18 Focus on Parks & Environmental Services: Bridge Builder Program in Albany, Ga., spans gap between community and youth
22 Focus on Parks & Environmental Services: Sarasota brings biodiversity with canopy program
26 Focus on Parks & Environmental Services: Concessions help to grow profitability for parks departments
30 Focus on Parks & Environmental Services: Osceola, Ark., updates court deck in historic Florida Park
36 Fleet Service & Management: Fleet service moves in-house at Sandy Springs
38 Municipal Management: When it comes to homelessness, Albuquerque has ‘A Better Way Forward’
42 Public Works: Mont Belvieu public works plans ahead for city’s growth
46 Streets, Highways & Bridges: History of Rome comes together in downtown space
48 Water & Energy: City utility programs aid those in need
Municipalities across the U.S. face different mowing needs. Land Pride offers a variety of options to ensure a job well done, whether mowing right-of-ways or the local park. The company also has contracts with many cooperative buy groups, making it even easier for municipalities. Learn more on page 10.
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
Jennifer Barton, Beth Anne Brink-Cox, Lauren Caggiano, Nicholette Carlson, Denise Fedorow, Danielle Lund, Janet G. Patterson, Julie Young
Parks the great ambassador
Sarah Wright | Editor
Livability has been a buzzword for quite some time. We all want to find a home in a community with livability. Cities want to be that home and take efforts to increase their livability, whether it is focusing on affordable housing, improving walkability, ensuring there is adequate health care, prioritizing economic prosperity and so on. Entertainment and recreation are a big component to creating a livable city. I would say in many ways parks and recreation departments are very much the ambassadors of their cities, engaging would-be residents, long-time residents and visitors alike.
Whether it is providing desirable amenities or hosting programs or festivals, parks and recreation departments bring people in. They create a respite from our busy lives by connecting us with the natural world. They may even drive private investment. Finally, they can provide residents with healthy
physical activity. City Parks Alliance notes on its website, “Parks also reduce the costs of health care: maintaining healthy weight saves $1,861 per person in health care costs per year.”
I know I have benefited from the local parks, traversing their trails while marveling at my surroundings and taking copious bumblebee photos. Now that I have a folding kayak, I’ve been taking to the public waterways. I have to give a shout-out to the local Fidler Pond Park. This park started its life as a gravel pit before being transformed into a 100-acre park, with canoe, kayak and pedal boat rentals; catch-and-release bank fishing; swinging benches; and a walking trail. It is truly a gem for the Goshen, Ind., community and makes for a relaxing paddle. It then captures some of my dollars since I’m not visiting Goshen without spending money at its many great businesses.
This issue of The Municipal focuses on this unique role that park departments play within their community. Our lead article by Denise Fedorow highlights an important program that the Albany, Ga., park department has introduced to connect its youth with activities and hangout spaces during the summer with the help of community partners. The
Bridge Builder Program became a necessity when a major hangout for teens, the Stardust Skate Center, closed. The program has been so successful that teens have asked that it continue into the fall.
Funding is always a concern for parks departments. Writer Nicholette Carlson talked with park departments that operate concession stands. Those she spoke with had good experiences and have been able to use funds from these efforts to support park projects that the normal budget can’t cover.
On the more environmental side, writer Danielle Lund shares information about Sarasota, Fla.’s, urban tree canopy program. This program is ensuring the community has a healthy tree canopy that encourages biodiversity. It’s also bringing residents on board.
Last but not least is the community of Osceola, Ark., which is taking steps toward becoming an ideal place to live, work and play. As part of that mission, writer Julie Young spotlights the rejuvenation of its Florida Park. It’s been a passion for Michael Ephlin, director of parks and recreation for Osceola, who wants to bring the park back to its heyday for the community’s youth.
Enjoy what warm days remain this October. I know I’ll be paddling while I can. M
Save time by using cooperative purchasing
By DEE WARREN | Land Pride Vice President - Marketing & Internal Operations
State and local governments manage around 199 million acres — or 8.7% — of the land in the United States. Those spaces include roadsides, city and county parks, sports and recreation fields, golf courses, and state parks, forests and wildlife management areas. Many of these spaces require some maintenance, including mowing on a regular basis.
Procurement professionals can save time by using cooperative purchasing, particularly when it comes to ground maintenance. Land Pride offers contracts with many cooperative buy groups, including Sourcewell and Omnia.
Rotary cutters
Roadside maintenance takes a special rotary cutter. First, the rotary cutter should be made by a company that understands how the cutters are used and how they are maintained. Land Pride Cutters have been developed with input from contractors, municipalities, counties and states. The outcome of those collaborative efforts are the Land Pride 7 Series
Rotary Cutters, available in 10-, 12- and 15-foot models and matched to tractors from 50 to 250 horsepower. Land Pride also has 20-foot models for airports, set-aside acres and other open spaces.
The RC57 is the roadside workhorse of the family. It is heavy-duty, easy to maintain and boasts a number of Land Pride exclusive features. From the tip of the LP Performance Hitch to the end of the patented Parallel Pivot™ Axles, this feature-rich machine is one of best choices for right-of-way maintenance. These unique Parallel Pivot Axles provide the operator with unmatched ground contact for improved holding power on side hills and
uneven terrain. The axles pivot on a central shaft that allows the tires to remain parallel to one another while never losing contact with the terrain. The axles can be equipped with laminated tires, used aircraft tires or new tires, and can be foam-filled if required.
The three remaining exclusive features really make the RC57 stand out in a competitive crowd. Among them is the flip spacers speed height adjustment. By simply opening or closing the flip spacers, the height is raised or lowered. The sliding center shield offers quick access to the maintenance points on the u-joints and for maintenance of the slip clutches. Lastly, Land Pride’s all-new Deck Armor™ provides the protection of a deck ring while maintaining cut quality keeping the cut smooth, even and looking good; something that municipalities and contractors value in right-of-way maintenance.
Roadside mowers need to be durable and dependable. The Land Pride RC57 is just that.
All photos provided by Land Pride
It comes equipped with drivelines that are easy to maintain, shortening the time to maintain them, meaning the cutters are cutting. Big among commercial mowers are the beveled skid shoes on the wings to prevent gouging, the fully welded decks for added strength, and the replaceable side skirts so when that inevitable accident happens, the side panel damage can be repaired with a wrench instead of a torch and welder. Additionally, there are LED light kits to help put safety first.
Wide open spaces need wide area mowers
Maintaining grassy areas in parks, sports fields or in other state- and municipal-owned spaces is a full-time job. The grasses are usually turf or ornamental rather than the taller, tougher and harder to mow grasses along roadsides that would require a rotary cutter. These spaces are uniquely suited for wide area mowers.
Wide area mowers, like Land Pride All-Flex Mowers, make the task of turf maintenance more manageable. All-Flex Mowers are well suited for mowing green spaces, sports fields and other large, open spaces. They feature three decks with three blades per deck for a total cutting width from 11- to 22-feet in heights from 3/4 inches to 5-1/4 inches. With their sleek frame design and precision engineering, operators can make tight turns with no windrows; the tight turn radius is comparable to a zero-turn mower with much faster results. The efficiency that a Land Pride AFM provides allows operators to mow nearly 10 acres per hour with the 22-foot model.
Fleet managers looking to spend tax dollars intelligently should look for wide area mowers that offer ease-of-maintenance features. Maintenance of any mower, but especially fleet mowers, is an important factor in limiting downtime and lengthening the life of the machine. All-Flex Mowers manufactured by Land Pride offer several ease-of-maintenance features like easily accessible blade spindle bearings, wheel bushings and wing pivot points that allow operators the ability to perform needed maintenance quickly and get back to mowing. Units that are not easy to maintain usually mean maintenance is done less frequently leading to downtime and shortened service life.
Consult a municipal sales professional Roadside and wide area mowing offers unique challenges for municipalities. Consultation of
Through cooperative buying, grounds maintenance managers have access to needed equipment like rotary cutters, seeders and mowers while also making the most of their equipment budgets.
an experienced professional can ensure that municipalities and contractors get the right mower for their needs. To make the buying process less time consuming for municipalities, there are many cooperative buying groups that government agencies can be a part of.
By purchasing through a cooperative contract, grounds maintenance managers in many government agencies can take advantage of the time- and money-saving benefits
that the contracts provide. Land Pride offers contracts with several, including Sourcewell and BuyBoard, just to name two. Cooperative buying groups make sure everything is transparent. For guidance, make sure you talk to a municipal sales professional at a local dealer. They are more than willing to assist municipal customers with their mowing needs. M
For information, visit www.landpride.com.
The Land Pride RC5715 paired with Kubota Tractor is an excellent roadside mowing package for municipal and contractor applications.
Can you dig it?
OKC’s Museum of Osteology
By JULIE YOUNG | The Municipal
Make no bones about it: the Museum of Osteology in Oklahoma City, Okla., has a lot of skeletons in its closets — and on display as well. In fact, the facility is literally rattling with the remains of over 8,000 specimens across 1,500 species, making it the largest privately held osteological collection in the world.
Skulls unlimited
The origins of the Museum of Osteology can be traced to 1973 when 7-year-old Jay Villemarette found a dog skull while walking in the woods. He showed the specimen to his father, who saw the young boy’s enthusiasm and encouraged his osteological and archeological pursuits. Over the next five years, Jay’s collection grew so much that he was able to enter it in his sixth-grade science fair as well as the Oklahoma State Fair, where he ultimately took fifth place.
After graduating from high school and marrying his wife, Kim, in the mid-1980s, the newlyweds turned Jay’s unusual hobby into Skulls Unlimited — a business that sold genuine and recreated skulls to academic institutions, museums, nature centers, zoos and others. It wasn’t long before the little mom-and-pop shop became a leading supplier of bone-related specimens.
However, Jay’s personal collection continued to grow by leaps and bounds and included some of the rarest animals on Earth. With the help of his family, he decided to create a place where he could share it with the public, use it for educational purposes and even take it on the road in touring exhibitions.
In 2010, the Villenmarette family opened the Museum of Osteology at 10301 S. Sunnylane Road, Oklahoma City. Today, it is the only skeleton museum in the U.S. and one of the largest such institutions in the world.
The wonders within
ABOVE: SKELETONS: Museum of Osteology contains more than 8,000 specimens across 1,500 species. Pictured are a few of the museum’s larger specimens. (Photo provided by SKELETONS: Museum of Osteology)
Visitors to the Museum of Osteology will find lots to see and do in the gallery, which has over 450 real animal skeletons on display. They can get up close and personal with over a dozen animal skulls in the Explorer’s Corner; walk under a 40-foot whale skeleton; view live flesh-eating beetles; stand toe-to-toe with a 14-foot giraffe; take pictures alongside bones belonging to a grizzly bear, hippo, elephant, rhino and more; complete a scavenger hunt; and win a prize from the museum’s gift shop. The museum also hosts a number of special events throughout the year including a DIY Skullarium make-it-take-it class, educator open houses, owl pellet dissection labs, animal crime scene investigation classes and forensic nights for both kids and adults.
“If you like shows like ‘Law & Order,’ you will love this museum. Especially when you get to solve a case with real skulls,” said Vicki Lampert-Dallas in an online review.
Virginia Bell said she and her family had a great time at the Junior Forensic Night event a few months ago.
“My young bone enthusiast prowled every inch of the place examining every skeleton, reading the plaques, and he even got to pet Sir Indiana Bones, the museum’s resident cat and official mascot. He says we have to come back and do another case.”
Dave Moylan of Applegate, Calif., said anyone who takes the time to visit will have an amazing experience. He said that the museum
Rescue cat Indiana Bones serves as the office cat for SKELETONS: Museum of Osteology; he is also a good ambassador for the museum, showing off its offerings. (Photo provided by SKELETONS: Museum of Osteology)
offers insight into the structure of many of Earth’s creatures as well as a history of what makes each unique.
“We met Jay, the founder, a wonderful man with one of the most unique talents and a penchant for sharing his love. I recommend the museum to anyone,” he said in a Facebook review.
In January, the team at Skeletons: Museum of Osteology began work assembling more than 150 crates that will showcase a new traveling exhibition called “Skeletons: The Wonders Within.” Specimens in the collection include a giant anteater, Nile crocodile, vampire bat and ostrich. The collection is traveling across the continent making stops at a number of science centers, natural history museums, zoos and aquariums.
As the only exhibit of its kind, “Skeletons: The Wonders Within” will change the way folks look at animals forever and is made possible through collaborative efforts of the Science North in Sudbury, Ontario, Canada; Skulls Unlimited; and the Museum of Osteology; as well as Arizona Science Center in Phoenix. Jay said he is excited about the touring exhibition and sees it as a testament to his childhood fascination, which grew into a vocation.
Forensic Night allows participants to explore what forensic anthropologists, law enforcement and investigators can learn by examining human skeletal remains. (Photo provided by SKELETONS: Museum of Osteology)
If you go…
Skeletons: Museum of Osteology is located at 10301 S. Sunnylane Road Oklahoma City, Okla.
Phone: (405) 814-0006
Website: www.skeletonmuseum.com
Admission: Adults (12 and up) $14, Children (3-11) $12
“This is the realization of my lifelong dream, to share the wonders of wildlife, science and osteology with the world,” he said. “Let the bones tell the tales and let the fascination begin!”
A young museum visitor takes time to complete a scavenger hunt.
(Photo provided by SKELETONS: Museum of Osteology)
The Museum of Osteology is a popular destination for field trips.
(Photo provided by SKELETONS: Museum of Osteology)
10,000 LUMENS | WATERPROOF | 360° ROTATING HEAD | STACKABLE
100
Albany, Ga.’s, recreation and parks department is taking steps to engage the community’s youth in partnership with other organizations. The first summer the department’s Bridge Builder Program had 50 kids take part; this summer it had over 100 kids.
$200,000
Caramel Clay Parks and Recreation’s concession stand at its water park brings in approximately $200,000 during the water park season.
Find out how parks departments are using concession stands to add to their funds on page 26.
Consession Stand
$250,000
Mountain Home, Ark., has applied for a $250,000 grant to create ADA-accessible fishing piers and trails around the McCabe Park fishing ponds. In 2021, the city finished its biggest ADA project to date — a $375,000 all-inclusive playground. See the other ways Mountain Home is making recreational spaces more accessible. Source: https://mhobserver.com/ mountain-home-seeking-grants-for-improvements-to-mccabe-park-ponds/.
200
More than 200 private properties, public spaces and pollinator gardens across Georgia — most in urban areas — have been certified sustainable by the Georgia Green Landscape program since 2021. The program provides factbased information to help owners implement sustainable practices in their landscapes.
Sarasota, Fla.’s, Neighborhood Canopy Program aims to enhance urban biodiversity, improve public spaces and create a healthier environment. The program’s budget of approximately $50,000 has allowed the planting of over 100 trees each year.
$150,000
In 2021, Osceola, Ark., applied for and received a 50/50 matching grant from the Arkansas Department of Parks and Tourism to renovate Florida Park. The total award was $150,000, with $75,000 coming from the state and $75,000 coming from the city.
40
It was 40 years ago that biophilia, the human tendency to seek connections with nature, was introduced to the general U.S. population. Recreation and environmental professionals who inte grate biophilia into programming, facility design and other priorities promote a holistic approach to well-being.
Find out more at https://ezine.nrpa.org/nrpa/ParksRecreationMagazine/august2024/index.php#/p/22.
Read how Osceola, Ark., is building an ideal place to live on page 30.
Learn more on page 22.
Read more about Albany’s youth outreach efforts on page 18.
Bridge Builder Program in Albany, Ga., spans gap between community and youth
By DENISE FEDOROW | The
The city of Albany, Ga.’s, Recreation and Parks Department’s Recreation Director Steven Belk, founder of the Bridge Builder Program, credits the community for the success of the program, which recently completed its second summer.
“The star is this community of Albany, Ga. it came together for a common cause. Nationwide we’re seeing challenges among a lot of our youth,” he said. “That age group makes up 60% of our population, but they are 100% of our future, so we have to invest in them. We have to have the same amount of passion for youth that the gang members have that’s how they recruit.”
Belk shared the way the Bridge Builder Program started is when he read in the local newspaper that the Stardust Skate Center was closing. He said that was happening right before summer and the skate center was a major hangout for kids in middle school and high school, ages 12-18.
Belk had recently returned to his hometown and was looking at ways to increase programs and activities for different generations, and when he heard about the skate center, his
immediate reaction was, “We’ve got to do something and I started making calls.”
One of his first calls was to reach out to the “Divine Nine” fraternities and sororities.
“I know every fraternity and sorority has a common cause service,” he said.
And he also knew a lot of the “Divine Nine” fraternity and sorority members were already involved in the community in a variety of ways.
The “Divine Nine” are the nine historic Black Greek organizations that include the fraternities of Alpha Phi Alpha, Kappa Alpha Psi, Omega Psi Phi, Phi Beta Sigma and Iota Phi Theta, and the sororities of Alpha Kappa Alpha, Delta Sigma Theta, Zeta Phi Beta and Sigma Gamma Rho.
Belk was a member of Omega Psi Phi fraternity, and it was there that he learned the poem “The Bridge Builder” by Will Allen Dromgoole.
“It meant a lot to me then and now building bridges for generations. I knew I had to connect with the organizations real fast. The
ABOVE: Teens in the Bridge Builder Program play basketball together. City of Albany, Ga., Recreation Director Steven Belk said even gang members participated in the program, demonstrating that kids from different backgrounds could come together. (Photo provided by Albany Recreation and Parks Department)
Bridge Builder Program is designed to create a safe, supportive environment for teens, and the main objective was to foster camaraderie while promoting intergenerational connections. I needed to work with other mentors who could help them immediately,” he said. “Summer was right around the corner, so we didn’t have a lot of time, and this was an immediate need. What type of activities could we provide?”
He knew that if the teens were left idle, it could cause problems. He contacted the owner of the Stardust Skate Center to find out what sort of things they did to attract the teens. The owner told him that the majority of the teens didn’t skate; they just gathered and hung out.
The owner said the teens played e-games, especially sports games and listened to music.
Belk also tried to purchase the skate floor, thinking they could put it in the Civic Center,
Municipal
Members of the “Divine Nine” fraternities and sororities, like these sorority members, were among the first calls Albany, Ga., Recreation Director Steven Belk made asking for immediate help when he heard the local skate center was closing right before summer. (Photo provided by Albany Recreation and Parks Department)
but the skate center already had an interested buyer, so the city wasn’t able to purchase it.
Belk also called Albany’s fire department and police department, the sheriff’s office, the Boys & Girls Club, YMCA and other nonprofits. He summed up his approach as “I called people who make things happen.”
Then Belk had to get the city’s approval, which he received from the city manager at the time and the assistant city manager after sharing a plausible solution to address the situation. He also received support from city commissioners Jon Howard, and Demetrius Young and the support of Albany’s mayor Mayor Bo Dorough.
“The mayor is fighting to get us better facilities so we can do more things,” he said.
Once he got all the players together, they needed to foster camaraderie with the teens.
“We knew they loved music and loved to eat,” he said with a laugh. “So we worked with a lot of vendors to provide music and food.”
They opened the swimming pool, played basketball and “we created additional programs and activities that weren’t offered at the skate center,” he said.
The program ran for the months of June, July and August. The city had an additional generation of adults coming in, providing time and help, providing games, bringing job skills and resources to families who needed them.
“Each person brought his or her own unique resources and expertise. The police department ensured safety and built trust between law enforcement and the teens, which was vital,” he said.
Video games have been a big draw for teens, so Bridge Builder Program organizers invested in purchasing TVs. (Photo provided by Albany Recreation and Parks Department)
The Boys & Girls Club provided the pool for swimming; Albany Recreation and Parks provided venues and activities; and United Way helped connect families in need with resources.
“Everybody brought something to the table it was easy once we realized everything works better when we do it together,” he said.
The Bridge Builder Program brought the fun by offering music, swim lessons, basketball, video games and creative workshops. After learning what was attracting youth to the skate center, additional TVs were purchased for video games to attract more youth.
Belk said, “We also targeted life skills, character building and healthy lifestyles we focused on those three areas.”
This past summer was the second summer for the program. The first summer the department had 50 kids participate; this summer it had over 100 kids.
Belk acknowledged that the Albany Recreation and Parks Department provided summer programs each year, as did the YMCA and the Boys & Girls Club, but the Bridge Builder Program took some of “the best practices” from Stardust Skate Center and expanded them by offering additional programs.
For example, the Boys & Girls Club had programs for kids aged 6-12, and “our target group was kids in middle and high school ages 13-18,” he said. So the Boys & Girls Club allowed its facility to be open for expanded hours for the Bridge Builder Program, which operated from 6-10 p.m.
Belk said, “We had the middle school kids from 6-8 p.m. and the high school kids from 8-10 p.m.”
Expanding partnerships
This year, as part of the Bridge Builder Program, the department partnered with Albany State University and brought 200 kids aged 6-15 to the university’s west campus to expand their views of possibilities.
Belk said when the department transported the kids from a housing project and drove past the YMCA, some kids thought it was a local jail.
Creative workshops were also part of the Bridge Builder Program, and adult volunteers from different organizations helped facilitate the programs. (Photo provided by Albany Recreation and Parks Department)
Swimming and swim lessons were offered as part of the Bridge Builder Program in the city of Albany, Ga. (Photo provided by Albany Recreation and Parks Department)
“They were never exposed to it,” he said. “Now they were exposed to the campus with academic classes, to a large indoor pool, indoor basketball courts now having the opportunity to be exposed to an HBCU (Historically Black Colleges and Universities), they’re now saying, ‘Mr. Belk, I want to go to Albany State University.’ That proves early intervention can save lives.”
The Boys & Girls Club worked with the recreation and parks department for its Olympics program and Unity Day program. And Belk said he wanted to include the sheriff’s department because it already had a program for working with troubled teens.
Belk said the whole concept of collaboration and bridge building was because he wanted teens talking to each other, not at each other, and shooting hoops instead of people. Programmers also wanted to focus them on the value of education, so they taught them, “The 3 Bs Books Before Ball.”
Belk said, “We used a lot of catchphrases to get them involved.”
Belk’s background
Belk shared a little of his background, and why he’s so passionate about this program. He grew up in Albany, raised by a single mom, who raised five children. His mother became the recipient of a program that former President Jimmy Carter initiated when he was governor of Georgia, which made it possible for her to attend nursing school. He said his mom was a bridge builder.
Belk and two of his brothers integrated the Albany Recreation & Parks Department with its football program. They went to college and moved away, Belk worked for a congressman at one time and worked for the city of Gainesville, Fla., but when he learned his brothers, Drew and Jason, returned to Albany, he felt it was time for him to move home, too.
“I’ve done some good for other cities; it was time for me to come home to do good for my city. I knew when the Belk boys got together, we work well together.”
His brother Jason is director of operations for the Boys & Girls Club in Albany, and “I’m now the director of the same place my brothers and I integrated.”
He said his mom always said the Boys & Girls Club was “the answer to her silent prayers.”
Takeaways from the program
When asked what takeaways organizers and participants learned from the program, he said for the youth, the biggest thing was “they really enjoyed the program and want to come back. They want us to extend it beyond summer.”
As for organizers and coordinators, they realized, “It really does work better when we do it together. Even though we all still have our individual missions, one thing we have in common is service.”
Belk noted, “And the biggest takeaway is we saved lives. The kids didn’t fight with each other; they played with each other. They realized they could be from different sides of town or different neighborhoods and can come together.”
Organizers had gang members participate in the program, and Belk noted things didn’t always go perfectly, but there were “no major issues.” Everyone learned from the arguments and quarrels that came up.
“Having grown folks mediating those differences helped. It’s all about growth and development,” he said. “We had to have the same passion as the gang members in order to save them.”
Belk said organizers recently met for debriefing about this summer’s program and to discuss how to make the third year better. They’ve included teens in these meetings in order to get their input and feedback. They’re also looking at how they can incorporate some of the Bridge Builder Program into the fall on a smaller scale since the teens want it to continue.
“I’m excited about what’s going to unfold,” Belk said.
The Bridge Builder
By Will Allen Dromgoole
An old man, going a lone highway, Came, at the evening, cold and gray, To a chasm, vast, and deep, and wide, Through which was flowing a sullen tide. The old man crossed in the twilight dim; The sullen stream had no fears for him; But he turned, when safe on the other side, And built a bridge to span the tide.
“Old man,” said a fellow pilgrim, near, “You are wasting strength with building here; Your journey will end with the ending day; You never again must pass this way; You have crossed the chasm, deep and wide— Why build you a bridge at eventide?”
The builder lifted his old gray head;
“Good friend, in the path I have come,” he said, “There followeth after me today a youth, whose Feet must pass this way. This chasm has been naught to me, To that fair-haired youth may a pitfall be.
He, too, must cross in the twilight dim; Good friend, I am building the bridge for him.”
Teens in the Bridge Builder Program in Albany, Ga., play cornhole at one venue used for the program. (Photo provided by Albany Recreation and Parks Department)
Sarasota brings biodiversity with canopy program
By DANIELLE LUND | The Municipal
The city of Sarasota, Fla., has developed a program for local homeowners to participate in to plant and maintain various species of canopy trees to create further opportunities for more biodiversity, better city walkability and to reduce overall pollutants in the area.
The city of Sarasota, well-known for its stunning beaches and vibrant arts scene, is also making strides in environmental sustainability in recent years. Speaking about this initiative, called the Neighborhood Canopy Program, is Donald Ullom, a senior arborist for the city of Sarasota. Since 2021, Ullom’s team has been at the forefront of the ambitious tree-planting initiative that aims to enhance urban biodiversity, improve public spaces and create a healthier environment for all.
Launched in 2021, the program has been a growing success over its three-year span. “We’ve generally limited the program to about 100 properties per year,” Ullom noted.
Homeowners participate by providing a $100 deposit, after which the resident selects a tree species from a predetermined list. Each tree is planted professionally and equipped with a water bed to ensure it gets off to a strong start before the homeowner takes over its care for the remainder of its life.
ABOVE: Sarasota, Fla.’s, Neighborhood Canopy Program brings homeowners on board to secure biodiversity in its canopy. (Felix Mizioznikov/Shutterstock.com)
The roots of this program dig deep into Sarasota’s environmental goals. Ullom explained that the idea sprouted from a previous national program that offered one-gallon trees to any interested residents. However, the need for a more impactful approach became quickly apparent. At one point, Ullom said, “We had a program where our other arborists suggested using our tree mitigation funds to plant larger trees in front of people’s homes.” He also recalled, “We developed the outlines of a more robust program, one that would offer bigger
trees, more suited to providing immediate benefits to our specific community.”
The program’s objectives are currently twofold. From the city’s perspective, the goal is to increase biodiversity in Sarasota’s residential neighborhoods. Ullom emphasized, “We wanted to plant a variety of species, not just the same trees that you see everywhere.” For residents, the benefit lies in receiving larger, more established trees that can provide shade, beauty and environmental benefits more quickly than smaller saplings.
The initiative also has a positive effect on local wildlife. By introducing a variety of tree species, the program provides new habitats and food sources for native wildlife. “We’re looking to increase the biodiversity and species down here,” Ullom stated, noting that the new trees offer nesting opportunities and other benefits for local fauna. With a wide range of migratory bird species in the area throughout the year, this was an important factor for the city’s environmental team.
Funding for the program is currently sourced from the city’s fines and mitigation fees, making it sustainable at its current rate. However, Ullom noted that selecting the right vendors is crucial to keep this program viable.
“We spend time shopping around to different vendors, looking at reliability, Florida gradeone standards and where they’re sourcing the trees from,” he explained.
While the city wants to introduce new species of trees each year, it makes sure it is obtaining these trees sustainably for both the environmental and monetary perspectives. After a short period of review and deliberation, this year’s tree selections for the spring included magnolia, bald cypress, southern red cedar, holly and pink Tabebuia. And for the upcoming fall, residents could obtain the following species: live oak, green buttonwood, royal poinciana, ligustrum or orange geiger.
Homeowners smile alongside the trees they’ve received through the Neighborhood Canopy Program. Participating homeowners provide $100 deposits, after which they select a tree species from a predetermined list. (Photo provided by Sarasota, Fla.)
The program’s budget of approximately $50,000 has allowed the planting of over 100 trees each year, with a new vendor, Mast Landscape Management, taking the reins this year. Despite a slight dip in participation toward the end of the fall session, Ullom remains optimistic about the program’s impact.
“We’ve planted close to 300 trees since we started, and this is a net positive,” he said. “It increases biodiversity, improves the city’s walkability and reduces pollutants.”
With the success of the program in the city of Sarasota, there’s interest in expanding the initiative to other cities. Currently, this program is only available to the residents of the city of Sarasota, which does not include the whole county at this time. While there’s potential for a state-wide
initiative, it would require the county of Sarasota to develop this program further to bring it to more residents in the area.
Ullom advised other places that are interested in developing a program similar to the Neighborhood Canopy Program to clearly define their goals from the outset, to ensure the best possible program outcomes.
“If others want to do this, they should define the goals early on,” he said, emphasizing the importance of placing trees in areas where they will have the most impact.
As the city of Sarasota’s tree-planting program continues to grow, it stands as a model for other cities aiming to improve urban biodiversity and environmental health. With dedicated leadership and community support, the city is well on its way to becoming even greener, one tree at a time.
Concessions help to grow profitability for parks departments
By NICHOLETTE CARLSON | The Municipal
Concession stands are a potential way for city parks departments to earn some extra profit. However, much of that is determined by the location of the concessions and what is sold. Various cities have different ways of running concessions. Some have them at specific locations, such as pools and ball fields, where families spend a great deal of time. Some cities staff the stand with employees and others outsource to companies who sell food and beverage, such as food carts.
Murray,
Ky.
In Murray, Ky., Mike Sykes, park director, believes concession stands are the best way for the parks department to stay above water. There are various concession stands throughout the city based in particular locations during specific sports seasons or over the summer months. These locations are the city pool, the fourplex, a baseball field and basketball court, and the soccer complex. Previously
Adobe Stock Photo
in charge of the swimming pool, he has the most experience with running that stand. The newly built stand at the soccer complex has not gotten as much use, but having just taken over the program, he plans to make sure it gets more use during the week.
Specifically, at the pool concession stand, it also acts as a good way for the lifeguards to get a break from the heat since the stand is airconditioned. The current fourplex was recently demolished, and a new one with a new concession stand is being built in its place. The concession stand trailer near the T-ball fields will be moved over to the fourplex while it is under construction. Other concession stands, like those at the ball fields, grill hot dogs and hamburgers and also sell nachos and a variety of other snacks. Local youth are hired to run the concession stands each year, with adults overseeing the training and providing supervision. This helps young adults have a job over the summer months.
The type of food sold depends on what will be profitable. The pool’s menu includes only a small selection of items, such as hot dogs, air heads, chocolate bars and chips. A 10-minute break is taken each hour for kids to take a break from the pool, which is when they all come and get snacks. There are multiple windows for service. However, Sykes admitted, “The more options I have, the longer it takes for kids to decide what they want.”
In order to keep it simpler and the wait shorter, a limited variety of snacks is offered. Storage is available in various locations, and food can be delivered as often as necessary. Freezers inside the concession
In Murray, Ky., concession stands are considered one of the best ways for the parks department to stay profitable. While the city pays for salaries and the like, profits from concessions help to pay to keep ball fields groomed and renovated. (Photo provided by Murray, Ky.)
stands store frozen foods. However, since they are not climate controlled, food items, such as buns, must be purchased every day since many are needed and they cannot be stored for long periods of time.
“I always said concessions are the way to go,” Sykes said. “If you have food there cheap enough and it’s less than even going to the gas station, they’ll eat your food.”
Visitors tend to be lower-income families, and the goal is for it to be inexpensive for families and kids to keep them coming back regularly. The parks do not have a tax and do not generate money from tourism. Funding from the city and county helps to provide money for payroll. Anything extra, such as renovating fields, is paid for through program registration, weekend tournaments and concessions. The money made from concessions enables the department to not increase program registration fees for families.
Carmel, Ind.
Carmel Clay Parks and Recreation operates a single concession stand at the water park, which is also connected to the city’s community center. The water park opened in 2007 and has always had
some form of concessions. The concessions and water park are open from Memorial Day through the beginning of school, which is typically in early August.
While visitors to the water park can bring in their own food and drink, the concession stand still brings in approximately $200,000 during the water park season. On the busiest days, the water park can see between 1,200 and 1,300 visitors. The concession stand must be profitable in order to run it, according to John Lampe, recreation services manager, since the department’s financing, purchasing and budget must all go through and be approved by the park board, which reports to the city administration.
Lampe hires the staff and sets the prices for the concession stand. There are a few supervisors who are typically college students. Otherwise, he hires primarily high school youth interested in a summer job. Each year, he normally hires between 30 to 35 employees. Each day, there are 15 concession stand employees working. He starts the process in December each year, reaching out to previous employees to see if they would like to return. By February, he begins the hiring process to fill the rest of the open positions. In May, staff begins training, primarily on evenings and weekends, to prepare for opening day. Everyone is required to undergo food safety training. Contractors also come throughout May to ensure the machines are in working order.
Murray, Ky., placed its concession stands in locations that receive a lot of traffic during sports seasons and in the summer. The city has also priced its food to be affordable for families. (Photo provided by Murray, Ky.)
The concession stand serves anything that can be cooked in an oven, such as hot dogs, hamburgers, nachos and pretzels. It doesn’t have anything that requires the use of a deep fryer. There is a pop machine and soft-serve ice cream machine. While the stand has storage for items that day, the majority of the food is stored in the community center.
“I take inventory twice a week before ordering,” Lampe explained. “Then I look at the weather to decide whether to scale up or down.” Otherwise, it is a pretty standard order each week based on what is being sold, with deliveries on Tuesdays and Fridays.
Previously, Carmel also had a cart that would go around the water park. However, Lampe was concerned about the employee walking around in the open with that much cash on them, so now everything is operated from the concession stand. Any food that is not used at the end of the season is donated to veteran shelters or other nonprofits in the area.
Klamath Falls, Ore.
The city of Klamath Falls, Ore., recently began a concessions pilot program providing food and beverage to those visiting the parks. Jonathan Teichert, city manager, explained, “The seasonal concession program would utilize food trucks, pushcarts, kiosks, etc. There wouldn’t be the use of permanent buildings, while future construction of permanent concession areas could be considered based on program success, utilization and demand. The vendors are to typically come and go each day and operate during regular park hours.”
These concessions would involve private businesses partnering with the city to provide their food and services at the park. “The city wouldn’t be involved in food or other business equipment purchasing and storage. It would all be private per the food truck or cart. While the city wouldn’t choose what is sold or dictate menu offerings, we’d look to have diverse vendors that provide the greatest public concession options. This would mean two coffee kiosks likely wouldn’t be permitted within the same park or two hot dog carts.”
The parks chosen to host these vendors would be within the downtown area or large regional parks.
“For the introductory pilot season, we did not choose more neighborhood parks that are primarily located in residential areas for reasons related to parking, noise and trash accumulation,” Teichert described.
Unfortunately, the city did not see as much vendor interest in the program as they had hoped. As awareness of the program grows, the city believes more applications will be received. Interested vendors pay a fee of $250 each month to participate and must have a certificate of liability insurance.
“We wanted to increase public use and enjoyment of our great city park assets,” Teichert exclaimed.
The thought was, if children and other users are recreating for hours, it would be a good option for them to purchase a snack when hungry or a drink for refreshment during warm summer days. Special events are typically coordinated independently by the event organizer. Concessions would be offered between the months of June to October at six possible park locations.
After the city has had time to raise awareness, gather feedback and consult with the city’s parks advisory committee, it will be decided whether to expand, maintain or discontinue the program. Currently, the plan is to continue the pilot program in 2025 with the current framework and focus on generating more vendor interest. M
Tennis, anyone? Osceola, Ark., updates court deck in historic Florida Park
By JULIE YOUNG | The Municipal
When Mayor Joe Harris Jr. was elected in 2021, he promised that Osceola, Ark., would become an ideal place to live, work and play. As part of that pledge, the historic Florida Park has been given a whole lot of love with a renovated tennis court deck and more updates to come.
“It’s a project that has been needed for a long time,” said Michael Ephlin, director of parks and recreation for the city of Osceola. “The courts were cracked and virtually unplayable.”
Restoring a proud past
The land that became Florida Park was donated to the city in 1954, and during those early years, a number of amenities were constructed on the property, including the tennis courts, a swimming pool, playground, an area for baseball and a Scout Hut, which held programming for both the boys and girls scouting organizations. As the decades wore on, the park fell into disrepair. In addition to the cracked tennis courts, the municipal pool became unusable due to age and was filled in. The roof of the Scout Hut caved in, and the walls
crumbled so it had to be torn down. For Ephlin, the deterioration of the once beautiful Florida Park was personal, and he was determined to do something about it.
“Florida Park was always special to me,” he said. “It was where I grew up playing league baseball and tennis. I swam in the pool and I attended Scout meetings in the hut so I wanted to make sure that today’s kids could enjoy Florida Park the way that I did.”
In 2021, the city applied for and received a 50/50 matching grant from the Arkansas Department of Parks and Tourism to renovate Florida Park. The total award was $150,000, with $75,000 coming from the state and $75,000 coming from the city. Ephlin and city leaders planned to use the money to resurface the tennis court deck, rehabilitate the surface under one playground and make sure everything was
PHOTOS ABOVE: Thanks to a $150,000 50/50 grant between the city of Osceola and the state of Arkansas, the tennis court deck at Florida Park has been resurfaced and four pickleball courts have been installed. Pictured is a before and after. (Photos provided by Osceola Parks and Recreation)
A ribbon-cutting was held in early August on the recently resurfaced tennis deck located at Florida Park in Osceola. The project was a part of Mayor Joe Harris Jr.’s pledge to make quality of life a priority during his time in office. (Photo provided by Osceola Parks and Recreation)
Americans with Disabilities Act compliant. However, after getting bids on the project, it was going to cost more than anyone had expected, and they had to look for a way to make up the difference.
“Because Mayor Harris has put such an emphasis on quality of life, a decision was made to go after a $.01 sales tax to not only complete the project but also maintain it for years to come,” Ephlin said. “After explaining to the public exactly how far a penny could go, the tax passed in a landslide, and in today’s world, that just doesn’t happen. It just goes to show how much our citizens care.”
The entire court deck was resurfaced, and tennis lines repainted on three of the original courts. However, the city opted to also install four pickleball courts as well, given the sport’s growing popularity. The fall zone has been replaced under one playground, and all the sidewalks and parking surfaces have been made ADA compliant. On Aug. 5, the city turned out to attend a ribbon-cutting ceremony for the improved Florida Park, which warmed Ephlin’s heart. He said there has been a great response to the work that was completed, and they are happy to have a place to play tennis once again.
“We … now have a place for our high school tennis team to practice, so it is a win-win all around,” Ephlin said.
Future plans
With the success of the Florida Park project, the parks department is eager to start work on the Osceola water park, which will feature an outdoor area that can be used in the summer months and an indoor space for year-round use. Ephlin said the project will be huge for Osceola because it will give the citizenry something fun to do without having to go elsewhere to do it. It will also give the city a chance to organize swim teams, offer lessons and offer recreation that doesn’t have to be sports related. While the department is still in the design phase of what is expected to be a $12 million project, it hopes to start construction in the near future. Other projects it hopes to implement
The newly resurfaced tennis deck and pickleball courts in Florida Park are the first step in the restoration of one of the city’s historic recreation areas. Parks and Recreation Director Michael Ephlin said the $.01 sales tax increase will help fund additional improvements and maintain them for years to come. (Photo provided by Osceola Parks and Recreation)
One playground had its surface rehabilitated in Florida Park. (Photo provided by Osceola Parks and Recreation)
at some point include upgrades to the municipal golf course and sports complex, along with renovations at the city’s two community centers and more TLC to area parks.
Ephlin said community leaders are hard at work to improve the quality of life for those who live, work and visit Osceola, and it’s a dream come true for him to be part of it.
“I remember what we used to have when I was a kid, and now I get the opportunity to make sure that the next generation has the same kinds of amenities,” he said. “I will work nonstop to make sure that they have so much to do that they will want to make Osceola, Arkansas, their lifelong home!”
Faulcon finds her element setting youth up for success
By LAUREN CAGGIANO | The Municipal
Ashley Faulcon’s journey to becoming a program coordinator for East Brunswick, N.J.’s, recreation and parks department wasn’t a straight shot. However, her passion for volunteerism and working with youth has led to a fulfilling career and the opportunity to make a difference every day.
Faulcon, age 28, had considered pursuing special education after volunteering with the East Brunswick Youth Council in high school. A program of the department, the Youth Council serves to foster communication, education and information with respect to youth and youth-related issues. The Youth Council provides students in grades nine to 12 with social activities in a safe and positive environment, while promoting individual self-esteem and leadership through participation in meetings, events and community service projects.
Ashley Faulcon helps Youth Council members transition into adulthood and their college careers. (Photo provided by East Brunswick Recreation and Parks)
New Brunswick, N.J., shutterstock.com
Faulcon is in her element when it comes to setting Youth Council students up for success. She has secured more than $120,000 in grant funding for the Youth Council. She finds great fulfillment in translating the program’s goals into action.
In retrospect, she said her education and prior experience have prepared her for the demands of the job. Her time in college at Rutgers University steered her toward communications. However, a brief stint in the private sector solidified her desire for public service. Returning to the recreation department, she found her calling as a program coordinator.
“When I graduated (with my undergraduate degree), I ended up finding and completing a master’s in public administration,” she said. “By that point, I was able to move up within the recreation department. So, I went from secretary to rec assistant to eventually down the road to where I am now as a program coordinator. It’s been a great journey.”
Quick to give due credit, Faulcon said her colleagues inspire her to greatness. The same goes for witnessing the transformation of shy teenagers into confident leaders. She values their resilience, energy and individuality. She also sees herself in them at times.
“I get to help them find their path like I found my path (with) Youth Council in a way that lets them be a kid but also lets them challenge and explore their leadership abilities,” she said. “Honestly, doing teen Mental Health First Aid with them, as well, has been probably the cornerstone of the youth work. It’s probably the most meaningful work that I’ve done.”
While just one facet of the role, Teen Mental Health First Aid equips teens with the tools needed to support their peers facing mental health and substance use challenges. Still, there’s no such thing as a typical day for Faulcon. Her duties involve checking emails, planning events, overseeing the youth center and collaborating with colleagues. She said her days often start early and stretch beyond traditional work hours, especially for larger events.
Youth Council offers exciting and stimulating opportunities for teens, including community service; environmental activities; fundraising; alcohol and drug prevention education; social and recreation events; educational programs; and trainings. (Photo provided by East Brunswick Recreation and Parks)
A high-energy person, two moments on the job stand out for Faulcon so far. The first is witnessing the successful execution of a day of service entirely planned and run by the Youth Council. The second is the department’s collaborative effort on East Brunswick Day, a significant town-wide event.
“I work best in a collaborative setting,” she said. “(There may be hierarchy), but we’re all here trying to accomplish the same goal. So, when we actually get to work together and not just (focus on) our individual tasks, it’s really awesome.”
Speaking of contributions, Faulcon said her department facilitates yearround food drives and annual school supply drives. Both serve as outlets for Youth Council teens to step up and help their community members. Faulcon certainly leads by example and her work has prompted leaders to take notice. Earlier this year, Faulcon was informed she was nominated by her manager and selected for the “30 Under 30 Park Professionals” award. A joint effort by the National Recreation and Park Association Young Professional Network and Parks & Recreation magazine, this award is a testament to her dedication to community service and youth development. Faulcon said this publicity has been gratifying and has borne fruit.
“The NRPA award has opened up a lot of doors,” Faulcon said. “(For example), I have the opportunity to be on a podcast now and do interviews. I’m going to be speaking at a conference in North Carolina (in September 2024). I hope to keep bringing change and keep helping youth.”
Fleet service moves in-house at Sandy Springs
By BETH ANNE BRINK-COX | The Municipal
Sandy Springs, Ga., is a relatively young city, approaching its 20th birthday. Despite its youth, it is embarking on a project to exercise more control over its municipal fleet by bringing maintenance of that fleet in-house.
To achieve proper fleet maintenance for a wide range of equipment, Sandy Springs prioritizes best practices that ensure safety and cost effectiveness through regular inspections and preventive maintenance. As part of that effort, the city needed a dedicated facility.
Carter Long, communications and public relations director in Sandy Springs, Ga., works with Mayor Rusty Paul. Long noted that very careful, thorough research and planning went into the decision to bring maintenance in house and create the new facility.
“For example, in the early days, our police headquarters had just one desk dedicated to managing that fleet. This setup required the individual to outsource services.
“We then upgraded to a temporary fleet center that the city acquired. While this was an improvement, we knew that the building would need demolishing to pave the way for a redevelopment project. Recognizing the need for a permanent facility capable of servicing our modern fleet and addressing the rising cost of gas, we determined that a new fleet center was essential,” she explained. “Such a facility would also ensure the city’s operational continuity during a crisis, eliminating our reliance on external service centers and fueling stations.”
The new fleet center is a pre-engineered metal building and comprised of four bays, a fueling station, office space, parking and
A sign commemorates the completion of Sandy Springs, Ga.’s, fleet center. The center was completed in May 2024. (Photo provided by Sandy Springs, Ga.)
completion, city council members gathered on June 3 for a ribboncutting ceremony in front of the service bays.
even an outdoor picnic area. Additionally, an above-ground stormwater management facility and utility infrastructure were installed.
“It’s dedicated to installing and maintaining vehicle technology, as well as retrofitting specialized equipment. It does not handle general mechanical repairs, but it does offer basic vehicle fluids, wiper blade replacement and replacement tires.”
Throughout the construction project, Sandy Springs provided weekly reports from its contractor Reeves Young on the project through the city website. These reports included current construction activities, jobsite photos, weather reports, a safety report and milestone tracking. These reports stretched from the project’s start on Aug. 21, 2023, through to its conclusion in May 2024. Following its
Long added that the fleet center significantly reduces fuel cost for over 300 vehicles. “For instance, so far in FY 25, it has dispensed over 33,000 gallons of fuel, leading to savings of more than $31,500.” It is staffed by two people who did not require additional training.
Construction was funded from the Sandy Springs Capital Improvement Plan. The annual operation of the center is funded as a line item in the city’s budget.
Long realized that many cities established internal fleet management long ago. For smaller cities like hers, which are perhaps still on the cusp, she recommended evaluating the cost benefits of managing those services internally versus outsourcing them.
“Since opening in June, our fleet center has delivered only positive outcomes for the city of Sandy Springs,” she noted. M
Bright, clean and well-organized, the fleet maintenance center can handle any need for Sandy Springs’ vehicles. (Photo provided by Sandy Springs, Ga.)
A Ford Mustang waits for its turn to be serviced. (Photo provided by Sandy Springs, Ga.)
Two technicians work on the city vehicles. (Photo provided by Sandy Springs, Ga.)
When it comes to homelessness, Albuquerque has ‘A Better Way Forward’
By JANET G. PATTERSON | The Municipal
In 2015, Richard J. Berry, who was then mayor of Albuquerque, N.M., decided to help the people who stand by the roadway with “willing to work” signs. His idea was to offer them paid work that would start them on a path to a better life and at the same time develop a stronger foundation for the city.
The city rolled out the “There’s a Better Way” program and made strides to help residents experiencing homelessness find a more stable future by offering day jobs with the city’s waste management department.
“It was originally a collaboration between the city and a private, nonprofit organization to connect the unhoused with the program,” explained William Gallegos, Albuquerque’s solid waste management director.
“Within two years, the program provided nearly 1,700 day-labor jobs, 216 long-term jobs, and helped to transition 20 people into
ABOVE: Gateway Center in Albuquerque, an emergency shelter that provides support services for people without homes, will be the base for those entering the “A Better Way Forward” program. (Photo provided by Albuquerque, N.M.)
permanent housing. It also connected more than 150 people to mental health and substance abuse services,” Gallegos said. While it seems simple to some that if people without homes had jobs, they could afford housing and get their life back on track. But the solution is not always so easy. According to the Urban Institute, there are a number of factors that create barriers to finding and keeping employment for people without a home. The most basic requirements for applying for work include having an address, an ID, a birth certificate and suitable clothing. These are often out of reach or not easily accessible for people experiencing homelessness. In addition, the lack of transportation, childcare and
guarantee of work the next day, Gallegos said.
When the pandemic hit, the jobs program ended much to the disappointment of city employees as well as program participants.
In the years since the first program, Albuquerque has learned from that experience. A new program, slated for funding in the FY 2025 budget cycle, has been named “A Better Way Forward.”
The initiative will offer day jobs to individuals staying at two centers in Albuquerque, as well as transportation to and from their worksites. Expanding on the partnership with the city’s waste management department, “A Better Way Forward” expects to provide employment with the Duke City Ambassadors program and the Clean Cities division to keep streets and sidewalks in Albuquerque clean and safe. It will also connect participants to services like financial literacy, banking and case management.
“A comprehensive support system is critical to improving someone’s chance of achieving long-term stability, and employment opportunities are a key part of that system,” said Health, Housing and Homelessness Director Gilbert Ramirez.
The new jobs program is part of the city’s commitment to finding innovative solutions to the problem of homelessness. Additionally, two centers that house homeless individuals have undergone extensive renovations. Gateway Center is a former hospital complex that was purchased by the city, and Gateway West was an emergency housing center. Both now house hundreds of people seeking shelter and provide a system of care that offers critical services, including transportation, meals and medical care.
means of personal hygiene disproportionately hinder people who are homeless.
Health issues tend to afflict those experiencing homelessness as well. Urban Institute studies show that poor health is associated with a “higher risk of homelessness and job loss, and conversely, homelessness can exacerbate poor health, as housing is a social determinant of health. With that said, many people with health conditions and disabilities can and do work but may need additional targeted supports.”
Health issues include both physical and mental health as well as alcohol and drug addiction.
Previous criminal records are also a hindrance to finding stable, well-paying jobs. While “There’s a Better Way” connected people with jobs, provided transportation to work sites and worked to educate Albuquerque’s approximately 560,000 citizens on ways to support the unsheltered residents in their community, there were no other services, long-term supports or the
The city made an investment of $6 million in Gateway West to install new floors, fresh paint, improved bathroom facilities, new beds with lockable storage, a new roof, air conditioning and energy-efficient lighting as well as shade structures, outdoor seating, dog parks, paving and improved ADA accessibility. That’s in addition to services currently offered, including a medical clinic, case management for people aged 60 and over, three meals a day and transportation.
The number of people who are without permanent housing in Albuquerque has increased dramatically in the last 10 years. One reason cited is that rent and home
Albuquerque Mayor Tim Keller greets a member of the Duke City Ambassadors, one of the organizations under the Solid Waste Management Department that will work with the jobs program. (Photo provided by Albuquerque, N.M.)
prices in the city are higher since the pandemic. A one-day snapshot in early 2024 of the number of people without housing was 2,740. However, Gallegos said, “National organizations like the U. S. Department of Housing and Urban Development have indicated that these counts don’t capture the full scope of the issue, and the city agrees.”
Mayor Tim Keller, in his recent state of the city speech, estimated that there are roughly 5,000 people experiencing homelessness in Albuquerque.
City officials believe that the “A Better Way Forward” program provides those experiencing housing instability the dignity of gaining structure in their lives while giving back to their community.
Gallegos said initially the city will enroll 10 people in the program. They will have access to long-term jobs with the Duke City Ambassadors.
“The goal is to expand the program as quickly as possible but we want to make sure we focus on optimizing it to ensure an efficient enrollment process for future ‘A Better Way Forward’ workers.”
He added that after the city’s earlier program began, similar initiatives were started in Chicago, Seattle, Denver, San Diego, Anchorage, Honolulu, Dallas and Atlanta.
“Moving forward, we plan to revisit those programs and any new ones to access successes and challenges, all toward the goal of making ‘A Better Way Forward’ the best it can be.” M
Staff members from Albuquerque’s Health, Housing and Homelessness Department meet with Duke City Ambassadors to outline plans for the new “A Better Way Forward” program that will employ people experiencing homelessness. (Photo provided by Albuquerque, N.M.)
• The 2001, 2001M, and 2001MB barricades are MASH Tested as a Longitudinal Channelizing Device (LCD).
• Accessorize with Lights and Fence Panels.
• Transform unstable ground into stable and weatherproof surfaces for easy transport and staging of heavy equipment.
• Protect Turf & Grass During Events and Projects.
• Create Accessible Walkways for Pedestrians or Crew.
• Portable, High-Performance, interlocking water filled Barrier sections.
• MASH TL-2 Tested for Redirective Applications.
Mont Belvieu public works plans ahead for city’s growth
By NICHOLETTE CARLSON | The Municipal
During his nine years working for the city, two as the public works director, Bill Thompson has seen the population of Mont Belvieu, Texas, nearly triple. It is expected to triple again in the next 10 years.
An eastern suburb of Houston, the public works department with a crew of approximately 35 focuses on day-to-day upkeep for the city as well as planning for its future expansion. There are four primary groups within the public works department. The plant focuses on the water wells and wastewater plants. There is a construction department whose responsibility is sewer line, sidewalk and other public works repair projects. The fleet department maintains heavy equipment and performs repairs on everything from weed eaters to fire trucks. The solid waste pickup section handles residential, commercial and construction trash pickup for the city.
ABOVE: Natural disasters, such as hurricanes, are a hit or miss in Mont Belvieu. However, this year the city experienced a great deal of damage from Hurricane Beryl, which resulted in over a million pounds of trees, debris and fencing down that needed to be removed. In these instances, the public works department acts as first responders to clean up the area for utilities and homeowners. (Photo provided by the Mont Belvieu, Texas, Public Works Department)
One of the more unique experiences of the public works department recently was when they were called in to assist with the removal of an almost 12-foot alligator from a drainage ditch near a busy road. Given the size of the animal, the parks and wildlife department were unable to handle it on their own. The department had to get creative and brought in their grapple truck to pick up the alligator and contain it safely for the parks and wildlife department. (Photo provided by the Mont Belvieu, Texas, Public Works Department)
One of the most important jobs of the public works department is dealing with and repairing water line breaks. In the hot summer months, temperatures around 110 degrees cause the clay-like soil to contract, causing water lines to break. Another frequent problem the department encounters is repairing sewer clogs, particularly within buildings featuring older infrastructure.
When storms come in, the department has to check the streets to ensure all drains are open and prevent debris from clogging them. Another subset of calls involve assistance with leveling pavement and broken sidewalks in need of repair.
In the event of a natural disaster, such as a hurricane or large storm, the public works department also acts as first responders. Many times, public works employees are sent in ahead of the police or fire department in order to clear debris with a bulldozer and help other first responders get through.
Hurricanes are unique because the city can go decades without having to deal with one and then be faced with a crisis. Recently, Hurricane Beryl left over a million pounds of trees, debris and fencing in its path that needed to be removed. Afterward, the department was recognized for quick work assisting utilities in getting power returned and helping to physically and mentally prepare affected residents for a return to normalcy.
Drought conditions must be monitored, particularly in the summer heat, to ensure everyone in the city will have access to enough water. The city has experienced a great deal of new construction, with most homes having sprinkler systems; and since several community splash pads and wave pools have been added to the landscape, the department has to keep an eye on water usage daily during possible drought conditions. If usage increases too much to keep up with the available amount of water, it is in charge of issuing limits on water usage.
When it comes to water quality, Mont Belvieu is responsible for reporting to a state regulatory entity, the Texas Commission
Waterline repair is one of the most important and common repairs that is completed in Mont Belvieu. When temperatures reach around 100 degrees or higher, it causes the clay-like soil to contract, which causes water line breakage. Other frequent jobs include the prevention of flooding by removing debris from street drains and repairing sewer line clogs. (Photo provided by the Mont Belvieu, Texas, Public Works Department)
of Environmental Quality. This practice helps city officials ensure they are maintaining good water quality because it requires taking samples and sending them to labs to be tested.
Animals can also fall under the public works department purview. Large snakes tend to provoke the most calls. There are also calls to respond to alligators in retention ponds.
This summer, the public works department was called in to assist in a unique alligator removal operation. An alligator was discovered in a drainage ditch near one a major road. However, due to the alligator’s size 11 feet 6 inches the parks and wildlife department was unable to handle it alone.
“We thought outside the box and got the grapple truck we normally use for branches,” Thompson explained. The alligator was scooped up and delivered safely to a location determined by the parks and wildlife department.
According to Thompson, the most difficult part of running the public works department is growth management.
“We have to stay ahead of what is coming while also balancing the budget,” he described.
He is notified by a regulatory commission when the wastewater treatment plant has reached 75% capacity so plans can begin to be made for expansion. Mont Belvieu has already been told that it is at that trigger point. “We knew we needed to move forward with expansion,” he said. An expanded wastewater treatment plan is set to be ready within the next two years.
Thompson explained that the extra time is needed because planning out a wastewater treatment plan takes approximately five years. Eighteen months to two years are spent designing it, time is then needed to find funding, and then construction takes two to three years.
The city’s new wastewater treatment plant will handle approximately three million gallons a day compared to the current rate of approximately 1.5 million gallons a day. This level of growth means the city also needs a larger water well: While looking at the daily usage numbers as well as the number of new connections, they realized it was time to start the process of expansion. The new water well is set to be ready in the next two years and will double daily production from three million to six million gallons.
The department has worked closely with the community and city administration to create a master plan and stay ahead of growth. At the hub of this plan is a new city hall building that was recently completed. The public works department is in the planning stages for another water tower and future road expansions.
What truly sets Mont Belvieu Public Works Department apart, however, is its commitment to customer service.
“We pride ourselves in customer service,” Thompson stressed. “As a municipality we don’t have competition, so the only thing we can do for them is focus on the highest quality service we can give them. We take pride in finding any solution we can for them.”
There are four main groups within the public works department that focus on the water well and wastewater treatment plants; repair projects, such as sewer lines and sidewalks and putting up street signs; maintaining the equipment and vehicles; and handling solid waste pickup. With a crew of approximately 35 people, this department manages the needs of the expanding Houston suburb population of Mont Belvieu. (Photo provided by the Mont Belvieu, Texas, Public Works Department)
Above: The steel sheet pile groin above, along with three others, was installed in 2007. Only thirteen years later, they had to be replaced due to severe corrosion and decay. CMI Limited Co. worked with the South Carolina Department of Parks, Recreation & Tourism and Coastal Science and Engineering, Inc. to specify, engineer, design, and install the strongest FRP sheet piling on the market, CMI’s UltraComposite™ UC-95 FRP Sheet Piling. This product is exclusively manufactured by Strongwell and provides the highest levels of corrosion resistance in saltwater environments while o ering excellent properties of weight-to-strength, drivability, and width. A total of 950 lineal feet of sheet piling was installed in less than sixty days due to the time constraints around turtle nesting season.
History of Rome comes together in downtown space
By JANET G. PATTERSON | The Municipal
What was once a blighted urban area in Rome, N.Y., is shaping the future with art and innovation. Recalling the history of the Leatherstocking Country made famous by American writer James Fenimore Cooper, planners and residents are blending themes of past and present to create a future for the city.
The West Dominick Street Arts and Cultural District combines the roots of this central New York municipality with art and green space that honor the heritage of the region while casting residents’ eyes forward. “The stars have aligned to bring our vision into reality,” Deputy Development Director of Community and Economic Development Matthew Andrews said.
The history of Rome goes back more than a few centuries, to the days of the Oneida nation that populated the region. What is now West Dominick Street was the site of a portage path that was part of a lake and river system connecting the East Coast of North America to the Great Lakes.
The overland section of the 1,000-mile trade path that included the Erie Canal spanned nearly two miles to about a six-mile corridor,
ABOVE: Among the additions to the West Dominick Street Art Walk, is an three-panel bronze and copper installation recalling the Great Carry, an overland continuation of the Erie Canal which started in Rome.
(Photo provided by Rome, N.Y.)
depending on the season. Known as the Oneida Carrying Path — DeoWain-Ste in the native language — boats discharged their cargo so that humans and animals could carry the loads over land and then continue their journey on another boat.
Fort Stanwix, in the heart of Rome, was constructed in the mid-1700s to protect the carrying path. Today it attracts about 100,000 visitors to the area every year.
Known as the Copper City, Rome is the second largest metropolis, by area, in the state of New York. At one time, it produced 10 percent of all copper used around the world. Prosperity seemed to be a permanent lifestyle in Rome.
But urban renewal in the 1950s and 1960s took a toll on the downtown area of the city, Andrews explained, and diminished its 350 businesses to only 35. “These were unintended consequences of a project with all good intentions.”
While nearby Griffiss Air Force Base kept the area’s population numbers healthy for a while, its closing in the mid-1990s decreased the number of residents by close to 40% Rome’s population today stands at approximately 32,000, down from 50,000 before the base closure.
Over the years, after urban renewal, West Dominick Street was redesigned to include a pedestrian mall with no vehicle traffic and two large parking garages. Later, it was changed back to a vehicular throughway.
Attractions like Fort Stanwix and the Capitol Theater, which opened in 1928, survived the many changes. “Some businesses have endured as well,” Andrews noted.
However, Rome needed a spark to revive its vigor. With the help of the state, Rome and other cities have been able to rise from blights that could have easily become permanent. New York’s Brownfield Cleanup Program helped to identify places for private sector cleanup of former industrial areas in order to revitalize economically challenged communities.
The downtown area of Rome was designated a Brownfield Opportunity Area with the adoption of a city-wide comprehensive plan in 2004. West Dominick Street is now part of a completed restoration program called “Rome Rises,” which encouraged living and investing in the city with an eye to the future while at the same time honoring its past.
Andrews said the plan for the West Dominick Street Art Walk was “bottom-up,” with extensive public input. The goals included envisioning sustainable and diverse uses of space in the downtown area, developing the public spaces to seamlessly connect various aspects of the downtown area with walkability and vibrancy, creating an environment that fosters economic opportunity and celebrates diversity, and encouraging wise use of both current and historic resources.
The West Dominick Street project came to life in 2017 with a $10 million Downtown Revitalization Initiative award. Work began on the project before the COVID-19 pandemic in 2020 and continued with restructuring what Andrews called the “superblock” where the pedestrian mall had been.
By rightsizing the street, four lanes became two driving lanes with parking along the curb, a pedestrian refuge in the center and landscaping mindful of the need for stormwater runoff management.
Art installations were next on the agenda, Andrews said. Consultants CLA SITE Landscape Architecture, Engineering and Planning from Saratoga Springs, N.Y., a team of artisans and the Oneida Indian Nation worked collaboratively to incorporate historical elements into the paving and sculptural plans.
The first phase saw the creation of a public art plaza that included a sculpture with three massive bronze and copper metal art panels, benches and a granite seat wall. The art panels, created by Bollinger Atelier from Tempe, Ariz., depict early life in the area. An artistic geographic waterway interpretation, using a 1777 Historic Waterway Map as the template, was cut into the sidewalk with granite inlay and depicts the Oneida Carrying Path over which the sidewalk is built.
Additionally, the city acquired resin sculptures created by artist Joan Benefiel, founder of Brooklyn-based and New York State-certifiedwoman-owned Figuration Studio. Her sculptures add a unique, modern
Part of the sidewalk along the West Dominick Street Art Walk depicts a map from the 18th century tracing the waterways that were an important part of the development of Rome. (Photo provided by Rome, N.Y.)
flare to the art walk with the clear figures recalling that all humanity is fluid in form and content.
Andrews said the art walk “is creating momentum in the community. People are interested in being involved and in calling downtown home for their businesses.”
In addition to the theater and businesses that have remained on West Dominick Street, Andrews added: “Now we’re seeing wine bars, coffee houses, stores and restaurants popping up. The art is supporting our infrastructure.”
He pointed out that the art walk is adjacent to a historic district featuring about 800 properties of historic significance to the area. “This revitalization is an economic tool that will also be beneficial to those homeowners.”
He said that the art walk is in the final stages of completion and is expected to be up and running in November.
The first two phases of the project totaled nearly $800,000, paid for from public and private grants. Andrews said the cost of the final phase of the project is yet to be determined.
All elements of the project, working together, honor the past and envision the future of Rome, he noted.
Peter Loyola, consultant with CLA SITE, agreed that the rich history of the area and the various themes, from the native inhabitants to the industry of Rome, have come together uniquely in the project. “They all work together seamlessly.”
City utility programs aid those in need
By JENNIFER BARTON | The Municipal
Inflation numbers impact everything Americans pay for, from groceries to luxuries and even utility services. While bills for things such as water and sewer might not cost as much as other necessities, every dollar saved can make a difference for families and individuals. That is why some cities throughout the country have instituted programs to aid citizens with these expenses.
Fort Smith, the third-largest city in Arkansas, has a long history of providing aid to its residents through Project Concern, a water utility assistance program based on federal poverty guidelines. The earliest reference Josh Buchfink could find to Project Concern dated back to 1983, long predating his time as public relations manager for the city.
Those who qualify receive 50% off their water and sewer costs and 25% off solid waste services. Beginning Aug. 1 even more residents qualified for the program, as the city amended the guidelines from 165% to 200% of the federal poverty level. “We wanted to increase eligibility to the program,” Buchfink acknowledged. Although Project Concern has been around for decades, the city only began a push for awareness of it in 2021. Sewer rates increased at that time due to needed fixes to the sewer system, and water rates also increased to cover the rising cost of maintenance
ABOVE: Fort Smith conducts water rate studies every five years in accordance with Arkansas state law. Since 2021, the city has increased rates following repairs being needed in its sewer system. (Photo provided by Fort Smith, Ark.)
and operations. Arkansas Act 605 of the same year required cities to complete water rate studies every five years, and many communities have increased rates because of the findings from these studies.
“We put those out in tandem,” Buchfink explained, so that when the increase went into effect, it wouldn’t be detrimental to those within the federal poverty guidelines.
Funding for Project Concern comes directly out of the city budget and at no cost to residents. Even the application process is not difficult, although it does require proof of income for each member of the household who receives any kind of revenue.
According to a recent report that Buchfink quoted, there are 752 participants in Fort Smith’s program. Those who participate save an average of $30 per month on utilities.
He said he believes more people in Fort Smith qualify for the program than are applying for it, so his office has been using social media and other methods to promote it within the community. With water bills increasing again in August, he expected to see a steady rise in applications come September.
“If you’re on a fixed income, it really does help,” Buchfink commented. He pointed out while $30 a month may not seem like much, for retirees or families with small children, “Every single dollar that they bring in matter. It’s hugely important to our citizens, our residents here.”
Since May 1, residents of Florence, S.C., who need financial assistance with their water and sewer bills can also expect aid – in their case, from a local CARE Program. CARE stands for “Coins that Add Relief and Enable.” The coins come from utility bills that are rounded up to the nearest dollar.
All the money collected goes into a general fund and prevents water shutoffs for low-income households, according to a press release from the city.
Every Florence resident is automatically enrolled in the program but has the option to opt out if they choose to do so. The expense to residents is minor, and the most any one customer will pay annually is $11.88.
Those who request CARE emergency assistance must have remained in the program and not opted out. Certain requirements must be met for anyone applying for aid, and the amount of payment relief cannot exceed $150 every six months.
The purpose of the CARE Program is simple and straightforward, as stated in the press release: “A small monthly contribution from customers can significantly impact community members in need of assistance.”
RIGHT: Utilities employees keep Fort Smith running smoothly. To help residents with water utility rates, Fort Smith offers Project Concern. Those who qualify receive 50% off their water and sewer costs and 25% off solid waste services. (Photo provided by Fort Smith, Ark.)
A utilities backhoe operator and spotter work on a project. (Photo provided by Fort Smith, Ark.)
A Fort Smith, Ark., water treatment employee tests water in its system. (Photo provided by Fort Smith, Ark.)
things you must know BEFORE buying a STREET SWEEPER
Oct 2-4 Montana League of Cities & Towns 93rd Annual Conference
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Clamping down on leakage in flat terrain, saves water and power consumption
Submitted by Echologics
Ongoing leaks can waste a lot of energy, resources and money, especially on flat terrain where municipal pumping is required to keep the system pressurized and where water is purchased from a local municipal purveyor at retail rates. Mueller Water Products was recently hired by an energy performance firm to survey a federal government water distribution network in Ontario to determine if leakage was contributing to unnecessary energy consumption.
Approximately 46 kilometers (28.5 miles) of water mains were surveyed using acoustic leak detection to noninvasively detect and pinpoint leaks. Echologics® field technicians set up 222 access points on pipes, valves and hydrants to attach LeakFinder-ST™ leak correlator sensors. The sensors listen for noise created by a leak. If a leak is detected, the technology uses the distance and time delay between sensors to accurately determine the position of the leak.
The leak detection survey was conducted on pipes across the network, consisting of various materials, most of which were cast iron and polyvinyl chloride (PVC), ranging from 150 to 400 millimeters (6 to 16 inches) in diameter. For metallic mains, the sensors were attached magnetically to valves. For PVC pipes, technicians used hydrophone sensors mounted to the side port of fully charged fire hydrants for elevated acoustic sensitivity. The sensors were connected by cable to a transmitter, which communicated with a receiver at the technician’s computer. The acoustic data was processed on-site to determine if there was evidence of a leak. Several criteria must be met for audio recordings to provide a positive leak detection result. This includes, but is not limited to, a clean, distinctive correlation peak, an observable coherence level, a similar frequency spectrum in each channel and/or a minimum amount of clipping in the time signal. The water main leak had all these indications.
Workers excavate the site of a leak, which was detected using EchoWave® acoustic leak detection. (Photo provided)
A total of seven leaks including hydrant, service piping and water main leaks were identified, and one leak on an 8-inch water main was significantly large. Given that the size of this water main leak was identified to be large, the Echologics team was on-site during the leak excavation and repair activities. This leak detection team was able to confirm the leak position between two fire hydrants as being approximately 23 meters (75 feet) from the second hydrant, reconfirming the original position reported.
The graph below shows the positive correlation and frequency profile of the leak.
Upon excavation, it was determined that the circumferential crack on the 200-millimeter (8-inch) cast iron water main had an average width of approximately 3 millimeters (1/8 inches) and covered over 50% of the circumference of the pipeline. The crack was determined through visual observations as actually being slightly less than 3 millimeters (1/8 inches) wide at the edges, but approximately 6 millimeters (1/4 inches) wide at the bottom of the pipe. The average 3-millimeter-wide (1/8 inch) crack was believed to be a conservative average estimate for the entire crack length.
The leak was repaired utilizing a stainless-steel repair clamp, which is a standard repair for this type of leak. The water main did not show signs of severe or widespread corrosion. The following day, Echologics crews returned to the site to complete a post-leak repair investigation to confirm that no additional leaks were present, and the correlator confirmed that the repair was successful.
Big leaks are costly — consider permanent leak monitoring
The actual leak flow rate of the leak was between 750 and 1000 LPM (198 to 264 GPM). The cost of a leak this size is close to CAD 1 million a year, which is a large enough number to justify a regular leak monitoring program. Large leaks can consume a significant amount of energy by continuously pumping water to maintain desirable water pressure. This also puts unnecessary wear on pumping equipment that is used to keep water flowing that never makes it to the tap.
The other six leaks are also being repaired. The absence of leaks within the remaining water mains is not necessarily indicative of good pipe wall condition. Therefore, recommendations were put forward to assess the condition of the remaining water pipes, considering the consequence of failure and other potential issues, such as low pressure or poor water quality complaints. In addition, a regularly scheduled leak detection survey was recommended as a relatively inexpensive option for finding leaks within the system.
As water mains are often buried deeper in Canada than in many other parts of North America, leaks are less likely to surface and can go undetected for several years. As the main artery of the water distribution system, water mains transport huge volumes of water and are often under higher pressure to meet demand over long distances. Consequently, when a leak does occur, the volume of water loss is often greater than on smaller pipes. The best solution for water mains is a permanent leak monitoring system that can find most leaks on a pipeline, including small leaks, before they turn into catastrophic failures.
Consider the EchoShore®-DX, a fixed leak detection technology using proprietary acoustic sensors, to find leaks on a wide variety of pipe materials and water distribution mains. Sensors identify extremely faint acoustical noises emitted by leaks before they become detectable by conventional methods. Sensors can attach to valves, boundary boxes or hydrants so utilities can get coverage where they need it. M
Nine years and counting: Sourcewell awarded AEP award for ninth consecutive year
For the ninth year in a row, Sourcewell has earned the Achievement of Excellence in Procurement (AEP) Award by the National Procurement Institute Inc.
Sourcewell was the only organization in the state of Minnesota to achieve this honor in 2019, 2020, 2021, 2022, 2023 and again in 2024.
Agencies earn the AEP Award by demonstrating a commitment to excellence and innovation. This annual program recognizes procurement organizations that hold themselves to the highest standards of professionalism, productivity, e-procurement and leadership.
“This award validates all of the work we’ve put into continuous improvement and growth,” said Sourcewell CEO Chad Coauette. “We’re honored to be recognized for those efforts. The standards for this award are high, and they don’t just measure one single person’s performance: We have the entire team to thank for it. It truly takes a village.”
To earn the award each year, the AEP program encourages not only the development of excellence, but also the push for continued improvement.
“It’s one thing to earn this award once. It’s quite another to retain this level of excellence across nearly a decade,” said Jeremy Schwartz, Sourcewell’s chief operating and procurement officer. “Quite a lot has changed in nine years, and staying on top of that change - harnessing it, even - is essential.”
This year, 198 organizations were recognized for excellence in procurement, including:
• 49 counties
• 72 cities
• 16 higher education agencies
• 23 school districts
• 25 special districts
• 5 state or provincial agencies
• 8 additional organizations
This is the 29th year the NPI has recognized organizations with the annual AEP Award.
NAFA announces the Winners of its 2024 Green Fleet Awards
EDISON, N.J. NAFA Fleet Management Association, the vehicle fleet industry’s largest membership association, announced the winners of its 2024 Green Fleet Awards. This prestigious recognition celebrates fleets that have significantly contributed to environmental sustainability.
“We are immensely proud of the strides our winners have made in enhancing fleet sustainability,” said Bill Schankel, CAE, CEO of NAFA. “The city of New York’s Department of Citywide Administrative Services, along with other awardees, have set exemplary standards in green initiatives that inspire the entire fleet community.”
This year’s top honor, Top Green Fleet of 2024, was awarded to the city of New York’s Department of Citywide Administrative
Services, reflecting its outstanding efforts in reducing environmental impact and promoting sustainability within its fleet operations.
Other notable recognitions include:
• Best Bio-Based Efforts: Prince George’s County, Md.
• Best Policies, Procedures and Long Term Planning: MiamiDade County, Fla., ISD Fleet Management
• Most Improved Fleet: Miami Beach, Fla.
• Best Special Vehicle Project: Hennepin County, Minn.
• Best Long-Term Greening Effort: Cedric Roberts, CAFM Birmingham, Ala.
• Mentor of the Year: Michael Duffy, CAFM University of Virginia
Each winner has demonstrated exceptional innovation and leadership in their respective categories, enhancing their fleet operations while prioritizing environmental stewardship.
The awards were presented at the Sustainable Fleet Technology Conference & Expo in Durham, N.C., where industry professionals gathered to discuss trends, technologies and practices shaping sustainable fleet management.
Electrification has been a cornerstone of New York City’s strategy to green its fleet. Earlier this year, DCAS announced the city’s 5,000th electric vehicle and the installation of its 2,000th electric charger. Beyond electrification, the city’s commitment to biofuels, including biodiesel and hydrogenation-derived renewable diesel (HDRD), has played a pivotal role in reducing fossil fuel dependence and lowering emissions. With over 9 million gallons of renewable diesel already in use, New York City leads the East Coast in pioneering sustainable fuel alternatives.
“We are incredibly honored to be recognized by NAFA as the top green fleet of 2024. This award is a testament to our commitment to sustainability and our ongoing efforts to reduce the environmental impact of New York City’s fleet,” said DCAS Commissioner Louis A. Molina. “As we continue to implement greener technologies, we are proud to lead the way in creating cleaner, healthier futures for all New Yorkers.”
“Thanks to the National Fleet Managers Association for recognizing DCAS and NYC with its national Green Fleet Award,” stated DCAS Deputy Commissioner for Fleet Management and Chief Fleet Officer Keith Kerman. “As a NAFA member, I recognize how critical it is that public and commercial fleets throughout the United States advocate and implement sustainable solutions together. This is how we will transform the fleet marketplace. NYC is leading in electric vehicles, charging, hybrids, biofuels and efficiencies. These paths are available today throughout the nation and will lead to cleaner and more efficient fleets.”
The Green Fleet Awards, open to both government and commercial fleets, underscore the importance of innovative approaches to fleet sustainability across North America. NAFA is committed to supporting the industry’s transition towards more sustainable practices. This year’s Green Fleet Awards sponsors include AssetWorks, FuelForce, Pure Forge, NC Clean Energy Technology Center and Toyota.
For more information on the Green Fleet Awards and the full list of this year’s winners, visit https://www.nafa.org/awards/ green-fleet-awards/green-fleet-awards-2024/.
NTEA releases 25th edition of Annual Manufacturers’ Shipments Survey Report
NTEA The Work Truck Association released the 25th edition of Annual Manufacturers’ Shipments Survey (AMSS) Report, which enables the commercial vehicle industry to estimate market size by dollars and units for 50 product lines. NTEA collects and evaluates aggregate results based on data submitted from 79 companies. The resulting report offers directional guidance to help industry manufacturers and distributors assess business performance.
Featuring 2023 data, the latest AMSS report indicates the 2023 value of shipments increased 9.7% as compared to 2022. Shipments rose 8.9% in 2022. Consistent with historic results is significant variation in product line growth rates. In unit terms, many product lines registered declines relative to 2022. In total, though, units were nearly level with 2022, which is reflective of chassis sales data from NTEA’s Monthly OEM Statistics Program.
“Companies can use AMSS report data as a helpful benchmark for assessing changes in market size and growth,” said Steve Latin-Kasper, NTEA senior director of market data and research. “This resource provides insight into a broad swath of the commercial truck and truck equipment industry to support strategic business planning efforts.”
This resource can help:
• Evaluate approximate market size
• Assess changes in market growth (in terms of units/ dollars)
• Provide insights in determining your company’s market share
There are several ways to estimate the size of the commercial truck and truck equipment industry. However, dollar measurement is required in order to compare the industry’s contribution to the larger manufacturing and wholesale trade economic sectors. NTEA publishes AMSS data in unit and dollar terms and provides indexes, enabling accurate annual percent change calculation for each market segment. Companies are encouraged to use report findings to support annual business planning processes.
Survey participants receive a complimentary AMSS report as well as a data tool containing results in an Excel spreadsheet for easier manipulation. Learn more and purchase ($299 NTEA members, $599 nonmembers) at ntea.com/amss.
News releases regarding personnel changes, other nonproduct-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.
Best cities for recreation
Living near a park improves the likelihood that a person will engage in regular physical activity. Neighborhood parks also increase the value of nearby properties and encourage relationships among members of the community. Places like movie theaters, music venues and coffee shops contribute to a city’s recreation-friendliness, too.
What cities have the most opportunities for recreation? To answer that question, the website WalletHub compared the 100 largest U.S. cities across 47 key metrics that represent the benefits of recreational activities. In each city, the WalletHub team examined the availability and cost of recreational activities; the quality of parks; the weather; the number of festivals; the number of zoos and aquariums; and more. They even took into consideration the number of restaurants where residents might fuel up after an activity.
The best cities for recreation have both outdoor and indoor activities that engage residents of all ages,
both physically and mentally. Las Vegas, for example, boasts a high number of outdoor basketball courts and indoor bowling alleys, while Orlando has an abundance of outdoor water parks.
Below are the best cities in the U.S. for recreation, according to the indicators.
