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The Premier Magazine For America’s Municipalities

January 2021


INSIDE: Developing continuity of operations plans Bolingbrook, IL Permit No. 1939



Garnering support on the ballot



January 2021 | VOL. 11 No. 10 | www.themunicipal.com

18 17 Focus on Maintenance & Operations

Shutterstock photo

Focus on Maintenance 26 18 Focus on Maintenance & 28 & Operations: Santa Clarita, Operations: Cities adopt COOPs to navigate choppy waters

Calif., launches award-winning initiatives

20 Focus on Maintenance & 40 Public Safety: All-hands Operations: Getting support at the ballot box


24 Focus on Maintenance & Operations: Advanced metering operations streamline water operations

26 Focus on Maintenance & Operations: Martinsville inmates save city thousands through labor program


on deck for fire mitigation efforts in Durango, Colo.

42 Public Works: Iowa City looks to the future in public works design

44 Parks & Environmental Services: Poudre River project strikes the right balance

48 Municipal Management: What could go wrong? Arizona’s short-term rental solution led to long-term problems

ON THE COVER Greystone Construction’s fabric division has designed and built more than 1,500 fabric buildings across the U.S., covering more than 1.5 million square feet of road salt and sand. These structures are made to be cost-effective, low maintenance and quick to install while lasting. Learn how Greystone Construction can create custom sand and salt storage solutions that are a perfect fit for any winter operation on page 10.

The Premier Magazine For America’s Municipalities

January 2021


INSIDE: Developing continuity of operations plans Garnering support on the ballot www.themunicipal.com







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

8  Editor’s Note: Adapting operations to a post-COVID world

10 From the Cover: Built to last: Two editor-in-chief DEB PATTERSON dpatterson@the-papers.com

decades of safe and efficient salt and sand storage buildings

12 Unique Claims to Fame: Scandinavian Heritage Park, Minot, N.D.

editor SARAH WRIGHT swright@the-papers.com

publication manager CHRIS SMITH chris@themunicipal.com

senior account executive REES WOODCOCK rees@themunicipal.com

14 City Seals: Kent, Conn. 36 City Profile: Cumberland’s scenic beauty draws visitors in

52 Conference Calendar 53 Product Spotlights 54 News & Notes 56 Guest Column: Community

collaboration: In memory of many, in honor of all

60 Top 10: Hardest-working states in America

61 Advertiser Index

graphic designer MARY LESTER mlester@the-papers.com

business manager CARRIE GORALCZYK cgoralczyk@the-papers.com

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

mail manager KHOEUN KHOEUTH kkhoeuth@the-papers.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 or 2489


The Municipal says goodbye to long-time writer Barb Sieminski, a dedicated writer for The Municipal, passed away Friday, Nov. 20, after an extended illness. Born June 15, 1946, Sieminski was a native of Fort Wayne, IN. having graduated from Elmhurst High School. She was an alumna of Saint Francis College — now University — where she earned both a bachelor’s and master’s degree in art and English. A lover of the written word, Barb wrote for several of The Papers Inc.’s publications in addition to many Fort Wayne publications. She will be missed by the staff of The Municipal.

WWW.THEMUNICIPAL.COM 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.



Editor’s Note

Adapting operations to a post-COVID world Sarah Wright | Editor


perations have been a juggling act throughout the COVID-19 pandemic, leading city offices to close for periods and city staff to work from home. Services and programs offered to residents had to be adapted with safety in mind or, in some cases, cancelled for the year. The way things have always been done suddenly couldn’t be the route forward. In many cases, the pandemic has sped up the adoption of technology in many cities’ operations, and residents have benefitted by being able to connect more to their cities than might have been possible before, whether attending a digital council meeting or participating in conversations. For example, this past December Lebanon, Pa., Mayor Sherry Capello hosted a community conversation via Zoom about police operations. According to LebTown.com, the two-hour virtual gathering brought in 60-plus attendees, who voiced both support for law enforcement, general thoughts about operations/recruitment and their concerns. In addition to the mayor, the Zoom panel included police Chief Todd Breiner, police officer Enoc Ayala, employment and labor law attorney Michael Miller, attorney Tricia Springer, and Holly Leahy, administrator of the county’s Mental Health/Intellectual Disabilities/Early Intervention Program. Turning to technology has become a great way to launch conversations during a time when in-person gatherings can’t occur or are limited. During the livestream, which is available on YouTube, Capello noted other such meetings might follow in the future, and Lebanon is not going to be alone in using such video-conferencing platforms to spark conversations.


Other forms of citizen engagement are being used, too. Writer Amanda Demster spotlights Santa Clarita, Calif., which had the perfect critter for the job: its equine mascot, Sammy Clarita. City officials at first hesitated to launch the city’s scavenger hunt for little plush Sammy Claritas but ultimately determined the outdoor activity was perfect for the times as it could be completed while social distancing. This is not its only engagement effort; the city has also initiated an internship program designed to introduce students to potential public service careers. This particular program is important as many current city workers are reaching retirement age. Other topics present in this issue include crafting continuity of operations plans; Newport News, Va.’s, effort to transition to smart water meters; garnering voter support at the ballot box; and Martinsville, Va.’s, inmate work program, which has aided the city with maintenance while training inmates on certain skills. 2021 will hopefully be a turning point, especially with two coronavirus vaccines seemingly coming down the pipeline. Since most cities have developed game plans for dealing with COVID, the new year shouldn’t be as rocky as 2020 was, even though there will be a wait for either vaccine to get widespread use. Until they arrive, stay well, and Happy New Year!


From The Cover

Built to last:

Two decades of safe and efficient salt and sand storage buildings Article submitted by GREYSTONE CONSTRUCTION

Over the past 20 years, the fabric building division at Greystone Construction has earned a reputation for high-quality projects and excellent customer service, having designed and built more than 1,500 fabric buildings across the country.

“We are salt and sand storage experts,” said Colin O’Brien, Vice President of Business Development at Greystone Construction. “Our fabric buildings cover more than 1.5 million square feet of road salt and sand across the U.S. for cities, counties, state DOTs and private firms.”

The Greystone Construction fabric building crew finishes installing a 73-foot-by-120-foot Magnum Series from Britespan Building Systems to be used for road salt and sand storage. (Photo provided) 10   THE MUNICIPAL  |  JANUARY 2021

Working to understand and meet clients’ needs “Since 1987, the key to Greystone’s success has remained the same — we are not out to simply make a sale, but to build a strong and lasting relationship. Oftentimes, customers don’t know where to start, and in that first initial consultation, we work to understand and identify our customer’s needs then tailor a building solution that best fits their budget. There are many ways to set up these buildings and we work hard to find the best solution for our client.” Best practices for salt and sand storage “When designed well, fabric buildings are cost-effective, low maintenance and quick to install — oftentimes, our crews can install a building in just days. Greystone routinely works with municipalities and DOTs to understand their bulk road salt and sand storage needs and can assist in designing a safe and efficient building solution that will last for years. There are a number of factors that we take into consideration when designing a fabric building for salt and sand storage, including the budget, the project location (we design to meet site specific wind, snow and unbalanced snow loads per the International Building Code), required storage capacity, site constraints, ventilation, reducing risk of corrosive damage, sufficient clearance to accommodate loading equipment and possible future expansion.” A full life cycle solution “We can do as little as furnish you with a building materials package, or provide a full turnkey solution. We can assist in developing building specifications if you need to put the building out for bid. We have in-house estimators, project managers and building installation crews that travel the country. We even perform service or repair work if required. You build a building with Greystone today, and in 20 years when it’s time to replace the fabric, you’ll work with us again.” The best fabric building manufacturers “While all fabric buildings might look similar on the outside, there are many aspects that separate building manufacturers when it comes to quality, engineering, price point and longevity. We know what works and what doesn’t. Greystone only partners with the best. The two fabric building manufacturers we work with today and trust are Britespan Building Systems and Natural Light Fabric Structures.” A diverse general contractor “When designing and constructing a fabric building, Greystone adheres to the same high standards in terms of quality, service and craftsmanship maintained in all areas of our business. Greystone is a diverse commercial and industrial general contractor. In addition to fabric buildings, we also build pre-engineered metal buildings and conventional brick and mortar buildings. We build municipal shops and offices, city halls, fire stations, police stations, manufacturing facilities, senior housing and more. We have the expertise and the capabilities to get the job done and do it well.” Greystone Construction’s team of fabric building experts is prepared to assist municipalities with their salt, sand and equipment storage needs. Call 1 (888) 742-6837 for a free consultation and quote. Visit www.GreystoneConstruction.com to learn more.



Unique Claims To Fame

Scandinavian Heritage Park

The six-story Gol Stave Church towers above other park attractions, such as the Dala horse, statues of Casper Oimoen and Sondre Norheim and the waterfall.

Minot, N.D. By RAY BALOGH | The Municipal

All photos courtesy of Sheldon Larson, Scandinavian Press Magazine

Welcome to a park that honors five nationalities. The Scandinavian Heritage Park in Minot, N.D., fetes the heritage of the Nordic lands of Finland, Norway, Denmark, Sweden and Iceland, with reconstructed and replicated buildings, statues of world renowned figures, a waterfall, museum and a polished granite map of the quintet of nations. The 14-acre park is overseen by the Scandinavian Heritage Association, which was founded in 1988, the same year the park was built, in conjunction with the local parks department. The park, located in downtown Minot, is a popular attraction, drawing thousands of visitors each season “from all over the place, from different states to different countries,” said Marion Anderson, office manager. Even during the pandemic, attendance was robust. “We went down to one five-hour shift per day for two months at the (Gol Stave) church, and still got quite a bit of traffic,” Anderson said. “We had 1,500 visitors during those two months, and those were just the ones who signed in.” In 2017 the park was ranked the best attraction in North Dakota by popular vote of the readers of USA Today. The structures, landscaping, decorations and artwork transport visitors to Scandinavia. The association’s website, www.scandinavianheritage.org, hails the park


as “a magical place,” and one Trip Advisor reviewer, alwaysmissbeth, wrote in September 2020, “Littles will think they are in fairy tale.” The park was built with an accretion of features, many of which had their own dedication ceremony. Those features include: • International Flag Display, which includes the flags of the five Scandinavian countries, the United States and Canada. The display was dedicated October 12, 1992, during a ceremony attended by dignitaries of all seven countries and accompanied by the singing of the individual national anthems as each flag was raised on its 30-foot aluminum pole. The flags fly year-round and are illuminated at night. • Plaza Scandinavia, a shimmering granite map of the five Nordic countries. The 75-foot-diameter map is complemented by its observatory, a four-foot spinning globe that provides an overview of the map. • Sigdal House, a former residence more than two centuries old, reconstructed from its original location in Sigdal, Norway. The logs and fireplace rocks were carefully disassembled, meticulously numbered and reassembled with the original moss used to seal gaps in the logs. • Stabbur, a reconstructed farm storehouse from Telemark, Norway. The two-story structure was used to protect food, commodities, clothing and valuables from flooding and rodents. The storehouse was built

A stabbur is a traditional rural two-floor storehouse built on stilts and constructed to discourage infestation by rodents and other critters.

on stilts and the wooden access staircase was kept unattached from the building to reduce critter infestation. Meat and cheese were hung from the ceiling. • Finnish sauna, consisting of a dressing room, wooden benches and heated stones. The sauna room reaches temperatures up to 280 degrees. The popular mainstay — Finland, a nation with a population of 4 million, boasts 5 million private saunas — is a common venue for family and friends to meet. • The park’s centerpiece landmark, Gol Stave Church, a full-sized replica, measuring 60 feet by 45 feet and towering six stories in height, of the church in Oslo, Norway, built circa 1250. The richly accentuated corner posts represent the four gospels, the supporting beams signify the apostles and the floorboards denote man’s humility. The roof represents “the men whose prayers protect Christianity from temptation.” The church is often reserved for weddings, reunions and other gatherings. The park features a variety of statues of well-known Nordic personalities: • Hans Christian Andersen (1805-1875). The Danish writer is best known for his fairy tales, including “The Princess and the Pea,” “The Ugly Duckling,” “The Emperor’s New Clothes,” “The Little Mermaid,” “The Red Shoes” and “Thumbelina,” though he also produced novels, poems, plays and travel articles. • Leif Erickson (circa 970-circa 1020). The famed Icelandic explorer, nicknamed “Leif the Lucky,” is honored with a finely detailed bronze statue. He was the first European to set foot on American soil, and is popular with all Scandinavian groups, each of whom spells his name differently. • Sondre Norheim (1825-1897). The legendary Norwegian skier is famed for his acrobatic prowess on the slopes and is often referred to as “the father of modern skiing.” A duplicate statue stands in Norheim’s birthplace, Morgedal, Norway. A Morgedal citizen lit the Minot statue’s eternal flame on Dec. 4, 1993, with a carefully preserved ember from the fireplace of Norheim’s boyhood home. • Casper Oimoen (1906-1995). The longtime Minot resident is remembered with a bronze statue in the park. A member of the 1932 U.S. Olympic ski team, he was hailed at the time as “the best skier in

The tribute to Hans Christian Andersen is the park’s newest statue, dedicated on Oct. 5, 2004.

The Finnish sauna at Minot’s Scandinavian Heritage Park can produce therapeutic room heat of 280 degrees.

the United States.” He was also a featured jumper at the 1933 Chicago World’s Fair tournament and initiated the forward lean technique in ski jumping. Other park attractions include: • A Danish windmill, built in 1928 in Powers Lake, N.D., and donated to another city park in the mid-1960s. The Scandinavian Heritage Association spearheaded the construction of the windmill’s current rock and concrete base. • A waterfall evoking the natural beauty of Scandinavia. The manmade feature generates a water flow of 600 gallons a minute over rocks and into a rippling stream that feeds several quiet ponds. • A brightly colored 30-foot-tall carved wooden Dala horse, Sweden’s most recognized symbol. The sculpture has been a popular domestic art form since the 1840s when woodsmen and soldiers fashioned wood scraps into children’s toys during long autumn and winter nights. • The Edward T. and Leona B. Larson Visitors Center. The building houses the association, the local convention and visitors bureau, a gift shop, meeting rooms for all five Nordic societies and the offices of the Norsk Hostfest Association, which sponsors the city’s annual festival held every October. The “brains” behind much of the park’s design is native son John Sinn, according to Anderson. He will turn 100 on Jan. 20, 2021, and “he said he is taking coffee that day at the park,” she said.  For more information, call (701) 852-9161, email scandha@srt.com or visit www.scandinavianheritage.org.



City Seals

Kent, Conn. Like the municipality itself, the city seal of Kent, Conn., is comprised of several bordered components. The town’s website, www.townofkentct.org, explains the depictions on the seal: “The Kent town seal has been around for many years; so long, in fact, the name of its designer is lost to history. The seal is crest shaped with a bold banner across the top saying, ‘KENT.’ The body of the crest is divided into thirds, each section showing the development of the town. “Across the entire midsection is an open book with the words, ‘Settled 1720, Incorp. 1739.’ To the left of the book is a church; to the right, a school. “The upper third is divided into two sections by a large diamond-shaped arrowhead. The left corner contains a crown, a reminder of early sovereign rule; the right corner contains a cow and stone furnace, evoking important industries in Kent’s early days. The bottom third of the crest contains a large gear, a symbol of local industry.” Kent, located in Litchfield County, the northwesternmost of the state’s eight counties, was formed as an independent town composed of several neighborhoods, a common governmental arrangement in Connecticut. The area was settled in 1720 but started to take distinct form at 1 p.m. Tuesday, March 5, 1737, when an area on the east bank of the Housatonic River was auctioned off and divided into 10 sections, each with 53 shares. For each section, 50 of the shares were sold off, with three shares reserved for construction of a school, church and minister’s lot. The first section, or division, became the original location of Kent, with the remaining nine contiguous sections sold in sequence over the next 35 years. Kent was incorporated in October 1739. Parish boundaries shifted over the centuries, and today the constituent communities of Kent include Bull’s Bridge, The Cobble, Flanders, Kent Furnace, Macedonia, North and South Kent and the Schaghticoke Indian Reservation, with South Kent maintaining its own post office. During the 1800s Kent experienced a sustained boom from local iron ore production, mining the high-grade ore found in the surrounding hills. Foremost among the ore’s uses was the manufacture of railroad train wheels. As the iron industry waned in the late 1800s, family farms of various types filled the gap in local commerce. Products harvested included tobacco, corn, hay, wheat, rye and various livestock. The area’s stunning natural beauty attracted talented landscape artists from around the world, creating a permanent artist colony and drawing a robust contingent of tourists each year. Famous residents of Kent include actors Ted Danson, Treat Williams, Seth MacFarlane and Brendan Fraser; former U.S. secretaries of state Henry Kissinger and Cyrus Vance; fashion designer Oscar de la Renta; and Joe Bourchard, founding member of Blue Oyster Cult.  14   THE MUNICIPAL  |  JANUARY 2021

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Focus on: Maintenance & Operations

Focus on: Maintenance & Operations 56% The percentage of voters who supported a $1.4 million levy for parks and recreation in Seven Hills, Ohio.

Learn how cities are securing support for ballot measures on page 20.

130,000 Newport News, Va., is swapping out this many water meters for smart meters connected to a transmitter. These meters will streamline operations.


The number of students who have completed Santa Clarita’s internship program to help young people explore public service careers. An additional 10 students participated in the program during 2020. Discover more about Santa Clarita’s award-winning programming on page 28.

$464,746.75 Inmates are estimated to have saved the city of Martinsville, Va., this much in 2019-2020 thanks to a labor program through the sheriff’s office. Inmates pick up skills through the program and also assist local nonprofits.

Read more on page 24.

Read more on page 26.

$120,000 Rock Island, Ill., will provide the Rock Island Arsenal with water services, wastewater collection maintenance and exterior lighting, traffic and streetlight maintenance. This 10-year intergovernmental agreement will save the U.S. Army $115,000 a year while providing the city with about $120,000 per year in additional revenue. Source: https://qctimes.com/news/local/govt-and-politics/rock-island-will-provide-waterservices-and-lighting-maintenance-for-rock-island-arsenal/article_b28e477d-9ad4-5a779220-b903320b05c5.html

$2.1 Million Plano, Texas, City Council unanimously approved directing the additional $2.1 million in sales revenue the city received toward its capital maintenance fund, specifically for asphalt overlays.

Source: https://starlocalmedia.com/planocourier/plano-makes-moves-toward-citymaintenance/article_2fbdfd10-1afd-11eb-b725-e32c06d11fe8.html


M Focus on: Maintenance & Operations

Cities adopt COOPs to navigate choppy waters

By JANET PATTERSON | The Municipal

In January 2020, few people had heard of the disease that started to make the news channels. But, with the spread of COVID-19 worldwide, government agencies and businesses were forced to begin thinking about what they would do if the illness came to their neighborhood. “I had never even heard of a continuity of operations plan prior to the pandemic,” Easton, Md., Town Manager Donald Richardson said. The continuity of operations plan, or COOP, is a federal initiative that encourages municipalities to plan how critical operations will continue under a broad number of circumstances. “The plan could be activated in response to a wide range of events or situations — from a fire in the building; to a natural disaster; to the threat or occurrence of a terrorist attack. Any event that makes it impossible for employees to work in their regular facility could result in the activation of the plan,” notes materials from the Federal Emergency Management Agency. Between Homeland Security and FEMA, municipalities have been provided guidance in the best practices for keeping essential operations functioning in an emergency. Homeland Security recommends creating a COOP plan for individual government agencies as well as for the operation of a municipality as a whole. Those agencies could include law enforcement, fire, 911/ emergency dispatch, emergency medical services, public works, utilities and departments of health. The agency’s recommendations include educating all entities on continuity concepts, with special 18   THE MUNICIPAL  |  JANUARY 2021

ABOVE: Several departments in Brainerd, Minn., had continuity of operations plans in place prior to the COVID-19 pandemic; however, city leadership felt the need to develop a plan that covered the city’s general operations. (Shutterstock.com)

training that depicts emergency situations and involves discussions about the details of how these could be handled. While those concerned with creating a COOP for their municipality or department would like the luxury of time, COVID was not going to wait for an extended planning process. Easton, a town of about 16,000 residents on Maryland’s Eastern Shore, knew the winter of 2020 called for immediate action. Richardson and longtime Easton Mayor Bob Willey put their heads together and consulted with other towns about what to do to guarantee that town business would continue if the pandemic reached them. The resulting COOP that the town adopted is designed to minimize the risk of infection to both town employees and anyone doing Easton, Md., Mayor Bob Willey business with town departments. While a COOP can be several pages of instructions designating alternate locations and chains of command for personnel to keep a municipality

Easton, Md., utilized signs on chairs to ensure social distancing during meetings. (Photos provided)

operating, Easton officials kept it simple with a two-page plan, which was adopted effective March 23, 2020. The town of Easton COVID-19 Continuity of Operations Plan ordered that town buildings would be closed to the public to “reduce the community spread” of the illness and to “free up Town resources and staff to fill certain needs identified under this COOP.” Easton’s departments and town offices would continue to be available by telephone. The town’s 138 full-time and nine part-time employees and about as many Easton utilities employees were reduced to minimum necessary staffing levels, according to Richardson. Employees would be screened for illness before entering their workplaces. The COOP also outlined restrictions on work associated travel and time of absence because of illness or quarantine. Richardson said the COOP was created keeping in mind the advice of both the Maryland Department of Heath and the Centers for Disease Control and Prevention. Among the best practice recommended by Homeland Security is the creation of a COOP team or point-of-contact person who will coordinate agency planning. The POC and team gathers necessary data for the planning process, including essential functions, interdependency with other agencies, personnel and resources required to support the operation and potential alternate locations of operation. Methods for gathering the information can include group discussions, surveys and interviews with key personnel. For example, in Johnston County, N.C., Homeland Security reported continuity planners surveyed 150 employees and conducted 60 interviews to find out about each agency’s critical functions and other relevant data.

In Brainerd, Minn., Fire Chief Tim Holmes became the POC for the 74 full-time city employees. He worked quickly in the early months of 2020 to create a COOP for the city of about 15,000 in central Minnesota. “I wish we had the luxury of an extended planning process,” he said. “No state or local agency mandated the creation of the COOP, but we had in the back of our minds that we Brainerd, Minn., had to do something if the pandemic came Fire Chief Tim to the forefront.” Holmes While some of Brainerd’s departments had already created their own COOP, Holmes said city leaders determined there should be a COOP that covered general operations. To do so, Holmes found a template from an emergency management association and used it as a guideline for Brainerd’s COOP. After drafting a plan, Holmes took it to city administration and presented it at meetings of department heads to both educate and seek input on the completion of the COOP. “It’s an overarching document that just really gives us guidance and something to fall back on in a situation similar to what we’re in right now,” Holmes said. “The plan outlines the preparation that we’re doing, the activity associated with the disaster or emergency that we’re in, and then the efforts to get back to normal, or the recovery side of an emergency.” The plan considers what operations must continue uninterrupted in a time of emergency such as emergency and disaster response; water treatment operations; fire control; law enforcement; snow removal from roadways; emergency road repair; maintaining heating, ventilation and air conditioning systems in municipal buildings; and network connectivity. While the plan was adopted at an emergency teleconference of the city council on March 26, it was not immediately activated. That can be done by the mayor, the city’s fire chief or individual department heads who see an immediate need, Holmes said. The city did activate a stay-at-home order with a percentage of the city’s employees working from home in spring 2020 and again in November. Willey said the creation of Easton’s COOP and the precautions implemented have carried over into the reopening of city buildings. “Before this, people could pretty much go anywhere they wanted in our town hall. Now we have closed the offices to the public, which is working well.” 

On the Web To learn more about Homeland Security’s best practices for creating a continuity of operations plan, visit https://www.hsdl.org/?view&did=765586. For Brainerd, Minn.’s, continuity of operations plan, visit https://bit.ly/2USb2dl. For Easton, Md.’s, plan, visit https://www.stardem.com/emergency_notice/town-of-easton-covid--continuity-of-operations-plan/ article_18da05cd-5365-5622-8a06-c89e8781ca24.html


M Focus on: Maintenance & Operations

Getting support at the ballot box Shutterstock photo

By DENISE FEDOROW | The Municipal

There are times when municipalities need to take issues directly to the voters, but do certain issues receive more support than others? The Municipal wanted to take a look at ballot measures and referendums to see if there are trends. On a statewide level, there were fewer ballot medicinal use. Oregon passed a measure measures in November 2020 than in recent decriminalizing the possession of certain years. In fact, according to Ballotpedia.org, drugs and establishing recovery funds. the 129 statewide measures were the lowest There were also several suffrage items on number of statewide measures “since at least the ballots in California, Colorado and Florida. 1980.” The recent high point was in 1998 with 272 measures. In 2018 there were 167 ballot Local elections measures. The 2020 number was 26% lower On a local level, two cities in Cuyahoga County, than the average of 172 found in even num- Ohio, had ballot measures — one successfully passed and the other didn’t. bered years. In Strongsville, Ohio, officials were seeking Ballotpedia broke down those 129 statewide measures by type and determined 69 were a $2.5 million increase in taxes for a fifth fire legislatively referred amendments, 39 were station and 20 full-time firefighter/paramedinitiatives, four were veto referendums, six ics. The measure was defeated with about were legislatively referred state statutes and 13,000 “no” votes and 11,000 “yes” votes. one was an automatic ballot referral. There In a Nov. 10 article on Cleveland.com, were zero commission referred ballot mea- “Future of Strongsville Fire Department uncersures, four were advisory questions and six tain after failure of tax increase,” writer Bob Sandrick noted Strongsville Fire Chief Jack were bond issues. Some trends in statewide measures Draves had said there’s adequate firefighters included police reform bills, with Ballotpedia on duty for the safety of the community, but identifying 20 local police-related ballot mea- the department has reportedly been running sures on the Nov. 3 ballot following the death on a skeleton crew for a while. The article furof George Floyd. Those measures concerned ther shared Draves had given a presentation to police practices; police oversight boards and the city council in July, during which he stated auditors; the authority of existing oversight call volume had increased by 23% over the past boards and auditors; police staffing and fund- five years. Contributing to this increase is an ing levels; and recordings from police body aging population that requires more emerand dashboard cameras. gency medical services. Mayor Tom Perciak said voter turnout was Legalizing marijuana was on the ballot in several states, including Arizona, Mississippi, the highest he’s ever seen. On an average year, Montana, New Jersey and South Dakota, and the city may have 12,000-15,000 voters, and they all passed, whether for recreational or 20   THE MUNICIPAL  |  JANUARY 2021

this year, because of the presidential election, it had more than 25,000 votes cast. “We had a huge turnout here. Had this been a normal election cycle, I think we’d have a better opportunity to pass the levy,” Perciak said. “Most levies in the past placed on the ballot for anything fire or EMS related have passed — this is the first time in my memory, in my 17 years as mayor, that it didn’t pass.” As for the strategy to promote the cause, Perciak said the city at first looked to the community, which had been “very receptive.” Strongsville raised $40,000 to fund the campaign and received those donations from civic organizations, business leaders and residents donating anything from $50 to $5,000. Those donations were used for yard and intersection signs, direct mail pieces and door hangers — “a full-fledged campaign” was enacted, according to Perciak. If it would have passed, a homeowner with an assessed valuation of $100,000 would have had an increase of $87.50 a year on their taxes; a $200,000 assessed valuation would have been $175 a year; and a $300,000 assessed valuation home would have been $262.50. Perciak said the average home in Strongsville is valued at about $200,000-$300,000. As for why the ballot didn’t pass, Perciak cited two reasons with the high voter turnout as one. “In any type of levy, the lesser the turnout, the more probable it is that it’s going to pass,” he said, adding he had heard from constituents that they felt the timing wasn’t right. “We felt differently — the majority of the calls are EMS and the fire service handles all the EMS.” He said there were about 4,000 emergency medical services calls versus about 11 actual

An array of floral blooms welcome visitors to Strongsvile, Ohio. To meet the needs of its growing community, the city recently had a ballot measure for a levy to add a fifth fire station and more personnel, but it was struck down. (Photo provided)

big fires. “So we believed with COVID, it’d have a better chance of passing.” Another reason city officials wanted to present it now, with the fire chief and fire union in agreement, was their concern about school district funding being cut. “We thought before the school systems ask for additional funding, we better ask for health and safety,” he said. “But, we were wrong.” Future plans Perciak said the city will bring the issue to the voters again in May but with a different strategy, noting the city has a senior center/ recreation center that currently has a bond service debt that will be complete in December 2021. “We’ll be able to use that bonding methodology to finance and secure the construction of a new fire station and equipment and employees and reduce the millage to cover the actual cost of employing the firefighters over the years,” Perciak said. The cost to employ a firefighter/paramedic with five to 10 years of seniority is about $140,000 a year with all benefits. The policefire pension is 24.5% of the total salary. “And in Ohio there is no option — you have to pay.” The cost of the health care benefits is about $21,000 a year. Bringing the ballot measure back up will reduce the burden on taxpayers to 2% versus

2 1/2%. “We’d be able to do that because we paid off the other debt,” he said. As for other measures that may have passed during his career, Perciak said the most successful in his 17 years have been fire issues. Police levies have been the least successful. Perciak said his predecessor tried two times to pass a levy to build a new police station and failed. Perciak has also tried twice and failed. He’s not concerned about voter confidence if successful next time around, because “a picture paints a thousand words.” He said when the city builds a fifth fire station and reduces response time from 11 minutes down to eight minutes, residents will be believers. He mentioned Strongsville is at the crossroads of two major interstates as well as the turnpike so it has its fair share of car accidents. He believes residents will see the benefits of that fire station downtown. Economic Development Director Brent Painter said a lot of the city’s growth is commercial, and visitors come in to the city to shop or to work. There are also several senior assisted living facilities, too. Perciak said 19,000 people are coming into town and leaving every day for retail businesses and small manufacturing companies — especially those dealing with technology. The city receives much of its revenue from income tax. “Our whole payroll is paid by income tax,” he said, something voters decided before he became mayor.

Perciak feels Strongsville could get by for another year, but “inevitably, it’s not going to work because of our continued growth.” He’s not concerned with the city’s availability to get debt service. “For us to go out and get bonded to build a fire station will be a slam dunk with our credit rating,” he said. Seven Hills, Ohio Seven Hills — also in Cuyahoga County — was successful in getting its voters’ approval for a $1.4 million levy for parks and recreation. Mayor Anthony Biasiotta said in order to pass, the city needed the majority of voters to approve, and it received 56%. “Which is pretty good to get a favorable tax increase in a presidential election,” he said. There were also library and school ballot measures that didn’t pass. “Remarkably our voters voted against those (measures) but supported this one — I think it’s indicative of their trust in local government and their desire to have a strong park and recreation system. They understand the value that they get in return for their investment,” Biasiotta said. The city had two goals with the levy. Biasiotta said the city has an old recreation center “that’s going to need investment to keep it safe,” including a new roof, new pool, air conditioner and track. 


continued from page 21

This photo shows the recreation center and senior center in Strongsville, Ohio. An aging population and an increasing number of senior assisted living facilities were two reasons cited to build a fifth fire station and hire additional firefighters/paramedics. The levy failed to pass on the Nov. 3 ballot, but city officials plan to bring it to the voters again in May. (Photo provided)

He said, “This will provide a source of funds to ensure that our $20 million investment in the center will be protected.” The second goal is to make improvements to the city’s six parks, which all need TLC. “In most cities, parks come last, unfortunately,” he said. “In almost all cities’ (budgets), the blueprint is first safety — police, fire; second services — roads, sewer and sanitation; and what’s left in the budget is what falls to parks.” Seven Hills was able to maintain the parks with that method but has not been able to modernize them. Biasiotta said the city’s strategy to garner voter support was to educate them. For the recreation center, officials brought in an engineering company to create a preliminary budget and form a good plan, which recommended the city set aside $240,000 a year for capital improvements. The mayor said Seven Hills got the word out to residents by putting that report online and on social media. For the parks, the staff went to each park earlier in the year and identified needs and wants and then obtained estimates for those costs. They put all of that information in a PowerPoint presentation and then held community meetings where they could show residents “this is what it’s going to take to make the parks more attractive and have better amenities.” “We also used social media to show this is all possible and more with the passage of Issue 41,” he said. He attributes the success of the passage with the time put in to educate and influence 22   THE MUNICIPAL | JANUARY 2021

the residents prior to and up to the vote, saying it was “instrumental.” “Residents knew what it was being used for and the benefits they’d derive from the passage,” he said. Voters also understood it would be a reasonable tax increase. On a $100,000 assessed valuation “the increase would be $4.08 a month for them to continue to have a very nice rec center.” And more importantly, it would bring nice parks that 100% of the people can use and enjoy seven days a week. “I think that was very appealing to many people,” he said. The recreation center is membership based, according to Biasiotta, and about 30% of the residents are members while everyone can use the parks. “This year, particularly with COVID, we’ve seen a massive return to the parks and nature in general, which brought to light the need to have a first-class park system,” he said. The city’s six parks are Calvin Park, Cricket Lane, Valleywood Park, John Glenn Park, North Park and Summitville Commons. According to the city’s website, improvements planned include updating playgrounds at all the parks and repaving parking lots. Other items include new bleachers and a concession stand at Valleywood Park; completing the walking path and creating a pavilion at John Glenn Park; adding a splash pad and concession stand at North Park; and adding a bocce ball court, restrooms and new picnic tables at Summitville Commons.

Biasiotta had theories as to why the library and school levies didn’t pass. For the library he said it did pass in most of Cuyahoga County but not in the city of Seven Hills and that’s because “people didn’t see a direct benefit.” There is no library in the city, and he said property taxes are fairly high in Seven Hills with only 15% going to the city and 85% to schools, library and other taxing entities. “We have a very involved electorate here. They understand the difference between direct benefit versus not a direct benefit,” he said. As for the school levy, his belief is residents may feel they already contribute enough to the schools. “We pay 20% of the school operating cost and only have 10% of the students in the system,” he explained, adding the median home prices in Seven Hills are higher than in the other cities in the school system. As for past ballot measures, the mayor said in his three years in a leadership role in the city — two years as council president and one year as mayor — “All measures have passed with a 69% or higher majority.” Those ballot measures covered a variety of issues — zoning, economic development and charter amendments. “All passed with a very, very strong majority.” “I think transparency and communication is a big part of it,” he said, adding the mayor and council are now working closely together, which wasn’t always the case in the past. “When you have everyone rowing in the same direction, you get better feedback from

the community,” he said. “People can see the progress — they see it in the streets, sewers, parks. When they can see it and touch it, it makes believers out of them.” Now that the levy has passed, Biasiotta said the city will continue doing the same things that gained the voters’ confidence. The architect will come up with a master plan, and the city will have several public meetings to continue being transparent and making sure the residents are on board with how Seven Hills is investing the monies. Biasiotta reiterated high voter turnout makes getting a levy passed more difficult. “My opinion is it’s harder in a presidential year because infrequent voters may only have strong feelings on presidential issues while more frequent voters are the ones who’ll generally check out the website and come to meetings.” When it comes to gaining support at the ballot, showing voters the cost and benefit and getting your message out early and frequently seems to be a winning campaign. 

Top 10 most expensive measures According to Ballotpedia, the 10 statewide measures with the most contributions to supporting and opposing committees represent 73% of all contributions for the year’s 129 statewide measures. Eight of the year’s most expensive measures were put on the ballot through citizen signature petition drives. State legislatures referred the other two measures to the ballot. 1.) California Proposition 22 — app-based drivers as contractors and labor policies initiative — $222,217,173.14, passed. 2.) California Proposition 15 — tax on commercial and industrial properties for education and local government funding initiative — $124,112,366.68, failed. 3.) Illinois — allow for graduated income tax amendment — $121,187,984.29, failed. 4.) California Proposition 23 — dialysis clinic requirements initiative — $114,199,046.52, failed. 5.) California Proposition 21 — local rent control initiative — $113,634,437.95, failed. 6.) Massachusetts Question 1 — “Right to Repair Law” vehicle data access requirement initiative — $51,437,744.25, passed. 7.) California Proposition 19 — property tax transfers, exemptions and revenue for wildfire agencies and counties amendment — $42,783,560.66, passed. 8.) Arizona Proposition 208 — tax on incomes exceeding $250,000 for teacher salaries and schools initiative — $27,337,783.58, passed. 9.) California Proposition 25 — replace cash bail with risk assessments referendum — $24,703,893.22, failed. 10.) Alaska Ballot Measure 1 — North Slope oil production tax increase initiative— $22,305,054.95, failed. Source: https://ballotpedia.org/2020_ballot_measures





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M Focus on: Maintenance & Operations

Advanced metering operations streamline water operations By LAUREN CAGGIANO | The Municipal

Advances in automation have dominated all sectors in the 21st century, and government is no exception. The city of Newport News, Va., is making an investment in an advanced metering infrastructure project to streamline operations, increasing efficiencies that will benefit workers, residents and the planet. The man at the helm, General Services Division Manager Shawn Rohrbach, has been with Newport News Waterworks for 20 years. He said the fact the department is a regional water provider adds a different dimension to its work. “This means we just don’t provide water for the citizens of Newport News, but we also provide water for the city of Hampton, Newport News, Poquoson, York County and part of James City County, so there’s five jurisdictions total,” he said. “We have about 130,000 metered accounts. And that serves approximately a population of about 400,000 people.” The demographics of the area add a layer of complexity at times, because there’s a considerable “transient population,” due to the preponderance of military installations in the region. That can mean extra work because rental properties often generate a higher number of service orders. “To give you an example, a couple of years ago, my meter operations group did close to 90,000 service orders in a year,” he said. “Of 24   THE MUNICIPAL  |  JANUARY 2021

those 90,000 service orders, 60,000-plus of those were just simply going out and turning the valve on or off or getting a simple read. So, with this new technology, we had the capability of reducing our workload by two-thirds by having it done automatically.” Rohrbach said the project will cut down on labor and the use of other resources, because the department is going to change out the 130,000 meters in the next 42 months in exchange for smart meters connected to a transmitter. “What’s going to happen is that the meter data will be transmitted to be read every single night to a communication device,” Rohrbach explained. “And then that device will send it back here to Newport News Waterworks’ billing department. We will have the ability to do billing remotely. We won’t have to send anybody else to read the meters.” Speaking of the meters, Rohrbach added that of the 130,000 total, 118,000 of them will have a

ABOVE: Newport News Waterworks oversees 130,000 metered accounts and about 400,000 people in five jurisdictions. Over the next 42 months, the department is working to change out the 130,000 meters for smart meters connected to a transmitter. (Photo provided)

Newport News Waterworks General Services Division Manager Shawn Rohrbach

Pictured is one of the smart meters being used by Newport News Waterworks. (Photo provided)

built-in valve. This will allow his staff to have more agency and act in a timely fashion. In his words, “We can literally touch a button from our desk and turn on or turn off a customer’s water, depending on the situation, without having to send a truck out.” Still, he’s quick to point out that increased efficiencies don’t necessarily mean a smaller workforce. “We don’t lay off people; we will find other responsibilities or other positions in the department,” he said. “For instance, if we have 25 full-time employees and only need 12 or 13 to meet our operations, the others will be reassigned to another division. We don’t ever fire people here. They either leave through retirement attrition. Right now, as far as the future, I don’t foresee anything changing as far as a reduction of workforce.” Such efficiencies will be a boon to the environment, too, he said. With fewer trucks on the road, Rohrbach anticipates the city will reduce its carbon footprint. Residents will also enjoy added convenience. Right now, the length of the billing cycle can vary, especially if staff fall behind schedule. For instance, a household might get a bill for 23 days of service. Some customers might get two bills in a month. This isn’t ideal, especially when resource-limited families might struggle to pay their utilities on time. Rohrbach is also bullish on this technology’s ability to empower residents to be more savvy consumers. A portal will allow them to have visibility as far as water usage so they can compare against historical data. And should they need help, customer service representatives will have access to more than 500 days of history. For now, he said the department is at the end of phase 1 of the project, what he refers to as the “initial deployment area,” also known as a test pilot. “Right now, we’ve got 1,256 meters in the ground we’ve been testing for the last several months,” he said. “At a high level, everything seems to be working very well. We’ve got a 98% read rate on a daily basis. On any given day, we’re supposed to have a 95% (read rate), and on a three-day window — we have to have 99%. The vendor is meeting our expectations.” According to Rohrbach, a lot of the hard work has been completed up front, such as obtaining permits and software and hardware

This infographic was used to explain how the advanced metering infrastructure technology works while also empowering residents to better understand their bills, which have been redesigned so water usage is clearer to follow. (Graphic provided)

This graphic compares the smart water meters’ radio frequency levels to the radio frequencies levels seen in common household devices. (Graphic provided)

integration. In retrospect, he said this project is no small undertaking, and consequently, the department’s efforts are getting noticed. “We are the largest municipality in the United States that’s putting these valves on the meters,” he said. “So, there’s a lot of a lot of cities and water authorities that have AMI. But we are the largest in terms of quantity for these shutoff valves. So, everybody seems to be paying attention to us.”  JANUARY 2021  |  THE MUNICIPAL  25

M Focus on: Maintenance & Operations

Martinsville inmates save city thousands through labor program


When Sheriff Steve Draper of Martinsville, Va., took office in 1994, the department of public works was in charge of the city farm. When the farm came under the purview of the sheriff’s office, Draper decided he wanted to change how the jail operated and try to run it more like a business. The farm had previously had cattle and produced a large vegetable crop, but it was too difficult to keep up under the U.S. Department of Agriculture rules and requirements. It then focused on growing enough food and vegetables to simply feed inmates at the jail. However, according to Draper, groundhogs soon put the farm out of business. Unable to return it to its former glory, Draper focused on a more business-like approach to running the jail and farm. Inmates then got started doing odd jobs around the city in 1996, though they continue to grow some vegetables. They began cleaning up the exterior of city buildings and then moved on to painting and moving items for both the city and local nonprofit organizations. Nonprofits especially expressed a need for grass mowing. As time went on, more requests would come in from 26   THE MUNICIPAL  |  JANUARY 2021

the city and nonprofit organizations. Eventually, the program became too big, and it had to be restructured, splitting inmates between multiple crews. These crews work on a variety of projects that would typically be bid out to contractors. Inmates at the jail write in and request to work at the farm. With the jail’s classification system, inmates are properly separated to prevent as many problems as possible. While many who work at the farm do have felony records, they are minimum security, nonviolent offenders. This means they cannot have any violent convictions on their record. “We don’t have to pick them to work; they want to work,” Draper emphasized, and he enjoys watching them grow as they learn trades and skills they can use. Participating inmates receive on-the-job training and utilize their own work histories in their jobs.

Inmates who work on the crews learn a variety of skills, including carpentry, electrical, construction and more. These crews are overseen by Daniel Brannock and the Martinsville Sheriff’s Office. Skills learned benefit inmates by helping them find jobs once they are released. (Photo provided by the Martinsville Sheriff’s Office)

LEFT and ABOVE: Inmates in Martinsville, Va., have the opportunity to learn skills and work on community projects while serving their sentences. Above, shows a before and after of a structure’s overhang. Work to the storage building included new paint and light fixtures as well as other updates. (Photos provided by the Martinsville Sheriff’s Office)

Depending on the department they assist with, they may learn how to use specific equipment, which can be an invaluable skill. Most inmates report to their work crews Monday through Friday each week, just like with a normal job. They also receive $2 a day for their work, which can go toward their commissary. The city gets the benefit of skilled laborers for a greatly reduced fee. Following their release, some inmates have even gotten jobs using these skill sets and trades. Some major work assignments include grounds maintenance for city buildings and nonprofits, from mowing and leaf removal to tree cutting and brush maintenance. Inmates can work with the refuse department on a garbage truck, removing bulk household items from curbsides or assist with street maintenance and removing roadside garbage. Inmates also help a wood fuel assistance program. If a tree is down on public property, they will split the tree and then stack the firewood. Nonprofit organizations will then hand out pieces of paper for those who need assistance. When the individual brings their slip of paper, inmates will load them up with free firewood. In 2019-2020, there were multiple larger projects completed. At Hooker Field, inmates completed a remodel of the home team

locker room, including repairing broken lockers and plumbing, replacing bathroom tile and painting. Old ceiling and carpet were removed, with a new ceiling and rubber flooring being installed. Inmates participated in demolishing the old irrigation pump house at the field and finishing it with a newly built truss roof. Crews also repaired various other building and structures at Hooker Field, which entailed some painting and repairs to a second locker room in addition to plumbing, flooring and lighting projects. The city shop received some major remodeling, too, thanks to the inmate crews. The garage door on the bay was removed, and the bay itself was transformed into an office area for the public works department. This included installing ceiling, wiring and lighting, as well as finishing the exterior. Various repair, remodel and installation jobs were completed at various office buildings. Six condemned houses were boarded up with assistance from the crews. Door closure devices were installed on the main doors at the juvenile probation office. Additionally, inmates installed COVID guards at all public buildings at Hooker Field. When it comes to the city, the inmate labor program saves it hundreds of thousands of dollars. In 2019-2020, it is estimated the city

The Martinsville farm came under the purview of the sheriff’s office after Steve Draper became sheriff in 1994. Since then, inmates continue to do farming while also work on other city projects. (Photo provided by the Martinsville Sheriff’s Office)

saved $464,746.75 based on minimum wage and the number of labor hours provided by inmates. However, much of the skilled labor provided by the inmates is worth more than minimum wage, causing the city to believe they have saved more like $1.2 million using the inmate labor program. Mayor Kathy Lawson expressed her gratitude for the inmates and this program: “We in the city of Martinsville are very fortunate to have a ‘think out of the box’ sheriff’s office who realized years ago that a certain population of our inmates could be utilized for services to our community. These men enjoy being given the opportunity to work outside of the prison walls in a variety of ways. Their contribution to our city cannot be measured merely by dollars but also by the opportunity for some to learn a new skill while providing service to the community. While many of the jobs these men are performing save the city thousands, they also help some of our local nonprofits.”  JANUARY 2021  |  THE MUNICIPAL  27

M Focus on: Maintenance & Operations

Santa Clarita, Calif., launches award-winning initiatives By AMANDA DEMSTER | The Municipal

Involvement is an important aspect to any thriving city, yet it can be easier said than done. Whether it is piquing residents’ interest in local happenings or preparing a new generation of employees for the city’s workforce, getting people involved often requires planning and creativity. Over the last few years, Santa Clarita, Calif., has found ways to do both, with its mascot, Sammy Clarita, to involve local residents and its college internship program to prepare students for future civic careers. Sammy Clarita In 2017, Santa Clarita observed the 30th anniversary of its incorporation. To celebrate, the city of Santa Clarita created a mascot it could use, both to reflect different aspects of the city and to publicize special events and initiatives. At the time, Public Information Officer Carrie Lujan said Pokemon Go was popular, and the city

wanted to do something that would encourage its residents to explore the city and learn more about local history and points of interest. Designing and implementing an augmented reality game, however, is beyond the scope of most cities’ budgets and abilities, including Santa Clarita’s. Instead, the city designed a mascot it could make into a plush toy small enough to “hide” in various locations throughout town. According to Lujan, the design chosen was a horse, symbolizing the area’s western history. To launch the program, personnel placed stuffed “Sammy Claritas,” wearing 30th anniversary T-shirts, at strategic locations throughout the city. They then posted clues on Instagram to lead people to where the stuffed “Sammy” was hidden. Any time someone found a Sammy, he or she was invited to post a photo on the city’s Instagram page using #ifoundsammy. That person also got to keep the stuffed animal. “He was really popular,” Lujan said. “We ended up getting a mascot costume and did a couple of different promotions

The Sammy Clarita scavenger hunt encourages youth to explore their hometown while learning more about its history and points of interest. Pictured are two girls at the Oak of the Golden Dream, where the first successful prospector, Francisco Lopez, is said to have had a premonition about the California Gold Rush. (Photo provided) and campaigns. We were really embraced by the community.” Lujan has co-authored a series of picture books all about Sammy and his adventures. Copies of the books have been given to each third grade library in the city and to the public library. The books highlight local history and promote different city programs. As of fall 2020, two books had been released, with a third in the works.

To engage its residents, Santa Clarita, Calif., created a mascot, Sammy Clarita, who makes appearances around town as a plush toy. The city provides hints to his location as part of a scavenger hunt. Here he is dressed as a recycling hero. (Photo provided)


Once someone finds Sammy Clarita, they are encouraged to share a photo to the city’s Instagram using #ifoundsammy. Finders then get to keep the plush toy. (Photo provided)

Since Sammy Clarita’s introduction, the mascot has made appearances dressed as a cowboy for the city’s Cowboy Festival and as a librarian to encourage people to use their local public libraries. The costumed mascot has also visited a reunion event at the local hospital’s neonatal intensive care unit. Last year’s Sammy Clarita promotion almost did not happen. The city had already created a Sammy plush, dressed as a recycling hero, when the COVID-19 pandemic broke out and social distancing became the norm. “At first, we were really holding back on releasing the Recycle Hero Sammy,” Lujan said. “But, it became clear that was something people could do safely.” Not only is the program popular with Santa Clarita residents, it has proven a unique way to promote different aspects of the city in a way people have enjoyed. The turnaround on finding Sammy Clarita is a testimony in and of itself to the campaign’s success. “We’ll do an Instagram post and get a response 12 minutes later saying, ‘I was just there and Sammy was already gone,’” Lujan said. To cities considering launching a similar program, Lujan strongly encourages them to do so. “I would definitely recommend it,” she said. “It’s been embraced by residents of all ages and it’s given us a new way to engage the youth and let them know what’s going on in the city and explore new locations.” To learn more about the Sammy Clarita mascot, visit www.sammyclarita.com.

Internship program While the Sammy Clarita mascot promotes what is happening out in the community, the city has created a program that focuses on its inner workings and on preparing future generations to fill those necessary positions. As aging public sector employees retire, the need for new, qualified job candidates to fill their places continues to grow. Enter programs like the Santa Clarita College Internship Program, which is open to undergraduate and graduate students as well as recent college graduates. Overseen by the city’s human resources division, internships seek to immerse participants in the day-to-day operations of their particular division or department. Each position has a custom job description, created side-by-side with the department’s hiring manager. This way, Santa Clarita senior human resources analyst Emily Veldkamp said, each position is well defined, and professionals in the field can go beyond supervising students to coaching and mentoring them. “Some are more technical than others,” Veldkamp said. “Say they would like an intern in the traffic division or engineering. City planning, GIS, it’s amazing to be able to put out the word and find a student who is studying something that specific.” The city also offers more general positions for students who simply wish to get an idea of what it would be like to have a career in the public service sector. The majority of the internship positions are paid through the city’s staffing fund, while one in the arts and events department is funded through an annual grant. That one is the exception, Veldkamp said. While students can come from anywhere in the country, the city works to build strong partnerships with local colleges in the Los Angeles area. “If you’re talking about interning, COVID aside, they’re on-site,” Veldkamp said. “So, our networking and outreach has done a lot with local colleges.” Of course, the COVID-19 pandemic has forced a few changes. While shutdowns and social distancing have made things difficult worldwide, Veldkamp has found a positive side. “It’s really opened up opportunities for local students,” she said. “We hear students say, ‘I grew up in this area and I want to get back to it, and I never thought I’d be able to intern here while I was in college.’” This is largely due to remote learning, with more students living at home and taking their college courses online. A total of 22 students have completed the program, with an additional 10 in 2020. Of those, 13 were eligible to apply for full-time work, and 11 of those 13 were hired at a public service agency, including five at the city of Santa Clarita. Meanwhile, two of the 13 were hired into the private sector. 

Honors For both of the featured programs, the city of Santa Clarita was awarded the Helen Putnam Award for Excellence, which is given to California cities for outstanding achievement in contributions made to residents and businesses by the League of California Cities.


continued from page 29

The Santa Clarita College Internship Program seeks to expose undergraduate and graduate students as well as recent college graduates to career opportunities in the public sector. Pictured, from left, are recent Santa Clarita interns Gina Gerlich, Jaslynn Rodriguez, Christopher Hernandez, Arianna Rubalcava. (Photos provided)

Not only do the students benefit, Veldkamp added, but the professionals do, as well. Hiring college students or recent graduates helps keep the personnel in city departments up to date on what is being taught in the classroom and on up-and-coming trends. It also brings fresh ideas and perspectives. Programs like this also help cities with succession planning. As employees leave or retire, positions become vacant that need qualified people to fill them. Training college interns means the next generation of employees will already have valuable experience.


For cities considering similar programs, Veldkamp recommends taking a look at not only their city’s present but also its future needs five, 10 or even 15 years down the road. “See how an internship program fits with your organization’s larger succession planning strategy,” she said. “This program was born out of the need to recruit and not only attract but retain the next generation of public servants.” Veldkamp invites anyone considering a similar program to contact her at eveldkamp@santa-calrita.com or call (661) 284-1401. 






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City Profile

Pictured is the terminus of the Chesapeake and Ohio Canal in Cumberland, Md. The highway bridge belongs to Interstate 68 and the brick building just beyond it is the Canal Place Museum. (Public domain via Wikimedia Commons)

Cumberland’s scenic beauty draws visitors in By ANDREW MENTOCK | The Municipal

Cumberland, Md., rests in the center of Maryland’s panhandle, a short distance, at least as the crow flies, from the bordering states of Pennsylvania to the north and West Virginia to the south. Unlike the more well-known region of the state near Baltimore and Washington, D.C, Cumberland is located in the state’s mountainous section and differs vastly from its eastern neighbors. “Maryland here is only about 8 miles wide,” said Cumberland Mayor Raymond Morriss. “You look across the Potomac River and you’re looking at West Virginia. There’s times you people don’t realize that it’s West Virginia right there when you’re looking out the window. 36   THE MUNICIPAL | JANUARY 2021

“Honestly, sometimes people in this region have an affinity with West Virginia or Pennsylvania even more so than Maryland, because being the western part of Maryland, out here in mountain Maryland, it’s really a dramatically different part of the state.” It’s mountainous terrain gives Cumberland access to a number of popular activities, from hiking to fishing to biking. The city also lies in the middle of the Great Allegheny Passage, which is a trail system

Like many small towns, Cumberland, Md., has had to reimagine itself as industry has left. Today, it is marketing itself to remote workers seeking affordable housing and great recreational opportunities. (Photo by Joanie Johnston)

Cumberland, Md., is home to many historic buildings such as the B’er Chayim (Well of Life) Congregation building at the corner of South Centre and West Union streets. The structure was constructed in 1864 and was added to the National Register for Historic Places in 1975 as the longest continuously operating temple building in Maryland. (Photo by Joanie Johnston)

running from Pittsburgh to Washington, D.C., through the Appalachian Mountains. At about 150 miles long, each year, thousands of tourists either hike or bike all or a portion of the passage. Another outdoor feature of Cumberland is it has one of the last operating steam-run trains in the United States, “Mountain Thunder,” which takes visitors about 16 miles away to the city of Frostburg, Md. The train, operated by Western Maryland Scenic Railroad, currently isn’t running due to the COVID-19 pandemic but is expected to be back in service in the near future. In fact, Mountain Thunder is one of the few remaining reminders of the transportation industry that helped build Cumberland and turn it into the 20,000-resident city it is today. Like a large portion of the Appalachian cities, Cumberland is in the midst of attracting new businesses as the economic development of the city has dramatically changed over the last century. “We’re really fortunate we have two higher learning institutions within a 10-mile radius,” said Laurie Marchini, a member of the Cumberland Western Maryland Railroad offers scenic excursions using a 1916 City Council. “We have Allegheny College of Maryland and Frostburg Baldwin locomotive between Cumberland and Frostburg, Md. State University. This has been really helpful to create an educated (Steve Heap/Shutterstock.com) workforce and a ready workforce when we know somebody is looking at our area. They’ve been really flexible and designed programs to accommodate those needs. We used to be a big industrial center. “It is a real advantage for people, especially young people first start“We started out as kind of a transportation hub with the C&O — Chesa- ing out to be able to come out and buy their own home,” Morriss said. peake and Ohio — Canal and the railroad, and we had like Celanese and “What doesn’t seem like a very big salary in Baltimore or D.C. is really Kelly-Springfield tire and Pittsburgh (railroad). We had lots of industry good money out in Cumberland.” here, and this has happened for a lot of small towns; the industry kind Morriss and other city officials are also in the process of updating of either dies, goes away or goes overseas and then we’re kind of left to Cumberland’s infrastructure to make it a better place to live and work. reimagine ourselves.” For instance, the city is in the process of updating its water system and Currently, the largest employers in Cumberland is its area’s hospital installing fiber optic cables. It is also in the process of redoing Baltimore Street, which is Cumbersystem, UPMC Western Maryland, and the local school corporation, which actually attracts students from neighboring West Virginia and land’s main street and has had a mall-like structure blocking it for the last several decades. Soon, it will be opened up and give the city more Pennsylvania. An emerging employer in the region is Grow West, a medical mari- of a traditional downtown look and feel. The results of the Baltimore Street project are eagerly awaited, with juana grow operation and dispensary that already employs more than 100 people and just announced a $14 million expansion, which should Marchini stating, “I’m really looking forward to an insurgence of new bring even more jobs and money into the community. businesses and boutique shops and more upper story development Cumberland is also marketing itself to remote workers looking to take where our downtown is really going to take off.”  advantage of the great outdoors and a cheaper cost of living. JANUARY 2021 | THE MUNICIPAL  37

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Public Safety Entities join forces and share resources to mitigate fire risks in the most efficient way possible. Pictured is a Durango Fire Protection District truck hauling a San Juan National Forest chipper for mitigation efforts. (Photo provided by city of Durango)

All-hands on deck for fire mitigation efforts in Durango, Colo. By MAGGIE KENWORTHY | The Municipal

In 2018, southwest Colorado experienced one of the largest wildfires in the state’s history. The wildfire started in June and continued through July, burning across an estimated 54,000 acres. Prompted by this wildfire, multiple entities near the Durango area joined forces to form the Fire Adapted Durango Partnership in 2019. Since its creation, fire experts and land managers in the community have worked together to reduce the risk of wildfire through fire mitigation and public education. The mitigation efforts are concentrated in areas known as wildland-urban interface, or WUI, which is an area where man-made improvements are built close to natural terrain and flammable vegetation. In these areas, hazardous fuels are reduced through manual thinning and removal. This decreases the fire risk while still leaving privacy screening, wildlife habitats and a healthy vegetative landscape. “As cities expand further into the wildlands, we must learn to coexist with fires instead of simply fighting them,” said Charlie Landsman, La Plata County coordinator for the Wildfire Adapted Partnership. “Wildfire mitigation work has been shown to reduce losses to both structures and lives, and it is necessary for every municipality and 40   THE MUNICIPAL | JANUARY 2021

landowner to take responsibility for the safety of their home and community by removing hazardous fuels.” The partnership is comprised of 10 entities, each essential to the mitigation efforts. The entities involved include the city of Durango, Bureau of Land Management Tres Rios Field Office, Colorado State Forest Service, Durango Fire Protection District, the Wildfire Adapted Partnership, La Plata County, San Juan National Forest, Colorado Division of Fire Prevention and Control, La Plata Electric Association and Durango residents. “Community-wide safety such as fire mitigation is much more successful when joint forces partner to make it happen,” explained Amy Schwarzbach, natural resources manager for the city of Durango. “Each entity brings significant and different expertise and capacity to the partnership.” The city of Durango plays a cornerstone role in this partnership as its parks and open space lands total over 3,000 acres.

Colorado State Forest Service employees are seen training Durango Fire Protection District and Colorado Division of Fire Prevention and Control crew members before embarking on a fire mitigation project. (Photo provided by city of Durango)

La Plata County is the second-largest adjacent landowner to the city of Durango. The county provides substantial equipment and support in the physical removal of hazardous fuels to the partnership. (Photo provided by City of Durango)

“Undertaking fire mitigation on these lands is being done in the housing, the hurdles of COVID-19 have been massive,” said Schwarinterest of our residents and with the involvement of our residents and, zbach. “However, the partnership overcame challenges by sharing of course, is being funded in part by our residents,” said Schwarzbach. equipment owned by the various partners to keep project costs down The Wildfire Adapted Partnership breaks down the barrier of land- through budget cuts and grant funding delays.” ownership boundaries to educate private landowners on the role they But, regardless of any challenges or hurdles, the partnership doesn’t play in making the community fire safe. have any plans of stopping soon. Even though the partnership was “Wildfire mitigation work is most effective when done directly created with a specific project in mind, there is always more mitigaaround homes,” said Landsman. “Furthermore, most structures lost tion work to be completed. “The partnership already has future projects proposed and wildfire to wildfire ignite from embers, not from the main flaming front of the fire. In order for landowners to protect their home, they need to mitigation is a never-ending process. As more areas around the city are developed and as fires continue their destructive patterns, more reduce fuel load around their homes on their own property.” So far, educational efforts involved with this partnership have mitigation will be needed,” said Landsman. “Furthermore, vegetation included public presentations, site visits with live demonstrations, grows back. No treatment project is ever truly finished since re-treatmailed educational letters and the publication of online information. ment is always necessary. Sustainable systems must be created to Getting the landowners involved with this partnership is crucial ensure each and every year we are not only maintaining treatments but also expanding them into new areas.” to its success. “Residents of Durango are very passionate about the open space Because of the solid relationships formed among the many entities that we all enjoy, and with that, there will be different opinions on involved, more community projects — even beyond fire mitigathe best methods to preserve and protect those open spaces,” said tion — can be tackled in the future. Landsman. “Luckily, the support from all partners in the Fire Adapted “I think it is very important to recognize the power of successful Durango Partnership alleviated many of the concerns about the pro- partnerships. When entities join forces to share expertise and capacposed project. This work was done to protect the city of Durango but ity, so much more can be accomplished,” explained Schwarzbach. also to protect the public lands. We have experienced structure fires “Key to partnership success is a mutual respect among partners — this transitioning into wildland fires in the region before which is why it is includes respecting people’s time making meetings productive and so important to create this separation between the built environment concise, and only calling meetings when necessary or with the partners responsible for a certain aspect of the project. In our very first and the forest. It is mutually beneficial to both.” In addition to getting landowners involved, the COVID-19 pan- meeting, we asked everyone to let the group know what they can and are willing to bring to the partnership, and what time commitment demic has thrown some challenges at the partnership. “From budget cuts, staff layoffs and hiring freezes to quarantine they can offer. That foundation has proven to be solid and lasting.”  and the inability to meet in person or share vehicles and temporary JANUARY 2021 | THE MUNICIPAL  41


Public Works

Iowa City looks to the future in public works design

By AMANDA DEMSTER | The Municipal

As technology rapidly advances and environmental requirements become stricter, cities must constantly work to keep up. With this in mind, public works departments throughout the country are designing and building new facilities that not only boast the latest technology but also reduce their carbon footprint significantly. Designing for efficiency In December 2019, the Iowa City, Iowa, Public Works Department completed and moved into a 85,257-square-foot facility that houses the city’s streets and traffic engineering division and the public works department’s water division distribution team. Iowa City Facilities Manager Kumi Morris outlined the building’s energy-saving features. LED lighting with daylight dimming require less energy, while 40 skylights let in natural light during the day. The structure features precast insulated concrete walls, an insulated roof system and insulated translucent panels in exterior vehicle storage walls. An efficient HVAC system rounds out the energy-saving features. 42   THE MUNICIPAL | JANUARY 2021

As of fall 2020, the department was also finalizing the LEED certification process. “We expect — at a minimum — a LEED Silver certification and potentially a Gold LEED certification, as well,” Morris said. Iowa City Engineering Division Special Projects Administrator Melissa Clow added that plans are in the works to add solar panels to the building within the next year. “We did look into geothermal and figured out that, for this type of building, it was very inefficient,” Clow said. Morris provided numbers from the “Iowa City Public Works Phase 1: New Construction Program Verification Report,” which shows a projected cost savings of $21,000 per year, with anticipated payback within 9.3 years. The report was prepared by MidAmerican Energy Company’s sub-consultant Willdan and released in January 2020. “So, it’s something we look for with a careful eye,” Morris said. “Not just for new building construction, but we look at life cycle, how we can figure out a way to include

ABOVE: Iowa City, Iowa, has constructed a new 85,257-square-foot facility for its public works department. The facility is designed not only for energy savings but also for longevity and to meet future needs. (Photo courtesy Cameron Campbell Integrated Studio/Neumann Monson Architects)

rebate possibilities for all of our structures, being able to get a bigger bang for our buck.” Getting there Creating an efficient building was one thing. Transferring everything over from the old facility was another. The building houses a number of divisions that were previously spread across town at different locations. “We wanted to consolidate it all under one roof efficiently,” Morris said. “Water distribution is there, so they store equipment for pipes. The street division has snow removal equipment.” Clow added one challenge was coming up with a facility that would do all the city needs it to do while remaining energy efficient. “Getting everyone there while, at the same time, meeting the requests from city council to have LEED certification, with it being a big box, how to actually achieve that,” she said.

Iowa City’s water distribution team is also housed in the new facility, which has brought several divisions together under one roof. (Photo courtesy Cameron Campbell Integrated Studio/Neumann Monson Architects)

Insulated translucent panels in exterior vehicle storage walls allow natural light into the facility, saving money on the electric bill. (Photo courtesy Cameron Campbell Integrated Studio/Neumann Monson Architects)

As of fall 2020, the building had 73 parking stalls marked out. Clow noted there were not that many vehicles there then, but some of the spaces were temporarily holding pieces of equipment, which will be moved to other buildings on-site as the project continues into subsequent phases. Building for the future Besides efficiency, life cycle was also an important factor the city took into account. Iowa City uses its buildings for a long time, Morris said. This can be a good thing as far as getting as much use as possible out of a particular facility. However, older buildings were designed for different times, and the needs of the past were far different from the needs of today. That being said, the previous public works location was showing its age. “It wasn’t to scale, it didn’t have good light, working in those spaces was difficult,” she said. “So there’s a lot of improvement to moving into a facility that you can invest in.” Awards and accolades All of this hard work has paid off. The city has received two rebates from MidAmerican Energy Company, including a $23,274 LED lighting rebate and a $37,594 custom energy incentive strategies rebate, totaling $60,868.

Iowa City also received the Excellence in Energy Efficiency Design Award, placing among the top 10 energy-efficient building projects constructed within the last year in Iowa. “The building project had a measured 52% efficiency beyond similar building typologies,” Morris said. This goes beyond public works facilities to include schools, office buildings and industrial buildings. “It is unusual for a structure of this classification to earn this recognition,” Morris said, adding it ranked fourth overall among the top 20 building projects reviewed for the award. Morris noted the building received the American Institute of Architects Iowa Excellence in Design Award and the AIA 2020 Central States Region Award for architecture, both at the regional 2020 AIA convention. Future phases Constructing the public works facility was only phase one. Phase two will involve adding office space to the existing building, increased locker room space and removal of a building that has foundation problems. “We are hoping this will be the first phase of possibly multiple (more),” Morris said. “We hope to see the rest of the equipment moved

A worker with the streets and traffic engineering division makes adjustments from its new home in Iowa City’s new public works facility. (Photo courtesy Cameron Campbell Integrated Studio/Neumann Monson Architects)

there, as far as transportation, refuse, we’ll have storage for their equipment as well.” There is currently no set timeline for these expansions due in large part to the scope of the project. “This has been on the books for over 20 years,” Morris said. “To get everything to line up financially, just so much effort goes into a structure like this, to get it right.” Besides its public works facilities, Iowa City has its eye on energy efficiency citywide. Two of the city’s fire stations were among the first in the state to achieve LEED certification, according to Morris. In addition, the city’s East Side Recycling Center boasts one of Iowa’s earliest LEED platinum designations, for its education center. To learn more about Iowa City’s climate action plan, visit www.icgov.org/project/ climate-action. 



Parks & Environmental Services

Poudre River project strikes the right balance The city of Fort Collins, Colo., and its community members had a dream: the revitalization of the Cache la Poudre — pronounced pooh-der — River corridor. The corridor was a historically degraded area, which had once included a landfill and other industries. These developments had cut the river off from its floodplain and had reduced its accessibility for the community. With the river passing through the city’s downtown, it was an invaluable asset that simply needed rediscovering. Fort Collins, Colo., realized a long-gestating dream with the opening of its Poudre River Whitewater Park in October 2019. The park has restored accessibility to the river for the community and is just one phase of a Poudre River master plan. (Photo provided by the city of Fort Collins)


By SARAH WRIGHT | The Municipal

“There were individual efforts over time, but they all failed,” Kurt Friesen, director of Fort Collins Park Planning and Development, said. “All of them were focused on a singular purpose whether restoration, recreation or downtown investments. What made this (recent) effort unique was it provided multiple benefits.” These benefits included a safer river with an improved floodplain; improved natural habitat and connectivity; and recreational opportunities not just limited to whitewater. All of those benefits combined proved vital to drawing the backing of the community and key stakeholders. “We did a lot of traditional outreach,” Friesen said, also citing a holistic approach when crafting the October 2014 master plan for the entire river corridor. “There were community meetings, individual stakeholder meetings and conversations with different groups about what the river should be like through downtown. There were diverse opinions about the project. It enabled us to create a plan that created a balance between all these desires.” Valerie Van Ryn, leading marketing specialist with the Park Planning and Development Department, guided communications and public relations efforts, keeping the community informed and crafting a consistent message. Because of the project’s location and the number of interests involved, Van Ryn noted, “It was high profile for everyone.”

LEFT: Since its opening, the Poudre River Whitewater Park in Fort Collins has been popular with the community. Its diverse features make it an enjoyable destination for more than whitewater recreation. (Photo provided by the city of Fort Collins) RIGHT: Workers installed sheet pile to push the Poudre River onto the north bank allowing in-channel work to occur. (Photo provided by the city of Fort Collins) Since previous efforts, there had been an increased interest in preservation and recreation, which can be at two ends of the spectrum. For this reason, an emphasis was placed on finding the path that best fits the city and its needs. Ultimately, in the master plan, the project was divided into six reaches for construction. These reaches contained different transitions that consisted of more natural experiences on each end of the river corridor and transition zones, which bookended the centralized urban interface zone in Fort Collins’ downtown area. Reach 3 — from the Museum of Discovery to BNSF Railroad — was the first to be implemented and would form the Fort Collins’ Poudre River Whitewater Park. It is located within the urban interface zone and industry had heavily altered it with structures like bridges, concrete floodwalls, a diversion structure and adjacent private development having influenced the river and its floodplain. Additionally, it is along College Avenue, one of the city’s most traveled streets, and east of Lee Martinez Park and north of downtown Fort Collins. In this reach, there were four main groups interested: naturalists; a whitewater advocacy group; adjacent businesses and stakeholders; and lastly, the funders, which consisted of both private and public donors, with one private donor giving $1 million to the project. Because of this, Friesen noted there were many expectations to manage and his team had to work hard to do so. The key, according to him, was consistent communications that highlighted the three benefits. “Not just one but all three benefits. We really beat that drum,” he said, noting success came from striking the right balance and using unifying language. Construction in Reach 3 began in late September and early October 2018, with a tight window to get in after the irrigation season but out before spring runoff could cause high flows. In-channel work took priority, and workers installed sheet pile, pushing the river onto the north bank, thus allowing the south side to dry up. From there, workers dismantled the Coy diversion structure and other man-made features. Of the entire construction process, Friesen said, “It was challenging on every level. During construction, we uncovered a 100-year-old infiltration gallery from an old power plant that was used to generate electricity. We had a limited construction window so the clock was ticking. An archaeologist did come out and was able to document it.” Following that documentation, the structure was removed, though portions were salvaged and remain on-site. By January 2019, demolition wrapped up and construction began on the whitewater features, designed by S20 Design. This entailed

The pedestrian bridge is swung into place over the Poudre River, where in-channel work continues. The bridge’s inclusion in the project was made possible by a private donor. (Photo provided by the city of Fort Collins)

placing boulders and grouting them together with rip-rap and cobble surrounding them. A fish passage was also installed. One key aspect of the park’s design was a 180-foot, single-span pedestrian bridge to further the community’s connection to the river. It was transported in 45-foot sections and assembled on-site before being hoisted into place. By April and May, in-channel work wrapped up, and the whitewater features along the north bank were completed — in time for the spring’s runoff. During that period, work shifted to upland construction components: trails, a parking lot and footers for the art structure on the overlook plaza. “There are a lot of diverse features,” Friesen said. “It’s going to be used year-round.” The greatness of Poudre River Whitewater Park, according to Friesen, is that it’s not just for whitewater recreation but for everyone — fishermen, the casual river enthusiast who might just want to go tubbing or enjoy the water and children who have a protected play area to explore. “There is also handicap accessibility to the riverfront,” Friesen added. 


continued from page 45

On the Web View Fort Collins’ Poudre River Downtown Master Plan at https:// www.fcgov.com/parkplanning/pdf/ poudre-river-downtown-master-plan. pdf?1593092846.

At least 1,000 people turned out to explore the Poudre River Whitewater Park during its Oct. 12 ribbon-cutting ceremony. Among this number were kayakers who enjoyed a fuller river than is normal in October. (Photo provided by the city of Fort Collins)

Kayakers and paddle boarders test out the Poudre River Whitewater Park’s features, which were designed by S2O Design. (Photo provided by the city of Fort Collins)

Poudre River Whitewater Park opened to the public in September 2019 and held its ribbon cutting Oct. 12. That ceremony drew at least 1,000 people eager to explore the new park while enjoying live music and learning about the project and its history. The river doesn’t usually carry a lot of water during the fall, but a local energy provider through its operations provided a large water delivery into it in time for the event. 46   THE MUNICIPAL | JANUARY 2021

“The river was full of kayakers in October,” Friesen said. “We don’t have that amount of water normally, so it was magical.” Since October, the enjoyment has carried on. “It’s been a huge success. This was its first full season, and it has been packed with people. It’s just been a great addition to the community,” Friesen said, sharing people will come

up and tell him they have seen so many people at the Whitewater Park even on a Tuesday. Friesen and the city aim to turn that success into momentum to realize other components of the master plan, which will chart the Poudre River corridor’s future during the next 20 years. Work is underway on Reach 4, which is located between BNSF Railroad and Linden Street, with a feasibility study to determine what can be done to clean up the site environmentally. Like Reach 3, it is surrounded by urban development and has been highly altered. “We want to keep the momentum going and expand reaches over the coming years,” Friesen said. “We want to be opportunists on how we develop these reaches and work with our partners and with (other city) departments as they do projects and look for more opportunities.” For cities approaching large-scale projects, Friesen advised it’s great to have a vision and spend time developing it. “It allowed us to move forward and implement this plan.” He added, “I’d also emphasize the value of funding and private funders. There was a point in the project where we were not sure if we’d get the project fully funded. It (the whitewater park) could have been average, but when a private funder stepped in, that pushed it over the top, making it a really special place.” While the majority of the project utilized public funds, private backers can be key to giving projects an edge to realize components that are not necessary but improve a project. Friesen shared the pedestrian bridge almost didn’t happen as the funding just wasn’t there, but one funder stepped in and agreed to fund it. “It wouldn’t have happened without the vision for them (funders) to rally behind,” Friesen said, noting it helps to show business owners and private funders a project’s benefits to the community and their businesses. “We are a city that builds our own plans,” Friesen added. “This project is a testament to that strategy.” 


Municipal Management

What could go wrong? Arizona’s short-term rental solution led to long-term problems

By JULIE YOUNG | The Municipal

When Arizona Senate Bill 1350 passed with bipartisan support in 2016, it seemed like a good idea at the time. It was designed to prevent local governments from regulating the short-term rental market and allowed folks, unencumbered by homeowner association covenants, to make some extra cash by renting out an extra bedroom or two. Legislators were told that in many cases, homeowners would be onsite to monitor the lodgers in their homes and they would not rent their properties for large events such as weddings. Lawmakers were also assured local police departments and code enforcers would see to it that nuisance laws and occupancy regulations would be observed so these residential communities would remain unchanged. Unfortunately, that’s not what happened. According to Arizona State Representative John Kavanagh, not only did the 2016 bill preempt local control, including residential zoning laws generally prohibiting short-term rentals in residential areas, it also greatly limited most local restrictions on usage, including local room occupancy limits, which opened rental homes up for over-occupancy, party house and event-venue abuses. It also limited nuisance enforcement,


ABOVE: Sedona, Ariz.’s, red sandstone formations and ample recreation options draw in visitors each year. Its popularity as a destination has seen a boom in homes being purchased to be turned into shortterm rentals. (Shutterstock.com)

all of which gave Kavanagh pause even as the bill passed and Gov. Doug Ducey enthusiastically signed it into law. “I was the lone ‘no’ vote in the Senate,” he said. Supply the demand In Sedona, Ariz., there are certain neighborhoods without an HOA and where housing prices are low enough there is an economic advantage to turn these properties into short-term rentals rather than long-term options. Because of this, investors are not merely buying one house but several and turning them into short-term rentals. “Even in the markets where houses are selling around the $1 million range, those property owners are able to short-term rent their houses for $1,000 a night, which even at 60% occupancy, still pencils out very strongly for them,” said Lauren Browne, communications and public

Sedona engaged LODGINGRevs to launch a 24/7 hotline where issues with short-term rentals could be reported. Of the 115 complaints received, the majority involved noise and trash. Pictured is an example of trash from a short-term rental in a Sedona neighborhood. (Photo provided by the city of Sedona)

relations director with the city of Sedona. “The city thought that at some point we would hit saturation, causing the market to correct, but so far, we have seen that; the demand for hotel nights and short-term rentals still remains strong.” According to Sedona management analyst Megan McRae, as of October 2020, there are about 710 short-term rentals in Sedona’s city limits, representing approximately 11% of all housing units in the city. However, because certain neighborhoods don’t allow short-term rentals, it is much more than 11% of the homes in the ones that do. Of those 710 short-term rentals, over 60% of them are for entire homes and not in line with the “sharing economy” rationale that was referenced when SB1350 went into effect in 2017. Without any way to regulate them, the proliferation of short-term rentals in Sedona has caused a disruption of the social fabric in the community. They have exacerbated an already-strained affordable housing market so people with solid paying jobs can’t find a place to live. Businesses struggle to find workers and school enrollment decreases. One Sedona grade school has closed, and according to Browne, a prevailing theory is the prevalence of short-term rentals contributed to the decision. “You can no longer ask your neighbor to take your trash bin to the street (after forgetting about it on your way to work) because you are now living next to a hotel of sorts with different guests every few days,” Browne said. “With some type of regulation authority, the city could implement measures such as short-term density caps to limit the percentage of homes allowed to be short-term rentals and/or requiring owners to live on-site in order to rent their home on a short-term basis.” Striking a balance In an effort to combat the short-term rental issue and create a path forward for the city, Sedona is advocating with the League of Arizona Cities and Towns for any local control the legislature is willing

A mountain biker enjoys time in Sedona’s red rocks. The city is a major destination for outdoor recreation enthusiasts. (Shutterstock.com)

to consider. The Arizona state legislature passed House Bill 2672 late in 2019, which gave municipalities very limited authority to require short-term rental owners to provide emergency contact information for issues that arise relating to short-term rentals. The city engaged LODGINGRevs to help identify properties, collect emergency contact information and launch a 24/7 hotline to report issues in the community. McRae said since the hotline launched in mid-September, 115 complaints have been received, the majority of which are related to noise and trash. Sedona is now facing new challenges in addressing these complaints across multiple departments, including police, code enforcement and others that are already operating with constrained resources. “Because state law essentially requires municipalities to treat short-term rentals the same as long-term rentals and single-family residential properties, enforcement of the issues is extremely nuanced and challenging,” she said. “The majority of short-term rentals are not owner occupied and operate as businesses, but we are not allowed to regulate them as we do businesses, such as requiring compliance with life safety rules and standards that apply to commercial lodging properties.” Kavanagh hopes communities can find a way to limit the number of short-term rentals so there is plenty of affordable housing available to permanent residents and the ones that remain are all but invisible to their neighbors. “Many short-term rentals are not problems, but some are bad actors. But even good actors can disrupt communities when there are too many of them,” he said. “Government needs to strike the balance between a property owner’s right to fair use of his or her property and the rights of surrounding property owners to set and maintain community standards.” 


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Conference Calendar EDITOR’S NOTE: In light of the COVID-19 pandemic, readers are encouraged to verify their conference’s status. The Municipal has updated entries’ statuses with information available as of press time; however, as the situation is still fluid, plans may change rapidly.

J A N UA R Y Jan. 9-13 Florida Police Chiefs Association MidWinter Training Conference & Exposition Rosen Plaza Hotel, Orlando, Fla. fpca.com Jan. 12-13 Mississippi Fire Chiefs Mid-Winter Conference The Mill Conference Center at Mississippi State University, Starkville, Miss. www.msfirechiefs.org Jan. 12-14 Landscape Ontario Congress Virtual www.locongress.com Jan. 12-14 Northern Green 2021 Virtual Minneapolis Convention Center, Minneapolis, Minn. www.northerngreen.org Jan. 12-14 SDARWS Annual Technical Conference (Cancelled) Pierre Ramkota Hotel & Convention Center, Pierre, S.D. http://www.sdarws.com/ annual-conference.html Jan. 12-14 Georgia Association of Chiefs of Police Winter Training Conference Jekyll Island Convention Center, Jekyll Island, Ga. https://gachiefs.com/ Jan. 12-15 Tennessee Fire Chiefs Association Winter Conference Jackson, Tenn. www.tnfirechiefs.com

Jan. 13-15 Arkansas Municipal League Winter Conference Virtual www.arml.org Jan. 17-22 NRPA Event Management School (Cancelled) Oglebay, Wheeling, W.Va. www.nrpa.org/careerseducation/education/eventmanagement-school/ Jan. 18-21 Fire Department Safety Officers Association Conference TradeWinds Island Grand, St. Pete Beach, Fla. www.fdsoa.org Jan. 18-29 Nevada Water Resources Association Annual Conference Virtual http://www.nvwra.org/2021ac-week Jan. 20-23 Fire-Rescue East Hilton Daytona Beach Oceanfront Resort, Daytona Beach, Fla. www.ffca.org Jan. 21-22 Massachusetts Municipal Association Annual Meeting & Trade Show Virtual www.mma.org Jan. 21-22 Michigan Water Environment Association Annual Wastewater Administrators Conference Bavarian Inn Lodge & Conference Center, Frankenmuth, Mich. www.mi-wea.org

Jan. 21-23 U.S. Conference of Mayors 89th Winter Meeting Virtual Washington, D.C. www.usmayors.org/meetings/ Jan. 24-26 Alabama Recreation and Parks Association State Conference SpringHill Suites Orange Beach at The Wharf, Orange Beach, Ala. www.arpaonline.org Jan. 26-28 WASTECON Virtual wastecon.org Jan. 28-29 Indiana Association of Chiefs of Police Mid-Winter Conference (Tradeshow Rescheduled July 21-23 with summer conference) Crowne Plaza Hotel, Indianapolis, Ind. www.iacop.org Jan. 27-29 Alabama City County Management Association Winter Conference Embassy Suites by Hilton, Hoover, Ala. www.accma-online.org Jan. 28 Rhode Island League of Cities & Towns Virtual Convention Virtual www.rileague.org Jan. 28-30 IAPD/IPRA Soaring to New Heights Conference Virtual www.ilparksconference.com

Jan. 27-29 Arizona City/County Management Association Winter Conference Hilton Sedona Resort, Sedona, Ariz. azmanagement.org/events/ Jan. 25-28 Heavy Duty Aftermarket Week ’21 Virtual www.hdaw.org

F E B R UA R Y Feb. 1-4 CADCA National Leadership Forum (Virtual) Gaylord National, National Harbor, Md. www.cadca.org/events Feb. 1-4 Indiana Section AWWA Annual Conference Marriott Hotel, Indianapolis, Ind. www.inawwa.org Feb. 2-3 Michigan Water Environment Association Operators Day Virtual https://www.mi-wea.org/joint_ expo_and_operators_day.php Feb. 2-5 Michigan Recreation & Park Association Conference & Trade Show Virtual https://www.mparks.org/page/ Conference Feb. 3-4 Maine Water Utilities Association Annual Conference & Trade Show Augusta Civic Center, Augusta, Maine mwua.org

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. 52   THE MUNICIPAL | JANUARY 2021







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News & Notes NAFA 2021 Institute & Expo rescheduled to August

Hyundai Material Handling awarded Sourcewell contract

PRINCETON, N.J. — NAFA continues to evaluate the current conditions while planning to host a productive and safe in-person event in 2021. The board of directors met recently and proactively decided to reschedule the 2021 NAFA Institute & Expo to Aug. 30-Sept. 1, 2021. The meeting will take place in Pittsburgh, Pa., at the David L. Lawrence Convention Center. After consulting with the city of Pittsburgh, the convention center and hotels, as well as exhibitors and members, the decision was made to postpone the event to August providing organizations and attendees more time to plan, evaluate budgets and resources, and determine staff travel for next year. “In light of continued concerns, it doesn’t look very promising to host a large gathering in early 2021, and postponing I&E until August ensures more time to bring the industry together,” said NAFA President Patti Earley, CAFM. “We thank everyone for the continued support and feedback as the industry is eager to come together and connect with peers.” This move allows for the safest experience possible, while still providing a top-notch educational program and exceptional expo. The new dates include increased space available allowing NAFA to accommodate the many new “distancing” restrictions required for safe 2021 events. Registration for the event will open in February. Visit nafainstitute.org for the latest details.

NORCROSS, GA. — Hyundai Material Handling has been awarded its second cooperative purchasing contract in the forklift category at Sourcewell. Sourcewell is a self-sustaining government organization offering a cooperative purchasing program with more than 400 competitively solicited contracts to government, education and nonprofit entities throughout North America. By utilizing Sourcewell contracts, participating agencies save time and money by capturing the buying power of more than 50,000 organizations. Hyundai was awarded a Sourcewell contract, for a second time in a row, following a rigorous request for proposal process resulting in contracts that meet, or exceed, local procurement requirements. “Sourcewell’s outstanding reputation in the cooperative purchasing arena has dramatically increased our exposure to government buyers; with our sales increasing 30% YoY (in this sector) during our first four year contract, and we forecast similar growth during our second contract period,” said Paul Bilson, manager of Hyundai Dealer Development and National Accounts. Learn more about Sourcewell and its contract with Hyundai Material Handling at https://www.sourcewell-mn.gov/ cooperative-purchasing/091520-hce.

XL Fleet expands XLP plug-in hybrid electric drive system for use in multiple GM fleet applications BOSTON — XL Fleet has announced that the company’s XLP plug-in hybrid electric drive technology is being expanded for use across a range of fleet vehicles from General Motors. The platform is expected to begin shipping on select configurations of the Chevrolet and GMC Silverado/Sierra 2500 HD and 3500 HD pickup trucks in the first quarter of 2021, and on Chevrolet and GMC 3500 and 4500 cutaway chassis in the second quarter of 2021. The company’s newest product offering expands its growing lineup of plug-in hybrid electric drive systems, which can improve fuel economy by increasing miles per gallon by up to 50% and reducing CO2 emissions by approximately one-third compared to traditional gas-powered vehicles. It is also the company’s first plug-in hybrid system to be available for Chevrolet and GMC fleet vehicles, adding to a broad range of XL hybrid systems currently available for GM products. XL remains on track to complete its previously announced merger agreement with Pivotal Investment Corporation II, a publicly traded special purpose acquisition company, in the fourth quarter of 2020. Upon closing, the combined company will be named XL Fleet Corp. and is expected to remain listed on the New York Stock Exchange under a new ticker symbol, “XL.”

Two supplies named to elevator, escalator category STAPLES, MINN. — Whether you’re coming or going, the elevator, escalator and moving walkway contracts at Sourcewell will keep you on the move. Schindler Elevator Corporation and thyssenkrupp Elevator were awarded contracts in this specialized category and offer participating agencies access to elevators, escalators, moving walks and wheelchair lifts, as well as installation, maintenance and repair. “Both suppliers are world-renowned leaders in the latest technologies of cost-effective equipment modernization, new installation and maintenance and service programs,” said Sourcewell Supplier Development Administrator Zach Heidmann. “They provide offerings with safety, reliability, and performance in mind so they can be certain to meet and exceed expectations.” Following a competitive solicitation process, Sourcewell awarded cooperative purchasing contracts offering access to these suppliers: Schindler | 080420-SCH Hydraulic, geared, and gearless elevators; escalators; moving walks; wheelchair lifts; modernization and service calls. thyssenkrupp | 080420-TKE Vertical transportation services; maintenance and repair; modernization and replacement; new installation; 24/7 emergency services; custom portal-online account management; nationwide service coverage; and capital planning services.

News releases regarding personnel changes, other non-product-related company changes, association news and awards are printed as space allows. Priority will be given to advertisers and affiliates. Releases not printed in the magazine can be found online at www.themunicipal.com. Call (800) 733–4111, ext. 2307, or email swright@the-papers.com. 54   THE MUNICIPAL  |  JANUARY 2021


Guest Column Ladies of Auxiliary 6133 prepared and decorated the park for Memorial Day 2020. (Photo provided)

Community collaboration: In memory of many, in honor of all Angela Lairmore | Guest columnist Parks & Recreation Director, City of Owensville, Mo.


ommunity collaboration allowed a small piece of unused property to transform into a cherished community asset. Veterans Memorial Park, located at 305 West Jefferson Street, Owensville, MO 65066, is the newest park within the city of Owensville’s park system. The 1/4-acre park was made possible by the collaboration of a patriotic community, dedicated volunteers and generous donations. A veteran’s park was a project idea that began with a resident, E. Louise Baker. She put her idea into action in October 2017. She found nine other passionate individuals to form a committee to oversee construction, raise funds and accept donations to make the project a reality. Veterans Memorial Planning Committee members included Brad Baker, E. Louise Baker (chair), Robert Depperman, Dana Hampton (treasurer), Gerri Kellmann, Harry Kellmann (construction manager), Don Lenauer, Nathan Schauf, Michael Stillman and Shelby Uffmann. 56   THE MUNICIPAL | JANUARY 2021

First State Community Bank was an integral part of making the Veterans Memorial Park a reality. First State Community Bank Market President Doug Dunlap, a veteran of Iraq and Afghanistan, had a personal interest in helping the project. During conversations with Mrs. Baker, Doug mentioned a grass area behind First State Community Bank as a possible build site. The bank’s board unanimously agreed the location of the ground, directly across the street from Buschmann Park, made it an excellent spot for an expansion of the town’s existing park system and approved the donation of land for Veterans Memorial Park. Donated ground greatly reduced the amount of funds that had to be raised by the committee and positively impacted the project. The committee graciously accepted the land donation for the construction of the park in April 2018. The park design was dreamed up by Harry Kellmann, a United States Navy veteran and Owensville native. His company, Kellmann’s Landscaping & Design, completed most of the work for the project. Committee members gathered brochure ideas to create and craft a donation brochure for the memorial. A temporary fund was established with the Community Foundation of the Ozarks through the Owensville Area Community Foundation to collect and administer

donations. Small grants were applied for and awarded to assist with the project cost; most notably, Three River’s Helping Hands Community Foundation granted $1,000 to ensure the project was ADA compliant. The first donation was accepted in June 2018, and the committee quickly realized the project would be able to begin nearly immediately with the overwhelming response from the community. All veterans were invited to bring a shovel and participate in the groundbreaking event held Sept. 19, 2018. Boy Scout Troop 22 conducted a flag ceremony at the event. With crews working hard through the wild winter, the park was ready for the dedication held May 18, 2019, on Armed Forces Day. An estimated 300 supporters gathered on the breezy Saturday afternoon to help dedicate the newest park. The committee planned a lovely ceremony that included an invocation, a student essay on patriotism presented by Kyla Hendrix, a keynote speech given by Darryl Decker, a deed presentation ceremony to city officials and a ribbon cutting. Members of the Veterans of Foreign Wars Post No. 6133 Color Guard capped off the event by conducting a flag-raising ceremony as Owensville High School musicians played the National Anthem. Mr. Kellmann ensured the project was successfully completed but passed away shortly after on July 1, 2019. His contributions to the project will be an everlasting legacy within the community. VFW Post No. 6133 continues to care for and maintain the United States and prisoners of war/missing in action flags. The Auxiliary 6133 prepares and decorates the park before military-related holidays, adding the perfect patriotic touch. Since the project’s completion, bank employees are amazed at the number of visitors the park receives. They frequently witness individuals or entire families visiting the memorial searching for a particular name, taking photos with a family member in uniform or just sitting alone on one of the benches contemplating personal thoughts and memories. The park honors all military members who have served for the United States in the past, present and future, with dedicated areas recognizing each branch. The park highlights a 9-foot-wide black granite carapace with an etched tribute, 22 personalized gray granite benches and five gray granite pillars, each engraved with one branch’s seal. The walkways currently contain 292 4-by-8-inch bricks and 89 8-by-8-inch personalized bricks that will remain for generations to enjoy. Engraved bricks to honor a veteran continue to be available for purchase and will be installed twice annually in September and March. With the successful completion of the project, the total expenses have been $92,252, and donations have surpassed $114,500 from nearly 350 donors. The committee is ecstatic that their efforts will set aside funds for continued maintenance to be covered for many years to come. Community collaboration made this project possible, ensuring the community can commemorate the memory of many veterans and honor all.  Angela Lairmore is the director of the city of Owensville, Mo., Parks & Recreation Department. She has a Master of Public Administration from Southern Illinois University Edwardsville in Edwardsville, Ill. She has worked in municipal government in a full-time capacity for 11 years, fulfilling her passion for parks and recreation.

Pictured is a rendering for Veterans Memorial Park, which was designed by Harry Kellmann and drawn by Lee Baker. (Photo provided)

Construction work begins on the park’s wall. (Photo provided)

E. Louise Baker installed a banner and thermometer, showing $38,750 having been raised for the project on August 14, 2018. (Photo provided)


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TOP 10 Hardest-working states in America Americans are known to be hard workers, and the World Economic Forum has found American workers put in an average of almost 1,780 hours per year as of 2019. For comparison, that figure is approximately 390 hours per year more than Germans work but 360 fewer per year than Mexicans do.

To find the hardest-working states, WalletHub compared all 50 across two key dimensions: direct work factors, such as average workweek hours, employment rates, share of households where no adults work, share of workers leaving vacation time unused, etc.; and indirect work factors, such as average commute time, share of workers with multiple jobs, WalletHub, which created a list of the hardest-work- annual volunteer hours per resident and average ing states in America, shares, “Even when given the leisure time spent per day. chance to not work as hard, many Americans won’t. In fact, the average American only uses 54% of their Using this method, North Dakota and several westavailable vacation time.” The site, though, added a ern states filled the top 10 hardest-working states. caveat, “Some fear that if they take time off they will look less dedicated to the job than other employees, risking a layoff. Others worry about falling behind on their work or are concerned the normal workflow will not be able to function without them.”

1. North Dakota 72.85 2. Alaska


3. Wyoming


4. Texas


5. Nebraska


6. Oklahoma


7. Colorado


8. Virginia


9. Maryland


10. Hawaii



Source: https://wallethub.com/edu/hardest-working-states-in-america/52400


Advertiser Index A


Air Netix LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58

KM International . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

All Access Equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Alumitank . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 AMCS Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58

L Land Pride . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

American Safety & Supply Incorporated . . . . . . . . . . . . . . . . . . . . . 58


Andy Mohr Ford . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Mean Green Mowers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23


Midwest Sandbags LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

BendPak Incorporated . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55

Midwest Tractor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Bonnell Industries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Monroe Truck Equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

Buyers Products Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63


N National Construction Rentals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

CBI Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 CleanFix North America . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 CTech Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

R Rapid View LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . BACK

Clearspan Fabric Structures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15



SteelMaster Building Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Everblades Incorporated . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

Strongwell . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38



FCAR Tech USA, LLC. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

The Cone Zone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

Fluid Control Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 FPPF Chemical . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Frost Incorporated . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34


U Utility Truck Equipment Incorporated . . . . . . . . . . . . . . . . . . . . . . . 34


Greystone Construction . . . . . . . . . . . . . . . . . . . . . . . . . Cover, 10-11

Versalift East, LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50



Henderson Products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59

WWETT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

This index is provided courtesy of the publisher, who assumes no liability for errors or omissions. JANUARY 2021 | THE MUNICIPAL  61

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The Municipal January 2021  

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