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WASTE & RECYCLING

August 2021

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Contents

August 2021 | VOL. 12 No. 5 | www.themunicipal.com

18 Focus on Waste & Recycling

20 Focus on Waste &

46 Public Safety: Active

24 Focus on Waste &

50 Water & Energy: Lima

Recycling: Municipalities move to automated trash collection Recycling: ASU business school helps create real-world solutions to business problems

28 Focus on Waste &

Recycling: Starkville launches custom recycling program

32 Focus on Waste &

Recycling: Yerington, Nev., starts water and sewer restoration project

36 Focus on Waste &

Shutterstock photos

Bystandership Training For Law Enforcement: An EPIC Idea and other Ohio cities prioritize sustainable energy

52 Public Works: Colorado

city sought external analysis to uncover potential improvements in public works

56 Streets, Highways &

Bridges: More than a walkway: Street redevelopment increases safety, improves amenities

Recycling: Behavioral Change: Eagan’s ‘Pack In, Pack Out’ policy encourages ecoresponsibility

60 Parks & Environmental

fire departments navigate service challenges

Tucker, Ga., sets sights on major improvements

Services: Paterson revitalizes Lou Costello Memorial Park

42 Public Safety: Wisconsin 62 Building & Construction:

56 ON THE COVER This May Global Environmental Products marked the deliver of its first all-electric street sweeper to the New York City Department of Sanitation. The sweeper offers zero-emissions in a custombuilt chassis developed to bring green sweeping technology to the North American market. Learn more on page 10.

WASTE & RECYCLING

www.themunicipal.com

4 THE MUNICIPAL | AUGUST 2021

August 2021

Departments

Meet our Staff publisher RON BAUMGARTNER rbaumgartner@the-papers.com

8 Editor’s Note: Labor shortages reach waste industry

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

editor SARAH WRIGHT swright@the-papers.com

10 From the Cover: First all-electric street sweeper hits the road

12 On The Road Again: The Oddporium, Arden, Del.

14 What’s In A Name: Eden and Seven Devils, N.C.

publication manager CHRIS SMITH chris@themunicipal.com

senior account executive REES WOODCOCK rees@themunicipal.com

graphic designer MARY LESTER mlester@the-papers.com

business manager CARRIE GORALCZYK cgoralczyk@the-papers.com

40 Personality Profile: Rising through the ranks: Valdosta Public Works director Richard Hardy named Deputy City Manager

66 Conference Calendar 67 Product Spotlights 68 Company Profile: Kaiser Premier brings innovative global recycler technology to North America

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

mail manager KHOEUN KHOEUTH kkhoeuth@the-papers.com

72 News & Notes 76 Top 10: The greenest U.S. cities for renters

79 Advertiser Index WWW.THEMUNICIPAL.COM

PO Box 188 • 206 S. Main St., Milford, IN 46542 866-580-1138/Fax 800–886–3796 Editorial Ext. 2307; Advertising Ext. 2505, 2408

6 THE MUNICIPAL | AUGUST 2021

The Municipal does not knowingly accept false or misleading advertising or editorial content, nor does The Municipal or its staff assume responsibility should such advertising or editorial content appear in any publication. The Municipal reserves the right to determine the suitability of all materials submitted for publication and to edit all submitted materials for clarity and space. The Municipal has not independently tested any services or products advertised herein and has verified no claims made by its advertisers regarding those services or products. The Municipal makes no warranties or representations and assumes no liability for any claims regarding those services or products or claims made by advertisers regarding such products or services. Readers are advised to consult with the advertiser regarding any such claims and regarding the suitability of an advertiser’s products. No reproduction of The Municipal is allowed without express written permission. Copyright © 2021.

AUGUST 2021 | THE MUNICIPAL 7

Editor’s Note

Labor shortages reach waste industry Sarah Wright | Editor

aste is a fact of life. According to the U.S. Environmental Protection Agency’s website, the total generation of municipal solid waste in 2018 alone was 292.4 million tons or 4.9 pounds per person per day. It adds, “Of the MSW generated, approximately 69 million tons were recycled and 25 million tons were composted.” With so much waste comes the challenge of managing its disposal, treading the fine line between customer service and economics. Labor has become an additional factor of late. Since the pandemic, labor shortages have spread across several industries, help wanted signs being displayed quite predominately along the roadside. Municipalities and the waste industry aren’t immune. Dallas, Texas, experienced delays in its recycling pickups as it prioritizes garbage collections. In a June 30, 2021, article titled “Labor Shortage Hits Dallas Trash Collection, City Says,” D Magazine reported the city was looking to increase pay for laborers to stabilize staffing levels. The city currently uses a temporary staffing agency for many of its workers and pays them $12.38 an hour, but a new contract, which will go into effect in August, would increase that rate to $15.21 an hour. In addition to pay increases, some cities are weighing the

8 THE MUNICIPAL | AUGUST 2021

switch to automated trash pickups for labor issues, economic reasons and to provide better service to residents. Writer Denise Fedorow spoke with two municipalities in various stages of making the switch. Cleveland Heights, Ohio’s, fleet of garbage trucks needed replacement, which opened the way for the city to examine available options. Fedorow details the city’s process that led to automated pickup. She also shares Bangor, Maine’s, experience of starting automated garbage pickups last year. As in Dallas, municipal recycling programs across the U.S. have been adversely impacted by changes abroad, the pandemic and staffing levels. In some cases, the rising costs of recycling have seen communities shelve their programs. Starkville, Miss., discontinued its curbside recycling pickup in March 2020 for a single drop-off site — before suspending that too when it became no longer economically feasible. Writer Janet Patterson spoke with Starkville about its experiences and its search for a new plan to bring recycling back to its residents. In the North, Eagan, Minn., seeks to encourage a behavioral change in its residents by removing trashcans from its smaller parks.

The Pack In, Pack Out program was met with some doubts, but people are warming up to it. Writer Julie Young shares more about this program and how it is aiding the city with costs and labor. Other waste and recycling topics in this issue include Arizona State University’s W.P. Carey School of Business’s partnerships to examine different aspects of the industry, such as designs for the garbage truck of the future. Additionally, The Municipal will be sharing Yerington, Nev.’s, massive wastewater project. While efforts toward zero waste are being made in some communities, there is still a long way to go, if it is even possible. Meanwhile, cities will continue to examine avenues available to them to provide reliable service to constituents while keeping costs down.

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AUGUST 2021 | THE MUNICIPAL 9

From The Cover

First all-electric street sweeper hits the road By SARAH WRIGHT | The Municipal

This May, the New York City Department of Sanitation welcomed its first all-electric street sweeper, marking a significant step toward realizing the city’s ambitious goal of reducing greenhouse gas emissions by 80% by the year 2035. It also marks the first delivery of Global Environmental Products’ all-electric sweeper, which has previously been demoed across the country. For Global, by offering a zero-emissions, custom-built chassis, it’s another step forward in its goal of bringing the latest in green sweeping technology to the North American market. “It truly stands alone,” Chad Bormann, Global Sebastian Mentelski, Global EnvironmenEnvironmental Products vice president, said. tal Products partner, agreed, noting, “Our “The class of sweepers that utilize electric bat- design and goal was to build an electric street teries and electric drive so far have been used sweeper fit for the U.S. market.” He added, by cities and states here for bike lanes. Our “We’ve always built a purpose-built chassis. street sweeper is a Class 7 — 27,000 pounds or We build our own truck — from the frame, more — chassis, capable of performing eight cab and hopper.” to 10-hour shifts. Global’s all-electric heavyAccording to Bormann, Global Environduty sweeper is truly the only one of its kind mental Products’ customized approach has in the world.” enabled it to adopt alternative fuels faster 10 THE MUNICIPAL | AUGUST 2021

ABOVE: The all-electric sweeper’s electric drive reduces the amount of costly maintenance required when compared to traditional street sweepers. (Photo provided)

than anyone else in the market. Because of the company’s forward-thinking, it has been able to adapt and embrace quickly emerging technology changes in electric and battery systems. Throughout its pursuit of zero emissions, the company has maintained a heavy-duty machine capable of handling cities’ most demanding sweeping tasks, with minimized maintenance requirements. Mentelski noted the all-electric sweeper’s minimal maintenance dramatically reduces the total operating costs, a win in the market. Street sweepers have traditionally been high in maintenance costs, with Mentelski noting, “A lot of sweepers have two engines.” However, the electric drive reduces the number of moving pieces and thus the amount of costly maintenance required.

Global Environmental Products’ all-electric street sweeper offers zero emission in a custom-built chassis that’s been designed to tackle the dirtiest sweeping jobs. (Photo provided)

“There’s not a lot of maintenance on this sweeper,” Mentelski said. Gone is the replacement of diesel particulate filters and so too are the basic preventive maintenance services like changing oil, maintaining coolant systems and radiators, and replacing fuel filters. Since Global Environmental Products’ electric sweepers have no engines, these steps are made obsolete. The front-mounted cooling system also requires zero maintenance and is self-cleaning. The control system is located above the batteries, allowing for easy accessibility for troubleshooting. Not only does this improve productivity, but it also reduces waste, furthering many cities’ green goals. Operators also enjoy the all-electric sweeper, which offers exceptional maneuverability with a 12.5-foot turning radius. Since there is no engine, Global’s all-electric sweeper runs quietly, perfect for drivers and city residents alike. Its regenerative braking, which turns the force generated when a driver slows down into energy, extends sweeping time, ensuring a full shift without interruption.

Included with Global’s all-electric sweeper is a Level 2 charging system, which doesn’t require municipalities to update their charging demands. Offering 240 volts, the system is designed for city workers to complete their eight- to10-hour shifts and then plug in the machine overnight to be ready for the next day. A Level 3 charger is also available, which could be a good fit for cities with two sweeping shifts. Global Environmental Products and its team of engineers have tested the sweepers extensively, including placing them in real-world environments to be put through their paces. Operators and technicians have enjoyed the ease of use these purpose-built machines offer and the ability to demonstrate to their communities that their fleets are being environmentally conscious. Municipalities wanting to see the all-electric sweeper in action can take advantage of Global Environmental Products’ free demonstrations. Schedule your demonstration through the factory or a local dealer today. A greener tomorrow with fewer maintenance headaches is a call away.

After completing an eight- to 10-hour shift, operators can plug in the all-electric sweeper and charge it overnight with a Level 2 charging system. (Photo provided)

On the Web View a walk-around video of the M4 electric street sweeper on YouTube: https://youtu.be/qU4v8qitydM.

For more information, visit globalsweeper. com or call (909) 713-1600.

AUGUST 2021 | THE MUNICIPAL 11

On The Road Again

The Oddporium, Arden, Del.

By RAY BALOGH | The Municipal

(All photos courtesy of The Oddporium)

ABOVE: The Oddporium houses hundreds of human and animal skulls and bones. “The human ones are medical,” said co-owner Beth Schuler. “The animals passed away naturally. We love animals.”

LEFT: Ken and Beth Schuler opened The Oddporium in 2015, kick-starting its inventory with items they collected during urban discovery adventures and photographing the demolition of several mental health asylums.

Perhaps no one embraces the peculiar, the bizarre and the curious with as much intriguing fervor and verve for teaching as Ken and Beth Schuler, owners of The Oddporium in Arden, Del. The two opened the attraction in 2015 in a two-story hand-me-down built in 1909 and owned by Ken’s family for more than a century. The building has been used as a residence and business and at one time housed a barbershop where Ken’s Uncle Frank, who recently passed away at the age of 101, used to cut Joe Biden’s hair. The walls, shelves and display cases throughout the main floor are packed with odd and sometimes macabre items such as human and animal skulls and skeletons, vintage medical machines and instruments, quack medical memorabilia, funeral-related items, glowing 12 THE MUNICIPAL | AUGUST 2021

glassware and clocks laced with radium, lamps made from cow femurs, Tesla coils made by Beth, a haunted doll, a levitating music box, New Age merchandise and the preserved carcass of a cycloptic pig named Amelia. The condition occurs once per 16,000 births, according to Ken. Beth’s favorite conversation/educational piece is Lizzy, a human skeleton from the late-1800s that sometimes daunts the younger visitors. But Beth is always there with a Mr. Rogers level of soft reassurance to alleviate any childlike apprehension. “Lizzy helped doctors learn how

A Japanese mourning doll in the museum is purportedly haunted. Its arrival was accompanied by stories of misfortune that befell those who did not treat the doll with respect. One woman suffered detached retinas within an hour of telling the doll, “You’re not haunted.” Another man, while trying to dispose of the doll, suffered broken ribs in a fell. He told the hospital staff and police, “The doll did it.”

to fix people,” she tells them. Their fear assuaged, many of the children leave the exhibit with the parting salutation, “Thank you, Lizzy.” She also assures visitors no animals were harmed to obtain their skeletons or remains. “We love animals,” she said. The Oddporium operates as a combined museum and store with permanent and for-sale items often interspersed on the shelves. “One of the doctors from the University of Delaware came in and bought a hand-cranked bone drill, because the pneumatic ones would burn bones,” said Beth. “He still uses that one today, and he is the surgeon I would go to.” Much of the inventory consists of items the Schulers collected through the decades from their urban explorations and their collaborative work as demolition photographers. “Our photography is usually of asylum buildings, and we negotiate about keeping objects we find on the property,” said Ken. “Sometimes we work that into the payment.” The Oddporium maintains a portfolio of old medical records of mental patients, along with their photos. They also glean curiosities from their travels and online, and “items come to us from all over from people who bring them here,” Ken said. “We have thousands of items on display and probably hundreds more in storage.” Many of the mental health, surgical and pharmaceutical conventions of yesteryear evoke a head-shaking condescension from today’s populace, which benefits from centuries of technological advancements. But Ken is scrupulous in exhibiting the full spectrum of prevailing paradigms. “We have to realize that history is not always pretty and beautiful,” he said, advising prospective visitors how to maximize their visit: “Keep an open mind.”

One of the exhibits features greenware glowing with radium. Atop the case reposes a sheep skeleton. The glassware has all been scanned by Geiger counter to assure its safety.

“When I first encountered old postmortem photos, I was appalled,” Beth said, “but now I see that the photos taken when people married or died were valued, because back then, photography was very expensive.” The building itself carries a history of odd and unexplainable occurrences that perfectly complement the theme of the place. Seven people have died within the house, and investigators have detected paranormal activity within its four walls, once snapping a photo of a spectral figure in one of the rooms. The Oddporium receives “about 2,500 to 3,000 visitors a year,” including school tours, and hosts birthday parties and weddings in the adjoining garden. Despite the enterprise’s partial function as a gift shop, education and personal relationships are always front-burner considerations for the Schulers. “Our job is not to make people buy something,” said Beth. “I just love showing and teaching people whatever I can. I just want them to learn.” She encapsulated The Oddporium’s raison d’etre: “It’s to preserve history. It’s the love of history, the love of the unusual and the hard to find. I love this place.” The couple also works to foster a community of kindred spirits — the human kind. “We’ve always been a safe spot, a space where people can come and feel comfortable with different interests,” said Ken. “If you’re into Bigfoot, you can come here, and you’re not going to be judged.” This summer, he said, “We hope to bring back outdoor weekly movies, weather permitting. They will be old horror and sci-fi films, old B movies starting with ‘Plan 9 from Outer Space.’” The Schulers recently took delivery of their second used hearse, which they plan to use as an exhibit and marketing piece. The Oddporium is located at 2115 Marsh Road, Arden, and is open from noon to 6 p.m. Friday through Sunday. For more information, call (302) 757-9544 or (484) 250-2097, or visit www.oddporium.com. AUGUST 2021 | THE MUNICIPAL 13

What’s In A Name

Eden and Seven Devils, N.C. By RAY BALOGH | The Municipal Though separated by less than a three-hour drive, the respectively paradisiacal and diabolical names of North Carolina municipalities Eden and Seven Devils could hardly be farther apart.

Otter Falls is one of the many natural attractions of Seven Devils, N.C., a hamlet of barely 200 residents nestled in the Appalachian Mountains. The town hosts regular guided photography sessions at the location. (Photo by J. Paulson)

A bridge over the Smith River and traffic circle facilitates travel through and around Eden, N.C., a town once famed for its textile mills and manufacturing. (Photo by Wirestock Creators)

Eden Eden, which numbers 14,866 residents, derived its name from the 100,000-acre estate of surveyor and visionary William Byrd II in the early to mid-1700s. He dubbed his holdings the “Land of Eden,” hoping to entice Swiss settlers to a self-sufficient colony sustained by the Protestant work ethic. Byrd’s dream, alas, never came to fruition. One ship of Swiss denizens set sail for the United States but shipwrecked in a winter storm, with none of the survivors reaching Byrd’s prospective paradise. Byrd died Aug. 26, 1744, deeding the real estate to his son, William III, who sold the property to pay off debts and support his extravagant lifestyle. On Nov. 8, 1755, merchant brothers Simon and Francis Farley purchased 26,000 acres of the Byrd estate on which to establish plantations. By that time, settlers and squatters had populated the area, and the settlement became known as the Sauratown tract. The real estate was the subject of serial legal challenges, with the governor of North Carolina finally getting involved to resolve the dispute for the Farley heirs. The town of Leaksville was established in 1795 along the southwest border of Sauratown, and the remaining Farley daughters sold the land to American Revolutionary War notable Patrick Henry three years later. Other towns sprang up in the original tract, and the area was known for its textile mills and manufacturing for more than a century. On Sept. 12, 1967, the citizens of the towns of Leaksville, Draper and Spray and the unincorporated Meadow Greens Sanitary District voted to consolidate, choosing Eden as the name of the newly formed municipality.

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Today Eden boasts more than a dozen buildings and four historic districts on the National Register of Historic Places. On the third weekend in September, the town hosts its annual Fall Riverfest, which celebrates Eden’s art, history and river heritage. Its annual Charlie Poole Music Festival has featured folk musician Mike Seeger and country music duo the Osborne Brothers. For more information, visit www.edennc.us. Seven Devils The small resort town of Seven Devils, whose population has hovered just over 200 for the last decade, belies its fiendish name. The picturesque burg, nestled in the Appalachian Mountains, is the state’s first mountain resort development to become a town. The place bristles with tourist attractions, many of them year-round, including downtown zip lines, a trout farm, hiking and biking trails, canoeing and kayaking, swimming, golf, children’s playgrounds, train rides, the Mile-High Swinging Bridge and snow tubing. Seven Devils is surrounded by natural wonders, including mountains, rivers, forests and waterfalls. Conservation preserves comprise 412 acres within the town limits. The town hosts several community activities every year, including a “Music on the Lawn” concert series, pickleball games and clinics, ranger workshops, painting classes, waterfall photography sessions, group hikes and walks, book club and a bear decorating contest. The town derived its moniker from a fortuitous confluence of septets. The unincorporated community was founded in the mid-1960s by seven residents of Winston-Salem who were looking to create a recreational resort. The four brothers and their three partners conjured the name from the seven distinct peaks along the Blue Ridge Parkway and the apocryphal Native American legend describing the sound of the robust winter mountain winds as “seven devils screaming in the night.” For more information, visit www.sevendevils.net.

AUGUST 2021 | THE MUNICIPAL 15

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Focus on: Waste & Recycling

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Focus on: Waste & Recycling

Focus on:

Waste & Recycling $172,101

Switching to automated trash collection will save Bangor, Maine, an estimated $172,101 over five years due to the contractor reducing labor costs

Read more about cities switching to automated trash collection on page 20.

13 of 60 Eagan, Minn., has removed trash bins from 13 of its 60 parks to reduce costs. These selected parks are smaller neighborhood parks.

Find out more about Eagan’s “Pack In, Pack Out” policy on page 36.

$41 million

In Georgia, two Milton High School students brought free glass recycling to Bell Memorial Park in Milton. Ella Katekovich and Jeslyn Guo contacted companies that collected and recycled glass to find viable options for Milton.

Yerington, Nev., is undertaking a massive $41 million water and wastewater project to update pipes that date back to the 1900s.

Learn more about this project on page 32.

$2 million Lincoln Neb.’s, new two-year, $2.2 million contract with Husker Refuse will save the city about $2 million. The contract will see that 7,500-some tons of recyclables, which residents drop off each year, will be collected.

Source: https://journalstar.com/news/local/govt-and-politics/city-hall-more-roundabouts-recycling-savings-and-shopping-center-improvements/article_3748cdfe-c3fb5803-8a07-b1467226e77d.html

Source: https://www.mdjonline.com/neighbor_newspapers/north_fulton/two-miltonteens-bring-glass-recycling-to-the-city/article_26da28f8-cac1-11eb-ac0a-5770165e3b05.html

6,000 pounds Approximately 130 volunteers cleared 6,000 pounds of garbage and yard waste from public space in the city of Pierre, S.D.

Source: https://drgnews.com/2021/06/17/ pierre-go-green-and-clean-campaign-picks-up-6000-pounds-of-garbage/

AUGUST 2021 | THE MUNICIPAL 19

M Focus on: Waste & Recycling

Municipalities move to automated trash collection By DENISE FEDOROW | The Municipal

More and more cities and towns are making the switch to automated trash collection and doing so for a variety of reasons — current price decreases and labor issues among them. Some trash collection is performed by city employees while others are contracted out. For Cleveland Heights, Ohio, it had gotten to the point where the equipment needed to be replaced so some decision had to be made. According to Public Works Director Collette Clinkscale, the trucks had gotten so bad they couldn’t make the 80-mile one-way trip to the landfill in Shiloh, Ohio, so whether the city automated or not, something had to be done in order for operations to continue. “We were at the point in the sanitation department where we needed to replace equipment — we were getting complaints from residents,” she said, adding the previous 20 THE MUNICIPAL | AUGUST 2021

public works director did a rate study on a couple of occasions to see what it would take but never implemented anything. The city council also appointed a task force made up of members of the community. They went to the sanitation department to see what it takes to pick up trash manually. They also looked at whether they should continue to do it manually, try automation or privatize and contract out the trash collection. “All those options were looked at,” she said. Speakers were brought in for the task force. Some were people from surrounding

ABOVE: Trash bins lined up along a street in Bangor, Maine, wait to be picked up by an ASL automated side-load trash truck. The city made the move to automated trash collection last fall. (Photo provided by city of Bangor/photo by Jim Dunning)

communities to talk about how they transitioned to automation. The task force also listened to speakers from waste companies, who shared what is going on in the industry. Clinkscale said they analyzed and studied the information for about seven to eight months. Before the task force’s work, the city had conducted another rate analysis to determine the cost to transition, which included a route study. “The cost to transition to automation as part of the rate analysis helped determine what the new rate should be,” she said. “The new

A Cleveland Heights, Ohio, sanitation department employee picks up bagged trash. The city will be transitioning to automated collection. (Photo provided by Cleveland Heights)

rates were effective in April, and between then and the end of the year, we’re bidding out the carts and equipment.” Clinkscale said the sanitation department is hoping to implement the new automated system by this November. The task force concluded it was best to keep trash collection in-house and purchase automated trucks; it believed there were more benefits to keeping the trash collection in-house. “We’re a bedroom community, and they felt it was more personal and beneficial to the community,” she said. Cost and rate increase The cost to upgrade to automated equipment is expected to be about $4.4 million. The first rate increase in April raised the rate by $4.67, making the monthly cost $16.17 per family unit, which includes a 96-gallon trash cart and a 64- to 65-gallon recycling cart. There will be additional increases of about 2% for 10 years. At the end of the 10 years, that rate is expected to be $19.32. An additional $0.80 per unit will be put aside in a capital needs fund to help pay for equipment maintenance and upkeep. But the rate increase doesn’t cover the entire cost of the transition. Clinkscale said the general fund is subsidizing about a half million

A Cleveland Heights, Ohio, sanitation truck backs into a city building. The city’s equipment is aged and in need of replacement so the city is transitioning to automated equipment. (Photo provided by Cleveland Heights)

AUGUST 2021 | THE MUNICIPAL 21

continued from page 21

Trash bins that can be picked up by an automated side-load trash truck are lined up along a street in Bangor, Maine. (Photo provided by city of Bangor/photo by Jim Dunning)

dollars. At the same time, the department has received a couple of grants for the recycling portion. “We were successful in getting a grant for the recycling portion — $200,000 from the Recycling Partnership and $200,000 from the Environmental Protection Agency,” she said. In addition, the city received a $5,750 Community Recycling Awareness Grant from Cuyahoga County for educational and informational materials, which it plans on using to educate and inform residents on single-stream recycling. “We’re planning a robust educational program,” she said. Clinkscale presented the plan to automate to the city council in October 2020, and councilors approved it in November 2020. The city will be purchasing four new automated trash trucks, two recycling trucks, three tractor-trailer trucks and five aluminum trailers — the last two to haul the trash to collection facilities. The four automated trucks are replacing the number of manual trucks the department currently has in operation. The city is also purchasing 29,400 carts — 14,700 of each type. The sanitation department currently has 27 employees and will be cutting back by four to 23 employees. Clinkscale said from her standpoint, there are no negatives to making this switch. “I’m looking forward to it. I think it’ll be a good change. Once residents are acclimated, they’ll like it. The employees are looking forward to it.”

22 THE MUNICIPAL | AUGUST 2021

She noted some routes have 400-600 properties, so it’s very labor intensive, and therefore, the city has had a lot of injuries. Moving forward, Clinkscale believes there will be fewer injuries. Community feedback Clinkscale said the general feedback from the community has been positive. The main concerns she’s heard include some residents thinking the carts look messy or that they have no place to store them. A few seniors are worried about their ability to handle the large carts, so the city plans to offer them a smaller version. “Overall, the community is looking forward to it,” she said. “And there’s been no real complaints about the increase — they acknowledge a rate increase is necessary. Overall, they realize not too many cities are doing it manually anymore.” She added some residents just wanted to make sure the city applied for grants. The transition will mean a cleaner city after the transition since animals would get into the trash bags sitting out and drag the trash around. Additional benefits are work-related injuries will go down, increased efficiency will be realized and there will be faster collections. With the automated system, the city will be able to knock a route or two off. With the current trucks, one person is having to jump on and off, which is slower and contributes to safety factors.

An automated side-load trash collection truck drives past the iconic Paul Bunyan statue on Main Street in Bangor, Maine. The statue was erected in 1959 and designed by J. Norman Martin, who passed away this spring at the age of 95. (Photo provided by city of Bangor/ photo by Jim Dunning)

Bangor, Maine Several other communities made the move to automation last year, including Bangor. For Bangor, the decision to automate its trash collection was due to financial and labor concerns. Aaron Huotari, director of public works, was not in his position yet when the decision was made in late 2019 to automate. The city went live with the new system in July 2020. The city has contracted its trash collection since 1995. Huotari said he was told the decision was made for various reasons — one of which was excess trash due to neighborliness. He said surrounding towns started charging per bag of trash, so Bangor residents started telling their friends and family to bring their trash to their houses to be disposed of. “Our trash volume went up. Garbage bags were sitting on sidewalks — it was a sanitary concern,” he said. Also, labor was an issue as the contractor was having trouble finding workers for manual trash collection. Huotari said it’s a pretty physical job. “There’s a lot of walking in all kinds of weather.” The city has been with the same trash contractor since it gave up in-house trash collection, and the contractor suggested the change as it was doing so in nearby communities. COVID-19 almost ground the project to a halt as city officials wondered how to get the bins delivered, “but because it was mostly outside, we went forward with our plans,” Huotari said. When they arrived, the 96-gallon bins were handed out to residents, though some wanted a smaller size. After delivery, Huotari said adjustments were made for those who requested it.

According to Huotari, it’s been a good move for the city. It’ll be saving the city an estimated $172,101 over five years due to the contractor reducing labor costs. He noted the volume of trash has gone down, too. Since residents have to fit all their trash inside the container, they’ve stopped allowing others to bring trash over. The general consensus is the city is somewhat cleaner with the blue bins — trash bags are not piling up. “The council is happy with it,” he said. “I don’t know that we’d go back the other way — this is more sanitary.” The only negative he’s aware of are complaints from about 1% of the population who can’t fit all their trash in the one 96-gallon bin. They can have an additional bin for a small charge. Huotari said while he’s only been in his position about seven to eight months, he feels like the automated trash collection is “overwhelmingly good and welcomed by our citizens.” Clinkscale had these words of wisdom for those considering making the shift. “Do some due diligence — get the community involved, so they understand what it takes to operate and to do automation.” She said meetings were held with city staff to address any questions, and they were open to the public. Having that community involvement really “helped the process go smoothly.” She said bringing in a company to do the rate analysis — so officials had the data to support why the city was asking for the rate increase — was also helpful. “All those things helped the process go smoothly,” she said.

AUGUST 2021 | THE MUNICIPAL 23

M Focus on: Waste & Recycling

ASU business school helps create real-world solutions to business problems By NICHOLETTE CARLSON | The Municipal

Arizona State University’s W.P. Carey School of Business has teamed up with a few different businesses and organizations over the years to help create real-world solutions for various problems. Kevin Dooley, distinguished professor with Mesa project ASU’s W.P. Carey School of Business, created “The city came to us to do a business plan,” an interdisciplinary lab course for full-time Dooley stated of the class’s first project Master of Business Administration students. assisting Mesa, Ariz., with food waste. For For each project, the class has a sponsor or the project, students teamed up with ASU’s client, depending on the outcome of their School of Sustainability. work. The class will also team up with another The city’s idea was to collect food waste ASU school as a partner on the design. within Mesa and put it into the wastewater 24 THE MUNICIPAL | AUGUST 2021

ABOVE: The W.P. Carey School of Business at Arizona State University has been approached by various businesses and organizations to come up with real-world solutions to problems. One of these projects was to design a brand-new garbage truck. (Shutterstock.com)

treatment system. City officials turned to the students to see if there was enough food waste in Mesa to make the project work. Students quickly determined there was more than enough food waste in Mesa to make the idea work. “We found a small sliver of Mesa

could make it feasible from a production standpoint,” Dooley stated. The project then became how to collect the waste, how much money it would cost to collect the waste and whether it was economically feasible to add organic material to create recycled, renewable energy. To be effective, the cost for implementing the new plan must be the same or lower than the cost of keeping things the same. Ultimately, whether people would participate in the food waste collection became a factor as well. The city did not end up implementing the food waste idea because it did not work out economically. Garbage truck project Republic Services then approached the graduate program to help create a garbage truck for the future. For the project, students partnered with ASU’s school of design. Since garbage trucks are typically kept in the fleet for between 10 and 12 years before being swapped out, Republic Services had to begin thinking up a new design early on. Waste collection companies such as Republic Services must look to the truck suppliers for their design. So, if it wants a new design, the waste collection agency must consider its research and development needs. With computers and sensors becoming more prevalent on vehicles, students were able to consider including these on the garbage trucks. Students broke up into teams to design their own garbage truck based on what they believed would serve Republic Services the best in the future. “It was meant to be provocations, not solutions,” Dooley noted. If the students came up with a certain idea, it may not only be useful on their garbage trucks but also something competitor collection agencies may think of. Overall, the students came up with two or three ideas that Republic Services stated its own team had not even considered when designing.

The first project given to the ASU business school class involved determining if it was viable to include food waste collection with the wastewater collection in order to create recycled, renewable energy. (Shutterstock.com)

While just a small portion of Mesa, Ariz., created enough food waste to make collection a feasible option, ultimately the cost did not make it economically feasible. (Shutterstock.com)

Foster youth project Students in this business program recently worked on a foster youth program. Statistics show that many homeless young adults come from foster care. These young adults often lack the basic life skills necessary to find a job. The goal of students was to investigate solutions to this problem, with a particular emphasis on peer mentoring. While not a formal mentor program, students worked with local nonprofit agencies to direct people who have been through the

foster care system to help out these homeless young adults. Those who saw a greater success in life and their goals all reportedly had an informal mentor and a strong, positive experience with them. Some student groups focused on making these young adults aware of the many services available for the homeless through municipalities. Others worked on a solution to keeping a formal record of those deemed homeless. Many states do not keep any form of formal record, and those that do are inconsistent in how AUGUST 2021 | THE MUNICIPAL 25

continued from page 25

they record data. Students focused on finding a consistent way to formally record data about a homeless individual and then share it with other states. For each of these projects, Dooley describes them as being “work that has some potential for real impact.” Students may be particularly helpful in certain instances if the problem and solution are geared toward young adults. These are semester-long projects with multiple groups working on a particular problem. Next year he mentioned students will focus on a project regarding recidivism and criminal justice. These projects allow both the business or organization and the students to step outside the box. And why turn to the school of business? Dooley explained that whether they are nonprofit or for-profit, the business or organization still has operations and funding needs. “All the beneficial projects still need to succeed in a business context,” he explained. Working with students during undergraduate and graduate studies in such a capacity allows businesses and government agencies to reach out and engage students in order to create awareness about potential job opportunities. In creating those positive relationships between universities and surrounded cities, students can discover jobs they would not have otherwise considered while remaining local.

Many homeless young adults came from the foster care system. Students thought up a variety of ways to help, including peer mentoring. (Shutterstock.com)

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Starkville launches custom recycling program By JANET PATTERSON | The Municipal

Municipal recycling programs have had a tough time lately. Markets like China and Malaysia, where recyclables were being sent, found that their own citizenries were generating enough recycled material to satisfy their expanding manufacturing economy.

Think Green Starkville is part of the community’s effort to reduce its carbon footprint. (Photo provided by Starkville, Miss.)

28 THE MUNICIPAL | AUGUST 2021

The cost of recycling was not paying municipalities to recycle. Instead, cities were paying to send their recycled bottles, cans and paper away. And then came the pandemic. Trash and recycling pickup slowed dramatically when public works departments found themselves understaffed because of employees who became ill or had to quarantine because of a sick family member. Recycling troubles hit Starkville, Miss., squarely in the pocketbook last year when its contract with Waste Management to haul collected recyclables to nearby Tupelo rose from about $40,000 to $60,000, and revenues from those recycled materials totaled only about $24,000. Located in eastern Mississippi, Starkville was founded in 1831 as Boardtown because of a sawmill operation there. Later it was renamed to honor John Stark, a general in the American Revolution. The city of just under 26,000 residents is also home to Mississippi State University, a land grant college started in 1878. “We are attempting to be mindful of our carbon footprint,” Starkville Mayor Lynn Spruill said. The Waste Management recycling program allowed people to place bottles, cans, plastics and other recyclables in green bags and later bins at curbside for pickup. The service was free to city residents.

Mayor Lynn Spruill

With the arrival of the COVID-19 pandemic in March 2020, the city discontinued curbside pickup and opted for a drop-off location at the city’s sanitation building. The idea seemed to work until the amount of contaminated or nonrecyclable materials increased, and so did the cost for transporting those materials. “If you have a ketchup bottle that’s got a little bit of ketchup at the bottom, it’s no longer recyclable. If you have a greasy pizza box, that’s not recyclable,” Spruill noted. Those mistakes by residents cost the city. By late 2020, the rising costs of the recycling program spurred the Starkville Board of Aldermen to suspend it. As Starkville emerged from the pandemic and resumed full operations, Spruill said city officials began looking for a plan that would work best for both residents and the city’s budget. She said they considered working in partnership with MSU to adopt their recycling program, which is managed by Waste Pro of Columbus, Miss. “While I love to partner with MSU when the opportunity presents itself, sometimes it’s better not to do that, and this was one of those times,” she said. The university has placed recycle containers all around the campus and “has a bit more control over that than we would,” Spruill added. The partnership would have been a pay-asyou-go plan, in which residents would drop off recyclable items in bags purchased

This recycling sign points Starkville, Miss., residents to the staffed recycling site. (Photo provided by Starkville, Miss.)

AUGUST 2021 | THE MUNICIPAL 29

continued from page 29

from the recycler. The bags would have identified them as paying customers. Instead, Starkville aldermen Sandra Sistrunk and Hamp Beatty investigated options and decided to pursue a program with Waste Pro of Lowndes County that would just be for Starkville. The new recycling program does not require special bags and allows residents to bring their recyclables in any container and to sort the items into large bright blue and green containers at the recycling site. The city’s new “Think Green” site is located at the Starkville Sanitation and Environmental Services Department building. The site is staffed and open to the public from 7 a.m. to 4 p.m. Monday through Friday and 9 a.m. to 1 p.m. on the first Saturday of each month. Recyclable materials accepted include tin and aluminum cans, paper and cardboard, a popular item in many households. Spruill observed that with the pandemic, more and more households seem “to be getting lots of cardboard boxes through the mail.” Plastics are not accepted at the site due to the limited market for recyclable plastics. Glass is not accepted because of the potential for injuries and damage from broken glass. The city’s website has a special link to inform residents about the program and what materials are accepted. It also includes suggestions for the disposal of materials not accepted. As of June, Spruill said the new plan seems to be “working fine.” She said it was too early to have any statistical analysis about the program since it has only been in operation a few months. Recycling is part of the city’s comprehensive plan, Spruill noted. In keeping with Starkville’s mindfulness of its carbon footprint, she said, the commitment to recycling is a portion of the city’s sustainability and Leadership in Energy and Environmental Design policy. The plan calls on the city to support a “stable, diverse and equitable economy, protect the quality of the air, water, land and other natural resources, (and) conserve native vegetation, fish, wildlife habitat and other ecosystems” as well as minimizing “human impacts on local and worldwide ecosystems.” This includes providing recharging areas for electric vehicles and encourages LEED certification for all new construction of commercial and residential facilities.

Recycle bins offer residents the option to bring materials in their own containers to a central location. (Photo provided by Starkville, Miss.)

Cardboard boxes are a way of life for those shopping during the COVID-19 pandemic. (Photo provided by Starkville, Miss.)

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M Focus on: Waste & Recycling

Yerington, Nev., starts water and sewer restoration project

A construction rep for Farr West engineering speaks on behalf of Q & D Construction. (Photo provided by Lyon County News Leader)

32 THE MUNICIPAL | AUGUST 2021

By DEBORAH C. GERBERS | The Municipal

n late 2020, the city of Yerington, Nev., and the USDA Rural Development hosted a groundbreaking ceremony to celebrate the start of construction of a $41 million water and wastewater project. The much-needed improvement project replaces old water and sewer pipes to over 3,000 Yerington residences and nearly 70 homes on the Yerington Paiute Tribe colony. Twenty miles of new infrastructure will be part of the project, which just began construction in late June of this year. Yerington’s water and sewer lines date back to the 1900s and have never been replaced, a cause for concern for city leaders. According to City Manager Robert Switzer, the city has about 2,200 metered water connections, with about 1,600 in the city limits, and about 1,400 sewer customers. The water and sewer project will replace 100,000 linear feet of water main and 82,000 feet of sewer main. It also includes 185 fire hydrants, relocating water and sewer mains from backyards and replacing more than 2,200 water and sewer connections. The restoration project has been in the works for several years, and city leaders were eager to actually begin breaking ground and getting started. Switzer said planning for the project dates back to 2015. “Then, we had a professional city engineer evaluation, which detailed the need to replace all water and sewer lines,” he said. “After that, there was a formal presentation on the project for the community of Yerington, and then we were ready to move ahead.” Switzer said the city obtained funding through a combination of grants and funding through rural programs of the United States Department of Agriculture, which translate into a 40-year loan for the city. According sources at the Reno Gazette Journal, the USDA loan has a 1.4% interest rate for the project, with the rate and loan good for five years. For the $19 million water project, the city will pay just $1.8 million in interest, and for the $17 million sewer project, the city will pay just $1 million in interest. The partnership between the USDA and the city of Yerington is a good match, as there are several other major infrastructure projects

Yerington Mayor John Garry speaks at the groundbreaking ceremony. (Photo provided by Lyon County News Leader)

Work gear is ready for use on Yerington, Nev.’s, 41 million water and wastewater project. Much of the city’s water and sewer lines date back to the 1900s, making their replacement vital for the city. (Photo provided by Lyon County News Leader)

possible for the city. Improvements resulting from the renovations will likely benefit residents in several ways and solidify Yerington’s infrastructure for the community as a whole. According to Kelly K. Clark of the Rural Development sector of the USDA, federal and local dignitaries were present at a socially distant groundbreaking ceremony last fall, including Yerington Paiute Tribal Chairman Ginny Hatch; Mayor John Garry served as master of ceremony. As the project area lies in part on the Paiute tribal colony, improvements made to those areas were folded into the entire water and sewer restoration.

Switzer said most people “in the know” and with interest in city infrastructure improvements have responded positively to the restoration project. “Most people do understand the issues with aging infrastructure,” he said. The city of Yerington contracted with Farr West Engineering of Reno, Nev., to provide design, construction management and inspection services. Q&D Construction Inc., a Sparks, Nev., firm, was awarded the construction contract. The project is currently underway, and Switzer anticipates it to be complete by May 2022. AUGUST 2021 | THE MUNICIPAL 33

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M Focus on: Waste & Recycling

Behavioral Change: Eagan’s ‘Pack In, Pack Out’ policy encourages eco-responsibility Peridot Path Park is included in Eagan’s “Pack In, Pack Out” program, which is designed to reduce waste and save money. (Photo provided by the city of Eagan)

36 THE MUNICIPAL | AUGUST 2021

By JULIE YOUNG | The Municipal

It’s no secret that big changes take a little getting used to, so when the city of Eagan, Minn., announced its plan to remove trash bins from 13 of its 60 parks to reduce waste and save money, it received plenty of pushback from the public. “Some people were happy about it, and some people were upset,” said Andrew Pimental, CPRE, director of parks and recreation for the city of Eagan. “They thought it was something that would happen in every park and that they would become giant landfills.” The public didn’t know by the time a formal announcement was made, they had already gotten used to fewer trash receptacles in these small neighborhood parks. In fact, they hadn’t noticed the difference. Thinking outside the box The state of Minnesota is known for its aggressive recycling goals, but two years ago, Dakota County passed an ordinance requiring recycling in all public parks and then took it to the next level by requiring one recycling bin for every trash can. This would cost Eagan $100,000, along with another $125,000 for a truck to collect the refuse. The city would also have to cover ongoing costs for maintenance, disposal and associated staff. With park use at an all-time high during the pandemic and recycling/trash containers being used interchangeably, Pimental looked outside the box to discourage patrons from bringing trash into the park when they arrived. Signage was created for Egan, Minn.’s, “Pack In, Pack Out” pro“That’s when I met Master Recycler Sandy Scott, who told us about gram, which was implemented at some of the city’s smaller parks. ‘Pack It In, Pack It Out,’” he said. The program encourages visitors to take all trash and recycling Scott is a self-proclaimed “garbologist,” who donates her time with them. (Photo provided by the city of Eagan) removing recyclables from trash bins in the city park. In addition to landfill diversion, she advocates for a psychological approach to eco-responsibility so people can make thoughtful and intentional choices. She spends her winters on St. Simon’s Island in Glynn County, Ga., where she first learned about the Pack In, Pack Out program and said it might be an option for Eagan as well. “Sandy is just the greatest. She wanted to create a renewed sense of accountability, and with this program, I think we can do it,” Pimental said. Pack In, Pack Out is a program encouraging behavioral change in the way people think about their waste. In some community parks, it means removing all trash receptacles to a central location so patrons might think about where they are putting their refuse and make appropriate choices, but Eagan opted for a more radical approach. Pimental decided to remove the trash cans altogether in some small neighborhood and pocket parks that were not known for generating a lot of garbage to begin with — thus saving the city the cost of installing Eagan’s parks department has adopted a 1:1 ratio for trash and additional recycling bins. recycling and eliminated waste cans in some of their smaller “Basically, all we are trying to say is if you bring a water bottle with parks to save money. (Photo provided by the city of Eagan) you to the park, take it home when you leave,” he said. “It’s a small thing, but it makes a big difference.” AUGUST 2021 | THE MUNICIPAL 37

continued from page 37

Small changes, big difference Last fall, Pimental quietly began removing the trash cans in these smaller green spaces, and to his amazement, the public didn’t notice. This spring, a few more were removed, but once again, no one seemed to mind. “To be clear, these are small neighborhood and pocket spaces of .5 to 3 acres. They are the kind of places where people walk their dogs or take their kids to play in the playground. They are not the place where you organize the family reunion or take a big picnic,” he said. Scott warned that when the public learned about the new initiative, there would be some dissent. Sure enough, when the announcement was made in April, some residents became emotional at the idea of no trashcans in these public spaces. They thought it affected every park in the city rather than a few that were so small, they didn’t even have parking lots. Pimental said at first, the negative comments outweighed the positive comments, but within a week, it evened out. After hearing some concerns from park patrons about the need for dog waste stations, he willingly installed them without taking away from the larger goal. Today, he said the comments are more positive than negative. He suspects the public will continue to grow accustomed to the Pack In, Pack Out program and embrace it. “It’s all about being good stewards of God’s creation,” Scott said. “By offering people the opportunity to think about what they are bringing

38 THE MUNICIPAL | AUGUST 2021

Eagan, Minn.’s, trash truck picks up refuse from many of the area parks except for those in the “Pack In, Pack Out” program. (Photo provided by the city of Eagan)

into the park, you are helping them make good choices. I can’t promise that they will recycle their things when they take them home, but they have a better than average shot of being recycled as opposed to ending up in a landfill.”

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Personality Profile

Rising through the ranks: Valdosta Public Works Director Richard Hardy named deputy city manager By Julie Young | The Municipal

Richard Hardy is a natural leader. After a 33-year military career and six years as the director of public works for the city of Valdosta, Ga., he was named a deputy city manager to the community’s current leader Mark Barber. “I am grateful for this amazing opportunity and honored to be appointed to the deputy city manager of operations position. The city of Valdosta is incredible, and I look forward to continuing to work with the dedicated city employees, elected officials and citizens of this great community,” said Hardy. A desire to serve Hardy’s career is impressive. After joining the Air Force not long after his high school graduation in 1981, he rose to the rank of a chief master sergeant and served both at home and abroad. He worked as an aircraft maintenance crew chief and supervisor as well as an operations coordinator and military training officer/leader across six different bases and two tours at the U.S. Embassy in Islamabad, Pakistan. As the superintendent of the 23rd Aircraft Maintenance Squadron at Moody Air Force Base, he led 413 personnel in eight Air Force career fields while managing 47 A-10C aircraft. When he retired in November 2014, he reached out to the city of Valdosta on LinkedIn and sent in his resume. He was hired to be the director of public works not long afterward. “The rest is history,” he said. Hardy’s military experience and soft skills were the perfect foundation for his new role in public works, where he manages the daily operation of residential and commercial sanitation services, right-of-way street maintenance, facilities

40 THE MUNICIPAL | AUGUST 2021

maintenance and the repair of city vehicles and equipment. He also handles residents’ household garbage, recycling, bulk items and yard waste while providing mosquito mitigation efforts and street sweeping in residential areas as well as dedicated state routes. He said throughout his tenure in the department, he has worked hard to streamline operations for maximum efficiency while still getting the job done. “When I first came on board, we had a routing system that might serve 3,000 individuals one day and 6,000 the next,” he said. “We balanced the workload so that our crews could expect the same thing every day and that they had the right pieces of equipment to get the job done. I look at challenges as opportunities.” More for the money One of those opportunities has been the successful implementation of a five-year plan that not only helps personnel do their jobs efficiently but also supports those team members who want to obtain their CDL license and qualify for in-house promotions. He also removed some of the silos between departments and streamlined the fleet so the residents of Valdosta get the biggest bang for their buck. “We set priorities across organizations to purchase equipment that can serve all departments,” he said. It sounds easy, but Hardy admits it can be difficult to get buy-in from community leaders. Still, once he shows them what a

Richard Hardy, Deputy City Manager, Valdosta, Ga. (Photo provided)

Hardy lent a helping hand during a community cleanup. (Photo provided)

Valdosta, Ga., Public Works Superintendent Anthony Musgrove, left, stands with Hardy outside the public works building to mark National Public Works Week. (Photo provided)

piece of equipment can do and how it can be used by several departments, they have confidence in his vision. They also have confidence in him, as demonstrated by his recent appointment to deputy city manager of operations. In his new role, Hardy will oversee the engineering department, including engineering services, the traffic management division, stormwater division and arbor division. He will also oversee the utilities department, including its administration, central lines, central maintenance, central warehouse, environmental management, GIS, meter reading and water and wastewater treatment programs. When he announced the appointment of Hardy — alongside Human Resources Director Catherine Ammons — as a deputy, City Manager Barber credited his new team with being dedicated public servants in every sense of the word. “Their accomplishments within their respective departments have made positive impacts on the city of Valdosta, and I’m excited to see what they can each do in other areas of the city organization,” he said. As he studies the many processes within each department, Hardy is working with the various directors, managers and superintendents while reviewing internal and external feedback to identify inefficiencies and increase employee morale.

Richard Hardy briefs Leadership Lowndes on VOD. (Photo provided)

Hardy stopped by one of Valdosta’s local schools to educate students on litter. (Photo provided)

“The city of Valdosta is a great place to work,” he said. “I work with an amazing leadership team with all having the same goal, and that is to serve the citizens of Valdosta by providing the best possible services daily. There are so many opportunities with the many moving parts that operationally keep the city functioning daily focusing on customer service.”

Years of experience • Deputy City Manager of Operations for the city of Valdosta, Ga.— November 2020. • City of Valdosta Director of Public Works — November 2014. • Member of the American Public Works Association Small Cities and Rural Communities Committee. • Former President APWA of Georgia’s Southwest Branch. • Vice-Chairman of the Deep South Regional Municipal Solid Waste Management Authority. • Bachelor of Science degree in Occupational Education from Wayland Baptist University. • Master of Science in Information Systems from American Sentinel University. • Certificate of Local Government Management from the University of Georgia, Carl Vinson Institute of Government. • U.S. Air Force Chief Master Sergeant — retired.

AUGUST 2021 | THE MUNICIPAL 41

Public Safety

Wisconsin fire departments navigate service challenges

While a part-time model has worked in the past for many fire departments in Wisconsin, nowadays part-time personnel can find it difficult to respond during regular business hours since most have other employment. Pictured is a Caledonia, Wis., firefighter participating in a house burn. (John G. Rusfeldt/Shutterstock.com) 42 THE MUNICIPAL | AUGUST 2021

By AMANDA DEMSTER | The Municipal

A strong fire and EMS department is an important component of any community of any size. However, when those services are struggling, it can spell disaster. Over the last several years, communities in Wisconsin have struggled to staff their fire and EMS to the point where some departments have gone out of service. “I don’t think it’s an overstatement to say that several Wisconsin fire departments are in trouble,” Wisconsin Policy Forum President Rob Henken said. Many of these difficulties boil down to staffing, according to Henken. Ironically, departments are not necessarily struggling to find firefighters and EMTs. The complication, Henken said, lies with departments that, until now, have successfully incorporated a part-time model, with staff working separate day jobs and coming in only when responding to an emergency. “If you’re a small community and you’re answering one or two fire or EMS calls per day, it doesn’t necessarily make sense to have full-time firefighters and EMS responders who are at the station waiting for those calls to come in,” Henken said. While this model worked well in the past, part-time emergency personnel now find it more difficult to respond to calls during regular business hours. “Even if you have a robust part-time roster, that’s the toughest time to get people to come in because some sizeable percentages of your part-time roster are likely going to be the people with other employment, and they can’t necessarily leave their place of work to go and respond to a call as readily as they can on the weekend or at nighttime,” Henken said. To complicate matters, call volumes are increasing as cities and towns continue to grow and as populations age. “Seniors tend to use 911 more than younger people,” Henken said. “So, as the population ages, often there is a growth in call volumes.” In general, residents of all ages tend to call 911 for types of situations that, perhaps

Communities in Wisconsin have been struggling to staff fire and EMS, with some departments having gone out of service. Others are looking at other options, including merging, that will best serve their communities. (Shutterstock.com)

“For fire and EMS, you need to have mutual aid, and you need to have cooperation across municipal borders, so solving these challenges together makes sense.”

a decade or two ago, they would not have, he added. This problem has plagued smaller cities and towns, though larger jurisdictions are not immune. “Our largest fire department in the state of Wisconsin, Milwaukee, is having a huge problem right now,” Henken said. “They contract with four or five ambulance services to supply their own EMS response, and two of those private companies are pulling out of their contracts because they cannot sufficiently staff up.” Devastatingly, these struggles have caused some smaller departments to go out of service altogether. The good news, Henken said, is there are a number of avenues they can explore before resorting to this. One option is to contract or merge with fire and EMS services in adjacent

communities. Such is the case with Milton and Janesville, Wis. A second — though perhaps more costly — solution is to upgrade to full-time staff or add one or two full-time employees who can be available to respond to calls during the week. Depending on available funding, a department may even decide to become entirely full-time. “There’s a spectrum they can pursue there,” Henken said. The downside to this is the consequences, tax-wise, on residents. In some cases, making the switch could require a voter referendum, with Henken citing strict property tax levy limits that are in place for Wisconsin municipalities. “Increasingly, we are seeing communities in Wisconsin go to voter referendum to exceed property tax levy limits for the express purpose of adding fire and EMS staff,” he said. As far as merging, there are pros and cons to consider. If only one of the departments is staffed, response time could be compromised due to travel between cities. However, this can also be a pro, particularly if the station being used is staffed full time. “Even if they have to travel an extra five or six minutes, that’s equivalent to the time it would take for a small department with a part-time staffing model to actually call AUGUST 2021 | THE MUNICIPAL 43

continued from page 43

in and assemble the staff to actually respond,” Henken said. “So, sometimes there would be a lowering of response time.” If a department that serves a large area is staffing a station in a smaller community, the burden of growing call volumes could be eased somewhat, as the smaller station can be used to respond to calls within that service area. “If Janesville was to staff the Milton station, there would be a benefit to Janesville as well, because they’re considering having to build a new station in the northern part of their jurisdiction, and the Milton station could potentially buy some relief there,” Henken said. The Milton fire department serves the city of Milton, the town of Milton and surrounding townships. In order to keep up with calls, the department began considering full-time staffing. However, Henken said this would have greatly increased costs for all involved. Another scenario included the city and towns going their separate ways, with the city forming its own department and the towns merging with Janesville. However, Henken believes the most logical solution would be for the entire joint city-town department to merge with Janesville. “From a service level perspective, that would appear to be a win-win,” he said. “Would it be more costly? Yes, but at this point, all of the options are going to be more costly.” Milton is far from the only Wisconsin fire department that is struggling. In Ozaukee County, as many as nine departments of all sizes are experiencing difficulties. The problem is not limited to small communities. Henken cited a city of 15,000 to 16,000 people that has a thriving population yet is still relying on part-time staff. “It knows it needs to move on from that, but even with its relative affluence and growth, it is having trouble pulling the trigger on spending money to do that,” he said. Countywide, there have been situations where one of those nine departments cannot respond to a call and must rely entirely on mutual aid. “That’s scary,” Henken said, citing both a lengthier response time and an added burden to the neighboring department that is responding. It can also build resentment, especially for towns that have made the 44 THE MUNICIPAL | AUGUST 2021

Similar to communities nationwide, Wisconsin municipalities have experienced increasing call volumes as populations grow and age. (Shutterstock.com)

investment to increase their staff. Now their Sturtevant — have also joined forces and neighbors, who may have not yet bitten that are going strong. The consolidated Westproverbial bullet, rely on them more and ern Lakes Department in Waukesha County more. has grown successfully. It is now providing “We, as a nonpartisan nonprofit, we’re not EMS service for some nearby communities. looking for business in this area, but we’re Countywide EMS programs are another very happy the communities are coming to us avenue for struggling departments. because collaboration is key here. That’s good “EMS tends to be now 75-80% of the calls government.” Henken said. “For fire and EMS, many departments receive,” Henken said. you need to have mutual aid, and you need to “Fire calls are infrequent, and to fight a fire, have cooperation across municipal borders, you’re relying on mutual aid from neighso solving these challenges together makes boring departments anyway.” sense.” With that being said, there are several All is not doom and gloom, however. resources and formats fire departments Henken noted several departments are now can tap into before deciding to close their thriving after successfully merging. doors for good. “Ultimately, if they say they can’t do this “The one that is talked about most readily is the North Shore Fire Department,” he said. anymore, they need to look at another way This is a consolidation of fire departments to provide the service — whether contractfrom seven communities in Milwaukee ing with another neighboring department County, which merged in 1995. A 2015 report for EMS, they can contract with a private by the Wisconsin Policy Forum showed this ambulance company or another type of department still going strong. EMS agency. There is now some privatizaTwo communities in Racine tion as far as fire services,” Henken said. C o u n t y — Mo u n t Pleasant and

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Public Safety

Active Bystandership Training For Law Enforcement: An EPIC Idea By Jonathan Aronie | Chair, Georgetown Law/Sheppard Mullin ABLE Project Board of Advisors

By Paul Noel | Deputy Chief New Orleans Police Department

In 2016, the New Orleans Police Department did something no major police department in the United States had done before. It implemented a department-wide, holistic active bystandership program for police officers. Other professions had implemented similar programs in the past — the airline industry and the medical profession did so with great success — but law enforcement, incredulously, had not. The New Orleans program, called EPIC (Ethical Policing Is Courageous), provides practical, evidence-based education that teaches and empowers officers to intervene in another officer’s conduct — regardless of rank — to prevent misconduct, reduce mistakes and promote officer health and wellness. The program was readily embraced by members of the NOPD and the New Orleans community, and began paying dividends almost immediately. While it is hard to quantify the success of the program because when an effective intervention occurs often nothing happens (which obviously is the goal of an early intervention), most observers have credited EPIC with materially contributing to the city’s steady decrease in officer uses of force and citizen complaints, and the accompanying increase in citizen trust in the police and officer job satisfaction.1 In 2020, following the killing of George Floyd, the NOPD began receiving calls from law enforcement agencies across the country for help standing up similar programs. To meet the overwhelming demand, the NOPD worked with the Georgetown University Law Center and global law firm Sheppard Mullin to develop a national version of EPIC. That program, called the Active Bystandership for Law Enforcement (ABLE) Project, quickly has become a national best practice in police transformation. Currently, more than 130 law enforcement agencies from coast to coast have been accepted into the program, including Boston, Philadelphia, Baltimore, D.C., New York, Orlando, Seattle and Dallas. The Attorney General of New Jersey currently is in the process of bringing ABLE to every agency in that state. Sadly, nonintervention by police officers — even in the context of misconduct — is not an anomaly. While police officers are heroic “active bystanders” in many situations, they are no better than anyone else when it comes to intervening on one of their own. And make no mistake about it, most non-police are not so good at it either. (If you question our 1. See http://consentdecreemonitor.com/reports.

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view in this regard, we offer up as Exhibit A the abuses by U.S. clergy over the past decades that went almost totally unchecked by their peers.) But we actually know quite a lot about why good people often fail to intervene to prevent harm to others. Decades of research has shown us that powerful “inhibitors” exist that can turn even the best of us into “passive bystanders” in the right circumstances — things like peer pressure, fear of reprisals, fear of getting it wrong, diffusion of responsibility, pluralistic ignorance and bias. For decades, municipalities and police agencies have tried to attack the problem of “passive bystandership” only through policies, threats of reprisals and sporadic moral outrage. Such efforts have been mostly ineffective and likely always will be because they are not directed at the core problem. The core problem, in our view at least, isn’t that police officers don’t know what they should do; it’s that they have never been trained to do it. And making matters worse is that many — perhaps even most — officers continue to operate in a culture that strongly inhibits “active bystandership.” The Municipal recently featured a wonderful article about ABLE (see sidebar). The article prompted significant interest among city and police leaders. Some of the questions we have received are worth sharing with others. Do police officers support ABLE? Yes. Because ABLE, like EPIC before it, is not a discipline program, not an internal affairs program and not a whistleblowing program; the program is all upside for community members and officers. ABLE teaches a skill we all need. It’s a skill that will help keep a police officer out of harm’s way just as much as it will help keep a community member out of harm’s way. In New Orleans, officers are vocal about their support of active bystandership training and culture. Veteran officers in the city play an active role in creating a workplace culture that promotes active bystandership and that provides positive examples for newer officers. As

a result, NOPD officers, old and young, more readily embrace active bystandership as a means of promoting professionalism, safety and de-escalation.

ABOVE: New Orleans Police Department EPIC Ambassadors meet with a number of internal and outside advisors for the first time. Together, they not only helped create EPIC, but also brought EPIC to a national audience via ABLE. (Photo provided)

Does the community support ABLE? Yes. To take part in ABLE, a law enforcement agency must submit four letters of support — one from the chief or sheriff, one from the mayor or county executive, and two from credible community groups. The groups that have stepped up in support of their agency’s application have included multiple local chapters of the NAACP, the Urban League and the ACLU, along with a wide range of human rights groups, social justice groups and faith organizations. Can ABLE reduce municipal legal risk? We think so. No one can seriously question the cost of mistakes and misconduct by law enforcement. In 2019, the city of New Orleans paid $13.3 million to settle just three Katrina-era police civil rights cases. Baltimore spent $12.8 million in settlements related to police misconduct between 2014 and 2020. The city of New York paid out $125.9 million in settlements (and claims) for police-related lawsuits in FY2019 alone. Louisville paid a $12 million settlement in September 2020 for a single police excessive force case. But these data don’t even scratch the surface when you consider the societal cost of unconstitutional policing. While we can’t offer any promises that implementing a meaningful active bystandership program will prevent litigation, we have great confidence that not having one will exacerbate it. One hundred and thirty agencies, including some of the country’s largest and most forward-thinking departments, have opted into ABLE. The program quickly is becoming a national best practice. Failing to implement obvious best practices is a death knell in litigation.

In New Orleans, many officers even wear a pin reflecting their commitment to the principles of active bystandership. (Photo provided)

On the Web Read The Municipal’s April 2021 ABLE article by Amanda Demster here: https://bit.ly/3dylSiD.

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An annual Active Bystandership Conference for Police Executives is held in partnership with the NOPD and Loyola New Orleans. (Photo provided)

Can ABLE actually change a long-standing culture of nonintervention? We think so. The NOPD had a long history of police misconduct and excessive force. The department had an organizational culture where officers looked the other way when misconduct was occurring or about to occur. This culture enabled further bad behavior and inhibited even good officers from intervening to stop misconduct and mistakes. The NOPD had the usual suite of ethics training programs, but that did little to change culture. EPIC was NOPD’s solution to that gap, and ABLE is the continuation of the department’s ongoing cultural transformation. NOPD’s focus on the practical strategies and tactics of intervention has resulted in a dramatically changed NOPD. The principals of active bystandership are now infused in many aspects of the department’s culture. Sure, problems still arise from time to time because even the best active bystandership training is not a panacea. But the willingness of officers to intervene and the openness of officers to accept an intervention, regardless of rank, are now for many as much a part of the department’s culture as its unique star and crescent badge. Indeed, in New Orleans, many officers even wear a pin reflecting their commitment to the principles of active bystandership. The pin tells their peers: I am going to intervene on you to prevent mistakes and misconduct, and I expect you to do the same for me. Culture can be changed. We’ve seen it happen in New Orleans. But it cannot be changed overnight. And it cannot be changed by training, policy or discipline alone. Changing culture in any complex organization requires a holistic approach. ABLE offers such an approach. We have seen a lot of “reform” programs come and go over the course of our careers. Few are evidence-based and fewer still are supported by law enforcement and community. Law enforcement officers can and should receive meaningful, evidence-based active bystandership training. We do a disservice to our communities, to our municipalities and to our law enforcement officers by not recognizing that intervening in another person’s conduct is harder than it looks. But it can be taught and it can be learned.

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An ABLE class takes place in New Jersey. Departments across the U.S. have expressed interest in adopting ABLE teachings. (Photo provided)

About the authors Paul Noel is a 24-year veteran of the New Orleans Police Department and currently the Department’s Chief of Detectives. Paul is a graduate of the FBI National Academy, the MCCA’s Police Executive Leadership Program, PERF’s Senior Management Institute for Police, and a member of the ABLE Project Board of Advisors. In addition to his normal duties and responsibilities, Noel also leads the NOPD’s EPIC/ABLE Ambassador Program. Jonathan Aronie is a partner with the Sheppard Mullin law firm and the leader of the firm’s Investigations Practice Group and coleader of the firm’s Organizational Integrity Group. He served on the working group that developed NOPD’s EPIC program and is the chair of the Georgetown Law Center ABLE Project Board of Advisors. Aronie is a court-appointed federal monitor and a regular lecturer at the FBI National Academy. Noel and Aronie disagree on many things, but they vehemently agree on the power of ABLE to change culture and prevent harm.

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Water & Energy

Lima and other Ohio cities prioritize sustainable energy

By LAUREN CAGGIANO | The Municipal

Lima, Ohio, is setting an example for other cities of what it means to prioritize sustainability in 2021 and beyond. Look no further than its membership in Power a Clean Future Ohio, a nonpartisan coalition dedicated to helping cities and towns move away from pollution-generating energy sources. According to Clean Fuels Ohio, the state currently stands as the nation’s sixthlargest emitter of greenhouse gases, presenting an opportunity for carbon pollution reduction initiatives in the state to make a significant impact. Speaking of impact, Power a Clean Future Ohio now has more than a dozen communities that have signed on to the pledge. Its supporters range from local chambers of commerce and Ohio Conservative Energy Forum to conservation groups. As for Lima, Chief of Staff Sharetta Smith said this commitment represents a continuation of their efforts. For example, the city in northwest Ohio benefited from federal 50 THE MUNICIPAL | AUGUST 2021

energy grants in 2008 and 2009 to make the transition to LED lighting inside the city’s buildings and some government-owned streetlights. The city had considered using grants more recently to replace its more than 75 vehicles over time, but that grant money was no longer available. That’s why, according to Smith, the city has set its sights on evaluating possible clean energy solutions for its fleet of vehicles.

Sharetta Smith, Chief of Staff, Lima, Ohio

The interest is still there — the city just needs to be able to afford the project. “We’re interested in picking that work back up, starting with the analysis of moving to alternative fuel use for our vehicles, but then working through the process to get some technical training to create a sustainability

Lima is among several Ohio cities and towns committed to reducing carbon emissions in ways that make sense for their communities. This Power a Clean Future Ohio map showcases other partner communities. (Photo provided) In addition to partnering with Power a Clean Future Ohio, the city of Lima, Ohio, has transitioned to LED lighting inside the city’s buildings and some government-owned streetlights. (Photo by Alvin Trusty via Flickr.com; https://creativecommons.org/licenses/ by/2.0/)

plan for the city,” she said. “And so, we’re working with Power a Clean Future Ohio to again collect data.” From there, she said the findings will help them gauge the feasibility of moving over to alternative fuel solutions, such as electric vehicles. Smith said the administration is excited to explore the possibilities and said other municipalities can follow their lead. Her advice: “(T)ake advantage of all resources that are out there, whether they be the state or other nonprofit organizations such as Power a Clean Future Ohio. I think that we’re living in a time where more people are becoming more aware of the benefits of being more sustainable.” With respect to resources, Smith said they have their work cut out for them in that they’re in search of funding for electric vehicle-related infrastructure. In her words, “We know that most of the major vehicle manufacturers have already published dates for when they plan to convert their fleet, or their offerings, so to speak, to all electric. So as a municipality, we have to be ready for that, which means that we need to be looking for funding and developing plans to have the infrastructure to support that. So that will be our next step.”

There’s also the economic development piece. Smith said job creation is on their radar. “According to the most recent data, there are 114,000 people employed in clean-energy jobs in Ohio,” she said. “We do know that the clean energy (industry) offers livable wage jobs, and we also can look on the horizon and see that the country is moving toward cleaner energy, and so there should be an abundance of opportunities for local people who want to (join) these industries.” Smith’s comments were supported by a February 2021 statement from Power a Clean Future Ohio: “Local communities like Lima are joining with these employers in making a commitment to spur the economic growth and development that results from embracing clean technologies and advanced transportation. The jobs of the future are in clean energy and clean transportation.” The statement also calls attention to the issue of air quality in the Buckeye State. Per the statement, “Utilizing clean energy sources also improves air quality, a significant issue for the state. Ohio ranks 46th in the nation in asthma rates for children ages 0-17. Poor air quality is a major contributor to asthma rates, particularly in disproportionately impacted communities, which is the leading reason for hospital ER visits in this age group.” That’s why developing innovative solutions to harmful air pollution will also serve to protect the health of Lima’s most vulnerable residents.

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Public Works

Public works’ Mike Spradling and Juan Galvan repair potholes. (Photo provided by Greeley, Colo.)

Colorado city sought external analysis to uncover potential improvements in public works By DANI MESSICK | The Municipal

After years of steady growth, the city of Greeley, Colo., decided to place matters of its public works department’s development into someone else’s hands. In May 2020, the Greeley Public Works Department finished its first-ever external analysis, following the human resources department’s success with the same project. “You get a little nervous going into it, not knowing what’s going to come out of it because it can lead to some changes,” said Joel Hemesath, deputy director of public works, a recently created position. “I think we all see it as a benefit to the organization and the community as a whole. It’ll make us better as we move forward.” Hemesath’s position was one of seven positions recommended by the external analysis for immediate inclusion. A total of 21 were recommended. The public works department is the second largest in the city, following the police department, with just under 200 employees 52 THE MUNICIPAL | AUGUST 2021

managing engineering, roadways and day-to-day needs of the department. “We took pride in being able to do (our jobs) without more staff and more burden on the taxpayers, but it’s come to a time where our community has grown so much that we do need a few more staff members to keep up with the demand, and I think that (analysis) has brought that to light.” According to Hemesath, northern Colorado has seen steady growth since the ’90s; he estimates a 2% population growth until the Recession of 2008 and following it. “We’ve had a good balance of residential and commercial growth, and we’re getting pretty diverse with different industries, subdivisions and all the infrastructure that goes along with that and supporting it.”

Dan Pacheco, Lalo Martinez, Al Riox and Mike Spradling hook up a wing plow ahead of a snow event. (Photo provided by Greeley, Colo.)

Department leaders already knew they didn’t have enough mechanics on staff to care for the current fleet of vehicles, let alone for the additional equipment needed for increased usage. “Through the Recession, everyone just kind of did this backto-basics resetting thing, but then we continued to grow, and we didn’t really grow our staffing or our planning very well,” Hemesath admitted. “We’ve kind of gotten behind and overwhelmed to some degree, so this is helping us get caught back up. It’s a big step forward.” The external analysis took about nine months to complete. They interviewed employees in teams and individually, spoke with leadership, including the city manager and the council, and citizens of Greeley to get their opinions on the topic of municipal public works. “Our whole northern Colorado region has grown so we are working with other municipalities to try to collaborate on transportation as far as transit vehicles and bike paths and those types of things. That’s put some pressure on us to try to keep up with our master plan and be ready for what’s to come.” Though a long-time city employee, Hemesath was hired as a second director for the department — as the assessment management lead — due to results from the external analysis. The division was new to Greeley, which now boasts a director and two deputy directors. “They did some benchmarking for staffing as well and where they need to be,” he said. Hemesath added Greeley did not have any deputy directors about five years ago before it created the first deputy director position. Hemesath oversees the capital, and Will Jones leads the operating side. At under $100,000, Hemesath said the external analysis has been money well spent. “This gives us a framework for now, and as we continue to grow and change, we’ve got a blueprint that we can follow as we see the need for it,” he said. “It’s always good to get some outside view of your organization and how it’s working or not working. I think

A Greeley-Evans Transit bus drives its route after bus operations were resolved in the city. (Photo provided by Greeley, Colo.)

Dan Pacheco plows snow in Greeley, Colo. (Photo provided by Greeley, Colo.) we kind of knew we needed to do planning around some of our capital projects and maybe be a little more focused on that and some restructuring of our engineer capital projects group. But it’s good to get vetted through an outside group that also works with other municipalities.” The external analysis has been so beneficial for both the HR department and public works that Greeley has decided to continue doing other analyses slowly through each of its departments. “We knew we were short-staffed, and that’s what we’re seeing out of all these assessments, even the ones still underway.” Hemesath said even with city and department master plans, he hopes officials will continue having external analyses performed every five to 20 years to see where city operations stand. “We’re trying to be geared up and ready for the future.” AUGUST 2021 | THE MUNICIPAL 53

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Streets, Highways & Bridges

More than a walkway:

Street redevelopment increases safety, improves amenities By MARY JANE BOGLE | The Municipal

It’s not unusual for street improvements to result in increased amenities in municipalities. However, city officials in Coeur d’Alene, Idaho, took this concept to a whole new level when redeveloping Mullan Road, now renamed Fort Grounds Drive. And while pedestrian safety was a primary driver of the project, the end result was a value-added plaza — including a historical carousel and grandstand — greater connectivity to a lakefront park and extended improvements throughout the area.

Former railway corridor The impetus for the entire project began with the city’s interest in acquiring a 100foot right-of-way, formerly owned by the Burlington Northern-Santa Fe Railroad, from the Bureau of Land Management. Transfer of ownership required a master plan, detailing how the city would use the corridor. The city’s primary interest in the property was creating additional outdoor recreational opportunities — a natural 56 THE MUNICIPAL | AUGUST 2021

extension of the already robust tourism in the area. In fact, part of the original railway system was built with the goal of increasing summer and holiday travel to Coeur d’Alene and its beautiful lake, with the railway connecting Coeur d’Alene to nearby Spokane, Wash. It worked. To the north of the former railroad corridor lies City Lake Park, complete with 300 feet of frontage along Lake Coeur d’Alene; to

ABOVE: Making travel easier for pedestrians was a major component of the Mullan Road redevelopment project. (Photo provided) the south, Memorial Park, featuring softball grandstands built in the 1930s, along with concessions and restroom facilities. These features were a natural draw for tourists in the early 1900s and continue to attract visitors to Coeur d’Alene today. Pedestrian Safety Naturally, during peak tourist season, Coeur d’Alene saw — and continues to see — a great deal of foot traffic between the two attractions. There was just one problem. Running through this corridor — and directly intersecting the main pedestrian path — was a five-lane highway, Mullan Road, with its accompanying 40 mph traffic and on-street parallel parking.

Obviously, with no real designated safe crossing points, there was no ideal path for pedestrian travel. Parking was also an issue in this highly traveled corridor. So when the city reached out to Welch Comer Engineers to develop the master plan requested by the Bureau of Land Management, it asked engineer Phil Boyd to address pedestrian safety and vehicle usage as part of the project. A unique solution Because Coeur d’Alene is a tourist town, the amount of people using the parks is seasonal. After peak tourist season, however, the pedestrian traffic drops off significantly. And that’s when it occurred to Boyd that perhaps, instead of a crosswalk with a rapidly repeating flashing beacon, the city could create a seasonal street closure. His initial idea, which was later embraced by the mayor, city council and residents alike, introduced the concept of a seasonal pedestrian plaza, which would provide safe travel for park visitors and essentially unify the beachfront park with the softball park. He could accomplish this goal by introducing a culde-sac, or roundabout, on either side of a raised intersection between the two parks. During the peak tourist season, Coeur d’Alene’s parks department director, Bill Greenwood, blocks traffic on either side of the raised intersection with bollards that reroute traffic from the area, creating a safe pathway and a seamless connection between the two parks. Community buy-in Obviously, the changes in this thoroughfare would impact Coeur d’Alene residents, particularly those living in Fort Grounds Neighborhood, who would have to take an alternate route to the city center. And while Coeur d’Alene’s city engineer and mayor embraced the idea immediately, some residents took a little more convincing. A quick traffic study, however, revealed that the alternate route took less than two additional minutes for residents to reach downtown Coeur d’Alene. Residents quickly realized that if one or two minutes out of the day could keep pedestrians safe, it was worth it.

ABOVE and BELOW: Shown is the Mullan Road project before and after redevelopment, with the addition of a plaza. (Photo provided)

The rendering details plans for the Mullan Road redevelopment project and the new plaza included in it. (Photo provided)

AUGUST 2021 | THE MUNICIPAL 57

continued from page 57

More than a walkway At the same time the city was considering this street redevelopment, a private party was in the process of restoring a long-lost Coeur d’Alene treasure: a carousel discovered from days gone by. Coeur d’Alene’s mayor suggested incorporating the restored carousel into the project, creating another unique feature to the plaza. That’s when landscape architect Dell Hatch of Bernardo Wills Architects entered the project, designing the new Memorial Plaza with clay unit pavers to add color and texture while also introducing curvilinear elements to the walkways. Drawing inspiration from the adjacent historic park and its older Ponderosa Pines, Hatch placed conifers on the plaza’s north side to further connect the two parks while introducing more varieties of flowering trees and ornamental grasses within the newly created plaza. Additional Features In addition to the plaza, the roundabouts and the raised walkway, the city added a parking lot to the north, which serves not only Memorial Field and City Park but also the courthouse and county facilities directly to the north. Later additions included pickleball courts, an additional restroom facility and a skate park to the west of the plaza. Thus, a single street redevelopment project paved the way for further improvements, enhancing the experience of A grandstand was included in the plaza design while Mullan Road – now Fort Grounds Drive – was redeveloped. (Photo provided) all who visit Coeur d’Alene.

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AUGUST 2021 | THE MUNICIPAL 59

Parks & Environmental Services

Lou Costello Memorial Park had fallen into a state of disrepair, but the city of Paterson, N.J., and several local partners are revitalizing it. Here is the park as it appeared in November 2019. (Brian Logan Photography/Shutterstock.com)

Paterson revitalizes Lou Costello Memorial Park By BETH ANNE BRINK-COX | The Municipal

Abbott and Costello. If you don’t recognize those names, you’ve probably heard their classic “Who’s On First?” routine. In New Jersey, you’re likely to remember the public park that bears the name of Lou Costello. On June 26, 1992, a statue of Costello, complete with a baseball bat, was dedicated in the newly named Lou Costello Memorial Park in Paterson. That statue has been seen in episodes of “The Sopranos” and elsewhere. But in recent years, the park had become neglected, all but abandoned, with the gazebo becoming an unofficial shelter for homeless people. In November, plans were unveiled to renovate and restore the historic park, including a full redesign. The gazebo would be replaced with a stage, honoring Costello’s love of performing arts. New lights would be installed, trees would line all sides of the park and — in what would surely please many families — a new playground would be constructed. The playground would include a 60 THE MUNICIPAL | AUGUST 2021

special section for children with autism, using pictures for easier navigation and words on a slideshow for those who prefer such assistance. Offering various accommodations would be a major boon for families wishing safer places for their differently abled children to play. Six firms competed for the $1.2 million contract. Adamo Brothers Construction was chosen as the lowest responsible bidder for such a large undertaking as the project had to be completed in six

months. Mayor Andre Sayegh officially broke ground Dec. 8, 2020, and work began April 9, 2021. While the projected plan was to complete the project in June, COVID-19, alas, slowed down the progress somewhat, according to Michael Cassidy of the New Jersey Community Development Corporation. “COVID-19 restrictions and availability of certain construction materials have impacted the project schedule. That said, the project contractor is well underway, and the project is scheduled to be complete in late summer/early fall 2021.” This renovation plan had many elements, not least of which was the necessary funding. Cassidy explained, “In 2016, the Patersonbased nonprofit organization New Jersey Community Development Corporation applied for and received a grant from the Passaic County Open Space program to fund a community-led design for the revisioning and rehabilitation of Lou Costello Park. NJCDC used the grant funds to retain landscape architect firm Arterial to facilitate a design process based on Crime Prevention Through Environmental Design strategies and input from the public. Upon completing the design, NJCDC applied for and received a subsequent grant from Passaic County to put toward the physical rehabilitation of the park, but the value of that grant was not enough to pay for the proposed improvements. Additional funding was needed.” Cassidy further stated, “NJCDC then worked with the city of Paterson Department of Public Works to prepare a grant application for the city’s community development block grant program. In the end, the project truly represents a partnership between the community and multiple levels of government, with funds coming from municipal, county and federal sources. Fortunately, there are no loans needed for the park; in addition to the grant awards from Passaic County and the city of Paterson, NJCDC received a grant from another nonprofit organization, Alexandra’s Playground, which will be used to provide additional equipment and finishes at the proposed playground.” When asked if there were any members of the Costello family still involved, Cassidy said, “There is an Abbott and Costello Fan Club that is involved with the park and is the liaison for the Costello family. However, the fan club is not responsible for regular maintenance and upkeep because the park is municipally owned. The current state of disrepair is a result of many common challenges facing urban cities: crime, loitering, limited resources for maintenance and repairs.” Cassidy added, “It is a possibility that a local support group could organize donations from the public to host events and programming, but thankfully, the improvement budget is already sufficient to fund the physical rehabilitation of the park.” The CPTED strategies will serve the updated park well. Cassidy said, “Their plans, which included community participants as well, included ideas for detracting unwanted behaviors and reducing crime/loitering. In addition to the all-inclusive playground, there will be active and passive elements — chess tables, table tennis and seating areas as well as the stage. Because the new stage has no overhead shelter, it’s expected this will deter the use of the park by homeless individuals. The new lighting will help, too. “The community-led design team was well aware that in order to prevent the park falling back into disrepair, it would be necessary to reactivate the space into a vibrant, regularly used facility. The Community Outreach Department at NJCDC is currently working with

The covered gazebo is dismantled at Lou Costello Memorial Park to be replaced with a stage, honoring Costello’s love of performing arts. (Photo provided by New Jersey Community Development Corporation)

Workers continue to take down the gazebo, which had become an unofficial shelter for homeless people. (Photo provided by New Jersey Community Development Corporation)

neighborhood residents and stakeholders as well as other nonprofits and local schools to build a program calendar that will keep the park lively. It is important to note that the inclusive playground was first recommended by a group of parents participating in the design meetings. They understood the importance of installing features that would increase utilization.” Lou Costello would undoubtedly be humbled and pleased that so much care, thought and work has gone into restoring this beautiful place. It is hoped that the newly renovated park will be the site of many happy times, events and memories for families and other visitors. AUGUST 2021 | THE MUNICIPAL 61

Building & Construction

Tucker, Ga., sets sights on major improvements

By MARY JANE BOGLE | The Municipal

Tucker, Ga., has only officially been incorporated for five years, but this rapidly growing city is already gearing up for some major building projects. Working with two area community improvement districts, the city has begun planning for up to 40 transportation improvements along the heavily trafficked Mountain Industrial Boulevard. It has also developed plans to enhance its pedestrianfriendly downtown as well. Mountain Industrial Boulevard Dramatic growth in the past 10 years, thanks to active manufacturing, logistics and hightech industries, has turned this city street into a major corridor. According to Ken Hildebrandt, Tucker’s city engineer, Mountain Industrial Boulevard sees up to 45,000 vehicles per day, including several large tractor-trailers.

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This growth has created the need for some serious upgrades to roadways and intersections, as Emory Morsberger, president of the Tucker Summit Community Improvement District, explained. “One of our primary goals is to improve freight and traffic flow,” he said, “as well as increase safety at key intersections.” That’s why, in partnership with the Atlanta

ABOVE: New lights and benches are one way Tucker has improved its downtown area to enhance pedestrian use. (Photo provided)

Regional Commission, TSCID and Tucker conducted a yearlong freight study. The results confirmed their suspicions: The Mountain Industrial Boulevard needed some major improvements to keep up with recent growth. Creating greater turning radii for tractor-trailers, adding longer right- and left-turn lanes and installing intelligent traffic signals to improve traffic flow are top priorities. In addition, working with the Georgia Department of Transportation and TSCID, Tucker plans to increase interstate ramp capacity in an effort to improve the way tractor-trailers access Mountain Industrial Boulevard. These changes will enhance safety as well as traffic flow.

Tucker, Ga.’s, Mountain Industrial Boulevard sees up to 45,000 vehicles per day, including several large tractor-trailers. (Photo provided)

“Our primary focus is addressing citizens’ concerns about their travel,” said Mayor Frank Auman, “but we always have to balance that with our businesses’ needs.” That’s why Tucker issued surveys to gain community feedback. “Many of the concerns we received were from the business community,” said Hildebrandt, “with difficulty getting to businesses and slowed deliveries topping the list.” Public concerns focused on congestion as well. Of course, expanding turning radii, pulling back curbs and widening roadways are complex projects. Primary among the challenges in making these improvements is addressing — and moving — utilities, including fiber, power, gas and water. “These are extensive projects,” said Hildebrandt. Another challenge facing Tucker is the changing nature of traffic patterns. “None of this is carved in stone,” cautioned Auman, who recommends constant revisiting and possibly revising priorities. “The instant you change a road,” he added, “traffic patterns change. As soon as you make improvements, everybody’s GPS starts routing them in that direction.” At least in the short term, one final challenge is the rising cost of concrete, steel, and labor. “Costs are coming in 40% more than they did last year,” said Morsberger. “We’ll have to keep prioritizing these projects, given the massive amount of concrete work involved.” Thankfully, these types of improvements come with a great deal of community support. In November 2017, DeKalb County residents overwhelmingly approved a Special Purpose Local Option Sales Tax

Tucker is currently planning to reactivate its alleyways to create walkways in its downtown, making it more pedestrian friendly. (Photo provided)

(SPLOST), with over $32 million slated for transportation improvements in Tucker in the first six years. In addition, Tucker plans to leverage local partnerships to apply for federal funding. “It’s our job to use that money wisely and get things done,” said Hildebrandt. AUGUST 2021 | THE MUNICIPAL 63

continued from page 63

Mayor Auman agreed. “Our partnerships with the county and the CIDs speak volumes as we apply for grants.” Downtown improvements Even though Tucker is rather newly incorporated as a city, the community’s roots date back to the 1820s when the area was first settled. Railroads increased development in the late-1800s, complete with street grids and alleyways to match. Today, those alleyways are getting a face-lift, thanks to the partnership between Tucker and the Tucker-Northlake CID. “We’re currently planning on how to reactivate those alleyways to create walkways in our downtown,” said Auman. “We have a Main Street and downtown that others are trying to create from scratch. We’re fortunate to be able to reactivate it so people can congregate and move about, giving it the best use for the next 100 years.” In that sense, Tucker is simply building on streetscaping and redevelopment that occurred five years ago. “Prior to our incorporation,” said Hildebrandt, “the downtown was redeveloped. Main Street was redesigned from a four-lane thoroughfare to two lanes with on-street parking.” Since incorporation, that redevelopment has expanded to adjacent streets. Further landscaping and hardscaping — in the form of lights and benches — will expand and enhance pedestrian use,

A yearlong freight study of Mountain Industrial Boulevard was completed. It revealed the need for greater turning radii for tractor-trailers, longer right- and left-turn lanes and intelligent traffic signals to improve traffic flow. (Photo provided)

with six-foot-wide sidewalks and new walkways formed from the former alleyways augmenting the entire experience. “It’s gratifying to work so locally and see the results in your daily life,” said Auman.

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

AU G U S T July 31-Aug. 3 Tennessee Municipal League Annual Conference (Rescheduled: Sept. 18-20) Chattanooga Convention Center, Chattanooga, Tenn. www.tml1.org Aug. 1-4 AL/MS Water Joint Annual Conference Arthur Outlaw Convention Center, Mobile, Ala. almswater.com Aug. 2-4 IMSA Forum & Expo Greater Columbus Convention Center, Columbus, Ohio https://www.imsasafety.org/ events/ Aug. 2-7 FDIC International Indiana Convention Center & Lucas Oil Stadium, Indianapolis, Ind. www.fdic.com Aug. 3-6 Building Officials Association of Texas Annual Conference Embassy Suites by Hilton Denton Convention Center, Denton, Texas https://boatx.org/boatconferences/ Aug. 3-6 Arkansas Municipal Police Association 2021 Convention Hotel Hot Springs, Hot Springs, Ark. https://ampapolice.com Aug. 4-6 New England Parking Council Annual Conference and Tradeshow Seaport Hotel, Boston, Mass. newenglandparkingcouncil.org/ events

Aug. 6-10 GMA 2021 Annual Convention Savannah, Ga. Gacities.com Aug. 8-11 SCEC 2021 Sheraton Myrtle Beach Convention Center, Myrtle Beach, S.C. www.scwaters.org Aug. 8-11 MWEA and MO-AWWA Joint Annual Conference Margaritaville, Osage Beach, Mo. https://awwa-mo.org/eventstraining/joint-conference.html Aug. 9-11 Florida Rural Water Association Annual Conference Hilton Daytona Beach Oceanfront Resort, Daytona Beach, Fla. www.frwa.net Aug. 10-13 Michigan Rural Water Association Annual Conference Soaring Eagle Resort, Mt. Pleasant, Mich. www.mrwa.net August 11-14 South Atlantic Fire Rescue Conference & NCSFA Annual Meeting Raleigh Convention Center, Raleigh, N.C. http://www. southatlanticfirerescueexpo.com/ Aug. 11-15 ACA 151st Congress of Correction (Virtual options available) Nashville, TN https://www.aca.org

Aug. 12-14 Florida League of Cities 2021 Annual Conference World Center Marriott, Orlando, Fla. www.floridaleagueofcities.com Aug. 12-15 Nashville 151st Congress of Correction (August 11-Virtual only) Music City Center and the Omni, Nashville, Tenn. https://register.aca.org/ Aug. 12-15 ACA Congress of Correction Nashville, Tenn. www.aca.org Aug. 15-18 WPC21 Chattanooga Convention Center, Chattanooga, Tenn. www.kytnwpc.org Aug. 17-18 Midwest Security & Police Conference/Expo Tinley Park Convention Center, Tinley Park, Ill. http://mspce.com Aug. 17-19 SIMA 24th Annual Snow & Ice Symposium Roadshow Huntington Convention Center, Cleveland, Ohio (Event A) sima.org Aug. 18-20 SIMA 24th Annual Snow & Ice Symposium Roadshow Huntington Convention Center, Cleveland, Ohio (Event B) sima.org

Aug. 19-20 Midwest Security & Police Conference/Expo August 12-14 Florida League of Tinley Park Convention Center, Cities 2021 Annual Conference Tinley Park, Ill. (Virtual options available) http://mspce.com Orlando World Center Marriott, Orlando, Florida https://www.floridaleagueofcities. com/

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Aug. 23-26 NIGP Forum 2021 Virtual https://www.nigp.org/events Aug. 23-27 Midwest Leadership Institute Spring (Summer) 2021 Seminar Northern Illinois University’s Naperville Campus, Naperville, Ill. midwestleadershipinstitute.org Aug. 24-25 Thirty-fifth Annual Police Security Expo Atlantic City Convention Center, Atlantic City, N. J. police-security.com Aug. 24-26 Pennsylvania Rural Water Association Annual Conference Penn Stater Conference Center Hotel, State College, Pa. www.prwa.com Aug. 24-27 EMS Today: The JEMS Conference & Exposition San Antonio, Texas www.emstoday.com Aug. 25-27 Indiana Water Environment Association Annual Conference (Virtual options available) Grand Wayne Convention Center, Fort Wayne, Ind. indianawea.org Aug. 29-Sept. 1 PWX 2021 Annual Conference In Person (PWX Expo Plus Virtual Oct. 12-14) St. Louis Union Station HotelCurio Collection Hotel by Hilton St. Louis, Mo. www.apwa.net

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Company Profile

Kaiser Premier brings innovative global recycler technology to North America By SARAH WRIGHT | The Municipal

Kaiser Premier brings proven global technology — backed by 36 years of experience — to the North American market with its AquaStar and EcoCycler recyclers. This rollout of stateof-the-art recyclers has been made possible with the acquisition of the Premier Oilfield hydrovac factory in Fort Morgan, Colo., in 2017.

The AquaStar offers the customer 30-35% in annualized fuel savings. Kaiser Premier’s high-performance recyclers also save millions of gallons of fresh water annually. (Photo provided by Kaiser Premier)

68 THE MUNICIPAL | AUGUST 2021

“Kaiser Premier is not a new company. We brought in proven recycling technology from our European owner, Kaiser AG, who has more experience building recyclers than any North American manufacturer.” Executive Vice President of Sales and Marketing for Kaiser Premier Mike Kohn said. “In 1985, Kaiser AG started producing recyclers. We are the largest company globally building recyclers. The AquaStar was introduced in 1996 in Europe and was in its fourth generation of technology advancement before it was brought to North America in 2017.” With impressive production increases and water savings, Kaiser Premier’s recyclers stand apart from competitors — all in a userfriendly package. Its AquaStar offers a perfect combination of performance and versatility, with a jetting pump that can be set up to deliver water at a rate from 85 gpm up to 132 gpm and water pressure up to 2,900 psi. The EcoCycler comes standard with the 85 gpm pump, also set at 2,900 psi. The Kaiser Liquid ring vacuum pump offers high suction performance up to 25 inches Hg, and is purpose built for lifting fluids and debris from sewers.

Kohn noted the AquaStar offers two to three times more production than other cleaning means. “The customer always has useable water to clean rather than having to leave and get more. They can stay on-site to work until the job is done or the truck is full of debris,” Kohn said. “You’re not having to continually load water or offload dirty water with a minimal amount of debris.” This saves workers time and fuel. It is ideal for worksites where greater travel times might be required to fill with water or offload a conventional combination machine. Compared to other truck units, the AquaStar offers the customer 30-35% in annualized fuel savings due in part to reduced trips to offload or get water, the system being hydraulically driven and the recycler automatically optimizing the engine and performance to the needs of the job. Beyond fuel savings, the AquaStar brings water savings — a major benefit for water-conscious municipalities or those in drought-prone areas. Kaiser Premier’s high-performance recyclers will save millions of gallons of fresh water annually. For example, in a recent five-week large diameter pipe cleaning application to prepare a pipe for relining, a customer used 921,000 gallons of water in the cleaning operation. Of that total water used, 880,000 gallons were processed dirty water. The customer used only 4.4% of the fresh water supply for the job, or 41,000 gallons. Both systems utilize the proven and patented ROTOMax single filter system. It is a simple, self-cleaning single-stage filtration system inside the debris body that can handle very dirty water and eliminates the need for multiple filter steps other suppliers must use, therefore greatly reducing cleaning time at the end of the day. “It is fast and efficient technology,” Kohn said. “Another big benefit is noise reduction,” Kohn added. “Our recyclers use a Kaiser liquid ring vacuum pump, so it’s an extremely quiet machine. It saves you from all the angry calls from neighbors about the noise.” While both systems use the same core Kaiser technology proven for decades, the EcoCycler is the more economical option offered by Kaiser Premier. The EcoCycler is more manual in its operations than the AquaStar. Both machines are designed to be one-man operable machines, but while the AquaStar has automated valves, the Ecocycler has hand-operated valves. Like the AquaStar, the EcoCycler is designed to perform in the toughest conditions. In Nebraska, Lincoln Wastewater Collection purchased the AquaStar recycler to efficiently and effectively remove grit from its collection system and clean large diameter trunk lines. “The AquaStar has turned out to be our best piece of maintenance equipment that we own to accomplish those tasks and is easy to operate once you get used to it,” Collection Utility Supervisor Tim Watts shared. “The AquaStar is great for daily cleaning of collection lines, large diameter trunks and wet wells. We are removing tremendous amounts of grit from the system and improving flow in all lines that we jet and vacuum.” Not only has the AquaStar aided the utility with cleaning collection lines, it has also assisted on water recovery operations with odd jobs around the treatment plant, like cleaning clarifiers with a special made 4-inch reducer.

The AquaStar offers production increases and water savings in a user-friendly package designed to be operated by one person. Its patented ROTOMax, a single filter system, is self-cleaning and designed to handle the dirtiest water without multiple filter steps (Photo provided by Kaiser Premier)

Kaiser Premier’s more economical option, the EcoCycler is more manual in its operations than the AquaStar, but can be operated by one person. Like the AquaStar, it is designed to perform in the most demanding conditions. (Photo provided by Kaiser Premier)

“The AquaStar Recycler is green, saving over 4,500 gallons of fresh water a day compared to non-recyclers and is more fuel-efficient during cleaning operations, idling at a much lower speed than other equipment,” Watts said. Municipalities can see the AquaStar or Ecocycler in action by requesting a demo through Kaiser Premier’s website. Rental options are available with the ability to purchase afterward. “Cities can try before buying to recognize the advantages of what we offer,” Kohn stated. “This is proven technology from Europe, built at our Colorado factory on a North American specified chassis. It’s based on more than 35 years of recycler experience in the global marketplace.” For more information, visit www.kaiserpremier.com.

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News & Notes Discover commercial vehicle market trends, forecasts and insights at 2021 Executive Leadership Summit FARMINGTON HILLS, MICH. — NTEA’s Executive Leadership Summit will be hosted in a new location at Hilton Columbus Downtown in Columbus, Ohio. This year’s program features a convenient one-day format on Oct. 12, 2021, with an Oct. 11 welcome reception. During this event, business leaders in any capacity can gain targeted information and data from economists, thought leaders and strategists. Subject matter experts will explore the most important trends influencing the work truck industry — from their unique perspectives. From global implications to individual company strategies, content is geared toward furthering industry knowledge, growth and profitability. “The Summit serves as a forum for business leaders to voice their challenges, get input from well-known visionaries and engage peers,” said Steve Carey, NTEA president and CEO. “It confronts the timely issues most pressing to the commercial vehicle community and delivers effective strategies to elevate performance.” Topics addressed • North American macroeconomic forecast. • Commercial vehicle market outlook. • Leadership development. • Change management. • Geopolitical changes. Speakers • Keynote address: Peter Zeihan, President and Founder, Zeihan on Geopolitics. • Robert Fry Jr., PhD, Chief Economist, Robert Fry Economics LLC. • Steve Latin-Kasper, Senior Director of Market Data and Research, NTEA. • Elise Mitchell, Founder, Velocity Collective. • Erik Meier, President & CEO, Sandler Training by EAM Consulting. Advance pricing ($399 NTEA members/$599 nonmembers) is available when registering by Thursday, Sept. 9, 2021. After this date, rates increase to $499 NTEA member/$699 nonmembers. Visit ntea.com/ executivesummit for event details, including a full schedule, speaker bios and registration information.

Curbtender introduces new automated side loading refuse truck CEDAR FALLS, IOWA — Curbtender Inc., a leading manufacturer of refuse collection vehicles based in Cedar Falls, Iowa, announced the launch of a new automated side loader platform called the Fuzion. The first production unit was delivered to Green Waste Palo Alto on June 25: a 27-cubic yard model featuring a split body chamber for dual waste stream collection, mounted on a natural gas powered Peterbilt 520 truck chassis. The Fuzion was designed as a highly configurable platform to meet a wide variety of needs. Customers can choose between Curbtender’s famous heavy-duty “PowerArm” or its long reach “Xtender” arm. Its body is tapered, can be equipped for single stream or dual stream waste collection and features a tip-to-dump ejection method. Trash and recycling is quickly processed thanks to a deeper well hopper, accelerated packer panel speeds and a pre-crusher panel capable of pressing down bulky items like cardboard boxes. Meanwhile, 72 THE MUNICIPAL | AUGUST 2021

corrosive liquids are contained in the body and protected from the packing cylinders as a result of the hopper being raised above the body floor. The company helped pioneer the automated side loader industry over 40 years ago with the introduction of the Curbtender automated side loader — now called the PowerPak. With its newest introduction, Curbtender now maintains four distinct automated side loader platforms: AutoCat, Fuzion, HammerPak and PowerPak. This is one of the most complete OEM lineups of automated side loaders in the world, with each possessing unique innovations ideal for different routes and trash streams. For more information on Curbtender or the Fuzion, visit www.curbtender.com.

NRPA recognizes excellence in parks and recreation with the Innovation and Spotlight Awards ASHBURN, VA. — The National Recreation and Park Association announced the recipients of this year’s NRPA Innovation Awards and NRPA Spotlight Awards. The awards will be presented during the 2021 NRPA Annual Conference, in September 2021, when NRPA will announce the winner of its Best in Innovation Award, which recognizes the best of the best in park and recreation innovation. The NRPA Innovation Awards recognize park and recreation agencies nationwide that have improved and strengthened their communities through innovative practices in park design, health and wellness, conservation and social equity. The recipients of this year’s awards are as follows: Innovation in Conservation Award Ocala Wetland Recharge Park, city of Ocala, Ocala, Fla. Innovation in Health Award Healthy U: A Series of Conversations, Port St. Lucie Parks and Recreation, Port St. Lucie, Fla. Innovation in Park Design Award Westwood Hills Nature Center Interpretive Center Building Project, city of St. Louis Park, Operations and Recreation, Westwood Hills Nature Center, St. Louis Park, Minn. Innovation in Social Equity Award Re-Connecting Cleveland: Pathways to Opportunity TIGER Grant Project, Cleveland Metroparks, Cleveland, Ohio One of the Innovation Award winners will be selected by the NRPA National Awards and Scholarship Committee to receive the 2021 Best in Innovation Award. The winner of Best in Innovation will be announced during the virtual portion of the 2021 NRPA Conference in September. NRPA Spotlight Awards are presented to individuals to honor their efforts — both professional and personal — in the field of parks and recreation. For a full listing of individuals being recognized with NRPA Spotlight Awards, visit https://bit.ly/3iOSHLQ. “NRPA is proud to recognize innovative projects and programs at park and recreation agencies, as well as the incredible work by these dedicated individuals,” said Kristine Stratton, NRPA president and CEO. “Congratulations to this year’s winners who have demonstrated their commitment to building communities through parks and recreation.”

News & Notes “The NRPA National Awards and Scholarship Committee is pleased to honor the 2021 NRPA recipients of the Innovation and Spotlight Awards, as well as the Scholarship and Fellowship recipients,” said Jennifer Basham, chair of NRPA’s National Awards and Scholarship Committee and parks and recreation department director for city of Burleson Texas. “The committee was honored and excited to review applications of qualified initiatives and individuals who have made significant contributions to their communities through the field of parks and recreation.”

BendPak introduces Patriot Series American-made air compressors SANTA PAULA, CALIF. — BendPak introduces a full line of air compressors made in the U.S.A. The new Patriot Series offers efficient, industrial-strength air compressors for any shop or home garage. “While the BendPak name is synonymous with commercial-grade car lifts, we have a long history of manufacturing a range of tough, reliable shop equipment,” explained Jeff Kritzer, BendPak executive vice president. “We’re proud to introduce the Patriot Series of air compressors that offer our customers the same high-quality and well-thought-out design as BendPak lifts.” Quiet efficiency is the name of the game with Patriot air compressors. Each unit features an energy-efficient motor and large reciprocating cylinder heads running at slower speeds to provide powerful, cool and energy-efficient compressed air. A rugged half-inch anti-vibration pad keeps noise to a reasonable 75 decibel. There’s a Patriot air compressor to meet the needs of virtually any commercial shop or home garage thanks to the available power options including a choice of 5-horsepower, 7.5-horsepower or 10-horsepower motors. Along with the efficient motor speeds, Patriot Series air compressors keep their cool through the use of body cooling fins, a built-in intercooler and a precision-balanced flywheel with fan blades providing additional forced air cooling for durability and long life. Patriot air compressors feature rugged, high-quality Manchester tanks that are ASME certified, and cast-iron pump and heads with splash lubrication to withstand heat without warping, unlike aluminum cylinders with pressed-in sleeves. Valve maintenance is easy due to the dependable disc-type valves that are accessible without even having to remove the cylinder head. To order or learn more about USA-made Patriot Series air compressors, visit bendpak.com/shop-equipment/air-compressors/ or call (800) 253-2363 from 7 a.m. to 4:30 p.m. Pacific Standard Time Monday through Friday.

News releases regarding personnel changes, other non-productrelated 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. AUGUST 2021 | THE MUNICIPAL 73

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More people are seeking greener living options nowadays for numerous reasons. For renters, Apartmentguide.com composed a list detailing “The Greenest Cities in the U.S. for Renters.” When writing its list, the website looked at which cities listed more “green amenities from solar panels and smart thermostats to LEED-certified buildings and available electric vehicle charging stations.” San Antonio, Texas, claimed the top spot. Apartmentguide.com notes, “With the Build San Antonio Green project, the city offers 26 million square feet of green buildings and homes.” The complete list is shared below.

1. San Antonio, Texas 2. Richmond, Va. 3. Plano, Texas 4. Austin, Texas 5. Tacoma, Wash. 6. Tempe, Ariz. 7. Omaha, Neb. 8. Atlanta, Ga. 9. Wilmington, N.C. 10. Boston, Mass., and Charleston, S.C.

76 THE MUNICIPAL | AUGUST 2021

Source: www.apartmentguide.com/blog/greenest-cities-in-the-us-for-renters/

“TURBOCHARGE” Sediment Removals

The Turbo Plate® from Best Management Products, Inc. reduces Total Suspended Solids (T.S.S.) from stormwater runoff. Designed to work with the SNOUT® water quality hood in an online sump structure, these stainless steel plates decrease the velocity and turbulence to increase the capture of fine solids. The Turbo Plates showed an 80% removal rate in 3rd party testing at Alden Labs in Holden, MA, for a sediment sample with a 50-1000 micron particle size distribution at 225 gallons per minute. Turbo Plates are suitable for new construction or retrofitting sumped structures with both an inlet and outlet pipe.

TURBO PLATE Affordable, Proven, Effective

Made in the USA, with over 85,000 SNOUTs installed world-wide. For more information on how our system can solve your stormwater quality issues, contact us at (800) 504-8008 or visit us at bmpinc.com. US Patents D892972, D893672 Int’l Patents Pending

Advertiser Index A

AirBurners, Incorporated . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

ICOM America Incorporated . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Air Netix LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74

All Access Equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Kaiser Premier . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39, 68-69

Alumitank . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

American Shoring Incorporated . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74

Land Pride . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

Andy Mohr Ford . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81

APWA PWX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77

Midwest Sandbags LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81

B BendPak Incorporated . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 Best Management Products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78 Bonnell Industries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Britespan Building Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3, 34 Bucher Municipal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Buyers Products Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83

C Calhoun Super Structures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74 CBI Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67 CleanFix North America . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Clearspan Fabric Structures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Curbtender . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55

E Ebac Industrial Products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71

F FCAR Tech USA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Fluid Control Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

G GI Industries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 Global Environmental Products . . . . . . . . . . . . . . . . . . . Cover, 10-11 Greystone Construction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

Monroe Truck Equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

N NAFA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77 National Construction Rentals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 National Pump Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 North American Rescue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

O Omega Industrial Products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65

P Post Guard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34, 67 Precision Concrete Cutting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Q Quantum Fuel Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

R Rapid View LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . BACK RPM Tech . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65

S Super Products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70

T Toledo Ticket . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

U Unique Paving Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82 Utility Truck Equipment Incorporated . . . . . . . . . . . . . . . . . . . . . . . 58

V Vermeer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Versalift East, LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71

Hercules Industries, Incorporated . . . . . . . . . . . . . . . . . . . . . . . . . . 64

Woodland Power Products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

This index is provided courtesy of the publisher, who assumes no liability for errors or omissions. AUGUST 2021 | THE MUNICIPAL 79

ANDY MOHR FORD COMMERCIAL DEPT. PLAINFIELD, IN (317) 279-7141 www.AndyMohrFord.com ® We are a Stalker Radar Distributor CONTACT KENT GOLDMAN fleet9000@aol.com TOM DATZMAN TomDatzman@aol.com

2020 & 2021 POLICE INTERCEPTOR UTILITIES

Ready for immediate delivery. Call for Government Pricing

We Stock Ecoboost, Hybrids and V6’s. Can Upfit to Meet Your Needs

Stock # 34629

2021 FORD TRANSIT T350HD

CSV utility body, 3.5L V6, AT, P/group, two pkg., LS

Stock # T34905

Stock # 34113

2021 FOR 350

Utility, gas, V8, L/S, P/group, tow pkg.

$50,950

2020 FORD F250 UTILITY Gas, P/group

$42,950

2021 FORD F600

11’ Dump, Powerstroke diesel, AT, P/group, trailer tow

$72,850

AUGUST 2021 | THE MUNICIPAL 81

ON INTERSTATES & ON COUNTRY ROADS & ON CONNECTING BRIDGES... SALTDOGG®HYDRAULIC MUNICIPAL CONVEYOR SPREADER

SNOWDOGG®42" FULL TRIP MUNICIPAL PLOW

...WHEREVER WINTER GOES WE'RE ON IT. Call 440-974-8888 ext. 1109 or email munisales@buyersproducts.com for a quote

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