The Municipal - July 2023

21 Focus on:

22 Focus on Public Works: Communities planning for the future

26 Focus on Public Works: Re-accreditation leads Norman, Okla., to continuous improvement in public works

30 Focus on Public Works: A community cohort: Suffolk conducts a Public Works Citizens’ Academy

34 Focus on Public Works: Cambridge, Mass., designs its sidewalks with residents’poetry

38 Focus on Public Works: San Luis Obispo uses hard work, collaboration to rebound

48 Public Safety: Saving lives through AED/CPR program

50 Water & Energy: Hot plate heating: Klamath Falls keeps the community comfortable with geothermal system

54 Parks & Environmental Services: Downtown park is new heart of North Carolina community

58 Building & Construction: ‘Alley Activation’ initiates comprehensive plan in Huntingburg

62 Water & Energy: COVID funds, local buy-in cooperate to provide potable water

66 Building & Construction: Village of Newark, N.Y., attributes growth to grants, and offers unique opportunities for businesses

68 Technology: License plate recognition technology amplifies, speeds up parking enforcement

SOUNDS ABOUT AS LOUD AS THIS AD.

244 X-TIER

Our new electric lineup made a lot of noise in Vegas. Which is impressive, since they cut noise in half while keeping the same power. That means you can work overnight or indoors. And we also built them to fast charge at a station, or recharge directly on the jobsite, because even small machines should deliver big results.

publisher RON BAUMGARTNER rbaumgartner@the-papers.com

editor-in-chief DEB PATTERSON dpatterson@the-papers.com

editor SARAH WRIGHT swright@the-papers.com

publication manager CHRIS SMITH chris@themunicipal.com

senior account executive REES WOODCOCK rees@themunicipal.com

graphic designer MARY LESTER mlester@the-papers.com

business manager ANNETTE WEAVER aweaver@the-papers.com

mail manager KHOEUN KHOEUTH kkhoeuth@the-papers.com

director of marketing STEVE MEADOWS smeadows@the-papers.com

marketing assistant TAELYNNE OUSLEY tousley@the-papers.com

Contributing Writers Ray Balogh, Jennifer Barton, Beth Anne Brink-Cox, Lauren Caggiano, Nicholette Carlson, Denise Fedorow, Kevin Kilbane, Dani Messick, Staci Reafsnyder, Julie Young

Shining the light on public works

Shining the light on public works

Sarah Wright | Editor

yourself a drink from the tap? Public works again. Flushing the toilet? Public works. The everyday basics of life are all possible through the efforts of public works employees.

Of all my local town’s departments, I have interacted with the public works department the most as a resident. Whether the department is installing a new smart water meter in my home, helping clear a sewer line connection or even keeping an eye open for a wayward dog, my experiences have been positive. In a neighboring town, the public works superintendent even kindly freed my Beetle from a snowdrift with his truck after a sizeable snowstorm talk about service!

Thanks to my role with The Municipal and having covered a few town council meetings in the past, I’ve grown to really appreciate public works employees and all they do. They truly impact every facet of our lives. Driving to work? Thank a public works employee for the road and its maintenance. Pouring

While things run smoothly, the average person doesn’t think much about the nuts and bolts that hold their routine together. It isn’t usually until something goes wrong that they even consider the behind-the-scenes aspects of their city.

To increase public awareness, APWA’s Public Works Week shines a light on how integral public works operations are during a week in May. It’s also a chance to highlight the varied nature of public works for those seeking a new profession. Each year, public works departments and municipalities around the U.S. and the world embrace the week. Those who followed #publicworksweek were treated to spotlights of public works employees, recent or ongoing projects and so much more. Posts featured photos and some rather clever videos.

In this issue, we are also highlighting some of the cool things public works departments are doing. Included in the mix is Suffolk, Va., which is giving its residents hands-on experience with its Public Works Citizens’ Academy. Not only has it increased awareness of public

works, it has allowed the department to be more transparent with the public, really showing what they do and why. Julie Young shares how this program is run and how it has been received.

Writer Denise Fedorow, meanwhile, covers two cities planning ahead for their futures. The first is West Hartford, Conn., which recently purchased property to open an array of possibilities for its public works operations. Then further inland, Kyle, Texas, is planning to use reclaimed water to better navigate times of drought.

The Municipal will also share about San Luis Obispo, Calif.’s, recovery efforts following an early 2023 storm; Cambridge, Mass.’s, partnerships that bring poetry to the city’s sidewalks; and Norman, Okla.’s, strategy to keep its APWA accreditation since 2010.

As always, we hope you will find inspiration from your fellow municipalities and public works departments. We definitely have a lot of exciting projects and programs happening in the U.S.

Here’s wishing everyone a happy and safe Fourth of July!

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How to succeed by flailing

By

If there is one constant during the spring and summer, it’s the wave of never-ending mowing.

Highways, ditches, right-of-ways, parks and other municipal properties all require routine mowing. This improves safety and also maintains a manicured appearance that pleases visitors and residents alike. However, this effort results in wear and tear. So organizations need a mower and blades that can handle the jobs before them safely and efficiently. And to achieve this, most departments of transportation prefer flail mowers over rotary mowers, and in many situations, they are required. The departments are drawn to the safety not only for workers but also for passersby. Montage’s flail mowers have minimal kickbacks, satisfying safety concerns.

“Rotary mowers are less expensive, but inherently more dangerous to own and operate,” Montage Enterprises Vice President Dave Montanya said. “Rotary mowers will strike and discharge objects at a higher impact, causing the object to fly out like a bullet; whereas the flail mower will discharge anything it strikes not more than 3

feet behind. Most of the time, the flail mower will cut up and roll over the object.”

The Montanya family knows flail mowers, with their company Montage Enterprises Inc. of Blairstown, N.J., having specialized in them for over 40 years and three generations. George Montanya, Dave’s grandfather, was intimately involved with flail mowers.

“In the early days, George sold Mott Hammer Knife Flail mowers through Lehara Equipment,” Dave noted. “George was well known on the East Coast for selling flails to highway departments, airport authorities, port authorities and park districts. Upon the passing of Elmer Mott of the Mott Corporation, George established Montage and began selling flail mower parts.”

Dave’s father, Thomas, currently serves as the company’s president and has been active in its operations since the early ’80s. Dave noted, “He is the reason the company is as successful as it is today.”

Montage prides itself in its Americanbuilt products, and Dave noted, “We have

equipment to suit everyone’s needs.” The company’s customers are varied, comprising DOTs, towns, counties, municipalities and contractors.

“In 2014, Montage chose to expand its product depth by becoming a manufacturer of its own flail mower line known as KUTMOR flail mowers,” Dave said.

Montage’s KUT-MOR flail mower is intelligently engineered to solve customers’ day-to-day challenges. The result is a proactive mowing solution that improves performance and durability, with lighter but strong high-grade steel, precision alignment, a thicker protective hood, thicker heavy-duty cuttershaft and heavy-duty alledge knives. It is a mower deck designed to last many mowing seasons when properly maintained while requiring fewer parts replacements in its lifetime. Its reinforced deck still maintains a sleek design.

For those working in rugged conditions, the KUT-MOR’s high-grade steel construction sets it apart from competitors that

SARAH WRIGHT | The Municipal

ABOVE: New Holland tractors with Kut-Mor wing and rear mowers are available from Montage Enterprises. (Photos provided)

lean on heavier materials, which add extra weight without increasing durability. KUTMOR’s higher-grade steel is both lighter and twice as strong, containing fewer impurities. Durability is further added into the KUTMOR flail mower through its cuttershaft, which features an enlarged diameter and expanded wall that’s almost twice the thickness of competitor’s products. Not only does this provide more mass and cutting power, it allows the cuttershaft to “jump” over roadside hazards without bending the shaft.

The gearbox’s assembly is uniquely paired with a precisely aligned pinion gear that engages the spiral ring gear with greater contact surface, providing a more efficient transfer of power and torque to the cuttershaft with minimal vibration. Excessive vibration leads to poor performance and eventual mower malfunction, not to mention discomfort for the driver.

Montage Enterprises’ long-lasting, heavyduty, full-edge forged flail blade (2000AF) leads the industry. A forged blade offers superior structural integrity when compared to other manufacturing processes. The method reduces gas pockets and voids that can lead to unexpected failure when a blade is put under stress or meets sudden impacts. Meanwhile, the full edge of the blade minimizes grass wrap, which

decreases rotor speed and impacts performance. These blades are mounted with forged steel clevises.

Backing the smart engineering is topof-line customer service. Calls are always answered by a live representative. Parts are always in stock and they ship the same day no minimums.

Dave noted Montage as well as KUTMOR Flail Mowers is a part of multiple state contracts and purchasing programs. “There are plenty of ways for customers to purchase our equipment.” He added, “We also attend several industry trade shows across the country and are available for demonstrations. Just call us to set one up.”

Montage will be attending the New England Public Works Expo, Sept. 21-22, in Marlborough, Mass., and the NYS Highway & Public Works Expo, Oct. 19, in Syracuse, N.Y.

Dave said, “We love seeing current and prospective customers. Plus, we are always giving out free merchandise, so if you are in the area, please stop in to see us!”

To see the KUT-MOR flail mower in action, schedule a demo. Montage Enterprises will come to your site. For information, visit montageent.com or call (866)4FLAILS.

The 2000 AF Montage Blade! A better performing, longer lasting flail blade. (Photos provided)

Kut-Mor mowers at a recent tradeshow. (Photos provided)

George Montanya with Lehara Equipment, demonstrating the Mott Flail Mower in 1970. (Photos provided)

John Deere tractor with Kut-Mor wing mower being loaded for shipment. (Photos provided)

Maintenance-Free Solutions

BEFORE: STEEL

STOP THE NEVER-ENDING MAINTENANCE CYCLE!

AFTER: STRONGWELL FRP

No need for constant painting or upkeep with Strongwell FRP structures and planking. Long-term, cost e ective solutions with lower life cycle costs.

Above: This is one of two bridges supplied to a water and sewage provider in Scotland, UK, used for reservoir valve access. These bridges replaced steel footbridges which, due to the challenging environment of Scotland, were experiencing unwarranted aesthetic and safety concerns. The water and sewage provider wanted a cost e ective and durable structural alternative to steel. Both bridges were built to ensure corrosion resistance and structural durability using EXTREN® structural tubes, angles, and plates. SAFPLANK® fiberglass planking with an epoxy, anti-skid surface was used as a long-lasting pedestrian flooring solution.

Pompeys Pillar National Monument, Billings, Mont.

By RAY BALOGH | The Municipal

But for the signature and date William Clark etched on a sandstone pillar in Montana, we would have no physical evidence that Clark and Meriwether Lewis took their iconic exploratory journey.

That legendary 28-month expedition (May 14, 1804 to Sept. 23, 1806), covered 7,689 miles, traversing 16 modern-day states: Idaho, Illinois, Iowa, Indiana, Kentucky, Missouri, Montana, Nebraska, North Dakota, Oregon, Pennsylvania, South Dakota, Tennessee, Virginia, Washington and West Virginia.

At times during the excursion, Lewis and Clark strategically split up to cover more ground, each contingent carefully recording the life, culture and geography of the land embraced in the Louisiana Purchase for their employer, the federal government. They also kept a sharp eye out for the various flora and fauna, having recorded 178 plant species and 122 animal species unheard of by science to that point. They produced 140 maps of the regions they explored.

For their efforts, Lewis and Clark each was deeded 1,600 acres of land in compensation. Lewis was paid $2,776.22 with subsistence allowance; Clark received $2,113.74, also with the allowance.

A diary of the expedition participants, 45 strong, dubbed the Corps of Discovery, would also read like an intriguing, sometimes headscratching account. The explorers ate more than 200 dogs during their journey, yet Lewis would not allow them to eat salmon, believing the fish would make them sick. Some of the men ate up to 9 pounds of meat per day.

The Corps was armed to the teeth. They started their journey with 200 pounds of gunpowder and 400 pounds of lead for bullets. They

A sign points the way to Pompeys Pillar and its natural grassy foreground. The site, a national monument, is managed by the Bureau of Land Management and the nonprofit Friends of Pompeys Pillar. (Shutterstock.com)

also carried a sizable arsenal of rifles and muskets and had an assortment of knives and tomahawks.

Clark’s diary revealed some dangers of the expedition. One explorer fell on a burned snag that went “nearly two inches into the Muskeler party of his thy.” Charbonneau, Sacagawea’s husband, was thrown from his horse and was “a good deel brused on his hip sholder & face.”

The diary details “emence sworms of Grasshoppers” and Indian smoke signals interpreted as “takeing us to be their Enemy.” He notes the strong and dangerous currents and undercurrents of the Yellowstone River.

On July 25, 1806, Clark’s cottonwood canoe floated near a huge sandstone butte, the only one in Montana, 25 miles northeast of Billings.

He overestimated its height, writing that it was “200 feet high and 400 paces in circumference.” He climbed the butte and recorded, “Emence herds of Buffalows, Elk and wolves.”

He noticed Indian pictographs on the stone and etched his name and date: “Wm. Clark, July 25, 1806.”

He named the rock Pompey’s Tower, after Sacagawea’s son, whom he nicknamed “Pomp” or “Pompey” because of the boy’s ostensibly “pompous little dances.”

Clark had always favored the lad, promising to provide an education for Pompey when Clark returned to St. Louis after completing the exploratory expedition. The child was sent to live with him and was later joined by his brother. Clark provided their education and adopted both of them when Sacagawea died in 1812 at the age of 25.

All in all, Pompeys Pillar, as it was renamed in 1814, contains a cultural encyclopedia, manifested by Native American petroglyphs, of 11,000 years of human involvement in the area.

Settlers early on discovered Clark’s signature, and today the pillar receives 50,000 visitors annually. The 120-foot-high outcropping and the surrounding 51 acres were designated a national monument Jan. 17, 2001, managed by the U.S. Bureau of Land Management and the nonprofit Friends of Pompeys Pillar.

A 5,700-square-foot interpretive center was opened in 2006 and contains exhibits that chronicle the journey of Clark and his detachment down the Yellowstone River Valley.

The monument is open to the public from the first week in May through October, weather permitting. The monument is open to walkthrough visitation during the off season.

When the monument is open, visitors are charged $7 per vehicle. There is no separate fee for the interpretive center.

The hours for 2023 are:

• 8:30 a.m. to 4:30 p.m. daily, May 1 through Sept. 30, for the main gate.

• 9 a.m. to 4 p.m. daily, May 1 through Sept. 30, for the interpretive center.

While the main gate is closed, visitors may still visit the site. The walk from the main gate to the site is about 3/4 mile.

The national monument is located at 3039 U.S. Highway 312, Pompeys Pillar, Mont.

For more information, call (406) 969-5380 or (406) 896-5013 or visit pompeyspillar.org.

William Clark preferred cottonwood for his canoes. An exhibit at the Pompeys Pillar National Monument shows how a tandem canoe arrangement would look. (Shutterstock.com)

For decades the signature of explorer William Clark has been protected to prevent destruction by physical interference from visitors. (Shutterstock.com)

Shown is William Clark’s signature in close to its original form. Many visitors have touched the sandstone and measures were necessary to stop physical erosion caused by visitors. (Shutterstock.com)

“No other date on the calendar more potently symbolizes all that our nation stands for than the Fourth of July.”

Mac Thornberry

Happy Independence Day from The Municipal

5,000 to 50,000

Kyle, Texas, saw its population grow from 5,000 in 2000 to more than 50,000 in 2020. To handle this growth and prepare for future growth, the city is being proactive with its water supply, including developing a water reclamation plan.

20-plus

Suffolk, Va.’s, Public Works Citizens’ Academy has 20-plus participants in each of its cohorts. The academy aims to give participants a better understanding of what the city’s public works department does.

Learn more about Suffolk’s successful academy on page 30.

300

The number of entries to Cambridge, Mass.’s, annual sidewalk poetry contest.

PUBLIC WORKSfocus on:

$9.5 million

The amount of damage caused by a Jan. 9, 2023, storm in San Luis Obispo, Calif. A March 9-10 storm added $500,000 more in damages.

1st

Norman, Okla., became the first city in Oklahoma to receive APWA accreditation in 2010. The city became re-accredited in 2014, 2018 and 2022.

1 year

The Chino Hills, Calif., Public Works Department was lauded in May for finding an engagement ring lost more than a year prior. The ring had accidentally been flushed down a toilet, and despite inspecting and flushing the line near the residence, it was not found until crews conducted routine sewer maintenance in the neighborhood this spring. The sanitized ring was returned to its owner.

Source: https://cw33.com/news/nexstar-media-wire/ engagement-ring-lost-down-toilet-recovered-over-year-later-in-california/.

128

The small city of Valdosta, Ga., installed preemption units in all 128 of its signalized intersections and 10 of its fire trucks last year and started using the Travel Safety application, allowing it to remotely communicate with and program all signalized intersections. The project won the city several Smart Communities awards and grants.

Source: https://apwa.partica.online/reporter/ may-2023/flipbook/16/.

Learn more about Norman’s re-accreditation efforts on page 26.

Read about San Luis Obispo’s cleanup efforts on page 38.

Read about this unique partnership between a public works department and its local arts council and public library on page 34.

Writer Denise Fedorow profiles two public works departments looking to the future on page 22.

Public Works

Communities planning for the future

By DENISE FEDOROW | The Municipal

The city of West Hartford, Conn., had such an opportunity and could take advantage of it not only for future public works expansion but also to benefit the police and fire departments.

West Hartford Director of Public Works John Phillips explained the public works building sits on a cul-de-sac, and about 75% of the properties on the cul-de-sac are municipal owned and operated. There were four privately owned properties. Because of Phillips’ “great relationship with our neighbors” when the owner of two of the properties was ready to sell, he approached Phillips first.

“These kinds of opportunities especially that about public works operations come around once in a generation (with) the opportunity to purchase these properties for multiple use,” Phillips said. “That was my lobby to the politicians.”

In January, the council voted unanimously to purchase the properties across the street from the public works building for an amount not

to exceed $1.5 million to purchase the properties, cover closing costs and improvements needed.

Phillips explained the cul-de-sac was shared with several operations of police and fire, including an animal control facility, police firing range and training facility, police impound and fire training tower, several of which, according to Phillips, “don’t meet the technical needs of today and lack adequate space to modernize.”

Phillips said there are great working relationships between all three departments, and they’ll decide how to best utilize the additional 2 acres to serve all municipal needs.

Landfill and waste management visions

At the same time, the department of public works is in the process of officially capping and closing a landfill in the same campus area. Phillips said the landfill was used from the 1930s to the early 1970s.

When an opportunity arises, it’s best to take advantage of it while you can, and that is especially true with municipalities planning for the future.

ABOVE: The old landfill in West Hardford sits on the municipal complex. Director of Public Works John Phillips is hoping to use this space someday for a waste management transfer facility. (Photo provided by the city of West Hartford)

In 2019, the department demolished the incinerators, so the landfill was just being used for vegetation and brush. That contract recently expired, and it didn’t renew it because there’s a possibility to increase capability for waste management.

Phillips said officials learned when the landfill was closed in the late 1970s that it was never officially capped. The city is working with the Department of Energy and Environmental Protection to engineer a plan to ensure it is operating to criteria. It needs to make sure stormwater is running off the landfill, not penetrating it. The Department of Energy and Environmental Protection would monitor wells, among other things.

“The environmental footprint will be much improved,” he said, adding that improvement is necessary before the city can build a brick-and-mortar operation there.

Philips said currently the fire training tower and animal control facility are “on the heel of the landfill.” Going forward, his vision is these facilities would be ideally moved from their current location, allowing the construction of a waste management transfer facility in their place.

“Connecticut has a waste crisis there’s no active landfills. We ship one-third of our waste out of state and transfer it to other places,” he said.

He added that waste transfer is a necessity because West Hartford generates approximately 18,000 tons of waste a year.

“It’s very important that this community becomes self-sustaining on waste management. Public works needs to be nimble,” he said if it is depending on other places to handle its waste needs.

Phillips wants to have a material solutions center on that site all for transfer, not for processing. It would be open to divergent waste streams yard waste, food waste and hazardous materials like asbestos, which he said is found in a lot of older New England homes.

Ideally, the sorting of these materials would be “source generated.” For example, encouraging restaurants to bring food waste to the waste management trash facility versus the landfill. West Hartford has a small recycling center, but it only takes about half of what could be diverted from the landfill.

To make this a reality, it would take the cooperation of the police and fire departments. Both departments would have to take advantage of this opportunity and rethink the footprint of where they’re currently operating and determine the logistics of a possible move to a different location on the campus.

“This is all long-term planning,” Phillips acknowledged. “But the first step was getting the property. Having the property allows us the creativity and flexibility to think differently about our current facility’s layout for better efficiencies to meet the future needs.”

West Hartford is a community of approximately 65,000 residents, and Phillips said, “We’re a very affluent community. I’m surprised

Pictured is one property purchased by West Hartford from a private owner. This purchase will allow the city to expand and re-evaluate its current facilities. The two purchased properties equal another 2 acres of property for the city. (Photo provided by the city of West Hartford)

The animal control facility in West Hartford is operated by the police department. Director of Public Works John Phillips would like to see this facility moved to the newly acquired property for better efficiency for animal control while also allowing for a future waste management transfer facility on this site. (Photo provided by the city of West Hartford)

some of these things are not already in place. Many communities smaller than us have transfer stations.”

West Hartford’s public works has 60 employees covering street, traffic, wastewater, ground maintenance and others. Twelve of those 60 employees are shared with the parks department.

Fueling station possible

Another part of Phillips’ future vision is adding a fuel filling station somewhere on the campus for municipal use as another means of being self-sustaining.

“Having 30 of our trucks pull into a public gas station in a snowstorm is quite a sight to be seen,” he laughed. “But we don’t belong there. We need to be on our own tanks where it’s wider and safer. It would be an additional tool in our toolbox as we’re rethinking our campus.”

Bottom line, according to Phillips, the plan is to use the newly acquired properties in whatever will best suit the needs of the municipality. “Whether that’s public works or one of the other departments but I want to prioritize police and fire because I feel their current site is inefficient for their needs.”

Phillips said the city is “100% looking long term, especially for waste management so we can be versatile and nimble to meet the needs of the community. We’re a ten-pound operation on a five-pound lot,” he said.

His advice to others in his position is to remember, “You have to keep one foot in the game of day-to-day operations while the other foot is in the future.”

Kyle’s water reclamation plan

City officials in Kyle, Texas, located 26 miles south of Austin-Bergstrom International Airport, are being proactive in dealing with water issues in the city.

City engineer Leon Barba said back in 2015, the city did a model run to determine the impact of continued growth on the wastewater system.

The model found, “None of the pipes were big enough so we had to upsize the pipes and the major interceptors, and when they did, they included purple pipe along with trenches and put in 12-inch lines,” Barba said.

He added the city has done that with several projects, but they’ve not been connected to the plant yet.

“We need pumps to get the reclaimed water to the interceptors, and the money has not gone as far as we need to upsize all the interceptors, and prices have gone up immensely,” he said.

The city hired a consultant to come up with a master plan for reclaimed water and they’ll be presenting that to the council in the near future.

“It’s going to be expensive,” he said. Any additional assistance like that received from Rep. Lloyd Doggett (D-Austin), who in February secured $2 million in direct federal appropriations for Kyle to use toward the reclaimed water master plan, is appreciated.

Barba said one of the main purposes for using reclaimed water would be for irrigation. The city would be able to sell the reclaimed water, but he estimated for every $1 in infrastructure they might get 50 cents.

The downtown water tower in Kyle, Texas, welcomes residents and visitors. The city is preparing for the future by installing purple pipe to use reclaimed water to help conserve potable water in times of drought. Kyle is also known as the pie capital of Texas, and this year it attempted to beat a record of having the most Kyles in one place! (Photo provided by the city of Kyle)

Pictured is an aerial view of Mary Kyle Hartson Park in Kyle, Texas. This is one of the city parks that has purple pipe for reclaimed water installed. (Photo provided by the city of Kyle)

According to Barba, the reclaimed water is treated to meet standards. The city would send out very clean water that could be used for lawns, saving potable water. To achieve this, Kyle still needs to get a system in place to send reclaimed water to customers.

Interim City Manager Jerry Hendrix said Kyle is always in a drought. “There’s only so much water in Texas, so it makes less sense to pour potable water in the ground,” he said, adding, “Drought is a temporary issue and comes on a cyclical basis; growth is what we’re trying to address we haven’t stopped growing in two decades and have grown at a rapid pace.”

According to the press release that announced the $2 million that Congressman Doggett secured, the population of Kyle grew from 5,000 citizens in 2000 to over 50,000 in 2020.

Hendrix reported Kyle has been using reclaimed water at the municipal golf course for a while, and it has the capacity to provide a million gallons a day if needed. The reclaimed water is pumped to a pond on the golf course, and they take it from there.

Barba noted that reclaimed water can only be used in certain places, not where people could come into contact with it. For this reason, it is mostly used for irrigation.

Amber Schmeits, assistant city manager, said Kyle would use the reclaimed water for farms but “also for schools, city parks and public facilities.” There is also the possibility of connecting manufacturing facilities.

Barba said based on the draft report, the city’s plant can handle 4.5 million gallons of wastewater a day. Eventually, officials want to be up to 12 million gallons of wastewater a day, which could possibly give them the capability of providing 2.5 million gallons a day in reclaimed water.

“We have to get a system of pipes, pumps and a storage facility that can handle a million gallons those are things that still need to be worked out,” Barba said.

Hendrix added, “It’s all based on money the council is very supportive of upgrading the water lines, but there are so many priorities.”

Barba said there’s no definite timeline for the project, but officials expect it will be done in four phases with a cost for each phase. This is a long-term project, and he said his “best guess” is that it would last five to 10 years. The first two phases are expected to be on the east and west side of the city, with the anticipated cost for each phase at $35 million to $36 million. He believes the last phase would be the southwest part of the city, as there is less development there.

Schmeits spoke of how this reclaimed water helps the city build resilience. “It frees up potable water for drinking, human consumption and bathing. We all want to have a beautiful green city, and this helps us accomplish both water for humans and a beautiful green canopy.”

“It’s a drought-proof source of water,” Hendrix interjected.

Schmeits added the city is also pursuing other sources of water and has a regional partnership with Alliance Water to bring water in.

Director of Communications Rachel Sonnier added, “During a drought, the city will be resilient and allow for continued growth, construction and new infrastructure. Water won’t be a barrier to getting it done.”

Hendrix said, “We were told we’re on the forefront of this type of system. The investment is two-fold it helps us accomplish our needs and develop a model for other agencies and municipalities to follow, because like I said, there’s only so much water in Texas. We need to up our game and be better stewards of this particular natural resource.”

Barba also said reclaimed water is something the city can use as a “bargaining tool.” He gave an example of needing an easement to cross a private property near the golf course, and the property owner agreed to the easement but asked for some of the reclaimed water to water their lawn.

“We’ll charge them,” he said, “but they’ll be paying half price for reclaimed water.”

If other communities are thinking of doing something similar, Schmeits said, “They definitely need a plan to start with so they can come up with a master plan of how water can be fed to all parts of the city and phase out constructions and funding. Also, to amend their code of ordinances to require developers to install purple pipe as part of the plan.”

Barba said he knows of two to three developers who’ve installed purple pipe on their own.

“It’s much easier to build it into new construction, instead of having to go back,” Hendrix said.

Whether it’s purchasing property or making plans to avert future water or wastewater crises, positioning your municipality to seize opportunities when they occur while also having plans in place is smart governing.

Heroes Memorial Park in Kyle, Texas, is one of the city parks that has purple pipe installed for reclaimed water. This water can be used for watering plants while saving drinking water. (Photo provided by the city of Kyle)

Re-accreditation leads Norman, Okla., to continuous improvement in public works

By NICHOLETTE CARLSON | The Municipal

Shawn O’Leary, Norman, Okla., director of public works, joined the team in 2007 and his primary goal was improvement of his department. “I was looking for a tool to help me fix that,” he explained. He had been watching the American Public Works Association accreditation process develop over the last decade and brought it up to the city manager as an improvement suggestion. It is an extensive process, and while it took some time to get everyone involved on board, Norman became the first city in Oklahoma and the 64th city in the United States to receive APWA accreditation in 2010.

“The first effort is the hardest, and you’re starting from scratch,” O’Leary admitted. In APWA, the term public works has a broad definition, which means it also includes the department of utilities and the parks and recreation department. From the beginning, all three departments have worked together to be accredited. Going through the accreditation process, O’Leary commented, “forces you to sit down and go back through the practices and scrutinize yourself against the best wastewater standards.”

One year during the process, departments focused on the engineering branch of public works, with officials focusing on the

standards and design criteria. This branch handles the design and construction of major projects, such as roads and bridges and development of the subdivision process. Officials discovered the design criteria was outdated and 20 years old, so they updated the entire criteria during the APWA accreditation process. This took hundreds of hours and multiple public meetings.

Most recently, during the last re-accreditation process, the city had to update 468 practices. One of the biggest reasons for this was the department of public works took on the bus transit system, which had to be accredited.

ABOVE: The public works department held a volunteer beautification day to clean up and revitalize a public park. For the APWA certification, public works includes the public works department, parks and recreation department and department of utilities. All three departments work together to be re-accredited every four years. (Photo provided by the Norman Public Works Department)

There are also instances in which APWA will issue an accreditation to the city with processes that need to be fixed next time. For example, human resources and financing departments are necessary to operate the public works. However, it was discovered that the city’s personnel manual for approximately 900 city employees was six years old and needed to be updated by the new human resources manager.

O’Leary mentioned the street sweeping section had been updated the last time, so it needed little work this time besides a general update of the manual and other timely items.

Once all the processes, documents and necessary paperwork is turned in to APWA, site visitors come to the city to go through the

The American Public Works Association re-accreditation presentation for Norman, Okla., took place on May 9. Pictured, from left, are Mayor Larry Heikkila; Utilities Director Chris Mattingly; Accreditation Manager Amy Shepard; Director of Parks and Recreation

Jason Olsen; Director of Public Works Shawn O’Leary; and APWA

Past President Stan Brown. This is the fourth year in a row Norman has received such an honor. (Photo provided by the Norman Public Works Department)

accreditation process and check if all the requirements are met. These site visitors are volunteers from other accredited cities. This process tends to take three days.

With new staff coming on board, Norman officials undergo retraining every four years to keep the accreditation process current. When the re-accreditation occurs every four years, the city still has to go back through every best practice. After two years, APWA will notify the city it needs updates. In order to give the staff enough time to go through the process, the city departments give themselves a year to do it. During the last year before re-accreditation, the accreditation team has weekly or biweekly meetings to ensure the departments are all going through the process.

The city has since been re-accredited in 2014, 2018 and 2022. “The real secret is having an accreditation manager,” he divulged. Since the first time Norman was accredited, the system has been updated to a computer web-based system where documents can be submitted online. Norman’s accreditation manager tracks all parts of the system.

O’Leary believes it acts as a motivator for city officials to keep getting better at what they do for the citizens of Norman. The processes worked on and updated during accreditation are used every day, and they can be sent to council members, etc. whenever necessary.

“The biggest misconception,” O’Leary mentioned, “is that because you’re accredited, it means you’re the best. It means we are very good and excellent in many areas. But what it really means is we are willing to put ourselves to the test every four years to see if we are the most efficient with our dollars. We are willing to take on continuous improvement. We always strive to be the greatest and the best. APWA wants to know your whole system is intact and cutting edge.”

It forces the city of Norman to improve city operations and ask questions regarding best practices. When communicating with other cities, it also helps with credibility and proves that Norman is serious about what it does. For the Norman community, it helps officials witness the

Stan Brown, APWA past president, and all public works staff focused on learning and recognizing their efforts during the Public Works Week banquet. Every four years the city goes through their practices, updates them and reviews how they could be made better. (Photo provided by the Norman Public Works Department)

Going through the re-accreditation process holds the city of Norman, Okla., accountable to its citizens as it submits itself to peer review to update its best practices. The public works staff held a demonstration day at a local elementary to engage with the public. (Photo provided by the Norman Public Works Department)

changes the city is undergoing and ultimately provides better services. Official’s willingness to be subjected to peer review every four years gives them a credibility check, too, for the city they serve.

A community cohort:

Suffolk conducts a Public Works Citizens’ Academy

By JULIE YOUNG | The Municipal

The public works department is a multifaceted, ever-evolving municipal department that few fully understand. It is responsible for the planning, construction, operation and maintenance of a city’s infrastructure, including its roads, transportation system, bridges, water, waste disposal, pest control, etc. It touches everyone’s daily life, yet most people do not realize it.

That’s why the city of Suffolk, Va., created its Public Works Citizens’ Academy so residents can learn more about the department upon which they all depend.

“There is a lot of development happening in Suffolk, and we want to engage with people,” said Wayne G. Jones, outreach coordinator with the city’s public works department. “The Citizens’ Academy was created as a way to be

ABOVE: Participants from the Suffolk, Va., Public Works Citizens’ Academy show off their certificates of completion. (Photo provided by the city of Suffolk, Va.)

more transparent with the public about what we do, and more importantly, why we do it.”

A flexible format that packs a punch Suffolk’s Public Works Citizens’ Academy began as a free two-hour, six-week session that highlighted some of the various areas of the department. It gave residents a chance to learn from senior members of the team about the services provided by

this often-overlooked municipal division. Topics include an introduction to government, overview of public works, roadways, traffic engineering, refuse and recycling, stormwater, engineering, development and emergency management.

After the first academy was completed, class feedback suggested that a shorter session was in order, so the city shortened the academy to four weeks, which still packed plenty of punch for those in attendance. Jones said future academies will be adjusted based on feedback, public interest and any large projects the city has launched.

“In the first academy, we did some things that we thought would be important, such as a tour of our operations, the mosquito control lab and the city garage, but it took a lot of time, and when it came down to it, attendees wanted to know more about traffic engineering and capital projects,” Jones said. “They say that our informational presentations have given them the most valuable information, so that’s what we have focused on.”

Sessions may include question-andanswer sessions with emergency responders to find out how the city prepares for inclement weather. They may also include presentations on land acquisition and development or challenges the city faces when embarking on a large project. The department solicits feedback from attendees and those who may be interested in future academies, and as it continues to offer them, it hopes to find the perfect balance between presentation and hands-on field experiences.

“We want people to leave the academy feeling as though they can explain the process to others,” he said. “Some of those who are attending the sessions do so as members of a homeowners’ association, and they can be a great advocate for us in terms of word of mouth. When someone in their neighborhood has an issue and doesn’t know where to turn, hopefully their HOA leadership can direct them to the proper contact with the public works department.”

Making each session count

In order to encourage community participation in the Citizens’ Academy, Jones said it is not enough to merely establish the program in hopes that if a city builds it, the people will come. It is also important to have a champion at the higher end of the department so that

Community members take part in a portion of the Suffolk Public Works Citizens’ Academy. (Photo provided by the city of Suffolk, Va.)

Academy participants take a tour to learn more about the city’s public works department and what it does. (Photo provided by the city of Suffolk, Va.)

you can attract the most knowledgeable speakers to take part in the weekly sessions. Jones said Suffolk has had both the mayor and the city manager speak at various sessions. With well-constructed and informative sessions that balance graphic material with exceptional presenters, communities can market their citizens’ academies in print, online, through social media and even by hanging up flyers in the local library.

“As you lead up to the launch date of the academy, it is vital to communicate with registered participants so that they know all of the relevant information before the first night,” he said. “We put together a nice welcome packet, including a bio of the guest speakers, an agenda and a magnet with all of the pertinent phone numbers so that we have something to hand them when they first come in as well as some light snacks. At the end of the academy, we present each cohort with a certificate of completion as well as a challenge coin, which is a nice touch.”

Above all, it is important to respect the participants’ time and collect their thoughts at the end of the session so improvements can be made in following cohorts.

“So far we have held two citizen academies and we’ve had 20-plus participants in each,” Jones said. “We’ll have another one next year. When you hold one of these citizens’ academies, you are putting yourself out there and you want it to be well-received, so it is important to set the right tone. That is the key to a successful citizens’ academy.”

A challenge coin is given to the participants upon the completion of their cohort. (Photo provided by the city of Suffolk, Va.)

Cambridge, Mass., designs its sidewalks with residents’ poetry

By NICHOLETTE CARLSON | The Municipal

Residents of Cambridge, Mass., can design some of the city’s public sidewalks during the annual sidewalk poetry contest. The city is currently in its eighth year of the contest. In the first year, the city received approximately 130 poems, and submissions have increased each year. This year over 300 were submitted. Each winner receives a $250 prize.

The idea for sidewalk poetry came to Cambridge via a local resident who called the department of public works and asked for the possibility of doing sidewalk poetry after learning of the idea elsewhere.

“The department of public works contacted us for our thoughts, and I said we should try it,” Lillian Hsu, director of public art and exhibitions at Cambridge Arts, explained. “I happened to have seen an example when I was walking on a sidewalk in St. Paul, Minn., and I thought it was an effective encounter with poetry in a daily context.”

Once the idea was planted, planning for the undertaking began. “We knew we needed

LEFT: To bolster awareness of the sidewalk poetry contest, the city will hold various programs to put poetry into the public space. Each year, submissions to the contest increase, going from 130 to over 300 in the last eight years. (Photo provided by Greg Cook, Cambridge Arts)

the department of public works and the arts council to partner, and we added the Cambridge Public Library as an obvious third partner,” Hsu relayed. “Cambridge Public Library was already doing various programming around poetry.”

The three organizations met to discuss how to put the program together. “I called St. Paul and gathered a lot of information about how they did their program, from contest to fabrication to stamping. Marcus Young is an artist who was an artist in residence in their public works department for several years, and he came up with their program.”

It was agreed that poetry stamping could be integrated into the department of public works regular sidewalk repair contract. The department also agreed to fund the fabrication and installation of stamps. The arts council agreed to run the contest and any necessary programming.

The contest planning team comprises representatives from all three departments. “We meet every year around December or January to begin planning the yearly contest and related activities,” Hsu said. “We aim to run the contest March to April every year so that it aligns with National Poetry Month. Every year we evaluate prior years what we should change and what was going well not only in the contest but with the whole stamping process from stamp fabrication to finished stamps and maintenance or restamping.” Throughout the program, all three departments remain in communication.

In fact, throughout the country, towns and cities who hold a poetry sidewalk contest keep in ongoing communication. They can connect through the Americans for the Arts Public Art Network Listserv or hold virtual meetings to compare notes. Cities also seek recommendations from one another regarding fabricators or maintenance.

The sidewalk poetry contest takes place annually and is open to any current resident of any age. Each applicant may only submit one original poem. Each poem can be no more than 10 lines and not more than 40 spaces per line, including characters. The poem can be unpublished or previously published. City employees and those elected to boards, councils, committees and commission are not eligible to participate. Previous winners are ineligible to apply for five years after winning. The arts council sets up a platform via the Slideroom program to receive

submissions. They also develop a flyer design and press release, allowing six weeks between the press release and poem due date for submissions. Poems are submitted online, with access to a computer or online assistance offered if necessary.

This year they added a feature to the contest allowing poems in any language, though an English translation must be submitted with the work. The selection committee is run by the arts council. Representatives from each of the three departments are joined by community members. Each year the city searches for new jurors along with a couple published or professional poets, including some from the Poet Populist program run a few years ago.

After submission each poem is reviewed for plagiarism and eligibility, including resident status, poem length, etc. Each member of the selection committee reads all the submitted poems and selects the top five choices. Poems are evaluated with no identifying information. Once all have been read, the selection committee gathers for a threehour meeting. During this time, members read the top choices aloud and discuss the choices until they narrow the selection to the five winning poems.

“Beyond artful use of language and the poetic form, the selection committee looks for variety among the final selections and general audience appropriateness and

appeal,” Hsu explained. “Reading all of the poems each year gives a fascinating portrait of the city through poetry.”

Once the winners are chosen, an editing session is held for the poets to review their poems one last time before the stamping process comes into play. Finalized poems are then sent to the fabricator. The stamps used have metal or wooden frames supporting a plastic material cut to create a relief of the poems. After six to eight weeks, these stamps are shipped to the department of public works.

“The stamping is quite variable depending on weather, the mix of concrete, site conditions and sometimes unknowns,” Hsu admitted. “Some have held up well and others need restamping. The physical stamps vary in size but are approximately 3 feet by 3 feet. The contractor lets the wet concrete set up a bit, then lowers the stamp and presses the poem. The concrete is then allowed to fully dry and cure just like any freshly poured sidewalk. I have seen poems stamped in other cities, and it also can vary. New England gets harsh freezes and thaws, which impacts the longevity of the concrete.”

Hsu added, “Since the sidewalk poetry program is integrated into the overall city-wide sidewalk repair program, it is hard to predict with much advanced notice the exact day when a poem will be stamped. If poems

The sidewalk poetry contest is a collaboration between the arts council, department of public works and Cambridge Public Library. (Photo provided by Greg Cook, Cambridge Arts)

are finalized in May, we aim to have the poems stamped that summer or fall, but often we end up stamping the following spring.”

The location of a poem depends on where sidewalk repairs and new concrete pouring are being done in the city. They can show up near schools and libraries or on residential or commercial area sidewalks. While businesses and residents cannot request to have a poem put on their sidewalk, they can opt out of having a poem placed there. However, the opt out option has rarely been used.

Safety is a primary concern as well when it comes to the stamping of the poems in the sidewalk.

“When we started the program, we worked with the Commission for Persons with Disabilities to determine the best depth and width of the letters and ideal typeface,” Hsu described. “We do not want to create trip hazards or issues for wheelchair users. We also want the letters to be legible from the distance of someone walking on the sidewalk.”

The longer the sidewalk poetry contest continues on, the more people notice it and the more popular it seems to become.

Hsu added, “We have also received feedback and questions that have sometimes prompted us to make productive changes to the process. In addition to expanding ways to bring poetry into public spaces, we have done a number of related projects and programs, which gets the word out further. For example, poetry readings under the poetry tent of our annual river festival or at other events; large construction scrim murals designed with graphics and selected poetry lines; graphic designs incorporating poems for the risers of lobby staircases

For the past eight years, Cambridge, Mass., has held a sidewalk poetry contest, where five winners are selected each year. The poem stamping occurs following the normal repair schedule. (Photo provided by Greg Cook, Cambridge Arts)

in the main library; a festival activity of steamroller printing using the actual stamps, which are inked and then used to make large printed poems using a steamroller; (and) an exhibition showcasing aspects of the program, including a video about the poems and the sidewalk as a public space.”

Overall, the city has received very positive feedback regarding the program and contest.

San Luis Obispo uses hard work, collaboration to rebound

Rain from storm after storm saturated the soil. When on Jan. 9, 2023, an atmospheric river dumped several more inches of rain on the city of San Luis Obispo, Calif., rushing water swelled creeks and submerged streets. Floodwaters piled debris and sediment in some areas and cut away stream banks in other locations. The once-in-25-year storm also shoved trees onto roads and power lines. Another severe storm on March 9-10 aggravated the Jan. 9 damage.

By KEVIN KILBANE | The Municipal

When a major storm hit San Luis Obispo on Jan. 9, rainfall ran off quickly from already saturated ground and flooded some areas of the city. The public works department employees and other city staff have worked long hours to help the city recover. (Photo

Advance planning, hard work and collaboration have been key to the city’s recovery, officials said.

“I’m really proud of how our staff responded to the five months of doing their normal work on top of emergency response work,” said Matt Horn, San Luis Obispo’s director of public works. Calling the staff “amazing,” he added, “They all came with a sense of purpose. They knew what they were doing and why it was important. And they were just right there the whole way.”

Readiness

San Luis Obispo typically experiences a rainy season during winter, Horn said. Mountains around the city wring water from clouds. The water falls on mountain slopes and then can rush down to the city, which is about 190 miles northwest of Los Angeles.

James Blattler, San Luis Obispo’s emergency manager, noted that the city has emergency operations plans for potential emergencies

and disasters, such as flooding. City staff know what roles they have when a disaster strikes. The advance work also includes basic plans for recovery.

Each year as winter approaches, the city reminds residents how to protect themselves and their properties from floods, Blattler and Horn said. Residents also can click on the city’s website, www.slocity.org, for answers to common questions, such as how to use sandbags and how to erect wooden barriers to redirect floodwaters.

Before the Jan. 9 storm hit, the city warned residents about its potential severity and offered tips on how to prepare and stay safe, Blattler and Horn said. Residents’ cooperation allowed city staff to focus on managing the emergency.

“So instead of throwing up traffic control or coming up with traffic delineations to address a car accident or someone who got into flowing water, you don’t have to deal with that,”

Horn explained. “You can focus on making sure our drainage system works well.”

Before severe weather, Horn explained the city also assembles a response team, including city maintenance and engineering staff and private companies, specializing in traffic control and tree work.

“Then we use our staff to do a kind of quick triaging assessments and to get the right people and the right equipment to the right spot,” he said.

Recovery

The Jan. 9 storm caused an estimated $9.5 million in damages, Horn said. The March 9-10 storm added $500,000 more in damages.

Work by public works staff included removing fallen trees from roads and scooping debris and displaced sediment from creeks, Horn said.

“I guess probably erosion of some of our creek channels, and then secondarily, sediment deposits in some of our creek

provided by the city of San Luis Obispo, Calif.)

channels are our largest, most costly issues,” he said. “They’re usually kind of adjacent to bridge structures or a lake system we have in the city.”

At one location, for example, erosion along a creek threatened the only road to and from a 200-home neighborhood next to the city’s high school. The city is now building a concrete wall to protect the road from future erosion.

San Luis Obispo supplements its staff resources with crews from private contractors.

“We’ll use our engineering staff to either be project manager or design engineers for some of the repairs that need to occur,” Horn said. “Some of our rangers and open-space staff are doing repairs in the park system or the open-space system. But a lot of the kind of roadway repairs and utility work that we need to do, we’re either bringing in contractors through a standard kind of design, bid and build system. And then some of them, it’s basically been on time and materials based on verbal direction from our design teams because of the time frame required to address the issue.”

Horn added, “It works well. We have good relationships with our contracting community around here.”

When needed, the city also can seek aid from local and regional partners, Blattler said.

Community organizations, for example, may work more closely with some residents than the city does. Forging relationships with those organizations beforehand allows the city during an emergency to rely on the groups’ input to respond more effectively to the residents they serve.

If an emergency exceeds the city’s resources, it can appeal for help from regional partners, such as San Luis Obispo County, according to Blattler. If the county can’t arrange for the needed aid, it will contact the state. Finally, if the state is overwhelmed, it will ask the federal government.

“Having those relationships ahead of time really, I think, helped us throughout the whole process,” Blattler said. “I would say that’s my No. 1 piece of advice develop those relationships and lean on them because they are incredibly valuable when the time comes.”

Document it

San Luis Obispo worked with the Federal Emergency Management Agency and California Office of Emergency Services to obtain reimbursement for repairing storm damage on public property, Horn said. Applying for reimbursement requires detailed information about the damage and repairs.

The city created a documentation system that leverages geographic information system capabilities to track damage locations and update

them with photos, detailed notes and the status of repair work, he said. Officials also met weekly with a FEMA representative. If city officials do everything correctly, reimbursements through FEMA and Cal OES will cover 93% of the city’s costs for storm cleanup and repair, Horn said.

Lessons learned

Horn said his biggest eye-opener from this winter’s storms has been the need to have a plan for when staff must work 24 hours a day for multiple days. He recommends bringing in other workers to boost staffing capacity and planning that it will take longer than expected to mitigate storm damage. In addition, he suggests placing a staff member in the emergency operations center.

“Not so much to direct operations, but I think you also need someone there who can think strategically about what they’re seeing, what’s happening and what are some things that we can do in advance of the storm and in advance of the events to try to mitigate some of those issues.”

Staff from the San Luis Obispo Public Works Department had to remove flood debris and sediment from creeks to maintain the drainage system following a Jan. 9 storm that caused severe flooding in the community. (Photo provided by the city of San Luis, Obispo, Calif.)

Chicago suburb balances charm with stable economic development

By LAUREN CAGGIANO | The Municipal

Crystal Lake, Ill., , ticks several boxes for livability. The city, which is named for a nearby lake, has a vibrant recreational scene, ample shopping amenities, quality schools and more.

Heather Maieritsch serves as the economic development manager for the city of Crystal Lake, so she is well-versed in its assets and developments. One feather in the city’s proverbial cap is the abundance of outdoor recreational opportunities: She cites Three Oaks Recreation Area as one example. The city reclaimed the longabandoned Vulcan Lakes quarry and has transformed it into a destination.

“You feel like you’re on vacation and you haven’t even left the city,” she said. “You are surrounded by trees, and there are beaches. There’s a splash pad. There’s a lake where you can swim and play. You can go fishing. There’s volleyball, and there’s a restaurant down there as well. It’s really a great opportunity and amenity.”

Maieritsch also invites visitors to enjoy other types of activity, such as taking in the local small business flavor. In her estimation,

ABOVE: Crystal Lake, Ill., considers itself a regional leader in planning, growth management and municipal services. (Photo provided by Crystal Lake)

the downtown corridor is vibrant and charming and has a low vacancy rate to boot.

On a larger scale, she noted that Crystal Lake has attracted the attention of retail chains. In a time when many communities are shuttering big-box stores, her city is drawing them.

“According to the Illinois Department of Revenue, last year we had retail sales of over $1.4 billion,” she said. “Crystal Lake was actually in the top 20 of the Chicago metropolitan area for retail sales. That was huge. Crystal Lake has really been growing and developing over the last few years. It’s exciting to see how much it has grown, but it still has this cute charm that drew people in years ago.”

That said, Maieritsch and her colleagues are dedicated to maintaining a balance between growth and small-town appeal. They want to appease residents, tourists and business stakeholders alike.

“We value partnerships, believing it adds to the strength and the ability of the community (to thrive).”

According to Maieritsch, the McHenry County Workforce Development Board is a key player in helping find and place talent.

On the note of employment, she said the city’s size and proximity to Chicago have played a role in shaping its workforce.

“Crystal Lake has a population of 40,000,” she said. “We’re about 35 miles from O’Hare Airport. We have two metro train stations, which means that we get a lot of individuals who come out here and return by train into the city. We have that accessibility.”

One recent win on the economic development front directly impacts residents’ livelihoods. According to Maieritsch, earlier this year the city was informed that Cardinal Health’s manufacturing facility employing more than 200 people was going to close its doors. However, Springboard Manufacturing decided to purchase

the facility and keep all 240 employees on board. A manufacturer of medical devices, Maieritsch said the company’s plan is to expand its production lines.

Also noteworthy is General Kinematics’ presence in the community.

“The manufacturer recently added over 40,000 square feet to their facility so that they can hire 20 new employees as well as expand their production,” she said. “So, we’re seeing some of these manufacturers enlarge their employee base, which underlines the importance of having a diverse housing type.”

The city had a recent housing boom that resulted in an array of modern housing options.

“We have more than 1,000 new units that are now in the process of development,” she said. “Crystal Lake has not seen that kind of growth in decades.”

Specifically, the Springs at Three Oaks is a recently completed 280-unit luxury apartment complex. Lennar at Woodlore Estates is a wooded community of single-family homes, including both two-story and ranch designs. The Redwood is a rental townhome community that is underway.

All of these projects share a common theme, according to Maieritsch.

“We tried to encourage smart growth and offer a wide variety of new housing options so we can accommodate a wide variety of individuals within the community.”

The city has recently attracted new manufacturing businesses without attrition of established entities. (Photo provided by Crystal Lake)

Saving lives through AED/CPR program

By JENNIFER BARTON | The Municipal

Imagine a place where lifesaving help is no more than a football field’s length away; where average citizens with CPR training could keep a fellow human being alive until professional medical help can arrive; where automatic external defibrillator machines, which can resuscitate victims of cardiac arrest, find homes in everyday business locations.

Boulder City, Nev., southeast of Las Vegas, is just such a place. Small in population, it was recognized this year as a finalist for the Cashman Good Government Award in the category of Cities Under 100,000. The honor was bestowed for the Boulder City Fire Department’s recent campaign to install AEDs every 300 feet around town, including within public businesses, prompted by the awareness that a heart attack can occur at any time and in any place.

The award, sponsored by the Nevada Taxpayers Association, “honors government entities and individuals who put workplace experience together with ingenuity to make citizen services work better, faster, and cheaper,” the website states.

An AED device “automatically analyzes the heart rhythm in people who are experiencing cardiac arrest. When appropriate, it delivers an electrical shock to the heart to restore its normal rhythm,” according to the FDA. Public access AEDs are intended “to be used by laypeople who have received minimal training.”

The idea for the campaign came from concerned citizens of the community. Will Gray, Boulder City fire chief, explained that it was

ABOVE: Located in Clark County, Boulder City aims to preserve its status as a small town; it has also prioritized the health and well-being of its population of about 14,800. (photosounds/Shutterstock.com)

at an external stakeholder strategic planning meeting that community members requested more AED/CPR training within the local community. “This led to further discussion within the department as to how we could do this in a way that best serves the residents and visitors of Boulder City,” he commented.

Cardiovascular disease is a leading killer of Americans, states the Center for Disease Control, with about 805,000 people in the U.S. suffering a heart attack every year, or one person every 40 seconds. Given that one out of every 10 emergency calls the Boulder City Fire Department receives daily involves a victim of cardiac-related issues, having residents trained in CPR and defibrillator use could save lives. “In the unfortunate event that someone goes into cardiac arrest, the AEDs will be used to deliver defibrillation to a victim rapidly before fire crews arrive. This will result in a significantly increase the chance of survival from a potentially fatal event,” said Gray.

To date, the Boulder City Fire Department has placed 23 units in businesses, such as fast-food restaurants and insurance companies, with approximately 25 additional units ready to be installed in

willing establishments. Around 150 people have attended the monthly AED/CPR classes or group trainings for individual businesses.

The program began in 2022. Funding for the machines and training came from the American Rescue Plan Act of 2021, part of the federal government’s stimulus plan to recover from the COVID-19 pandemic.

Thanks to the residents of Boulder City, AED devices are no longer only seen on football fields or in sports centers. Gray said he would be happy to work with additional businesses to see if they qualify to have an

AED installed free of charge at their location. Interested parties need only contact the fire department.

“The community response to the program has been great, from the idea of the program to the funding and getting them into the businesses,” he said.

In addition to being a finalist for the Cashman Good Government Award, Boulder City also received Accredited Agency status with the Commission on Fire Accreditation International for meeting criteria established through CFAI’s voluntary self-assessment

and accreditation program. This was a threeyear process, and Boulder City is one of only three fire departments in the state of Nevada to accomplish it.

Taylour Tedder, city manager, lauds the fact that they achieved the accreditation.

“This achievement demonstrates the commitment of the agency to provide the highest quality of service to our community,” he said. “I’m proud of this great accomplishment and of the men and women who serve our residents and visitors.”

“These recognitions are great, and we were honored to receive them and thankful for the nomination,” Gray added. “The greatest honor will be when a life is saved when one of these AEDs is used during a medical emergency.”

Boulder City EMS participate in a training session. (Photo provided by Boulder City Fire Department)

Boulder City Fire Department embarked on a campaign to install AEDs every 300 feet around town, including within public businesses. (Photo provided by Boulder City Fire Department)

Hot plate heating: Klamath Falls keeps the community comfortable with geothermal system

By JULIE YOUNG | The Municipal

Klamath Falls, Ore., is in hot water — literally. The city of 22,000 is situated above a large, geothermal reservoir that is used to help heat the city and prevent snow from accumulating on downtown sidewalks. According to the Oregon Institute of Technology, the city’s geothermal system is at or nearly at operational break-even, making it a win for everyone.

“From an environmental standpoint, it is a natural and sustainable resource, and it’s a lot cleaner than burning gas or oil,” said Robbie West, Klamath Falls water distribution manager.

A long and ‘heated’ history

While geothermal heating has been used in Klamath Falls since the early 1900s, the first municipal system was not constructed until 1981. After some fits and starts, the initial system was shuttered in 1986 when several pipe failures were noted. The system was reconstructed in 1991 and is used to provide heat for churches, banks, government and commercial buildings and to allow pedestrians to navigate downtown sidewalks without worrying about slipping on ice during the winter.

According to the city’s web site, two hot water wells located on Old Fort Road provide the geothermal fluid to the heating system. The

geothermal water, which has a temperature ranging from 200-220°, is then transported from the production wells through a 1-mile system of pipes to the heat exchange facility. A geothermal well at the heat exchanger facility reinjects the fluid back into the aquifer so that the resource is not depleted.

“The hot water that we are pulling out of the ground heats up the heat exchange plates, but it doesn’t actually go out through our distribution system,” West said. “Our distribution system is made up of what we call make-up water, which is water that comes off our potable water systems, which is running through those lines.”

West said there are approximately 20-25 customers who have their own heat exchangers and use the city’s geothermal process to heat their structures. There are also two other heat exchangers in the field that work to run the city’s sidewalk snowmelt project in the

downtown Main Street area as well at the TimberMill Shores mixed use development.

“Some of the water goes to Veteran’s Memorial Park downtown, which has a Veteran’s memorial as well as walking paths so that residents can walk around without dealing with the snow and ice,” West said.

Comparable cost

West said that geothermal is a tricky type of heat source that can be very efficient provided that a person knows how to run it to maximum advantage. The Klamath Falls geothermal system is billed based on a set BTU, or “therm,” rate that is determined by taking the temperature of the water as it enters and exits the heat exchange system. The different between those two numbers is then multiplied by the number of gallons circulating through the system. This rate is then billed to the customer.

“We have one customer who has figured out that if he gets his whole system hot, gets everything nice and warm and then slows down the flow rating through the geothermal heat exchange, then he is cutting down his cost,” West said. “Essentially, the slower you can get

Klamath Falls, Ore.’s, snowmelt system uses geothermal technology to keep snow and ice off of downtown sidewalks. (Photo provided by city of Klamath Falls)

Shown is the district heat exchanger for the Klamath Falls geothermal system. (Photo provided by city of Klamath Falls)

Some new pipes have been installed as part of Klamath Falls geothermal system. (Photo provided by city of Klamath Falls)

the water to go through that heat exchanger, the hotter the plates get because you have more contact time and the more efficient you are going to be.”

While it is comparable to what the local gas utility charges its customers, West said that one thing that makes the geothermal system less attractive for some is the requirement that all customers must have a backup heat source, i.e., gas or electric, in the event the geothermal system is required to shut down for maintenance. While this failsafe helps keep the community comfortable, the added costs of owning and maintaining two systems can put a strain on the budget and cause customers to rethink their commitment to the clean energy source.

A unique system

West said cities that might be considering implementation of a geothermal heating system should be aware that as interesting and unique as the concept is, it is not without its challenges and quirks. Over the years, Klamath Falls has discovered that geothermal water is more destructive to pipes than traditional water: It has spent a lot of time and money replacing those pipes to keep the system running smoothly. There is a main replacement project scheduled to be completed this fiscal year and a couple of more scheduled in the next three to four years. Once those are finished, West estimates 80% of the pipes will have been replaced in the past two decades. The city has also had

to improve pipe insulation, maintain the heat plates and more over the years, which is a significant investment.

“It is a cool system. It is unique, and it is an efficient way to heat a building if you run it properly, but it is not without its maintenance and troubleshooting,” he said. “There’s more to it than people realize. It’s not as simple as turning on the pumps and letting it run.”

A sidewalk heat exchanger operates in the Timbermill area of Klamath Falls. (Photo provided by city of Klamath Falls)

If it doesn’t seem like a 7-acre park could hold very much, this overview shows otherwise. Downtown Cary Park in Cary, N.C., has been carefully designed to make use of every inch of space. (Photo provided by OJB Landscape Architects)

Downtown park is new heart of North Carolina community

By BETH ANNE BRINK-COX | The Municipal

Cary, N.C., spent more than 20 years envisioning Downtown Cary Park, from its inception through designs to problem solving. Along the way, challenges included the pandemic, quarantine and resulting supply shortages, financing and then construction. The park is expected to open later this summer.

A name as simple as Downtown Cary Park doesn’t do the greenspace justice. But Joy Ennis, general manager of Downtown Cary Park, and Doug McRainey, director of special projects in Cary, explained what has materialized so clearly a person could see it with their eyes closed.

In a joint email, they wrote, “The park will total 7 acres in size and will be centrally located in downtown Cary. Surrounded by Walker, Academy, Park and Walnut streets, it will feature a ‘great lawn’ and a unique, tiered water feature. The lawn will be fronted by a pavilion, and interspersed around the lawn will be a series of unique spaces, or ‘rooms,’ linked by paved walking trails. This block was surrounded by single-family homes, which resulted in preserving the central core as green space.”

That’s just the beginning. Additional features include performance places, market spaces, public art incorporated into the landscape,

food and beverage facilities, a play area, interactive water features, a dog play area and walkways for strolling and relaxing.

Visitors will be able to spend an entire day at the park and not see and do every single thing, which its developers hope will mean they’ll want to return again and again.

Ennis and McRainey echoed that thought.

“A key feature of the park is the amount of proposed programming, including art exhibitions, arts and crafts classes, performances and concerts, cardio and fitness classes, book clubs and story time programs, and movies. The goal is to generate activity in the park that will energize Downtown Cary.”

There is a Downtown Cary Facebook page, as well as a Cary government page that is regularly updated with steady progress posts and photos. For example, the government page posted in May about sunnier spring days meaning the park was really taking shape, “buzzing

with energy and getting greener each day as final touches are added to some of the main structures and landscaping is planted.”

Within that landscape, 650 native and adaptive trees, all regionally selected and sourced, and more than 30 heritage trees, were preserved.

Inception

During development of the Town Center Area Plan in 2000, Cary staff began to envision a Downtown Park. Ennis and McRainey wrote that in 2001 the Cary Town Council approved the TCAP, which included a proposal for a Town Center Park to be the visual and cultural focal point for downtown, serving higher-density development and nearby neighborhoods and providing opportunities for special cultural and community events. The TCAP adoption marked the start of a 22-year effort to develop a plan and acquire the land necessary for Downtown Cary Park.

They also noted that between 2001 and 2013, the council approved several rounds of updated plans for Downtown Cary Park. In 2002, it first approved the Town Center Park Concept Plan, which recommended development of an urban park that would include an outdoor sculpture, a water feature and an amphitheater or performance area. Then, in 2006, a Civic and Cultural Arts Study was approved, which recommended a performing arts center within the park. The study also recommended a water feature within a town square, located next to Academy Street.

Ennis and McRainey continued: “In November 2012, 69% of voters approved the parks portion of the Community Bonds referendum. Council subsequently approved an updated Downtown Cary Park Master Plan in July of 2013. This plan recommended a signature 7-acre park site and featured a town square space along Academy Street, which included a central fountain, outdoor performance space and open lawn, a pond that would function as a regional stormwater management feature, and walking paths. Ongoing discussions between

What else could such a place be called, but great?

Visitors to the new Downtown Cary Park will enjoy varied entertainment at the Great Lawn and pavilion. (Photo provided by OJB Landscape Architects)

the Council and Cary community over the 12-year period ultimately resulted in an updated Master Plan, which has begun to come to fruition following the groundbreaking in 2021.”

In June 2017, the completed Towne Square portion of Downtown Cary Park was dedicated. It was comprised of a central fountain, outdoor performance space, small open lawn and garden, and gaming areas.

Ennis and McRainey further explained: “While the Towne Square phase of the park was under development, the town entered into negotiations with Wake County for the construction of a new Wake County Regional Library and a town parking deck to support it, located along the southern edge of the Downtown Park, in keeping with the approved 2013 plan. Throughout 2016 and 2017, staff from Wake County and Cary developed design and construction plans for the library, with restrooms and shell space.”

Shell space means an area constructed to meet future needs or an unfinished interior space enclosed at the time of construction. In this case, it allowed for town use on the lower level of the library and an approximate 600-space town parking deck.

The library and parking deck were sited in a way to allow room for private development. The town council approved an interlocal agreement for funding and construction of the Cary Regional Library Project in April 2018, which included the parking deck.

In early 2018, with the success of the first phase of Downtown Cary Park and the design of the library and plan for construction well underway, the design of the remaining 6 acres of the park moved forward. An interdepartmental team of approximately 25 staff members offered a broad perspective and provided input regarding how best to proceed with the master planning process.

Considering that Downtown Cary Park, once complete, would serve as a defining civic space for the municipality, the staff recognized the need for thoughtful planning, specifically taking future development of the surrounding area into consideration when finalizing the

design. This, they hoped, would ensure the success of both the park and the Downtown Cary community as a whole.

“As a result, staff recommended hiring a nationally recognized firm to oversee updates to the Downtown Cary Park Master Plan. Four nationally known firms were presented to the town council, and it was proposed to give each a stipend to develop a concept for the park. Each firm presented these to a staff-led committee, and following careful review the committee made its choice. In May of 2018, the council approved hiring the office of James Burnett Landscape Architecture to develop a plan for an aspirational civic space in downtown Cary so all Cary citizens would identify with and embrace the community asset.”

The staff and consultants continued to meet virtually during the pandemic and the project has remained on schedule.

Cary officially began construction in June 2021. There was a multifaceted community input process in the design of the park, including meetings that invited stakeholders from all around the community to participate. There likely will be volunteer opportunities as well down the road, McRainey and Ennis said, once the park is open.

The design and planning for Downtown Cary Park made certain to include four-legged visitors as well as those who love them and want them to have a beautiful place to play and to walk and to make new friends. (Photo

Financing for the project came from the General Fund balance and bond funding, which will provide upkeep as well.

McRainey and Ennis said they are looking forward to celebrating the park’s opening later this year.

“Towne Square has been a beloved outdoor space since it opened in 2017, and it has contributed greatly to the success of downtown Cary. The first phase was so popular, there was overwhelming support to create an even more dynamic park with the design of the remaining 6 acres. The public is eagerly waiting for the park to open and has enjoyed keeping up with progress via our social media and our monthly newsletter. It will be an active urban space with 500 annual programs and events that everyone can enjoy.”

provided by OJB Landscape Architects)

‘Alley Activation’ initiates comprehensive plan in Huntingburg

By BETH ANNE BRINK-COX | The Municipal

An Alley Activation Program began in Huntingburg, Ind., in 2020, with the aim of improving connectivity and walkability in the city’s downtown area.

Rachel Steckler, director of community development in Huntingburg, said alleyway activation was first discussed during a comprehensive plan update process in 2019.

The foundation of that project and other civic endeavors is a meticulously researched and documented 144-page report called “Your Home, Your Huntingburg.” In its own words, “‘Your Home, Your

Huntingburg’ is a comprehensive planning document which uses a community vision and set of goals to lay a foundation for Huntingburg’s future for the next 10 years. This document will not only serve as a guide for future land use, policy and development strategies, but will include specific programming used to strengthen targeted issues and improve quality of life for residents.”

ABOVE: Once the alleyway project is finished, residents of and visitors to Huntingburg, Ind., will have an airy invitation to sit and talk, share a drink or whatever they might wish. Murals will eventually be painted along the walls as well. (Photo provided by Landscape, Art and Architecture LLC)

The document, which was adopted in 2020, included an overarching vision, goals and a set of strategies that respond to changing demographics and markets while creating policies that guide the city’s future planning and development decisions. The plan is split into three distinct

sections that include introductory information, the vision and strategies, and an implementation plan, which includes action steps for the plan’s strategies.

With so much work having been performed before construction of any kind could begin, it is not surprising to city leaders that everything has gone well.

“The current project was selected as a high priority, due to its proximity to iconic Memorial Gym,” Steckler said. “We continue to receive feedback from our downtown businesses about the need for more accessible parking, so this project will also enhance the walkability between public street parking and our historic downtown.”

The “current project” to which Steckler referred is improving the alley between the Huntingburg Bank building at 418 Fourth St. and the former Overtime Restaurant at 422 Fourth St. He said the overall goal would be ultimately to connect it all the way to Fifth Street. Alleys today are generally looked at much differently than they once were. Often seen are small businesses such as cafes with outdoor seating. One might see murals and attractive lighting. Overall, they represent a clever use of space that had often been underutilized. A current trend is photographic shoots in such areas, especially senior pictures and engagement pictures that yield results quite different from the old days of black velvet backgrounds and formal portraits.

“The current project is the first,” Steckler said. “While our goal is to do similar projects in other alleyways, we have not yet identified the next potential project. This particular one was made possible through an Indiana Uplands Regional Opportunity Initiatives grant and with work from Landscape, Art and Architecture through our partnership with the Indiana University Center for Rural Engagement.”

The estimated cost for the alley improvement was about $344,458, and the city received grants to help fund it. The ROI grant was a Regional Economic Acceleration and Development Initiative Grant in the amount of $110,819, and part of the match for the grant enabled the city to include work needed during the Fourth Street Improvements for the city’s portion of the project total $115,000. That work involved updating storm sewers underneath the alley and adding overhead lighting, as well as parking bollards at the entrance.

The IU Center for Rural Engagement also awarded the city two grants totaling $39,286. The IRFH is a partnership of the

ABOVE and BELOW: The alleyway project is stunning when lit up from overhead at night. (Photo provided by Landscape, Art and Architecture LLC)

university’s Environmental Resilience Institute; Landscape, Art and Architecture; and the CFRE. The program assists communities of 50,000 or fewer residents; Huntingburg had 6,422 in 2021.

IRFH offered technical assistance and environmental expertise to submit the federal grant applications. The remaining amount on the project $20,000 was covered through the Community Development budget along with funds from the American Rescue Plan Act in the amount of $60,000.

The vision statement for the “Your Home, Your Huntingburg” comprehensive plan reads as follows: “Huntingburg A City Like No Other is a welcoming, diverse, and connected community that is a prime location for cultural and recreational amenities, destinations, opportunity, and a place people are proud to call HOME.’”

Similar to the vision statement, the city’s goals are intended to be broad and lofty something to be achieved over the

next 20 years. The plan is divided into four elements, with goals provided for each: land use and housing, transportation and utilities, economic development and tourism, and quality of life.

The alley projects are just the first steps in a plan not only for the next 20 years, but

also to create improvements that can be enjoyed all along the way. It will be interesting for residents and visitors alike to see it all happen and for other towns to pick up the reins and see what they can do in their communities.

An artist’s rendering shows the overhead plan for proposed alley projects in Huntingburg. (Photo provided by Landscape, Art and Architecture LLC)

COVID funds, local cooperate to provide potable

By BETH ANNE BRINK-COX | The Municipal

No water system serves households between Mountainburg and Cedarville, Ark., so residents bring it from wells or other sources. The city buys water from the Lake Fort Smith Water Treatment Plant.

In 2022, the city began a series of steps toward a major project, adding 68 miles of pipe to provide about 625 Crawford County households with potable water service.

According to Mayor Susan Wilson, the project began in 1980 when she was just 11 years old.

“They’ve been trying for years to get this done, but it required major funding, and we just didn’t have enough. For decades, many households were being forced to haul water to their homes. When I was elected in 2018, the minute I took office I was asked if I would take this on: I said, ‘No. Absolutely not.’”

There was solid reasoning behind her refusal.

“When I first took over the water department was not solvent, so I had to get it under control before I could do anything else. There just wasn’t money for anything more, but then came 2020 and we know what happened. Who would have expected that money would become available as a result?”

By then, the project mattered as much to Wilson as it did to many other residents.

“At one of the meetings, I was speaking and this lady, Denise, and her husband came up to talk to me. She couldn’t quit work, she said, because they had to pay to have a truck to haul their water supply. It took a big truck to do that. Her husband said he hoped he would live to see this project happen.” He did not.

Wilson choked up and continued. “Afterward, I would go to deliver a speech and take questions, and learn that people had highspeed internet but didn’t have potable water.” She began to put it as plainly as possible: “This is not asking for something frivolous. This is not about new clothes. This is not about new shoes. This is not a Louis Vuitton purchase. This is water. We stress that.”

The funding came from several different accounts.

“Crawford County’s Quorum Court and the state of Arkansas each provided $2.5 million. The rest came from loans and grants,” Wilson said.

So that the plan could begin, the aim was to get 400 signed water-use agreements, with a deposit of $100 each. These deposits would be included in the project’s total cost and would serve as the

buy-in potable water

Another part of the study made sure that any threatened or endangered species of wildlife would be protected, along with their habitats. “That was covered with part of the $50,000.”

Wes LeMonier, whom Wilson affectionately calls “my cousin Wes,” thought the study would take about two months to complete and have all interested parties review. According to Wilson, “It actually took a little less than two months, but by the time the report was all completed, it was right at two months.” LeMoiner is affiliated with the Van Buren firm Hawkins-Weir Engineers.

She would advise any city thinking of tackling such a project to have an engineering report done first.

participants’ buy-in. Western Arkansas Planning and Development plotted a map for the city, clarifying the layout of the proposal and assisting the city as it worked toward getting those 400 signatures.

With the funding now available, the 400 figure wasn’t as crucial to get the green light, though Wilson said the project ended up with 357 signatures. For a town populated by 527 people, the turnout was impressive.

There were hoops to jump through. “The Arkansas Department of Agriculture’s National Resources Commission awarded us a $50,000 grant. Part of the USDA funding application requires a study to be done, and the city couldn’t fund that, so they had to find me a grant. And they did,” Wilson explained.

This cultural study covered several concerns and issues. “There had to be an environmental review of the project area,” she said. “It was one of the requirements to apply for money through the Water and Waste Disposal Loan and Grant Program from the USDA.”

Also involved were the Arkansas Natural Resources Commission and the Arkansas Historic Preservation Program, to be certain that historic artifacts and sites would not be disturbed or destroyed.

“We are so lucky here, because our guys are all local boys. They went to school together; they know each other and like working together. One of them grew up across the street, and they were heavily invested in this. Before the funding was even granted, they had already spent several hundred thousand dollars of their own money to get things going.”

That kind of emotional investment is as valuable as the money itself, she said, and was encouraging to everyone involved in the project.

The estimated total cost was $12.4 million. “But we aren’t to that part yet, because we have to get all the easements, then have them certified. There will also be plans and work with the architects,” Wilson said. “I can’t do all that just now; it has to happen in a certain order. But we are fully funded and expect to have all the easements by the end of summer. Then it goes to the Health Department for inspection, and so on down the line.”

Residents who didn’t sign an initial agreement for the $100 tap fee still had some time to do so, she noted in May.

“They can still sign up for the $100 tap fee, but at some point, I will have to cut them off and then it will cost $2500 to tap in if they want water,” she said. At that point, the town of Mountainburg will have all the potable

want, right in their homes by simply turning

water residents

on the tap.

ABOVE: Mountainburg buys water from the Lake Fort Smith Water Treatment Plant, one of two drinking water plants owned and operated by the city of Fort Smith. The plant draws its water source from the Frog Bayou watershed; this water is stored in the Lake Fort Smith reservoir. (Jonathan C. Wear/Shutterstock.com)

Potable water is often taken for granted, but in Crawford County, Ark., 625 residents will be receiving potable water service as Mountainburg adds 68 miles of pipe. (Jin Odin/Shutterstock.com)

Village of Newark, N.Y., attributes growth to grants, and offers unique opportunities for businesses

By STACI REAFSNYDER | The Municipal

Newark, N.Y., has seen explosive growth in the past few years. In order to accommodate its size, the village of 9,000 was recently awarded state and federal funding for several projects such as a new wastewater treatment plant disinfection system, culverts and a downtown revitalization initiative grant.

“Our first big win was when we received a grant for South Main Street. That was in 2016. We had been working on construction for north and south Main Street since 2007, with traffic studies and parking studies,” Village of Newark Mayor Jonathon Taylor said. “We were looking for the financing for that. All of the street, including the north part, was set to be constructed with federal and state financing, and then Hurricane Sandy came along. That took funding from everything. But we continued to be vigilant, keeping things ready for when funding became available again.” The South Main Street project helped Newark to create a gateway to the community.

With that first grant the village was able to reconstruct the utilities under Main Street replacing sewer and water lines that were 90 years old and installing new streetlights, sidewalks and curbing and lowering the profile of the road.

“The idea was to make Newark a more walkable community, and a more bikeable community,” Taylor said. According to him, it was after that big win that the village was successful in obtaining more grants, such as funding for the Erie Canal trail.

“Back around 2017 or 2018, the trail was down to literally a foot-wide of stone dust. We paved the trail; it’s now 10 feet wide and accessible to anyone. We put conduit in for

lighting, and utilized the canal frontage,” Taylor said.

“We really focused a lot on the canal and how important it is to our community because it goes through the heart of the community. We just kept building on that. The positive direction that we were heading in brought in a lot of investors and developers and new businesses. During COVID-19 we saw new businesses start up, even when it was the worst possible time to do so.”

In 2021, the village was awarded a $10 million Downtown Revitalization Initiative Grant. New York State, in collaboration with Empire State Development, NYS Homes and Community

Renewal, and New York State Energy

ABOVE: The Village of Newark, N.Y.’s Land for Jobs Opportunity provides free land for manufacturing companies, courtesy of the village, in exchange for jobs, under certain conditions. Pictured is Newark’s industrial park, located south of the village.

Photos by Staci Reafsnyder

Research and Development Authority, takes the lead in the DRI.

“The DRI transforms downtown neighborhoods into vibrant centers that offer a high quality of life and are magnets for redevelopment, business, job creation and economic and housing diversity. These compact, walkable downtowns are a key ingredient to helping New York State rebuild its economy from the effects of the COVID-19 pandemic, as well as achieving the state’s bold climate goals by promoting the use of public transit and reducing dependence on private vehicles,” the state’s website, ny.org, offered.

The village of Newark offers a unique opportunity for manufacturers that move their business to the industrial park.

“One thing we have that’s unlike any other community is Land for Jobs in our industrial park,” Taylor said.

To attract new businesses, the Land for Jobs Opportunity deeds business with land, free of cost, for the construction of structures for any business purpose in exchange for the creation of a specific number of full-time jobs.

For every acre or portion of an acre requested, one full-time job equivalent must be created anytime during the first two years to qualify. The new jobs must be maintained for the entire third year of the job creation period to be counted towards meeting the stated criteria.

According to Taylor, many manufacturers have relocated to Newark to build larger facilities. Completely new manufacturers have moved into the park as well.

“We really push to be pro-business, and to encourage businesses to come to Newark,” Taylor said.

Since 2018, the village has seen a steady increase in construction, with over $36 million in building projects, both residential and commercial. The projects have included completely new construction and rehabilitation of properties.

Part of the rehabilitation of Newark was making the community more walkable. The village focused on the Erie Canal, which runs through the heart of the village.

The village of Newark’s Central Park is located on South Main Street and serves as the site for many village events. The local farmers market also calls it home every Tuesday from mid-June to mid-October.

A view of the Erie Canal from downtown Newark.

The canal offers a picturesque setting for a walk.

License plate recognition technology amplifies, speeds up parking enforcement

By DANI MESSICK | The Municipal

Parking enforcement: It’s a tedious task and not particularly exciting for enforcement officials, but it’s a necessary function that must be navigated by communities.

“People definitely like to stay beyond the time limit, or use varying payment methods,” said Jesten Ray, parking services community programs coordinator with Spokane, Wash. “They might pay points for two hours, and then they might use a credit card for two hours, and then previously they’d do a mobile app for two hours.”

During busy times of the day or year, it’s even more critical that cities ensure parking spaces are available for those who need them. License plate recognition technology in Spokane is helping to ensure efficiency in this process for the city, which has a population of about 220,000.

“LPR has the potential to help you do enforcement. It’s another tool. For us, we have a large downtown, so we don’t necessarily walk the beats, we drive vehicles there which enables us to get around much faster. We wanted a method that would help us get around for enforcement.”

The technology has been available since the 1970s, when it became popular in the United Kingdom. After improvements in technology gave birth to license plate recognition cameras and the software to

ABOVE: License plate recognition technology is proving to be more efficient than foot patrols in controlling larger areas of a city. A license plate reader can read between 4,000 and 6,000 plates a day, whereas an officer walking the street might read as many as 1,000 plates. (Shutterstock.com)

use them became user-friendly, the systems blew up in the 1990s and then slowly made their way to the U.S., where enforcement officials often drive or walk perimeters to read plates.

“It’s becoming more and more common, and people are adopting this technology because it makes them more efficient in controlling larger areas versus being on foot,” said Michael Bradner, product manager at Genetec. “A license plate reader can read between 4 and 6,000 plates a day, whereas an officer walking the street probably would be reading under 1,000 plates.”

Spokane began setting up the hardware through Genetec in January and was busy researching and setting up zones for most of the year.

“It’s a process to get it put up,” Ray said. “We’ve heard it takes a municipality about a year to really learn how to use it, how the system works, and set up the back end. Every city, I think, uses it differently.”

In March, the city implemented the new license plate recognition system, which includes a camera atop parking enforcement vehicles, a computer inside the vehicles and a complex software program that

allows parking control officers to sort through all the vehicles parked in regions across the city. Payment information flows into the computer system as well so enforcement can also see who has paid, along with how long their vehicle has been in a specific parking spot.

“Each block face basically gets its own geofence,” Ray said. “You’re drawing points on a map, a parameter either around a lot or a block face for that zone, and you apply rules to it. Is there a time limit for that area? Is there paid parking in the area? It basically gets all the rules for our citation management system and our permit system pushed into it.”

Ray acknowledged that the department is still learning to differentiate certain parts of the zones, such as commercial loading zones, which have different rules than customer parking. Spokane has about 400 zones right now.

She and her staff are still very early in the process and are still determining how often data should be reviewed, as well as what data should be reviewed.

“We obviously have all the data. It’s just how we want to use it,” Ray said. “It’s learning how to use what we have.”

Genetec’s camera system recognizes the characters on a license plate and converts them to readable values for the computer to process. It’s a system that has the potential for many uses.

“The license plate recognition cars are generally driving for eight to 10 hours a day, reading license plates. You could use that to do parking studies,” Bradner said. “You want to know what areas are frequently used because you might want to increase the rates, increase the turnover, or you may want to say, ‘in this zone, I have more permits than I have people who are coming into the city’ and you may decide to adjust how each zone is divided.”

In Europe, such technology is now being used to determine the need for electric vehicle charging stations. Bradner said that’s a use that could become more valuable to American municipalities in the future.

Cameras on top of parking enforcement vehicles in Spokane, Wash., read license plates quickly and accurately to determine whether drivers are following parking rules in a zone. (Photo provided by city of Spokane)

He added that having strong product support and consumer reliability from the company that sources the tech is important for implementing license plate recognition software.

“The other thing, I think, is privacy. You know you’ve got a license plate on this street at this time, and you want to make sure this data is secure and not being used for other purposes.”

ABOVE: Two cameras sit atop the parking enforcement cars. (Photo provided by city of Spokane)

To list your upcoming conference or seminar in The Municipal at no charge, call (800) 733-4111, ext. 2307, or email the information to swright@the-papers.com.

JULY

July 11-13 AARTBA Public Private Partnerships in Transportation Conference

Grand Hyatt, Washington, D.C. https://connect.artba.org/ events/p3-2023

July 12-14 ACMA Summer Conference

Loews Ventana Canyon, Tucson, Ariz. https://azmanagement.org/ events

July 12-14 ASCE/APWA

Alabama Summer Meeting Perdido Beach Resort

Orange Beach, Ala. http://alabama.apwa.net/ EventDetails/28671

July 14-18 Florida Fire Chiefs Association Executive Development Conference

Naples Grande Beach Resort, Naples, Fla. https://www.ffca.org/edc

July 16-19 NAPO’s 45th Annual Convention

Hilton Universal City, Los Angeles, Calif. https://www.napo.org/events/ upcoming-events/

July 16-20 CADCA 22nd Annual Mid-Year Training Institute

Gaylord Texan, Dallas, Texas https://www.cadca.org/events

July 17-19 AWRA Summer Conference

Denver, Colo. https://www.awra.org/

July 19-20 Colorado Association of Municipal Utilities Annual Conference

Beaver Run Resort, Breckenridge, Colo. https://www. coloradopublicpower.org/

July 21-23 IACP Summer Conference

Crowne Plaza Hotel, Indianapolis, Ind.

https://www.iacop.org/midwinter-conference-tradeshow

July 21-24 NACo Annual Conference & Expo

Austin Convention Center, Travis County, Austin, Texas https://www.naco.org/ events/2023-naco-annualconference-exposition

July 22-25 TFCA Annual Conference

Embassy Suites, Murfreesboro, Tenn.

https://www.tnfirechiefs.com/ conferences

July 22-25 Tennessee Municipal League 83rd Annual Convention

Renaissance Nashville Hotel, Nashville, Tenn.

https://www.tml1.org/

July 27-30 Municipal Association of South Carolina Annual Meeting

Greenville, S.C.

https://www.masc.sc/ association-events/annualmeeting

July 28-Aug. 2 71st Annual FPCA Summer Training Conference & Exposition

Hyatt Regency Coconut Point, Bonita Springs, Fla.

https://fpca.com/summerconference/

AUGUST SEPTEMBER

Aug. 1-5 Louisiana State Firemen’s Association 118th Annual Conference

Crown Plaza Executive Center, Baton Rouge, La.

https://www.lsfa.net/index. php/events/lsfa-118th-annualconference

Aug. 3-5 Louisiana Municipal Association 86th Annual Convention

Alexandria, La.

https://www.lma.org/LMA/ Events/Annual_Convention/

Aug.13-16 ITE 2023 Annual Meeting Connecting People & Communities Oregon Convention Center, Portland, Ore.

https://www.iteannualmeeting. org/

Aug. 15-17 FLAGFA Shores Resort & Spa, Daytona Beach, Fla. https://www.flagfa.org/future_ dates.php

Aug. 15-18 Building Officials Association of Texas Annual Conference

Texas A & M Conference Center, College Station, Texas https://boatx.org/boatconferences/

Aug. 16-18 Fire Rescue International IAFC 150th Anniversary

Kansas City Convention Center, Kansas City, Mo. https://www.iafc.org/events

Aug. 20-Sept. 3 League of Arizona Cities & Towns Annual Conference

JW Marriott Tucson Store Pass Resort, Tucson, Ariz. http://azleague.org/103/ Annual-Conference

Sept. 13 NYC Watershed Science & Technical Conference

Bear Mountain Inn & Conference Center, Tomkins Cove, N.Y.

https://www.nywea.org/ SitePages/Education-Outreach/ Events-Conferences.aspx

Sept. 13-14 IRWA Fall Conference

Moscow, Idaho

https://www.idahoruralwater. com/

Sept. 13-15 FLAGFA Fall Conference

Tradewinds Island Grand, St. Pete Beach, Fla.

https://www.flagfa.org/future_ dates.php

Sept. 20-22 League of California Cities Annual Conference & Expo

SAFE Credit Union Convention Center, Sacramento, Calif.

https://www.calcities.org

Sept. 20 & 22 WASWD Fall Conference

Clearwater Casino, Suquamish, Wash.

https://www.waswd.org/ midconference

Sept. 21-23 North Dakota League of Cities Annual Conference

Bismark Event Center, Bismark, N.D.

http://www.ndlc.org/223/ Annual-Conference

Sept. 24-27 FIERO Station Design Symposium

EDT, Greenville, S.C.

https://www.fieroonline.org/ symposia-and-workshops

VMAC empowers municipal work truck fleets to work better than ever

By MELISSA VASEY | VMAC

VMAC is a world-class air compressor and multi-power system manufacturer specializing in mobile air solutions for modern fleets. In addition to being the only provider of UNDERHOOD and Direct-Transmission Mounted air compressors, VMAC produces a full suite of abovedeck air compressors and multi-power systems. VMAC’s innovative systems have revolutionized mobile work, but these innovations mean little until they are put to work by fleets worldwide.

Air systems designed for municipal fleets

Every VMAC air compressor and multipower system is built with a clear intention: to empower fleets to work faster and safer while reducing costs.

When new VMAC products are developed, it starts with a need. VMAC works closely with dealers and their customers to understand modern fleet needs and pinpoint where existing products aren’t meeting them. From there, an ideal product is imagined; the most important specs are clearly defined; and it’s

up to the VMAC team to turn the vision into a reality.

If an imagined product can’t be developed to meet the required specs, the idea is tossed in the recycling bin and VMAC has the scrapyard to prove it. But many ideas succeed, and it’s through these relentless attempts to push the envelope that VMAC has turned ambitious concepts into a new physical reality.

After a new breakthrough product is developed, fleets are instantly empowered to work

faster, safer and more cost-effective than before.

VMAC empowers fleets to reduce operating costs

One of VMAC’s ongoing product goals is to reduce operating costs for fleet managers, which is accomplished in a few ways: rightsizing and reducing gross vehicle weight, reducing idling, and offloading engine hours and wear.

Every VMAC air compressor and multipower system is built to be as small and lightweight as possible without compromising quality or power. Choosing these systems over the alternative can reduce GVW by hundreds to thousands of pounds. As a result, fleets can right-size their vehicles using compact air equipment that frees up payload.

In addition, many of VMAC’s systems are designed to run without idling the vehicle,

ABOVE: Here, VMAC’s innovative team of 170-plus employees is pictured at the company’s headquarters. (Photo provided)

which keeps the vehicle engine hours lower. By offloading the engine work to an air power system, fleets can go longer before hitting service and maintenance intervals and extend the vehicle’s total useful life.

Meanwhile, VMAC air systems are designed to outlast the life of the vehicle and have no problem keeping up with these demands.

VMAC empowers fleets to get more done VMAC air compressors and multi-power systems exclusively utilize rotary screw technology, empowering fleets to get more work done.

Rotary screws have proven to be a superior air compressor technology, yet reciprocating air compressors are still a common sight due to their lower upfront cost. However, what fleets save in the short term with reciprocating compressors, does not make up for the losses in the longer term.

From a productivity perspective, reciprocating compressors don’t come close to the performance of rotary screw compressors. Reciprocating air compressors use pistons that move up and down, trapping air in a cylinder and then pushing it into a smaller space.

For every forward stroke, there’s a backward stroke where air isn’t being compressed. Due to this shortcoming, reciprocating compressors must collect air in an air receiver tank before the compressed air can be used. It’s not uncommon for this to take several minutes.

By contrast, rotary screw air compressors spin continuously, using the rotor lobes to trap and compress air. This compressed air is available immediately at a 100% duty cycle, allowing operators to get straight to work and keep working until the task is complete without the need for an air receiver tank. As a result, jobs finish faster than ever before.

VMAC empowers fleets to work safer

Everybody deserves to go home at the end of the day, and that’s why safety continues to be a priority at VMAC.

VMAC obtained the Occupational Safety Standard of Excellence Certificate of Recognition in 2022 and the OSSE Safety Pinnacle Sapphire Award in 2023. The company is proud to utilize a safety management system that meets the highest standard, and that commitment to safety extends beyond its manufacturing facility and into the real world.

For example, VMAC’s new multi-power products have been designed with noise

reduction as a priority. Reducing noise improves communication on the job site, which in turn helps prevent accidents and reduces the risk of permanent hearing loss.

The 6-in-1 Multifunction Power System with Cat® Power is 69.75 decibels at low idle, 74.25 at high idle, and becomes silent when in Standby mode. Similarly, the 5-in-1 Multifunction System, Powered By Honda, is only 59 decibels at low idle and 73 decibels at high idle. These noise reductions are significant since decibels increase exponentially, and construction laborers are exposed to an average of 93 decibels a day.

Partner with VMAC for your fleet’s compressed air needs

VMAC’s focus on innovation, coupled with a commitment to serve the needs of municipal fleets worldwide, has resulted in mobile air products that empower fleets to work faster, safer and more efficiently than ever before. Through its rotary screw technology, VMAC enables fleets to get more done, while its emphasis on reducing operating costs and improving safety allows fleets to work better than ever.

A VMAC demo truck displays a 6-in-1 Multifunction Power System and other air systems. (Photo provided)

VMAC air compressor systems are the ideal choice for municipal fleets in North America. (Photo provided)

Ergonomic Safety Ladders Prevent Accidents and Increase Productivity

Municipalities across the United States have been receiving praise from both mechanics and management for their decision to bring LockNClimb ergonomic safety ladders into the maintenance shop. Mechanics like them because their work is faster, safer, easier and they work in more comfort to reach service points than by any other method. Management likes them because they help prevent accidents and injuries which means more productivity higher morale, faster vehicle maintenance turn-around and lower costs. Using these ladders is a win-win-win for the mechanics, management and the municipality. Features include:

• Rated as 300-lb. 1-A Special Purpose Ladders. • Meet OSHA and ANSI specifications.

• 6061-grade aluminum patented support frames.

• Commercial grade wheels for easy rolling.

• Yellow safety handrails on both sides.

• Protective rubber padding on railbacks and treads.

• Rubber drop bumpers on sides of ladders.

• Slip-resistant extra wide comfort treads.

• Replaceable brass and rubber feet.

• Less than .1% repair rate after 3 years.

• 100% made in the U.S.A.

LockNClimb has designed ladder systems to serve the needs of work vehicle maintenance personnel in most all segments of the trucking industry including redi-mix, utility, solid waste, and dump trucks in addition to passenger buses. Web links to videos showing LockNClimb ladders in use are included in the descriptions below the photos. For more information and to save by buying direct from the manufacturer call (620) 577-2577 or visit www.truckingladders.com.

The LockNClimb platform ladder slides easily around 42-inch or 44-inch tires on many types of work trucks. Video:

The LNCEXTTRKFIBER is the ladder of choice to reach high service points on dump trucks, class 8 trailers, solid waste and redi-mix trucks video: https://vimeo.com/656212576

LockNClimb ladderstands provide ergonomically safe methods for mechanics to reach service points on all types of vehicles including school buses. https://vimeo.com/441633959

The 44LNCTRKENG allows safer direct access into the side chute door on solid waste trucks to work on hydraulics and other maintenance points. https://vimeo. com/504214206

“Ladders designed by mechanics, for use by mechanics.”

Have

questions on equipment or applications? ASK

South Florida selects CentralSquare Unify to increase interoperability for coordinated emergency response

LAKE MARY, FLA. CentralSquare Technologies, an industry leader in public sector technology, announced the expansion of CentralSquare Unify (CAD-to-CAD) to a multi-jurisdictional area of south Florida, simplifying collaboration between connected public safety agencies and accelerating response times in the region, making first responders more accessible to our communities and enhancing the safety of our citizens. This addition marks CentralSquare’s 31st Unify network deployment across the U.S.

“CentralSquare’s Unify networks use real-time data sharing to improve operational awareness, ensuring the safety of first responders on-site and enabling faster response times to people in need throughout the region,” said Erin Bunner, vice president of product, public safety at CentralSquare Technologies. “Information that would previously be relayed through phone calls across agencies can now be entered into a bi-directional interface so that no matter what systems these south Florida agencies are operating on, they can develop a coordinated response plan.”

Florida police and emergency medical services must be not only prepared to respond to manmade accidents and emergencies but also to the many natural disasters the state faces due to climate conditions. CentralSquare’s Unify technology will help south Florida improve interagency collaboration to effectively respond to the scale of emergencies of any kind to get to the scene quicker and more effectively support citizens and communities in need. Unify provides true situational awareness for the entire region through the ability to share accurate, real-time mobile data securely between cooperating agencies and responders with a CAD-to-anywhere approach.

“In my over 35 years in law enforcement, I found it vital to have interoperability and communication between all first responders to make intelligent, effective responses to manmade and natural disasters. The more information we have and share with our first responders — both at the scene and command post — the better as it will save lives, sworn and civilian, property and money,” said Bernadette DiPino, a former Florida chief of police and CentralSquare advisor. “I remember when police and firefighters responded to scenes and never truly worked together. There was always a clear line in the sand between us as to what our roles were, even though many times officers ran into burning buildings and firefighters helped subdue criminals.”

Agencies using Unify are seeing a 50% reduction in transferring phone calls with neighboring agencies, saving an average of 30 seconds to two minutes, enabling faster responses and increased workflow efficiencies to dispatch the closest, best available units to any incident across jurisdictional boundaries. By implementing Unify, south Florida will connect beyond borders to build a safer, smarter and more connected community.

As CentralSquare grows the number of networks using Unify across the country, there will be more opportunities for agencies to employ this technology for information sharing with partner agencies and organizations, such as hospitals, schools or universities, utility companies, roadside services and more — creating fully interoperable communities.

For more information on CentralSquare Unify: https://www.centralsquare.com/solutions/public-safety-software/unify-cad-to-cad.

Registration now open for 11th annual 9/11 Memorial Stair Climb at Lambeau Field in Green Bay

APPLETON, WIS. Pierce Manufacturing Inc., an Oshkosh Corporation company, announced registration is now open for the 11th annual 9/11 Memorial Stair Climb at Lambeau Field in Green Bay, Wis. Co-sponsored by Pierce and the Green Bay Metro Fire Department, this year’s climb will take place on Saturday, Sept. 9, 2023. The gathering welcomes all who desire to pay tribute to the 343 firefighters who perished on Sept. 11, 2001. All proceeds collected support the National Fallen Firefighters Foundation (NFFF). For more information and to sign up in advance, visit piercemfg.com/climb.

The 9/11 Memorial Stair Climb at Lambeau Field has grown into one of the largest events of its kind in the nation. Last year’s record attendance exceeded 2,800 members of the fire service, their families, friends, and community members who helped raise more than $180,000 for the National Fallen Firefighters Foundation in 2022.

“Over two decades have passed since 9/11, but the memory of that day is still deeply ingrained in our minds. Our yearly memorial stair climb serves as a modest tribute to the firefighters who lost their lives on that fateful day,” stated Chief Matthew Knott from the Green Bay Metro Fire Department. “We’re thankful for the chance to enable individuals to acknowledge these brave souls and to generate funds for the invaluable support offered by the NFFF.”

On the iconic Lambeau Field steps, participants will undertake a climb equivalent to 110 stories — the height of the collapsed World Trade Center towers. Climbers are given an honor badge displaying the name and picture of a fallen firefighter, representing the ascent they faced on that tragic day. Upon reaching the height of the 78th floor of the towers, the highest point reached by firefighters on 9/11, each climber rings the fire bell in tribute to the fallen hero on their badge. The stair climb is not a competitive race, and participants are free to climb to any level they choose.

Event details include:

• Event registration is $35 per climber through July 8, 2023, $40 per climber July 9- Aug. 12, 2023, and $45 per person through the day of the climb.

• Pre-registrants will receive an event t-shirt if registered by Aug. 12, and all climbers will receive an honor badge.

• Climbers can pre-register and check in the evening before the climb on Sept. 8 from 4-7 p.m. near Lot 5 at Lambeau Field.

• An opening ceremony will take place at 9 a.m. on Sept. 9, featuring the Presentation of the Colors, National Anthem, comments from the NFFF and a prayer. Climbing safety guidelines and instructions will be announced prior to the bagpiper procession into the stadium.

• Start times will be organized into 10-minute waves of 343 climbers and will be assigned on a first-come, first-served basis.

• Entertainment will be provided on the stage near the Kwik Trip Gate for event supporters and participants waiting to climb.

• Pre-registration, event details, and FAQs are available on the Facebook event page or at piercemfg.com/climb.

Pierce and the Green Bay Metro Fire Department support the NFFF’s mission to develop and expand programs to honor and remember America’s fallen fire heroes and provide resources to assist their families in rebuilding their lives. Through the Fire Hero Family Network, support networks, conferences, workshops, and scholarships, the NFFF has led a nationwide effort to develop and expand programming for the entire fire service community.

“The events of 9/11 are of great significance to today’s fire service as they symbolize the immense sacrifice, courage, and dedication in the face of unparalleled adversity,” said Bob Schulz, president of Pierce Manufacturing. “The tragic loss of 343 firefighters during the 9/11 attacks serves as a constant reminder of the inherent risk firefighters face in their line of duty and strengthens the sense of camaraderie and unity as we honor those who made the ultimate sacrifice. The 9/11 Memorial Stair Climb allows us to come together as a community to show we will never forget, and to support the fire service beyond the apparatus we build each day.”

For more information about Pierce Manufacturing, the NFFF and the 9/11 Memorial Stair Climb, visit www.piercemfg.com/climb.

Registration opens for NTEA’s 2023 Executive Leadership Summit

FARMINGTON HILLS, MICH. The commercial vehicle community will gather at Saint John’s Resort in Plymouth, Michigan, for NTEA’s Executive Leadership Summit, featuring a full-day program Sept. 21, 2023, and an evening welcome reception Sept. 20.

This annual conference addresses marketplace dynamics currently impacting work truck industry companies. During this event, chassis OEMs, economists, data analysts and industry leaders will share targeted information, including key trends, forecasts and insights. Content is designed to further commercial vehicle industry knowledge, growth and profitability.

“Today’s businesses face a multitude of challenges as well as opportunities and are looking for ways to maintain that competitive edge,” said Jennifer Mitchell, NTEA senior director of content development. “Executive Leadership Summit provides a powerful forum where commercial vehicle industry leaders can share and expand their knowledge on issues, trends and opportunities that can drive their business operations today and in the future.”

Conference topics include:

The Industry Today and Tomorrow:

Viewpoints From Multi-Stage Manufacturing Leaders

• Maximizing Your Talent Resources

• State of the Industry: Chassis OEM Perspectives

• Trends Impacting the North American Commercial Vehicle Population

Work Truck Industry Economic Overview and Market Forecast

Featured presenters:

• Charles Bowles, Director of OEM and Strategic Initiatives, Trader Interactive

• Brian Daniels, Vice President Vocational National Accounts Freightliner and Western Star, Daimler Trucks North America

Moderator John Davis, Host/Creator/Managing Director, MotorWeek

Andrej Divis, Director, Automotive, Global Heavy Truck Research, S&P Global Mobility

• Brian Gagnon, Director of Supply Chain and Systems Integration, Fontaine Modification

• Mark Hazel, Associate Director – Commercial Vehicle Reporting, S&P Global Mobility

• Kevin Koester, Managing Director, NTEA

• Steve Latin-Kasper, Senior Director of Market Data & Research, NTEA

• Amy Hirsh Robinson, Chief People Officer, King’s Hawaiian

• Jon Sievert, CEO, Casper’s Truck Equipment

• Dave Sowers, Head of Ram Commercial Marketing, Stellantis

Pricing and registration

Advance pricing ($399 NTEA member/$599 nonmember) is available when registering by Tuesday, Aug. 29, 2023. After this date, rates increase to $499 NTEA member/$699 nonmember.

Visit ntea.com/executivesummit for event details, including a full schedule, speaker bios, and hotel and registration information.

ABOUT NTEA

Established in 1964, NTEA — The Association for the Work Truck Industry, a 501(c)(6) organization, represents more than 2,100 companies that manufacture, distribute, install, sell and repair commercial vehicles, truck bodies, truck equipment, trailers and accessories. Buyers of work trucks and the major commercial truck chassis manufacturers also belong to NTEA. The Association provides indepth technical information, education, and member programs and services, and produces Work Truck Week®, Green Truck Summit, Commercial Vehicle Upfitting Summit and Executive Leadership Summit. The Association maintains its administrative headquarters in suburban Detroit and government relations offices in Washington, DC, and Ottawa, Ontario, Canada.

News releases regarding personnel changes, other non-product-related company changes, association news and awards are printed as space allows. Priority will be given to advertisers and affiliates. Releases not printed in the magazine can be found online at www.themunicipal.com

Call (800) 733–4111, ext. 2307, or email swright@the-papers.com.

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Hurricane and Cheat Lake, W.Va.

By RAY BALOGH | The Municipal

Two small towns in West Virginia have had names thrust upon them that indicate more drama than they ever experienced.

Hurricane never had a gale-force storm rip through its downtown and Cheat Lake never actually “cheated” anyone.

Cheat Lake, once dangerously contaminated, is gradually making its way back to health through the efforts of local environmental groups.(Shutterstock.com)

objectives and goals for the next 50 to 100 years. The City of Hurricane exemplifies great leadership, determination and resourcefulness for a bright future.”

CHEAT LAKE

The modest municipality of Cheat Lake, population 10,187, is overshadowed in every way by the manmade body of water which bears the same name. And the original lake is consigned to a footnote in history, thanks to that same body of water, created by the hydroelectric dam constructed in 1926.

HURRICANE

In 1774 a party of surveyors commissioned by George Washington arrived at the mouth of a creek and found a grove of trees all bent in the same direction. Surmising the trees were damaged by a hurricane, they called the location “the place of the hurricane.” Subsequently, the creek became known as Hurricane Creek, and by 1811, early Virginia maps named the settlement Hurricane Bridge.

An equally plausible explanation for the oblique foliage, however, was that the trees grew in swampy soil and were gradually bent by decades of robust prevailing winds.

Nevertheless, the undocumented legend stuck, and so did the name.

Hurricane Bridge became a stagecoach stop and burgeoning livestock market center. In 1873 a single-track railroad slightly relocated the settlement, bringing hotels and stores to the area, which then became known as Hurricane Station.

When the town was incorporated in 1888, it acquired the formal name of Hurricane.

The town’s location was ideally situated between the larger cities of Charleston and Huntington and began to grow rapidly, facilitated significantly by the construction of an interstate connecting the two cities. The population rose to 3,000 in the 1970s, elevating the town to a city. The population in 2020 was 6,977, and the city continues to be one of the fastest growing municipalities in West Virginia.

The city has never taken its success for granted, as indicated by the current mayor’s welcome message on the city’s website, hurricanewv.com:

“Welcome to one of the most progressive communities in the state with many amenities such as indoor/outdoor recreation, parks, retail shopping, entertainment and a business climate that is second to none. The City of Hurricane was ranked the second fastest growing community for the past 10 years, according to the U.S. Census Bureau.

“The City continues to strive in providing its residents and businesses with top notch services and infrastructure to succeed. Our path forward is not focused on today or tomorrow, but how we can achieve our

The original indictment of “cheating” was rather weak, sounding like conviction based on hearsay, with the only accusation on record from “The West Virginia Encyclopedia”:

“Roots of laurel and hardwood leaves tint the water, hiding sharp rocks and treacherous currents. This led to drownings which some say caused settlers who began to live along its banks before the American Revolution to say the river ‘cheated’ people of their lives.”

George Washington surveyed the area in September 1784, and by the early 1800s, Cheat Mountain was the centerpiece of a growing iron industry for half a century.

Collateral industries boat making, sawmills, nail factories sprang up to support the export of the iron ore.

In 1910 planning began on a hydroelectric dam to provide electricity. The dam was to be 1,000 feet wide, 125 feet high and would form a 1,729-acre lake. The dam’s four 18,000-horsepower turbines would churn out 52 megawatts of power.

The dam opened and the new lake was created in 1926. The lake was called Lake Lynn after the power company’s president, but the residents raised such an uproar the U.S. Board of Geographic Names officially renamed it Cheat Lake. Apparently, the townsfolk were not about to be “cheated” out of the name they had grown so fond of.

The lake eventually became contaminated and drastic remediation efforts needed to be put into place. Major efforts were launched to clean up the lake, culminating in the formation of the River Promise Task Force, whose mission is to clean up the waters, stop pollution and work to restore the marine ecosystem.

Efforts continue, and according to a current entry on cheat.org/ about-the-cheat-watershed:

“Due to the ongoing work of FOC and the River of Promise Task Force, the Cheat River main stem, once completely devoid of life, is no longer considered impaired for pH, and aquatic communities have returned, including pollution-sensitive walleye. Fish can be found throughout the entirety of the river and populations in Cheat Lake show continued growth and diversity.”

No desperate preparations against the gale can be seen in Hurricane, W.Va. (commons.wikimedia.org/wiki/File:Hurricane_ West_Virginia.jpg)

Most-searched GIFs by state

Since the early 2000s, American culture has embraced GIFs as a way to express emotion online. A moving picture or character catches the attention of digital readers, momentarily drawing them in to share the joy of good news or the despair of sad news. In the case of several states, they also appear to offer the unity of a shared affection for cats.

The Kinetic by Windstream internet service provider has used Google-related queries to find the most-searched GIFs across the United States for the last five years, applying a keyword research tool to track and analyze the most relevant GIF

searches by state. During those five years, some states’ most searched GIF stayed the same — such as South Dakota and “Happy Birthday.” Other states, however, were more on trend: Five years ago, the top search for people in Massachusetts was “dab GIF,” and two years ago, “Baby Yoda GIF.”

Last year’s Top 10 searched-for GIF terms are below, along with the states that put them at the top of the list. If your state isn’t included here, visit the website to see the most popular GIF search term where you live.

1. “Happy Birthday” — Maryland, New Jersey and New York

2. “Thank you” — Hawaii

3. “Congratulations” — Florida, Georgia, South Carolina and Virginia

4. “Good night” — New Mexico

5. “Cat” — Alaska, Idaho, Oregon, Vermont, Washington and West Virginia

6. “Crying” — Washington, D.C.

7. “Yes” — Arkansas, Colorado, Indiana, Iowa, Kansas, Kentucky, Michigan, Minnesota, Nebraska and Ohio

8. “Funny” California, Missouri, Montana, New Hampshire, North Dakota, Oklahoma, South Dakota, Texas, Tennessee, Utah, Wisconsin and Wyoming

9. “Friday” Nevada

10. “Red” Maine, Massachusetts and Rhode Island

Source: https://www.getwindstream.com/resources/every-states-most-searched-gif/.