities

brought the idea forward a few years ago,” Mayor Hike said. At the dedication ceremony, Bellevue Chamber President Diane Bruce spoke about what the playground means for the people of the community and how it can help bring people to town.

Congratulations to everyone involved in this project! The park will be a gathering place for families and a place for children to play for many generations to come. 

Local Infrastructure Hub offering workshops for municipalities

TheLocal Infrastructure Hub is offering a new series of workshops beginning this fall. During the half-day workshops, participants will gain grantspecific guidance on high-value federal funding opportunities and learn how to navigate application requirements, align projects with funding criteria, and strengthen implementation readiness. Participants will also have access to office hours with subject-matter experts.

Brownfields Program (Assessment, Cleanup and Multipurpose Grants): Brownfields program funds may be used to address sites contaminated by hazardous substances, pollutants, or contaminants.This workshop will help cities understand how to apply for types of grants that allow communities, states, tribes and others to assess, safely clean up and sustainably reuse contaminated properties.This workshop will take place on Oct. 2, 2025 at 12:00 PM E.T.

Safe Streets and Roads for All (SS4A): The Safe Streets and Roads for All (SS4A) program provides funding to prevent roadway fatalities and serious injuries. Cities can use this funding to develop safety action plans, redesign high-risk corridors, or implement infrastructure improvements like sidewalks and crosswalks.This workshop will explore how local governments can apply SS4A Planning and Implementation funding to advance roadway safety and address the needs of all road users. This workshop will take place on Dec. 11, 2025 at 12:00 PM E.T. 

City of Norfolk joins Nebraska Military Department’s Community Partnership Program

(From left) Maj. Gen. Craig Strong, Nebraska Adjutant General, and Norfolk Mayor Shane Clausen shake hands following a signing ceremony at the Norfolk City Council Chambers on Sept. 4, making the City of Norfolk the ninth Nebraska community to participate in the Nebraska Military Department’s Community Partnership Program. The Community Partnership Program is an NMD initiative created by Strong to improve the NMD’s ability to support local citizens and communities and enhance overall readiness for emergency responses. The Nebraska Military Department includes both the Nebraska Army and Air National Guard as well as the Nebraska Emergency Management Agency. Photo provided by NE Army National Guard.