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Demands to grow on systems
Sarah Wright | Editor
Acity can’t exist without water or energy, and sometimes, it’s challenging to meet the growing demands for these resources. For some cities, population growth is taxing small or aging systems. In the West, population growth has complicated the ongoing problem of water scarcity. On the energy, modern technology has had interesting impacts on the U.S.’s electrical grid.
Artificial intelligence has exploded in use as the technology improves in leaps and bounds. However, that use has a drawback as Forbes noted in its March 26, 2025, article, “How AI Data Centers Are Reshaping America’s Electric Grid.” Forbes senior contributor Robert Rapier wrote, “AI data centers are power-hungry operations, often requiring the energy equivalent of a small city. Some estimates suggest that U.S. data centers could consume more electricity by 2030 than entire countries such as Japan or Turkey.”
That’s a lot of energy. Additionally, it’s a lot of water since data centers use a significant amount for cooling purposes. Communities and utility providers are going to have a lot to consider as the need for these centers grows.
In Leesburg, Ind., opposition arose against a plan to rezone more than 500 acres of agricultural land for industrial development with the intended use being for a data center. The Kosciusko County Area Plan Commission meeting in April reached maximum capacity, with community members attending to voice their remonstrations. The potential data center was projected to use roughly 40,000 gallons of water a day with all its buildings for cooling — breaking down to
36,000 for the center itself and 4,000 for employee/general facility use. Attorney Steve Snyder, representing the entities seeking rezoning, noted during the meeting that about 47 million gallons of water a year is currently used toward irrigating the property, averaging around 128,000 gallons a day.
InkFreeNews reporter Liz Adkins wrote, “APC Director Matt Sandy said the proposal received a Land Evaluation and Site Assessment score of 330. He said a score of 260 or higher usually results in a ‘do not rezone’ recommendation.” Ultimately, the Kosciusko County Area Plan Commission unanimously denied the rezoning request. This decision would be backed by the Kosciusko County Commissioners.
Within this issue of The Municipal, we’ll examine different ways cities are meeting demands, safeguarding their communities’ health and continuing to unroll new technology.
In the Minnesota, the city of Woodbury is working on an innovative water treatment project that will remove per- and polyfluoroalkyl from its drinking water. Writer Lauren Caggiano highlights the $300 million project and its impact on the community. On the energy side, two of our writers shine the light on two cities’ different approaches to solar energy. Finally, writer Julie Young shares the big strides being taken by Paw Paw, W. Va., to ensure its community of 410 has updated water and sewer infrastructure in place.
We hope your summers are off to a great start. Let’s all appreciate the water we enjoy and the power that keeps those air-conditioners going! M
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Why tableted chlorine is ideal for remote booster stations and wells
Analyzing municipal chlorination alternatives for efficacy, safety and simplicity
By J. GARY MILLER | Senior Account Executive, Westlake Water Solutions
Municipalities are discovering tableted chlorination at remote well sites, booster stations and elevated storage tanks as a solution for maintaining proper chlorine residuals and overcoming concerns associated with the use of bleach and gas.
Take Spartanburg Water in South Carolina, for example. They are now utilizing automated calcium hypochlorite systems at their Cow Pens and Croft booster station locations. Additionally, Long Island’s Westbury Water District utilizes seven systems on its wells.
According to Spartanburg Water Facilities Maintenance Manager Scott Duff, Accu-Tab® 3075 units installed by Southeastern Systems Inc. of Conyers, Ga., are providing a safer alternative from its previous chlorine gas solution, while also reducing the number of times his team has to make the 14-mile trip from the treatment plant to the remote booster stations.
“Gas requires special attention. If a leak were to develop, you need special kits on hand to stop it,” said Duff. “With Accu-Tab, you get away from that concern, not to mention when we went from gas to a cal-hypo chlorine solution, it improved the water’s pH level.”
Forget going the distance when it comes to remote sites
The chlorination system used at the main plant may not be the best choice for remote booster stations and wells. In short, chlorination is not a onesize-fits-all solution.
And while maintaining consistent chlorine residuals throughout the water distribution system is essential for ensuring water quality and safety, variations in chlorine levels are common. This is especially true in systems with long disinfection transport distances or in sections with low water turnover.
That’s why municipalities sometimes employ booster station chlorination.
Yet, chlorination at remote, unmanned sites, such as booster stations, distant wells and elevated storage tanks, pose their own special challenges. These include chemical transportation, storage, degradation of
chlorine residuals and risks associated with potential chlorine gas releases at unstaffed locations.
These factors raise different chlorine safety issues that can be more difficult to address than those at the primary manned treatment plant. It is also important to note that the majority of these remote applications require a lower volume of chlorine, making the dosing specificity more challenging.
Since chlorine is usually stored at booster stations and wells for several weeks at a time, its strength or stability is critical. This leads to weighing the relative advantages and disadvantages of the different forms of chlorine and methods of chlorine addition, as they apply to the specific needs and safety concerns.
Among all chlorination options, calcium hypochlorite tablet chlorination provides a wide range of stability and safety benefits, along with storage and delivery elements that make it an attractive option for use in remote location chlorination.
Let’s see why!
Gas chlorine questions
Chlorine gas cylinders contain 100% available chlorine, and have the lowest cost of any form of chlorine. When using cylinders in remote sites, considerations include cylinder scales, self-contained breathing apparatuses (SCBA) and process safety management (PSM).
Utilities often have concerns about storing a potentially hazardous gas at an unstaffed site, and there is a need to write an emergency plan and provide ongoing safety training. The emergency response time in the event of cylinder leaks must also be considered. Thus, for some utilities, chlorine gas is a major concern for applications at remote, unstaffed locations.
Not only are cal-hypo erosion tablets easier to transport than bleach, but they also help improve safety concerns around leaks and need for containment structures. Additionally, cal-hypo tablets provide better chlorine delivery consistency due to a lower degradation in storage than bleach.
Westlake Accu-Tab® SI cal-hypo erosion-tablets are packaged in 60-pound pails compared to 150-pound gas cylinders or 575-pound drums of bleach. These NSF/ANSI Standard 60 certified tablets, along with the Accu-Tab® NSF/ANSI Standard 61 certified chlorination system, deliver a more neutral pH level (~9) compared to sodium hypochlorite (~13) with no spill containment necessary, and more precise and consistent chlorination control. And, converting from bleach or gas over to an Accu-Tab feeder system isn’t complicated.
Sodium hypochlorite concerns Sodium hypochlorite (bleach) is often the next alternative considered in place of chlorine gas. Bleach requires care when handling and secondary containment to prevent spills or leaks to the environment.
Liquid bleach is bulky to handle, while corrosion and scale problems with bleach necessitate frequent maintenance and repairs of metering pumps and tubing. Additionally, oxygen outgassing from concentrated bleach solutions can result in gas blockage to feed lines and pumps. In severe cases, lines may rupture under the pressure of trapped gas.
More importantly, sodium hypochlorite does not maintain its original 10-15% strength over extended periods of time, especially in the presence of heat and sunlight. The daily loss of strength in bleach storage containers means there will be a corresponding decline in free chlorine residuals in the distribution system.
The case for cal-hypo
Today, cal-hypo is available in 3-inch round erosion-tablet form. When used with a cal-hypo delivery system, the combination offers key advantages that include more consistent chlorine delivery, ease of transportation, improved safety and shelf-life stability when compared to bleach.
Here’s how it works
Before the chlorinated water is injected into the distribution line, a side stream of water flows through the chlorinator and contacts only the bottom of the lowest tablets inside the unit. Since the surface area for the water contact is a constant, the tablets erode at a predictable rate based on the adjustable-flow setting.
The chlorinated water is collected in a small internal tank and is then injected into the distribution water line by means of a properly sized pump. The units can be controlled manually or through the same control schemes used with the other forms of chlorine, such as residual, flow pacing and compound loop. Including the pump, there are only two moving parts, so the tablet chlorinators require very little maintenance and can run unattended for days at a time.
Final say from Spartanburg Water
“Accu-Tab is a reliable solution,” said Duff. “When we had a gas solution, we had to visit our booster stations every day. Now we only have to visit the chlorine booster stations every two to three days to add tablets.”
For more information, contact Randy Walton, Sr. Manager, Field Sales at wwalton@westlake.com or (913) 298-9673.
An example of an Accu-Tab Model 2150P cal-hypo tablet chlorination system. (Photo provided by Westlake Water Solutions)
Accu-Tab Model 2000P cal-hypo tablet chlorination system schematic drawing. (Photo provided by Westlake Water Solutions)
Walnut Grove, Minn., is a storied community
By JULIE YOUNG | The Municipal
Located in the southwest corner of Redwood County, Minn., Walnut Grove may be home to 900 residents, but it is synonymous with a family that lived in the area over 150 years ago: the family of pioneer author Laura Ingalls Wilder.
While no one will find Nellie Oleson eating candy by the handful in her father’s mercantile, or Miss Beadle teaching class in a one-room schoolhouse, visitors to Walnut Grove will find the small-town values, natural heritage and history associated with the famous book series and iconic television show.
On the banks of Plum Creek
Charles Ingalls was always on the lookout for his next opportunity. After living in the “big woods” of Pepin, Wis., and attempting to homestead a tract of land on the Kansas prairie, Charles moved his wife Caroline and their three daughters, Mary, Laura and Carrie, to Minnesota in 1874. There, they settled into a dugout
ABOVE: Pictured is Grandma’s house at the Laura Ingalls Wilder Museum complex in Walnut Grove, Minn. Although the Ingalls family only lived in the area for three years, they are synonymous with the town thanks in part to the popular “Little House on the Prairie” television series of the 1970s and 1980s. (Photo provided by the Laura Ingalls Wilder Museum)
home along the banks of Plum Creek 1.5 miles north of Walnut Grove.
“It was the funniest little house that we moved into, not much more room than in the wagon,” Wilder recalled in her autobiography, “Pioneer Girl.”
It’s not Oleson’s Mercantile, but Masters Store and Hall offers visitors a chance to see inside the community hub and dry goods store that Laura and her family visited when they lived in Walnut Grove. (Photo provided by the Laura Ingalls Wilder Museum)
“It was dug in the side of the creek bank near the top. Willows were laid over the top of the hole and grass sods laid on them … the grass grew over the roof tall and thick, and it looked just like the rest of the creek bank.”
The Ingalls family ingratiated themselves into the Walnut Grove community. Laura attended school for the first time alongside her sister Mary, and attended services at the local congregational church, led by the Rev. Edwin Alden. However, after two years of failed crops, Charles’ moved his family which now included an infant son named Charles Fredrick to Burr Oak, Iowa, where he took a job managing a hotel. The baby boy died enroute.
In 1877, Charles’ wanderlust led him to move his family, including youngest daughter Grace Pearl, back to Walnut Grove. The town had grown considerably in the two years that they had been away, and for the next two years, the Ingalls family lived comfortably on their homestead and tree claim. The hotelier for whom Charles had worked in Iowa also had an establishment in Walnut Grove, and Charles worked there in the winter. He also rented a room in town for a butcher shop and served as a trustee for the church.
In 1879, Mary Ingalls became ill, suffered a stroke and lost her eyesight. To help care for his eldest daughter, Charles took a position as a bookkeeper, company-store keeper and timekeeper for a group of men working on a railroad expansion near Lake Benton, Minn. Charles sold the family’s land to a local man. They left
The interior of a room is depicted in the onion-domed house on the grounds of the Laura Ingalls Wilder Museum in Walnut Grove, Minn. The space shows how the pioneers lived and the kinds of household items they might have at their disposal. (Photo provided by the Laura Ingalls Wilder Museum)
Walnut Grove that summer, ultimately settling in De Smet, Dakota Territory now located in South Dakota.
A boon for ‘bonnetheads’
Fans of the Little House book series or hit television show are affectionately known as “bonnetheads,” and many of them say a visit to the Laura Ingalls Wilder Museum is a great opportunity to learn more about the real history of the Ingalls family during their time in Walnut Grove.
Established in 1974, the museum’s collections are housed in a series of buildings that include an 1898 depot, a little red schoolhouse, an early settler home and the 1878 Masters Store Hall that Charles Ingalls had a hand in constructing. Visitors can see a quilt owned by Laura and her daughter, Rose, a Bible from the church that the Ingalls family attended and historic letters, photos and articles of the late 19th century.
“Whether you are a fan of the books, the TV show or Laura’s real life, you will find plenty of stuff to learn and do at Walnut Grove’s Laura Ingalls Wilder Museum,” said Sarah Utoff in a Facebook review.
“It really feels like being immersed in her writings,” said Tamara Walberg of Champlin, Minn.
While the original one-room schoolhouse building is now a private residence, this re-creation offers a sense of the space in which Laura and her sisters learned some of their earliest lessons. (Photo provided by the Laura Ingalls Wilder Museum)
“They have done an excellent job in tying the writings to actual history.”
Don’t forget to take part in the Wilder Pageant and Family Festival, which are held each July. The pageant features a live performance each night in which Laura reflects on her life in Walnut Grove and on the banks of Plum Creek, while the Family Festival offers food, fun and festivities for all ages as well as a Laura and Nellie look-alike contest.
Museum curator Palmer Hittesdorf said he is always touched by the enthusiasm and love that Little House fans bring when they visit Walnut Grove. He said it is an honor to share Laura’s story and the rich pioneer history of the community with generations of readers and TV viewers.
“Seeing families connect over the books and the TV show reminds us why preserving this legacy matters so much,” he said. “We are proud to be part of the story that continues to inspire so many.”
Sources:
Wilder, Laura Ingalls. Pioneer Girl: The Annotated Autobiography. Editor: Pamela Smith Hill. South Dakota Historical Society Press. 2014. Pg 64.
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$30 million
San Antonio, Texas, is currently working on a $30 million solar project that will see solar installations placed at roughly 42 sites in the municipality.
Lexington, Ky., has seen 128 solar installs residentially as a part of its Solarize Lexington program.
Find out more about this program on page 22.
Read how Woodbury is addressing PFAS in its system on page 18. 20
Woodbury, Minn.’s, new water treatment facility, set to be completed by 2028, will centralize operations and ensure PFAS removal from the entire system, delivering treated water from all 20 wells.
1 million
Rapidly increasing development is prompting local leaders across northwest Arkansas to prioritize solutions for stormwa ter runoff. The population of the area is expected to reach a million by 2050.
Water & Energy focus on:
$4.5 million
Paw Paw, W. Va., is currently completing a sewer upgrade that began last summer and consists of two phases to rehabilitate and replace aging infrastructure. The entire project costs $4.5 million.
15 MW
By next year, a site off a tree-lined road running between two high schools in Wakefield, Mass., will host a 15-megawatt-hour grid-connected battery that bolsters the utility power grids and provides backup power to buildings in case the grid goes down.
Discover more about how the power- and money-saving battery will work at https://www.canarymedia.com/articlesbatteries/a-massachusetts-town-usesbatteries-to-help-its-grid-and-its-schools.
Sun Prairie, Wis., achieved complete renew able electricity sourcing for city building and infrastructure in March. Even traffic lights and well pumps are now powered with renewable energy, a goal several other cities in the state have also achieved.
Learn more about this large project in a community of 410 residents on page 26.
Read more about this massive on-site solar project on page 30.
Woodbury’s water treatment initiative tackles PFAS for safer drinking water
By LAUREN CAGGIANO | The Municipal
The city of Woodbury, Minn., is taking decisive action to remove per- and polyfluoroalkyl substances (PFAS) from its drinking water through an innovative water treatment project.
PFAS, often called “forever chemicals,” are commonly found in various household and industrial products. Unfortunately, their resistance to breaking down in the environment has led to contamination issues worldwide. Woodbury and neighboring communities have been affected for nearly two decades, according to Woodbury’s Assistant Public Works Director Jim Westerman.
Industry giant 3M, which has operations in nearby Cottage Grove, has been linked to groundwater contamination. The 3M Cottage Grove plant is considered to be the epicenter of PFAS pollution in Minnesota. As such, the PFAS initiative is funded in part through a $720 million settlement between the state of Minnesota and 3M. Westerman said approximately $300 million is being directed to this project, reflecting
ABOVE: The ultimate goal for the permanent Woodbury Water Treatment Plant is to provide water that meets current and future standards. (Photo provided by Woodbury, Minn.)
Woodbury’s status as the largest community impacted by PFAS within the defined settlement jurisdiction.
This issue is compounded by the fact that Woodbury’s municipal water supply relies entirely on groundwater. Initial low-level PFAS detections in 2007 raised concerns, Westerman said. But it was the progressively stringent health guidance values established by the Minnesota Department of Health that necessitated immediate action. Currently, nine of Woodbury’s 20 groundwater wells have PFAS health advisories in place.
“This didn’t happen overnight,” he said. “Instead, it transgressed across several years (as new data become available).”
As Westerman notes, temporary treatment systems using a technology known as granulated activated carbon (GAC) are
Woodbury Assistant Public Works Director Jim Westerman
already in operation. A permanent treatment facility, set to be completed by 2028, will centralize operations and ensure PFAS removal from the entire system, delivering treated water from all 20 wells.
One recurring theme behind this project is a sense of urgency. When the city declared a local state of emergency in 2020, Westerman said they had to act quickly to serve the best interests of residents.
“A team of us got together, and we implemented temporary treatment and the technology we deployed for that was granulated activated carbon,” he said. “We really didn’t have time to study it, to be honest. We had to put a solution in place immediately to get those wells back in service.”
His team effectively bet on granulated activated carbon as a mitigation strategy and built a treatment plant in six months. From there, they implemented an extensive pilot study and conducted evaluations before selecting technologies suited to the unique chemistry of Woodbury’s water. The result is a highly flexible facility capable of using both GAC and ion exchange treatments.
The new permanent treatment facility in Woodbury has set a precedent with its adaptable design, a feature rarely implemented at this scale in the United States. Westerman highlighted the project’s forward-thinking approach.
“We’ve designed that facility to use either carbon or ion exchange, or a combination of those two media,” he said. “This is unique because, often in the United States, people use one or the other, and they don’t
cross back and forth. We’ve set our facility up so I can start with granulated, activated carbon. Then, if a new ion exchange media comes out, we can take that carbon out of our vessels, and we can put ion exchange media. And in fact, we do anticipate using both media in our response to treatment.”
Additionally, the treatment facility accounts for long-term community growth and environmental considerations. Westerman said when Woodbury plotted out the layout of the water treatment plant site, it specifically set aside space for expansion and the adoption of other treatment technologies.
All of this was taken into account in the context of the bigger picture, the city’s master plan. Assistant Engineering Director Tony Kutzke has specific advice for municipal leaders looking to solve similar problems.
“The master planning of their water system is critical, and it may change how their whole system operates, depending on what type of treatment they need to employ and how their existing system operates,” Kutzke said. “We also wanted to make sure that our plan could be built and expanded to serve the ultimate needs of the community upon full development. So
those were all very critical characteristics that we had to identify and plan.”
With that in mind, Woodbury’s efforts extend beyond the plant itself. Seventeen miles of pipeline will be added to connect the facility to existing infrastructure. Kuntze said Woodbury has phased the pipeline work carefully to minimize disruptions for residents.
Transparency and community engagement have been cornerstones of the project. For example, Westerman said the city has hosted open houses and deployed communication strategies like a dedicated website that provides live project updates. These efforts have been met with positive responses.
Westerman recognizes that the project comes with an element of sacrifice, but it represents a significant investment in public health and environmental stewardship. Once completed, the centralized plant will treat up to 32 MGD gallons of water per day, positioning it as one of the largest pressurized PFAS treatment facilities in the nation. For the city’s 85,000 residents, he’s confident that this “once in a generation” initiative promises a brighter future.
Woodbury City Engineer Tony Kutzke
Once completed, Woodbury, Minn.’s, centralized plant will be one of the largest pressurized PFAS treatment facilities in the nation. (Photo provided by Woodbury, Minn.)
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Three H28’s getting ready for shipment
H28 In assembly Going out the door
Lexington continues strides toward sustainability with Solarize
By NICHOLETTE CARLSON | The Municipal
Lexington, Ky., created a sustainability plan in 2012 and recently updated it with the city’s new sustainability program. At a conference, working with Solarize programs was mentioned, and it was thought to be a good fit as part of the Empower Lexington sustainability plan. The goal of Solarize is to help initiate solar sustainability programs throughout the state of Kentucky. When Jada Griggs, sustainability senior program manager, started in her position, the first step was updating the city’s sustainability plan. After that, she was ready to kick off the new solar plan.
Lexington’s Solarize program was started in 2023 with the Kentucky Solar Energy Society. Limited funding was initially given by the city council. The program is only currently available for county residents and helps to reduce the dependency on the electric grid by making it easier for residents to install solar. The city learned the process of vetting installers and chose one solar installer it thought would work best with the program. A request for proposals was submitted, and then the proposals went through a committee review. The city
then chose and recommended the installer on the webpage and media releases. The main target of the program is residential homeowners. However, the program is also open to nonprofits, places of worship and small businesses. Interested parties were then encouraged to fill out an interest form so the city could learn the areas that harbored the most interest, with the possibility of offering a discount rate.
An assessment was then conducted of the home to see if it would be a good fit for solar. The assessment included seeing the
ABOVE: Lexington-Fayette Urban County Government buildings are moving forward with solar energy in order to increase the city’s sustainability and follow the Empower Lexington sustainability plan. Fire station 21 moves the city toward its goal of net-zero emissions. (Photo provided by the city of Lexington, Ky.)
amount of sun or shade the home received, if the roof was a good fit and if there was enough space on the roof for solar. If the roof was deemed a good fit for solar energy, the resident’s information was then shared with the installer. Residents received a step-by-step walk-through of the process of installing solar and worked with the installer to choose the best fit for their home. The contract was then between the installer and the homeowner.
“It helped homeowners feel more at ease with the process,” Griggs explained. The city continued to be available to answer any questions and assist with any concerns. “The first year was even more than I could have imagined,” Griggs stated. “I was blown
It is not just the large, expensive changes that matter. Smaller changes, such as the pickleball recycling program, are just as necessary toward moving the city forward toward net-zero emissions. Simple programs such as this are ways any resident can help. (Photo provided by the city of Lexington, Ky.)
away. We had quite a bit of response and got a lot of interest.”
Over the two years Lexington has been running the program, there have been 128 solar installs residentially with 120 installs being rooftop and eight battery-powered. While solar energy is a large initial investment, eventually it will pay for itself. The resident just has to wait for 11 to 12 years to see a full payback on the investment. However, a reduction in the homeowner’s energy bill will be seen much more quickly. The solar program also helps to raise property values, lower the resident’s carbon footprint and support local jobs.
Those who have participated in the program have all been thrilled with the difference. One Solarize Lexington participant informed the city, “Thank you, thank you, thank you! My system is up and running. Wow, it is really fantastic. What a wonderful overall experience from beginning to end.”
Empower Lexington is a sustainability plan not just focused on solar, but on all forms of sustainability and resiliency for the community as a whole. While the city plans to continue its solar program, it also wants to determine other ways to reduce climate pollution and achieve net zero. Part of that is also an emissions reduction plan. A greenhouse gas emissions inventory was done in 2022 and 2023, and the city is developing an emissions reduction plan. The city council adopted the
With the Solarize program, interested residents fill out a form and the home undergoes an assessment to see if it is a good match for solar. If it is, the resident is matched with an installer vetted by the city to help choose the best option for solar for their home. In the two years of the program, the city has already had 128 solar installs residentially. (Photo provided by the city of Lexington, Ky.)
After learning about the Solarize program during a conference, the sustainability senior program manager for Lexington, Ky., decided it would be a great way to implement a solar energy program in the city and further the city’s sustainability goal. The Solarize program was started in 2023 with the Kentucky Solar Energy Society. The city is also choosing solar when possible with these solar panels on the police station’s west sector gymnasium. (Photo provided by the city of Lexington, Ky.)
In 2024, Lexington, Ky., celebrated its Green Check program award winners. Participants win this award by completing the green check sustainability scorecard with a member of the city’s sustainability team. This helps local businesses work to become more sustainable. (Photo provided by the city of Lexington, Ky.)
Imagine Lexington 2045 plan, which pledges to have net-zero emissions by 2050.
Reduction is not the only key to net zero. Lexington also has a strong tree canopy initiative for planting trees and reforesting bluegrass. Homeowners can pick up native trees to reforest their own yards. The city chooses the right tree for the right location for the most benefit. The city is also working on a So Smart initiative for recycling and composting. If a resident attends a composting workshop throughout the year and lives inside the urban service boundary, they can receive a voucher to help offset the cost of composting. Vouchers are now beginning to be offered outside of the service boundary. The city has also teamed up with the public bus system to collect 1,000 pounds of plastic bags to create a bench that will be placed at a bus stop.
“There is no small initiative,” Griggs emphasized. “One thing for sustainability is to let every resident know that we can’t do everything, but let’s figure out what we can do and do it. We can’t all get solar, but what can we do? We want to get residents thinking forward about what they may be able to do to help.”
The city of Lexington is also working to increase education for residents when it comes to various types of sustainability. “We also need all the other small things,” she noted regarding moving forward with sustainability. The overall goal is to get residents involved in moving toward greater sustainability.
Lexington has teamed up with the city’s public bus system for a plastic bag recycling challenge. The goal is for residents to recycle 1,000 pounds of plastic bags. Once collected, those recycled plastic bags will be used to create a bench that will be placed at a bus stop. (Photo provided by the city of Lexington, Ky.)
Small town, big strides: Paw Paw makes major municipal improvements
By JULIE YOUNG | The Municipal
Located along a portion of the Potomac River known as the Paw Paw Bends, the town of Paw Paw, W. Va., may be a small community of 410, but it is accomplishing big things with several new projects that range from infrastructure improvements, additional amenities in public parks and even a historic designation. Whether it is in the planning stages, pending, or nearing completion, this little town has plenty of exciting things happening.
“Water” we waiting for?
The town is currently completing a sewer upgrade that began last summer and consisted of two phases to rehabilitate and replace aging infrastructure. Phase one included improvements to the town’s sewer processing plant as well as its pump stations, while phase two replaced the sewer lines on the southern portion of the town.
Phase one’s contract went to Ferri Contracting of Canonsburg, Pa.; the work involved enhancing the sewage lagoon’s air quality and installing a new barscreen
at the pump station to catch debris. Workers also dredged the solids from the lagoon space and rehabilitated some buildings with replacement piping. Carl Belt of Cumberland, W. Va., was awarded the contract to replace the sewer pipes for the second phase of the project.
“The total project cost was $4.5 million,” said Paw Paw town clerk Ron Davis, noting that the project was paid for with a $2 million grant from the West Virginia Infrastructure and Jobs Development Council, a $1.85 million grant from the West Virginia Water Development Authority Economic
ABOVE: Paw Paw, W. Va., may be small, but it is making some big strides and is always willing to extend a warm welcome to residents and visitors alike. (Photo provided by Paw Paw, W. Va.)
Grant, $25,000 from the town of Paw Paw’s American Rescue Plan and money from the Department of Environmental Protection’s Clean Water State Revolving Fund.
Many of those same entities are behind the town of Paw Paw’s water upgrade, which is set to begin soon. In July, the town received a $1 million grant from the West Virginia Infrastructure and Jobs Development Council and, coupled with funds from the Drinking Water Treatment Revolving Fund, the town secured $3.75 million to help complete the work. Davis said that the engineering has been completed and the project should be out for bids soon.
“Our current water supply is pumped from the Potomac River and treated at our water plant on Bethel Road,” he said. “The current plant was built in the early 1980s
The old town of Paw Paw’s mayor’s office and jail is one of 17 sites in West Virginia that have been named to the National Register of Historic Places in 2023. (Photo provided by Paw Paw, W. Va.)
and is in bad condition. To make matters worse, the manufacturer of the equipment is no longer in business. There is also a need to replace water lines on the southern end of town.”
John Cole and the team at RK&K engineering has proposed that the town use groundwater instead of river water to supply the town because it will be easier and less costly. They plan to upgrade the system by drilling two wells near town hall and construct a small building near the two wells to treat the water while using the two present water storage tanks to gravity-feed the town. The current water plant will be used as a maintenance building.
“The projected cost is about $4.5 million, which is much less than the projected cost of $8 million to upgrade our current plant with river water processing equipment,” Davis said.
But wait … there’s more
The upcoming improvements don’t stop there. The town of Paw Paw will rehabilitate its old 1937 fire house into a community center thanks to a $725,000 earmark from Senator Shelley Capito for the project. The Paw Paw Fire Department opened its new station in May 2023, leaving the previous location vacant and in a perfect position for repurposing.
The town has also received a grant to help with the purchase of a 2025 Police Inceptor Ford F-150 truck for the police department as well as Transportation Alternatives Program and Federal Lands Access Program grants to engineer the upgrades to the sidewalks from Lee Street to the Paw Paw Library and improve access to the parks and C&O Canal.
Speaking of parks, the town of Paw Paw maintains two parks, one of which is on the southern end of town and features a ball field and pavilion while the one on the northern end of town
Current projects around Paw Paw include a water and sewer project that will change how the community obtains and treats its water supply. Rather than take water from the Potomac River and treat it on Bethel Road, the town will use groundwater and drill two wells near town hall while using the current treatment plant as a maintenance building. (Photo provided by Paw Paw, W. Va.)
boasts a walking trail and visitor’s center. Davis said that grant applications have been submitted to add volleyball, basketball and pickleball courts. Other additions include a pavilion and pavement to the trail and parking areas.
“We are also pleased to announce that the town’s old town hall, built in 1893, has recently been added to the National Historic Register and will be opening soon as a museum that will display old artifacts from the town when it was established in 1891,” he said. “The town of Paw Paw has a lot going on, thanks in part to its employees; town, county, state and federally elected officials, town residents and the Eastern Panhandle Regional Planning and Development Council (District 9). We hope you can stop by and visit while traveling through town!”
Paw Paw’s historic fire station, built in 1937, will be converted into a community center thanks to a $725,000 earmark from Senator Shelley Capito. (Photo provided by Paw Paw, W. Va.)
San Antonio’s ‘ambitious’ solar project making good progress
Pictured is a view of downtown San Antonio, Texas. (Photo by Denise Fedorow)
By DENISE FEDOROW | The Municipal
In 2023, San Antonio, Texas’s, city council approved the $30 million solar project for 42 sites, reportedly the largest municipal on-site solar project with a completion date of fall 2026. The Municipal checked in to see how the project was progressing.
Deputy Sustainability Officer Golda Obinzu said 42 sites in that time frame might’ve been “ambitious,” as the city hasn’t completed as many sites as it had aimed to by now, but she believes it will achieve the 13 mega watts of solar contracted, whether that will be 38 or 42 sites. Right now, San Antonio is on track to be within the $30 million cost.
Obinzu said in fiscal year 2024, which encompassed October 2023 through September 2024, the city completed six sites.
“The first site we were able to energize was our Jean Yates Community Center,” she reported and added it was a rooftop installation. The building falls under the parks and recreation department.
“We had to coordinate the installation of panels, shutting down power with CPS Energy, etc.”
Other projects completed the first year were rooftop installations on the Southside Lions Senior Center, a Pre-K 4 San Antonio East and the Melendrez Community Center. Parking lot canopies were installed that year at West Police Substation and Southwest Service Center, which Obinzu said was the largest one.
She said that first year officials learned coordination was key. “We saw that there’s more to coordination than we thought. If there were cameras, we had to call in the IT people, for example, or the coordination involved when we have to shut down the power.”
This fiscal year, from October 2024 to the present, San Antonio has completed another seven or eight projects.
“We did our first fire station,” she said.
Fire Station #37 was a rooftop installation. Other rooftop installations included at the Garza Community Center and the San Antonio Fire Department Service Garage. Workers installed parking lot canopies at the West Police Station and Northeast Senior Center and installed rooftop and parking lot canopy
installations at Cliff Morton Development and Business Services Center, the John Igo Library, which was completed in February, and at the Public Safety Answering Point. That last installment was “the largest to date, almost a megawatt,” according to Obinzu. It was completed in January 2025.
Obinzu said, “There are 10-12 more projects in the works for this fiscal year, so we’re hoping to get 18-20 under our belts this year. Then, in 2026, we hope to complete whatever is left.”
When asked if the systems are wholly solar, she said, “All these solar systems are behind the meter. When we did the RFPs to vendors, we asked the solar systems be sized no more than 80%.”
The systems average around 70-80%, and some, because of the size or output of the facility, could be 60-70%. She explained there were a couple of situations, like at cooling centers, where they are battery-ready in case the city should want to go that route in the future, but for now, if power goes down they don’t want the solar systems producing energy because of the inter-connection agreement with CPS Energy, the municipalowned electric and natural gas utility, and said basically that was for safety reasons.
Obinzu was asked if the solar shade canopies for pickle ball courts and basketball courts were happening, and she responded they weren’t feasible at this time, though that could change in the future.
Impacts and challenges
Concerning the solar project’s impact, she said, “One thing it does is lower what the city pays for utilities for that department.”
She explained any savings achieved are used to pay back the debts incurred from the projects the state loans, certificates of obligation and direct pay tax credits through the Internal Revenue Service under the Inflation Reduction Act.
Deputy Sustainability Officer for the city of San Antonio, Texas, Golda Obinzu said the $30 million solar installation project is on track. (Photo provided by San Antonio, Texas)
As for the parking lot canopies, she’s heard that employees are arriving at work earlier in order to get a shaded parking space.
“Here in San Antonio, if you’re parked outside, it can get up to 110-130 degrees in your car. It’s about 30 degrees less under the canopy, so that’s a big difference,” she said. “And it helps keep the greenhouse gas emissions reduced. That’s a big benefit for our department but directly for employees shaded parking is a big benefit.”
As to whether or not the departments would directly benefit from the savings once the debt was paid, Obinzu said no. The city has entered an operations and maintenance agreement with Big Sun Solar.
“We don’t want departments to have the sole responsibility for these, so on a quarterly basis, Big Sun will maintain per our O&M agreement. These panels generally have a 25-year life span,” she said.
When asked about the project’s challenges, she said, for her, it was getting the initial approval.
“Surprisingly, the challenge was it took about two to two and a half years to develop the RFPs and go through the procurement process because they haven’t done anything like this before. So, to me, getting
the council’s approval was a challenge. My boss might not agree with that, but once we got the green light, implementation is my specialty.”
Obinzu said she’s been with the city for 10 years, so she’s developed relationships with people in other departments, which helped when they had to present implementation plans to them. She admitted coordination was a little tricky at first sometimes. “But so far, we’ve been successful because they want it.”
Especially once the departments see a project completed somewhere; it makes them more eager to have their site done.
Obinzu was asked if she was concerned that some national challenges might affect the project, like funding freezes for some energy projects and potential tariffs, for example. She replied that funding hasn’t been an issue as of yet. The city is using state loans, and she said, “So far, on the federal level, the IRS hasn’t been touched, so we can submit for rebates (on direct pay tax credits), and I’ve heard some cities have received checks.”
As for the tariffs, they might have an impact. She said the panels are made locally, but it’s possible that inverters or other electrical components could be affected in the future. She explained when the city approved the $30 million project, it wasn’t a blanket approval. The vendor is getting approval site by site a statement of work. For example, the vendor is told for a community center this much money is available for that particular site, and they move forward like that, piece by piece.
“So, for fiscal year 2026, if the cost were to significantly increase, we’d have to sit down and talk about that, so that’s a good question.”
Goals remain the same
Forty-two sites completed remains San Antonio’s goal, but Obinzu explained, “What’s contracted with Big Sun Solar is they must provide the city with 13 megawatts, so whether that is 38 sites or 44 sites, but we will achieve the 13 megawatts.”
She said San Antonio has plans for all the sites. So far, the city is on track for the $30 million cost as well. “So far we haven’t had to amend any costs. We’re coming in within budget.”
As for what savings the city expects to see from this project, Obinzu said, “We’re estimating a reduction of 11% of the city’s current energy consumption, and we estimated over 25 years a cost savings of $7 million to $11 million; that’s based on 42 sites.” She added, “We’re trying to get to net zero, that’s a pretty big goal as the city has about 300-400 facilities.”
In a Feb. 12 press release about the commissioning of the Public Safety Answering Point facility, San Antonio Mayor Ron Nirenberg was quoted as saying, “One of our key municipal strategies is to reduce building energy consumption for all municipal buildings by 2040. With this installation and the future completed sites, we are making significant strides toward that goal. These solar PV installations will not only help us improve our municipal building energy efficiency but also result in cost savings, shade and weather protection and local jobs.”
Obinzu said the city pays about $38 million annually in electricity costs, so with the 13 megawatts of solar, it will get to an 11% offset. Obinzu didn’t hesitate when asked if she had advice to share, saying she gave a couple of presentations where she was asked “If you could do it all again,” so she readily shared that even before cities get to the RFP stage, get everybody involved.
“And I mean everybody! We had like 11 departments involved. The city has 40 departments. You need to have IT folks, finance folks, risk department or insurance folks, maintenance the departments you don’t think about getting on board need to be at the table from the get go,” she said.
These departments may think of things that others do not. Obinzu mentioned the discovery that one of the canopy designs obstructed cameras. Her other piece of advice was to “line out for vendors what the city expects the vendor to do, and what the city is going to do.”
Chief Sustainability Officer Douglas Melnick was quoted in that Feb. 12 press release, also, saying, “San Antonio continues to set an example with innovative initiatives like this one.”
The solar parking lot canopy is a welcome addition at the Public Safety Answering Point in San Antonio. (Photo provided by San Antonio, Texas)
One of the largest solar parking lot canopies was installed at the Southwest Service Center in San Antonio, Texas. (Photo provided by the city of San Antonio Office of Sustainability and Big Sun Solar)
Roseville electric utility director doesn’t take power for granted
By JANET G. PATTERSON |
It’s quite a leap to go from living off the electrical grid to being the electric utility director of Roseville, Calif., but Daniel Beans has made the transition with grace.
Even Beans sees the irony in a move his parents made from their city of 2,000 residents in northern California to the countryside outside town, where there was no electricity and no phone. “We heated water with the sun during the summer and a wood stove in the winter. We used kerosene lamps for lights, and as a teenager, I listened to Casey Kasem’s Top 40 using a car battery and car stereo in my room.”
After high school, Beans went to college but dropped out at the end of the first quarter. “My major required taking calculus, a subject I was academically, socially and emotionally unprepared to take.”
His trip back to full-time college studies took five years and included working in a gas station; enrolling in a community college, where he explored majors like literature, anthropology and geology, earning a private pilot’s license and learning how to throw pottery on a wheel.
When he eventually returned to Point Loma Nazarene University, Beans graduated with a Bachelor of Arts degree in his original major, engineering/physics.
His post-college career took him to the San Francisco Bay area, where he worked as a defense contractor. Next, he moved to Redding, Calif., to work as a consultant primarily on engineering projects for NASA Ames Research Center. During those 13 years, he earned professional electrical engineer licenses in both California and Oregon.
In Redding, he also began to work as an electrical engineer for the city electric utility, where he was promoted to engineering manager, finished a master’s degree in public administration and was then promoted to assistant director of resources. In 2015, he became assistant director of transmission and distribution and later won the job to lead the utility as the director.
In 2022, he moved 150 miles south, to Roseville, to take the position of public utilities director.
“I knew Roseville well, as we are part of many of the same joint action agencies and associations as Redding,” he said. He added that Roseville “had a great reputation in our industry circles.”
Roseville Electric was established in 1912 and is a department of the city of Roseville. It has 200 full-time employees. Beans said the utility is an enterprise fund that has “various regulatory requirements that vary from the city.” The city council serves as the utility commission.
“We have an appointed utilities commission too, but their role is advisory only. The city council approves our rate cases and all contracts.”
Because of Roseville Electric’s reputation as the best in California operationally Beans said his first priority when accepting the director position was “not to mess up a great organization.”
His second priority was to ensure that members of city management and the city council understood the power business enough to make sound decisions that promoted the values of the community: reliability, followed by affordability and then sustainability. Roseville Electric’s customers expect exceptional value for their rates, he knew.
He spent his first year in Roseville developing a new strategic plan that involved an aggressive reorganization forced by some high-level
The Municipal
Daniel Beans was named director of the Roseville, Calif., Electric Utility in 2022. (Photos provided by Rossville, Calif.)
One of Roseville Electric’s recent outreach projects was hosting the 2025 APPA Lineworkers Rodeo. No horses or bulls here — just poles and electrical equipment where line workers could show off their professional skills. The event attracted nearly 10,000 participants and spectators.
retirements. There were also unfolding transformer supply chain issues as well as the issue of rate increases.
Primarily because of very low natural gas prices, between 2014 and 2020 Roseville Electric had no rate increases. “After 2020, U.S. and California energy policy, along with Russia invading Ukraine, natural gas prices spiked. We had to raise rates 8 percent for two years, hoping gas prices would settle down.”
Instead, they stayed high. “In California, the constrained electricity market and other factors forced us to make the temporary increase permanent and then raise rates another additional 18 percent within a few months.”
Even given those hefty increases, Beans said Roseville Electric customers pay less than half what their neighbors are paying to stateregulated, investor-owned utilities.
The move from Redding to Roseville also gave Beans an opportunity to increase his involvement in the mission of public power not only statewide, but regionally and nationally. That’s when he became president of the California Municipal Utilities Association, the primary voice of community-owned electric, water and wastewater entities in California.
While still in Redding, he was appointed to the board of directors of the American Public Power Association, the voice of not-for-profit, community-owned utilities powering 2,000 town and cities across the country.
Beans, center, has a number of leadership roles with various joint action agencies as well as responsibility for advocacy and education both locally and nationally.
His work in Roseville and his involvement with APPA brought him into the Light Up Navajo initiative, a joint effort between APPA and the Navajo Tribal Utility Authority. The mission of LUN is to bring electricity to the 13,000 Navajo households that have no power.
The 27,000-square-mile expanse of the Navajo Nation covers four states and is the largest Native American territory in the U.S. It accounts for 70% of unelectrified households in the country. Beans explained that without power, those homes have no access to running water, reliable lighting, modern heating and cooling or appliances like refrigerators and microwaves. A family may use portable coolers filled with ice for food preservation and will often drive 90 minutes each way several times a week to fill 250-gallon plastic tanks for water for cooking, cleaning and drinking.
In 2023, LUN successfully connected 159 new Navajo Nation homes to electricity. In 2024, the number was 170. The total to date is more than 850 homes.
“The Light Up Navajo project changes the lives of everyone involved, including those providing power and those receiving it for the first time,” he said. Beans cited the example of a 93-year-old Indian man who had received power to his home for the first time in his life.
While the average cost of connecting a home to the grid is $40,000, the donation of utility crews and equipment by public and other power industries brought connection costs for the LUN project down to about $8,000 per home, meaning more power could be provided to more homes, faster. Beans said this is only one example of the long history of Roseville Electric’s providing aid to communities that have never had or have lost power.
He is incoming vice chairman of the APPA executive team in June. He also serves on the APPA CEO Climate and Generation Policy Committee; the Wildfire Working Group; and is a member of the Electricity Subsector Coordinating Council, which is the industry’s primary coordination point to the federal government. The ESCC tackles issues from mutual aid during hurricanes and wildfires to physical and cyber security.
St. Louis to introduce municipal ID card
By DANIELLE LUND | The Municipal
In an effort to make identification more accessible and inclusive to all its residents, the city of St. Louis, Mo., is planning to introduce the Gateway Card — a municipal ID card that not only seeks to serve as identification, but also help residents connect to services and businesses, as well as with each other.
Years in the making and the culmination of significant collaborative efforts between city government leaders, community advocates and service providers, the Gateway Card has the potential to become a primary tool for civic engagement and empowerment.
The Gateway Card is the product of continued advocacy within the city. Alderwoman Daniela Velázquez, who sponsored the legislation that created the program, refers to it as a “people-driven process”
shaped by the residents of St. Louis, not just for them. “There was a fantastic, committed group of advocates and constituents who were hungry for this to happen,” Velázquez stated. “We wrote the legislation with their voices as the top priority, and it was unanimously passed by the board of aldermen.”
The American Civil Liberties Union and local advocates were among the first to call for a municipal ID, arguing the importance of identification in everyday life. From
ABOVE: St. Louis, Mo., Gateway Card is the product of continued advocacy. The American Civil Liberties Union and local advocates were among those who called for a municipal ID, arguing the importance of identification in finding housing, employment, health care and banking in the Midwestern city.
finding housing and employment to health care and banking, the ID card rollout would change at-risk individuals’ lives in real time, supporters of the idea said.
Weighing access against security was one of the biggest hurdles in launching the Gateway Card. “You always have to balance with any piece of legislation, making the policy and deciding how to make it work so that it can be responsive to community needs,” Velázquez said. The staff deliberately did
not want to over-regulate or make it burdensome to enroll and reserved space for flexibility for the program manager and for growth of the program over time.
As Theresa Bush, St. Louis director of communications, put it, conveying the concept and earning the trust of various stakeholders was a key concern.
“The greatest developmental challenge was finding the balance between accessibility and security,” she explained. “We wanted to create something that would address residents where they are, yet still be secure enough to be trusted by institutions.”
The doubt concerning whether institutions such as St. Louis Community Credit Union, which pledged to take the Gateway ID as valid to open a bank account, would indeed do it proved to be unwarranted. Nevertheless, Velázquez stated, “There were a lot of letters of support, including one from one of the largest food pantries in the city,” she said. “People understood the need, especially for homeless individuals and victims of domestic violence, who often have no form of ID.”
The Gateway Card will be rolled out this summer or in early fall through in-office appointments. Internet applications could be down the line, but for now the city will begin with a secure and convenient procurement process. Additionally, applicants will receive their IDs on the same day they come in, an enormous convenience for those in urgent need.
To obtain a card, residents will need to present other forms of identification and residency. The program will provide options for those who are not in a position to offer a continuous address; letters from homeless shelters or welfare agencies will be acceptable, using agency addresses as a proxy. Access for St. Louis’s linguistically diverse constituency will be facilitated through multilingual assistance.
Most excitedly for all, the card will be offered for free.
“We did not want to have any barriers at all,” Velázquez said. “Rather than instituting a sliding scale or taking money, we thought that it should be free so that everyone can truly be involved in the life in their community.”
While not a substitute for a state-issued ID or Real ID, the Gateway Card will provide general access to city services, discounts
and collaboration with local businesses and cultural institutions. “We’re anticipating partnerships,” Bush said. “Several businesses have already pledged to accept the Gateway ID and offer discounts, and we invite others to reach out to us.”
The city is working with transit agencies, nonprofit agencies and banking institutions to increase the card’s use. A photo ID can unlock crucial services such as work opportunities, housing, social services and banking that other residents take for granted but that remain inaccessible to those without identification.
While the card will not be usable for voting or buying age-restricted items, it may be accepted by banks and police. City government officials are lobbying to make those groups understand the program and its benefits.
In creating the Gateway Card, officials sought the advice of other cities, including Kansas City, New York and Chicago. Those cities have already implemented similar programs and developed best practices in verification and fraud prevention.
The Gateway Card will not expire often. It will be valid for five years for children and 10 years for adults under age 65. It will have no expiration for seniors 65 and older as long as their data is up to date, an example of removing the stress of renewal on a regular basis, especially for vulnerable populations.
In order to get the Gateway Card to as many residents as possible, city representatives are meeting with community partners to raise awareness and support. As the launch date approaches, they will begin wider outreach and marketing efforts.
Success will be measured through several metrics: number of cards issued, diversity of populations served, partnerships formed and user feedback. “We’ll evaluate regularly and remain responsive to the needs of the community,” said Bush. “This is about creating something that’s living and evolving.”
Despite a few naysayers, the community has largely been receptive. “People are hungry,” Velázquez said. “There’s going to be resistance to anything new, but most recognize the Gateway Card for what it is: an opportunity to belong, to access, to engage.”
St. Louis officials already are looking to the future, with ideas to increase the functionality of the card and establish further partnerships down the line. The dream is
Alderwoman Daniela Valazquez speaks at a press conference held during the signing of the Gateway Card bill. Behind her, from left, are former St. Louis Mayor Jones and St. Louis treasurer Adam Layne. (Photo provided by St. Louis, Mo.)
that the Gateway Card will not only address the municipal identification void but also build community and promote civic engagement.
Former St. Louis Mayor Tishaura O. Jones signs the bill for the Gateway Card in January 2025. (Photo provided by St. Louis, Mo.)
Rapid City’s Vision Fund: Looking ahead to transformational investments
By DANIELLE LUND | The Municipal
After a week packed with presentations, public discussions and on-site evaluations, Rapid City’s Vision Fund Citizen Committee has concluded its public hearing process for the 2025-2029 Vision Fund cycle. Over the course of four days, 29 project applicants, ranging from youth athletic clubs to city departments and cultural organizations, made their case for a portion of the $12 million in capital funds allocated by the city council for community-driven initiatives.
Now, the real deliberation begins. The nine-member committee, composed of citizen volunteers appointed by the mayor, is tasked with a major responsibility: evaluating the long-term value, feasibility and impact of each project before submitting recommendations to the city council, expected in late May or early June.
ABOVE: The Monument includes the Summit Arena, which was approved by voters in 2018 for use of Vision Funds to replace the original Civic Center Arena that was built in 1977 and was the original intent of the Vision Fund when it was approved by voters in 1972, just weeks before the tragic Rapid City Flood of June 9, 1972. The Civic Center Arena is still utilized as part of The Monument facility as a field house for various events. The Monument contains the Summit Arena, the Barnett Field House, the Ice Arena, Fine Arts Theatre and numerous exhibit halls and meeting rooms. (Photo provided by Rapid City, S.D.)
This year’s funding round is part of a larger legacy that stretches back over 50 years, one rooted in both tragedy and transformation. According to Darrell Shoemaker, communications coordinator for the city of Rapid City, the origins of the Vision Fund trace back to the catastrophic June 9, 1972, flood, which claimed 238 lives and devastated the heart of the city.
ABOVE and BELOW: The Vision Fund was set up in 1972 to build the Rapid City Civic Center facility. Beginning in 1995, Vision Fund resources have been utilized for over 100 community projects, including the Canyon Lake Dam restoration and the Horace Mann city pool. (Photo provided by Rapid City, S.D.)
“Incredibly, just months before that tragedy, the community had rallied around a proposal to build a new civic center, supported by a half-cent sales tax,” Shoemaker explained. “After the flood, people could have easily said, ‘Let’s set this aside.’ But the decision was made to move forward. That civic center, the one we know today as The Monument, is a symbol of how this city chooses resilience.”
It wasn’t until 1995, though, that the Vision Fund itself came into being. Voters again went to the ballot to dedicate a portion of Rapid City’s sales tax revenue toward large-scale capital projects that serve the public good. The fund is supported through a two-cent sales tax: one cent for the general fund and another penny for capital improvements, with 42% of that capital penny going directly to the Vision Fund.
“Every five years, a group of everyday citizens comes together to assess and recommend which projects should be funded,” Shoemaker said. “This kind of local democracy is what makes the Vision Fund special. It ensures that the people of Rapid City are shaping the future of Rapid City.”
Funds helped renovate Dinosaur Park, an iconic Rapid City attraction that was constructed in 1936 as a Works Progress Administration project. Among the improvements were major ADA updates. The project concluded in August 2024. Pictured, is Mayor Jason Salamun and some of the hundreds who showed up for the ribbon-cutting event. (Photo provided by Rapid City, S.D.)
Since its creation, the Vision Fund has supported 104 projects totaling over $212.7 million. The city is currently in its eighth cycle of funding. Noteworthy projects include the Canyon Lake Dam reconstruction, the ADA-compliant Summit Arena, upgrades to little league fields, and the construction of community gyms at South and West Middle Schools that serve both students and residents.
“This fund isn’t just about big-ticket items,” Shoemaker said. “We’ve helped fund everything from flagpoles at veterans’ organizations to facilities that support youth sports, culture and accessibility. It’s a wide range.”
This year, the city received 32 applications after putting out a public call for submissions. After a preliminary review, 29 proposals met eligibility criteria and moved forward. Those 29 projects collectively requested $74 million in funding, which is far more than the $12 million available.
“There’s always more need than there is funding,” Shoemaker acknowledged. “That’s part of the challenge and why the committee’s work is so important. They’re trying to strike a balance
Vision
between community impact, financial responsibility and long-term benefit.”
The proposals run the gamut in scope and vision. On the large end, the Black Hills Sports Commission requested $10 million to support a regional sports complex. The Black Hills Rapids Soccer Club applied for $3.5 million to install synthetic turf and field lighting, while the Rushmore Swim Team asked for $2.6 million to enclose the city’s only 50-meter pool, located at the Roosevelt Swim Center.
Public agencies also submitted high-impact proposals. Public works seeks $8 million to revamp its Streets and Maintenance Campus, while parks and recreation submitted multiple requests totaling over $20 million to upgrade playgrounds, restrooms, irrigation systems and trailheads across the city.
On the public safety side, the fire department submitted three proposals totaling $6.75 million, including one for a new station and another for a training center. A joint proposal from the fire and police departments asks for $3 million to create a cold storage facility that could serve both evidence storage and emergency operations.
Cultural and grassroots organizations also made strong showings. Storybook Island, a beloved Rapid City attraction, is requesting $1.2 million to build a multipurpose facility for events and educational programming. The Journey Museum submitted a proposal for $400,000 to support an expansion and help seed a long-term endowment.
Some smaller but innovative requests include a $172,000 proposal from the Rapid Creek Recreation Corridor to create an in-stream recreational space within the city’s core and a $1.4 million request from the Black Hills Area Habitat for Humanity for a first-time land trust initiative aimed at increasing access to affordable housing.
While the committee has just completed its site visits and public presentations, they still face weeks of deliberation before finalizing recommendations. “We’re on a better timetable this year,” Shoemaker noted. “The first meeting was held in March, and we’ve now completed all site visits. The next few weeks will be critical.”
Each of the 29 applicants had 20 minutes to present their projects and answer questions from the committee during public hearings held April 22-25 at city hall. These sessions were open to the public and are now available online for those who want to follow along.
The committee itself reflects a cross-section of the community. “We encourage residents to stay informed and participate in this process,” said Shoemaker. “The Vision Fund is your fund. It’s built by your tax dollars, and it’s meant to reflect your priorities.”
One consistent challenge facing the committee is determining how to equitably distribute limited funds while still supporting projects that can deliver wide community benefit. “There’s no easy answer,” Shoemaker admitted. “But the process is built on transparency and accountability. It’s not about flashy presentations. It’s about long-term community impact.”
Some of the Vision Fund is still allocated to paying down the city’s investment in the Summit Arena, and Shoemaker noted that the council may also choose to earmark a portion for economic development initiatives, adding another layer of complexity to the committee’s recommendation process.
Still, for Shoemaker, the Vision Fund is an enduring symbol of what can be achieved when a community invests in itself. “The Vision Fund is about transformation,” he said. “Whether it’s a new
The Vision Fund has been utilized to build community facilities, such as the South Middle School and West Middle School Community gyms. These gyms are attached to middle schools and utilized by the community for recreational and community projects, activities and events. (Photo provided by Rapid City, S.D.)
Fitzgerald Stadium was built in 1957 in just a few months to field a new team for the popular Basin League summer college baseball program that fed many players to the major leagues. The stadium is home to the Rapid City Post 22 American Legion program and has hosted numerous Legion World Series and Central Plains Regional tournaments. Major renovations to the field were completed with Vision Funds a couple years ago, and the stadium is already hosting various large regional tournaments. (Photo provided by Rapid City, S.D.)
playground in a neighborhood or a regional facility that brings people to Rapid City, these projects define who we are and who we want to become.”
City officials expect the committee’s recommendations to be presented in late May or early June, followed by city council review and approval in the following months. For more information on the Vision Fund, visit www.rcgov.org or contact the mayor’s office at (605) 394-4110.
Decades-long revitalization breathes new life into old mill city
By JENNIFER BARTON | The Municipal
Nestled on the border with Rhode Island, an hour’s drive from the state capital of Boston, Mass., Fall River is a mill town from a bygone era. Possibly most infamous as the home of Lizzie Borden, accused of murdering her father and stepmother with an ax, Fall River has also produced celebrities such as chef Emeril Lagasse and TV news journalists Morton Dean and George Stephanopoulos.
Unfortunately, the city fell into decline as the textile mills that once made up its economic lifeblood began closing in the years following World War I. It even filed for bankruptcy many years ago.
However, leaders in Fall River have taken steps toward revitalization, using the resources and buildings available to breathe new life into this town of 90,000 people. Kenneth Fiola Jr. of Bristol County Economic Development Consultants has been involved in the project since 1988.
“The beauty of our agency is that we’re an independent agency, but we’re comprised of community leaders — bank presidents, educational leaders, businessmen and women, civic activists,” Fiola noted.
The firm has provided services to Fall River for a decade prior to Fiola’s time there — exceeding 40 years and an estimated 12
different mayoral administrations. This has allowed for a consistency in economic development since 1978, he said.
The city’s location on the eastern shore of Mount Hope Bay, at the mouth of the Taunton River, provides a unique opportunity to attract jobs and residents. Mayor Paul Coogan, now in his fifth year leading the municipality, spoke about its prime placement.
“We have a great location; we’re 15 minutes from the ocean, an hour to Cape Cod, half hour to Newport, 20 minutes to Providence, so people do like our location,” he said proudly.
From its early days, Fall River relied on the water for industry. Starting in the late 1800s, it maintained an extremely popular steamship line that connected New York City to Boston and places in between. The
ABOVE: Through redevelopment, the city of Fall River is striving for economic development, where people work, live, shop and go to school in Fall River. (Photo by Rick Snizek)
Fall River Line shut down during the Great Depression.
The waterfront is breathing new life into the city. Fiola noted that “you can’t make water,” but “people are again gravitating toward waterfront communities.”
“We figured the waterfront could be a big asset to us, so we thought to recapture it.”
He spoke about the difficulty in reclaiming the natural resource. An elevated highway cut off the riverfront from the rest of the city, making travel between Providence, R.I., and Boston much more efficient but reducing access to the waterfront.
Fiola reported that the BCEDC worked with Fall River to build two new industrial parks and put forth plans for waterfront revitalization.
In the early 2000s, a study determined that the city would do well to eliminate the elevated highway and remove many of the spaghetti ramps connecting roadways to that highway. The study estimated that the
project would take 20 years, a number Fiola originally scoffed at. He quickly realized that securing the funding alone would take years.
Removing the highway took $130 million, and the connection ramps another $270 million, both from state and federal funding. The changes to the highway system opened 22 acres of developable land, creating 61,000 square feet of commercial retail and restaurant space and adding 2,200 parking spaces overall. The waterfront now boasts the Fall River Heritage State Park, with a mile-long boardwalk, Battleship Cove and the historic Lincoln Park Carousel.
Additionally, the whole eastern half of the city is part of an enormous bioreserve. “It’s just amazing that half of our city is part of a 16,000-acre tract of land that’s preserving water,” said Sarah Page, executive director of the Fall River redevelopment authority. It also contains a 20-mile hiking trail.
Senator Thomas Norton City Pier was acquired years ago by the redevelopment authority because the land around it was contaminated with polychlorinated biphenyls, or PCBs. To reclaim the land, the contaminated soil had to be removed and capped. The area is now a 3½-acre open space with walking paths along the edge of the water, a pier that stretches into the Taunton River and a dock that can accommodate 15 boats.
Page stated that the area has become “a real event space” for things like a family-friendly kite flying day and food trucks.
This June, the project received the Brownfields-Remediation Project of the Year award from the Environmental Business Council of New England, an honor given to a Superfund site that serves as an example of excellence in overcoming the challenges involved in the remediation process.
Another critical aspect of the waterfront study was the reestablishment of a 52-mile rail line between Fall River and Boston to decrease travel time to the capital city. On March 24 the South Coast Rail Project reconnected Fall River, Taunton and New Bedford to Boston after more than 50 years. The project cost $1 billion and saw its own setbacks.
“From the early 2000s to now, we spent a lot of time advocating for securing funding to move these projects forward,” Fiola said. During that time, local government saw many changes in leadership.
Work is done outside Commonwealth Landing, a repurposed building that now serves as apartments. (Photo by Rick Snizek)
By repurposing roughly 12 old mill buildings scattered throughout the Fall River, 1,450 apartments have been added. Pictured is Commonwealth Landing Lofts. (Photo by Rick Snizek)
Fall River is home to the American Blanket Company, known for its custom and oversized blankets, which are made in the U.S. (Photo by Rick Snizek)
“Keeping everybody moving in one direction over the course of 15 or 20 years was not easy, but we were able to do it.”
He hopes to see the improvements to his hometown draw younger populations to Fall River. By repurposing roughly 12 old mill buildings scattered throughout the city, 1,450 apartments have been added.
“The workmanship in these mill buildings is phenomenal,” Fiola stated. He pointed out that the hardwood floors and other reclaimed features are ones that could not be replicated today.
He called the rehabbed mills-turned-apartments “major components” of the neighborhoods in which they stand, increasing property values as well as preserving the historic buildings. Fiola estimated that roughly $4 million in private investments accompanied the money the city put into those properties. As soon as apartments are available, they become waitlisted, demonstrating the demand for living space in Fall River.
According to Fiola, most residents of the city are generational.
“As much as we’re a city, we’re like a big town. Family relations go back generations.”
Over the years, high populations of Portuguese immigrants settled in Fall River to work in textile mills that had transitioned to clothing manufacturing, bringing other family members over to earn a moderate living. Even that industry ran its course, though, leaving workers with few jobs that met their skill sets.
With the downturn of manufacturing jobs down to less than 4,000 today from 21,000 in the 1990s the city learned to diversify its job offerings to bring in new residents, focusing on sectors like healthcare, distribution and entertainment. Amazon placed a distribution center in the Fall River Industrial Park, adding many more opportunities. Additionally, the commuter railway makes it easier for young professionals to work in Boston but still enjoy a less expensive and more low-key lifestyle outside the big city.
“The end goal,” according to Coogan, “is to promote economic development so people who come to Fall River can work in Fall River, can shop in Fall River, go to school in Fall River and live in Fall River.”
For Fiola, the work has been a lifelong mission.
“The nice thing about it is, I can walk around the city and see, touch and feel projects that I’ve been involved in that have made a positive difference in the community. It’s the whole gamut we’ve run from the industrial-commercial side of development to the residential side. It’s a real, holistic approach to economic development.”
“I think there is a resurgence in Fall River that’s going to continue to grow,” he said. “It’s all coming together.” There were some dark days with the mill closures, but things are looking brighter on the southeast coast of Massachusetts.
Asked about when the redevelopment will be complete, Coogan replied, “I don’t think there’s an end date per se. Being in a city, you just keep trying to improve things to make the city a better place to live. I don’t know if there’s ever a date when everything’s done.”
Barrett’s Waterfront of Fall River promises to introduce visitors to the true tates of New England. It is a part of the Commonwealth Landing complex(Photo by Rick Snizek)
Fall River Redevelopment Authority cleaned up and redeveloped four acres of waterfront property to create Senator Thomas Norton City Pier, which officially opened to the public in November 2022. (Photo by Rick Snizek)
RIGHT: Senator Thomas Norton City Pier features fencing, lighting and walkways that offer beautiful views of the city’s waterfront. (Photo by Rick Snizek)
The Ponderosa Pine Scenic Byway, a part of Idaho State Highway 21 in the Sawtooth National Forest, offers a scenic view of Idaho. Pictured is a stretch as it looked in 2019. (Forest Service photo by Nate Lowe)
By NICHOLETTE CARLSON | The Municipal
Mounting numbers of vehiclewildlife collisions caused the Idaho Transportation Department to step in and make the Cervidae Peak Wildlife Overpass along Idaho State Highway 21, part of the Ponderosa Pine Scenic Byway, a safety planning priority.
Located about 10 miles east of Boise, the stretch of highway typically sees an average of 14,000 cars daily. It runs across the biannual migration routes of 8,000-9,000 mule deer and 1,800-2,400 elk from Boise River herds. When the animals migrate during the spring and fall, SH-21 becomes fraught with collision danger.
“In 2014, an 11-mile segment of SH-21 was identified through a statewide safety analysis as a highway with a high propensity of wildlife-vehicle collisions and incidents,” Sophia Miraglio, Idaho Transportation Department public information officer, explained. “In peak years, particularly during harsh winters, state forces such as the Idaho Transportation Department and Idaho Fish and Game would report upwards of 20 collisions in this stretch of highway and remove an average of 50 to over 100 big game animals annually.”
In 2022 alone, Miraglio said, over 1,500 wildlife collisions occurred statewide, leading to an estimated $40 million in damage and numerous injuries and fatalities. With safety concerns mounting for both drivers and wildlife, the ITD prioritized creating a wildlife overpass near Cervidae Peak to reduce the number of accidents and maintain the critical migration route.
The project took decades and a great deal of cooperation and persistence to become a reality. In the mid-2000s, the ITD began networking with various organizations and collecting information regarding wildlifevehicle collisions. Fencing and overpass construction began in May 2023 and were completed in November 2023.
In mere weeks, physical evidence and trail camera footage showed the animals had
ABOVE and BELOW: Trail cameras along the wildlife overpass showed instant success. Photos of animals using the overpass could be seen in just weeks. It allows whole herds to pass safely at once. This is particularly important since it is a major migration path for elk and mule deer. (Photo provided by the Idaho Transportation Department)
begun using the overpass. Monitoring of the overpass will track its effectiveness long-term.
Because the project was the ITD’s first wildlife overpass project, the planning, development and launch phases required a great deal of collaboration with other organizations. Input came in from local land use agencies such as Boise and Ada counties and the city of Boise, as well as federal land management and resource agencies and a variety of wildlife and conservation organizations.
Examples and best practices from other states and countries were taken into account. Some of the most
instrumental agencies working with Idaho Transportation Department and bringing their own expertise to the project were the U.S. Forest Service, Idaho Fish and Game, U.S. Fish and Wildlife Service, Army Corps of Engineers and the Bureau of Land Management.
“The process began with identifying Cervidae Peak, located at mile 19.35 on SH-21, as the ideal crossing site,” Miraglio described. “It was selected due to its alignment with existing wildlife migration corridors, extent of public lands to facilitate landscape connectivity in perpetuity and natural topography that helped reduce construction costs.
These agencies and organizations contributed their expertise in transportation, engineering, wildlife behavior, ecological and habitat conservation and land use planning to ensure a successful project.”
The cost for the Cervidae Peak Wildlife Overpass was approximately $7.5 million. Funding came primarily from a Federal Lands Access Program grant through the Western Federal Lands Highway Division of the Federal Highways Administration. Matching fund requirements came from an assortment of local, state and federal partners.
The ITD and Idaho Fish and Game were also able to utilize wildlife restoration funds, which are designed to support wildlife conservation, habitat restoration and education programs. Wildlife and conservation organizations and private entities were also significant contributors.
The project combined efforts and funds from local, state and federal agencies, and working together was sometimes challenging.
“Aligning federal, state and local missions, which often contrast and differ in regulatory objectives, goals and metrics, required considerable cooperation, persistence and understanding that had to be overcome by all involved,” Miraglio stated.
When it came to construction, one of the challenges was to disrupt the busy traffic flow of SH-21 as little as possible. The natural terrain of the area made it possible for a two-lane bypass so that traffic could continue in both north and southbound directions during construction with only minimal delays.
When planning the construction, geo-technical investigation, sound engineering, traffic needs to geometric constraints comparison, adaptive design, an understanding of animal behavior, the animals’ need for habitat and migration, and connection between the animals’ home ranges all had to be taken into account.
The project then integrated the natural landscape into the overpass design and structure, as well as fencing and mitigating treatments, to encourage the animals to use the overpass. In addition, the location chosen promised to minimize the possibility of animals attempting to cross a reservoir and drowning a potential problem particularly in the winter, since the migration path follows the Lucky Peak Reservoir and Mores Creek.
As Idaho’s first dedicated wildlife overpass, the Cervidae Peak Wildlife Overpass is a pioneer. Approximately 150 feet wide, it allows large herds to pass safely at once.
“It’s part of a larger wildlife corridor design, which includes strategic fencing to prevent animals from entering the highway and guide them to the overpass,” Miraglio said. “The existing terrain, topography and native vegetation and design of the overpass to bridge the ridgeline and the existing natural migration corridor helped facilitate adaptation by the animals and make the new crossing feel natural to use.
“What sets it apart is the integration of wildlife science; roadway safety engineering; and land use planning in the face of understanding migrating big game herds, particularly mule deer and elk, which must move through their home ranges traversing major highways, private and public lands and past major developments and neighborhoods, through lakes and rivers and over, under or around concrete barriers and a myriad of fences.”
Trail cameras are used to view the animals’ use of the overpass and demonstrate how they have already adapted.
On that stretch of SH-21, there have been no wildlife-vehicle collisions reported since the installation of the bridge. In 2022, over 1,500 wildlife-vehicle collisions were reported throughout the state. That stretch of highway typically had reports of 20 or more collisions. The overpass is saving the lives of people and wildlife as well as thousands of dollars in damage costs. (Photo provided by the Idaho Transportation Department)
Fencing was used throughout the project to encourage animals away from the road and onto the overpass along the natural migration paths. It also encourages animals away from a reservoir, which would include a risk of drowning in the winter months. (Photo provided by the Idaho Transportation Department)
The results of the wildlife overpass were immediate. In the year following installation of the fencing and overpass, there were no wildlife-vehicle collisions reported on that stretch of SH-21.
“This is a major success, especially given that the project aimed to reduce wildlife-vehicle collisions by at least 80%,” Miraglio shared.
Decades of hard work and persistence has paid off for local wildlife and travelers with the Cervidae Peak Wildlife Overpass, the Idaho Transportation Department’s first wildlife overpass project. Construction on the overpass began in May 2023 and was completed in November 2023. (Photo provided by the Idaho Transportation Department)
As more animals become familiar with the overpass structure and observe other animals and herd leaders using the overpass, it is believed usage will increase. Feedback from the community and drivers has also been positive: The overpass has successfully increased driver safety and wildlife conservation while maintaining the natural beauty of the byway.
things you must know BEFORE buying a STREET SWEEPER
JUNE
June 1-4 72nd Annual EUFMC Meeting
Williamsburg Lodge & Conference Center, Williamsburg, Va. www.eufmc.com
June 1-4 Prima 25 Seattle, Wash. conference.primacentral.org
June 2-4 Colorado Association of Chiefs of Police Annual Conference
Estes Park, Colo.
https://www.colochiefs.org/
June 2-4 CTAA Expo 2025
San Diego, Calif. https://ctaa.org/
June 4-6 8th Annual North American Active Assailant Conference
NAFA Launches New Fleet Safety Certificate Program
EDISON, N.J. NAFA Fleet Management Association announced its new Fleet Safety Certificate offering, designed to instruct fleet professionals on the critical aspects of operating a safe fleet for their teams, their organizations and their communities. The Fleet Safety Certificate Program will launch during the return of the Fleet Safety Symposium, taking place on June 2-3, 2025, at the Hilton Garden Inn Austin Downtown in Austin, Texas. This dynamic and interactive seminar will address fleet safety challenges and goals, helping fleet professionals enhance safety practices within their organizations.
“We are thrilled to bring the Fleet Safety Symposium back for another year,” said Maria Neve, NAFA Board President and VP eFMC Services for Inspiration Fleet. “Fleet safety remains a top priority for professionals in the industry, and this event provides the tools, knowledge and resources needed to elevate safety protocols and create a culture of safety within fleet operations. The introduction of the Fleet Safety Certificate further highlights NAFA’s commitment to supporting the development and success of fleet managers and professionals nationwide.”
NAFA’s new Fleet Safety Certificate is the latest addition to its portfolio of fleet management credentials. This certificate will allow participants to demonstrate their understanding of safety policy, technology and more, with post-event opportunities to test and earn the certificate. NAFA’s certificate programs provide an easy, effective method for fleet professionals to learn and apply best practices in specific fleet management topics.
This year’s Fleet Safety Symposium will continue to provide an immersive, hands-on experience, featuring expert-led discussions and networking opportunities, covering critical areas of fleet safety. Attendees will benefit from:
• Safety Technology: Explore the latest innovations in fleet safety technology and how tools like telematics and driver monitoring systems can enhance operational safety.
• Safety Culture and Communication: Discover strategies for fostering a strong safety culture within an organization and ensuring effective communication with drivers.
• Driver Safety and Routines: Learn best practices for training drivers, maintaining safety scorecards and developing proactive safety initiatives.
The event is designed for fleet professionals, managers and safety experts to come together, share insights and take part in actionable learning to improve their safety operations. Early bird registration is available until May 16, 2025. To register, please visit https://www.nafa.org/events/fleetsafetysymposium/.
Congratulations to the latest companies earning MVP status
FARMINGTON HILLS, MICH. Because standards don’t raise themselves, NTEA’s Member Verification Program (MVP) acknowledges the companies leading the industry to excellence. Fleet managers, truck dealers and OEMs know truck equipment manufacturers and distributors/upfitters with MVP status have
successfully demonstrated an understanding of defined business principles and applicable government regulations. New MVP members (since Jan. 1, 2025)
• The Shyft Group USA Inc, a South Dakota Corporation (Charlotte, Michigan) Renewals
• Brake & Clutch (Salem, Mass.)
• DuraClass (Tishomingo, Miss.)
• Godwin Mfg Co Inc (Dunn, N.C.)
• Hartford Truck Equipment (South Windsor, Ct.)
• Knapheide Truck Equipment Center Quincy (Quincy, Ill.)
• Monroe Truck Equipment (Flint, Mich.)
• OEM Systems (Okarche, Okla.)
• OJ Watson Co Inc (Denver, Colo.)
• Rugby Mfg Co (Rugby, N.D.)
• Scelzi Enterprises Inc (Shafter, Calif.)
• VMAC (Nanaimo, British Columbia)
• Williamsen-Godwin Truck Body Co LLC (Salt Lake City, Utah)
Current NTEA Distributor and Manufacturer members are encouraged to apply for MVP status at any time. There is no charge NTEA underwrites the cost of MVP as part of an ongoing effort to enhance the core competencies of its members. Once qualified, companies receive MVP status for a three-year term. To renew, MVP members must again document compliance, ensuring their ongoing commitment to professionalism, industry knowledge and high performance.
Visit ntea.com/mvp to learn more and apply, or contact NTEA’s technical services department for personalized assistance at (248) 489-7090 or mvp@ntea.com.
Air Burners hosts demonstration event featuring the BioCharge
PALM CITY, FLA. — Earlier this month in Palm City, Fla., Air Burners, the leading manufacturer of air curtain burner systems worldwide, showcased the BioCharger, a revolutionary innovation that turns green waste into green energy. The recent destructive wildfires affecting the United States have shown the immense need for more efficient forest management and land clearing in wildfire-prone areas. Developed in collaboration with Volvo Construction Equipment and Rolls-Royce Power Systems, the BioCharger directly addresses that need while reducing black carbon emissions compared to traditional disposal methods.
The BioCharger is a fully portable air curtain burner system that converts radiant heat into electricity, stores the generated power, and then charges electric vehicles and equipment on-site. The machine utilizes an Organic Rankine Cycle system to generate electricity, which is then stored in the attached storage module’s 600 kilowatt-hours battery, allowing the end user to charge their
machinery locally. This opens an untapped potential for forest management, land clearing, and wildfire mitigation services.
“Electric machinery is the logical next step in the fight against climate change and concerns over air quality,” said Brian O’Connor, president of Air Burners. “We saw a need for off-grid power generation and charging in the forest and vegetative management space to accommodate that shift. The BioCharger is our response to filling that need.”
The event took place at an Air Burners demonstration site hosted by TCIRood, a local Florida landscaping company. Attendees listened to a presentation that explained the current landscape of vegetative waste management and the technology behind this new product while receiving exclusive access to experience this cutting-edge technology in action. As part of the demonstration, a Volvo compact electric wheel loader was used to show the capabilities of the BioCharger to recharge 48V equipment.
Keeping streets clean in the summer
ELGIN, ILL. — The warm weather of summertime brings people out of their homes, so make sure they are met with clean streets.
While the summer sun is welcomed by residents, it can take a toll on the cleanliness of a municipality. As outdoor recreational activities resume, the amount of litter and debris in the streets increases. Additionally, the lack of rain allows dirt and fine particles to accumulate rapidly.
This not only causes harm to the aesthetic of a municipality, but excess dirt and debris can impact air quality and eventually water quality if it makes its way into storm drains.
These factors make the summer taxing for sweepers, so Elgin Sweeper has five tips for keeping the streets clean this summer.
1. Beware of dust. The lack of rainfall in the summertime can cause dust and debris to build up, hindering the sweeper’s ability to suction effectively. Wetting the streets before and after sweeping can minimize buildup and results in cleaner streets. High-efficiency sweepers are effective in combatting summer street conditions due to their dust suppression features, highpressure washers, and multiple brushes.
2. Water is a friend. Whether a job requires a mechanical or regenerative air sweeper, keeping the water tank full is essential in the summer. Both sweepers rely on a fine dusting of water to help brooms loosen dirt and debris and suppress dust. Regardless of the model, water reduces damage and helps extend the life of the sweeper. Since keeping the roads wet is important in the summer, make sure to clean out the water spray nozzle to keep debris from building up and causing blockages.
3. Beat the heat. The sweltering summer weather can increase the temperature of asphalt and concrete. To reduce damage to a sweeper’s tire tread and pressure, adjust sweeping schedules to the early morning and evening when temperatures are cooler. Be sure to check tire tread and pressure regularly in the summer to ensure they have not been damaged by the hot grounds.
4. Keep up with maintenance. Along with checking tire conditions in the hot summers, maintenance like flushing the coolant
and lubricating grease points is essential to keep sweepers running smoothly. Since sweepers often travel long distances before reaching a dump site, flushing the fuel system, and replacing the filter at the beginning of the season is also vital to getting the most out of each fuel up.
5. A clean broom is a functional broom. Sweeper brooms collect debris on the roads and pass it into the hopper. Since they are designed to collect fine particles, large debris like litter can become stuck in the bristles and cause blockages during uptake. Be sure to remove large debris the bristles pick up and invest in high-quality brooms.
Street sweeping is an essential part of keeping municipalities clean, so summer break is out of the question. Make summer street sweeping faster and easier with Elgin Sweepers. For more information, visit ElginSweeper.com.
NAFA’s 2025 Institute & Expo: Propelling Fleets Into the Future with Innovation and Sustainability
EDISON, N.J. — NAFA Fleet Management Association (NAFA) wrapped up its successful Institute & Expo (I&E) in Long Beach, Calif., bringing together fleet professionals from across the globe to explore the future of fleet management. Themed “Propel Your Fleet,” this year’s event focused on innovation, sustainability and the evolving landscape of fleet management, providing attendees with actionable insights and solutions to drive the future of their operations.
“NAFA I&E continues to be an unparalleled gathering that brings together the best and brightest in fleet management,” said Maria Neve, NAFA Board President and VP — eFMC Services, Inspiration Fleet. “As the industry evolves, our commitment to innovation and sustainability strengthens, and it’s truly inspiring to see so many of our members energized and ready to drive the future of fleet management.”
NAFA extends its gratitude for the generous support of its 2025 I&E sponsors: Automotive Fleet, Enterprise Fleet Management, FASTER Asset Solutions, Fleetio, Fleetworthy, Geotab, Holman, Honda, Hyundai Motor America, Inspiration Fleet, IntelliShift, LEGEND, Merchants Fleet, Mitsubishi Motor Sales of Canada, Motive, Penske Transportation Solutions, Ram Professional, Reindeer Logistics, LLC, Rexel Energy, RTA: The Fleet Success Company, Samsara, Voyager Mastercard, and Wheels, Inc.
NAFA also extends its appreciation to its media partners for their continued support: Autosphere Media, Automotive Fleet, Fleet Management Weekly, Modern WorkTruck Solutions, Utility Fleet Professional, Service Truck Magazine and Electrathon.
Next year’s I&E will take place in Cleveland, Ohio, on April 13-15, 2026. To learn more about NAFA, visit www.nafa.org. M
News releases regarding personnel changes, other non-productrelated company changes, association news and awards are printed as space allows. Priority will be given to advertisers and affiliates. Releases not printed in the magazine can be found online at www.themunicipal.com. Call (800) 733–4111, ext. 2307, or email swright@the-papers.com
Where the best budgeters live
Learning how to budget helps individuals and families avoid financial surprises. A budget ensures that critical needs are met, and they can also turn larger financial goals into reality.
A recent WalletHub survey found that 74% of Americans cite rising costs are the biggest challenge to their budgeting. That has certainly been true during the last few months, as shortages and talks about tariffs created havoc at the grocery store, car dealership and other places.
The money management website wanted to know where people with the best budgeting strategies live strategies that take these uncertainties into consideration. WalletHub analysts compared more than 180 U.S. cities, evaluating them on 12 metrics, including residents’ average credit score, non-mortgage debt, foreclosure rates and percentage of people who paid the minimum on credit cards. Among other results, they discovered that a low debt-to-income ratio is a key factor in residents’ financial security.
The Top 10 U.S. cities to find residents with good budgeting skills are:
