18 Municipal Management: Moratoriums become a necessity for some communities
24 Municipal Management: Leadership Park City helps grow tomorrow’s city leaders
28 Municipal Management: Missoula, Mont., tries innovative ways to reach functional zero for veteran homelessness
30 Municipal Management: Big opportunity for small businesses: Grand Rapids’ Micro Local Business Bonding Pilot Program offers equity
32 Municipal Management: Columbus launches Micro TIF program to revitalize aging neighborhoods
40 Streets, Highways & Bridges: Twin Oaks invests in walkability with long-term pedestrian project
46 Parks & Environmental Services: Grover Beach moves forward on updated Ramona Garden project
Bucher Municipal takes pride in guiding customers to the sweeping solution best suited to their needs — no matter if they are a small municipality, a regional airport, a large city or an organization in the middle. With its variety of sweepers available, no customer needs pigeonholed with a sweeper that doesn’t work for them. Learn more on page 10.
publisher RON BAUMGARTNER rbaumgartner@the-papers.com
editor-in-chief DEB PATTERSON dpatterson@the-papers.com
editor SARAH WRIGHT swright@the-papers.com
publication manager CHRIS SMITH chris@themunicipal.com
graphic designer MARY LESTER mlester@the-papers.com
business manager ANNETTE WEAVER aweaver@the-papers.com
mail manager KHOEUN KHOEUTH kkhoeuth@the-papers.com
Jennifer Barton, Beth Anne Brink-Cox, Lauren Caggiano, Nicholette Carlson, Denise Fedorow, Katie Graham, Danielle Lund, Janet G. Patterson, Julie Young
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Bringing everyone to the table
Sarah Wright | Editor
Keeping a city operational is no easy feat, especially since it never gets cheaper. It takes a dedicated team, where each member shares their specialties, knowledge and insights toward a unified goal: the betterment of their community. Together, officials and individual departments can ensure operations continue smoothly, meet ever-evolving mandates and regulations while also keeping an eye on the future.
From the top to the bottom of a city’s organization chart, everyone needs to feel empowered and have a voice. The most inspiring stories of projects and innovations that we’ve covered in The Municipal are testament to this principle. Employees and department heads come up with creative ideas or solutions, and city management and council members throw in their full support. The opposite is true, too, where city
employees get behind officials’ initiatives. No matter how ideas come to be, the result when everyone supports them is more often than not the same: success. It takes an entire team to move these impactful projects or programs to the finish line.
This issue highlights the ways cities across the country are bettering their communities … sometimes taking unexpected routes on that mission.
In our lead article, writer Denise Fedorow highlights how three communities are using building moratoriums. We often have the mindset that all growth is good and for the betterment of our communities. However, if that growth outpaces the ability of infrastructure and public safety agencies to keep up, it becomes an impediment to the community. Fedorow spoke to Princeton, Texas; Hendersonville, Tenn.; and Yarmouth, Maine, about their reasons for using moratoriums to control growth in addition to the benefits and concerns they may have about using them.
Meanwhile, writer Danielle Lund shares Columbus, Neb.’s, Micro TIF program that is open to everyday residents and small businesses to breathe new life into aging structures in targeted areas. This approach aims to enhance community vitality while also stoking reinvestment.
Regarding leadership, writer Nicholette Carlson shines a light on the successful Leadership Park City program, which is offered to individuals who live and/or work in Park City, Utah, or Summit County. With a list of more than 900 past graduates, this program identifies, encourages and trains community leaders.
Other topics include Missoula, Mont.’s, participation in “Housed for the Holidays,” which aims to reduce homelessness for veterans. The city’s experiences will help it address overall homelessness, too. Finally, we will also share Grand Rapids, Mich.’s, new Bonding Pilot Program targeted toward smaller contractors to help them with financial and logistical obstacles that limit access to surety bonds needed to win public and private construction contracts.
As we face a new year with fresh challenges and opportunities, we wish all our readers
Bucher Municipal: Soaring
High
to
Deliver Your Best Street Sweeping Solution
Bottom line, you need the best street sweeper for your street sweeping program. Whether you are a small municipality, regional airport or contractor buying your first street sweeper or if you are a large city, airport or conglomerate buying your 100th street sweeper, we want to understand your street sweeping needs to find the best solution for you.
We don’t pigeonhole you to force you to buy our product
A pigeonhole is a neat category that fails to reflect actual complexities. In the street sweeping industry, pigeonholing is when a sweeping manufacturer tries to force you to buy their street sweeper, even if it doesn’t solve your street sweeping need or fit in your street sweeping program. Why do some manufacturers try this tactic? Sometimes it’s because it’s all they do. There are manufacturers who only make truck-mounted sweepers. There are some who only produce compact sweepers. Some manufacturers only make mechanical street sweepers. Some only regenerative air. We’ve heard and seen horror stories of competing street sweeper manufacturers who sold the wrong type of sweeper, and the results are wasted time, money often taxpayer money and energy. This isn’t good for the industry or its reputation.
We like to listen to learn about your street sweeping program challenges. When you speak with any of our Bucher Municipal North America product specialists or sales representatives, our first question is, “What do you sweep 80% of the time?” Why is this our first question?
We want to understand what your sweeping application is to determine if we’re a good fit. If we are a good fit, and most of the time
we have a sweeping solution that fits, then we’ll move on to options, delivery times and the rest. Because if we’re not a good fit for your sweeper needs, there’s no need to talk price. We will refer you to a person or company we think is a good fit. We like to keep the process simple and transparent. It’s all about what you or your municipality, your company, your airport, etc. needs. We’re confident we have a solution for your most difficult environmental cleaning conditions. We have sweepers for you in every size and technology. We manufacture pure vacuum, mechanical and regenerative air street sweepers. We have truck-mounted, mid-vac and compact sweepers.
Electric avenue
Electric street sweepers are here and may fit for your street sweeping program. Electric sweepers are not for every municipality or contractor. All-electric street sweepers are an option for environmentally conscious municipalities and their communities. Bucher’s first all-electric sweeper in North America was the CityCat V20e (2.6³) compact sweeper. At the 2023 PWX Show in San Diego, we debuted our allelectric mid-vac CityCat VR50e sweeper with a 7.5-cubic-yard hopper.
Article and photos submitted by Bucher Municipal North America Inc.
CityCat V20e in airport hangar (Photos provided by Bucher Municipal)
Both compact and mid-vac electric sweepers are good solutions for not only municipalities but also airports, health care complexes, university campuses, warehouse facilities and more.
Compact street sweepers
Our CityCat V20 and V20e utilize efficient pure-vacuum technology and are available in diesel and all-electric. These compacts feature:
• High maneuverability and articulated steering.
• A 2.6-cubic-yard usable volume debris hopper.
• A 9-foot sweeping width.
• A 112-gallon water volume.
• A two-year full machine warranty. Best of all, there’s no CDL required to operate them.
Mid-vac street sweepers
Our CityCat VR50 and VR50e sweepers also utilize efficient pure-vacuum technology and are available in diesel and all-electric. They feature:
• Hydrostatic four-wheel steering.
• A 9-foot 6-inches turning radius.
• A 7.3-cubic-yard usable volume debris hopper.
• A 235-gallon water tank.
• An 11-foot 5-inches sweeping width.
• A variable dump height up to 61 inches with a tipping angle of 51 inches.
• A two-year full machine warranty. Like our compacts, no CDL is required.
Truck-mounted street sweepers
We make three types of truck-mounted sweepers: pure vacuum, mechanical and regenerative air. These chassis-mounted workhorses provide power, capacity and can be driven on highways.
Mechanical street sweepers
Our “Bulldozer of Street Sweepers,” the MaxPowa E35m single-engine mechanical sweeper, won the Contractor’s Choice Silver award for the last two years. The E35’s variable dump height 4.5-cubic-yard hopper reaches up to 12 feet 6 inches, so it can dump into on-ground dumpsters or dump truck beds. Municipalities and contractors use mechanical sweepers for concrete millings, chunks of asphalt, broken pavement, mud and a variety of construction and paving debris.
Regenerative air street sweepers
Our regenerative air sweeper, the single-engine MaxPowa R65, features an energy-efficient fan system and direct heavy-duty coupled motor, all with no belts to adjust. The R65 has a 12-foot sweep path with aggressive “unhanded” 44-foot leading arm digger-type gutter brooms that provide the ability to sweep/scrub in front of a 93-inch pickup head. Regenerative air sweepers work best on flat surface ways, but lose performance on crowned roads.
Pure vacuum street sweepers
Our industry-standard, pure vacuum sweeper is the MaxPowa V65, which is available in single- and twin-engine versions. The V65 has an 8.5-cubic-yard, 9-gauge stainless steel constructed hopper with a 410gallon water tank. Our pure vacuum sweeper has “unhanded” sweeper
gear components; an energy-efficient fan system; direct drive with fluid coupler; step-up gearbox transmission; and no belts to adjust. The V65 has a 12-foot sweep path with “straight inlet” vacuum. The sweeper is PM 10/2.5 certified. We also offer, as standard, a top-loading catch basin cleaner that rotates 270 degrees for complete work coverage. Bucher uses high-pressure water in the sweeping process, which gives us the advantage of first pass sweeping. The combination of sweeping brushes and high-pressure water makes quick work of the dirtiest and toughest sweeping challenges. Pure vacuum services are best for street sweeping on flat or crowned roads.
Peace of mind factory warranty
Our truck-mounted sweepers come with our best in industry two years or 2,000 hours “No Hassle, All-Inclusive” full machine warranty. There is also a lifetime warranty on the debris hopper and water tank.
Which street sweeper is right for you?
Still have questions about which sweeper or sweepers are best for your street sweeper program? We offer an industry report educational, not a sales document to help you make the best-informed choice when purchasing a sweeper. The “5 Things You MUST Know BEFORE Buying a Street Sweeper” report is available for free on our website: www.buchermunicipal.com/us/en, or scan the QR code below.
About Bucher Municipal North America Inc.
Cities and contractors turn to Bucher Municipal when they feel frustrated and stuck being pigeonholed into cleaning their streets with no other options while failing to meet stormwater compliance. We free cities from this trap of one size fits all by supplying and supporting a full product line to fit every sweeping challenge better than any other manufacturer on Earth.
Bucher gets you unstuck with first pass sweeping = Endless Sweeping Solutions. M
Although L. Frank Baum never specified where Dorothy Gale’s home is located, as the “Oz” series of books progressed, the author did hint that the farm was approximately 45 minutes from Topeka, Kan. That notation was good enough for the community of Wamego, now home to one of the largest Oz collections in the world.
“There are a lot of Kansas communities that can make a case for their connection to Oz, and several of them have fantastic Oz collections or Oz-related events throughout the year: It’s just happenstance that we fit neatly into that bubble,” said Clint Stueve, executive director of the Wizard of Oz Museum.
Located just off I-70 at 511 Road to Oz Highway, aka Lincoln Street, the Oz Museum spans the 125-year history of the classic book series, iconic 1939 MGM film and, of course, the Broadway-smash-turnedHollywood-blockbuster “Wicked.” With four galleries, eight alcoves and 20 display cases filled with Oz-related memorabilia, visitors will wonder if they’ve left Kansas and gone over the rainbow.
Behind the curtain
The road to the Oz Museum began in late 1995 when the Columbian Theatre hosted a 90-day exhibit of Tod Machin’s Wizard of Oz collection. Machin was a Wamego native who began collecting Oz-related artifacts when he was a student at Kansas State University. The exhibit drew 12,000 visitors over a three-month period, and it wasn’t long before the theater began looking for ways to develop a permanent Oz attraction.
Thanks to a $100,000 attraction development grant from the state of Kansas and $400,000 in public support, the Columbian Theatre Foundation Inc. went to work repurposing a nearby 1880s mercantile building into the Oz Museum. The museum opened in the fall of 2003 and attracts 50,000 people annually, even though Wamego’s population is only about 5,000.
When guests enter the Oz Museum, they are instantly swept into the sepia tones of Dorothy’s Midwestern landscape before stepping into the technicolor world of Oz. During the course of their visit, they are sure to spot the life-sized models of the main characters, the original Munchkin jackets worn in the 1939 film, items from “The Wiz,” starring Diana Ross and Richard Pryor, as well as props from the original Broadway production of “Wicked” and a first edition of “The Wonderful Wizard of Oz” — the book that started it all.
Although museum staff have not been able to acquire any items from the two “Wicked” films, Stueve hopes the Oz Museum might be able to secure a few props from the franchise in the future.
Fans of the 1939 film will appreciate the way the Oz Museum in Wamego, Kan., begins the museum experience in the sepia, black and white tones of Dorothy’s farmland. (Photo provided by the Oz Museum)
“These things don’t just fall into your lap of course, but I keep hoping that someone from the film production decides to connect with the Oz Museum and see what they might want.”
“This place is so much fun,” said Melissa Trierweiler, in a Facebook review of the museum. “As a huge Oz fan, it was well worth the drive. The exhibits and history were interesting, the staff was extra friendly, and the admission is a great value.”
Oz Museum in Wamego, Kan.
Put ‘em up! The Cowardly Lion shows that he is the King of the Forest at the Oz Museum in Wamego, Kan. (Photo provided by the Oz Museum)
Follow the Yellow Brick Road
Wamego’s connection to the extended Oz universe goes beyond the museum. The town also has its own Yellow Brick Road that begins in the 500 block of Lincoln Ave and ends at Wamego City Park. Along the path, visitors can see six hand-painted murals and can also spot 20 Toto statues.
Wamego’s annual Oztoberfest also gives folks a chance to celebrate the original American fairy tale with a wealth of Oz-related family fun, including a Toto look-alike contest.
“I don’t know if it’s the fact that we are Midwestern, and we really like our dogs, but everybody loves Toto,” Stueve said. “Not only is he 100% from Kansas, but he’s also embedded in Oz. The flying monkeys are very polarizing to most fans — they either love them, or they hate them — but the love for Toto is universal.”
Stueve said that although Wamego is a small town, when the community commits to doing something, residents want it to be as wonderful as it can be.
“I think that’s why the Oz Museum gets such recognition and such a high awareness, because when we decided to do something, we wanted it to be the largest collection on display to the public,” he said.
Dorothy’s first traveling companion in the land of Oz is the Scarecrow who, despite having no brain, uses his wits to help get his friends away from the Wicked Witch of the West. (Photo provided by the Oz Museum)
Fabulous footwear
In 2005, the Oz Museum was scheduled to display a pair of film-worn ruby slippers owned by memorabilia collector Michael Shaw when the shoes were stolen from the Judy Garland Museum in Grand Rapids, Minn.
“We were devastated by the loss. We had done a huge promotion advertising them, TV, Radio, the whole nine yards. We were so excited to be showcasing them and then they were just gone,” Stueve said, noting that the FBI recovered the famous footwear in 2018. “Because of that (theft), we have only been able to display a single sequin that was left behind as well as the technical drawings of the shoes.”
The tin woodsman is rescued from his rusty state by Dorothy and the Scarecrow. (Photo provided by the Oz Museum)
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$362,000
The average new home sells for about $362,000 in Princeton, Texas, which has been named the fastest growing city in the U.S.
Columbus, Neb., has 14 eligible districts for its Micro TIF program, which is targeted toward smaller projects that spark reinvestment within the community and renew existing buildings.
Find out more on page 32.
MUNICIPAL MANAGEMENT
As part of its Micro Local Business Bonding Pilot Program, Grand Rapids, Mich., subsidizes critical professional services that businesses often struggle to afford. The centerpiece is up to 30 hours of subsidized CPA support, offered at $50 per hour.
on page 28. 54%
Mont., saw a 54% decrease in chronic veteran homelessness from August 2024 to August 2025.
From July 1, 2021, to July 1, 2022, the growth rate of Rapid City, S.D., was six times the national average. To ensure infrastructure keeps up with population increases, the city has begun a $15.5 million widening project of Sheri dan Lake Road, which is heavily used by locals. 6x
Learn more at https://www.constructionequipmentguide.com/sheridan-lake-road-expansion-keeps-pace-with-rapid-citys-growth/69230.
More than 200 trains a day once passed through Michigan Central Station in Detroit, Mich. The onceabandoned-and-now-renovated building re-opened last year as a tech and cultural hub. Preserving historic places, when possible, creates a sense of place and adds heart to a city. Read about the importance of preserving local history.
The Connecticut Municipal Development Authority wants to help communities add housing and mixed-use developments near down town areas and train or bus stations. Naugatuck is the first community to take advantage of a program that will build 180 affordable housing units next year near its train station.
Read about how Grand Rapids is reaching smaller contractors on page 30.
Missoula,
See how Missoula’s partnership with Built for Zero is helping house veterans
Learn how Princeton and other cities have used moratoriums to ensure infrastructure keeps up with growth on page 18.
Moratoriums become a necessity for some communities
By DENISE FEDOROW | The Municipal
Putting a hold on development seems like the opposite of what most cities and towns want to do. Most are usually seeking more development, so placing a moratorium on development seems counterproductive. But sometimes it becomes necessary, such as when growth outpaces the ability of infrastructure and public safety to keep up.
That’s been the case with several cities The Municipal reached out to. If a city or town wants to place a moratorium on development, it needs to be enacted by a municipal legislative body, and it temporarily halts certain specified development so the municipality can make plans to better accommodate and manage development or ban it altogether.
Fastest-growing city
Princeton, Texas, has the distinction of being the fastest-growing city in the United States. Princeton is on U.S. Highway 380 between the cities of McKinney and Greensville, about 30 miles northeast of Dallas.
Mayor Eugene Escobar Jr. was elected to office in December 2024, and the moratorium was already in effect. According to the city’s
website, the moratorium was first enacted in September 2024, being extended in January 2025 and June 2025. The moratorium was set to expire in November; however, Texas Gov. Greg Abbott enacted a new state law, effective Sept. 1, 2025, that places a 180-day maximum on moratoriums, and another cannot be placed until two years have passed.
Before the new state law, Escobar said they could extend the moratorium up to five years as long as they could show it was necessary. According to Escobar, Princeton’s moratorium was necessary because “the city was having issues keeping up with the water demand and the roads. The city has grown 30% each year for the last two years. We grew fast before that, too, but not that fast.”
Escobar noted, “(Princeton is) the fastest-growing city in the U.S., and the city is not prepared to handle that type of growth. It strained our infrastructure, our water system, roads and public safety.”
Princeton also resides in the fastest-growing metroplex, and in the county, there are probably three other cities or towns in the top 10. “This is a north Texas issue as well,” he said.
While the moratorium stopped new residential development, the city still saw the same level of growth during the first year of the moratorium. “There were still 10,000 homes already platted to be built, so even if we went to a five-year moratorium, we’d still see growth,” Escobar said.
In 2020, the population of Princeton was under 20,000 now it’s over 46,000. “In five years, we more than doubled our population, and that doesn’t include the ETJs (Extraterritorial Jurisdiction) and unincorporated areas; with those, it’s probably closer to 80,000.”
Escobar explained that ETJs were established by the Texas local government codes and designate buffer areas surrounding a city that the city has some regulatory control over because the area will likely be annexed in the future. This protects those areas, so the city doesn’t annex a development that’s not up to its codes. Princeton supplies some city services to those ETJs, too.
Since the state law is forcing Princeton out of the moratorium, Escobar noted officials could not accomplish everything they wanted to during the moratorium. However, he said that what they have accomplished is hiring staff who have experience with this type of growth and could help come up with a plan.
“We got experts who’ve been through the type of growth we’re going through. A lot of our staff grew up in Princeton and didn’t understand what we needed here,” he said. “But if growth keeps doubling and tripling, I don’t know if any place can handle that growth 100%.”
When asked what he attributed that growth to, he responded, “North Texas is a popular area; there are a lot of businesses moving here, like Toyota, and a lot of Fortune 500 companies. We’re one of the wealthiest counties in the state, and what’s unique about Princeton is we’re on the most affordable side of Collins County. It’s prime location for developers to build, and realtors have been pushing the affordability of the area.”
The average new home sells for about $362,000. He added that new residents are coming from other states and other parts of Texas. “About 60% of our residents have been here less than three years.”
As for the negatives of placing a moratorium on development, Escobar is concerned it possibly might have discouraged commercial development. He said Princeton doesn’t have a lot of commercial development in town.
“We need commercial development to take the burden off the residents 80% of the cost to run the city falls on private residents.”
Princeton has a Walmart in town, but few restaurants. Escobar said, “There’s no Krogers or Buffalo Wild Wings, and Walmart is always packed.”
Escobar feels that when commercial or business developments hear there’s a moratorium, they may feel it’s riskier because they can’t predict their future growth.
“They don’t know until we tell them that despite the moratorium, we have 10,000 houses coming,” he said.
However, if companies rule out the city’s possibility beforehand, he believes it could be harmful. He admitted to having mixed feelings about being forced to end the moratorium before officials planned to.
Princeton, Texas, has had a moratorium on new construction, but a new state law enacted in September 2025 is forcing it to lift it sooner than officials would like. (Photo provided by Princeton, Texas)
The Princeton City Council placed a moratorium on new construction in the past year because the infrastructure couldn’t keep up with the growth. Pictured are the council chambers. (Photo provided by Princeton, Texas)
Escobar expressed a little worry about being able to handle it but also shared he is “excited to see what might come knocking on our door.”
Most homes in Princeton are first-time buyer or starter homes, and the city needs another tier of homes for higher income levels, too. Princeton was founded as a town, and it has transformed into a city.
Escobar said Princeton just became a home-rule city, which is based on population and allows it to, among other things, enact its own building standards.
For other municipalities in Texas, he doesn’t think the new state law will make it worthwhile to have a moratorium.
“In Texas with the state law change, 180 days isn’t worth it you can’t fix traffic or water issues in 180 days. A 5-mile drive now takes 45 minutes because of the traffic, and our roads were not made to handle that traffic.”
For those in other states, a moratorium might still be a benefit, but his advice is to have a plan in place and people in place before enacting the moratorium to speed things up. “Because you never know when state laws may change.”
lot” on approving high-density development, which the moratorium formalizes.
The Board of Mayor and Alderman (BOMA) comprising the mayor and 12 aldermen approved the moratorium 10-2. Mayor Clary said he didn’t want to speak for those who opposed it, but based on the comments they made in the meeting, they expressed concern for affordable housing.
Clary said that having too much growth too fast affects more than just water and sewer. “It affects roads, traffic getting out of the ballpark, schools, drainage it affects so many services the city and county provide.”
According to Clary, the moratorium “tells the residents we understand infrastructure is a problem and we need time to catch up, but it is a priority. It tells builders to hold off and give us a chance to catch up. The cons are possibly we’re missing out on a nice subdivision or quality development.”
He added, “But when I looked at the facts, it seemed to be heavily in favor that we need to create a pause.”
With the nine-month moratorium, it “gives the city more time to free up the revenue from property taxes and sales tax for more and improved infrastructure.”
As for the public’s response to this decision, Clary said the city received a couple of phone calls and emails against it. He noted, “But if you look at Facebook, it’s overwhelmingly supportive. Over the last 20 years, residents have been saying we need to slow down our population growth. I can’t think of a time when someone has stopped me at the grocery store or somewhere and said, ‘We need more people here’ it just hasn’t happened.”
moratorium on high-density development in the fast-growing
Hendersonville, Tenn.
The city of Hendersonville has a similar story to Princeton. It was once the fastest-growing city in the U.S. in the 1970s, according to Mayor Jamie Clary. Things settled down. “But in 2005, it took off again, and with additional homes, our infrastructure became outdated.”
In July, Hendersonville put a ban on any “high-density development,” which affects mainly apartment buildings and single-home subdivisions containing townhomes and condominiums.
Hendersonville is 20 minutes from downtown Nashville. “We are home to lots of people in the music industry. It’s Taylor Swift’s hometown, and we just dedicated a bridge to The Oakridge Boys,” Clary said.
The moratorium was necessary because, according to Clary, “being so close to Nashville, we’re in a good location, and many people want to live here. We’ve grown significantly in the last 20 years.”
Since Clary’s been mayor for the last nine years, infrastructure has been top priority both new and maintaining what the city has. Even before the moratorium was put into place, officials had “scaled back a
Home prices in Hendersonville have gone up by about 8.6% per year, according to Clary. In September 2025, the average cost of a new home was $500,000, while existing homes were about $420,000.
Unlike Princeton, Carly said he doesn’t have any concerns about the moratorium affecting commercial development. Actually, he said that since COVID, more people are working from home and are eating at local restaurants and shopping locally instead of in Nashville, where most worked.
“We’ve had a 17% increase in sales tax in the first and mid quarter of COVID,” he said. “I know the retail businesses want more people here, but my job is to pay attention to the people who are here and what they want.”
Clary doesn’t expect much change when the moratorium expires. “I don’t anticipate we’ll be approving a lot of high-density development once the moratorium expires.”
However, he said the board is looking at the possibility of impact fees. “Right now, we don’t charge a new home for the impact on the city’s infrastructure, and the board should be ready to make a decision on that by the time the moratorium expires. If they approve it and approve more houses, that money will go into the general fund for infrastructure.”
In Tennessee, moratoriums need to be justified, so if anyone is considering doing one, they have to have a justification for it. He said all infrastructure takes good planning. He also advised communicating with the residents about the impact of every new house.
“People say more houses means more money, but the reality is here we spend $1,000 a person with a $64 million budget and we have 64,000 residents and property taxes in the South are low. So, if we’re getting $700 in property tax, we’re already at a $300 deficit. We make some of
This photo of Memorial Park in Hendersonville, Tenn., includes a fountain and is near Old Hickory Lake. Hendersonville has been coined “The City by the Lake” because of Old Hickory Lake and Drakes Creek intersecting through parts of the city. (Photo provided by city of Hendersonville.)
Mayor Jamie Clary of Hendersonville, Tenn., had to place a
city. (Photo provided by city of Hendersonville)
that up in sales tax, but don’t be fooled by that, because property tax doesn’t cover all the city’s expenses,” he said. “When builders come and encourage more homes because it’ll increase property taxes, do the math. Know how much it costs to provide services for each home police, fire, trash, etc.”
Yarmouth, Maine, reaches capacity
The town of Yarmouth is in a unique situation with its moratorium. One of its pump stations has nearly reached capacity, so the town council voted to place a six-month moratorium on any development, including renovations, in a large section of town.
Town Manager Scott LaFlamme and Director of Planning and Development
Erin Zwirko spoke to The Municipal about it.
LaFlamme said, “The impetus for the moratorium was one of our 30 public pump stations for sewer treatment is near the top of capacity, and this pump station transfers three-fourths of the total municipal waste.”
Yarmouth conducted flow analysis and other testing and determined it is at capacity. He said the moratorium only affects those in that sewer shed.
A Maine.biz article reports this moratorium affects 1,260 properties. “The remainder of town most of our commercial corridor and east of Route 1 is business as usual,” LaFlamme said.
However, he said the area affected is “the designated growth area, where we want to see development happen.”
Zwirko added that part of the affected area is in the oldest section of town but also extends to subdivisions developed in the 1980s and 1990s and more rural areas that are residential but have large lots.
The pump station was built around 1965. LaFlamme noted, “But in pump station years, that’s getting long in the tooth. We’ve foreseen this as a potential liability, but it came faster than anticipated.”
According to an article in Maine.biz, this pump station experienced an overflow in January because of heavy rain, which caused untreated sewage to flow into the Royal River. City officials confirmed this. When asked if the problems they’re expecting are due to more frequent 100year type storms or the age, Zwirko responded, “A little bit of both. Climate change and the more frequent 100-year storms and the age of the pump station.”
In January, she said, “The significant rain event and melting snow created a double whammy and stormwater overflow.”
Yarmouth is considered a suburb of Portland and is about 10 minutes north of Portland. It’s on Casco Bay, so the town has a coastal component and has a causeway between two islands. LaFlamme said there’s a lot of history in the town and the Main Street is historic, but offers a diverse mix of retail, residential, school and medical facilities.
Route 1 intersects the town, and Interstate 295 is close by. Yarmouth has a population of about 9,000, which increases in the summer. Unlike Princeton and Hendersonville, Yarmouth’s moratorium is specifically tied to infrastructure at capacity.
LaFlamme credited the “phenomenal work of our wastewater team for maintaining it all this time,” but said the 1960s era materials are not rated for current usage. Because of the town’s analysis, officials discovered, “We are at the very razor-edge of potentially having overflows on a regular basis.”
“We’re taking a proactive step to update the infrastructure so we can grow responsibly and sustainably so that we’re not in a similar situation in 30 years,” LaFlamme continued.
Improving this pump station has been part of the capital improvement projects for many years; it just needs to happen sooner than anticipated. When asked if the residents were supportive of the moratorium, LaFlamme said there were a few development teams pursuing development that will be impacted, “but generally people understand why the moratorium is in place and want to be good stewards.”
Zwirko said that as it relates to future development, the state of Maine has better tools to manage the rate of growth. “This moratorium tool is intended to help us figure out a solution to the specific problem we’re having. It will definitely help us address the specific infrastructure problems we’re having and will help us manage growth in the future.”
LaFlamme said that while people support it, how to pay for it could be a different matter. Residents voted for a $7 million bond last year to upgrade the Harbor pump station, and this Nov. 4, they were asked to vote for a $7.5 million bond for the Royal River pump station. LaFlamme said those were the two largest pump stations.
Zwirko said the moratorium focuses on four categories: new construction/brand-new homes; additional bedrooms; tear downs to rebuild making a two-bedroom home a three- or four-bedroom, increasing flow for a change of use; and new commercial activity.
She explained that an additional bedroom equals additional humans. “Bathrooms don’t contribute to waste; humans do.”
A fisherman walks along the coast in Yarmouth, Maine, just outside of Portland. (Photo provided by Yarmouth, Maine)
Yarmouth Maine Town Manager Scott LaFlamme is hoping a moratorium will allow them to upgrade a pump station at capacity. (Photo provided by Yarmouth, Maine)
LaFlamme said the moratorium is capped at 180 days, but the city can extend it if officials show they’re pursuing resolutions. He expect the moratorium will be extended. If voters approve the bond, the engineer estimates the fastest turnaround to get the pump station certified would be three years. During the first 180 days, LaFlamme thinks Yarmouth will make changes to its sewer ordinance and carve out some exceptions. With these exceptions, when the moratorium is extended in February, officials will be able to relax some restrictions.
Zwirko added, “Over the course of the extensions of the moratorium, we’ll evaluate the ordinance and make tweaks to allow construction if no bedrooms will be added.”
They anticipate being able to relax more restrictions each time depending on the impact it would have on the wastewater treatment. Zwirko said ideally, they’ll have projects in line to connect when the new pump station is ready to be operational.
“We don’t want to create a situation where we’re lagging or where projects are started and can’t connect because we haven’t commissioned the pump station,” she said.
LaFlamme said, “We recognize this is a big inconvenience for folks for a while, but we feel it’s the right process to take.”
But he said as Yarmouth moves through the process, officials will find flexibility in the code and be more relaxed as they move closer to completion. He said they want to help everyone navigate the moratorium process, and the council is very cognizant of the impact on residents.
“We’re learning as we go; it is a tough act to balance long-term investment with short-term needs. Sometimes it’s necessary to adjust, as in this case, which is a call and response to a critical need in our community.”
Currently, the Royal River Pump Station is right at capacity in Yarmouth. (Photo provided by Yarmouth, Maine)
• Non-CDL version available
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Leadership Park City helps grow tomorrow’s city leaders
By NICHOLETTE CARLSON | The Municipal
Leadership Park City, a program in Park City, Utah, was established 31 years ago by Myles Rademan after he attended a leadership program held by the Kellogg Foundation. Instead of looking at other cities and other programs, Rademan took what he learned from the leadership program and his own experience working with the city as a city planner and created his own pilot program in Park City. It was structured as a government-run program within city government and continues to grow and prepare future leaders today.
“Rademan got a lot right, right out of the gate,” Scott van Hartesvelt, Leadership Park City director, stated. “The program has grown in reputation dramatically. It has also grown in participation.”
The first classes had between 15 and 20 participants each. Now the class numbers top out around 35 or 36 participants. However, there are also normally over 100 applicants to take part in the class each year. Individuals are invited to apply once a year if interested, and the program lasts for a year, going from October to October. The class typically meets once
a month, and the monthly class lasts approximately six hours.
There is a selection committee made up of past graduates that reviews applications and scores them based on the most beneficial makeup of the class to ensure it is reaching a diverse group within the community. The youngest member has been a 17-year-old student, while the oldest member has been in their 60s. It has also included a variety of careers throughout the years, from a former Olympian to students as well as private business owners, police officers and nonprofit leaders.
ABOVE: Leadership Park City, a city government program, started 31 years ago in Park City, Utah. Myles Rademan designed this program using the information he gained from a leadership program held by the Kellogg Foundation and his experience working with the city as a city planner. (Photo provided by Tanzi Propst, Park City Municipal Corporation)
“What they have in common is a commitment to building community within Park City,” he stressed. “That’s what is looked for most in the application. The applicant should be active and involved in the community.” The primary goal of the program is to provide authentic tools to strengthen leadership and each individual’s strength as a leader.
The training for the program stands on three pillars civic training, leadership training and building community connections. Each of the program’s classes touches on one or more of these pillars. Some particularly important training days include a trip to the state capital to meet with the governor and other elected officials to better understand how the state,
Over the years, the program has increased in both participation and notoriety. Earlier the program only had between 15 and 20 participants. Now the program maxes out at 35-36 participants. However, each year there are over 100 applicants hoping to be a part of Leadership Park City. (Photo provided by Tanzi Propst, Park City Municipal Corporation)
county and cities work together to govern the local community and a day to meet with their local county and city government officials to discuss what is really going on and the work being done each day. During the latter visit, participants learn about the challenges the city is working on in both the near and distant future, from weekly goals to crafting a five-year plan. There is a public health and safety meeting, where participants get to meet and speak with police officers, public health officials and the local hospital. Since Park City is an Olympic town and home of the U.S. Winter Olympics in snow sports, participants have the unique opportunity to meet with the U.S. ski and snowboard teams to learn how they train and prepare for the Olympics and how that affects the city. There have been programs that focus on women in leadership as well as those that meet with arts and culture leaders in the community. However, two of the most influential and important takeaways from Leadership Park City are the class project and the city tour. The second half of the yearlong program includes a class project, which is fully selforganized. In this project, the students must come up with a way to fix a need within the community. The city tour takes all Leadership Park City students, city and county elected officials, and local stakeholders and puts them together for a five-day destination city tour. Everyone travels, eats and goes to meetings together with the counterparts of the mountain destination location to discuss shared issues and concerns that are present within both communities. These issues could be anything from traffic concerns, housing issues or even wildfire mitigation.
RIGHT: Two big portions of the program include a class project where participants work together to try to solve a need within the community for the last six months of the class. The second is the city tour, which takes the students, city leaders and local stakeholders to another mountain destination for five days to meet with their counterparts in the destination city. This allows the communities to share ideas and concerns and build stronger connections. (Photo provided by Tanzi Propst, Park City Municipal Corporation)
Participants of Leadership Park City participate in monthly meetings for a year, including a five-day city tour and various additional opportunities. The participants are able to talk with city, county and state leaders to learn more about building connections within a community and within other communities. (Photo provided by Tanzi Propst, Park City Municipal Corporation)
Classes throughout the Leadership Park City program cover a range of topics and meetings with diverse groups in the community to view a problem or opportunity from various viewpoints, including city government, nonprofits and business owners. Participants are also chosen to create a diverse group and strengthen each individual as a future community leader. (Photo provided by Tanzi Propst, Park City Municipal Corporation)
This allows participants and leaders to build connections and share concepts with other communities as well. While there are 2,500 various leadership programs nationwide, Park City is the only one van Hartesvelt has found that does a city tour.
Leadership Park City is funded as a city government program. However, additional funding support also comes from the county, Park City, Vail and Alterra mountains, and individual donors within the community. These generous funds allow the entire program to be scholarship-based, so it does not cost participants anything to attend.
One of the greatest benefits of the program is its ability to build strong partnerships within the community. Partners include the local government, nonprofit organizations, the chamber of commerce, local business owners, the community foundation and the local radio station. These each have an established partnership with the leadership program and provide a broad base for those within the program. Leadership Park City participants can view a certain subject from various points of view throughout both the public and private sectors of the community.
“It brings all partners to the table to see how they all view a particular problem or opportunity,” van Hartesvelt pointed out. “It is all about what it means to live and work in Park City.” With this continued collaboration, the strength of these partnerships continues to grow.
“This is an investment in the community,” van Hartesvelt explained. “The benefits are absorbed by the community. We take highly motivated
The goal of Leadership Park City is to take individuals who are active and involved in the community and looking to find ways to help and show them how to truly make a difference within their community. The city then reaps the benefits of these motivated individuals growing in leadership within the community. (Photo provided by Tanzi Propst, Park City Municipal Corporation)
people with a deep love for the community and activate them so they cannot just be excited to help out but have a real way to help the community.” Graduates of Leadership Park City have repeatedly become leaders and higher-ups in various organizations throughout Park City.
Missoula, Mont., tries innovative ways to reach functional zero for veteran homelessness
By NICHOLETTE CARLSON | The Municipal
In 2022, Built for Zero, a national initiative dedicated to ending homelessness, contacted the city of Missoula, Mont., sparking targeted conversation. Built for Zero was engaging with municipalities throughout Montana, and Missoula had been interested in the program for a while. The city met with local leaders and the coalition along with Providence Hospital, which lent the initial onboarding cost for the program. After joining in the summer of 2022, Missoula has continued to ramp up its efforts, beginning Housed for the Holidays last year to help get veterans in homes. This effort continues now through January 2026.
Before Built for Zero coached the city on how to decrease its homeless numbers, Missoula first had to strengthen its database to hone the local data and ensure it was high quality and workable. In order to ensure the city had high-quality data, it must have a comprehensive by-name source of every person experiencing homelessness within a specific population, such as veterans. Homeless individuals agree to share their names, homelessness history, health and housing needs. This helps to see which populations
Built for Zero teamed up with the city of Missoula, Mont., in 2022 to begin conversations on how to decrease homelessness in the city. The first step was to collect high-quality data and choose a specific population to help first. In 2024, Missoula participated in the Hosued for the Holidays drive, helping 12 veterans find homes. (Photo provided by the city of Missoula, Mont.)
are experiencing an increase and if new resources are working to decrease a population. The high-quality data standards were achieved for all single adults experiencing homelessness in 2023.
In March 2024, Missoula received a grant from Built for Zero to level up its involvement and hired Dylan Barbash, Built for Zero specialist. In 2024, Missoula participated in the Housed for the Holidays drive with five other communities. Each community received $30,000 from Built for Zero and had 60 days to get as many veterans housed as possible. Missoula housed 12 veterans within the 60 days, the most of any participating community.
Since Missoula is such a tight real estate market, Barbash made cold calls and knocked on doors of various property management firms and private landlords to hold possible properties and take them off the market for these veterans. Barbash would send the property managers individuals to see if they could work with what the veteran could give. In order to be eligible, the individual had to prove they were a veteran with any service history. Typically, Barbash would talk with veteran case managers, who would recommend veterans who could benefit from the program. Built for Zero worked with the veterans to determine if they could sustain
payments on their own after the first two months’ rent, which the organization would cover. This allowed Missoula to test its systems to see what could actually move faster when given a tight timeline, and the flexible spending from the program to help someone who is homeless or prevent someone from becoming homeless helped make it possible. Once the veteran moved into the home, the lease was immediately transferred into their name.
Currently, the city has $16,000 left to use by the end of January 2026 to help more people. From August 2024 to August 2025, the coordinated data system saw a 54% reduction in chronic veteran homelessness and a 32% reduction in overall veteran homelessness. Missoula partnered with the United Way, Volunteers of America, Veterans Inc., Veterans Affairs, Missoula County, Homeless Outreach Team, Missoula Housing Authority, Housing Montana Heroes and Poverello Center.
One challenge of the program is that there are more than 80 different users entering data into the system. In order to ensure that all individuals are entering data the same and correct way, there are check-ins with the providers regularly. A great help to the system has also been having a liaison between the landlords and tenants. This liaison can act as
Missoula continues to find creative ways to help decrease homelessness, including bringing on a Built for Zero specialist, a property engagement specialist and a liaison to mediate between tenants and landlords. The goal is to reach functional zero for veteran homelessness by Nov. 11, 2026. (Photo provided by the city of Missoula, Mont.)
a sounding board and mediator for the tenant and help the landlord come up with creative solutions if necessary to keep the tenant housed. Another game-changer has been the hiring of a property engagement specialist. This individual helps to collaborate with landlords to increase housing opportunities, coordinate with community stakeholders and design more outreach opportunities.
“One thing always apparent is that at the end of the day, we all want the same thing,” Emily Armstrong, Houseless Programs manager, stated. “Housing people is the best way to make the community more stable. It’s everyone’s end goal.”
Barbash’s goal is for Missoula to achieve functional zero for veteran homelessness by Nov. 11, 2026. The threshold for functional zero is the average number of people who are no longer homeless in a month. In order to achieve this, the number of veterans experiencing homelessness cannot exceed Missoula’s record of housing that number of veterans in a month. Currently, the highlight for the city is the 0 to 1 housing retention rate, meaning veterans becoming housed are staying housed. Eventually, the goal is to take these plans to the larger system and begin making significant reductions to the larger homeless population.
Big opportunity for small businesses: Grand Rapids’ Micro Local Business Bonding Pilot Program offers equity
By JULIE YOUNG | The Municipal
To help small businesses compete for municipal projects, the Grand Rapids, Mich., Office of Equity and Engagement developed the Micro Local Business Bonding Pilot Program to expand access to public contracting for those businesses that have historically been excluded from larger projects.
The Micro Local Business Bonding Pilot Project was developed by OEE business developer Amaad Hardy after hearing about the barriers faced by Micro Local Business Enterprise subcontractors. He worked with partners across city departments as well as public and private institutions to shape the program, which was launched over the summer.
“The goal is straightforward, but significant: to help small, locally owned construction firms become bond ready so that they can compete fairly for city infrastructure projects and commercial work,” Hardy said.
Inspired, but unique
Inspired by bonding assistance initiatives that exist in cities such as San Antonio and Los Angeles, the Grand Rapids pilot program was tailored to fit west Michigan’s unique landscape where firm size, structure of the local economy and barriers within the contracting pipeline called for a customized solution.
The distinctive feature of the program is its focus. Instead of covering the bond costs directly, Grand Rapids subsidizes critical professional services that businesses often struggle to afford. The centerpiece is up to 30 hours of subsidized CPA support, offered at $50 per hour. For many small contractors who have never had access to a CPA, this makes it possible to obtain the documentation required to qualify for bonding, financial loans and general contractor prequalification. In addition, thanks to the various partnerships involved, businesses can access 10 hours of subsidized legal technical assistance to strengthen internal operations.
“By combining financial support with technical assistance, the program goes beyond simple subsidy,” Hardy said. “It helps small businesses build lasting capacity and positions them to grow in ways that were previously out of reach.”
Grand Rapids, Mich., Office of Equity and Engagement business developer Amaad Hardy
In order to qualify for participation in the pilot program, a firm must be certified as an MLBE, be prequalified with the city of Grand Rapids Engineering Department for projects under $250,000 and submit a bonding pilot application complete with all required financial and business documentation. Of course, being approved does not automatically guarantee contract awards. All participating businesses still need to compete through the city’s formal bidding processes and meet all relevant requirements set forth in each solicitation.
“What the program does is position them to compete more effectively,” Hardy said. “Many diverse and small businesses are currently excluded from opportunities not because of lack of skill or experience but because they’re unable to secure a surety bond,
or their financials are not in order. This program helps remove those barriers, putting them on a more even playing field.”
Testing the model
Hardy said that the Micro Local Business Bonding Pilot Program will run for two years in order to test the model, evaluate outcomes and adjust as needed. However, the goal is to integrate bonding assistance as a permanent tool in the city’s diversity strategy. The program’s effectiveness will be measured by the number of participating businesses that successfully obtain bonding, the number of city or commercial contracts awarded to those businesses, improved financial documentation and readiness (as measured by CPA evaluations) and participant satisfaction and feedback.
So far, four businesses have applied for the first round of the bonding pilot, and Hardy expects to fill the remaining four slots while also building a pipeline of additional companies for future rounds. He said that Grand Rapids has kept the initial cohort small on purpose so that it can provide hands-on support, carefully track outcomes and refine the program as needed.
“The response from businesses has been encouraging,” he said. “Our team at OEE has been working to spread the word widely, and we’ve already heard from contractors who have said that they’ve wanted to get bonded for years but didn’t know where to start.”
As part of the Grand Rapids, Mich., Micro Local Business Bonding Pilot Program, local partners speak with construction companies about becoming bonded so that they can bid on small municipal projects. (Photo provided by Grand Rapids, Mich.)
For other cities considering a similar project, Hardy recommended starting with the pain points, not the politics. By talking to contractors, CPAs, surety agents and procurement officers, leaders will find out what is really keeping small businesses from participating at a higher level, and then they can develop a program to fill that gap. It’s also important not to offer a simple workshop or training series, but to invest in the technical assistance that can work side-by-side with businesses. Finally, identify the partners who all have a stake in seeing a stronger pipeline for small, bond-ready businesses programs such as this one work best where there is shared ownership across the public, private and nonprofit sectors.
“For us, this is about more than bonding. It is about changing how opportunity works in our city,” Hardy said. “This pilot is about clearing a path, not just for today’s jobs, but for long-term growth in the construction sector. If we do it right, we’re not just helping individual businesses we’re helping to build a more inclusive local economy.”
Amaad Hardy speaks to micro local businesses about Grand Rapids’ bonding pilot project, which helps contractors get their paperwork so they can bid on small municipal projects. (Photo provided by Grand Rapids, Mich.)
Columbus launches Micro TIF program to revitalize aging neighborhoods
By DANIELLE LUND | The Municipal
Columbus, Neb., leaders are setting their sights on the city’s oldest neighborhoods with a new tool designed to help property owners make small, meaningful improvements one building at a time. The city has officially launched its Micro Tax Increment Financing program, more commonly known as Micro TIF, after gaining approval from the city council this fall. The initiative represents a notable shift in economic development strategy: Instead of waiting for major developers to pursue multimillion-dollar projects, Columbus is empowering its everyday residents and small businesses to breathe new life into the aging structures of the area.
Traditional TIF has long been a staple in redevelopment work across states like Nebraska, and in the Midwest. By capturing the increase in property taxes generated from new development, cities can reimburse developers for eligible project costs, typically on a large scale, such as new subdivisions, industrial sites or transformative commercial projects. But those big redevelopment districts come with lengthy approval processes, significant legal fees and complex requirements that often make smaller renovations financially unfeasible. So, the Micro
TIF program aims to fix some of these issues in the future.
Jean Van Iperen, the city’s planning and economic development coordinator, has been closely involved in building the program to better serve Columbus’ older neighborhoods and longtime property owners. She describes Micro TIF as a way to help revitalize the historic core of the city while removing barriers that have traditionally sidelined smaller projects.
“This tool helps local property owners, small businesses and developers bring new life to
ABOVE: Pictured is Columbus, Neb.’s, voter-approved Columbus Community Building. It houses the community’s city hall, an independent children’s museum, the Columbus Public Library, an art gallery and an independent coffee shop. (Photo provided by Columbus, Neb.)
under-used lots and strengthen neighborhoods,” Van Iperen said.
Where a traditional TIF focuses on large new builds, Micro TIF targets labor-intensive but often overlooked improvements: restoring historic storefronts, adding upper-story apartments, repairing old roofs, updating outdated interiors and making safety and energy upgrades that extend a building’s lifespan.
“It’s about reinvesting in what we already have,” Van Iperen said. “Instead of pushing development outward, Micro TIF encourages renewal within our existing infrastructure and helps preserve community character.”
To qualify, properties must be located in a designated blighted or substandard area that has been part of Columbus city limits for at least 60 years. There are currently 14 eligible districts, including the heart of the historic downtown
district, where more than 100 buildings have stood for more than six decades, if not longer.
These stipulations keep the program tightly focused on preserving aging buildings, rather than incentivizing speculative development on the urban fringe. In addition to location requirements, Columbus has established caps on the assessed value of participating properties to ensure Micro TIF stays true to its mission of supporting small-scale redevelopment, such as single-family homes (capped at $350,000), multifamily or commercial buildings (capped at $1.5 million) and National Register historic properties (capped at $10 million).
Eligible improvements include facade restoration, roofing, HVAC updates, code compliance projects, accessibility upgrades, energy-efficiency retrofits and conversion of vacant or under-used upper floors into housing.
“These are the kinds of improvements that keep buildings functional and help maintain the vibrancy of our historic areas,” Van Iperen said.
On paper, Micro TIF operates similarly to its traditional counterpart: building improvements lead to a higher property valuation, which leads to higher property taxes. The increase is then directed back to the project over time.
The streamlined format is designed so local owners can navigate the process without large legal teams or outside development partners. Owners still pay upfront for the work, typically through private loans. After the project is complete and reassessment is finalized, the city begins reimbursing eligible costs from the new tax increment created by the improvements.
Crucially, Micro TIF does not drain general city tax funds or pull resources away from schools, roads or public services. Revenue is limited strictly to the new taxes generated by the improved property.
City staff review applications, determine eligibility under state law and continue monitoring the project until completion. Renovations must be finished within two years of approval a timeline designed to keep projects moving forward and maintain steady momentum.
“The city doesn’t choose which TIF a project uses. That decision is up to the property owner or developer,” Van Iperen said. “Micro TIF is tailored for small-scale projects that can make a big difference, particularly for older structures and underused lots.”
City leaders see Micro TIF as a tool that sits between personal homeimprovement loans and large-scale redevelopment financing. For many property owners, repairs or renovations that would boost property value and neighborhood pride have long felt out of reach financially. The program’s structure could help break that cycle.
“Micro TIF provides an opportunity for owners to make essential improvements, attract new tenants and enhance community vitality,” Van Iperen said.
Columbus anticipates approving up to 10 projects per year. The relatively low volume is intentional, as staff want to ensure they can guide applicants closely through the process.
Opportunities are especially strong downtown, where dozens of historic storefronts still retain architectural charm but struggle to compete with newer developments on the city’s edges. Upper-story conversions, like turning old second floors into apartments, are expected to become some of the first Micro TIF-backed projects, offering a dual benefit: revitalizing buildings and supporting the city’s growing need for more workforce housing.
“This is about strengthening the places that define who we are,” Van Iperen said. “We want to ensure our downtown and our older neighborhoods remain vibrant and appealing for generations to come.”
Micro TIF is now officially active, and outreach efforts are underway. City staff are meeting with business organizations, civic groups and neighborhood stakeholders to explain eligibility requirements and guide property owners toward the first round of applications.
“We want people to understand that this is their opportunity to reinvest in their buildings and their neighborhoods,” Van Iperen said. “It’s about making the process accessible.”
So far, the city does not have completed success stories to point to, as the initiative is simply too new. But local officials are confident that once the first few renovations move forward, visible transformations will inspire others to take their turn.
“Our hope is that Micro TIF becomes an ongoing tool that helps spark reinvestment,” Van Iperen said.
The philosophy behind the program is clear: Big changes don’t always require big budgets. Sometimes they start with a fresh coat of paint, a new roof or the decision to bring life back into a long-quiet storefront.
If Micro TIF delivers on its promise, Columbus’ future may not be built on vast new developments, but on the steady renewal of the buildings that helped shape the city in the first place.
Columbus Mayor Jim Bulkley, left, Congressman Mike Flood and City Administrator Tara Vasicek pose for a photo outside of Vitality Village, a project made possible through a traditional TIF. This construction will feature a mix of townhouses and apartments. (Photo provided by Columbus, Neb.)
The Columbus City Council handles business during a May 2025 meeting. (Photo provided by Columbus, Neb.)
Problem solving, patriotism drew city manager to post
By BETH ANNE BRINK-COX | The Municipal
Portage, Mich., is minutes away from downtown Kalamazoo and not that far from Battle Creek. It’s a busy place, where City Manager Pat McGinnis is staying on top of things — so well, in fact, that his contract was unanimously approved for renewal through July 12, 2028. And while McGinnis wasn’t born in Portage, he’s sure settled in there now.
“I grew up in the Detroit area, then attended Michigan State University. I was the city manager in West Branch from 1990 to 2003, Grand Haven from 2003 to 2022, and then came to Portage.” He’s married to Tina, whom he met in West Branch, and the couple has three grown children: Molly, Mitchell and Mary Beth.
ABOVE: In May 2024, a tornado ripped through Portage, Mich., and the surrounding area. Pat McGinnis and other volunteers picked up the debris and cleaned up the town. (Photo provided by Portage, Mich.)
McGinnis said that his responsibilities as city manager involve “day-to-day operations of the city, and constant contact with public and elected officials to make sure things are headed in the right direction. Anticipating problems, adjusting approaches to service delivery, negotiating contracts, but, most importantly, interacting with the citizens we serve every day.” That’s a tall order, and he’s up for it.
Pat McGinnis knows the value of good and trusted assistance: Here, he swears in a new city volunteer. (Photo provided by Portage, Mich.)
He admitted that it hasn’t been easy, and it may not be for some time yet.
While every job has particulars that are more enjoyable than others, they all need to be done. McGinnis most enjoys problem solving. From problem presentation through solution and closure, that process sometimes takes years — such as with infrastructure issues — or just minutes when someone needs to change the name on their water bill.
When stepping into the shoes of the person who previously held the position, it can take time to get comfortable with the status quo. Once that happens, the new person begins to make changes according to their plans and visions. In that line of thinking, McGinnis is no different.
“I started monthly all-staff meetings, shifted the prioritization and budget process to vest more control in the mayor and city council over direction of organization, and amplified attention on the local business community.”
One issue McGinnis faced was division over trash pickup, with strong opinions on both sides of the situation. A newly approved single-hauling system is set to begin in the spring, and there have been misconceptions and misunderstandings. McGinnis is determined to clear it all up, and with a little luck, will get everyone on the same page about it.
“Going to a single-source garbage hauler has been a stack of dynamite. Passions run high on this issue in Michigan, and we are doing our best to guarantee the most efficient, fair and safe option for trash collection.”
With that in mind, McGinnis said the accomplishment he is most proud of is that he has “worked to create a happier, more inclusive and productive workplace for city employees. This also leads to more effective and efficient service delivery, so we all win!”
What would he still like to accomplish? “I would like to break down barriers to make this organization more responsive to citizen needs.”
McGinnis said he was initially attracted to public service “because I am a patriot. I love this country and believe the call to serve the public in the USA is the highest honor in the world. It causes me great pain to witness the disdain for government exhibited by some, so this inspires me to try hard every day to do the right thing and create a better community.”
Even when McGinnis is not on the job, he still kind of is. He enjoys spending time with his wife, exercising, reading, camping and one more thing that might surprise some people. “At age 62, I still like to ride my skateboard around town. It’s a good way to evaluate pavement condition.”
New businesses are celebrated and welcomed in Portage. City Manager Pat McGinnis attends a ribbon cutting for a new pediatrician’s office. (Photo provided by Portage, Mich.)
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Twin Oaks invests in walkability with long-term pedestrian project
In 2018, the Twin Oaks Board of Aldermen started exploring ways to make the city more pedestrian friendly and give better access to Twin Oaks Park. (Photo provided by Twin Oaks, Mo.)
By LAUREN CAGGIANO | The Municipal
Twin Oaks, Mo., a small but vibrant community of just over 600 residents, is making strides – literally and figuratively — toward improving walkability. The city, located in St. Louis County, recently completed the first phase of a multiyear pedestrian infrastructure project aimed at improving safety and accessibility for residents and visitors alike.
City Clerk April Milne, who also serves as the city administrator, explained the motivation behind the multiphase project.
“We’ve had many requests from residents over the years asking for better pedestrian infrastructure, especially in neighborhoods and areas leading to Twin Oaks Park,” Milne said. “Our nine-acre park is a cornerstone of the community, and ensuring safe access to it has been a top priority.”
According to the city website, Twin Oaks Park was originally imagined in the early 1990s as a “pedestrian park.” This meant residents had walk-in access from the neighborhoods surrounding the park.
Twin Oaks Park features two small lakes, a waterfall, scenic paths and a bridge. Residents can take advantage of amenities like a large field area for open play, basketball court, tennis court and sand volleyball court, as well as a multiage playground and two pavilions for picnics and small gatherings.
The first phase of the project, completed in December 2024, focused on adding sidewalks to a key roadway that lacked shoulders and posed safety concerns for pedestrians.
“That was one of the original two-lane gravel roads that had been paved over the years but wasn’t designed with pedestrian safety in mind,” Milne said. “We recognized the need to modernize and make it safer for everyone, especially those accessing the park.”
The project has been largely resident-driven, with the city board prioritizing areas based on community feedback.
“One of the advantages of being a small town is that we know our residents well, and they feel comfortable sharing their candid feedback,” Milne said. “We’ve worked hard to engage the community through public hearings and informal conversations to ensure the project reflects their needs.”
Funding for the project came from a mix of local resources and grants. For example, the city recently secured a grant from the Municipal League of St. Louis for park-related improvements and a federal grant through the Missouri Department of Transportation’s Transportation Alternatives Program. According to the MoDOT website, “projects using TAP funds are eligible for reimbursement of up to 80% of allowable costs.” The local public agency is required to match the project with a minimum of 20%.
Despite the recent momentum, Milne is candid about the city’s limitations. Twin Oaks faces unique challenges in accessing larger federal grants. That’s because smaller municipalities often struggle to qualify for federal matching grants or large infrastructure funding due to their limited population and resources.
“We’ve had to be very mindful and plan carefully to undertake these projects on our own,” Milne said.
The response to the first phase was been overwhelmingly positive, particularly for residents of neighboring communities who use the improved roadway to access the park.
“People have been very appreciative of the safety measures we’ve implemented,” Milne said. “It’s rewarding to see the tangible benefits of the work we’ve done.”
The city plans to continue expanding its pedestrian infrastructure over the next five to seven years. The next phase will focus on adding sidewalks along the park’s access road and improving safety for families with strollers and young children.
Milne said the economic impact of the project is evident by new developments and businesses attracted to the walkable community.
“We’re playing the long game. It’s a worthwhile undertaking, and we’re committed to seeing it through.”
She added that she hopes Twin Oaks’ efforts will inspire other small towns to prioritize walkability. In her words, “It’s about changing perceptions and showing people that walking can be a viable option. Once residents see the value of accessibility and safety in their neighborhoods, they really understand the importance of these projects.”
As Twin Oaks continues its journey toward becoming a more pedestrian-friendly community, Milne contends that elements like resident engagement and long-term planning can serve as a model for other forward-thinking municipalities.
“We know we can’t please everyone, but we’re doing our best to create a city that works for all of us,” she said. “It’s about building a better future, one step at a time.”
Twin Oaks, Mo., City Clerk April Milne
A ribbon cutting for a new stretch of sidewalk took place Dec. 6, 2024, at the intersection of Crescent Avenue and Golden Oak Court in Twin Oaks, Mo. (Photo provided by Twin Oaks, Mo.)
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Broad appeal grows holiday happenings in Carmel
By JANET G. PATTERSON | The Municipal
Carmel, Ind., consistently ranks among the top places in the U.S. to live, for several reasons — not least of which is the city’s annual Holidays in Carmel celebration.
Carmel ranked second among Livability’s Top 100 Best Places to Live in 2025 and first among Consumer Affairs’ Best Place to Move in the Midwest. Carmel’s Christkindlmarkt was also ranked one of the 10 best destinations in USA Today’s Readers’ Choice Awards for 2024 and is only part of the entire holiday picture in the city of 100,000, located 25 miles north of Indianapolis.
“We have had holiday events since the early 2000s, when Holiday on the Square was celebrated at Civic Square and Carmel City Hall,” said Tierra Bush, of the Carmel Marketing and Community Relations
ABOVE: On opening day and throughout December, young visitors to Carmel, Ind., get to discuss their wishes with Santa Claus at the Holidays in Carmel celebration. (Photo provided by Carmel, Ind.)
Department. The events were later moved to nearby Center Green, now called Carter Green, and the Arts and Design District.
“Many of the city’s current holiday events and traditions began in 2017 to complement the Christkindlmarkt,” Bush explained.
The events that are now a part of Holidays in Carmel kicked off this year on Nov. 22 with the opening of The Ice at Carter Green, an ice arena that will continue to operate until Feb. 1, and the Christkindlmarkt, which will run until Dec. 24. “On opening day, children can share their wish lists with Santa and meet his reindeer and elves,” Bush
said. A free Holiday Trolley takes visitors between the market and local businesses on Fridays and Saturdays throughout the season.
Not far away, the Magnificent Monon Greenway trail features seasonal lights and decorations to enjoy while strolling a 5-mile stretch of the railroad that once ran through Carmel. And like many municipalities around the country, on Nov. 29, the city celebrated Shop Small, Shop Carmel to encourage shoppers to patronize local small retail businesses.
A recent addition to the holiday lineup is the spectacular Palladiscope that will brighten the facade of the Palladium, home of the Carmel Symphony Orchestra. From Nov. 30 through Dec. 31, the customized technology of 12 projectors will display holiday-inspired, live-action images on the exterior of the building every 30 minutes from 6:30 p.m. to 10 p.m. daily.
On Dec. 12, Carmel will honor its sister cities partnerships with the International Winter Festival at the gazebo by the city hall. The sister cities program was created to promote peace through people-to-people relationships, and the festival will feature decorated trees symbolizing these connections around the world. Carmel’s sister cities include Osaka, Japan; Zemgale, Latvia; Arezzo, Italy; Saxony, Germany; Andhra, India; and Hauts-de-Seine, France.
Except for the Ice at Carter Green, all of the events and venues are free and open to the public. There is an admission charge for skating sessions at the ice rink.
Bush said the community events are rooted in strong participation from Carmel residents and their families; however, people come from beyond the city for many of the larger events.
“For example, the Christkindlmarkt has welcomed hundreds of thousands of visitors since its opening year, with guests traveling not only from neighboring counties but also from across the Midwest and other states. The market draws people in, and once they’re here, our local retailers and restaurants keep them, giving us the opportunity to showcase the very best of Carmel.”
She added that the combination of local engagement and regional tourism is indicative of the pride residents have for the holiday events and the “broader appeal they’ve developed over time.”
Founded in 1837 as Bethlehem, Ind., the town’s name was later changed to Carmel. It was incorporated in 1874 and remained a small town for the next hundred years. But with the construction of interstate highways and the I-465 beltway around the Indianapolis area, Carmel’s population has grown nearly 200 percent in the last 40 years.
“We have more than 125 corporate headquarters in Carmel, notably, Allegion, Allied Solutions, MISO Energy, Delta Faucet Company and CNO Financial Group,” Bush noted.
Business participation in a variety of community projects in Carmel has been key to the success of the events.
“Our community partners are an invaluable resource in funding our events,” she continued. Allied Solutions, a business-to-business financial services company, “has been a key partner, especially during the holiday season. Identifying organizations within the community that not only have the resources but also share your city’s values is essential.”
Her advice to communities that want to build large community projects like Holidays in Carmel is to build relationships.
“Building those relationships allows you to create events that are both financially sustainable and truly reflective of the community. Each year, we’re reminded that strong partnerships are just as important as creative ideas when it comes to successful event planning.”
The international flavor of Carmel’s Christkindlmarkt has been the centerpiece of the city’s annual holiday events. Last year, it was featured by National Geographic as one of six such markets around the United States that “feel like a fairy tale.” (Photo provided by Carmel, Ind.)
Elves and reindeer are a popular attraction on opening day of Holidays in Carmel. (Photo provided by Carmel, Ind.)
The Ice at Carter Green adds to the magic of Holidays in Carmel. The rink opened Nov. 22 and will continue until Feb. 1. (Photo provided by Carmel, Ind.)
Grover Beach moves forward on updated Ramona Garden project
By KATIE GRAHAM | The Municipal
Residents of Grover Beach, Calif., will have even more reasons to celebrate after the completion of the Ramona Garden project in 2026, thanks in part to a grant from the California Department of Housing and Urban Development.
The agency offers Community Development Block Grants to communities across California. The purpose of these grants is to support community development through activities that strengthen and enhance community resilience. Grover Beach received a $3.3 million grant, which will cover 90% of the funding needed for the first two phases. Project planners estimate that the total cost for these phases will be $4.1 million. The remaining 10% of the funding will come from the city’s general funds and donations. The Ramona project is considered part of the city’s Capital Improvement Program because it will have a useful life of over 10 years and will enhance the city’s infrastructure. As such, it is included in the fiscal planning for the next five years.
Residents of the city are encouraged to participate in the fundraising and support this project, which would make significant improvements to Grover Beach’s central park. Located near the library and community center, this park will continue to be a great community gathering spot. City Manager Matt Bronson described the park as “the focal point for activities in Grover Beach and the South County, in general. Many public and private functions are held at the park, such as the Stone Soup Music Festival and Street Fair and the city’s summer concert series.” The new park plan is designed to enhance enjoyment for all ages, from the youngest children enjoying the new playground to the oldest adults relaxing on the park benches or in the areas reserved for chess sets.
ABOVE: A rendering displays all the features that will be present in the new Ramona Garden playground. (Photo provided by Grover Beach, Calif.)
Until Sept. 30, community members could buy engraved pavers to honor a family member or loved one. Bronson noted, “The Foundation has sold 170 commemorative pavers along with two benches, which generated $64,000 in funding.”
City residents can still purchase engraved benches and picnic tables for the park. These proceeds will go toward the Ramona Garden Park Rehabilitation Project. September ended with a block party on West Grand Avenue in the city. Mayor Kassi Dee and Bronson took part in a dunk tank to raise funds for the garden project. Bronson stated, “Huge kudos to our community services staff for organizing this fun event.”
On the project website, the city states that it is actively looking for a generous sponsor to help fund the bandshell and amphitheater stage, directing them to
the
email gbadmin@groverbeach.org. This space will host community events like concerts, performances and public gatherings. The sponsor will have exclusive naming rights for 25 years to the amphitheater.
The Ramona Garden Project was planned by the Parks, Recreation and Beautification Commission and approved by the city council in 2020. Phases one and two include a new playground, amphitheater/stage, event lawn, restrooms, walkways, benches, picnic tables and stormwater management. Crews must also remove some current trees and existing construction. Construction is expected to be completed by mid-2026, weather permitting, in time for the summer concert series.
The playground’s design offers play options for all ages and abilities. The area includes two
pieces of playground equipment: one suitable for younger children and one for older children. There are spots for swinging, climbing, running and open play. Some benches and park tables from the fundraiser will be placed at this new play area, along with new landscaping. The playground is located east of the overall Ramona Garden area. To the west of the playground, an event lawn will be planted, where residents can sit before the planned amphitheater and stage. New restrooms will be built between the playground and the event lawn, featuring three stalls, water fountains and changing tables to better serve families visiting the park.
The city broke ground on the project on June 16. After completing the first two phases, the recommended amenities to add include expanding the adjacent Community Center patio, a cornhole area and a dance floor for concerts. Additional features include food truck parking for events, a pergola shade structure and versatile gathering areas in green spaces.
According to the city website’s updates for September/October 2025, the contractor has begun work on the project by starting earthwork activities, including preparing the soil, installing electrical conduits, connecting water services, and installing concrete walkways.
A flyer provides ways that community members can support Ramona Garden Park from picnic tables and benches to pavers. (Photo provided by Grover Beach, Calif.)
A young community member prepares to dunk Grover Beach City Manager Matt Bronson during a fundraising event for the Ramona Garden revitalization project. (Photo provided by Grover Beach, Calif.)
Officials break ground in Grover Beach for the Ramona Garden project. (Photo provided by Grover Beach, Calif.)
Renderings show
locations of phases 1 and 2 for the Ramona Garden Park project. (Photo provided by Grover Beach, Calif.)
STREET SWEEPER
DECEMBER JANUARY 2026
Dec. 1 & 2 ISSRD International Conferences 2025
InterContinental New York
Barclay Hotel, New York, N.Y. http://issrd.org/
Dec. 2-4 ALEC States and Nation Policy Summit
Omni Forth Worth, Fort Worth, Texas https://alec.org/meetings/
Jan. 19-22 World of Concrete Las Vegas Convention Center, Las Vegas, Nev. https://www.worldofconcrete. com/en/home.html
Jan. 20-22 Northern Green 2026
Saint Paul Rivercentre, St, Paul, Minn. https://northerngreen.org/
Jan. 20-22 PowerGen International
Henry B. Gonzalez Convention Center, San Antonio, Texas https://www.powergen.com/
Jan. 21-22 City Action Days Lacey, Wash. https://wacities.org/
Jan. 21-23 Alabama City County Management
Association Winter Conference Hyatt Regency Birmingham – The Wynfrey Hotel, Birmingham, Ala. https://www.accmaonline.org/Default. asp?ID=228&pg=Conferences
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