The Municipal - April 2024

17 Focus on Public Safety

18 Focus on Public Safety: City departments unite for safety in award-winning radio project

22 Focus on Public Safety: Department prioitizes first responders’ mental health with wellness checks

26 Focus on Public Safety: Ocean City pilots cross-training program to recruit EMTs

28 Focus on Public Safety: Lights on: Creating positive police experiences

32 Focus on Public Safety: Public service is multipurpose

36 Focus on Public Safety: Californian city lays groundwork for safer buildings

42 Municipal Management: Michigan’s 16/50 program empowers women in local government

46 Municipal Management: Charleston, W.Va., inspires new construction with incentives

48 Water & Energy: Storm drains draw residents into municipal volunteerism

50 Parks & Environmental Services: Jewel Parks lead off city’s reinvention

CIVIC CURB APPEAL

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TAELYNNE OUSLEY tousley@the-papers.com Contributing

Public safety agencies face many challenges

Sarah Wright | Editor

Public safety agencies across the country continue to face many challenges, including the opioid crisis. In 2023, the U.S. Centers for Disease Control and Prevention released data showing that 111,355 overdose deaths had occurred in the 12-month period ending April 2023; this is up from 110,394 deaths during a 12-month period ending March 2022. This is likely to be an underestimation, as the CDC notes in an update that some states had experienced longer than usual delays in submitting drug overdose deaths.

The overdose crisis is just one stressor faced by numerous jurisdictions, many

mental health. In a May 2023 article, “Police agencies are desperate to hire. But they say few want the job.,” the Washington Post reported, “The San Francisco Police Department is down more than 600 officers, almost 30 percent of its allotment. Phoenix needs about 500 more officers to be fully staffed. The D.C. police force is smaller than it has been in 50 years, despite troubling gun violence and carjackings, as officers leave faster than they can be replaced.”

This struggle is not isolated to police forces, with fire and EMS equally impacted. The National Fire Protection Association noted in 2020 that the total number of firefighters in the U.S. was the lowest it has been in nearly three decades.

In this issue, we are sharing a new recruitment program underway in Ocean City, Md. The city’s new part-time firefighter recruitment program will see applicants cross-train as EMTs while putting in work hours. Fire Chief Richard Bowers shared details with writer Beth Anne Brink-Cox about the pilot program that will officially launch this fall

health wellness pilot program. The program aims to remove the stigma of seeking help for law enforcement with annual wellness checkins and other readily available resources. Beyond removing stigma, it also hoped such programs will also positively impact officers’ families and social circles.

While there are many stressors within the public safety sphere, there are plenty of positives. In Idaho, Lewiston Police Department uncovered a way to improve communications greatly for departments citywide, an effort that has been recognized by the Association of Idaho Cities. We’re also looking at two Californian cities. One is issuing vouchers in the place of tickets to those with light infractions, while the other has updated its ordinances to strengthen the safety of buildings for all residents to take comfort in. You will also want to look at Asheville, N.C.’s, state-of-the-art Broadway Public Safety Station.

Public safety isn’t a career that everyone can do. However, cultivating the next generation of public safety professionals and having full ranks is vital for a functioning society. To

Optimize fire safety programs with good hydrant care

By GEORGE LACEFIELD | Senior Training Manager for Mueller Water Products

Fire hydrants are a critical piece of every city’s infrastructure. While they spend most of their time idle, firefighters depend on their operation to save lives and property. Water operators can extend the life of hydrants through correct installation, regular maintenance and proper repair procedures.

Take time to install hydrants correctly Hydrants should be properly buried to the marked “BURY” line on the lower barrel just below where the lower barrel connects to the upper barrel. Proper bury depth is important because, if struck, the hydrant is more likely to break safely. Extensions or risers are available to ensure proper bury depth. Extension kits can run in 6-inch increments, from 6 inches and up.

Traffic flange and break coupling placement is very important, especially when using an extension. The traffic flange protects vehicle operators in the event of a collision with a hydrant, as the hydrant will break and fall at the flange location, rather than staying upright and increasing the force of impact.

Preventative maintenance

Most fire hydrants are made with iron, steel, brass and stainless-steel parts. With proper care, a fire hydrant can last a long time. However, because hydrants are made with so much brass, especially the connections, proper tools are important to maintain their durability and longevity. Tools, such as pipe wrenches, inflict damage that hydrant-specific tools will not.

Hydrants should be flushed at least twice each year and should be fully open when flushed. The main valve is made of rubber and seals against a brass seat. Partially open hydrants will pull the valve off the seat just far enough that rocks, stones and other debris can be caught in the opening, leading to a loose or damaged seal and a leaking fire hydrant. This can result in the main valve having to be replaced or repaired. Overopening and over-closing should also be avoided, as it can damage the stem.

Most hydrant bonnets are labeled with the direction of operating nut opening if not, you will need to look at the operator manual. Note that turning the operating nut does not turn the stem inside; instead, the threads in the operating nut push the stem straight

down as the operating nut turns, pushing the main valve farther into the waterway.

The act of flushing a hydrant will maintain stem and operating mechanism lubrication. As the operating nut moves apart from the stem, a hole in the operating nut will be exposed, allowing lubrication to enter a cavity inside the operating nut. When the hydrant is closed again, the hole in the operating nut is also sealed off, pushing lubrication from inside the cavity out of the two top holes of the operating nut. The lubrication used on the fire hydrant should be a food-grade oil or grease. Once the hydrant is fully closed after flushing, reverse the direction to release tension off the stem assembly.

Newer hydrants often come with an identification tag to assist operators and workers in

Proper maintenance ensures community safety. For this reason, hydrants should be flushed twice a year. (Photo provided)

identifying the hydrant model and its specific technology, including the model number; steamer, hose, shoe and connection information; bury depth; year; the paint code; and more. The tag may also provide access to a troubleshooting guide, which can be very helpful in the field.

The most common repair job — replacing a damaged valve

In cases where a valve must be replaced due to debris damage, a specific series of steps should be followed to ensure a safe, proper replacement. It is also recommended to place safety chains on the hydrant to ensure the caps do not cause injury due to accumulated pressure. The main valve opening size is usually stamped on the upper barrel. The two most common sizes are 4 1/2 inches and 5 1/4 inches.

With the correct valve size, replacement can be done in the following steps:

1. Shut off the water to the fire hydrant.

2. Open the fire hydrant main valve to confirm the water is shut off.

3. Depressurize the hydrant by loosening a cap.

4. Remove the nuts and bolts on the bonnet and remove the hold-down nut.

5. After removing the hold-down nut, check the integrity of the O-ring seals.

6. Open the operating nut, which will raise the thrust collar. Some hydrants may have a stop nut that will need to be removed.

7. Remove the bonnet. When removing the bonnet, take care not to damage any O-ring seals that may be present.

8. Using a seat wrench, catch the tabs on the main valve assembly and rotate. To break the main valve assembly free may require significant pressure, so specialty tools can help. Some wrenches allow hookup to a vehicle for more torque.

9. Once loosened, pull the stem from the top of the hydrant, which will lift and remove the main valve assembly.

10.Remove the valve plate nut (if present) and any gaskets that protect the stem threads from the washer to access the lower valve plate. (In some hydrant models, the valve plate and plate nut are a single piece.)

11. Remove the lower valve plate to expose the valve.

12. Replace the valve and seat ring O-rings. There are typically two seat ring O-rings: upper and lower.

13. Replace lower valve plate, gaskets and valve nut. Tighten to recommended torque.

14. Lower the assembly back down slowly into the hydrant. Once lowered, to align the threads with the floating drain ring, turn the stem backward two full turns. A click will sound when the threads are lined up.

Record keeping of hydrant maintenance

It is very important for a municipality to know which hydrants have been repaired/ inspected or need to be repaired/inspected. This is an important part of any maintenance and inspection program and benefits from more detail than less. It is also very important that any issue discovered during an inspection is repaired in a timely fashion. Any fire hydrant that is deemed inoperable should be black bagged or tagged to prevent accidental use and replaced or repaired as soon as possible.

A quality hydrant can be operational for many years past its warranty, providing it is part of a regular maintenance and repair program.

Mueller has been manufacturing fire hydrants in the United States of America since 1933 and has produced over 4 million fire hydrants. M

For more information visit www.muellerwaterproducts.com

Specialized tools can ease maintenance and any repair work. (Photo provided)

Mueller has produced over 4 million fire hydrants since its founding in 1933. (Photo provided)

International Peace Garden promotes a better world

By JULIE YOUNG | The Municipal

Located along the United States-Canadian border between Dunseith, N.D., and Boissevain, Manitoba, the International Peace Garden is one of North America’s most symbolic and stunning living attractions. With nearly 2,400 acres of indoor and outdoor displays, hiking trails and a museum, the property is a unique tribute to worldwide friendship and brotherhood.

Flower power

The seed for the International Peace Garden was planted in 1928 when Dr. Henry J. Moore, a horticulturalist from Islington, Ontario, developed the idea of creating a garden across an international border so people could come together to celebrate enduring friendship and camaraderie between adjoining nations. The following year, he pitched the idea to the National Association of Gardeners, a U.S. organization, at a meeting in Toronto: After gaining approval for the project, a committee formed to find a location for Moore’s utopian landscape. Those involved wanted to find a space near the geographical center of the continent, and when they saw the undeveloped property just south of the Manitoba Forest Reserve, they knew they had found the perfect place.

“What a sight greeted the eye!” Moore reportedly said. “Those undulating hills rising out of the limitless prairies are filled with lakes and streams. On the south of the unrecognizable boundary, wheat everywhere … What a place for a garden!”

After securing 1,451 acres from Manitoba and 888 from North Dakota, a dedication ceremony was held July 14, 1932, with 50,000 people in attendance from both countries.

Although it was born in the middle of the Great Depression, work on the IPG continued thanks in part to the efforts of 300 Civilian

ABOVE: The Hands of Peace sculpture in a fountain is just one of a number of features in the 2,400-acre International Peace Garden. (Words in the Wind via Wikimedia Commons; https://creativecommons.org/ licenses/by-sa/4.0/deed.en)

Conservation Corps workers who helped clear the land and constructed the first buildings on the property the barracks in which they would sleep. The CCC also began work on the Historic Lodge using native building materials from the area, including granite from the Turtle Mountains of North Dakota and timber from the mountains of Manitoba. Between 1934 and 1941, the CCC built an impressive number of picnic shelters, open air fireplaces, roads, bridges and trails, as well as an amphitheater.

Work on the IPG halted during World War II, but in 1948, development continued thanks to funding from the U.S. and Canadian governments as well as donations from private organizations and service groups who believed in the IPG’s mission and wanted to help promote its message of flower power.

Stunning scenery

Spread across 3.65 square miles, the IPG is a year-round destination with something for everyone. Central to the property are the formal gardens that feature 80,000 flowering annuals and perennials. It is in the formal gardens where one will find the iconic Floral Clock donated by the Bulova Company in 1964. With a diameter of 18 feet and 2,000 annual flowers included on its face, the floral clock is a duplicate of the

The International Peace Garden is on the border of North Dakota and Manitoba. It commemorates the long-term friendship between the United States and Canada. The formal garden contains 80,000 flowering annuals and perennials. (Ken Lund via Wikimedia Commons; https://creativecommons.org/licenses/by-sa/2.0/deed.en)

original one located in Bern, Switzerland. Visitors can also enjoy sunken gardens, a kitchen garden, fountains, a statuary and more.

“The beauty and peace here is second to none! The sunken garden has layer after layer of flowers and wave after wave of perfume,” Bismarck, N.D., resident Diana Hoffman said after her visit. “The succulents in the conservatory are overwhelming in numbers and sizes.”

The 9/11 memorial in the garden honors the lives that were lost with steel remnants from the collapsed towers of the World Trade Center. Donated by Rotary International, the North American Firefighters Union and Manitoba Infrastructure annual remembrance events take place at the site, which is sponsored by the Rotary Clubs of Minot and Brandon, Manitoba.

Echoing from the bells of the Sifton Chime in the Veteran’s Memorial Bell Tower, erected in the garden in 1976, the Westminster Chimes are one of only four such bells in the world. Donated to the IPG from the Central United Church of Brandon in 1969 when the church reorganized, they mark each quarter hour of the day and make a beautiful sound across the grounds.

The Peace Chapel, built in 1968, is on the west end of the formal gardens and is sponsored by the General Grand Chapter Order of the Eastern Star. It is constructed from Manitoba limestone and inscribed with words of peace, and its fragility, from international leaders. It also features imported French glass panels. While it is often used for formal gatherings, everyone is invited to come in and pray for peace throughout the world.

Those who visit the IPG say it is a wonderful testament to the longlasting relationship between the U.S. and Canada.

“I definitely recommend stopping by this beautiful, peaceful garden,” said Penny Hutton in her Facebook review of the IPG. “The sunken garden layout is breathtaking, and we especially enjoyed the biking routes … Staff everywhere were friendly and welcoming … I’d definitely come back.”

“This place is a gem! So many things to see and experience here and the idea that it is a monument to peace between two countries located literally on the border is really cool. Don’t miss it!” Tim Wollenzien said in his review. M

The Peace Chapel at the International Peace Garden is constructed with Manitoba limestone and inscribed with words of peace and its fragility. It also features imported French glass panels. While it is used for formal gatherings, it is also a great place to sit and meditate. (Ken Lund via Wikimedia Commons; https://creativecommons.org/licenses/by-sa/2.0/deed.en)

The conservatory at the International Peace Garden has a number of cacti and succulent varieties that visitors love. The park is a great place for outdoor enthusiasts, who enjoy the picnic grounds, hiking trails and bucolic setting. (Ken Lund via Wikimedia Commons; https://creativecommons.org/licenses/by-sa/2.0/deed.en)

The International Peace Garden honors 9/11 victims with a memorial featuring with steel remnants from the collapsed towers of the World Trade Center. (Jacob Boomsma/Shutterstock.com)

50%

In its quest to realize safer buildings, the city of Grand Terrace, Calif., requires new constructions and remodels featuring more than 50% changes or additions to install automatic fire sprinklers.

Learn about other ways the city is using ordinances to improve community safety on page 36.

100

Ocean City, Md., has a pool of 100 applicants. The department launched a new part-time firefighter recruitment program wherein applicants train as EMTs while putting in work hours.

Read more on page 26.

80

San Mateo County Sheriff’s Office started with 80 vouchers in its Lights On! program, which gives those with broken lights vouchers to get them fixed versus tickets. The department has already given out most of them.

Find out more about the Lights On! program on page 28.

$34.5 million

A new police, fire, emergency services and IT building in Brockton, Mass., may run in to construction overruns of $34 million, the city council found out in February. The public safety center was expected to cost $98 million, but “skyrocketing” per-square-foot construction costs and the discovery of asbestos, lead and ledge at the site changed the original cost projection.

Read more at https://www.enterprisenews.com/story/news/local/2024/02/07/ brockton-public-safety-building-over-budget-police-fire/72491384007/.

focus on:

PUBLIC SAFETY

2,700 feet

Lewiston Hill rises roughly 2,700 feet above the city of Lewiston, Idaho. The hill houses the Idaho Military Department’s new repeater tower, where the city has been able to lease space for its own new repeaters, improving communications.

Read about the city of Lewiston’s repeater project on page 18.

Number of fire hydrants — five per borough — in New York City that would be retrofitted with drinking fountains under a pilot program proposed by New York City Councilman Erik Bottcher as an alternative to the use of single-use plastic containers. The FDNY would make sure the chosen design of the fountains does not interfere with the use of hydrants to extinguish fires.

See where else the program has been piloted at https://www.amny.com/politics/councilmember-bottcher-fire-hydrants-water-fountains/

30%

The 30x30 Initiative has a goal of increasing female representation in police ranks to 30% over the next six years. That will require a shift in the recruitment mindset, explained retired U.S. Department of Justice Senior Policy Analyst Karl Bickel in December. He sees increased female representation on police forces as one of several “seeds of opportunity” in the current recruitment crisis.

Read details about Bickel’s reasoning and proposed methodology at https://www.marylandmatters.org/2023/12/05/opinion-there-are-seedsof-opportunity-in-the-police-hiring-crisis/. Find out more about the 30x30 Initiative at https://30x30initiative.org/.

City departments unite for safety in award-winning radio project

By JENNIFER BARTON | The Municipal

In our modern society, communication has become indispensable, with cellphones putting us in constant contact with others. When those seemingly necessary devices lose signal or cut out in the middle of conversations, it can cause massive frustration. But when actual lives are on the line, communication is crucial. For a first responder, that voice on the other end of his or her radio could be a lifeline. Poor communications systems could place more than a police officer’s or firefighter’s life in jeopardy.

That is why Lewiston, Idaho, Police Department began to examine its radio equipment to determine its efficiency. In 2019, police officer Brian Birdsell took up a new position in the department as police systems coordinator. Birdsell had served as a Lewiston police officer in various capacities since 1994, but his experience with technical equipment led him to this new role. One of the first things he wanted to do was learn the systems he oversaw and how well they operated and improve them. He discovered that the radio equipment was outdated, particularly the repeater tower the department used. So in 2021, he began a campaign to replace the repeater system, a project that earned him the Association of Idaho Cities’ prestigious Garret Nancolas City Achievement Award in the Public Safety Category.

“One of the most vital systems we have is our radio communications, which is kind of the backbone of both the police and fire, as well as public works,” he explained. “You don’t realize how much work goes behind that lifeline to the officers, for them to be able to know, when they push that button and they call for help, that someone’s on the other end and they’re going to hear it and send somebody.”

The concept of a radio repeater might sound complicated but consider Walkie Talkies. With two watts of signal power, their range in the city is limited to about one mile, and they are severely restricted by ground obstacles. A police radio works similarly, boasting slightly more power at five watts. For emergency agencies where communication

ABOVE: Lewiston, Idaho, sits in a valley and is surrounded by both the Snake and Clearwater rivers. (Photo by Neal Drury)

is life, that may not be enough, hence the reason for radio repeater stations.

Radios rely on a direct line of sight to transmit ground waves across distances. When a person uses a radio in a city, for example, buildings, trees and other barriers can interfere with the waves, making signals unreliable. To counter this, police, fire departments and others rely on radio repeater stations to amplify that five-watt signal and send it back out at 100 watts of power to other radios on the same frequency, reliably reaching far greater distances. These radio repeaters are generally positioned at higher elevations to decrease interference from ground clutter.

Lewiston is located in a valley, around 750 feet above sea level. The previous repeater tower was situated on the side of a hill known to locals as Lewiston Hill, rising roughly 2,700 feet above the city. The former repeater facility had become rather dilapidated; it lost power occasionally, required air conditioning even in the winter to maintain the proper climate, along with other problems that could lead to failure. Rather than attempt to repair it, Birdsell began the search for a new site. Cost was one of the main considerations in the search finding “the easiest way to do it

By leasing space on the Idaho Military Department’s repeater tower, the city of Lewiston, Idaho, was able to save enough funds to purchase new mobile radios for vehicles in its police, fire, public works and transit fleets. (Photo provided by Lewiston Police Department)

and the most cost-effective to the taxpayers,” Birdsell said.

Birdsell soon learned that the Idaho Military Department had recently built a new repeater tower at the top of Lewiston Hill. As the police department is a government entity, he found that instead of spending more than half a million dollars to put up a new one, the department could lease space on the tower for a fraction of the cost.

With the money it saved, the police department could purchase new car radios, upgrading to the most up-to-date equipment. The fire, transit and public works departments are upgrading theirs as well. Radios pose several advantages, Birdsell stated, including the fact that they continue to work even in the event of power outages. “For at least the near, foreseeable future, we are always going to have radio as the backbone of our public safety system. You have to have something that’s always going to be there.”

Though the project began within the police department, it took on a larger life, as Birdsell realized other departments also relied on this crucial piece of equipment and there was a need for interoperability among all of them. In the event of a natural disaster or other

catastrophe, he said, “We have all these players that are going to need to talk to each other, and so in that respect, the focus of the project changed that’s when we brought them all in and said we need to upgrade all of these systems.”

Although situated inland, Lewiston’s location, along the Snake River and its connection to the Columbia River, makes it a seaport for some ocean-going ships. Surrounded by both the Snake and Clearwater Rivers, flooding remains the greatest natural disaster threat to the city.

Along with representatives from the fire department, public works, transit, etc., Birdsell approached the city council with the plan to lease space on the military’s repeater tower and upgrade their equipment. Not only did the council see the merit of the plan, but they also funded it, an action Birdsell called “refreshing.”

With all those departments utilizing the same repeater system, interference could be a problem, so the city of Lewiston needed a combiner. This piece of equipment attaches to the repeater and “takes frequencies and allows them to work in the same location without interfering with each other,”

according to Birdsell. A combiner uses crystals that allow only a certain frequency to pass through, and these had to be grown, taking six months before the combiner was ready to be installed. Funding from the Idaho Office of Emergency Management helped cover this cost.

The new Lewiston Hill site has helped the city of Lewiston improve communications across several city departments. (Photo provided by Lewiston Police Department)

The new combiner ensures multiple agencies can use the new repeater without interference. (Photo provided by Lewiston Police Department)

continued from page 19

For the scope of this project and the hard work he put into it, Birdell’s supervisor, Captain Jeff Klone, nominated him for the Garret Nancolas City Achievement Award. Birdsell is incredibly humble about his part in this immense project, claiming that all he did was to bring the right people to the table and “keep stirring the fire but I was just a cog in the machine.”

He credits the people from other departments that he “leaned on” throughout the process; those who brought their own experience and expertise to the table. In this case, it truly took a village to bring this project to completion.

The greatest piece of advice he would offer to others is simply communicating with those around them. “Sometimes another division has already done something; that you don’t have to reinvent the wheel. But if you don’t talk to each other, you have no idea what they’ve done.”

About the time the project finally saw completion, both the previous fire and police chiefs who had been instrumental in its development had retired. Travis Myklebust retired from his position as fire chief on June 1, 2023, “five days before (the radio repeater) went live,” he stated. He didn’t get to see the repeater in field operation, although he uses it in the fire training college courses he now teaches. Collaborating with Birdsell, Myklebust said, “It was our jobs to get the political parties together and the funding.”

The Lewiston fire department covers 1,700 square miles in two states and three counties, with one ambulance stationed in nearby Washington state. With the change of location to the top of Lewiston Hill, Myklebust reported that other fire departments in the area, such as the nearby town of Asotin, also benefitted from the increased signal. These smaller towns didn’t have money to put toward the repeater yet can utilize it for their radios. The Lewiston Fire Department also covers EMS services for the entire county as well.

When he found out about the problems with the previous repeater’s location and accessibility, Myklebust came onboard with the project almost from its inception. “From start to end, it looked different,” he remarked, noting how many other departments became involved. Additionally, the city’s form of government changed from a

council-manager style to a strong mayor. Six new council members were also elected to the city council during that time. Through it all, though, Birdsell’s project retained support at the municipal level.

“It was such a strong project that they all came onboard,” Myklebust said. Cooperation across the board allowed the process to go off “without a hiccup.”

Current police Chief Jason Kuzik came to Lewiston from out of state. By the time he was sworn in, the project was already up and running. All Birdsell asked of him was continued support for it, which he readily gave after seeing the condition of the old repeater.

Winning this award, Kuzik stated, demonstrated the quality of those in the force and the fact that “the police department is constantly trying to improve.” A forward-looking project like this, he said, “enables us to serve the public all the much better.”

He added, “Communications are key for the police force. We have to be able to talk to each other. We have to be able to talk to dispatch. If we don’t have communications, we’re just alone.”

The project had such an impact in the city that Kuzik said they are considering another phase by installing another, smaller tower to

the south of the city, to “maximize coverage” in that direction.

When asked if he was surprised when Birdsell won this award, he vehemently objected. “I understood the depth that went into this project. This was not quick, and it was not easy.”

He called Birdsell “very deserving” of this recognition and that he emulates the quality of employees in the police department. “I’m appreciative that he works at LPD.”

Birdsell’s supervisor, Captain Jeff Klone, certainly agreed, as he nominated Birdsell for the Garret Nancolas City Achievement Award because “he went above and beyond in getting the repeaters.”

He noted, “The amount of coordination he had to do between so many entities both within the city of Lewiston and outside was amazing. Due to his extraordinary efforts and can-do attitude, this repeater project not only benefited the Lewiston Police Department but also the entire city of Lewiston and other entities in the entire Lewiston-Clarkston Valley, who also were able to become part of the repeater project which makes everyone more efficient and safer.”

The old site’s repeaters and combiner, pictured, were out of date and experienced different problems. (Photo provided by Lewiston Police Department)

Department prioritizes first responders’ mental health with wellness check-ins

By NICHOLETTE CARLSON | The Municipal

The Cheektowaga Police Department in New York is placing a strong emphasis on wellness programs. One of the most important wellness issues taken to heart by the department is the mental health of police officers.

Lt. Caleb Harte, Cheektowaga Police Department community services and wellness lieutenant, and Anthony Lebron, Western New York Law Enforcement Helpline president, partnered together to create a mental health wellness pilot project. In March 2023, Lebron came to the Cheektowaga Police Department, because he thought, with a previous chief proactive in the importance of mental health and previous work with peers, it would make a perfect pilot department for the program.

“We felt that the best way to remove the stigma for law enforcement officers seeking help in the form of mental health was to have everyone in the department attend an annual wellness check-in,” Harte said. “If everyone was taking part in going to see a counselor or clinician, then that stigma of seeking help is gone. No one could say any longer, ‘Oh, look at that guy going to see a counselor. He must be weak and can’t handle this job.’”

Removing the stigma of seeking help for mental health, particularly among careers in law enforcement, is one of the greatest goals with such a program. As Lebron mentioned, “It’s about breaking down all the barriers across the board and show the benefit to everyone.”

Having such a program for officers can be integral for both their personal and professional lives due to their high stress profession. Working to erase the stigma and providing a safe place to talk about their mental health can be life changing for officers.

Harte explained, “It gives them an outlet to address any stressors that are affecting them in their professional or personal lives. They have the ability to seek help and resources with zero judgment if they are struggling. For so long in this profession, the thought has been that nothing affects you. You bury it and keep moving because that’s what cops do. Well, the reality is that hasn’t worked out so well for our fellow responders as law enforcement officers are committing suicide at a faster rate than the bad guys can kill us.

“Something needs to change because going through a law enforcement career without any outlet for all the incidents of trauma that we experience is a recipe for disaster. The cumulative

Law enforcement officers can face a lot of challenging scenarios. Across the country, agencies are prioritizing mental health resources. (Shutterstock.com)

stress can lead to negative outcomes in the form of suicide, divorce, removal from careers and a whole host of interpersonal and relationship issues with family and friends if left unaddressed. Your bucket continues to fill and at some point it will overflow unless you have an outlet and resources at your disposal to address the traumatic incidents that we witness sometimes daily.”

Creating the mental health program involved a great deal of teamwork and collaboration between the Cheektowaga Police Department administration, department unions, local law enforcement embedded clinicians, Western New York Law Enforcement Helpline, Lawley Insurance and Highmark Insurance. A grant from Highmark Insurance for $20,000 provided the funding necessary for the clinician’s session and associated costs for first responders, both sworn in and not sworn in.

Harte emphasized, “The counselors are crucial to making this work. Without them being invested and dedicated to the law enforcement community in our area, this program doesn’t happen. They have hearts of gold and want to help the law enforcement community in any way that they can.”

Law enforcement officers hired beginning July 1, 2023, and moving forward will have mandatory wellness check-ins annually. For officers hired prior to that date, the annual wellness check-ins are voluntary. Officers can schedule their own appointment once a year so it does not interfere with their schedules. This year they could schedule an appointment any time between Jan. 1 and Oct. 31. Once an officer participates, they receive a wellness resource packet and are given the chance to be connected with additional resources or the clinician if wanted. Once they have participated, the officer then is eligible for time coming or personal time off, which is offered as a program incentive. Three hours of personal time is offered to those completing the program. However, if 90% of the department takes part, then the amount gets bumped up to five hours.

While this program is new for the Cheektowaga Police Department, it has been well received by the law enforcement officers. It gives them a safe, confidential way to discuss any concerns or stressors being experienced as well as provides them with resources and any necessary referrals for desired follow up on what was discussed. While the appointments are completely confidential, some officers have reached out following their wellness check-ins and had positive responses and seem to feel more confident in following up again with their counselor or another referral. Preand post-surveys are being done to gauge thoughts and reactions as well.

“Our hope is that this pilot program can expand to all law enforcement agencies in the western New York area and, hopefully, New York state,” Harte stated. “All first responders, in the form of police officers, firefighters, dispatchers, correction officers and paramedics, should have the ability to seek mental health assistance and complete an annual wellness checkin without judgment in a confidential and safe manner.”

With annual wellness check-ins, officers can receive support and additional resources to improve their mental health. (Shutterstock.com)

Once this program is complete, the hope is to take the results and show it to other cities and departments. An additional hope is that this program will simply be a part of the contract with the department and union and simply make it a part of regular health. With this pre-incident education, another aim is a cultural change where officers realize it is okay to not be okay and seek help.

If another department were considering putting in place a similar wellness program, Harte advised, “Make sure to include all of the parties that will be affected by this program from the ground up. You will run into obstacles and barriers as with anything, but keep fighting and don’t give up. The end result is worth it, and you will undoubtedly be saving lives, careers, marriages and relationships by doing this work.” M

Western New York Enforcement Helpline hopes that mental health wellness programs will remove the stigma of seeking help for law enforcement. (Shutterstock.com)

Ocean City pilots cross-training program to recruit EMTs

By BETH ANNE BRINK-COX | The Municipal

What does cross-training mean to you? If you think it’s only hours spent working out in the gym, think again. Although physical strength and endurance are definitely required, Ocean City, Md., has formed a new part-time firefighter recruitment program wherein applicants train as EMTs while putting in work hours. The hope is that this pilot program will get recruits in with the promise of a paying job while they train.

In much the same way as many employers will offer to pay for college courses if you commit to a certain period of time at the job, this looks to be something fire departments and other city workers will be exploring.

Fire Chief Richard Bowers believes there will be positive results from this new class, which will be held in house. “We’re still doing traditional recruiting, too. Right now we’ve got a pool of about 100 applications, which we’ll scan and then work on interviewing. But

ABOVE: Crossing-training will help Ocean City, Md., maintain enough EMTs to best serve its residents during medical emergencies. (Photo provided by Ocean City Fire Department)

that doesn’t mean we’ll necessarily get 100 people in the end.”

So how does it differ? With the completion of the EMT classes, the recruits will sign a three-year contract to stay with the department, and that’s 900 hours of part-time labor, 500 of which must be scheduled on weekends.

Bowers said, “The pilot program will start in the fall late September, most likely. It has to be carefully timed because there are huge public events in the spring and summer, and we have to have enough manpower to cover it.

It will probably end up being a nighttime class, because some recruits may already have a job or other continuing education requirements, and we want to work around their schedules for someone not in the fire department.”

While grant money is out there, there are guidelines that must be honored. Some, for example, are only available to train volunteers, not those who are being paid while they learn.

As for future funds, Bowers explained, “Some will come from within the budget, and we hope for some other resources. We’re hoping it will become a line item in the annual budget, and it very well might. The reason we’re running it as a pilot program is that it may extend our chances to offer a daytime class as well, eventually.”

When the first classes are completed, Bowers said, “We’ll have to look at the pros and cons, evaluate what we get from the applicants who are successful. They will be under contract, since we are paying them.”

This contract will be for a period of time that is yet to be determined. If they follow through the contract, they would not have to pay back anything, but Bowers added, “If they left before that time was up, it would be prorated. Because once they get EMT training in addition to their fire training, they will be very highly sought after. We are making them the best! After that period of time the contracted period they could leave, go to another position somewhere.”

How many recruits does the Ocean City Fire Department hope for? “We’re hoping for a targeted 10 to 12 people. Understand, the class must be small since it’s a pilot, and we don’t know what the recruitment would be. We know if we have 10 to 12 because it’s a very challenging class we may lose some. So if we end up with eight to 10 that would probably be beneficial,” replied Bowers.

Bowers anticipates a good success rate. “I think people will look at what we’ve already done. In my experience with the fire service, we do something very similar already; we would hire people with no training and put them through the six-month training academy. They would come out with certification, so I guess you could say we’re trying a bit of a hybrid (approach). We’re looking for people that already have firefighter certification, but not EMT. Our department needs people that are cross-trained. This class is trying to draw newer, and possibly younger, personnel.”

When it comes to other cities that might want to try something similar, Bowers said, “First thing would be to set up what the program would be, then develop a recruitment plan and then a funding plan. Write up a contract the individuals would sign. When it’s done, measure the success and find out if there are any pinch points, which you would eliminate to the best of your ability. Then you go on from there.” He added, “And this is particularly appealing to combination forces, by which I mean volunteer and career.”

And smaller towns could do very well with this ability to have crosstrained staff, Bowers said, in that one person could do the work of two in a crisis situation.

Bowers is realistic about how it will all play out, though. “You gotta crawl before you walk, and walk before you run!”

Ocean City’s fire crew will keep residents feeling as safe as one can during an emergency. (Photo provided by Ocean City Fire Department)

Lights on: Creating positive police experiences

By DENISE FEDOROW | The Municipal

Imagine you’re driving down the road when all of a sudden you see lights and hear sirens behind you — a signal you’re being pulled over by law enforcement — a feeling of dread hits you. Now imagine you’re a single mom or an unemployed dad, and instead of receiving a citation for that broken taillight you couldn’t to afford to fix, the officer who pulled you over gives you a voucher to fix the light for free. That feeling of dread turns into relief and gratitude — a potentially negative encounter into a positive one.

That’s what the Lights On! program offers, and California’s San Mateo County Sheriff’s Office recently joined the program.

San Mateo Sheriff Christina Corpus shared at the time she spoke to The Municipal that her department launched its program two to three months prior, so at the end of the year 2023. However, the sheriff’s office was in talks with the program coordinators several months prior to that.

“I read about it in an article about building community. I was intrigued, so I contacted them and we assigned one of our managers to look into it. I was pretty much sold by the experiences other law enforcement agencies across the country were experiencing,” she said.

“We signed on, and it’s been nothing but positive for us,” she noted. “The premise behind it is to have positive interactions when you pull someone over because their light is malfunctioning. Historically, they’d get a citation and court costs are added to the cost of the ticket, but instead, they’re given a voucher to get their light fixed for free.

“That premise is why I thought it’d be a great idea for us, for community building, but it’s also keeping people safe and the deputies have the opportunity to, when they pull someone over, to give a voucher instead of a citation, and they can take that to an auto shop to get it fixed for free.”

She added, “In the experiences we’ve had so far, the people we pulled over who thought they were getting a ticket and learned they were getting a voucher were extra appreciative it turned them from being fearful and nervous into so grateful we helped them because they’re in need.”

Sheriff Corpus shared that people sometimes have to choose whether to pay rent or feed their family versus getting the light fixed, so it’s a good thing to take the pressure off them. “At the same time, it’s

also helping keep our highways and freeways and roads safer especially at night because their lights are malfunctioning.”

Auto shop partners

Once San Mateo County Sheriff’s Office started the process with Lights On!, “we asked our sergeants on patrol to go and see which auto body shops might want to be a partner with us and Lights On! When they said yes, we provided the information to the Lights On! program,” Sheriff Corpus said.

She noted there’s always room for more auto body shops to sign on to be a partner, and the department now has some shops spread out throughout the county.

“So it’s easier for our residents to have a shop either closer to their home or place of employment we’ve tried to make sure they’re (located) in different parts of the county, so they didn’t have to travel far,” she said.

The department has received positive feedback from the partner shops. Sheriff Corpus said, “The feedback we’re getting from the shops

A poster explains the Lights On! program, which gives drivers vouchers to fix broken lights instead of citations. (Photo provided by San Mateo County Sheriff’s Office)

in the program is that the people coming in are so grateful about getting the voucher because they were so filled with a lot of anxiety about the difficulty to pay, and instead, it turned the whole circumstance around to something they’ll never forget and they’re thankful (for).”

Deputies response

The sheriff was asked about the response of the deputies when they first heard of the program.

“At first they were surprised. They were like, ‘What? Wait you mean, I can give someone a voucher to get it fixed?’ For them, it’s trying to evaluate based on their interactions with the individuals if it would be a financial burden on them,” she said. “They’re coming back and saying to me, ‘Can we keep doing this?’ Because of the response instead of people (being) not happy with them, they leave now with people shaking their hand and being so surprised turning the interaction where a person pulled over was probably feeling, ‘Oh no, I’m going to get a ticket’ to ‘Wow, I’m surprised and it’s not going to cost me anything!’”

Deputies don’t inquire about anyone’s financial state, with Sheriff Corpus stating, “But if someone’s driving a Lamborghini, they’re probably not going to get a voucher. Based on the interaction the deputy has and the vehicle they’re driving and their conversations with the person, they can feel confident about giving a voucher; based on their experience and the person may have shared that they weren’t able to get it fixed.”

Even though the program was initially started in Minnesota because of a traffic stop gone bad, Sheriff Corpus said that wasn’t really a problem in their area.

“Whenever those incidents happen across the country, it affects everybody. For us, it wasn’t based off an incident, but we make a

lot of effort with community engagement and building trust and rapport, and that’s really why we joined, because there’s always room for growth and for us to build trust with the community,” she said.

Besides Lights On!, San Mateo County Sheriff’s Office does several other community initiatives, including Shop with a Hero, where the department partners with the Marine Corps, the district attorney and social workers to take the kids shopping before having a “winter wonderland” experience.

She said they purposely look for opportunities where everyone law enforcement included can feel good about their interactions.

“Nitty Gritty”

The Lights On! program’s details are based on population. Corpus said Mateo County’s population is 760,000, but that number includes municipalities with their own law enforcement. There are pockets within some of these municipalities where the sheriff’s office covers, plus it has contracts with other cities within the county that may have had a police department at one time, but now depend on the county.

The San Mateo County Sheriff’s Office has 700 employees 400 of whom are sworn officers. The sheriff’s department pays a

San Mateo County, Calif., Sheriff Christina Corpus held a press conference in November 2023 to announce the department’s participation in the Lights On! program. (Photo provided by San Mateo County Sheriff’s Office)

Sheriff Christina Corpus, center, alongside members of the San Mateo County Sheriff’s Office, holds a poster explaining the Lights On! program that the department just joined. (Photo provided by San Mateo County Sheriff’s Office)

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part of the cost for the Lights On! program while the national Lights On! organization fundraises and gets private donations for the rest. The cost is based on the population of the municipality.

“For a smaller law enforcement agency, the amount the police department would pay would be less than a larger police department since it’s based on population.”

For San Mateo County, she didn’t remember the amount but said it “didn’t meet the threshold” of her to go to the board of supervisors for approval. She said every year the department reevaluates what it needs or doesn’t need any more.

“We didn’t ask for any extra funding for this program; we created savings by cutting elsewhere,” she said.

San Mateo County started with 80 vouchers and has already given out almost all of them, so it is looking to expand the program to get more vouchers.

Sheriff Corpus would definitely recommend other agencies check it out. “I can tell you, since we launched, other municipalities in the county have called us inquiring about it. I think there will be other cities within the county that will be doing it.”

She noted, “It’s been extremely positive for us. If you are looking at building community and trust in your policing efforts, this program is well worth it.” She concluded, “I would encourage other departments to at least take a look at it; do it on a trial basis in your own community. With all the feedback we’ve received in the short time we’ve been doing, it has been extremely positive.”

About Lights On!

Lights On! is a program of MicroGrants the parent organization. MicroGrant’s mission is to give a boost to motivated people. By providing cash, not loans, it meets the immediate needs of low-income individuals on their quest to start a business, finish their education or acquire transportation for their job.

For Lights On!, the mission is to heal police-community relationships. It started in Minnesota’s Twin Cities in 2017 in response to the unnecessary death of a young man shot after being stopped for a broken taillight.

As of October 2023, 10,000-plus vouchers have been given out. There were 160-plus law enforcement officers involved in 21 states and 350-plus auto shops.

To learn more, visit the website at www.givemn.org/story/lights-on.

Public service is multipurpose

By JULIE YOUNG | The Municipal

Designed to harness the talents of Asheville, N.C., first responders, the brand-new, $14.7 million Broadway Public Safety Station was created with performance, health and safety in mind. Opened for occupancy in November 2023, this 21,800-square-foot, stateof-the-art facility is a multifunctional space that serves a wide range of needs.

“We are proud to add the BPSS to our facilities inventory,” said Walter Ear, PE, public facilities manager for the city of Asheville. “It’s a great building that will serve our community for years to come.”

Closing the gap

The seed that became the BPSS was planted during the 2013-2014 budget cycle when the Asheville Fire Department identified a service gap in the area and realized that the existing 1927-era, two-bay fire station could not be expanded and updated due in part to the age of the building and the size of its parcel. The Asheville City Council approved enough money to buy a parcel of land less than a mile away. It also approved the funds necessary to renovate the existing building $2.5 million in hopes that a small fire station could be erected for approximately $4.1 million, a figure based on the cost of a 12,000-square-foot fire station that was built in 2008.

That’s when the plan shifted. While fire stations and emergency operations centers are constructed to withstand any natural disaster with larger foundations and stronger steel, architects and planners

ABOVE: The $14.7 million Broadway Public Safety Station was built with performance, health and safety in mind. It is also a LEEDcertified building and contains facilities for both the Asheville Fire Department and the Asheville Police Department. (Photo provided by the city of Asheville, N.C.)

decided to create a building with health and safety in mind for the men and women who use it as their home away from home.

The living quarters, including kitchen, dayroom and sleeping quarters, were designed with mental health in mind using calming colors, finishes and sound absorption material in the walls to promote quality rest at night. The sleeping quarters, which are above the three-vehicle apparatus bay, can be quickly accessed via fire pole to improve the station’s turnout time. They have also employed state-of-the-art alerting equipment to help firefighters get into the right mindset for response.

“Instead of getting a lot of loud horns, the alert tones ramp up over time, and there is a visual display that gives them information about the call so that they know what they are facing. There are also LED lights that are color coded and ramp up, so there are visual cues as well as audible cues for them to rely on.”

When the call is over and the firefighters return, there is an area right off the apparatus bay that is dedicated to decontamination so that all the contaminants and carcinogens that come into the station can get processed out, preventing firefighters from carrying them into their sleeping quarters. In addition, the building is LEED certified

with a high-efficiency variable refrigerant flow (VRF) HVAC system; a 67 killowatt solar photovoltaic array; solar hot water system; a tight building envelope; and building materials that were sourced to meet LEED’s sustainability requirements.

“This was the city’s first new public safety-oriented facility in 14 years, so it was all new to us,” Ear said. “We relied on the fire department’s expertise for design and performance criteria, the external architect (ADW) and an in-house architect to lead design discussions and decisions.”

A shared space

Although the building was originally created to serve as a home for Fire Station 13, the BPSS became so much more when the fire chief identified a need to have an emergency operations center and the police chief advocated for additional facilities. By adding on the tools necessary to coordinate emergency response operations as well as a roll call room, body camera charging station, a wash station and a shared workout space, the BPSS also serves as a substation for the Asheville Police Department.

“We don’t have purpose-built police substations, so this was the first,” Ear said. “The rest of them inherit existing and repurposed buildings. The police substation was the last component to be included, so it added 4,000 kilowatts to the project.”

Ear said that when the project was first proposed, the neighborhood was initially concerned about noise, traffic and pedestrian safety. To alleviate the latter concern, architects added a dedicated crosswalk. Since operations began, neighbors have been pleasantly surprised at the level of noise generated by the BPSS, which has been less than they expected.

“We’ve (also) received lots of positive feedback from neighbors and employees about the aesthetics of the building, so it’s something that they are proud of,” Ear said.

Deputy Fire Chief Chris Budzinski said he is proud that both the community and the city recognize the importance of investing in the BPSS and prioritizing the well-being of Asheville’s first responders.

“By combining advanced design with a focus on mental and physical health, alongside improved response times, this facility ensures our firefighters are optimally positioned to serve our community with excellence for years to come,” he said.

While the BPSS is an exciting new asset for the city of Asheville, Ear said there is more work to be done when it comes to the state of city facilities.

“We recently completed a comprehensive facilities study and know that we have many, many historic and aged facilities that haven’t received the love and care that they need to keep them running,” he said. “We hope to make investments in our facilities so that they can catch up, and better meet the needs of our growing community and the organization itself.”

The Broadway Public Safety Station also houses the vehicle for the Asheville Hazardous Material Response Team. (Photo provided by the city of Asheville, N.C.)

RIGHT: The workout room is one of the shared spaces between the Asheville Fire Department and Asheville Police Department. (Photo provided by the city of Asheville, N.C.)

The living spaces of the new Broadway Public Safety Station were designed with mental health in mind using calming colors and finishes to give the first responders a respite from their duties. (Photo provided by the city of Asheville, N.C.)

Californian city lays groundwork for safer buildings

By SARAH WRIGHT | The Municipal

Within recent years, Grand Terrace, Calif., has prioritized public safety by going the extra step to layer safety measures into its building ordinances. These building ordinances require the placement of certain life-saving equipment that will undoubtedly give residents peace of mind while also easing the demands faced by public safety agencies.

“We’re basically trying to go above and beyond the minimum requirements of the code,” Luis Gardea, building official for the Grand Terrace Building Division, said. “Our goal is to have our buildings reach that point where 100% of them are safe by requiring the equipment of automatic fire sprinklers.”

Since ordinance No. 346 went into effect on Jan. 1, 2023, Grand Terrace has required that all new buildings from nonresidential to residential regardless of square footage be equipped with automatic fire sprinkler systems. Additionally, if a building is undergoing additions or alterations of more than 50%, it, too, would require the addition of automatic fire sprinklers. These measures go beyond California’s state building codes, which do not require the installation of fire sprinklers,

and provide residents additional time to exit a burning building safely.

“Three years ago, there was a house that caught fire and one of the residents passed away,” Gardea said. “We are trying to reduce (similar incidents) and have most of our buildings safe for everybody in our community.”

The idea was first brought forward by Grand Terrace’s city manager, Konrad Bolowich, a former paramedic. Throughout the creation of the ordinance, Bolowich offered his experience and guidance. Gardea shared that the city also tried to look at other cities’ ordinances; however, finding similar ones to what Grand Terrace wanted to put in place proved difficult.

“We basically just started from scratch,” he said. “We started with the language by

ABOVE: New constructions in Grand Terrace, Calif. — like this Starbucks — must have automatic fire sprinklers installed. Grand Terrace also requires that nonresidential structures have AEDs and safety kits. (Photo provided by the city of Grand Terrace)

ourselves and tried to make that aspect as effective as possible.”

The city’s goal of realizing safer buildings has led to the passing of two additional ordinances in 2023. One adds the requirement of certain safety features, such as safety hardware, tripping hazard prevention measures and uniform abatement of dangerous buildings, into the city’s building code for single and multifamily homes. Like with the ordinance for fire sprinklers, this requirement is for new constructions and remodels of more than 50%. For example, if someone is doing a remodel in the shower area, they need to make sure there is wood blocking, so in the future, safety hardware like grab bars can be easily installed.

Gardea noted that Grand Terrace has a sizable senior population, and these requirements allow them to age safely in place by reducing hazards.

equipment were accessible to everybody in our community.”

“Unfortunately, most residents when they fall, nobody hears it or nobody’s there to help,” he said. “We want to take these measures to prevent any of those mishaps to make it easier for residents, our seniors. This way, you can again prevent fatalities.”

The other 2023 ordinance requires the placement of automated external defibrillators in largely nonresidential buildings that are being remodeled or newly occupied.

“Let’s say, there’s an existing building and there’s a new tenant who’s moving in, or there’s any remodeling going on in the inside of that building we require that building be equipped with an AED,” Gardea said. “They’d be accessible to everybody. In addition to that, we also require that a bleeding control kit be equipped as well.”

This is particularly important in structures where people may gather. Gardea noted that given the numerous incidents that have occurred around the country, the placement of such items may prove invaluable.

“Thirdly, we require that NARCAN supply kits be equipped in those same safety unit packages unfortunately, because of the opioid overdose (crisis) that’s going on in our country,” Gardea said. “We wanted to make sure that those tools of life-saving

While the ordinance for AEDs and the safety kits largely affects commercial and industrial buildings, Gardea noted it would also apply to residential structures with a shared common space where people would gather, like a clubhouse, or in apartment buildings. “Anywhere there’s usually a large congregated amount of people, that’s where we’re going to make sure those items are present for residents,” he added.

“First responders, you know, they have so much on their plates right now,” Gardea said. “What we want to do is if there’s somebody who’s close by (they should be able to) access this equipment to save somebody’s life. We believe that is going to make a huge difference.”

The Grand Terrace building permit process ensures everyone is on the same page with these features before any ground has been broken. Gardea noted, “Anytime there’s a new project that’s being proposed, they would first need to go through our planning department, and that’s where we actually include those conditions. So the property owners, they’re aware way before the project starts.”

Grand Terrace has not received push back for the ordinances. Gardea said, “I feel property owners realize that this will make a big difference for everybody, and it is hugely important to have (these features).”

The city has provided different resources on its website for homeowners and developers who may need guidance for purchasing items for the safety kits, such as AEDs or

NARCAN. Contact information is also available to the local fire department and San Bernardino County Fire, both of which can provide guidance on purchasing items and offer training on their use.

These measures apply to city buildings, too. Gardea shared that all city facilities, including city hall and the senior center, are equipped with sprinklers and safety kits. He said, “That way we’re setting an example for the community.”

Recently, all city employees have also received their CPR certifications. “From our main staff to our field staff to our administrative staff to our secretary and all the way up to our state managers so everybody is basically CPR certified,” Gardea added.

Partnerships have helped Grand Terrace along the way, with Gardea crediting the county health department for its help to procure NARCAN kits and local fire departments for their guidance. The sheriff’s department has also been a help. Gardea noted the city has worked with the local school district to get information out, too.

To cities looking to update their own ordinances, Gardea said, “I would recommend that they look at their stats. How many house fires have they been through for the last few years let’s say, five years. Basically, gather all of that data and really see how implementing this ordinance will significantly decrease those numbers.”

Once those statistics are in place, Gardea recommended implementing these requirements slowly and being sure to enforce them. Then hopefully overtime there will be a decrease in those numbers.

Nonresidential structures and apartment buildings that are newly constructed or remodeled by up to 50% or more must have AEDs installed. Pictured is the AED located in Grand Terrace City Hall. (Photo provided by the city of Grand Terrace)

Grand Terrace’s code enforcement specialist, Tabatha Barefield, leads an AED training program for city staff. (Photo provided by the city of Grand Terrace)

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California fire service innovator ‘just fell in love’ with career

By BETH ANNE BRINK-COX | The Municipal

Marin County’s fire chief of more than a decade received a top state honor in October 2023, earning the Fire Chief of the Year distinction from the California Fire Chiefs Association. But if you ask him about it, he’ll say, “I credit the team that surrounds me for any recognition I get. The only thing I’m good at is picking a good team.”

Modesty aside, Weber’s profile and experience are impressive by any standard.

He doesn’t come from a firefighting family dynasty. “Dad was an electrician, and Mom was a teacher. It was just something that I loved,” he said.

Weber entered the fire service “at the ripe old age of 14. There was a program called the Fire Explorers.” That program for teenagers gives insight and experience in the fire service, a sort of way to try it on for size. “I’d go to the fire station and do ride-alongs when I could. I just fell in love with the profession.”

Maybe that had something to do with his creation of the FIRE Foundry program. FIRE stands for Fire Innovation Recruitment and Education, and its criteria make it available to most, if not all, eligible applicants. According to the program website, interested young people need a high school diploma or GED, to be proficient in English, to be 18 years or older and have proof of employment eligibility and an interest in a career in fire service.

Weber was on a roll from day one. “I served 20 years as a volunteer firefighter: I graduated on a Friday evening and on Monday morning I started at the Academy. I’ve been a seasonal firefighter, a firefighter paramedic, a training officer, and I’ve worked my way from engineer to captain, battalion chief and deputy fire chief. I have a bachelor’s degree in emergency services from Cal State at Long Beach.”

Because every firefighter knows that prevention is key, Weber also worked to create the Marin Wildfire Prevention Authority.

Wildfires can and do take hundreds and thousands of acreage, not to mention lives and wildlife lost. The prevention authority teaches vegetation management, improving detection and evacuation management, as well as how to build fire-resistant homes. It does education and outreach and administers grant programs because,

Being awarded the Fire Chief of the Year was a great honor for Marin County’s Fire Chief Jason Weber, who absolutely loves what he does and has learned it from the ground up beginning in his teens. (Photo provided by Marin County Fire Department)

as he said, “You don’t know what all you don’t know.” But he and his teams do know how to educate a person thoroughly.

Weber added that he’ll never stop trying to do everything better, making life safer for everyone; and he has had recent successes. “I think the fire sieges we’ve had across the North Bay led to Prevention Measure C.”

The Marin Wildfire Prevention Authority Measure C is a special tax charged to all parcels of real property in Marin County within defined boundaries. The voters approved the tax in March 2020 for a period of 10 years beginning with the2020-21 fiscal year.

“We have the structure that is boundary-less across all those agencies, so we can work together. We are building a new dispatch beginning in July. It will be the first time in our county’s history that all fire and emergency will be under one roof.”

Working a fire career for as many decades as Weber has, it would be hard to not see change everywhere good changes, he noted.

“We’re operating more electronics than mechanical valves than when I started. We have surveillance aircraft, so we can see day or night through the smoke. There are mountaintop cameras for early detection, and workaround drones can assist with anything from a fire to a water emergency. Monitoring data in real time, we can respond more quickly and efficiently.”

He continued: “Certainly we have safer equipment and personal protection equipment, too, now that we know more about chemicals.

Weber, left, receives the California Fire Chiefs Association’s Fire Chief of the Year award. True to form, Weber said, “I credit the team for any recognition I get.” (Photo provided by Marin County Fire Department)

after Ronny Jack Coleman, a former state fire marshal who is considered one of the most influential fire service leaders in the nation’s history. Weber speaks of him with great reverence and respect.

We can build our firehouses so we don’t track toxins into living quarters. We used to sleep with boots next to bed: Remember seeing that in books and movies? Now we know we need to leave them where it’s well-ventilated and they can be decontaminated. I’ve seen significant progress in so many areas, including learning that asbestos is a great material, but not good for us.

Weber feels that the future holds a lot of opportunity, with an aging population and such.

“Right now, if you call 911, you get the most expensive taxi to the most expensive facility and that doesn’t work for everyone. And if you are dealing with a loved one who has dementia, this takes them out of their comfort zone. But we’re like dinosaurs: If we don’t change, evolve, we won’t exist anymore. I think we’ll be expanding a lot in the scope of offered services.”

The California Fire Chiefs Association recognizes outstanding members such as Weber each year, with the top honor named

“I remember listening to his lectures and then getting to work with him on a professional level. He was ahead of his time, doing a lot of innovative stuff. It was quite an honor to receive an award named for him.”

Chief Weber’s oldest daughter wants to go into paramedicine, but his younger children aren’t too interested in what Dad does.

“Maybe if they could have seen me in my younger days, when it was much less paperwork and phone calls and emails, they’d have thought it was more glamorous and exciting,” he said. But with growth comes change, so who is to say there won’t be more Webers going through the programs their father so carefully created and serves so well? M

It’s not all calls, emails and hustling here, there and everywhere to stay on top of his crew. Chief Weber enjoys serving and interacting with his firefighters. (Photo provided by Marin County Fire Department)

Michigan’s 16/50 program empowers women in local government

By DANIELLE LUND | The Municipal

The 16/50 program was developed in 2018 to support women in local government, with the goals of supporting them throughout the interview and hiring processes and developing their understanding of the inner workings of local government. Now, looking back at the program provides insight into its positive aspects and all that women have gained from the experience.

The Michigan Municipal League launched the Women’s Municipal Leadership Program, also know as the 16/50 program, as a way to help women achieve higher positions in community government and learn

about the important aspects of municipal budgeting, economic development and council-manager relations. The nickname for the program originally comes from the fact that research conducted in 2017 showed

ABOVE: During MML’s CapCon, 16/50 participants were recognized with certificates. (Photo provided by the Michigan Municipal League)

that only 16% of government managers were women; a startlingly low number considering that women are around 50% of the general population.

To change this, MML members began to ask important questions such as, “What challenges are women facing that stop them from being involved in local government?”

Determined to address these questions and the equivalency disparity, a team was

assembled. It moved into action to develop what would eventually become the 16/50 program.

The MML members developed goals they hoped the program would be able to accomplish. It elaborated three focus areas: understanding the challenges faced by elected women officials, providing professional development opportunities for aspiring city managers and fostering greater engagement of individuals, particularly students, in local government.

Emily Kieliszewski, MML assistant director of member experience and learning, discussed some of the specific details of the program.

“The program is five months long and offered to women free of charge. They are provided with a mentor who has experience with local government, and they are trained in the inner workings of the field. Additionally, toward the end of their training, everyone participates in a mock interview that helps them to build the skills and confidence needed to be successful in their roles.”

The impact has been profound. There have now been five classes of women who graduated from the program. Consequently, there has been an increase in the representation of women in municipal leadership, which is now at over 22%.

Sustainability was not just one of the goals of the program; it was a necessity. Consistently filling the 25-30 spots in each course underscores its relevance and importance. There was a clear need for this kind of program: Women’s voices were going mostly unheard, as evidenced by the low numbers involved in municipalities around the state. As Kieliszewski phrased it, “If half of the labor force is not participating, can we even be certain that we have the best leaders for our communities?”

The ripple effects of the program extended beyond the statistics. Individual communities have begun prioritizing diverse representation and recognizing the value of inclusive leadership. And its success has garnered attention not only locally but in other states and countries: Australia has expressed interest in replicating the model.

“The point of the program was always to help women to be a part of local government, but this is not just an issue in Michigan,” Kieliszewski maintained. “On a larger scale, it is our hope that other states and countries take the template for what we have started here and apply it to their own municipalities. This would be the best-case scenario, and we encourage others to take the model and apply it to their own government structures.”

Yet, the progress that has been made was not without its challenges. There was some pushback at the beginning, but it did nothing to halt the momentum of the project once it had begun. The support and enthusiasm of those involved, men and women alike, outweighed any initial resistance.

Looking ahead, there are plans to provide additional support for program graduates and to launch new initiatives aimed at further empowering women in local government. Kieliszewski commented on those upcoming projects.

“One of the other things we are looking at is to make sure that the women who go through the program and graduate, who are managers, have the resources and support that they need to stay there. We are really thinking about what supportive programming we can now develop for our graduates and how we can continue to help them while they are in the positions.”

The MML’s commitment to fixing the systemic issue remains steadfast, with a focus on creating an environment where women feel not only welcomed but empowered to thrive.

Due to the overall success of the program, the MML is developing a similar program for women who are interested in becoming elected officials. That initiative will begin in April.

Kieliszewski invites others to join the conversation, share their experiences, and be part of a movement that is reshaping the future of local government leadership. With each woman empowered the foundation for stronger, more inclusive communities is laid, she said, ensuring a brighter tomorrow for all. M

MML’s 16/50 courses offer plenty of networking opportunities for women in city governments, allowing members to learn from each other and develop connections. (Photo provided by the Michigan Municipal League)

The Michigan Municipal League’s 16/50 program provides professional development opportunities for women interested in becoming city leaders. (Photo provided by the Michigan Municipal League)

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Charleston, W.Va., inspires new construction with incentives

By JULIE YOUNG | The Municipal

A structure is demolished at 704.5 Beatrice St. in Charleston, W.Va. The city is in talks with a nonprofit partner to renovate the existing home on the property. (Photo provided by the city of Charleston, W.Va.)

In 2019, Mayor Amy Shuler Goodwin visited a building slated to be demolished at 605 21st St. in North Charleston. The structure was torn down following a press conference highlighting the efforts of the Land Reuse Agency and Vacant Structure Registry. (Photo provided by the city of Charleston, W.Va.)

Charleston, W.Va.’s, new home construction program is really a no-brainer: Any builder that constructs a new, single-family house of less than $300,000 total cost, within the city limits, by Nov. 1, 2024, is eligible to receive $35,000 from the Charleston Land Reuse Agency. If the company builds on a lot owned by the CLRA, it is eligible to receive an additional $15,000, for a total of $50,000. It’s all part of the CLRA’s vision to create prosperity by restoring and sustaining communities, revitalizing neighborhoods and enhancing quality of life for all who call Charleston “home.”

Turning the tide

Historically, West Virginia has been overly reliant on a few industries, particularly coal. Over the past 70 years, there has been a steady decline in those industries, which has an effect on the overall population. Although Charleston remains the largest city in the state, the population declined from 48,642 in 2020 to 47,778 in 2023 or 1.3%. According to Emmett Pepper, at large council member for the city of Charleston, the state government needs to do more to diversify the economy so that more people have access to high paying jobs in a number of fields and will want to live, work and play in one convenient location.

The city is doing its part. In August 2019, the CLRA was created to promote the productive use of property by identifying available properties suitable for public space, conservation, housing and commercial use, then working to acquire those properties so they could be repurposed. Spearheaded by mayor Amy Schuler Goodwin, the mission of the CLRA is to return unwanted, abandoned or distressed properties to productive use to not only stabilize and enhance neighborhood viability but also ensure a more robust and safe housing environment.

“The CLRA purchased dozens of vacant lots that otherwise would have been lost at tax sales and never redeveloped,” Pepper said. “The CLRA also funded the demolition of many dilapidated structures to reduce blight and make it more likely that the parcels could be better utilized.”

In addition, the group has been able to expand the size of city parks by purchasing lots at tax sales that are adjacent to the existing facilities and accepting donated wooded parcels that will become a new park later this year.

“What belongs here is…” The sign also directed people to an online survey. (Photo provided by the city of Charleston, W.Va.)

The initiative also offers the possibility that current residents can expand their property as well.

“That park has been found to have a stand of old forest growth, so we are opening up more access to nature as well as increasing the redevelopment of vacant lots,” Pepper said.

A catalyst for change

She hopes the New Housing Incentive Program will be a catalyst to bring affordable housing to Charleston and bring people back to the community. On Feb. 21, the CLRA held the first of two meetings to outline the new initiative to developers, offer context and listen to questions and concerns.

Bowen National Research offered data from a housing study that was conducted last year: Funded by Advantage Valley, a regional economic development organization, the study noted that there were only 621 available homes in the area or 0.4%. Ideally, a balanced housing market should have between two and three percent vacancy. Bowen National also revealed that there are 57 sites in the region that have the residential potential necessary for the Charleston housing market to expand.

Pepper told those in attendance that any builder who wanted to take advantage of the new program needed to send in a letter of intent by July 1 of this year and have the home built by Nov. 1.

“The Side Lot Program is an opportunity for someone to get a lot next to their home or property they own,” Pepper explained. “For an owneroccupied property, the cost is $200 and for a non-owner-occupied property, it costs $500.”

She noted that right now is a great time to consider Charleston if a person is looking for a place to put down roots. He said the city offers the low drama, traffic and hassle of small-town life but provides the amenities of a much bigger metropolis even if those amenities are on a smaller scale. He said when he lived in New York City it was common to ride the subway for an hour to get where he wanted to go, but in Charleston, most options are just a 20-minute bike ride or a quick drive away.

“Charleston is a great place to live, and we have a really great energy right now,” he said. “We are growing more and more of our arts offerings, through festivals and performances in public spaces, better management, bigger acts at our coliseum and also some great public art projects. We are doing more to make it easier to have small businesses, and there are some larger businesses moving into the region that could fuel growth. We just want to be ready to create a place for more of those people to live.”

A new home nears completion on property secured by the CLRA with another nonprofit partner. (Photo provided by the city of Charleston, W.Va.)

The Charleston Land Reuse Agency installed a public input chalkboard on a vacant property for two weeks so neighbors and passersby could answer the question

A vacant property awaits reuse in Charleston. (Photo provided by the city of Charleston, W.Va.)

Storm drains draw residents into municipal volunteerism

A program in Somerville, Mass., is turning storm drains into a canvas for creativity and civic engagement. Through it, Lucica Hiller, stormwater program manager for the city of Somerville, is channeling her passion for environmental stewardship into public education and action.

The initiative is called the Somerville AdoptA-Drain program. Storm drains, also known as catch basins, are crucial parts of the city’s infrastructure that help keep drains clear and free of debris year-round.

Caring for Somerville’s more than 3,600 storm drains is a significant undertaking. While city staff work hard to keep them clean and operational, community support is critical to fill in the gaps. That’s why the Adopt-A-Drain program is a boon to Sommerville’s neighborhoods.

Hiller said the storm drain efforts reflect a simple yet impactful realization: stormwater management is not just a municipal responsibility but a collective effort involving residents, businesses and local government.

“For me, the main goal of this program is educating people about our system and

how it operates,” she said. “This was a way to bring people to our stormwater management page. If they’re interested, they also can learn about other things that they could do. So, it’s almost like a gateway into understanding the system, its complexity and everything about it.”

The system might be involved, but the mechanics of the storm drain program are straightforward. Launched in partnership with the Mystic River Watershed Association, this grassroots initiative invites volunteers to care for a storm drain in their neighborhood by ensuring it is clean and clear of debris, particularly ahead of precipitation. Hiller said that, to date, Sommerville residents have adopted 600 of the drains: This progress has resulted in positive feelings.

ABOVE: Storm drains often become covered in the fall and following severe weather; programs like Somerville’s keep them clear year-round. (Shutterstock.com)

“I think some people really like feeling like they’re part of the community and being out there and doing something right,” she said. “I think this was an opportunity to just go out and rake some leaves a little bit from the grate and feel they’ve done something that could potentially help.”

Hiller added that with this philosophy in mind, the city embarked on a mission to transform storm drains from mere infrastructure into symbols of community pride and environmental consciousness. The program invites volunteers to care for a storm drain or drains in their neighborhood by ensuring they are clean and clear of debris, particularly ahead of precipitation.

However, it’s about more than just ticking a box. It’s about fostering a sense of ownership and stewardship among residents, Hiller noted. To that end, administrators wanted to empower the community to take an active role in preserving local waterways.

With grant funding secured and Mystic River Watershed leading the charge, the program quickly gained momentum. A userfriendly platform allows residents to adopt storm drains and give them unique names, injecting novelty into an otherwise mundane task.

The response and interest from the public was encouraging. What started as a community-centric movement soon captured attention on social media, with residents eagerly participating in the initiative. From “Drain Rock Johnson” to “Grate Gatsby,” Hiller said naming the drains helped increase engagement.

As the program continues to evolve, the lessons learned in Somerville offer valuable insights for municipalities nationwide that might want to replicate its success. By harnessing the power of community engagement, leveraging technology and fostering a culture of environmental stewardship, other municipalities can turn infrastructure projects into opportunities for civic pride and collaboration.

In the end, the Adopt-a-Drain program serves as an example of what’s possible when community members come together with a shared vision for a sustainable future.

As storm drains across Somerville bear witness to the imagination and commitment of its residents, they also stand as symbols of environmental resilience and visible symbols of the power of community-driven change.

Looking forward, Hiller said she anticipates the program will evolve and be informed by community interest and feedback. Potentially,

in the next few years, her team will engage local artists to create designs on the sidewalks that bring the concepts of conservation and stewardship to life. M

Lucica Hiller, stormwater program manager for the city of Somerville (Photo provided by city of Somerville)

A resident clears their adopted drain of debris. (Photo provided by city of Somerville)

The Somerville, Mass., Adopt-A-Drain program provides an example of what’s possible when community members come together with a shared vision for a sustainable future. (Shutterstock.com)

Jewel Parks lead off city’s reinvention

By JANET G. PATTERSON | The Municipal

LaVetta Sparks-Wade is not just excited about her new job, but about the place where she gets to do it.

Sparks-Wade is the newly minted director of parks for the city of Gary, Ind., her “home sweet home,” to quote Meredith Willson in “The Music Man.”

Part of Sparks-Wade’s job is completing the first phase of a parks renovation program that she and the new administration of Mayor Eddie Melton hope will help make Gary a destination for residents and visitors.

Commonly known as the “Steel City,” Gary was founded by the U.S. Steel Corporation in the early 20th century and developed on drained wetlands on the south shore of Lake Michigan. Named after Elbert Henry Gary, who was the founding chairman of U.S. Steel, the city was established in 1906 as a company town to serve the steel mills, their workers and their families.

Along with Chicago, Gary was the end of the line for many African Americans during the Great Migration from the South. As people moved to the northern cities hoping to find good jobs in the industrial economy, the population of Gary swelled to nearly 200,000 at its peak. Sparks-Wade said that over the years, with the decline in manufacturing jobs, that number has dropped to about 68,000.

In the current era of revitalization, she noted that clean, safe parks are a part of what residents moving to Gary desire in their new hometown.

Gary has 56 parks that cover about a 50-square mile area. For the last several years, city administrators have worked on a plan to revitalize the park system starting with six parks in six different districts of the city. Those locations have been dubbed Jewel Parks.

The renovation program began under the previous city administration but slowed in the months before a change of leadership in late 2023.

“We’re back on track now,” said Sparks-Wade, who met with contractors and the project manager immediately after starting her new position on Jan. 1. The current plan, she said, is to have ribbon-cutting ceremonies at the parks Memorial Day weekend. “A lot of work has been done, but there is still much to do to meet that goal,” she affirmed.

The challenge of renovating 56 parks was daunting, so the longrange plan narrowed the number to six as a starting point. One park in each of the city’s six voting districts was chosen to assure residents that each district would have a park that they could be proud of, SparksWade explained.

Downtown Gary, Ind. (Shutterstock.com)

Picnic shelters in the parks are also available for special events. They have been renovated to enhance the outdoor experience of the parks. (Photo provided by city of Gary, Ind.)

She said a variety of improvements have already been made in each of the six parks, including new playground equipment, picnic areas, basketball courts and a splash pad. The pavilions at Roosevelt, Glen Ryan and Tolleston, in one of the city’s oldest neighborhoods, are ready for residents to rent for private parties: Renovations to the pavilions at Brunswick, Howe and Ironwood will be complete later this year.

Each of the parks has something unique to offer. Tolleston is known for its artesian spring that has quenched the thirst of children and their parents for nearly 100 years. Other features of the various parks include an outdoor roller rink, a patio picnic area and a sensory playground uniquely created for children with disabilities.

“All of these will improve the quality of life for Gary residents,” Sparks-Wade said.

Sparks-Wade is proud of her Gary roots and recalled playing in the parks that are now in her care.

“I played my first organized sports at Brunswick Park. I played softball there. The parks are a passion of mine.”

She said that the parks in Gary are a beautiful natural resource for an area that is considered to be hard-core urban. “We have 5 miles of beachfront recreational beachfront. When you’re at Marquette or Miller, you don’t even realize you’re in a city.”

Marquette and Miller lakefront parks benefitted from earlier grants from the Northwest Indiana Regional Development Authority. Marquette underwent a $28 million renovation that included the pavilion that opened in 1924.

The Jewel Park project is funded by a portion of the $80 million awarded to Gary through the American Rescue Plan Act. Other money

from that grant has been used to create a Gary mental health initiative, open a health and wellness facility, provide funding to nearly 100 local businesses impacted by the COVID-19 pandemic and give down payment assistance to home buyers.

Not only is Sparks-Wade enthusiastic about the city park system, but she believes Gary is moving forward in all aspects of life there. With a background in community housing, she brings a wealth of community development to her position, and she is an

enthusiastic supporter of Mayor Melton, who took office Jan. 1.

“Our new mayor is a visionary leader who I believe will take us into the next decades. We are anticipating seeing young families moving back. We want the world to know that we are open for business.”

As for the parks, Sparks-Wade emphasized the importance of safe, clean and updated parks for the city’s enjoyment. That means that once the six Jewel Parks are open and operating, “we move onto the rest of the parks.” M

Each of the six Jewel Parks in Gary, Ind., has a pavilion equipped with a kitchen and restrooms. The Jewel Parks project renovations are making Gary into a destination for residents and visitors. (Photo provided by city of Gary, Ind.)

Each of the Jewel Parks in Gary, Ind., has a pavilion that can be rented for special events. (Photo provided by the city of Gary, Ind.)

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April 2-5 AASHTO GIS for Transportation Symposium Atlanta, Ga.

https://transportation.org/gist/2024-gis-t-symposium/

April 2-6 Florida Water Resources Conference

Gaylord Palms Resort, Kissimmee, Fla.

https://www.fwrc.org/

April 8-11 Indiana AWWA Annual Conference Marriott Downtown, Indianapolis, Ind.

https://www.inawwa.org/ events/category/annualconference

April 9-10 Clean Power on the Hill 2024

Washington, D. C.

https://cleanpower.org/events/

April 10-12

ORWA 54th Annual Meeting

Embassy Suites Hotel, Norman, Okla.

https://orwa.org

April 14-16 Fire Department Training Network Live-Fire Training Camp

Indianapolis, Ind.

https://fdtraining.com/training/ courses

April 14-18 NASTT No-Dig Show

Providence, R.I.

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April 15-20 FDIC International Indiana Convention Center & Lucas Oil Stadium, Indianapolis, Ind.

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April 16-18 South Dakota Joint Chiefs & Sheriffs Spring Conference

Deadwood, S.D.

https://www. southdakotasheriffs.org/ conferences/upcoming.html

April 16-18 WASWD 2024

Spring Conference

Tulalip Resort Conference Center, Tulalip, Wash.

https://www.waswd.org/2024spring-conference

April 17-19 Colorado City & County Management Association Annual Conference

Hotel Colorado, Glenwood Springs, Colo.

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April 16-18 Navigator 2024

National Harbor, Md.

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April 22-24 NAFA 2024 Institute & Expo

San Antonio, Texas

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April 22-26 Midwest Leadership Spring 2024 Seminar

NIU Naperville Campus, Naperville, Ill.

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April 23-25 City Vision Annual Conference Winston-Salem, N.C.

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April 23-25 MSAWWA & MWEA 2024 Joint Conference

Hilton Garden Inn Missoula, Missoula, Mont.

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April 23-25 AZ Water 97th Annual Conference & Exhibition

Phoenix Convention Center, Phoenix, Ariz.

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April 23-26 AASHTO Spring Meeting

Madison, Wis.

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April 24-25 Louisiana Municipal Clerks Association 63rd Annual Spring Conference

Double Tree by Hilton, Lafayette, La.

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April 28-May 1 APWA North American Snow Conference Kansas City, Mo.

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April 28-May 1 AWW & WEA 2024 Conference

Hot Springs, Ark.

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April 29-30 34th Annual National Fire & Emergency Services Symposium & Dinner Washington, D.C.

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May 7-10 Government Fleet Expo & Conference Kentucky International Convention Center, Louisville, Ky.

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Navigating the speeding conundrum: How to transform the streets of the future

By DEVORAH WERNER | Content Specialist, Traffic Logix

Speeding is an age-old issue on our roadways. It’s also one that stubbornly persists amid educational campaigns, speed reducing efforts, and a host of new technologies both inside and outside of cars. Why is speeding so tempting and how can cities reverse the dangerous trend?

The state of speeding: A closer look

In one small community in Minnesota that boasts low crime and a strong sense of local pride, residents expressed growing concerns about speeding on local streets. Reckless drivers were posing a threat to children crossing streets as well as adults out walking. Why didn’t drivers seem to care?

In today’s fast-paced society, the allure of speed permeates our streets, leading to reckless behavior and alarming statistics. Despite advancements in vehicle safety features and regulatory measures, speeding remains a persistent menace. According to recent data, close to 30% of fatal crashes are attributed to speeding, resulting in too many tragedies that could have been prevented.

Harnessing the power of data: A gamechanger in street safety

In the digital age, data is pivotal in understanding and addressing the complexities of speeding. By leveraging comprehensive data analytics, municipal professionals gain invaluable insights into traffic patterns, high-risk areas, and the effectiveness of existing measures. Real-time data enables proactive decision-making and targeted interventions, fostering a more agile and responsive approach to street safety.

But for many cities, the prohibitive costs of traffic studies inhibit their ability to get detailed analytics on the state of their streets. However, new, affordable technologies offer cities the ability to track traffic data with simple, intuitive solutions. They can then deploy tailored strategies to address challenges.

interactive radar signs installed alongside posted speed limits. And they used speed cameras to capture images of speeders and warn them to slow down.

A multi-level approach to safety: Beyond enforcement

For many cities, the first thing that comes to mind when confronting speeding is better enforcement. But while enforcement measures play a crucial role in deterring speeding behavior, a multipronged approach to street safety can do far more than enforcement alone. Ideally, strategies should encompass enhanced awareness, proactive enforcement and physical deterrence.

By addressing the root causes of speeding through awareness solutions like driver feedback signs, proactively enforcing speed limits with solutions like speed cameras or strategic police placement and installing physical traffic calming solutions like speed humps in high-risk areas, cities can foster a culture of responsible driving and create safer environments for all road users.

In the small Minnesota city where residents were concerned about speeding cars, the city took just such a multilayer approach to speeding. They targeted awareness with

Emerging speed camera program models offer an entirely new paradigm for enforcement. Cities can own camera hardware for a fraction of the cost of speed camera leasing programs. With ownership, there’s no revenue profit sharing and cities can choose to process tickets on their own or pay a small fee for ticket processing. This encourages cities to protect their streets with enforcement that, while cash flow positive, primarily focuses on safety over revenue.

Empowering municipalities with dynamic solutions

In confronting the pervasive threat of speeding, municipal professionals must embrace a proactive, data-driven approach that encompasses education, enforcement and infrastructure enhancements. By leveraging the power of data and adopting a multilayer strategy, we can create streets that prioritize safety and enhance quality of life for all residents.

To learn more about how Traffic Logix helps cities across the country access affordable traffic data and protect their streets with solutions for better awareness, enforcement, and infrastructure, visit our website today. Together, we can build a safer future.

SafePace Evolution driver feedback sign by Traffic Logix. (Photo provided by Traffic Logix)

Recycled rubber speed cushions by Traffic Logix. (Photo provided by Traffic Logix)

NTEA welcomes new commercial vehicle insight strategist

FARMINGTON HILLS, MICH. NTEA The Work Truck Association recently appointed Andrew Wrobel as commercial vehicle insight strategist.

NTEA selected Wrobel for this position based on his commercial vehicle industry knowledge and experience.

“The most valuable resource NTEA can provide its members is practical, actionable insight,” said Kevin Koester, NTEA managing director. “Andrew brings a wealth of knowledge and understanding of the commercial vehicle market to the Association, and his experience will further our mission of serving our members.”

“Enabling member companies to gain an even greater understanding of work truck industry data will significantly contribute to their success moving forward,” said Andrew Wrobel, NTEA commercial vehicle insight strategist. “By leveraging existing and new data, my goal is to help the Association continue to provide the most valuable insights, analysis and resources for the commercial vehicle community far into the future.”

Wrobel has a broad range of experience and has held previous positions at Escalent, Rhein Associates, Eaton Corporation and IHS Automotive (now S&P Global Mobility).

National Recreation and Park Association Proudly Announces Future Sites for NRPA Annual Conference

The National Recreation and Park Association, the nation’s leading advocate for parks and recreation, is excited to announce the future locations for the 2026, 2027 and 2028 NRPA Annual Conference.

• 2026 NRPA Annual Conference: Philadelphia, Pa.

• 2027 NRPA Annual Conference: Salt Lake City, Utah.

• 2028 NRPA Annual Conference: Columbus, Ohio.

For more than 50 years, the NRPA Annual Conference has been the premier annual meeting of the park and recreation community. The conference brings together more than 8,000 park and recreation professionals, academics, students, advocates and industry suppliers over three days for educational sessions, poster sessions, networking events and the opportunity to preview the latest products and services in the industry.

“We are thrilled to bring future NRPA Annual Conferences to Philadelphia, Salt Lake City and Columbus so the park and recreation community can explore, network and learn each of these places,” said Kristine Stratton, NRPA president and CEO. “Each of these cities has been a pleasure to work with during site selection, and we are looking forward to ensuring every attendee thoroughly enjoys and experiences all the great things these places have to offer. We are so grateful for their support and partnership in hosting the largest gathering of the park and recreation community in the country!”

The 2024 NRPA Annual Conference will be held in Atlanta, Ga., and the 2025 NRPA Annual Conference will be held in Orlando, Fla.

Best places to live for quality of life

Quality of life is subjective, but most people would probably measure it by indicators like good health, educational opportunities, recreational options, low crime and proximity to family and friends.

Those factors and a few others were the basis for a U.S. News and World Report index that determined the 25 Best Places to Live for Quality of Life in the U.S. in 2024. The online magazine determined how satisfied residents in large metro areas across the country are in their current city by surveying them and figuring weighted averages in the indexes of affordability, happiness, desirability, retiree taxes, job market and health care quality. The percentage weighting for each index was based on answers to a 2023 public survey in which people from across the country voted

for what they believed was the most important factor to consider when choosing where to live.

Even though the energy and opportunities of New York City and the colleges and climate of Manchester, N.H., helped them both make the list, the Top 10 Best Places to Live for Quality of Life in the U.S. in 2024 had quality of life scores that slightly outranked them. Big-city amenities combined with historic interest, outdoor recreational opportunities and modern innovation made several of them stand out from their municipal peers.

The Top 10 Places to Live for Quality of Life in the U.S. are:

1.

2.

3.

Source:https://realestate.usnews.com/places/rankings/best-places-to-live-for-quality-of-life.

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All parts are made and assembled in the U.S.A.

What our cusomers are saying:

“When chasing a line we barely have to stop when painting and placing a flag. You advertise a 40% improvement in the speed of locates, for us and the soil types here in the San Joaquin Valley, it is likely more than 40%. Thank you for a great product and exceptional customer service.”

- TB - Subsurface Utility Contractor

Sustainable Waste Solutions for Total Municipal Management

Make Waste Disposal Easy City-Wide

Your municipality is home for people and pets alike—along with their trash and recycling. Landmark makes it convenient for you to dispose of all that waste and prioritize recycling. From enclosures to dog waste stations , our products are:

Sustainably Made

We craft our products using GreenCircle-certified materials to promote a circular economy and keep plastic out of the environment.

Scan to start customizing—and tell your Landmark Account Manager you saw this ad in MUNICIPAL MAGAZINE

Plus, ask about our time- and money-saving Smart Waste™ trash sensors, which let you monitor bin fill levels right from your smartphone.

Constructed for Durability

The same HDPE recycled materials that make our products so sustainable also make them highly durable. They will hold up against rain, snow, humidity, and more.

Fully Customizable

Keep branding consistent city-wide with our many personalization options. You can choose from different sizes and designs, color combinations, load options, and more.