NEBRASKA MUNICIPAL
2024 Annual Conference recap
GI Police Department has two new pups on the team
Nebraska City touts the benefits of CDBG
OCTOBER
NEBRASKA MUNICIPAL REVIEW
Issue No. 1,194
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
Ethan Nguyen, LNM/LARM Information Technology Manager
Shirley Riley, Membership Services Director
Jackson Sash, Utilities Field Representative/Training Coordinator
Ashley Wolfe, Marketing/Communications Director
What's inside?
Annual Conference Annual Conference 88
Features
One on One with Mayor Marlin Seeman
Making connections and memories – 2024 League Annual Conference
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 LARM staff
POSTMASTER: SEND ADDRESS CHANGES TO NEBRASKA MUNICIPAL REVIEW, 206 S. 13TH ST., STE 800, 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
2024-2025 Executive Board
President Marlin Seeman, Mayor, Aurora
President-Elect Bryan Bequette, Mayor, Nebraska City
Vice President Joey Spellerberg, Mayor, Fremont Past President Deb VanMatre, Mayor, Gibbon
Directors
Jean Stothert Mayor, Omaha
Leirion Gaylor Baird Mayor, Lincoln
Jordan Colwell Vice Mayor, Scottsbluff
Josh Moenning Mayor, Norfolk
Sharon Powell Village Board President, Utica
David Black Mayor, Papillion
Larry Evans Mayor, Minden
Rod Petersen Mayor, Louisville
David Scott City Manager, Sidney
Janine K. Schmidt CMC/Treasurer, Morrill
Layne Groseth City Administrator/Utilities Manager, North Platte
Affiliated Sections
City Managers
Clerks
Munic. Accounting & Finance
Eric Melcher, Aurora
Kellie Crowell, Ravenna
Brandi Kloepping, Cozad Fire Chiefs
Dennis Thompson, North Platte Utilities Duane Hoffman, Oxford
New pups at the department - Boone and Cello sworn in as new GIPD officers
End of an era in Central City - Linda Jensen retires after nearly 42 years of municipal service
Nebraska’s new $3M, regional approach to spurring economic development is off and running
Leading by example - Nebraska City shining bright with support from Community Development Block Grants
City of Schuyler embraces public art
Empowering the Next Generation: Youth internships can transform local governments across the state
NDOT announces $18 million in federal grants for 24 Nebraska airports
Columns
6
The Director's Message - L. Lynn Rex, LNM Executive Director - Shortages in workforce and funding jeopardize the reliability of emergency medical services, especially in rural areas!
The Legal Corner by Tara Stingley & Sydney Huss, Cline Williams Wright Johnson & Oldfather, L.L.P. - Application of FLSA overtime requirements to high-ranking first responders
LARM – Effective Problem-Solving with Root Cause Analysis
Ask LNM: Topic - Notice changes in the Open Meetings Act beginning in 2025
In each issue
On the cover
League Executive Board President Marlin Seeman presents Past President Deb VanMatre with a plaque in commemoration and thanks for her terms serving as the League Board President.
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
Miles Bannon, Council Member, Chadron
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
Laura McAloon, City Administrator, Grand Island
Mike Evans, Mayor, Gretna
Paula Dennison City Administrator, Gretna
Corey Stutte, Mayor, Hastings
Shawn Metcalf City Administrator, Hastings
James Liffrig, Mayor, Holdrege
Chris Rector, City Administrator, Holdrege
Stan Clouse, Mayor, Kearney
Brenda Jensen, City Manager, Kearney
Doug Kindig, Mayor, La Vista
Pam Buethe Clerk, 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
Josh Moenning, Mayor, Norfolk
Andrew Colvin, City Administrator, Norfolk
Dani Myers-Noelle, City Attorney, 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
Rick Hoppe, City Administrator, Ralston
William De Roos, City Administrator, Schuyler
Jeanne McKerrigan, Mayor, Scottsbluff
Jordan Colwell, Vice Mayor, Scottsbluff
Kevin Spencer, City Manager/Police Chief, Scottsbluff
Joshua Eickmeier, Mayor, Seward
Greg Butcher, City Administrator, Seward
Brad Sherman, Mayor, Sidney
David Scott, City Manager, Sidney
Carol Schuldt, Council Member, South Sioux City
Lance Hedquist, City Administrator, South Sioux City
Cale Giese, Mayor, Wayne
Jill Brodersen, Council President, Wayne
Wes Blecke, City Administrator, Wayne
Barry Redfern, Mayor, York
Dr. Sue Crawford, City Administrator, York
Smaller
Cities Legislative Committee
Jessica Quady, City Administrator, Ashland
Marlin Seeman, Mayor, Aurora
Eric Melcher, City Administrator, Aurora
Chris Anderson, City Administrator, Central City
Andrew Lee, Admin/Clerk/Treasurer, Curtis
Alan Michl, Chairperson, Exeter
Becky Erdkamp, Clerk/Treasurer, Exeter
Kyle Svec City Administrator, Geneva
Deb VanMatre, Mayor, Gibbon
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
Mandy Hansen, Government Affairs Liason, 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
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 Engagement Coordinator, Yutan
Municipal Legal Calendar
(All statute citations to Revised Statutes of Nebraska)
DECEMBER 2024
CITIES OF THE FIRST CLASS
• Each month - Clerk publishes ordinances passed within 15 days after passage. (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. (19-1102)
• Within 20 days after the end of the month - Treasurer files monthly financial report. (16-318)
• * * Clerk must prepare agenda prior to next Council meeting. (84-1411)
• By December 31- Clerk files year-end certification of street superintendent with the Nebraska Department of Transportation
• Reminder - Notice of automatic renewal of liquor and beer other than Class C licenses must be published between January 10 and January 30 of each year. (53-135.01)
• Reminder - On or before January 31 provide county assessor each new lease or changed preexisting lease which went into effect during the previous year and a listing of previously reported leases that are still in effect. (77202.11)
• Reminder - On or before January 31, each municipality with a clean energy assessment district (PACE) submits report to Urban Affairs Committee. (13-3211)
CITIES OF THE SECOND CLASS and VILLAGES
• Each month - Clerk publishes ordinances passed within 15 days after passage (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 Governing Board meeting Clerk publishes official proceedings of meeting. (19-1102)
• Within 20 days after the end of the month Treasurer files monthly financial report. (17-606)
• * * Clerk must prepare agenda prior to next Council or Board meeting. (84-1411)
• By December 31- Clerk files year-end certification of street superintendent with the Nebraska Department of Transportation
• Reminder - Notice of automatic renewal of liquor and beer other than Class C licenses must be published between January 10 and January 30 of each year. (53-135.01)
• Reminder - On or before January 31 provide county assessor each new lease or changed preexisting lease which went into effect during the previous year and a listing of previously reported leases that are still in effect. (77-202.11)
• Reminder - On or before January 31, each municipality with a clean energy assessment district (PACE) submits report to Urban Affairs Committee. (13-3211)
Chaired by Mayor Don Groesser of Ralston
Chaired by Tom Goulette, City Administrator of West Point
ONE ONE ON WITH Mayor Marlin Seeman
Recently, Mayor Seeman took time to share his experiences in local government and his vision for his city and the League.
BY ASHLEY WOLFE, MARKETING & COMMUNICATIONS DIRECTOR, LNM
Mayor Marlin is a very busy man, but I was recently able to take a deeper dive into how this five-term Mayor of Aurora got to this point in his career and what his hopes are for his term as Executive Board President and beyond.
LNM: First off, what do you feel people should know about you?
Mayor: I was raised in central Nebraska, served in the Army during the Vietnam War receiving the Purple Heart, graduated from the University of Nebraska with my Bachelor’s, Master’s and Educational Specialist’s Degrees, and taught Agriculture Education in Hampton Public Schools for 34 years. I have served on the Aurora City Council for six years and currently serving my fifth term as Mayor of Aurora.
LNM: What initially sparked your interest in serving in local government?
Mayor: When I was a young boy growing up on a farm, I had no idea that my life would play out as it has. I knew that the world was bigger, more diverse, and available to me to explore. But never would I have imagined in my childhood
CITY OF AURORA
FY 2024 - 25 LEAGUE PRESIDENT
Mayor Marlin Seeman and his wife, Nancy, at the Aurora Days parade. All photos provided by Marlin Seeman.
dreams that I would move from a one-room school with two of us in my grade to Holdrege High School and then to the University of Nebraska Lincoln, majoring in Agriculture Education. Others may have questioned my future, but I set a course to achieve advanced education so that I could provide a meaningful living for my family, community, and my country. Those who knew me as a child would never have expected that I’d be serving as Mayor to lead Aurora! My goal, my vision, and my dreams were interrupted in December 1966 when I was drafted into the Army. I served my country as an infantryman, trained to carry an M-16 rifle into combat to protect my country, my comrades in arms, and myself. However, my life changed October 24, 1967, while attacking an enemy base camp. A single bullet from an AK-47 ended my military career and propelled me on to a new view of life and learning to trust in God and my future.
My life has been filled with love and adventure. Faith, family, and freedom are my core values. I am an active member of Westside Covenant Church where I have held many leadership positions. I pray those values are passed down to the next generation. Above all else is my abiding love for my wife, Nancy, and daughters, Kristi/Shawn, Kelli/Colin and their families.
Having been an active FFA member during my high school years in Holdrege, I learned leadership skills by giving public speeches and conducting parliamentary procedure at meetings. Through the years I developed and taught leadership skills at Hampton High School. When given the opportunity to serve on the Aurora City Council in 1996-2002, I accepted the challenge and ran for a councilor position and ultimately Mayor of Aurora from 2002-2014
and 2018-2026. I was inspired to participate so I could make a difference and invest in my community.
LNM: How would you describe Aurora to someone who has never visited?
Mayor: I would invite you to enjoy the beauty of our community and welcome you and your family to our town…a progressive and safe place to live, work, and raise your family. Aurora offers many amenities that will provide you with a quality of life we all seek for our families. Our city has resources to support you, your children, as well as your entrepreneurship/business needs.
LNM: What is your favorite aspect of being the Mayor?
Mayor: As a resident of Aurora for over 50 years, I’ve built relationships with all ages. I enjoy meeting with our citizens and helping them find solutions to their problems. It’s an honor to represent our community by attending events and promoting our community to others throughout the state of Nebraska. It’s exciting to collaborate with leaders within our community and share ideas with mayors of other communities.
LNM: Take us inside, what is the first thing you do when you arrive at City Hall each day?
Mayor: You’ll always see me with a cup of black coffee in hand as I greet our front desk workers. I typically review issues for the day with the city administrator and staff. I plan meetings for the day or tour the community to see and evaluate progress of projects.
Continued on page 12 / See President
Left: Mayor Marlin at the dedication for the Vietnam Memorial in Papillion. Above: Mayor Marlin, daughter, Kristi and husband Shawn O’Connor, and Nancy attend a Husker game at Memorial Stadium.
Shortages in workforce and funding jeopardize the reliability of emergency medical services, especially in rural areas!
BY L. LYNN REX, EXECUTIVE DIRECTOR, LNM
Thanks to Gering Sen. Brian Hardin for introducing LR 428 as an interim study to review how to best provide effective emergency medical services (EMS), especially in rural areas of our state. On Oct. 30, the Legislature’s Health and Human Services Committee held a hearing on LR 428 to also determine the current and future status of EMS “infrastructure, resources, and capabilities across Nebraska, in both rural and urban areas.” LR 428 outlines a wide range of issues, including, but not limited to: how to provide sustainable funding, including grants for needed equipment and to assist with costs in providing training and certification; how to eliminate barriers for emergency medical technicians (EMTs) and paramedics, including training requirements; how to address workforce challenges, including fewer individuals able to volunteer; and researching best practices to enhance the quality of patient outcomes, including response times and transport protocols. Following Sen. Hardin’s opening remarks, the following individuals and organizations testified with a League representative elaborating on challenges and barriers: Jason Petik, CEO of the Sidney Regional Medical Center; Chad Korte , Cass County EMS Manager; Michael Dwyer , Nebraska State Volunteer Firefighters Association (NSVFA); Sandy Lewis, Nebraska Emergency Medical Association; Dr. Stacey Ocander , Senior Director, Workforce and Education Initiatives representing the Nebraska Hospital Association; Rhonda Meyer, Herman Volunteer Fire and Rescue; Joel Cerny, Linwood Volunteer Fire Chief; Tom Hamernik, Clarkson Volunteer Fire and Rescue representing the NSVFA; and Jerry Stilmock, Lobbyist for the NSVFA.
Although there was agreement on many issues relating to LR 428, not all of those testifying agreed on the number of training hours that should be required by the state. The League’s testimony focused primarily on the 2023-24 Nebraska Emergency Medical Services Assessment , a 91-page report released by the Nebraska Department of
Health and Human Services (DHHS), Office of Emergency Health Systems (OEHS). DHHS contracted with SafeTech Solutions, a nationally recognized EMS consulting firm, to conduct a comprehensive assessment of EMS in Nebraska and “provide recommendations for preserving, promoting, and expanding access to emergency medical services for all Nebraska residents and visitors, now and into the future.”
Page 7 of this Review reprints the 21 key observations of the report. These 21 key points resulted in the following seven recommendations (stated on page 3 of the Executive Summary) requiring action to enhance EMS sustainability and access to quality emergency medical care in rural and urban areas of Nebraska:
1. Strengthen public and governmental knowledge, understanding, valuing, and support of and for EMS;
2. Codify in law the responsibility for ensuring EMS provision;
3. Envision the future of EMS and engage in ongoing statewide planning;
4. Drive next-generation EMS evolution and change systemwide;
5. Grow tomorrow’s EMS workforce;
6. Develop funding to support next-generation EMS; and
7. Invest in data-driven information to understand EMS system development and performance.
Thanks to the following municipal officials who agreed to serve on the League EMS Subcommittee to develop possible legislation to address critical issues and barriers challenging EMS sustainability, reliability, and quality of care: Tara Vasicek, City Administrator of Columbus; Kyle Svec, City Administrator of Geneva; Sandra Schendt, Clerk/Treasurer of Nelson; Kevin Spencer, Police Chief and City Manager of Scottsbluff; and Melissa Harrell, City Administrator/Treasurer of Wahoo; and Grant Anderson, EMS Chief of Wahoo.
2023 - 24 Nebraska Emergency Medical Service Assessment
(Reprinted from - 21 Key Observations: Executive Summary, page 17)
1. EMS is an expected and increasingly vital element of healthcare across Nebraska.
2. While EMS is currently meeting clinical and medical transportation demands, it is losing capacity, becoming strained, and is in need of evolution and change.
3. Workforce and funding are top concerns for EMS throughout the state.
4. Beneath the workforce and funding issues is a lack of public and governmental attention, understanding, and investment in EMS.
5. Many elements related to the operational performance, workforce, and finances of EMS in Nebraska are difficult to assess and understand due to a lack of data.
6. EMS in Nebraska was not developed as an integrated system, nor does it currently operate as a planned, integrated system.
7. The operational provision of EMS depends solely on local initiative, the market, and altruism.
8. EMS is becoming the default solution to the state’s growing rural demand for healthcare and shrinking rural healthcare resources.
9. The funding of EMS is complex and often insufficient, and the full and actual costs of providing rural EMS remain largely hidden.
10. Volunteerism and low-cost labor are Nebraska’s primary and largest EMS subsidies. These subsidies are disappearing, with far-reaching implications.
11. Volunteerism across Nebraska is waning and not likely to return.
12. Despite current trends, many rural EMS agencies are proud, independent, and committed to preserving the volunteer model.
13. EMS workforce shortages extend beyond volunteer agencies but are not well understood.
14. Reliability and sustainability issues create significant local EMS agency leadership challenges and highlight leadership deficits and needs.
15. Stakeholders do not have a common or shared vision for the future of EMS in Nebraska.
16. Many EMS stakeholders are passionate about evolving a strong, sustainable, next-generation EMS system.
17. Local EMS agencies have limited capacity and resources to navigate the change and evolution needed for long-term reliability and sustainability.
18. The current structure and resourcing of EMS Regions limit regional support.
19. Nebraska may have an excess of licensed EMS transporting agencies. This excess may by exacerbating shortages and creating inefficiencies.
20. Geographic service areas are informal and driven by history, market factors, and informal agreements.
21. Concern about the emotional and psychological wellbeing of EMS providers is highlighting a deficit in mental fitness programming and EMS-knowledgeable/experienced mental health resources.
Most see a trail. We see a chance to explore nature.
ENGINEERING POSSIBILITIES.
League 2024 Annual Conference
Making connections memories and
BY ASHLEY WOLFE, MARKETING & COMMUNICATIONS DIRECTOR, LNM
Municipal officials from across the state gathered in Lincoln for the League’s 2024 Annual Conference held Oct. 2-4 at the Cornhusker Marriott Hotel. Many sessions centered around building welcoming communities. Leaders from Nebraska is Home facilitated a panel that shared examples of work being done in Columbus and Crete to proactively create a welcoming environment for newcomers to their municipalities.
Wayne Bena
Laura McAloon
Mayor Josh Moenning
Sen. Jana Hughes
Gibbon Mayor Deb VanMatre, Aurora Mayor Marlin Seeman and Plattsmouth Mayor Paul Lambert pose for a picture after the gavel exchange at the League’s Annual Business Meeting on Friday. Mayor Marlin Seeman stepped into the role of Executive Board President.
Sen. Myron Dorn and Janet Anderson, Sen. Dorn’s Legislative Aide
ServeNebraska joined to talk about volunteerism and ways to incorporate various programs into your municipal improvement. Multiple sessions talked about land banks and best practices and strategies for addressing blight and dilapidated properties in municipalities.
Affordable housing continued to be a hot topic at the conference, and many sessions touched on grant opportunities available for municipalities, while Bike Walk Nebraska presented a session focused on trails and the transformational impact they can have in a community.
The League welcomed representatives from the National League of Cities (NLC) and NLC President David M. Sander, Mayor of Rancho Cordova, CA to Lincoln for the conference and as part of the NLC Centennial Roadshow.
President Sander spoke in depth about maintaining local control and the role local municipalities play in setting the agenda for the work being done by NLC and delegates in Washington, D.C.
At the Annual Business Meeting held Oct. 4, the following League Executive Board Members were elected: President, Marlin Seeman, Mayor of Aurora; President-Elect, Bryan Bequette, Mayor of Nebraska City; Vice President, Joey Spellerberg, Mayor of Fremont; and Immediate Past President, Deb VanMatre, Mayor of Gibbon.
Board of Directors: Jean Stothert, Mayor of Omaha; Leirion Gaylor Baird, Mayor of Lincoln; Jordan Colwell, Vice Mayor of Scottsbluff; Josh Moenning, Mayor of Norfolk;
Continued on page 10 / See Conference
Michelle Coolidge
David Scott
Delegates from Blair pose for a picture as part of the NLC Centennial Roadshow.
Sue Crawford
NLC President David M. Sander
Annual Conference Sponsors
A huge thank you to all of our conference sponsors!
Applied Connective Technologies
Atmax Equipment Company
BD Construction
Benefit Management
Bishop Business
Black Hills Energy
Boyd Jones
Burbach Aquatics, Inc.
Carrothers Construction Co., LLC
Center for Rural Affairs
Clark & Enersen
Commercial Recreation Specialists
Contractor Solutions LLC
Cornhusker State Industries
Cox Communications
Creative Sites, LLC
Cunningham Recreation/ GameTime
D.A. Davidson & Co.
Dutton-Lainson Company
Five Nines
Front Line Mobile Health, LLC
GenPro Energy Solutions
gWorks
Homeland Security
Huffman Engineering Inc.
Hydraulic Equipment Service, Inc
IMEG
JEO Consulting Group, Inc.
Johnson Controls
LARM
LIGHT
Loop - Websites for Municipalities
Marco
Miller & Associates Consulting Engineers, P.C.
National League of Cities
Nebraska CLASS
Nebraska Energy Federal Credit Union
NE Forest Service/NE Community Forestry Council
Nebraska Public Agency Investment Trust (NPAIT)
Nebraska Recycling Council
NMC Cat
Northland Securities, Inc.
Olsson
PeopleService
Piper Sandler & Co.
Power Manager
Precision Concrete Cutting
Proseal, Inc.
Radarsign
Rose Equipment
RVW Inc.
Schemmer
Sparq Data Solutions
The Olson Group
Union Bank and Trust
USDA Rural Development - NE
Vacanti Municipal Consulting Services LLC
Wilson & Company
Short Elliott Hendrickson Inc. (SEH) Engineering
Snyder & Associates, Inc.
Conference
Continued from page 9
Sharon Powell, Village Board President of Utica; David Black, Mayor of Papillion; Larry Evans, Mayor of Minden; and Rod Petersen, Mayor of Springfield.
Other board representatives are David Scott, City Manager of Sidney, as the Manager/Administrator Representative; Janine Schmidt, CMC/Treasurer of Morrill, as the Clerks Representative; and Layne Groseth, City Administrator/Utilities Manager of North Platte, as the Utility Representative. Often, the after-conference events and mixers draw a lot of attendees after the speakers close out each day, but this year there was a fun twist for the conference and Bike Walk Nebraska, along with ROAM, hosted an e-bike demonstration in front of the hotel. This fun experience gave municipal officials the chance to try out some of the e-bikes available to rent through a partnership with the City of Lincoln. It was a fun way to close out the day and as you can see by the pictures—you just can’t help but smile while riding a bike!
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President
Continued from page 5
LNM: What is your core philosophy of governance? (Editor’s note: I loved this answer. Pay special attention to it because it really highlights the Mayor’s priorities.)
Mayor: I strive to be a Curious Leader with a Courageous Leadership style and open to Creativity.
Curious Leaders: (Credit to Bobbie Goheen, Leadership Development Expert) Curious Leadership is a big topic. How do we ask questions, listen, and learn from one another versus assume and talk about what we know?
How do we continue to grow versus getting stuck in one way of thinking? Innovation and problem-solving result from the tension between trust, curiosity, and conflict. Conflict can be seen as a bad thing, but in healthy cultures it is where innovation and growth occur. This requires us to be open-minded to new insights, be open to learning, be a good listener, celebrate the possibilities, and discover new information.
Courageous Leadership: This leads to commitment and the creation of pathways for learning, curiosity, and grit to keep going in the face of adversity. We can do this by asking
hard questions, managing differing opinions without judgment, and asking what are my fears of failure as “we’ve always done it this way.”
Creativity: Keeping an open mind with imagination melds the curious with courageous leadership! Asking questions, looking at issues from different perspectives, and advocate to open our minds to new solutions.
LNM: In your opinion, what are the most important issues facing local governments in Nebraska and how can the League better equip municipal leaders to face these issues?
Mayor: During these times of inflation, citizens are struggling with higher costs for basic needs. Tight personal budgets make it harder for our citizens when tax increases are needed to pay for all the city amenities that they have appreciated in the past. This discrepancy creates tension. I have found that it’s important to keep our citizens informed so they can support and understand all that the city provides. It’s a balancing act.
I strive to be a curious leader with a courageous leadership style and open to creativity. Mayor Marlin Seeman Aurora Mayor and League Executive Board President " "
From left to right: Kristi and Brooke O’Connor, Sylvie, Kelli, Estelle and Colin Gibson, Nancy and Marlin Seeman attend Kelli's graduation from Colorado University-Denver with her MBA.
The League has a reputation for creating comprehensive and diverse programming. I will always seek to address how the League can meet different city’s emerging needs, including education on city budgets, taxation, laws, and other topics.
LNM: What do you feel is your most important responsibility as the new League Executive Board President?
Mayor: I encourage all our leaders to persevere and work through issues they face by communicating with one another with a sense of curiosity and to partake in dialogue by listening intently and responding with courtesy and professionalism.
LNM: To close out our conversation on topic not related to work, what are some of your interests outside of local government and where would you most like to travel?
Mayor: I enjoy cheering for and attending Husker games, traveling with friends, outdoor sports, and spending quality time with family. We travel quite often to Denver and Des Moines where our two daughters/spouses and grandchildren live. Nancy and I have a goal to visit a new location every year, and this year we are looking forward to the National League of Cities Convention in Tampa, Florida. We have traveled overseas a number of times with friends. As we visit new places, I enjoy observing how people live and work. I
have found that at the heart of each location is a love for family.
Thank you so much to Mayor Marlin Seeman for giving us all a look inside—both how you structure your leadership and the priorities that are most important to you! At the League we are excited to help support you in your term and continue to work alongside you to support municipalities across the state.
SHORELINE
Marlin and his brother, Arlen, show their haul after a fishing trip.
New pups at the department
Boone and Cello sworn in as new GIPD officers
The Grand Island Police Department has grown by three total officers this week, but two of them have a bit more fur on them.
“Boone” will serve the community as GIPD’s newest therapy dog and “Cello” is the newest member of the K9 Unit at the department. Boone comes to the department after a generous $26,000 donation from Hornady Manufacturing, while Cello joins GIPD thanks to funds raised by Hall County Crimestoppers and previous donations.
“It’s been a mission of ours to grow our K9 units for years,” Grand Island Police Chief Kevin Denney said. “The community support we have here in Grand Island is unmatched, and I can’t wait to see how both Boone and Cello serve the city.”
In August, the two dogs were sworn into service by Chief Denney after they received a tour of Hornady Manufacturing, officially making them active officers.
Boone, with primary handler Ofc. Tyler Noel, will serve all of Grand Island Public Schools and will also be made available for any crisis event and people in need throughout the community. Cello, with primary handler Ofc. Bourke Bowen, has now officially been deployed into the K9 unit of GIPD.
“I’ve been waiting since May of 2023 for this, so I’m excited that he’s finally here,” Ofc. Noel said. “The wait list was pretty long, but we’re excited. It’s going to help a lot of officers in our peer support and mental wellness programs that we have.”
Source – City of Grand
Grand Island Police Officer Tyler Noel lets Mikaela Wright and daughter Claire pet Boone. Photos provided by City of Grand Island.
Above left: From left to right -Jason Hornady, Vice President, Hornady Manufacturing; Matt Fisher, Grand Island Public Schools Superintendent; Dr. Summer Stephens, Associate Superintendent of Grand Island Public Schools; Chris Hubbard, Grand Island Senior High Principal; Grand Island Police Department Sgt. Ryan Rathbun, GIPD Ofc. Bourke Bowen (Cello’s primary handler), Cello.
Above right: GIPD Ofc. Tyler Noel (Boone’s primary handler), Boone, GIPD Chief Kevin Denney.
Island
End of an era in Central City
Linda Jensen retires after nearly 42 years of municipal service
Alot has changed during Linda’s tenure with the city, but she adamantly says she could not have imagined doing anything else.
In December 1982, at age 26, Linda was hired on as a data processing and billing clerk. During this time, she fully automated the city office, including the utility bills and in 2009 her position changed to City Clerk/Treasurer.
Linda has worked with five City Administrators, six Mayors, and numerous City Council Members. Linda also has been a member of the International Institute of Municipal Clerks, the Nebraska Clerks Association and the Heartland Clerk's Association. She has served on the Nebraska Clerks Executive Board for 12 years—three of which she served as President. In 2018, Linda was awarded the Nebraska Clerks Association “Clerk of the Year” for the second-class city category.
Linda has attended countless League conferences and has been a member of the Government Finance Officers of Nebraska. She has been a presenter at Nebraska Clerks conferences many times.
“I just can’t imagine doing anything else in my career. I loved being the City Clerk and my passion is accounting. After college I was an accountant for a John Deere dealer. When the Mayor of Central City approached me to ask if I would be interested in working for the city I jumped at the chance. The bookkeeping style changed for me from cost accounting to departmental accounting, but I fell in love with it,” Linda said.
Source – City of Central City
Engineering a world where everyone thrives.
Linda started with the City of Central City in December 1982 and in September retired after nearly 42 years of service. Thank you for all you have done in your municipality and to assist other Clerks. Best wishes from the League in retirement.
Photo provided by Linda Jensen.
Map of the regions in the ‘6 Regions, One Nebraska’ initiative
Nebraska’s new $3M, regional approach to spurring economic development is off and running
The last of the six regional teams in the "6 Regions, One Nebraska" initiative assembled for the first time in August. The effort is to stretch three years
BY CINDY GONZALEZ, THE NEBRASKA EXAMINER
Armed with an initial $3 million in public funds, Nebraska has now fully launched a new regional approach to economic development that organizers hope will accelerate growth and sharpen the state’s competitive edge.
In August, in Omaha, the last of six regional teams had an inaugural meeting and started planning a signature project for the largely urban four-county area in and around Nebraska’s biggest city.
K.C Belitz, director of Nebraska’s Department of Economic Development, called it the “big swing” — a unique initiative to be shaped by regional needs, aimed at attracting young professionals and boosting local economies. Organizers expect at least another $3 million
in matching private investment to help communities carry out kickoff projects that they said could range from a public amenity to a youth-centered or affordable housing effort.
"Night and day" different
The state’s other five regional teams over the last three months already held their respective introductory meetings for what is dubbed the “6 Regions, One Nebraska” three-year initiative.
Belitz said the longer-term goal is to build a culture where neighboring communities combine assets, energy, and ideas to meet challenges of an economic development era he said is “night and day” different from that of 20 years ago.
Financial incentive
The state’s initial $3 million investment, to be matched by private dollars, will help provide financial incentive for each of the six regions to create a regional project in one of the following areas: Resident recruitment; youth engagement; entrepreneurship; technology; infrastructure, a selected regional project.
Graphic courtesy of Nebraska Department of Economic Development
“It’s time to think regionally about this work,” he said.
Each of the six regional teams is centered around one of the state’s community college districts and is led by a paid “navigator” who will work with co-chairs to organize meetings of community partners.
While each region is tasked with strengthening its own area, the end result should be a stronger Nebraska, said Dana Bradford, co-chair of the Omaha area region, based at Metro Community College.
“There are 50 states, all competing to retain and recruit people,” said Bradford, chief executive of C3 Brands. “It’s about competing outside the borders of Nebraska.”
Underlying the effort, organizers said, is the urgency to address gaps including the 50,000 to 80,000 jobs open in Nebraska and the shortage of affordable housing and child care services.
Alarming disparity
This meeting marked the first gathering of the 100 or so people representing business, education, nonprofits and other segments of the Metropolitan Community College (MCC) region of Douglas, Sarpy, Washington, and Dodge Counties.
Fremont Mayor Joey Spellerberg chairs the region with Bradford. They were joined at the daylong session, held at Metro’s Fort Omaha campus, by speakers including Randy Schmailzl, president of Metropolitan Community College and Bryan Slone, president of the Nebraska Chamber of Commerce & Industry.
Josie Schafer, a data expert who heads the Center for Public Affairs Research at the University of Nebraska at Omaha, provided a statistical overview of demographic, income, education, workforce, housing, and other trends in the region.
“At the end of the day we have to grow wages and jobs. There’s no way we win if North Omaha, South Omaha or rural communities” have such disparate incomes.
– Dana Bradford, co-chair of the Metropolitan Community College regional team
Data-driven graphics reinforced, for example, a shortage of licensed child care providers, which can be a turnoff in luring a workforce.
The MCC region actually fares better than others in the state, with 68,196 spots for 69,077 children under age six. That compares to 6,302 spots for 12,219 preschoolers in the Northeast region and 3,017 spots for 6,254 kids in the Mid-Plains district.
“We need spots. I need choice. We don’t have enough even in the Metro region,” said Schafer.
Bradford was particularly alarmed at a graphic that showed median household incomes in North and South Omaha far below the rest of Douglas County ($35,711 for North and $42,487 for South, compared to $83,651 for the remainder of the county).
“This defines the problem for me,” he said. “At the end of the day we have to grow wages and jobs. There’s no way we win if North Omaha, South Omaha or rural communities” have such disparate incomes.
ARPA funds launched initiative
The DED and Nebraska Chamber are overseeing the 6 Regions, One Nebraska effort, which was funded
by $3 million in seed money from American Rescue Plan Act funding. Gov. Jim Pillen, who requested the allocation from the Legislature, is to meet with the working team of each region twice annually.
Slone said in an interview that the initiative builds upon Blueprint Nebraska, a far-reaching statewide planning effort in 2018-19 that laid out strategies to grow the state’s population and economy.
He said the blueprint still stands, but execution of strategies has been difficult, in part because of differing conditions in towns across the state.
He foresees more success with a regional approach.
“This is about execution, the how-to,” said Slone.
An example of what a region might do better than a single town, he said, is building housing. With a shortage of contractor availability in rural areas, Slone said, a cluster of communities could pool resources and guarantee ongoing work that would make it more alluring for a contractor to bring a crew to town.
“It’s scope and scale,” said Slone.
Source – The Nebraska Examiner. Read more at www.nebraskaexaminer.com
Veterans Memorial Building
by by by
Leading exampLe
Leading Leading exampLe exampLe
Nebraska City shiNiNg
bright with support from CommuNity DevelopmeNt blo Ck graNts
With apple orchards, Arbor Day Farm, and close proximity to the Missouri River, Nebraska City offers a lot to see and do. City leaders have supplemented these attractions with proactive investments in community amenities. The city’s ongoing improvements not only make Nebraska City attractive to visitors but also provide residents with fantastic facilities and infrastructure— boosting local quality of life.
Over the past decade, Nebraska City has received more than $2 million through the Community Development Block Grant (CDBG) Program to support community betterment initiatives. The CDBG Program, federally funded through the U.S. Department of Housing and Urban Development, is celebrating its 50th year in 2024.
The Nebraska Department of Economic Development administers CDBG program funds in the state to assist communities with projects to attract tourism, create local economic opportunity, and enhance overall livability.
“CDBG funds have had a tremendous impact throughout our community,” said Nebraska City Mayor Bryan Bequette. “With these funds, we have been able to address several critical needs such as housing, accessibility, infrastructure, recreation and tourism, and planning and rehabilitation of historic buildings.”
“Through the collective effort of community leaders, citizens, volunteers, and the Department of Economic Development, all these crucial and beneficial projects are complete. They are shining examples of what can be accomplished when a community works together.”
Nebraska City Mayor Bryan Bequette
The 2024 AppleJack Festival (held September 19-30) was the ideal time for Nebraska City to showcase the many qualities that make it such a marvelous community. The Veterans Memorial Building, refurbished with support from CDBG funds, was one of the venues hosting the festivities. Communities interested in applying for CDBG funding can learn more at: https://opportunity.nebraska.gov/ programs/community/cdbg/ and https://opportunity. nebraska.gov/success/. An annual resource, the Nebraska CDBG Program supports projects across most of the state. Some cities in Nebraska are the administrators of CDBG in their communities—this includes Omaha, Lincoln, Bellevue, and Grand Island.
Source – Nebraska Department of Economic Development
Kearney Hill
Nuckolls Square Park
201520172019Curb, sidewalks, and accessible ramps in and around Nuckolls Square Park
Road improvements in the Kearney Hill neighborhood
Restroom upgrades and new playground equipment at Nuckolls Square Park; roof replacement at Veterans Memorial Building; street replacements and storm sewer line inlets
Rehabilitation and upgrades to the Veterans Memorial Building
Photos provided by the City of Nebraska City
City of Schuyler embraces public art
Recently, public art has come more into the limelight for the many benefits--these include not only fostering a sense of community, but also beautifying spaces, lead to economic growth, and showcase a community’s spirit.
The City of Schuyler has bought in and new splashes of color are showing up all over.
Murals have become a popular and trendy way to enhance the aesthetic appeal of a municipality and in Schuyler, these new murals really help showcase and celebrate the community.
“The new murals in town are a significant sign of the growth and forward vision of our community and the community boards that help govern and grow our city, said Schuyler Mayor Art Lindberg. “Murals have been talked about for some time now and it is great to see them coming to life and adding much needed color to our community and giving the citizens different backdrops to view / enjoy when going about their everyday activities in Schuyler.”
Three of the murals in the community are:
• The 12th & B mural on the El Paisano building was created to promote greater focus on downtown revitalization and designed and financed by Schuyler Economic Development.
• Sunshine Snacks & Drinks put a butterfly mural on the side of their building to create a fun stop to get a sweet treat and take a photo.
• M & R Thrifts had a patriotic mural painted on the side of their building. The owner of the store is a long-time veteran that shares a deep love for our country.
Mural photos provided by Schuyler Area Chamber of Commerce.
The new murals in town are a significant sign of the growth and forward vision of our community and the community boards that help govern and grow our city.
- Art Lindberg, Schuyler Mayor “ ”
As noted above previously, in the age of social media, community murals are increasingly popular places to take photos. Through posting on social media—awareness about the public art can spread organically and generate more awareness and more interest in the community. This has certainly rang true in Schuyler.
“The murals have sparked a new level of excitement in our community, they are fun and draw attention to those businesses and parks! Schuyler is growing and has been committed to doing a tremendous amount of aesthetic revitalizing in town,” said Audra Jedlicka, Executive Director of the Schuyler Area Chamber of Commerce.
Mayor Lindberg hopes this is only the beginning and would like to see more public art in Schuyler in the future.
“I, for one, hope to see more murals in the future and think that murals not only bring color to a community, but also help brighten people’s daily lives when they see them,” Lindberg said.
TheApplication of FLSA overtime requirements to high-ranking first responders
BY TARA A. STINGLEY AND SYDNEY M. HUSS, CLINE WILLIAMS WRIGHT JOHNSON & OLDFATHER, L.L.P.
Fair Labor Standards Act (FLSA) generally requires covered employers to pay at least the applicable minimum wage to employees and overtime to those who work more than 40 hours per week absent an applicable exemption.i On April 23, 2024, the U.S. Department of Labor (DOL) announced an increase to the FLSA’s salary-level threshold to the exemptions commonly referred to as the “white-collar” exemptions.ii The DOL’s final rule has caused many public employers to revisit their classification of employees for purposes of the FLSA’s minimum wage and overtime requirements, particularly those employed as high-ranking first responders, such as police chiefs, fire chiefs, and emergency medical service (EMS) directors. In reviewing these classifications, public employers should be aware of the various exemptions that may apply to such employees.
I. EXECUTIVE EXEMPTION
Section 13(a)(1) of the FLSA provides an exemption from minimum wage and overtime pay requirements for employees employed as a bona fide executive, administrative, and professional employees. To qualify for one of these exemptions, an employee must be paid on a sufficient salary basis and meet certain duties tests.iii
In general, police officers, firefighters, and other first responders do not qualify for the executive, administrative, or professional exemption given the nature of their job duties.iv However, highranking first responders, such as police chiefs, police lieutenants, police captains, and fire battalion chiefs, may fit within the executive exemption provided that both the salary basis and duties test are met.v While not yet specifically addressed by the DOL, high-ranking EMS officials may also fit within the executive exemption, provided that both the salary basis and duties test are met.
A. SALARY BASIS TEST
Currently, to be eligible for the FLSA’s executive exemption, an employee must be paid a salary of at least $844 per week ($43,888 per year). vi Effective January 1, 2025, the salary threshold will increase to $1,128 per week ($58,656 per year)
vii On July 1, 2027, and every 3 years thereafter, the salary
threshold will increase under the methodology established by the DOL.viii
Additionally, compensating an employee on a “salary basis” means the employee must receive each pay period, on a weekly or less frequent basis, a predetermined amount that is not subject to reduction because of variations in the quality or quantity of the work performed.ix An employer may not take impermissible deductions from the exempt employee’s salary.
B. DUTIES TEST
Job titles alone do not determine exempt status. In order for the executive exemption to apply, an employee’s specific job duties must meet the FLSA’s requirements. Specifically, for purposes of the duties test under the executive exemption, each of the following must be satisfied:
• the employee’s primary duty is management of the enterprise in which the employee is employed or of a customarily recognized department or subdivision thereof;
• the employee must customarily and regularly direct the work of two or more other employees (or their equivalent); and
• the employee must have the authority to hire or fire other employees, or the employee’s suggestions and recommendations as to hiring, firing, advancement, promotion, or any other change of status of other employees must be given particular weight.x
Factors that must be considered when determining an employee’s “primary duty” include, but are not limited to: the relative importance of the exempt duties as compared with other types of duties; the amount of time spent performing exempt work; the employee’s relative freedom from direct supervision; and the relationship between the employee’s salary and the wages paid to other employees for the kind of non-exempt work performed by the employee.xi Occasional or infrequently-occurring tasks that an exempt employee performs may be treated as exempt work if the
Tara Sydney
tasks are necessary for the employee to perform their exempt work and cannot practicably be performed by non-exempt employees.xii
Furthermore, the amount of time an employee spends performing exempt work is a useful guide in determining whether exempt work is the “primary duty.” Employees who spend more than 50% of their time performing exempt work will generally satisfy the “primary duty” requirement. However, time alone is not the only test, and employees who do not spend more than 50% of their time performing exempt duties may nonetheless meet the “primary duty” requirement if the other factors support such a conclusion.xv
II. SECTION 13(B)(20) EXEMPTION
While the “white-collar” exemptions, which include the executive exemption, are the more commonly known or referred to exemptions within the FLSA, other exemptions may apply to particular positions depending on the primary duties performed and the nature of the entity at issue.
For example, Section 13(b)(20) of the FLSA provides a complete overtime pay exemption for any employee of a public agency who, in any workweek, is employed in fire protection or law enforcement activities if the public agency employs less than 5 employees in such activities during the workweek in question.xvi
Both “fire protection activities” and “law enforcement activities” are defined for purposes of evaluating an employee’s eligibility for the Section 13(b)(20) exemption.xvii Specifically, an employee engaged in “fire protection activities” generally refers to:
[A]n employee, including a firefighter, paramedic, emergency medical technician, rescue worker, ambulance personnel, or hazardous materials worker, who – (1) is trained in fire suppression, has the legal authority and responsibility to engage in fire suppression, and is employed by a fire department of a municipality, county, fire district, or State; and (2) is engaged in the prevention, control, and extinguishment of fires or response to emergency situations where life, property, or the environment is at risk.xviii
So-called “civilian” employees of a fire department, fire district, or forestry service who engage in “support” activities, including those activities performed by dispatchers, alarm operators, apparatus and equipment repair and maintenance workers, camp cooks, clerks, or stenographers, are not deemed to be engaged in “fire protection activities” for purposes of the Section 13(b)(20) exemption.xix
An employee engaged in “law enforcement activities” generally refers to:
[A]ny employee (1) who is a uniformed plainclothed member of a body of officers and subordinates who are
empowered by State statute or local ordinance to enforce laws designed to maintain public peace and order and to protect both life and property from accidental or willful injury, and to prevent and detect crimes, (2) who has the power to arrest, and (3) who is presently undergoing or has undergone or will undergo on-the-job training and/or a course of instruction and study which typically includes physical training, self-defense, firearm proficiency, criminal and civil law principles, investigative and law enforcement techniques, community relations, medical aid and ethics.xx
Employees who typically do not meet the above criteria include, but are not necessarily limited to: certain building inspectors, health inspectors, animal control personnel, certain civilian traffic employees and parking checkers, wage and hour compliance officers, equal employment opportunity compliance officers, tax compliance officers, and certain building guards.xxi Additionally, so-called “civilian” employees of law enforcement agencies or correctional institutions who engage in “support” activities, such as those performed by dispatcher, radio operators, apparatus and equipment maintenance and repair workers, janitors, clerks, and stenographers, are not deemed to be engaged in “law enforcement activities” for purposes of the Section 13(b)(20) exemption.xxii The term also does not include employees in correctional institutions who engage in building repair and maintenance, culinary services, teaching, or in psychological, medical and paramedical services.xxiii
III. SECTION 7(K) EXEMPTION
Additionally, Section 7(k) of the FLSA provides a partial overtime exemption for employees engaged in fire protection or law enforcement activities in certain situations, regardless of the number of individuals employed by the public agency in such positions.xxiv Section 7(k) uses the same definition of “fire protection activities” and “law enforcement activities” as used for purposes of Section 13(b)(20).
Determining whether one or more of the above FLSA exemptions applies to a specific employee requires a fact intensive analysis. Accordingly, it is recommended that public employers seek independent legal advice prior to classifying an employee as exempt from certain FLSA requirements under any of the foregoing exemptions.xxv
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 or the authors of this article if they wish to obtain a specific legal opinion regarding their particular circumstances. The authors of this article, Tara A. Stingley and Sydney M. Huss, can be contacted at Cline Williams Wright Johnson & Oldfather, L.L.P., tstingley@clinewilliams.com, shuss@clinewilliams.com, or www. clinewilliams.com.
To request the citations for this article - please email ashleyw@lonm.org.
Youth internships can transform local governments across the state
BY ASHLEY BAILEY, SR. COMMUNICATIONS ASSOCIATE, GEORGIA MUNICIPAL ASSOCIATION
It is an ever-evolving world, and the vitality of local governments hinges on their abilities to adapt and innovate. As the torchbearers of our future, youth represent a source of fresh, new perspectives and innovative ideas. Utilizing this potential is not only essential but also an investment in the growth and prosperity of our communities.
Youth internships have allowed students to jumpstart their careers and supplement their courses with hands-on experience for years. Internships continue to emerge as a powerful tool for local governments to tap into this source of talent, infusing their operations with youthful vigor and unlocking new opportunities for local governments and the youth themselves.
In Georgia, cities such as Thomasville and Douglasville are taking advantage of embracing youth in their workforce through internship programs that provide real-world, hands-on experiences.
The bridge between classroom and reality
Internships act as a bridge between the classroom and the real world, providing young adults with a first-hand look into the inner workings of local government. These internships offer a unique opportunity for students to apply their theoretical knowledge in practical scenarios, gaining valuable hands-on experience often missing in a traditional education setting.
One such example comes from the City of Thomasville,
where the city’s newly revamped 10-week, paid internship program has been instrumental in connecting college students with various departments such as planning and zoning, human resources, and civil engineering departments.
“What I am most proud of when it comes to our program is the overall experience the interns are exposed to,” says Ricky Zambrano, Community Outreach and Recruitment Manager for Thomasville. “Various departments within the city have done a great job providing so many opportunities for these students.:
Interns who have gone through the program have been
Originally printed in the Georgia Cities Magazine. Reprinted with permission.
responsible for organizing and planning community events, using their creative flair in designing marketing materials for an upcoming city event and working on a project for the city’s downtown office.
“We have had interns begin on a Monday after onboarding, and by Thursday, they are out and about helping at one of the city’s community outreach events into the late hours of the day,” says Zambrano. “It is great to see the students grow and thrive throughout their time in the program.”
The City of Douglasville offers a 12-week paid internship program for college students who attend a Georgia college, university, or technical college to obtain practical work experience that complements their academic experience. Opportunities are available in the Finance, Community Development, Information Technology, Human Resources, and Parks and Recreation departments.
The program was inspired by the city’s Mayor and City Manager collectively and was brought to the city’s Human Resources department for implementation. “We are grateful for the support from leadership in making the program a reality and for our administration in being involved in the program for our interns,” said Teaa Alston-Bing, Human Resources Director for the City of Douglasville.
Since the program’s inception, the city has seen quite a positive return on investing in the future of youth interested in developing their careers and for those who have an interest in local government. The program has become a pilot program for the beginning of many careers.
“The program has also helped with our recruiting efforts for the city because we are filling mid-level management positions with some of the interns we have hired,” said
Alston-Bing. “That young, fresh talent with the newer generations will be very helpful in gleaning how our city does business and service delivery. We need that generation to be a part of what we do.”
A win-win situation
The benefits of youth internships extend beyond the interns themselves. Local governments, too, reap rewards from the partnership. Young interns’ fresh perspectives and innovative ideas often lead to creative solutions for long-standing issues. Whether streamlining or providing feedback on a new process helping to plan a city’s community outreach event, youth interns frequently serve as catalysts for change.
For both Thomasville and Douglasville, their internship programs have helped both parties to learn something new from the experience. To gather feedback and improve on processes and experience, both cities use surveys and end-of-program celebrations to celebrate the work done by interns and obtain feedback and comments on the intern’s experiences.
Dominic Ford, Executive Director of Human Resources, Risk Management and Community Outreach for the City of Thomasville, says that the city and its involved departments always express the importance of honest feedback throughout the intern’s experience from the interview, to onboarding, to the very last day of their internship. “We encourage them to provide feedback, improve processes, and help us improve on what we want to do. It also helps us understand the younger generations and what they seek in a career and a job. It is balance.”
“Every year in July is National Intern Day, and when it comes around at the city, we celebrate the day with our
Continued on page 26 / See Internships
Internships
Continued from page 25 interns to show our
for
Lessons learned
While both cities have received
great success in their programs, they encourage other cities to take advantage of the opportunities, experiences, and impact that internships can offer.
When Thomasville needed to revamp its program, HR contacted other cities with successful programs for inspiration. “Teaa and the City of Douglasville were a great resource when we didn’t have a program,” said Ford. “I reached out to her for some helpful ideas for us.” Ford states that cities should not be afraid to reach out to other cities that have programs similar to what you may be trying to create in your city. It is important to utilize the resources that you already have, see what others are doing, and put your footprint on it. “Every city is different and so is the culture.
For cities that do not currently have an internship program, Douglasville recommends considering one as it may help with other needs for the city’s workforce.
“We’re coming from a workforce shortage in local government, we’re still trying to get the word out and about what it’s like to work in local
government,” says Alston-Bing. The city has gained many new city staff from their program over the years, particularly those in mid-level leadership positions.
“Weigh the pros and cons, build on the program, and always look at what is trending when it comes to casting a diverse net with a talent pipeline and recruiting for all generations.”
Conclusion
Youth internships have evolved from being a resume booster to becoming a transformative force in local government. These programs help to empower the next generation of leaders with practical skills, foster civic engagement, and infuse local governments with fresh perspectives and innovative ideas. As we embrace the potential of our youth, we invest not only in their future but also in the future of our communities. Through youth internships, we bridge the gap between generations and build a stronger foundation.
NDOT announces $18 million in federal grants for 24 Nebraska airports
The Federal Aviation Administration (FAA) awarded $18 million to 24 Nebraska airports this summer as part of a nationwide effort to enhance airfield safety and infrastructure.
The U.S. Department of Transportation’s FAA awarded the Airport Improvement Program grants in late June and July to Nebraska. Across four rounds of grants so far this fiscal year, the FAA has distributed more than $1.13 billion to 235 airports across 35 states and Washington, D.C., to improve runways, airfields, airport facilities, signage, lighting and markings.
The federal grant program includes approximately $3.3 billion in annual funding.
“These grants underline a national commitment to promoting safety, efficiency, environmental stewardship, infrastructure and security across America’s airports,” the Nebraska Department of Transportation said.
The FAA states that airports are entitled to a certain amount of grant funding each year, based on passenger volume. If a capital project exceeds available entitlement funds, the FAA can supplement with additional, discretionary spending.
Source – Nebraska Department of Transportation
Effective Problem-Solving with Root Cause Analysis
Root Cause Analysis (RCA) is an approach used to identify the underlying reasons for problems or failures within various systems and processes. By addressing these root causes rather than merely treating symptoms, organizations can implement more effective solutions and prevent recurring issues. This method is applicable across diverse fields, including public entities.
DAVE BOS EXECUTIVE DIRECTOR, LARM
What is Root Cause Analysis?
Root Cause Analysis is a systematic process for identifying the primary cause of a problem. The goal is to address the root cause rather than just the immediate effects, ensuring that solutions are both sustainable and impactful. This approach typically involves several steps:
1. Problem Identification: Clearly define the problem. This involves understanding the nature and scope of the issue.
2. Data Collection: Gather relevant information and evidence related to the problem. This can include logs, reports, and observations.
3. Cause Identification: Analyze the data to identify potential causes. A technique such as the “5 Whys” (asking “why” repeatedly until the root cause is found) is commonly used.
Why is RCA Important?
4. Solution Implementation: Develop and implement strategies to address the identified root causes.
5. Verification: Monitor the implemented solutions to ensure they effectively resolve the problem and do not cause new issues.
6. Documentation and Review: Document the process and results for future reference and review the analysis periodically to ensure ongoing effectiveness.
1. Prevention of Recurrence: By addressing the root cause, organizations can prevent the same problem from recurring, saving time and resources.
2. Improved Efficiency: Identifying and fixing root causes often leads to improvements in processes, thereby increasing overall efficiency.
3. Enhanced Safety and Quality: RCA can enhance safety and quality by resolving issues that affect employee safety as well as the quality of services or products.
4. Informed Decision-Making: A thorough analysis provides valuable insights that aid in making informed decisions and strategic planning.
Challenges and Best Practices
While RCA is a powerful tool, it comes with challenges. It requires accurate data, skilled analysis, and a commitment to addressing identified issues comprehensively. To maximize the effectiveness of RCA:
• Ensure Accurate Data: Reliable and comprehensive data is crucial for effective analysis.
• Involve Diverse Perspectives: Engaging employees from various departments can provide a broader view of potential causes.
• Avoid Blame: Focus on processes and systems rather than assigning blame to individuals.
• Follow Through: Implement solutions and monitor their effectiveness to ensure the problem is truly resolved.
Root Cause Analysis is an essential practice for organizations aiming to enhance safety and solve problems effectively and sustainably. By focusing on the underlying causes rather than just symptoms, RCA facilitates deeper understanding, better decision-making, and continuous improvement.
Ask LNM
A sked Q uestions municipal
The League continues to receive questions from municpalities on various topics and this column serves as a place to share questions and answers with a broader audience. As always, you should contact your municipal attorney about these issues if you have further questions. This article is not intended as legal advice.
Topic: Notice Changes in the Open Meetings Act Beginning in 2025
As municipalities grapple with the evolving landscape of media, the traditional practice of publishing public notices in newspapers faces new challenges. Although it does not happen often, newspapers can close or consolidate causing a lack of available newspapers within a county. Newspapers are an important partner in creating transparency and civic engagement. According to the Nebraska Press Association, there are approximately 146 legal newspapers in the state. Over the last few years, there has been a handful of consolidations of local newspapers. Additionally, there are some counties in western Nebraska that do not have a legal newspaper in the county and are served by a newspaper in an adjacent county.
PROFESSIONAL DIRECTORY
In response to the changing landscape of newspapers in Nebraska, the Legislature passed LB 287 last year to address these challenges.
During the public hearing on this issue, representatives of municipalities, school boards, natural resources districts, and rural fire districts testified about their concerns of the current method in state law for providing notice for public meetings. For example, the representative for school boards testified that the requirement of publication in a local newspaper created challenges for interviewing superintendent candidates with one- or two-days’ notice when the school is in a county with only a weekly newspaper. There was also concern that notices were submitted to the local newspaper but for whatever reason,
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the notices did not appear. Another testifier mentioned a situation where the local newspaper announced they were ceasing operations and no more editions would be published. The political subdivision had placed their public notice in that newspaper and since it would not be published, they had to cancel its meeting.
Working in partnership with other political subdivisions and the Nebraska Press Association, the League negotiated several changes to the Open Meetings Act regarding notice. Those provisions go into effect beginning January 1, 2025.
What are the basics of the new notice provisions?
LNM
When providing “reasonable advance publicized notice” of a meeting, the notice needs to be (1) published in a newspaper of general circulation within the municipality’s jurisdiction that is finalized for printing prior to the time and date of the meeting, (2) posted on the newspaper’s website, if available, and (3) posted on a statewide website established by
the Nebraska Press Association (NPA). The website –www.nepublicnotices.com – is a cooperative effort of all Nebraska newspapers and is managed through the NPA. The law provides that in this circumstance, the newspaper posts the notice on the newspaper’s website and the NPA website, not the municipality.
What happens if no edition of the newspaper will be printed before our public meeting?
LNM
If the newspaper in your jurisdiction will not be printed prior to the time and date of the meeting, then the newspaper is required to (1) post the notice
to the newspaper’s website, if available, and (2) post to a statewide website established by the NPA.
Are there additional options for smaller municipalities?
LNM
Yes. Cities of the second class and villages have the additional option of posting written notice in three conspicuous public places in such city or village.
The notice needs to be posted by the city or village in the same three places for each meeting.
What if the newspaper refuses or neglects to publish the notice?
LNM
If the newspaper refuses, neglects or is unable to publish the notice, the municipality needs to (1) post the notice on its municipal website, if available, (2) submit a post on a statewide website established by the NPA, and (3) post the notice in a conspicuous
public place in the municipality’s jurisdiction. The municipality needs to keep a written record of the posting. The record of the posting is evidence that the posting was done as required under the Open Meetings Act and is sufficient to fulfill the requirement of publication.
If you have further questions about the new notice provisions of the Open Meetings Act, please contact your municipal attorney.
