The Municipal - April 2025 by The Papers Inc.

Public Safety

18 Focus on Public Safety: ARRIVE Together makes a difference in New Jersey

22 Focus on Public Safety: R.A.P.T.O.R. takes flight in Ramapo

24 Focus on Public Safety: Huntsville’s Public Safety Training Academy provides state-of-the-art training for public safety departments

28 Focus on Public Safety: Minnesota police department program builds officer candidate pipeline

32 Focus on Public Safety: Wausau Fire Department pioneers apprenticeship program for firefighters and paramedics

38 Building & Construction: The Commons provides unlimited possibilities for downtown Washington

40 Maintenance & Operations: Regional pavement maintenance program ensures quality roads county-wide

42 Water & Energy: Water tower mural a ‘welcome mat’ for Indiana city

44 Parks & Environmental Services: Raleigh builds excitement for upcoming park with invasive species removal workdays

publisher RON BAUMGARTNER rbaumgartner@the-papers.com

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

editor SARAH WRIGHT swright@the-papers.com

publication manager CHRIS SMITH chris@themunicipal.com

business manager

ANNETTE WEAVER aweaver@the-papers.com

mail manager

KHOEUN KHOEUTH kkhoeuth@the-papers.com

graphic designer MARY LESTER mlester@the-papers.com

director of sales and marketing KRISTIN DEVITTORIO kdevittorio@the-papers.com

marketing assistant REAGAN NICHOLS rnichols@the-papers.com

editorial assistant JODI MARLIN jodimarlin1241@gmail.com

Contributing Writers

Jennifer Barton, Matt Bradshaw, BethAnne Brink-Cox, Lauren Caggiano, Nicholette Carlson, Denise Fedorow, Danielle Lund, Janet G. Patterson, Julie Young

Finding the next generation of public safety professionals

Sarah Wright | Editor

Nationwide, public safety agencies have struggled to find solid candidates and retain them. Whether it is firefighters, police officers or EMS technicians, the challenge is the same.

The International Association of Chiefs of Police’s summer survey received 1,158 responses from U.S. agencies more than 80% being local municipal police agencies. In the organization’s “The State of Recruitment & Retention: A Continuing Crisis for Policing” executive summary, it is noted, “More than 70% of respondents reported that recruitment is more difficult now than five years ago. On average, agencies are operating at approximately 91% of their authorized staffing levels, indicating a nearly 10% deficit.”

IACP further noted, “In response to recruitment challenges, about 75% of

respondents reported making policy and procedural changes to enhance recruitment and retention. Such changes include loosened restrictions on tattoos, facial hair, and appearance; increased investment in recruitment efforts; and increases in salary. Many agencies also tried to simplify the hiring process. Most agencies are now able to extend a job offer within three months of a candidate’s application.”

In this issue of The Municipal, we are shining the light on two departments one fire, one law enforcement that are doing just that to fill in holes left in their staffing.

Writer Danielle Lund spoke with the Wausau, Wis., Fire Department about its apprenticeship program, which breaks down barriers that often deter people from pursuing the fire service. The department’s methods have included offering hands-on training and financial assistance for interested firefighters and paramedics. It has also partnered with Northcentral Technical College. The department has definitely seen success, and it is an article that communities struggling to fill firefighter or paramedic positions should read.

On the law enforcement side, writer Lauren Caggiano connected with Robbinsdale, Minn.,

Police Department, which recently graduated its first officer from its cadet program. Overall, current officers, the community and local business have appreciated the program.

Captain John Elder describes the cadet program as a two-year job interview that allows cadets to gain hands-on experience.

Both programs highlight the creative ways departments are bringing in the next generation of public safety professionals.

We’re also spotlighting New Jersey’s ARRIVE Together program, which is available to 60% of the state. The program aims to reduce use of force responses and is having success. Writer Denise Fedorow spoke with the New Jersey Office of Attorney General and also Edison Township Police Department about the program.

Focus is also given to Hunstville, Ala.’s, state-of-the-art public safety training facility, which will be a boon for its community and public safety agencies in the region and beyond, and Ramapo, N.Y.’s, Drone as a First Responder program.

Our thoughts remain with public safety professionals who have been combating wild fires in several states and flooding in Kentucky. M

Best practices for hydrant maintenance

With any waterworks device that will be buried in the ground for long periods, regularly exceeding 50-plus years, proper maintenance is essential to ensure they perform as needed and fulfill their expected life. But unlike many of these devices, a fire hydrant that does not work when required can have grave consequences.

The most effective way to keep a fire hydrant in working order is to have a biannual or annual testing and maintenance program. The frequency of the testing and maintenance will depend on the type of fire hydrants in the system (dry or wet barrel) and the climate in which they are installed. Fire hydrants in cold or harsh climates may need more frequent inspections and maintenance.

Here are some best practices for your maintenance program:

Exercising the fire hydrant This will ensure the fire hydrant operates as expected. It is important that when a fire hydrant is operated, the auxiliary valve tied to the hydrant is also exercised.

Proper lubrication of the fire hydrant Fire hydrants are typically grease or oil-filled. Follow the manufacturer’s instructions on lubrication. Without proper lubrication, corrosion can occur, making the hydrant difficult or, in some cases, impossible to operate.

Fire hydrant flushing It is important to remove any foreign material that may be inside the fire hydrant or lead line. During flushing, we have seen many obscure things appear like soda cans, tire innertubes, bathroom rugs and chunks of wood. These items

Mueller is a leading manufacturer and marketer of products and services used in the transmission, distribution and measurement of water. We help municipalities increase operational efficiencies, improve customer service and prioritize capital spending demonstrating why Mueller is Where Intelligence Meets Infrastructure®. (Photo provided by Mueller Water Products)

can block the fire hydrant main valve, hindering the ability to open or close the hydrant. Checking fire hydrant for standing water This is especially important in cold climates. The presence of a high-water table or clogged drains holes can cause water to accumulate in the fire hydrant. This accumulated water can freeze, causing damage to the hydrant. The inspection can be done

after flushing by holding your hand over the exposed nozzle to feel for small amounts of suction. This signals that the fire hydrant is draining properly. Some fire hydrants in areas with a higher water table may have plugged drains; these need to be pumped after use.

Inspect traffic features During the inspection, double-check that the breakaway

Article submitted by Mueller Water Products

devices are not damaged. Depending on the age and type of the fire hydrant, this feature could be breakaway flanges or breakaway bolts. Some fire hydrant models do not have a breakaway design. It is also important to inspect the fire hydrant surroundings. Make sure there are no obstructions hiding the fire hydrant, like bushes or debris, from firefighters. Homeowners sometimes landscape around the hydrants to hide it from their view or with the best intentions of beautifying, but with no maintenance, it can easily become difficult to find.

Proper fire hydrant height A fire hydrant that has the incorrect height above the groundline can have serious implications if hit by a vehicle. A hydrant that is buried too low can cause a hydrant to not break as expected during a collision and make removal of the nozzle caps difficult. A hydrant that is buried too high may allow for a vehicle to impact the lower barrel. Improper fire hydrant height can cause not only more damage to the vehicle during a collision, but also damage water piping systems.

Inspect fire hydrant for leaks — The hydrant can be pressurized to inspect for leaks. This is achieved by removing a hydrant cap and operating the hydrant a few turns. Allow the hydrant barrel to fill until a small amount is coming out of the nozzle; this allows for as much air to escape as possible.

Replace the cap and fully open the hydrant. With the hydrant pressurized, all visible joints can be inspected for leaks. A leaking hydrant can cause many issues, including erosion of the soil in areas with poor drainage, accelerated corrosion and groundwater contamination.

Check hydrant outlet nozzle caps Over time, corrosion can make nozzle caps difficult to remove. Remove caps during each inspection and clean them. Adding foodgrade lubrication or anti-seize to the nozzle and cap threads can assist with easier operation in the future.

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

Cities and municipalities also need to make sure that when buying new hydrants that they have the same threads and operating nut size as other hydrants in the area. Firefighters need to be able to quickly access

fire hydrants and if their wrenches and hoses won’t fit, this can cause a dangerous delay. Hydrants with stainless steel components will last longer and are better protected against corrosive soil or hot soil. Proper thrust blocking and installation of a drain field will also help with the performance and longevity of the hydrant.

There are no shortcuts taken when it comes to manufacturing fire hydrants because they have a critical function and need to perform at a moment’s notice. Still, the most common cause of failure is the lack of a proactive preventative maintenance program. Municipal crews that have solid maintenance programs will have fewer repairs and more reliable performing hydrants.

Most manufacturers have a step-by-step document that walks operators through fire hydrant maintenance and inspection for their particular model. Also, the “AWWA M17: Installation, Field Testing, and Maintenance of Fire Hydrants” is an excellent resource that can be found on American Water Works Association’s website, www.awwa.org. Generally speaking, the mechanics of fire hydrants have not changed that much, so once you have a good grasp of the basics, you will be set for a long time.

For more information, visit www.muellerwaterproducts.com

Removing the coupling and separating the traffic and nozzle sections of the A403 Super Centurion. (Photos provided by Mueller Water Products)

More than Mayberry: a small town with a big reputation

By JULIE YOUNG | The Municipal

A trip to Mount Airy, N.C., is more than a peek into the past; it’s a step back in time. Located along the Ararat River about three miles south of the Virginia state line, Mount Airy was officially incorporated in 1885, At one time, it was one of the state’s largest producers of tobacco, furniture and textiles. However, it’s the connection to a beloved television series that put the community on the map, and its residents have no problem leaning into the nostalgia.

A friendly city

Mount Airy is the birthplace of Andy Griffith. It is also believed to be the inspiration for Mayberry, the fictional setting of Griffith’s eponymous TV show. While this fan theory has been disputed over the years, evidence suggests that it may be correct. Over the years there were at least 35 references to the “friendly city” in the classic 1960s sitcom, including Mount Airy street intersections, landmarks,

the name of a baseball team and two eateries one of which, the Snappy Lunch Diner, is still in business.

The town embraces its TV tie-in. Fans of “The Andy Griffith Show” from all over the nation come to Mount Airy to make their own Mayberry memories. They tour the town in a vintage squad car like the ones driven by Sheriff Taylor on the show. Based at Wally’s Service Station, a tour guide drives visitors

ABOVE: Mayberry Days is a week-long event in September that celebrates the legacy of “The Andy Griffith Show.” The Mount Airy, N.C., birthplace of Andy Griffith shows off its Americana style with a parade, southern food, and plenty of musical performances. (Photo by Hobart Jones)

around and share stories about Mount Airy’s famous son, as well as the history of the town and how it became home to the world’s largest open-faced granite quarry.

Some people snap a selfie by the TV Land statue of Andy and Opie en route to their favorite fishing hole, or pop into the Mayberry replica courthouse and sit behind Andy’s desk and play with a vintage typewriter or dry out in Otis’ Saturday-night jail cell.

The Andy Griffith Museum, located next to the Andy Griffith Playhouse, offers the world’s largest collection of Griffith memorabilia as well as iconic items from the television show and mementos from supporting cast members

such as Don Knotts (Barney Fife), Betty Lynn (Thelma Lou), and George Lindsey (Goober Pyle). For anyone looking to give Aunt Bee a little love, her room at the Mayberry Morto Inn has more than 30 items owned and used by actress Frances Bavier.

For those who want to celebrate all things Andy Griffith with other like-minded fans, Mayberry Days, presented by the Surry Arts Council, is a week-long festival in September that offers plenty of fun for the whole family. It features musical performances, “The Emmett” golf tournament, plenty of southern food fare and a special chapel service, all of which celebrate a simpler time in American history.

Stay a spell

Of course, Mount Airy is more than Mayberry. To help visitors get the most from their experience, the Mount Airy Visitors Center has curated several tourist itineraries that cater to a number of interests beyond the iconic TV show.

In recent years, Surry County has become an emerging wine country with 35 vineyards in the Yadkin Valley Region. A suggested wine tour offers guests the chance to explore up to seven wineries, take a few behind-the-scenes tours and still have plenty of time to shop along Main Street or grab a bite to eat.

Adventure seekers might choose the Parks, Paddling & Pork Chop trip that offers the opportunity to go tubing down the Ararat River, hike along the Corridor Trail at Pilot Mountain State Park and raft down the Yadkin River before grabbing a pork chop sandwich at the

The Barn at Heritage Farm is a spacious event venue that offers indoor and outdoor space for a variety of gatherings. Chosen as the Best Modern Barn Wedding Venue for 2024 on www.herecomestheguide.com, it offers stunning views of the mountains and an inspiring outdoor chapel. (Photo provided by Mount Airy Visitors Center)

Snappy Lunch Diner. If someone has a passion for music, golf or history, Mount Airy has them covered as well with itineraries designed to help them relax, unwind and stay for a spell.

Patty Fizgerald-Whittington of Poca, W. Va., said she believes Mount Airy is the friendliest little town in America.

“The businesses seem to really care about their customers … everyone seems to have a smile on their face as they stroll down the street,” she said in a Facebook review. “I like to shop a while, (then) sit on a bench and people watch for a while. I drive three hours from West Virginia for a day trip every chance I get.”

The Mount Airy Fiddler’s Convention is a great opportunity for music lovers to experience the folksy sound of North Carolina folk music that was popularized on “The Andy Griffith Show.” (Photo provided by Mount Airy Visitors Center)

The Sonker Festival is a tradition presented on the first Saturday in October by the Surry County Historical Society. Folks can sample the North Carolina fruit dessert known as sonker, crafted from a wide range of vintage recipes, and enjoy oldtime music, flat foot dancing and a quilt exhibit from local crafters. (Photo provided by Mount Airy Visitors Center)

The Earl Theater is the home of the Old-Time Music Heritage Hall and the site of a number of performances throughout the year. (Photo provided by Mount Airy Visitors Center)

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ARRIVE Together currently has 276 New Jersey law enforcement agencies participating. The program is currently available to more than 60% of New Jersey residents.

$32.8 million

Both phases of Huntsville, Ala.’s, new public safety training facility cost $32.8 million. Now completed, the facility offers stateof-the-art training within the city.

30 to 60 seconds

Drones can be up and running in 30 to 60 seconds and are helping Ramapo, N.Y.’s, police department respond to calls as part of its Drones as a First Responder program.

Read about Ramapo Aerial Patrol Tactical Operations and Reconnaissance on page 22.

48 hours

Baton Rouge, La., in partnership between the city and Crime Stoppers, doubled the amount of money paid for a tip that leads to an arrest and indictment within 48 hours of a homi cide. For single homicides, the reward is now up to $5,000. For cases involving multiple homicides, the reward increased to $10,000.

Learn more about Mayor Sid Edwards’ public safety initiatives at https://www.wafb. com/2025/02/11/ebr-targets-crime-by-bringing-back-retired-officers-doubling-crimestoppers-rewards/.

PUBLIC SAFETYfocus on

$10,000

Those who join Wausau, Wis., Fire Department’s apprenticeship program are paid throughout their training. Additionally, participants receive a $10,000 lump-sum early engagement benefit, along with a $5,000 reimbursement incentive, toward their paramedic training after completion. The apprenticeship program is not only helping fill vacancies, it is opening the door to a profession some participants thought were out of reach.

ARRIVE Together makes a difference in New Jersey

By DENISE FEDOROW | The Municipal

ARRIVE Together, a program that has mental health professionals responding with law enforcement agencies when called for, is a program having success for less use of force responses in New Jersey.

ARRIVE, which is an acronym for Alternative Response to Reduce Instances of Violence and Escalation, was first implemented as a pilot program in two municipalities in December 2021. The New Jersey Office of the Attorney General provided a statement that stated, “New Jersey treats public safety and public health as closely related. The ARRIVE Together program was born of that philosophy and has become an important element of New Jersey’s commitment to taking a better, more informed, more compassionate

approach when law enforcement responds to individuals who might benefit from a more health-centered response.”

Thanks in part to an increase in funding, including a $549,750 competitive federal grant, the program has since expanded to all 21 counties, and according to New Jersey Attorney General Matthew Platkin, the ARRIVE teams have had more than 7,000 successful interactions. According to the AG’s office, the traditional, co-response, followup; close-in-time follow-up; and telehealth

ABOVE: ARRIVE Together has had a positive impact on the state of New Jersey, with the program being available in 60% of the state. From the left are Dr. Pamela Jones, member of the ARRIVE Statewide Steering Committee; Tiffany Wilson, senior counsel to the Attorney General and director, Office of Alternative and Community Responses; Beth Rodriguez, screening clinician, Acute Psychiatric Services, Rutgers University Behavioral Health Care; Sergeant Matthew Mieczkowski, Edison Township Police Department; Attorney General Matthew J. Platkin; Gary Moellers, screener, Cumberland County Guidance Center; and Officer Matthew Garvey, Vineland Police Department. (Photo provided by New Jersey Office of Attorney General)

ARRIVE models are available to more than 60% of the state’s 9.5 million residents.

Platkin created the Office of Alternative and Community Response (OACR) to support and spearhead innovative initiatives, like ARRIVE, which were designed to transform how the department and law enforcement respond to public health crisis and calls related to public health concerns. OACR facilitates ARRIVE’s continued growth, while helping the department look at all of its programs in the interest of public health and safety to ensure New Jersey law enforcement can provide New Jersey residents with the highest level of service.

Platkin said, “ARRIVE Together currently has 276 New Jersey law enforcement agencies participating, and it’s available to more than 60% of New Jersey residents. The program works and law enforcement agencies across the state are embracing this initiative.”

Tiffany Wilson, director of the Office of Alternative and Community Response, explained how the program works. She noted, “Thanks to a strong partnership with the Department of Human Services (DHS), we’ve been able to use existing resources to support almost all ARRIVE programs and models. This has allowed us to reduce costs and eliminate the need for law enforcement agencies to navigate the partnerships individually.

“And because most DHS resources are locally based, officers are building relationships with providers who they and their community members will interact with most frequently. This also allows OACR to focus our energies on new partnerships, identifying gaps and developing funding streams for expansion and customization without delaying initial implementation.”

Wilson commented on the criteria used to decide when an ARRIVE team should be dispatched. “The specific criteria for determining whether a response requires the presence of a mental health care provider is dependent on the law enforcement agency and their mental health partner. However, at times, it is not always fully evident from the call. This is why we’ve been so pleased to see that a large number of ARRIVE referrals originate with non-ARRIVE officers who recognize that an ARRIVE response or followup is more appropriate than what one would typically consider a traditional law enforcement response.”

According to the ARRIVE webpage on OAG’s website, www.njoag.gov, ARRIVE Together is achieving at least four important goals:

• ARRIVE is leading to safer outcomes for New Jersey’s most vulnerable residents. Having a mental health specialist rather than an officer address behavioral health concerns is keeping residents safe. Specifically, the involvement of the ARRIVE team leads to fewer arrests, fewer uses of force, fewer injuries and eliminates racial disparities with respect to outcome.

• ARRIVE is increasing the utilization of mental health resources. Traditionally, an officer interacting with an individual in crisis could either call a screener and wait for them to arrive on scene or, consistent with the law, make the decision themselves to transport the individual (voluntarily or involuntarily) to the hospital. Now, under the co-response and close follow-up models, screeners are on scene from the beginning or near the beginning of a response, saving the officer wait time, bringing appropriate medical assistance faster and preventing situations from escalating.

• ARRIVE keeps residents in the community. According to the New Jersey Department of Human Resources, about a third of individuals in crisis require hospitalization. Clinicians have the training and experience to determine who should be hospitalized and when they’re able to remain in the community.

• Finally, ARRIVE is improving trust between law enforcement and the community. ARRIVE Together is community informed and designed to fit the specific needs and resources of each community. ARRIVE improves the health and wellbeing of individuals with mental health and behavioral health emergencies and eliminates stigma by connecting the individual to care and resources rather than the criminal justice system.

Edison Township, N.J.

Sgt. Matthew Mieczkowski leads the ARRIVE Together unit for Edison Township and admitted he was the biggest skeptic when he first heard about the program but now is very passionate about it and the success he’s seen.

From left, Sgt. Matthew Mieczkowski, Acute Psychiatric Services screener Melissa Vaccari, APS screener Beth Rodriguez and Detective Stephen Nappe receive certifications for their work with the ARRIVE Together program in Edison Township, N.J. (Photo provided by Sgt. Mieczkowski)

Mieczkowski shared that his chief of police Chief Thomas Bryan came to him two years ago and told him about the state initiative and that he thought he’d be great for it. However, Mieczkowski said his first response was, “No way is this going to work,” but his chief told him, “I know you’re going to be into this give it a try.”

When Mieczkowski went on the first call with the mental health screeners Beth Rodriguez and Melissa Vaccari from Rutgers APS (Acute Psychiatric Services) and saw the techniques they used, he thought, “Okay, they got lucky.”

But the de-escalation techniques they used worked the second time, too. “They totally changed my perspective, seeing the de-escalation techniques they used and what they trained me on to calm people down and reduce use of force.”

Edison Township began the program in May 2023, and Mieczkowski leads the ARRIVE Together unit along with Detective Stephen Nappe, and the two women from Rutgers APS make up the current team. He said they also serve surrounding areas, like New Brunswick, N.J. Being able to do so is good for networking and for other officers to see the screeners in action, according to Mieczkowski.

He noted the other officers think, “Wow, we do have this option to get a professional here and get people the help they need.”

Mieczkowski said the success of the program, “(It) starts at the top. If the top doesn’t agree with it, it’s probably not going to work. Our chief has been incredibly supportive and gives us everything we need to expand the program, whether that’s personnel or a vehicle, etc. Our chief is the only chief that has allowed us to have a full-time unit for ARRIVE Together.”

But Mieczkowski also credits all of upper management. The captain of the patrol division, captain of detectives and Lt. Joe Kenney have all been “fantastic and so beneficial in promoting the program to other officers.”

Mieczkowski shared, “I’ve always said the shortest part of our job is arresting people, the majority is helping people. I’m nothing but proud of (the program), and I’m lucky we have the support, because without the support, it doesn’t flow.”

The sergeant explained that the ARRIVE Together unit uses a few methods to determine its need on a call. He said officers may respond to a call, assess the situation and request the ARRIVE team. If the family calls in, they can request the ARRIVE team right away. He said people can also call Rutgers APS and speak to the screeners beforehand, and they may be able to make a telehealth call and avoid having the police come.

“I say, it’s 2025. People don’t want the police showing up at their door. When we come, it’s in unmarked vehicles; it’s more calming. And we wear khakis with Under Armour polo shirts that identify us as police versus the whole police get-up. We don’t want to alarm the neighbors. People don’t want their business out there,” he said. “We go in with a more laid-back, friendly atmosphere and their business stays their business.”

Mieczkowski said, “We get a ton of compliments from different family members who share that normally when the police come with lights and sirens that triggers that person and makes it worse. We calm situations, and at the end of the day, it’s all about de-escalation.”

When asked whether they get called out on substance abuse or mental health issues, he said they “see a little bit of everything.”

He shared a recent call where the individual had been arrested multiple times. The individual was extremely violent and every other interaction with the police resulted in the use of force.

“Dealing with us was the first time there was no use of force. That’s a testimony to our screeners and the de-escalation technique used. I’m proud to say that person, who was psychotic there were no drugs involved was able to get the help needed without use of force.”

ARRIVE has responded to calls where the individual was paranoid, sometimes drug-induced, sometimes not. “We see all walks of life.”

Mieczkowski said they have a county-wide special needs registry where family members can register people with autism or dementia, and it includes a photo of the person and the calming techniques that have been successful. That information is all in their CAD system, so if ARRIVE gets a call to that address, all that information comes up so officers know before they get there what they’re dealing with and that makes a big difference with use of force.

Mieczkowski serves on the board of Autism New Jersey with a couple of other officers and said it’s “near and dear to my heart.” They have an annual Buddy Ball Kids vs. Autism, which is a fun baseball game and cookout where families can find resources.

He said in the spring ARRIVE hopes to team up with Autism New Jersey to do mock vehicle stops so the autistic person knows what to expect and vice versa.

“The voluntary special needs register is awesome and has been huge for us so that (unnecessary use of force) doesn’t happen. We’ve been proactive and I’m happy about that,” he said.

When asked how other officers feel about the ARRIVE Together program, he admitted most like him, are “skeptical at first, but as they see us going on calls and see what we can do, they say, ‘Wow, we never thought that would work.’”

He admitted he believes the young officers because they’ve been more exposed to autism and mental health issues “are more adaptable to the de-escalation techniques.”

Mieczkowski believes since Edison Township started ARRIVE Together, “There’s only been one use of force in Edison, and we’re coming up on our two-year anniversary.”

New Jersey Attorney General Matthew Platkin speaks at an event promoting the ARRIVE Together program. (Photo by Matthew Merin, N.J. Office of the Attorney General)

His chief’s decision to ask the initially skeptical Mieczkowski was based on his past performance. Even as a young officer, Mieczkowski wanted to make responses to EDP (Emotionally Disturbed Persons) calls better.

“I don’t want to put words in my chief’s mouth, but I hope he saw a kid in Edison who cares that I want to make it better than when I started, and that’s a huge responsibility. I was always aware that the person in front of me was somebody’s somebody somebody’s mother, brother, sister or cousin and that’s how I go into a call. I’m not here to arrest you; I’m here to help you and see you thrive,” Mieczkowski said. “The number one thing is we’re saving people in crisis; that’s what makes me so passionate about it.”

Thinking about policing across the country, Mieczkowski said, “We can’t keep going on the status quo it’s not working and this is the program that will fix it. I went from a street crime unit to detective bureau to ARRIVE, and I had 50 reasons why it wouldn’t work, but they made me a believer.”

Mieczkowski said he’d be glad to talk to other officers about the program and have them meet the screeners and go on a ride along. He can be reached at (732) 236-2075.

Wilson also said that law enforcement has been open to this program. “Across the nation, law enforcement has been asked to fill both public health and public safety roles for far too long. Publicly and privately, agencies have expressed a need for help in this area,” she said. “All of our recent and upcoming ARRIVE expansions

have been at the request of a municipal law enforcement leader or a county prosecutor’s office working with municipal law enforcement leaders to build a countywide expansion plan. We are happy to have found a successful way to provide this tool to them and the communities they serve.”

The Attorney General’s Office said fiscal year 2025 has allocated $20 million to maintain current ARRIVE programs and support expansion. M

The city of Newark, N.J., celebrated the launch of the ARRIVE Together program in their city. (Photo by Matthew Merin, New Jersey Office of the Attorney General)

R.A.P.T.O.R. takes flight in Ramapo

By JANET G. PATTERSON | The Municipal

A pair of drones are helping the police department in Ramapo, N.Y., work smarter … and quicker.

The town’s new Drone as a First Responder (DFR) program is a high-tech answer to even the most routine calls. “People think the drones are for the ‘glory’ calls like big accidents or crimes, but really, they can be helpful to us to clear smaller calls so we’re free to take care of those bigger calls,” explained Captain Kevin Lee, the department’s administrative lieutenant.

For example, if a call comes to the Ramapo dispatcher that a car is disabled, the drone can be deployed as a first responder to the reported location and “see” if the car is still where it was reported or if it’s causing a major traffic tie-up.

Then, if an officer is needed, further action can be taken.

“It can save officers from going to a location that is not in need of immediate assistance,” Lee said.

Because the drones can be up and running in 30 to 60 seconds, and don’t have to dodge through traffic, they can reach a call location in just a few minutes, depending on the location in Ramapo.

Lee said the idea for the DFR program took shape in the later months of summer 2024. By early fall, Ramapo police were in touch with the police department in Elizabeth, N.J., to learn about its experience with drones in a

ABOVE: The Ramapo Police Department’s drones recharge in a base station that closes into a cube shape. When deployed, the cube opens, and the drone takes off. The drone can recharge in less than 30 minutes. (Photo provided by Ramapo Police Department)

similar urban setting. Lee said the Ramapo department purchased its first drone and base station in November 2024, followed by its second in January 2025.

“We hope to add a third one in the near future.” He added the program was fully operational about a month into 2025.

Ramapo is the first municipality in Rockland County to use drones for an FAA-approved DFR initiative. Located about 28 miles northwest of New York City, Ramapo sits on the stateline between New York and New Jersey. It’s home

to about 260,000 residents in 20 villages and hamlets covering about 62 square miles.

The base stations are located at two sites in the town where the drones can be deployed remotely. “This is what makes these drones different from what other police departments have,” Lee added.

In many places, police take the drones to the site of a call, perhaps a vehicle accident or a longer incident, such as a standoff with police. They then deploy the drones at the scene to visualize the situation and take photos. In Ramapo, the drones are deployed from their docking stations and fly to the site without human intervention other than deployment. The drones then report back to a person who can make the decision about what actions will be taken. Lee said the drones can be used to follow a getaway car from a robbery scene so that police can be directed to the exact location of the vehicle rather than several vehicles going in different directions to track the getaway vehicle.

The drone cameras, which Lee said provides very detailed images, are also equipped with thermal imaging to locate a person who may be reported lost or a suspect who has fled a crime scene.

Lee said the department has trained more than 20 people in using the drones, including six who work in the dispatch center. “The chief wants the drones up and running as much as several times a day, so it’s important to have as many people trained as possible.”

He said Palidin Drones, a Houston, Texas, company, came to the department to train the first pilots, who in turn trained coworkers. The department, which has 113 sworn officers, wants to continue to train other officers and dispatchers in the effective use of the drone technology.

Because the drones can recharge in about 25 minutes, they can be deployed frequently throughout the day. Lee said they have about a three to five air-mile limit from the docking station and back, so they have been docked in two of the busiest areas of the town, which covers about 40% of Ramapo.

The Ramapo Police Department considers the DFR program to be a step to stay in the forefront of law enforcement technology that improves community safety and public service. The city’s contract with Palidin Drones includes drone pilot training, the two docking stations and drones, as well as replacements due to accidents, according to Lee.

To introduce the concept of the Drone as a First Responder program, the Ramapo Police Department adopted this logo calling the program R.A.P.T.O.R., standing for Ramapo Aerial Patrol Tactical and Reconnaissance. (Photo provided by Ramapo Police Department)

To introduce the program to the public, one of the department’s police sergeants came up with the acronym R.A.P.T.O.R., which stands for Ramapo Aerial Patrol Tactical Operations and Reconnaissance. “Since a raptor is a big bird and drones fly, we thought it had a nice ring to it and was something people could remember,” Lee noted. M

One of two drones used by the Ramapo, N.Y., Police Department that can be deployed to the scene of a police call as a first responder. (Photo provided by Ramapo Police Department)

Huntsville’s Public Safety Training Academy provides state-of-the-art training for public safety departments

By NICHOLETTE CARLSON | The Municipal

As cities grow, so must their police and fire departments. This was the case for Huntsville, Ala. The city realized the need for a new building and training academy for the police and fire departments to ensure public safety officials had the space necessary to train and work. Following this realization, it took a few years to make it a reality. Now the city has access to state-of-the-art training with the ability for expansion if needed later on.

“As the city of Huntsville has grown and developed, so have the police and fire department academies, relocating multiple times throughout the departments’ history,” Sgt.

Chris Jackson, Huntsville Police Department public information officer, mentioned. “Most recently, they operated out of an old high school set for demolition. A facility that was

ABOVE: As the city of Huntsville, Ala., continues to grow, the city realized their need for a better training academy for public safety departments needed to grow also. Working together the city and community were able to fund and build a brand-new training academy with the possibility for future expansion. (Photo provided by the city of Huntsville, Ala.)

never designed to meet the needs of modern training programs.”

The city and community worked together to make a new facility a reality to meet the

needs of public safety departments. They invested in a new training facility with plenty of acreage to make any needs for future expansion possible.

“This dedicated facility not only fulfills the city’s shared vision of having the best public safety departments in the world but also saves taxpayer dollars by allowing all training to be conducted in-house,” he stressed. “Previously, recruits had to be sent elsewhere for specialized training, such as driving courses, but the new facility now provides the resources necessary to train our personnel locally, enhancing efficiency and preparedness.”

In order to prepare for this new facility, the city held a competitive bid process, and then the construction contract was awarded. The city completed the project in two phases. The first phase consisted of construction of the main building, which houses classrooms and offices. Meanwhile, the second phase focused on the exterior training areas. These areas include a physical training field with a quarter-mile running track for training and applicant testing, defensive driving pad, canine training area and a variety of fire department training structures.

There was a close collaboration between the Huntsville general services department, contractor, and police and fire departments to ensure the facility and training areas met the needs of both the departments’ training programs. Funding for the project was through the city’s 1990 capital improvement plan. Total cost for both phases of the project was $32.8 million. The project took several years, with some delays because of weather and material availability.

This new training facility not only helps the public safety departments have access to state-of-the-art training right in their own city, but also provides the community with greater public safety and helps keep taxes lower.

“It reduces taxpayer costs by eliminating the need for costly travel to specialized training, such as police driving courses and fire rappelling rescue operations,” Jackson described. “It enhances the overall training of public safety officials benefiting the entire community. By conducting advanced training locally, we provide the highest quality programs to public safety personnel across the region, ultimately contributing to a safer community. The facility allows us to host training courses for our departments and agencies nationwide. With multiple classrooms, we can conduct courses while an academy class is in session, ensuring continuous education for our personnel. Hosting courses open to other departments strengthens interagency collaboration and fosters essential relationships that are critical during crisis situations.”

The construction of this new facility showed the city’s dedication to its public safety departments and was a large morale boost to the departments.

“For years we have been searching for a place that feels like home, where we could conduct all training in-house and host more advanced training. We now have the space to host continuing education courses during an academy session for cadets, something we have never been able to do before,” Jackson emphasized. “We can now host outside agency training, further strengthening professional networks and training opportunities. This community sees this facility as a shared commitment to public safety excellence and recognizes the city’s investment in providing the best safety services possible.”

Now all training, including specialized training, can be done locally at the new training academy. This saves taxpayer dollars. It also allows the city to host training for other departments throughout the nation while still providing academy training. (Photo provided by the city of Huntsville, Ala.)

Construction of the facility was done in two phases. The first phase was the main building. The second phase was for exterior training areas. These include a quarter mile running track, defensive driving pad, canine training area and multiple training structures for the fire department. Total cost of the project was $32.8 million. (Photo provided by the city of Huntsville, Ala.)

For any other cities considering investing in a similar facility for their public safety departments, the most important thing is to have the support of the entire city, from the community served to the city council and mayor’s office.

“Building a vision for the best public servants starts with strong community relationships and recognizing that, without public support, success is impossible,” Jackson stressed. “The best advice I can offer to other agencies is to plan not only for current needs but also for future expansion. To ensure cost effectiveness, a facility must be designed with the flexibility to grow alongside the city, especially in rapidly expanding communities like Huntsville.”

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Minnesota police department program builds officer candidate pipeline

By LAUREN CAGGIANO | The Municipal

It’s no secret that police departments around the country face a pressing challenge — how to recruit and retain the right people for one of the most demanding professions. A nationwide drop in law enforcement applications has left many agencies scrambling to find qualified and committed candidates.

But in Robbinsdale, Minn., a program has proven that investing in prospective officers early can lead to big payoffs, both for the department and the community.

Robbinsdale is a vibrant city of 15,000 residents, located just outside Minneapolis. It’s known for its strong sense of community and bustling downtown. Despite its idyllic image, it grapples with the same

recruitment-related challenges as other cities and towns. That’s why the department introduced its cadet program at the end of 2021 to develop law enforcement professionals.

Captain John Elder, who oversees patrol and emergency response there, describes the program as a proactive solution in a challenging hiring climate.

ABOVE: The department has ample opportunities for officer’s growth, including field training officer; firearms and use of force instructor; investigations; drug task force investigator; school resource officer; community engagement officer; SWAT operator; mobile field force operator; and patrol/investigative sergeant. (Photo provided by Robbinsdale Police Department)

“We’re seeing that applications to law enforcement agencies are down,” he said. “They’re just historically down across the country, and being able to fill these spots is difficult. Putting the investment into the cadet program not only gets people in early on, but through that investment, you know

who you’re hiring as a police officer. You’re able to make sure the right people are getting on as officers with your department.”

The cadet program does exactly that by giving individuals aspiring to a career in law enforcement a unique opportunity. Candidates typically between 18 and 21 years old receive financial support for their education while they work part time for the department.

In Elder’s estimation, the program has lived up to its potential so far.

“I refer to it as a two-year job interview,” he said. “We’ve already had success with it. We just got our first cadet through the program completely. He’s now an officer with (our department). We have three more slated to be promoted to officers by fall. So, we just keep restocking the cadet rank. Then when they complete their schooling, there’s the academy and the state licensure tests. (After those milestones), they come on with us as police officers.”

Per Elder, cadets are assigned nonenforcement duties, such as responding to parking complaints, assisting with animal control or managing traffic at crash scenes. They also shadow officers on calls, gaining invaluable experience and insight into the realities of law enforcement. They don’t have arrest powers, but they’re immersed in hands-on learning. Along the way, they’re mentored by veteran officers and gain familiarity with community-oriented policing and processes.

The dual focus of learning the job while building relationships with community members sets Robbinsdale’s cadet program apart. According to Elder, the department prioritizes qualities like honesty, compassion and communication skills in their recruits, knowing that these traits cannot be easily taught.

“We can teach you how to do traffic stops. We can teach how to handle domestics, but somebody who cares about the community is of the utmost importance,” he said.

Elder noted that the cadets make welcome additions to the department because the time needed to train them as officers is significantly reduced. That’s because they’re already familiar with the department culture, expectations and processes.

Internally, the program has been met with enthusiasm from veteran officers as well.

“They’re very supportive of it,” he said. “They know that it’s going to help bolster their ranks when these cadets get through the training and the programs. It’s also an extra set of hands, like at crash scenes. It can be very fun to train these cadets because they’re eager and willing to learn. They want to know how to be a good officer. The officers who are training them feel like they’re making a difference.”

While the majority of cadets are younger individuals just starting their career paths, Elder said the program has also proven successful in attracting non-traditional recruits. One recent cadet, a 31-year-old with a prior degree in another field, sought a complete career change and found the perfect opportunity through the Robbinsdale cadet program. This is an example of how the program allows people from all walks of life to step into a profession that’s challenging but incredibly rewarding.

On the community side, Elder said feedback from residents and business owners has been overwhelmingly positive. For instance, local business owners have commented on the seamless transition of cadets into full-fledged officers.

Still, initiating a program comes with its share of hurdles. It requires significant investment, both in funding and in effort. But, as the Robbinsdale Police Department has demonstrated, the results can be tangible.

“It takes an investment,” he said. “We’re seeing that applications to law enforcement agencies are historically down across the country, and being able to fill these spots is difficult. Putting the investment into the cadet program not only gets people in early on. But through that investment, you’re able to make sure the right people are getting on as officers with your department. It can be a crapshoot when you’re hiring somebody just off of interviews, because they may be a great interviewer (but lack the follow-through).”

Now in its third year, the Robbinsdale cadet program continues to evolve. While the department currently has five cadets, Elder said they’re hoping to expand that number to six. And with the upcoming expansion of light rail through the area, the department anticipates a growing need for officers to meet future demands. M

Robbinsdale Police Department cadets get a taste of the daily demands and responsibilities of policing. (Photo provided by Robbinsdale Police Department)

A cadet learns how to record fingerprints. (Photo provided by Robbinsdale Police Department)

Wausau Fire Department pioneers apprenticeship program for firefighters and paramedics

By DANIELLE LUND | The Municipal

Entering the firefighting and paramedic field can be challenging due to the extensive time, training and costs involved. These barriers often deter people from pursuing this career path, leaving communities with a shortage of these crucial individuals. To address their ongoing staffing shortages, the Wausau, Wis., Fire Department has created an apprenticeship program that supports aspiring firefighters and paramedics by offering hands-on training and financial assistance to accompany their formal schooling from Northcentral Technical College, making the career path more accessible for many.

The Wausau Fire Department has faced significant staffing challenges in recent years. With 10 vacancies, the department struggled to keep up with increasing demands,

leading to an unsustainable rise in overtime hours for the current staff. Traditionally, WFD hired one to two new recruits at a

time, but with a limited candidate pool, a long-term solution was clearly necessary.

Deputy Fire Chief Justin Pluess and his leadership team devised an innovative approach to recruitment, an apprenticeship program modeled after the trades. “We still require a physical test and background check, but we send recruits through paramedic training while they gain experience on the job,” Pluess explained. “They earn an income and build essential skills simultaneously.”

The idea gained traction after discussions at a fire academy planning session in Maryland, where Deputy Chief Pluess worked with other emergency service experts to brainstorm new initiatives. The

Wausau, Wis., Fire Department’s apprenticeship program supports aspiring firefighters and paramedics by offering hands-on training and financial assistance. (Photos provided by Wausau Fire Department)

apprenticeship model emerged as a viable solution, and after meeting with the mayor, who was highly supportive, the department presented the idea to state officials. A congressional request for $3 million in federal funding is still pending, but rather than wait, WFD moved forward with internal resources to launch the program.

To attract candidates, the department used social media campaigns, a videographer and local news coverage. The city council also played a role in publicizing the program. Two weeks after Christmas, WFD opened applications, receiving 24 qualified submissions. After a rigorous interview process, six individuals were selected to move forward.

For incoming apprentice Jess Myerscough, 28, learning about the program through a church connection was unexpected but lifechanging. “The application process was super easy, and they got back to us really quickly,” he said. The accessibility of the program made it possible for individuals like him, who previously felt the fire service was out of reach, to pursue their dream careers.

Recruits begin with a four-week academy that runs Monday through Friday, where they learn department protocols, operating procedures and essential firefighting and paramedic skills. Once they pass this initial phase, they enroll in the hybrid paramedic program at Northcentral Technical College. Classes take place twice a week for two hours, with the remainder of coursework completed online.

Upon completing the paramedic program, apprentices are assigned to a crew and follow a 48-hour-on, 96-hour-off schedule. They become integral team members, learning under the guidance of a field training officer who provides mentorship and daily evaluations.

For Myerscough, the hands-on aspect of the program has been invaluable. “Being the new guy anywhere is hard, but once I got over the first-day nerves, everyone was super welcoming,” he said. “All training so far has been people offering their instruction, and the hands-on experience is extremely beneficial. Even if something goes wrong, you have the opportunity to ask questions and learn from mistakes on the spot.”

One of the major barriers to entering the fire service is the cost of training, especially paramedic school. WFD’s apprenticeship program eliminates this obstacle by paying its recruits throughout their training. Additionally, participants receive a $10,000 lumpsum early engagement benefit, along with a $5,000 reimbursement incentive, toward their paramedic training after completion.

“The financial support makes this program accessible to people who otherwise wouldn’t be able to take time off for paramedic school,” Deputy Chief Pluess noted. “We also saw a large number of veterans applying, which shows how impactful this model can be.”

Myerscough, a veteran himself, echoed this sentiment, recognizing how the opportunity provided stability while allowing him to pursue a meaningful career. “It’s a game-changer,” he said. “Without this program, I might not have been able to afford the schooling required.”

Beyond technical skills, the program fosters a strong sense of community. Apprentices work closely with experienced firefighters and paramedics, who provide invaluable mentorship. “You’re

Apprentices gain not only hands-on experience but community. Apprentices work closely with experienced firefighters and paramedics and receive invaluable mentorship from them. (Photo provided by Wausau Fire Department)

constantly surrounded by professionals eager to share their knowledge,” Myerscough said. “That mentorship has been crucial.”

The department hopes that apprentices will remain with WFD long-term after completing their probationary period. “It takes a year’s commitment, but the time and investment will be worth it,” Deputy Chief Pluess said. “This should be the norm for our hiring practice for years to come.”

For Myerscough, the ultimate goal is to become the best paramedic possible. “After paramedic school, I will have a year of probation as a medic, and after that, I’m part of the team,” he shared. The structured progression provides clear milestones, making the journey from apprentice to full-time firefighter-medic seamless.

The success of WFD’s apprenticeship program should inspire other departments across the country to adopt similar models. With public safety staffing shortages on the rise, innovative solutions like this one can help bridge the gap while providing career opportunities for individuals who might not have had a viable path into emergency services.

Because of this groundbreaking program and WFD’s dedication to public safety, Myerscough and others like him are turning aspirations into reality, one life-saving skill at a time.

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Assistant Fire Marshal Matt O’Daniel: Teaching fire safety through weekly walkabouts

By NICHOLETTE CARLSON | The Municipal

Years ago, the city of Lynchburg, Va., started a program called “After the Fire.” If there was a fire in a neighborhood, particularly if someone was injured or killed, the fire department would canvas the neighborhood, speak to all the neighbors about fire safety and install smoke alarms if needed.

Assistant Fire Marshal Matt O’Daniel began to think it would be an even better idea to talk to neighborhoods before a fire happened. Fire service intern Natalee Coates, who has been working with the department for two years, helped develop the idea, and the weekly walkabout was implemented.

The weekly walkabout was a chance to expand another program the department already had in place. In the beginning, O’Daniel explained, it began by choosing neighborhoods that had the greatest number of fire occurrences. While the department still uses that data, O’Daniel also wanted to ensure other neighborhoods were not left out.

“We want to include everyone in the program,” he assured. “The goal is to make sure every home in the city has working smoke alarms.”

The department’s data analyst looks at last year’s fire run responses to suggest certain neighborhoods that should be focused on for future walkabouts.

O’Daniel has participated in just about every weekly walkabout. The neighborhood campaigns are planned for eight weeks during the spring and eight weeks during the fall. Grids are chosen for the comfort of those doing the walkabouts, so they are not walking for hours in the heat of summer or cold of winter.

“We get out, meet people and get to know neighborhoods and a good idea of the layout of the homes in that neighborhood in case there is an emergency,” he explained. “It’s a good training tool and a good community relations tool.”

The department typically sets aside two to three hours for a walkabout and breaks into three groups of three or four firefighters, each canvassing a different block of the neighborhood. Each of the areas is mapped out and assigned: If one group is called out on an emergency, then O’Daniel has the group document where they left off so another group can finish the route.

“One thing we’ve learned and will hopefully start implementing is documenting what houses we’ve been to where the person wasn’t home,” O’Daniel mentioned. “We leave an information packet on the door, but we don’t document if the person wasn’t

home. I want that information so we can go back and check in on that person.”

The department chooses different days and times of day for the weekly walkabouts to try to reach as many people as possible. While on the walkabout, the groups will talk to families about the importance of fire safety, identify fire hazards and install free smoke alarms if needed.

In the last year, O’Daniel has also been working closely with the Red Cross to include its representatives on the weekly walkabouts. After reaching out to the Red Cross and sharing the fire department’s walkabout program, the Red Cross agreed to provide the free smoke alarms. Red Cross volunteers are at each walkabout, joining a group and assisting the fire department with paperwork.

Assistant Fire Marshal Matt O’Daniel

The city of Lynchburg, Va., previously had a program called After the Fire, which entailed walking the neighborfood after a fire occurred, talking with residents about the importance of fire safety and installing free fire alarms where needed. With the help of an intern, Assistant Fire Marshal Matt O’Daniel and the department came up with a new program called Weekly Walkabout, walking a neighborhood and talking with residents before a fire occurs. (Photo provided by the city of Lynchburg, Va.)

“Lots of people know we give out free smoke alarms now,” he stated. “We tell them, ‘If you have any friends, neighbors or family who need working smoke alarms, have them call and schedule a free smoke alarm install outside of the regular walkabout times.’”

Coates is currently working on operating guidelines to share with other departments on how to do a walkabout, as part of a legacy project through the Bonner Leader program a Corella and Bertram Bonner Foundation initiative that originally led to her involvement with the project. It will offer a standard operating procedure that can be expanded and personalized for each department. She is working with O’Daniel to come up with guidelines, and they will present the idea at the Student Scholar Showcase this year. O’Daniel hopes to see it spread throughout the state of Virginia and even across the nation.

O’Daniel has held the title of assistant fire marshal since 2008. Prior to that, he was assigned to Station 7 and primarily rode the ladder truck and rode along on the fire engine and medic unit. His entry into the fire marshal role came when he signed up for a fire investigator class: He enjoyed the class and during that time, a fire inspector class opened up. Shortly after, an opening occurred in the fire marshal office.

He decided to take a shot and was chosen to join the fire marshal office. After two years he went to a law enforcement academy for fire marshals, which, he explained, is the normal progression for fire marshals in Virginia.

As a fire inspector, he uses his first visit to businesses as a teaching tool.

“On a basic level, it is teaching fire safety,” he said. “I come in and tell people I will point out some fire code violations. I use

ABOVE & BELOW: Groups split into three groups of about three or four people to walk the neighborhood. These walkabouts are scheduled at various times to try to reach everyone. They occur once a week for eight weeks in the spring and eight weeks in the fall. (Photos provided by the city of Lynchburg, Va.)

it as a learning and educational experience to show people the importance of fire safety.”

Prior to beginning his career with the fire department, O’Daniel had plans to become a history teacher. He was history major in college and, simultaneously, a volunteer firefighter: He wanted to work more extensively with the fire department, but at the time he was not getting many calls to come to work.

He was in regular communication with the fire chief, though, and let him know he was set to graduate college in May 2001. He received a call from the chief, who scheduled him to go get a physical. He started with the department in June 2001.

“In a way, I still am a teacher,” O’Daniel said, “just not history. It’s fire codes and fire safety. Instead of high school students, it’s people of all ages throughout the city.” M

The Commons provides unlimited possibilities for downtown Washington

By NICHOLETTE CARLSON | The Municipal

As part of a downtown revitalization goal, the city of Washington, Ind., wanted to create a green space as a place for residents and visitors to gather as well as a destination for local events.

With the help of the county to procure the land and funding, The Commons project was completed in the fall of 2024 after approximately two and a half years of planning, design and construction. The city held a well-attended ribbon cutting event in the fall, and officials are excited for all the possibilities 2025 will bring for the space.

Mayor David Rhoads had the idea to create a half-block green space to help revitalize downtown Washington. He spoke with the Daviess County Economic Development Corporation and visited other cities to see similar projects and ask which developers

they had used. Then he set up a meeting to brainstorm ideas with the developer.

“We didn’t know a lot at the time,” he admitted. “We just wanted an outdoor space to draw people downtown.”

A pavilion and stage area for outdoor events were the two ideas the city had in mind for the space. After laying out their thoughts, the developer came up with a design.

The project was projected to take nine to 12 months but the design for the park changed multiple times. The entire project ended up taking approximately two and a half years.

After the design phase was complete, the project was put out to bid. The Economic

ABOVE: The Washington, Ind., Commons was created as a greenspace downtown revitalization project to provide a gathering place for residents and visitors. It was recently completed in fall 2024. (Photo provided by the city of Washington, Ind.)

Development Corporation owned a property downtown, and it was agreed that it would be the location of the park.

The project began to grow. Originally, it was planned to take up a quarter of a block, which then became three quarters of a block. Once it was complete, the EDC gifted the property over to the city and purchased another property that further expanded the project. The Commons is now right in the center of the five blocks that make up Main Street. What began as a plan for a $1.2 million project ended as a $3.6 million project.

Funding from Regional Opportunity Initiatives was utilized early on for two environmental studies. Previously, the land had been home to an old automotive store with gas pumps, so remediation was necessary.

Additional funding for the project was gathered from local funds; no grants were obtained. The city and county contributed, as well as local businesses, and individuals partnered to provide funding.

The bid was given to a local engineering company and excavating company. The only company outside of Daviess County that was used was the company that completed the original design.

The project took longer than expected also due to certain timing issues. Working with other agencies to remove telephone poles from the center of the greenspace and install water and sewer lines took longer than expected. Remediation was another delay.

While the city had planned on one pavilion, it ended up with two, one at each end of the park. There is a large green space in front of each stage. The first stage’s size was doubled from the original plan and is 40 feet wide and 20 to 30 feet deep, covered and with a dressing area in the back. There is a small parking lot, and pavers are in the parking lot with eight spaces wired to make it easy for vendors to set up.

There are benches and sidewalks throughout the park connecting to everything, as well as public restrooms.

A groundbreaking for The Commons took place with a local band performing. Throughout the year, the new park also hosted a farmer’s market in the market pavilion.

Washington is in the process of getting a Designated Outdoor Refreshment Area application completed. The city had to write an ordinance for the application, which is almost complete. The plan is for the DORA to surround The Commons.

“Previously, when we had an event downtown, we had to shut down streets,” Rhoads said. “This will prevent that. We’re looking forward to getting some bigger bands and the possibility of hosting the downtown community concert series. We started out with just a thought and an idea and watched it grow, and it turned into exactly what it was supposed to be. The sky’s the limit on what can be done down there this year.”

The sentiment for unlimited use of the park is echoed by Bob Grewe, Daviess County

The Commons grew from an original design to take up a quarter of a block to taking up three quarters of a block right along Main Street downtown. The space includes a greenspace in front of a stage that can be used for concerts and events. There are also multiple pavilions that can be used for personal or business events, city events, including the farmer’s market, and an outdoor space to eat lunch. (Photo provided by the city of Washington, Ind.)

The city received assistance from the Economic Development Corporation on this $3.6 million project. It is a unique design with infinite future possibilities for the city. The city also is in the process of creating the ordinance and application necessary to be granted a Designated Outdoor Refreshment Area surrounding the Commons. (Photo provided by the city of Washington, Ind.)

Economic Development Corporation executive director.

“Part of it is that the design is so unique, with being able to do multiple things at the same time without being affected by

the other things,” he commented. “The public and private partnership was a big deal being able to get participation from everyone.”

Regional pavement maintenance program ensures quality roads county-wide

By MATT BRADSHAW | The Municipal

As the days get longer and the sun begins to shine, municipalities across the United States have to deal with a universal challenge, the deterioration of their roads. The winter weather, moisture, chemical treatments, drainage and consistent traffic can lead to bumps, potholes and rough surfaces.

The varying weather patterns of the past 15 years present a unique challenge when considering road repair and surface condition. Unseasonably warm weather throughout the year can lead to the rutting of roads. Extreme snowfall or ice storms can lead to moisture infiltration, weakening the base and leading to erosion. Even high winds can deposit debris on roads and complicate patching or repair. These weather events add to the stress of repairing roads for small towns.

For many small townships and villages, the process of repair, patching and replacing can be very costly. Budget shortfalls, inconsistent funding sources and cost of goods add their own strain to each town. Nationwide inflation over the past 15 years has raised most goods and services around 40%, according to the CPI Inflation Calculator. Tax rates and funding for small towns cannot keep up with the inflationary costs, and for many communities, the services provided must be restricted or cut.

In addition, the administrative burden of addressing every necessary repair can be burdensome as well. When budget constraints

set in, many civic leaders find themselves wearing several hats and taking on additional responsibilities to ensure their towns remain operational. This administrative burden means higher stress, higher turnover and more conflict in the day-to-day operations of a town. Trying to carve out the time to generate a bid for every piece of road that needs attention can feel overwhelming and remain incomplete. Summit County, Ohio, has found a way to address this annual cycle of road repair. In 2011, the county’s executive worked with several departments and the Summit County engineer to develop the regional pavement maintenance program.

The pavement maintenance program offers local towns, townships and villages the opportunity to combine their efforts and work together to address road issues. According to the Summit County engineer’s website, “The pavement maintenance program includes hot mix resurfacing, chip and seal resurfacing, motor paving, asphalt rejuvenation, crack sealing and pavement marking on various county roads.” Townships are able to request bids for roadwork through the engineer’s office and receive a better price on the completed work.

This map showcases the townships in Summit County, which can participate in the pavement maintenance program. (Map provided by Summit County, Ohio)

The program is voluntary and each township in the area chooses to participate or carry the burden by themselves.

Sam Ross is the construction section manger of Summit County and oversees the implementation of the roadwork. A county resident for over 30 years, Ross said that the combined bids create a busy first quarter of the year as the county tries to outline all the work for the year, but it provides help to the townships. While each year varies based on the environmental factors, the office can focus on eight to nine roads in the county each year. Each township can get anywhere from one to six serviced in a typical year. As Ross stated, the past few years have been unseasonably warm, but this winter has been pretty rough. In response to the changing weather conditions and their effect on the road, the Summit County engineer’s office is able to address the need.

Collaboration between organizations is not a new idea and yet seems to be underutilized. There is no historical record of this type of collaboration among the various departments within the Roman Empire. However, we can safely assume those soldiers building the aqueducts and those building the roads worked together to achieve a greater

Akron, Ohio, serves as the county seat for Summit County, Ohio. The county’s pavement maintenance program has help townships ensure they have well-maintained roads. (Sean Pavone/Shutterstock.com)

Summit County’s regional road programs cover a range of services, with separate contracts for hot mix resurfacing, 405 motor paving, 422 chip and seal, asphalt rejuvenation, crack sealing, guardrail replacement, culvert replacement, concrete road repair and catch basin repair. (sevenke/Shutterstock.com)

good. And so, it makes sense that counties like Summit County in Ohio would offer their knowledge, expertise and collective bargaining power to the townships in their area.

The more obvious question is why don’t more governments and agencies follow the lead and work together effectively and efficiently? There is no simple answer to that question, but generally, the roadblocks to collaboration have been rooted in the following issues: power struggles, rigid bureaucracy, resource competition and lack of common goals or vision. But those are all virtues that small towns and municipalities cannot afford.

Collaboration in smaller government entities is not an ideal — it is a necessary function for survival.

Consequently, programs like the regional pavement maintenance program in Summit County are spawned and stand out in a crowded space. When it comes to annual road repair, a very common-sense approach is simply the best solution for a common problem. Pool resources, work together and get the roads fixed because, after all, winter is just a few short months away and the roads will need to be patched and repaired all over again. M

Water tower mural a ‘welcome mat’ for Indiana city

By JENNIFER BARTON |

Marketing comes in many shapes and sizes. In Rensselaer, Ind., it now takes the form of a 135-foot water tower rising above I-65.

“We have been working with the Jasper County Commissioners to extend water and sewer to the west side of I-65. With the extension, we expected growth in the I-65/SR 114 area, so the tower was erected with this increased expectation,” Mayor Jeff Phillips explained.

Ryan Preston, a local businessman and artist, approached Phillips with the idea to paint a mural on the tower, which would tie the SR 114 exit on I-65 with downtown Rensselaer murals and hopefully increase tourism.

Commonwealth Engineering was the engineer on this project. CE put city officials in for an award with American Council of Engineering Companies, which named it as a finalist.

A former art teacher, Preston spearheaded the project and put his art skills to work painting the sky-high mural. When Phillips took over as the mayor in January 2024, Preston came to him with the idea of using the new water tower to advertise their town.

Preston said, “We talked about signage with economic development for a couple of years. ‘How do we get people off the interstate and into our town?’ To me, this is rent-free.”

At first the mayor was hesitant. But Preston continued to press for it, rationalizing the cost of contracting a paint job and other aspects until Phillips became open to the idea.

“We were able to do it in a way where it was tourism-directed and beneficial to the town, too, not just something pretty. It was putting our name out there, as far as Jasper County and our mission to help people discover Jasper County,” Preston said.

Ever since Saint Joseph’s College suspended operations in 2017, residents have questioned the small city’s sense of self, Preston said. Previously, since 1889, it had been tied to the Catholic college. “It was so much a part of Rensselaer for so long, it was kind of the identity of the town.”

With turnaround in the city’s population, however, he said he sees “a spark of younger generation creativity,” and that Rensselaer has become a “creative community, friendly and artisan-centered, a great meeting place.” Its location between cities like Indianapolis and Chicago makes it an ideal spot to stop, relax and breathe.

Over the past 10 years, Rensselaer has encouraged the painting of murals in the downtown area. These provide color and photo opportunities for visitors to the city of roughly 6,000 residents, and the water tower blends nicely with the artisan culture that is taking over.

The city is agriculturally centered, but Preston pointed toward its good local restaurants, craft brewery and the fall Ren Art Walk. The

The Municipal

Cameron Moberg and assistant Ryan Preston are pictured together. (Photo provided by Cameron Moberg)

Painting the curved tower created “tons of challenges,” according to Preston, and required moving the lift many times to compensate for the curvature.

annual JC Cruisers event has drawn car enthusiasts to Rensselaer every July for the past 40 years, and the Prairie Arts Council art camp hosts events throughout the year.

When deciding what should go on the water tower, multiple designs were considered. Citizens debated using the Rensselaer Central High School mascot “Bob” the Bomber, but Preston believed that the city is much more than the high school and lobbied against it. Finally, the city council agreed upon the current leaf design with “Discover Jasper County” painted below the city’s name.

Once the paint had been purchased, a stencil from Reinforcements Design a local company owned by Rein Bontrager was created and a 150-foot lift rented. Preston and nationally renowned muralist Cameron Moberg began painting the mural themselves. It took nine days for the two men to complete.

Though he lives in San Francisco, Moberg, along with his wife Crystal, has brought more than 150 murals to Indiana. “But this one literally tops them all,” he said.

He chose a leaf motif to demonstrate the concept of time, specifically the memories he has of Rensselaer. Moberg stated: “After designing, I began reflecting on my time in Rensselaer over the years. I’ve spent every summer there for eight years with my family. It has become a home away from home.”

He remarked that he was “100%” nervous about being so high in the air for the project and feeling the sway of the bucket in stronger winds. Safety was their first concern, though, so when the weather proved too turbulent for comfort, the two men avoided working on those days.

Even obtaining the correct paint posed a challenge. It needed to adhere properly, “because we were only going to go up there one time.” It also had to meet the requirements for water tower paint.

Representatives from the paint company stopped in Rensselaer to see the finished product and were struck by what Preston and Moberg created. Other people who knew about the project also went to see it and professed their amazement.

Speaking at a workshop for artists that took place in the community, Preston said the water tower became a topic of discussion between attendees from Missouri; South Bend, Ind.,; and other places, “and them coming to town for the first time, they were like ‘Wow, we had not seen that before in all of our travels.’” He stated that the mural grabbed people’s attention like “a beacon.”

He hopes that his innovative marketing tactic will draw people off I-65 to discover all that Jasper County has to offer. For the people of Rensselaer, he said, “It’s our welcome mat.”

Moburg sees his mural as a metaphor for life. “I hope we see this and reflect so that we won’t take all the little things for granted. Every season is a chance to remember, and it’s a chance to let go of the bad and embrace the good.” M

Ryan Preston and Cameron Moberg painted the water tower mural in Rensselaer, Ind. Pictured is Moberg with Mayor Jeff Phillips. (Photo provided by Cameron Moberg)

Pictured is a close-up shot of assistant Ryan Preston hard at work on a mural that the city of Rensselear, Ind., hopes will bring residents pride in the community and encourage visitors to the area.

Raleigh builds excitement for upcoming park with invasive species removal workdays

By NICHOLETTE CARLSON | The Municipal

In order to quickly rid a planned city park of invasive plant species, Raleigh, N.C., got the community involved in a workday at River Cane Wetland Park. All Raleigh residents were invited to join in helping the department remove Chinese privet and autumn olive throughout large tract of land that is under development as a public space.

While the removal of invasive species is important for the health of parks, Raleigh also used the workday as a way to continue building excitement for River Cane.

Raleigh Parks worked with a land stewardship team and volunteer services team to determine the intention and goals of the workday as part of the master planning process for the park. Key individuals in

ABOVE: Raleigh plans multiple workdays throughout the year to help the community get involved. These include invasive species removal, bulb planting, cemetery cleanup, bed planting, mulching, flower planting and more. While it helps volunteers feel a sense of accomplishment in their community, it also helps keep residents excited for the upcoming park.

(Photo provided by the Raleigh, N.C., Parks, Recreation and Cultural Resources Department)

organizing the event included Lauryn Kabrick, park planner; Sean Gough, land stewardship program manager; and Mary Owens, volunteer services resource development manager.

The parks department was able to use its volunteer program to help organize the event and recruit volunteers. To promote involvement by the public, the workday event was widely marketed. Information

The River Cane Wetland Park will eventually include natural and paved trails as well as a boardwalk. There will be both traditional and natural play experiences available and a food forest in the center with native vegetation and edible plants. (Photo provided by the Raleigh, N.C., Parks, Recreation and Cultural Resources Department)

regarding the event was shared on the project’s webpage and sent out to subscribers through email. The park’s volunteer program portal also worked to promote it.

Members of the Community Advisory Group who participated in the master planning process meeting helped to promote the event as well, each within their own sections of the community.

On the workday, 10 volunteers joined the department in removing the invasive species. They used loppers, hand saws and pruners to thin out and remove the Chinese privet and autumn olive plants. The park’s land stewardship team then applied herbicide to the remaining stumps to prevent regrowth of the invasive plants. The work done that day covered approximately 1.2 acres.

The city is planned on hosting more invasive species removal workdays at River Cane. The second one was scheduled for Jan. 23. The workdays will continue until construction on the new park is complete.

Invasive species removal workdays are held throughout the city in various parks, with all events promoted on the park department’s volunteer program webpage. Other community workday events include cemetery cleanup, bed planting, bulb planting, flower planting, brick restoration, mulching and invasive species removal.

Future workdays are slated to retain the same format, according to Raleigh Parks, Recreation and Cultural Resources Department capital projects manager Emma Liles. The primary change the department might make would be to take photos that would help promote the event and share the progress made.

The community was positive and supportive of the invasive species removal workday. Those who volunteered enjoyed being able to work with their hands and see a visible different they made in the upcoming River Cane Wetland Park, Liles said. Other perks for volunteers included getting a sneak peek of the park and its future plans.

For other cities considering setting up a community workday, Liles recommended, “Go for it! Volunteer workdays and other pop-up

The Raleigh, N.C., Parks Department was able to utilize its volunteer program to help organize an invasive species workday for the River Cane Wetland Park. Information was shared on the project’s webpage and community members were able to sign up online.

(Photo provided by the Raleigh, N.C., Parks, Recreation and Cultural Resources Department)

events are a great way to build enthusiasm and develop stewardship toward forthcoming community spaces.”

River Cane Wetland Park is meant to be inclusive and accessible and will eventually include paved and natural trails, pedestrian connections to nearby neighborhoods, an iconic boardwalk, play experiences that are both natural and traditional, and a sports court.

The park will offer public restrooms and parking at the entrance.

In the center of the site, a food forest is planned with native vegetation and edible plants. That element will require some landscape intervention. Educational and interactive public art will also be a key component that focuses on the park’s natural themes.

The park’s master plan was approved in August. It is currently in the schematic design phase and the department will continue to touch base with the community throughout early 2025 to include their requests and ideas in its design. The next phases will include construction design, permitting, bidding and, finally, construction. The department hopes to break ground on the park in 2026 and open it to the public in 2028.

things you must know BEFORE buying a STREET SWEEPER 5

APRIL

April 1-4 Maryland Rural Water Association 33rd Annual Conference

Ocean City Convention Center, Ocean City, Md.

https://www.md-rwa.org/ annual-conference.

April 2-3 Louisiana Municipal Clerks Association 64th Spring Conference Bossier City, La. https://www.lma.org

April 2-5 IRWA Spring Conference

The Riverside Hotel, Boise, Idaho

https://www.idahoruralwater. com/

April 6-8 Fire Department

Training Network Live-Fire Training Camp Indianapolis, Ind.

https://fdtraining.com/training/ courses

April 6-9 APWA North American Snow Conference

Grand Rapids, Mich. https://www.apwa.org/ events/north-american-snowconference/

April 7-10 AASHTO GIS for Transportation Symposium Portland, Ore.

https://transportation.org/ meetings/events/

April 7-12 FDIC International

Indiana Convention Center & Lucas Oil Stadium, Indianapolis, Ind.

https://events.jems.com/

April 14-16 Siting & Permitting Conference 2025 Seattle, Wash. https://cleanpower.org/events/

April 14-17 Navigator 2025

Orlando, Fla. https://navigator. emergencydispatch.org/home

April 15-17 AZ Water 98th

Annual Conference & Exhibition

Phoenix Convention Center, Phoenix, Ariz. https://www.azwater. org/events/EventDetails. aspx?id=1884543&group=

April 15-17 South Dakota

Joint Chiefs & Sheriffs Spring Conference

Deadwood, S.D. https://www. southdakotasheriffs.org/ conferences/upcoming.html

April 21-25 Indiana AWWA Annual Conference

Indianapolis, Ind. https://www.inawwa.org/ events/category/annualconference

April 22-24 MSAWWA & MWEA

2025 Joint Conference

Billings Hotel & Convention Center, Billings, Mont. https://www.montanawater. org/joint-conference/2025joint-conference/

April 23-25 Colorado City & County Management Association Annual Conference

Hotel Colorado, Glenwood Springs, Colo. https://coloradoccma.org

April 23-25 ORWA 55th Annual Meeting

Renaissance Hotel & Convention Center, Tulsa, Okla. https://orwa.org

April 23-25 Tennessee Fire Chiefs Spring Conference Park Vista, Gatlinburg, Tenn. https://www.tnfirechiefs.com/ conferences

April 27-30 AWW & WEA 2025 Conference

Hot Springs, Ark. https://www. arkansaswaterconference.com/ conference/

April 28-29 Clean Power on the Hill 2025 Washington, D.C. https://cleanpower.org/events/

April 28-30 AWRA 2025 Spring Conference

Anchorage, Alaska https://www.awra.org/

April 28-30 NAFA 2025 Institute & Expo

Long Beach, Calif. https://www.nafainstitute.org/

April 28-May 1 Advanced Clean Transportation Expo Anaheim Convention Center, Anaheim, Calif. https://www.actexpo.com/

April 28-May 2 Midwest Leadership Spring 2025 Seminar NIU Naperville Campus, Naperville, Ill. https:// midwestleadershipinstitute. org/

April 29-May 1 CityVision 2025 Annual Conference Greenville, N.C. https://www.nclm.org/eventstraining/CityVision

April 29-May 1 WASWD 2025 Spring Conference

Wentachee Convention Center, Tulalip, Wash. https://www.waswd.org/ midconference

MAY

May 4-7 Florida Water Resources Conference

West Palm Beach Convention Center, West Palm Beach, Fla. https://www.fwrc.org/

RoadFlex invests in public sector fleet education and recognition, reinforcing commitment to industry excellence

NEW YORK, N.Y. RoadFlex is taking support for public sector fleets to the next level by partnering with NAFA Fleet Management Association (NAFA). With proven dedication to fostering industry excellence and leadership, Roadflex’s enthusiastic sponsorship will uphold three key initiatives within NAFA: the NAFA 100 Best Fleets, the Tom Johnson Award, and Regional Sponsorships across all eight regions covered by NAFA.

1. NAFA 100 Best Fleets

Celebrating its 20th anniversary, the NAFA 100 Best Fleets recognizes outstanding performance in fleet management. Rush Akin, chief revenue officer at RoadFlex, supported and sponsored the program early on for many years. He believes that the 100 Best Fleets program has been instrumental in setting benchmarks of excellence for the fleet management industry. Akin, also serving as a judge for this year’s applications, expressed his excitement: “RoadFlex’s sponsorship not only enhances our ability to honor

top fleets but also reflects our shared values of innovation and excellence.”

2. Tom Johnson Award

The Tom Johnson Award, named in honor of the late Tom Johnson, a beloved figure in the fleet community and a close friend of Rush Akin, celebrates individuals who exemplify commitment and innovation in fleet management. Akin, recalling his extensive travels with Johnson to various trade shows, is set to play a significant role in the awards ceremonies.

3. Regional Sponsorship

Committed to enhancing the reach and impact of fleet management professionals, RoadFlex will also sponsor NAFA’s regional events across all eight regions. These events, encompassing both in-person and virtual formats, aim to provide vital networking and educational opportunities tailored to the specific needs of each region. “Our regional sponsorships are about creating connections and expanding knowledge across the fleet community,” noted Mary Akhavan, director of partnerships at RoadFlex.

For more information about proactive fuel risk management for modern fleets, visit roadflex.com. M

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.

• Minimize/Eliminate rod scoring

• Extend the life of cylinder seals

• Protects cylinders from the elements

• Prevent pitting due to chemical washers

• Reduce particle contamination of hydraulic systems

• Minimize dings and dents associated with falling debris

Mining, Rock Quarries, Waste Management, Refineries and Wood Products industries

Safest cities in the U.S.

What makes for a safe city? Most people would probably cite a low crime rate, few blighted neighborhoods, widespread street lighting and good public roads. These factors usually reassure residents and contribute to such a determination.

“When people think about safety in a city, their minds probably immediately go to things like the crime rate, auto fatality rate or risk of natural disasters,” acknowledged Chip Lupo, an analyst with WalletHub. “The safest cities in America protect residents from these threats of bodily harm and property damage, but on top of that, they also help secure people’s financial safety.” Examples of financial safety include “minimizing the risk of fraud and identity theft, keeping the population employed and insured, and combating homelessness.”

Last fall, WalletHub considered these and additional factors and ranked 182 U.S. cities on their overall safety. The highest-ranked cities had safe roads and a high number of first responders per capita; they were low on the number of traffic fatalities per capita as well as the chances of a natural disaster happening.

Source:Source: https://wallethub.com/edu/safest-cities-in-america/41926.

Based on the criteria, the Top 10 Safest Cities in America are:

1. South Burlington, Vt.

2. Casper, Wyo.

3. Warwick, R.I.

4. Burlington, Vt.

5. Boise, Idaho

6. Yonkers, N.Y.

7. Cedar Rapids, Iowa

8. Columbia, Md.

9. Portland, Maine

10. Virginia Beach, Va.

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