18 Focus on Building & Construction: Lynchburg officials discuss longtime downtown improvement project
22 Focus on Building & Construction: Complete renovation of Beach Marina in Clearwater overcomes challenges to stay on schedule
26 Focus on Building & Construction: Former junkyard becomes a pearl along Grand Junction, Colo., riverfront
30 Focus on Building & Construction: Amador Crossing Apartments: A holistic approach to supportive housing in Las Cruces
34 Focus on Building & Construction: New public works building brings operations under one roof
38 Public Safety: Livein volunteers help Berkeley Hills Fire Department improve response times
42 Municipal Management: New mayors receive guidance, aid through Harvard University program
46 Streets, Highways & Bridges: Wichita bicycle plan takes shape
48 Water & Energy: Water Vision plan helps Folsom, Calif., identify future drinking water sources
50 Crisis Management: Ready to respond: Hawthorne’s emergency preparedness program
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Jennifer Barton, Matthew Bradshaw, BethAnne Brink-Cox, Lauren Caggiano, Nicholette Carlson, Denise Fedorow, Danielle Lund, Janet G. Patterson, Julie Young
Is a construction slowdown ahead?
Sarah Wright | Editor
Nothing says progress and growth like heavy equipment clearing the way for something new. In 2023, the U.S. saw an almost 20% increase in construction spending for nonresidential buildings commercial, industrial, and institutional facilities according to The American Institute of Architects. The organization also noted another 6% increase in 2024. It, however, projects that growth to slow to 2.2% in 2025 and 3.4% in 2026.
The American Institute of Architects’ Consensus Construction Forecast noted, “The modest outlook for construction spending is partly based on a few expected headwinds to building activity, including potential tariffs on imports from selected countries, as well as the enforcement of stricter immigration policy. The threat of increased tariffs is a major source of concern regarding reigniting
inflation. The threatened 25% tariffs on goods imported from Canada and Mexico and an additional 10% tariffs on goods imported from China would be inflationary to the overall economy since they are our three largest trading partners. Also, these tariffs could limit the availability of several materials and products used in construction. Among other products, the industry imports lumber and construction equipment from Canada, cement and gypsum from Mexico, and furniture, plastics, and electronics from China.”
The National Association of Home Builders noted in an April 1 blog post “Uncertainty Reigns as ‘Liberation Day’ on Tariffs Approaches” that the U.S. imported just over 11.8 billion board feet of softwood lumber from Canada in 2024. That’s a lot of lumber.
The next few months will be telling in terms of the impacts of any tariffs if they go into effect on April 2. I write this editor’s note on April 1, and there has already been some back and forth on them.
Leaving the unknowns to the future, in this issue of The Municipal, we’re highlighting construction projects throughout the U.S. Lynchburg, Va., is in the process of updating its downtown’s infrastructure and streetscape as part of an eight-phase project.
Denise Fedorow spoke with the city about this intensive project and how regular communications have proven beneficial to the city and local businesses and industries, especially those planning expansions.
Additionally, we’ll share Clearwater, Fla.’s, Beach Marina project that started in 2021; Las Cruces, N.M.’s, Amador Crossing Apartments project; Baldwin, Ga.’s new public works building; and Grand Junction, Colo.’s Dos Rios Park project that turned a junkyard into a space for residents to enjoy.
There are exciting projects happening around the country. I read a lot of media from across the U.S. and am constantly amazed by what communities have up their sleeves. Maybe soon, we’ll be calling up your community to share some of those projects.
Have a safe spring, everyone! M
All parts of the custom system were built to be lowered down an 80-foot shaft.
Limited space and potential for falling debris meant the drum, finishing platform, and other equipment needed to be compact enough to safely transport through the tunnels.
PCiRoads uses custom equipment for Minneapolis stormwater project
Minneapolis features a busy and lively downtown area that’s home to nearly 57,000 residents along with 216,000 employees each week, per mplsdowntown.com. The city has consistently topped more than $1 billion in new construction permits over the past 11 years as it grows and builds new businesses, apartment complexes and more.
Despite the recent growth, some of the city’s underground infrastructure is not so new. In fact, the storm drain system is about 100 years old. Minneapolis’ development, combined with increased rainfall, brings more water into the system, which heightens the pressure on the tunnel. This has caused deterioration, including cracks and breaks.
In 2021, the city of Minneapolis Public Works Department approved a $60 million project to overhaul the stormwater tunnel system that moves water from downtown Minneapolis to the Mississippi River. The scope of the three-year Central City Parallel Storm Tunnel Project included enlarging portions of the existing stormwater tunnel, building a new parallel tunnel and constructing new tunnel access in downtown Minneapolis with the hopes of getting another 100 years out of the renovated system.
The scope of work
PCiRoads, a highway and heavy civil general contractor out of St. Michael, Minn., won the bid for the job. The business started in 2008, when a group of experienced construction workers banded together to form a company that uses seasoned crews and innovative technologies. PCiRoads tackles highways, bridges and specialty projects, taking pride in cultivating lasting customer relationships. The Minneapolis project was the largest job PCiRoads had faced, and Nap Scott, estimator and project manager, knew there would be unique logistics.
“This is a major job that’s crucial for the future of Minneapolis’ underground infrastructure,” Scott said. “The amount of concrete involved and the complexity of working far below the streets of downtown made this a standout project.”
PCiRoads’ 30-person crew was tasked with installing about 4,200 feet of new tunnel with
a total of around 15,000 cubic yards of new concrete. Due to the tunnels lying well beneath downtown Minneapolis, crew members and equipment would need to be lowered by crane down an 80-foot shaft to the worksite. The crew would need to tackle several logistical challenges because of the underground environment, such as dangers from falling rock and close-quarters workspaces. Additionally, new concrete would need to be pumped 1,000 feet into the tunnel, requiring PCiRoads to go through an extensive trial-and-error period to find the optimal concrete slump to pump that far.
The scope of the project also included enlarging and repairing the existing tunnel while installing new concrete. PCiRoads was equipped with Brokk remote-control demolition robots for the concrete removal but needed an efficient solution to shape new concrete on the tunnel’s floor. Due to the tunnel’s radius, the old-fashioned method of screeding with a 2-by-4 wasn’t an option. Mike Clover, concrete superintendent, was in charge of equipment selection for the project. He searched for a more user-friendly, efficient method to shape the concrete tunnel’s invert.
“This project needed equipment that adhered to the tunnel’s shape, while increasing our
Article and photos provided by Curb Roller Manufacturing
productivity for the concrete finishing process,” Clover said. “A stock product wasn’t going to cut it. I started doing some research online and stumbled on a picture of a custom drum from a different project that looked similar to what I was looking for.”
That custom drum was one Curb Roller Manufacturing engineered for a large stormwater job. From there, Clover reached out to Curb Roller Manufacturing and laid out his required specs a drum with a 13-inch drop for the tunnel floor that could only extend out a few inches because of the tunnel walls.
Curb Roller Manufacturing is known for building innovative, ergonomic equipment for shaping concrete flatwork as well as curb and gutter. For unique projects, they offer custom drums that are powered by the company’s hydraulic roller screed system or by a custom hydraulic power system. Each custom drum is designed for the specific project requirements and uses a spinning motion to shape the freshly poured concrete to create the desired dimensions.
In this particular project, Curb Roller Manufacturing faced a unique challenge due to the limited space and drop downs within the tunnel. The lack of space between the tunnel’s floor and walls meant using the Hydra-Screed to operate the drum by walking and pulling along each side would not be feasible. Clover and his team would also need a way to finish the concrete after the drum shaped it. To overcome this, Curb Roller Manufacturing devised a custom offset drive system as well as an operator/finishing platform. The platform could be easily coupled to the custom drum carriage or could be operated independently.
The offset drive system utilized pulleys to enable operators to stay clear of the pour area, reducing site congestion and maximizing workspace efficiency. While one operator could control the drum’s speed from behind it, the pulleys allowed the drive platform and drum to be maneuvered forward by operators positioned outside of the pour area.
Curb Roller Manufacturing sent drawings of the custom system to Clover to make sure all the specs were correct, then built the equipment. Once the plans were approved, Clover and company then visited Curb Roller Manufacturing’s facility in Kansas for a complete mockup and small pour showing how everything worked together. By seeing how it worked in action, the demonstration helped avoid costly delays, as the equipment would need to be disassembled and reassembled to transport into the tunnel.
“For the demo, Curb Roller Manufacturing set all the forms the same width that we need and basically replicated what we were going to do down in the tunnel,” Clover said. “I was a little nervous because the demo was outdoors in the open, but it gave us confidence that the system would work correctly in an enclosed environment. I believe achieving such precision would have been challenging just doing the work by hand.”
Making the job safer
Labor is a frequently discussed topic in the construction industry. Associated Builders and Contractors states that the construction workforce shortage topped half a million in 2023. To combat the shortage of workers, contractors like PCiRoads are on the lookout for equipment that requires fewer people and less manual labor to remain efficient with a smaller crew.
Curb Roller Manufacturing’s equipment fits this need by allowing operators to work upright rather than being hunched over like they would be if they used manual methods for the same work. The machines also provide operators with a small learning curve, so crews remain productive even if they’re shorthanded or inexperienced.
While the custom drum is designed for tackling the tunnel invert, there are some areas of the tunnel project where the concrete is mainly flat with a small grade and the custom tool isn’t required. After tackling these labor-intensive zones with manual labor to start, PCiRoads again sought an innovative, efficient solution that’s less strenuous than screeding the concrete with a 2-by-4. This led PCiRoads to invest in a Batt Screed from Curb Roller Manufacturing. The lightweight, battery-powered roller screed operates with no cords, hoses or fumes, providing unparalleled jobsite mobility. Its three-position handle allows for ergonomic operation.
“We have a great tunnel crew and these machines have been great for taking less of a toll on the guys,” Clover said. “The Batt Screed has been phenomenal. I wish I had one right away for this project. In fact, I wish I had one 10 years ago.”
Another 100 years
The Central City Parallel Storm Tunnel Project addressed a critical issue of a growing and developing city. Minneapolis’ 100-year-old storm drain system has been cracking under the growing pressure that comes with an increasingly popular area. The new storm drain system
Before going underground, PCiRoads visited Curb Roller Mfg in Kansas for a mock run. This ensured smooth setup once in the tunnels
Operators on the surface pumped concrete 1,000 feet into the tunnel via specialized pipes.
By enlarging and adding in new tunnels to the storm drain system, downtown Minneapolis hopes for another 100 years of service.
built by PCiRoads with the help of Curb Roller Manufacturing equipment aims to provide the city of Minneapolis with 100 more years of sturdy underground infrastructure.
The Auburn Cord Duesenberg Museum is on the National Register of Historic places along with the National Auto and Truck Museum and is home to several stunning cars from the golden age of automobile manufacturing. ( All photos provided by Julie Young)
The Auburn Cord Duesenberg Museum campus Rolling along:
By JULIE YOUNG | The Municipal
For over 50 years, the Auburn Cord Duesenberg Museum in Auburn, Ind., has taken its guests on an educational and inspirational journey through the transportation industry and its place in Indiana history. With seven galleries showcasing over 120 cars and related exhibits as well as the adjacent National Auto & Truck Museum, there is plenty for the whole family to see and experience.
A glimpse of Gatsby
The Auburn Cord Duesenberg Museum is located in the former showroom and administration building that operated on the site from 1900-37. The art deco-style building was designed by Alvin M. Strauss and offers an elegant backdrop to the exhibits, which include: “Car Mascots & Hood Ornaments,” the E.L. Cord Gallery of Entrepreneurship, the Gallery of Excellence and Innovation, The Cars of Indiana Gallery, Gallery of Racers and Record-Setters and the Gallery of Fine Art and Archival Treasures.
One of the highlights of any visit is a tour through the original company showroom featuring a terrazzo floor lit by art deco chandeliers and elegant sconces that highlight the iconic cars with a certain 1920s-30s flair. As visitors step back into time to enjoy the display of Auburns, Cords and Duesenbergs from the Great Gatsby-era, they will likely marvel at the history of the classic automobiles, the stateof-the-art period technology and the luxury and beauty that defined these models and made them highly sought-after collectors’ items.
While paying a visit to the past, aficionados won’t want to miss the John Dillinger Hoosier Hoodlum special exhibit. On Oct. 14, 1933, a portion of Dillinger’s gang, including Walter Dietrich and Harry Copeland, robbed the Auburn Police Department, making off with several bullet-proof vests, ammunition and a variety of weapons –most notably a Thompson submachine gun, aka “Tommy gun.”
The central artifact in the exhibit is that very Tommy gun, which was returned to the Auburn Police Department by the FBI in 2014. Officials decided that the museum was the best place for the weapon so that the public could enjoy it.
According to the museum’s website, its owners have also acquired a 1933 Ford V-8 owned by former Indiana sheriff Lilian Holley, who
The art deco showroom of the Auburn Cord Duesenberg Museum is a stunning tribute to the Gatsby era and holds several automobiles on its terrazzo floor that are highlighted by vintage chandeliers.
worked at the Crown Point jail during Dillinger’s short stay and subsequent escape in 1934. Looking for a great photo op? Be sure to get a mug shot snapped in front of the museum’s height chart backdrop while holding a traditional placard.
The “Corvette Couple” are travel bloggers who visited the museum in July 2023 and raved about what they found. They said the “hidden gem offers a captivating journey into the world of automotive history,” in an online review.
“The museum’s collection of Auburn, Cord and Duesenberg vehicles is truly exceptional. Each car is a testament to craftsmanship and design excellence, providing a fascinating glimpse into the evolution of automobiles. The exhibits are thoughtfully curated, offering a rich and immersive experience for enthusiasts and history lovers.”
A true landmark
The complex includes the National Auto & Truck Museum, which is a must-see for anyone visiting the main building. Located in the Service/Parts Building as well as the L29/Experimental Building, the National Auto & Truck Museum includes the Auburn Automobile Dealership the first one in 85 years! It also contains a model and toy gallery, vintage pedal cars, the Gallery of the American Truck Driver and a wide range of original Hudsons. The original factory buildings represent over 130 years of transportation manufacturing and no doubt, everyone will have a favorite by the end of the trip.
The National Auto & Truck Museum is recognized as one of the nation’s best collections of vehicles. Together with the Auburn Cord Duesenberg Museum, it was designated a National Historic Landmark in 2005. Visitors can opt for a guided or self-guided tour, and those who have been to both museums say they are a trip worth making.
Maria Roscoe, who is a communications specialist for the Ford Motor Company, enjoyed her time at the National Automotive & Truck Museum and appreciated the friendly volunteers, who were full of knowledge to share.
“We got to learn a lot about the amazing vehicles on display and the history of the building. Only regret is we wish we had more time,” she said a review.
Automobile enthusiasts and those who simply enjoy a peek into Indiana’s past will enjoy a visit to this classic car mecca. While time travel may not be possible, this might be the next best thing, and visitors will gain a greater appreciation for the legacy of several extraordinary automobiles.
central artifact in the
The 1933 Indiana State Police Car was formerly owned by Sheriff Lilian Holley, who worked at the Crown Point jail during John Dillinger’s brief stay in 1934 at the Auburn Cord Duesenberg Museum. Note the vintage prices printed on the side.
A powder blue Duesenberg that was supposed to be popular with women drivers is on display at the Auburn Cord Duesenberg Museum.
If you go…
The Auburn Cord Duesenberg Museum is located at 1600 S. Wayne Street, Auburn IN 46706
Phone: (260) 925-1444
Hours: 9 a.m.-5 p.m. daily (closed New Year’s Day, Thanksgiving Day and Christmas Day)
Admission: Adult: $15, Children 6-18: $10, Under 6: Free.
The National Auto & truck Museum is located at 1000 Gordon M. Buehrig Place, Auburn, IN 46706
Hours: 9 a.m.-5 p.m. daily (closed New Year’s Day, Thanksgiving Day and Christmas Day)
Admission: Adults: $12, Children 5-12: $7, Active Military: Free with ID.
Campus Rates: (Includes both the Auburn Cord Duesenberg Museum and the National Auto & Truck Museum)
Thompson submachine gun, which was returned to the Auburn Police Department in 2014 and subsequently put on display at the Auburn Cord Duesenberg Museum in Auburn, Ind.
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$80 million
Lynchburg, Va., is currently in the midst of an extensive infrastructure improvement project in its downtown that is mixing in beautification efforts. The entire project is expected to cost more than $80 million.
focus on: Building & Construction
7,000 square feet
Baldwin, Ga.’s, new 7,000-square-foot public works building is bringing its departments under one roof while leaving room for future growth.
17 Acres
Las Cruces, N.M.’s, Amador Crossing Apartments will be constructed in a 17-acre community, anchored by five alliance agencies that provide basic needs, such as a soup kitchen, day care facility, health care, case management and day shelter. The apart ments aim to offer a flexible and responsive approach to addressing housing insecurity.
75%
Percentage of residential areas in Minnesota cities of the second, third and fourth class (within 1 mile of a city of more than 150,000 residents) that must be upzoned to allow multifamily housing with an average density of 1 unit per 1,500 square feet under Bill HF 2140. The bill advanced in the state legislature in March.
Rapid City, S.D., received 29 eligible applications in March for Vision Fund resources from organizations and city departments. The variety of public projects call for new, expanded and upgraded facilities. Collectively, the entities are requesting more than $74.2 million.
Read the mayor’s response at https://www.rcgov.org/rapid-city-news-room/cityseeks-apps-for-vision-fund-citizen-committee-public-projects-13759.html.
million
Elyria, Ohio, is proposing its first project labor agreement in more than 10 years. If approved by the city council a public works complex that includes garages, workspace, offices and storage for several city departments will be built. The council has approved the sale of $21 million in bonds to fund the construction.
Five estate-size lots will be developed at the publicly owned and operated Afton Municipal Airport in Afton, Wyo., by Alexander Heap, a private pilot, aircraft owner and developer. The almost-10-acre lots have through-thefence approval from the FAA in order for aircraft to access the runway.
Several officials of the city of Lynchburg, Va., including Project Manager Scott Parkins, Director of Water Resources Timothy Mitchell, Project Manager Public Works Cheree Taylor, Communications Manager Jason Snyder and Assistant Director of Public Engagement and Communications Susan Brown, gathered virtually to speak to The Municipal about their ongoing downtown improvement project.
Parkins explained how it all started when he joined the city. “We recognized about 15 years ago the age of the infrastructure downtown the older areas are over 100 years old. The typical lifespan of cast-iron water lines is about 100 years. We knew the longer we pushed it, the more likely it was going to cause problems and breaks, making us go down there several times in an area that is not the easiest to fix breaks.”
Parkins said around 2010, the city contracted with an engineering firm to do a preliminary engineering report to come up
with a plan to start replacing the infrastructure in phases. When they presented the PER to the city managers and city council, Parkins said, “It got the discussion rolling. If we’re making improvements for the utility infrastructure, we need to partner with other city departments and try to put a nice product back in place. So, it started with utilities and then became a driving force of how to draw people downtown and make it a commercial and entertainment venue.”
The first project coincided with two large private projects that were taking place in
ABOVE: A completed section of Main Street in Downtown Lynchburg, Va., shines. The eight-phase project began in 2016 and is expected to continue until approximately 2035. (Photo provided by Lynchburg, Va.)
downtown Lynchburg: the Academy of Arts Theatre project and the renovation of the Virginian Hotel in 2016.
“We knew these private organizations were pushing a lot of money into these projects so we felt we needed to put the public work in and get the utilities and streetscape done first, so it became a large partnership so these projects could move forward in a timely manner,” Parkins said.
The project is currently in Phase IV of what is expected to be an eight-phase project, with the total estimated cost to be over $80 million. Currently, the price tag for the first four phases has been approximately $37.7 million, and the expected remaining phases will cost about $40-$50 million. Local funds have almost entirely paid for the project. When
The updated project map shows completed phases, the current phase, next phase and future phases of the Downtown Renewal project. (Photo provided by Lynchburg, Va.)
asked if the city received any State Revolving Funds to remove lead, the officials noted the project was started before the Lead and Copper Rule really kicked in.
Cheree Taylor, project manager for public works, said there were some Community Development Block Fund Grants in the early phases, “but it was very minimal.”
Director of Water Resources Timothy Mitchell said workers found very few lead services, and the project has been funded with local water services and general funds. Mitchell said the city also moved Phase III of the project up to Phase II, in order to partner with American Electric Power because they needed to renew the electric infrastructure and wanted to do their work on Main Street, so Lynchburg officials moved that section of Main Street to Phase II.
“We’ve adjusted phases based on what was happening downtown at the time,” Mitchell said. “I think that’s been part of the success of the program, being flexible and moving phases around, giving businesses a break at times and taking advantage of other things going on at the same time.”
Phase I on Main Street cost $8.5 million, phase II cost $9.2 million and phase III, which was half of Commerce Street between Fifth and Ninth streets, cost $8.5 million. Parkins said each phase has had streetscape done. First, workers dig everything up, replace the utilities and follow up with improvements to
sidewalks, crosswalks, paving and add amenities like benches and trees.
The city is currently about six months into Phase IV, which is estimated to cost $11.5 million, and will complete Main Street from Fifth Street to the expressway. Parkins said Main Street has been a part of Phase I, II and now IV.
Communication is critical
Mitchell said a very important aspect of the project has been communication. “Communicating how the work was being done, ensuring that we’re leaving access to the businesses and whether that means access by sidewalks or parking. Throughout the entire project, how we’re engaging with businesses has helped.”
Snyder shared the city only contracted out communications to a public relations firm in the early phases, and now the Downtown Lynchburg Association, a nonprofit organization with a mission to help revitalize downtown, has taken over. He said, for example, Lynchburg will do a lot of work near the community market, and DLA is helping address a lot of questions that arise about what parking will be available, etc.
Brown is in the unique position of previously working with DLA during the second phase on Main Street, and now that she’s working with the city, she said, “I’ve been really pleased to see the city’s dedication and
Pictured is a close-up of the pavers and cobblestones used in the streetscapes in downtown Lynchburg. (Photo provided by Lynchburg, Va.)
commitment to the businesses downtown, and they recognize the impact and want to help.”
Brown said DLA has been great at communicating with the public and encouraging them to support local businesses. She added the way the city has approached changing phases and accommodating downtown resulted in reverting several one-way streets back to two-way streets as an attempt to get the general public on board and alleviate pressure on a particular street and make them more accessible.
Challenges
Mitchell said while getting more access to downtown and making the streets two-way again helped business growth and resident growth downtown, improved traffic flow and made downtown more pedestrian friendly, “that also creates other challenges. When we started the project, there weren’t as many people or businesses downtown. So with success, each subsequent phase has been harder trying to minimize the impact.”
Parkins spoke about challenges encountered during construction, saying the number one challenge is dealing with unknowns.
“We’re digging into city streets that haven’t been touched in 100 years. Mapping in the early 1900s was not ideal and what private utilities put in the ground wasn’t ideal,” he said, explaining workers have found old, abandoned water services and old AEP power vaults.
“We can design to the best of our abilities, but once the contractor digs underground and finds something, we’re constantly going back to the designer to adjust the design around the obstacle,” Parkins said.
He shared with this current phase, the very first week workers uncovered an old AEP vault that looked like it was from back in the trolly system days, but it was poured right next to a 16-inch water line Lynchburg was going to replace. They weren’t sure if the joints on the water line would hold up while they were trying to remove the vault. So, they had to remove pressure from the old line first before abandoning the line, which meant going back to the engineer’s contract. All of this work was not on the original schedule.
“So, we may go out to the community and say we’re going to be working in a certain area for six weeks and then right off the bat, we spent two weeks working on something we didn’t know about, putting us behind,” he said.
Parkins noted people watching the work going on outside their door “aren’t engineers; they don’t understand all it takes and that things change at a moment’s notice. They just see dust and hear noise and that they’re not able to use the sidewalk.”
Change orders also affect the council as members look at costs. Parkins said, “They want to make sure they’re spending the city’s money wisely and to benefit everyone, not just downtown.”
When asked about the public’s response so far, Parkins said, “A couple of people do recognize what’s happening and are happy even though it causes disruptions; others just need to vent. When all is said and done, everyone in the finished parts of the project is very happy and has been very positive.”
Brown shared one story she was aware of when she was helping during Phase II. She said a woman purchased a building in the project zone and planned to have a storefront on the main level, living quarters on the second floor and planned to just use the third floor for storage as there wasn’t enough water pressure up there. Once the project was completed, she could use the third floor because there was now better water infrastructure and pressure.
“So more than just pretty sidewalks there’s a lot of positive ramifications from having better and newer infrastructure,” she said.
Taylor said part of the planning phases has been outreach to any future private sector developers and utility companies, and the city received positive responses from that. Taylor shared that streetscapes could be planned around future development, to some extent.
While the project in downtown Lynchburg initially focused on replacing centuries old infrastructure, adding amenities like trees and streetlights became part of each phase of the project. This photo shows a completed section on Main Street. (Photo provided by Lynchburg, Va.)
Parkins said that it also includes getting people the right size service. He said officials have been asked by several companies that knew they’d be expanding in the near future and wanted a larger size line.
“It’ll save us and them time and effort,” he said.
The city officials were asked if they encountered any difficulties with switching phases that were pre-planned.
Taylor responded, “I think the way we laid out our timeline beginning to end, we could easily flow from the completion of one project to beginning another. For example, as we were under construction in Phase I, we were beginning the design work for Phase II. We’ve had continuous movement of construction and have been able to consider moving areas around.”
She said the goal was to complete Main Street in this phase and then move to Court Street in the next to give a little relief to Main, Church and Commerce streets before moving back to Commerce.
Parkins added it’s also been easier to build off newer infrastructure. He said the city replaced infrastructure on Fifth Street 10-15 years ago, which gave them a brand-new pipe to start working from. Workers have been able to work off the new pipe since then.
As far as how budget considerations affected their ability to switch phases, Mitchell said, “Budget is always a challenge and is always limited. That’s another reason for the next phase as it will have less of an impact on the general fund. So, we shifted to Court Street. Budget certainly does play a part in the decision-making process.”
Future plans
Parkins said they have about 18 months left in the current phase, making them about halfway through. He said the city has initiated a new phase every three years one year for design and two years for construction. Based on that, he believes it’ll be eight to 10 years before the city is done. He shared that every year Lynchburg has to do a five-year Capital Improvement Project plan, and the future projects are included in that plan.
Mitchell said the schedule for construction is dependent on the availability of funds. The project has been funded half from the utility and half from general funds. Parkins said the council is aware that one goal is to replace the old infrastructure.
“We need money to upgrade infrastructure and downtown is the most costly, but everyone has been behind us pushing forward with these efforts.”
He spoke about a major break of a 100-yearold 16-inch main on Commerce Street on a section that was not yet finished and that caused a lot of damage to some new bluff work. It poured all the way down Jefferson Street, creating a big mess. Brown pointed out the topography of the city of Lynchburg, population over 80,000, is a city of seven hills. “So, when he said it poured down, because of the topography, it affects more than just the immediate area.”
Mitchell offered this advice to other municipalities facing such a project. “Plan well in advance, think of businesses and traffic flow and pedestrian flow, prepare to engage with the community and any stakeholders early and often and make them aware of the project, its impact and what’s coming in the future.”
Lynchburg held public meetings before every phase. Parkins and Taylor reiterated having an outside organization handling communication with the public has been huge.
“Outreach to the public is huge especially with a project of this magnitude. We’ve been blessed to have them on board,” Taylor said.
The intersection of Main Street and 10th Street in Lynchburg shows the landscaping that is part of the streetscape done as well as replacing aging water line infrastructure. (Photo provided by Lynchburg, Va.)
Complete renovation of Beach Marina in Clearwater overcomes challenges to stay on schedule
By NICHOLETTE CARLSON | The Municipal
Built in the 1950s, the Clearwater, Fla., Beach Marina had never had a full renovation completed. New plans to remodel began in 2021. The high price of materials due to pandemic, getting the proper permits and ensuring the commercial tenants were able to maintain operations have been some of the challenges faced by the city through the process. It is projected to be completed in August 2026. (Photo provided by the city of Clearwater, Fla.)
New plans to remodel the Clearwater, Fla., Beach Marina began in 2021, with the city looking for a design for the new beach. Having been built in the 1950s, the marina was simply getting old and had not yet had a full renovation completed. The total remodel of the marina will be completed in two phases, though the first phase has since been split up due to hurricane damage. However, so far, the project remains on schedule, with the west end of the marina being torn out and rebuilding beginning to take place. The entire project is expected to be completed by August 2026.
A request for qualifications was released in June 2021 for companies wishing to submit designs for the marina replacement. A committee interviewed four of the eight companies that submitted a design. This committee comprised five city representatives from marine and aviation, engineering, and building and maintenance departments. Moffat and Nichol was selected for the job. Following the company’s selection and the start of the design phase, the city issued another request for qualifications for a construction manager at risk in April 2022. Another committee was formed with five city representatives from the marine and aviation and engineering departments to interview the three companies that applied. J. Kokolakis Contracting was unanimously selected for the construction work.
The city has used a variety of funding sources in order to move forward with the project. Aaron Braley, Clearwater marine and aviation department division controller, explained, “The city has looked to many avenues for obtaining the funding for this project. We have funding from a Tourism Development Council grant, Penny for Pinellas, Florida Fish and Wildlife Conservation Commission sport fish restoration grant and budgeted capital improvement plan from the marine and aviation department of the city. Additionally, we’ve applied for grant funding from the Florida Department of Environmental Protection.”
Because of damages to the dock during hurricanes in September and October 2024, phase one of the project was broken up into two parts. These hurricanes, especially Hurricane Helene, destroyed the docks on the east end with flooding and waves, which included the fuel dock.
“The plan was originally to move our commercial tenants affected by phase one of the project down to the east docks,” Braley described, “but
Once the remodel is complete, the west end marina will be a hybrid mixture of fixed and floating docks for commercial and recreational boats. A fuel dock, ice machines, security cameras, water and power at each slip, and a marina walk connecting to the nearby beach areas. (Photo provided by the city of Clearwater, Fla.)
the hurricanes forced us to pivot and move those tenants to our main dock instead while we had the east docks fixed. The east docks have been repaired, and the affected commercial tenants are now over there. Unfortunately, the fuel dock is not operational. Thankfully, because we were able to move our tenants to the main dock, the timeline of the project has not changed.”
Other challenges throughout the process have included the high prices of building materials and constructions from the pandemic.
Getting the proper permits and the city’s fuel dock being in a federal waterway also presented challenges, though the city was expecting some with a project of this magnitude. However, the greatest challenge thus far has been ensuring the commercial tenants have been able to continue the operations of their businesses with as little disruption as possible, especially with the hurricane damage.
“It was inevitable that everyone was going to be impacted by this project,” Braley admitted. “But this has been our priority.”
Currently, the west end of the marina has been torn out, including the seawall and utilities, and hundreds of feet of sheet piles have been driven in order to create the foundation for the new seawall and the cap. Sheet piles will continue to be driven in until the completion line for phase one. The city will begin running utilities infrastructure, water lines and conduit to the new construction. Phase one is expected to be completed by January 2026, with phase two beginning immediately afterward.
Once the west end renovation is complete, it will have a mix of fixed and floating docks, while previously there were only fixed docks. Fixed docks will be available for commercial slips, while the floating
Currently, the west end of the marina has been torn out, including the seawall and utilities. Sheet piles have begun to be driven in to create the foundation for the new seawall and will continue to be driven in until phase one is complete. Utilities infrastructure, water lines and conduit will then be run to the new construction. (Photo provided by the city of Clearwater, Fla.)
docks will be for recreational slips. There will be various amenities offered, such as a fuel dock, ice machines, restrooms, laundry facilities, security cameras and services, water and power at each slip, parking and easy access to various restaurant and entertainment options. There is also the possibility of a new parking garage. One of the greatest new aspects will be the marina walk, which will allow people to walk along the marina and help the area feel more connected with the nearby beach area.
As construction progresses, Braley emphasized, “We are making every effort to safely keep the marina as open as possible, as it is the livelihood for many of our commercial tenants and business owners within our marina building. That was the basis behind doing the construction in phases. Currently, the phase one area of construction is barricaded off and the rest of the marina, except for the fuel dock, is open as normal.”
RIGHT: The Beach Marina project was split into two phases. Following damage to the dock in 2024 from hurricanes, phase one was then also split into two parts. Flooding and waves destroyed the fuel dock. Originally, commercial tenants were going to be moved to the east dock. However, tenants had to be moved to the main dock instead while the east dock was repaired, though the fuel dock is still not operational. (Photo provided by the city of Clearwater, Fla.)
FLEETS HAVE SWITCHED TO VMAC’S G30
“Before I got the G30, I had another air compressor
would start half the time and stall out
Former junkyard becomes a pearl along Grand Junction, Colo., riverfront
By NICHOLETTE CARLSON | The Municipal
It has been a communitywide effort for the last 35 years to turn Dos Rios from a site with over 8,500 salvaged cars to a pearl along the Grand Junction, Colo., riverfront. One of the city’s greatest partners on the project has been One Riverfront, which began pursuing the cleanup of the site in the 1980s and 1990s in order to restore and revitalize the riverfront.
The former junkyard is the first landmark visitors see from the highway when driving to Grand Junction from the south, and it took a great deal of work over the last 35 years to remove the junk cars, clean up the area and then deed the land over to the city. Now it is the site of Dos Rios Park, which received the Columbine Award for new park design during the Colorado Parks and Recreation Association conference in October 2024.
Throughout the process, Grand Junction leaders studied and reached out to other communities to gain best practices. They partnered with various state, federal and nonprofit agencies and utilized natural geological advantages, including Grand Mesa, which lies less than an hour away and features skiing opportunities
ABOVE: One of the most notable parts of Dos Rios is the park, including the playground and the bike park. The bike park helps children and new bicyclists practice for the more advanced nearby mountain biking routes. The center of the playground is a play structure shaped like an endangered humpback chub fish. This allows a fun place for families to play and brings awareness to protecting the fish habitats in the Colorado River. (Photo provided by the city of Grand Junction, Colo.)
and desert terrain for hiking and viewing national monuments. Additionally, the city has the benefit of being situated at the confluence of two rivers, and there is an extensive mountain biking trail that cuts right through town and forms part of the Lunch Loop trail system, which is accessible from the town.
Since the 1990s, multiple city departments, the administration, and public and private partnerships have helped to implement the plan to revitalize the riverfront. According to Ken Sherbenou, Grand Junction parks and recreation director, the city is focused on creating “a string of pearls along the river with assets that celebrate Grand Junction. We prioritized turning former uses into better uses.”
In 1989, when coming into Grand Junction, Colo., from the south, the first sight was a large junkyard. One Riverfront was one of the city’s greatest partners in getting the junkyard cleaned up and turning into a revitalized riverfront destination. (Photo provided by the city of Grand Junction, Colo.)
In 2019, the first section of Dos Rios Park to be built was the bike park. It was funded mostly through a grant and is designed to promote skill development for children and allow new bikers to practice. It also prepares them for the surrounding, more advanced mountain bike trails. The city then worked with the downtown development authority to put in and connect horizontal infrastructure such as sewer, water and sidewalks.
A shelter and other infrastructures were added to further build out the park. A large playground and a splash pad were added toward the end of last year, and there are twin net towers and a large play structure modeled from the endangered humpback chub fish.
The play structure helps to bring awareness to the fish habitat in the Colorado River and acts as the centerpiece of the playground. There is also a beach along the river.
“A general improvement district was formed, which pledges financing revenues beyond the baseline and assesses a tax that stays in the specific area and can be used to pay off debt on the horizontal infrastructure,” Sherbenou pointed out.
Private funding and the developers are also helping to build up the area. There are future plans for a Starbucks, condominium and cantina along the river. One private developer is focused on mixeduse development, with residences for over 400 families as well as businesses including hotels, restaurants and shopping. “The initial public investment facilitates the private investment,” he explained. “There is a lot more progress to come.”
The downtown and along Main Street are areas that already garner Grand Junction a great deal of recognition. The riverfront at Dos Rios and the Second Street promenade are prominent areas. Eventually, the city is planning on connecting the downtown area to Dos Rios with a bridge so that Dos Rios and the riverfront would become like a “lower downtown.” Officials are currently in the process of finding funding for that project.
The process of turning Dos Rios from a junkyard into a riverfront destination with various amenities has taken approximately 35 years with various public and private partnerships. Private developers are in the process of planning a condominium, Starbucks, shopping and hotels. (Photo provided by the city of Grand Junction, Colo.)
At the Colorado Parks and Recreation Associations conference in October 2024, Grand Junction was awarded the Columbine Award for best park design for Dos Rios Park. The finishing touches were completed late last year. (Photo provided by the city of Grand Junction, Colo.)
Another pearl along the riverfront string of pearls, Las Colonias was built up prior to Dos Rios and is upriver about 1-1/2 miles. Las Colonias was the site of uranium mill tailings, so it required even more cleanup and remediation efforts than Dos Rios. It is now home to a large outdoor amphitheater that seats around 5,000 people, and it is becoming more well-known as a concert venue.
A river park opened in Las Colonias in 2020. It is accessible and acts as good training for inner tubing and kayaking. There are extensive dog parks, and a large feature is a zipline that comes in from Eagle Rim Park.
Along the riverfront trail from Las Colonias is a large open space that needs regular weed control and removal of the foliage for fire mitigation. The city’s weed control method is to allow goats to graze along the river: This is the fourth year for the program, and it continues to expand. Goats are a great, natural way to remove weeds without the use of chemicals and also keeps tamarisk, one of the biggest invasive local plants, from coming back since because once eaten, it is unable to reproduce. The grazing goats have become an unintended amenity for the city.
“I am just one of many who has worked very hard on these projects over many years,” Sherbenou emphasized. “I would encourage other cities to always focus on the long view. Sometimes projects seem so impossible or improbable. However, we really can affect change even if it takes a long time. With everyone moving in the
the city of Grand Junction, Colo.)
same direction with the long view in mind and seeing the potential, I’ve seen the changes that can be done. Municipal government can affect that change as long as we have the long view.”
The splash park was just completed late last year. It helps residents and visitors beat the heat in the warm weather. (Photo provided by
Amador Crossing Apartments:
A holistic approach to supportive housing in Las Cruces
By Danielle Lund | The Municipal
Amador Crossing Apartments is set to become a transformative force in addressing homelessness in Las Cruces, N.M. This 50-unit supportive housing complex, located in downtown Las Cruces, represents a groundbreaking partnership between the city and various community organizations.
This project is unique because of the city of Las Cruces’ role as a fiscal sponsor, which allows for a more flexible and responsive approach to addressing housing insecurity. With an estimated total construction cost nearing $16 million, the city has already secured most of the necessary funding, and the development is in progress.
For the first time, Las Cruces is developing publicly owned supportive housing, allowing the local government to maintain greater control and responsiveness to the community’s needs. Natalie Green, the housing and
revitalization administrator for Las Cruces, said, “This structure differs from traditional federally funded housing projects, enabling the city to avoid debt services and keep rental costs affordable for residents.” This level of flexibility ensures that Amador Crossing can serve as a sustainable, long-term solution for homelessness in the area.
Amador Crossing Apartments is a big step taken by the city of Las Cruces, N.M., to address homelessness. It is expected to be completed in 2026. (Rendering provided by Las Cruces, N.M.)
and day shelter, all run by the Mesilla Valley Community of Hope, a local organization that already supports the needs of the community.
The Amador Crossing Apartments will be constructed in a 17-acre community, anchored by five alliance agencies that provide basic needs, such as a soup kitchen, day care facility, health care,
case management
Housing affordability and homelessness remain significant challenges in Las Cruces. While the city has taken steps to combat homelessness, projects like Amador Crossing still face public perception challenges. Critics of the project argue that such initiatives are costly and serve a limited population. Others questioned the “housing first” model, which prioritizes getting people into stable living environments before addressing other personal challenges.
However, city officials like Green stress that “different types of homelessness, such as chronic, situational, and transitional, all require varying levels of support, and the most effective approach is providing stable housing as a foundation for rehabilitation.”
Some members of the public have also questioned why the city opted for an apartment complex model rather than tiny homes, a concept that has gained traction in other cities. Green emphasized that, “While tiny homes may provide quick and inexpensive shelters, they often isolate individuals rather than fostering reintegration into the community. The apartment model offers a structured environment that promotes social connections and access to wraparound services, increasing the likelihood of long-term stability for residents.”
Beyond Amador Crossing, the city is advancing multiple housing projects to combat shortages. The city operates safe encampments for the homeless, ensuring a temporary solution while these permanent housing opportunities are secured. Additional solutions include family apartment complexes, renovations of housing for veterans and initiatives aimed at increasing homeownership. Notably, two significant projects are in the pipeline: the Three Sisters Family Complex and the Padrina Complex. Additionally, over 100 single-family homes will be specifically developed for first-time homebuyers.
The primary eligibility requirement for Amador Crossing residents is an income of 80% or less of the area median income, which is roughly $40,000 in Las Cruces. The city is in the process of selecting a third-party property management company to oversee leasing and operational logistics. While rent will be set at fair market rates, many residents will receive housing vouchers through the housing authority, ensuring affordability. The city anticipates generating around $500,000 annually from rent and funding sources to cover staffing, maintenance, long-term escrow and two on-site case managers who will assist residents in maintaining stability.
The supportive services at Amador Crossing will be robust, ensuring that residents have access to essential resources for their long-term success. Case management offices will be on-site, and healthcare services will be provided through partnerships with organizations like Amador Health Care.
Green stated, “The goal is to create a holistic environment where residents can receive medical attention, job training, mental health services, and other crucial assistance.”
Sustainability also plays a key role in Amador Crossing’s design. Green discussed how the city is ensuring the longevity of its development by “incorporating impact-resistant drywall, durable solid-surface countertops and brick facades to enhance durability and reduce maintenance expenses.” The city is prioritizing the lastingness of these apartments to ensure that this project can support the community for a long time to come.
The project’s budget includes solar power to ensure long-term energy efficiency and cost savings. Additionally, the city has invested in a centralized heating and cooling system, ensuring that operational budgets can support ongoing maintenance and future unit refreshes.
While similar publicly owned supportive housing projects exist in nearby places like Albuquerque, Amador Crossing stands out because of its innovative financing and strategic location. The proximity to the Community of Hope campus ensures that residents have direct access to services that can facilitate their transition out of homelessness. Green emphasized that, “Securing stable housing is just the
beginning for our residents. It’s the ongoing community support and services that are essential for long-term success.”
Community support remains critical to the success of Amador Crossing and other affordable housing initiatives. Green encouraged residents to “engage with local nonprofits, volunteer at service organizations and educate themselves on best practices for addressing homelessness.”
Once Amador Crossing is operational, community members can help reintegrate residents through job opportunities, mentorship programs and social engagement activities.
The city of Las Cruces remains committed to a multifaceted approach to homelessness and housing insecurity. By balancing immediate solutions like safe encampments with long-term developments like Amador Crossing, the city is working to address the root causes of homelessness while expanding affordable housing options for all residents.
Amador Crossing Apartments represents a bold step toward ending homelessness in Las Cruces through a city-led, communitysupported initiative. With a completion target of summer 2026, the project is poised to provide not just housing but a pathway to stability for its residents.
The Amador Crossing Apartments will be anchored by five alliance agencies that provide basic needs, such as a soup kitchen, day care facility, health care, case management and day shelter. (Rendering provided by Las Cruces, N.M.)
This rendering showcases outdoor seating that will be included in the Amador Crossing Apartments project. (Rendering provided by Las Cruces, N.M.)
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New public works building brings operations under one roof
By JANET G. PATTERSON | The Municipal
What started as a pencil drawing on a sheet of copier paper nine years ago is now a completed public works building in the heart of Baldwin, Ga.
The Junior Robinson Public Works Building opened last fall to serve the 3,600 residents of the tiny but growing town in northeast Georgia. Grady Junior Robinson started to work for Baldwin 39 years ago when he was one of two employees in the water department. “He’s really given his whole life to Baldwin,” noted Public Works Director Scott Barnhart. “We thought it was important to honor him this way.”
Robinson, who plans to retire next year, has not only done his job well, but he has also mentored young employees, helping to create an effective team for the town of Baldwin, Barnhart said.
The new public works building gathers Baldwin’s public utilities, streets department and parks department into one structure.
“We were working out of very old, unpleasant buildings before this,” Barnhart said.
The public utilities department was housed in a 3,600-square-foot metal building that included one office with one desk. “It was coming down around us,” Barnhart added.
The streets department was also working in an antiquated metal building, and the parks department was in a tiny concrete block structure.
The new 7,000-square-foot building is a move into the future for the town that purchased 13 acres of land to begin the project. “We basically started from scratch.”
From the initial conversation with the mayor at the time, Barnhart weathered changes in town administration, acquiring and developing the land, finding funding sources, and shepherding changes in design.
ABOVE: The new $1.5 million Junior Robinson Public Works Building in Baldwin, Ga., is the result of nine years of planning. It was dedicated in September 2024. (Photo provided by Baldwin, Ga.)
“We really started pushing hard in 2020 to get this done.”
The town broke ground for the new building in November 2023 and took 10 months to construct the $1.5 million project. According to Baldwin’s chief administrative officer, Emily Woodmaster, funding for the project came from Habersham County SPLOST VII money from a one-cent special local option sales tax that helps pay for county and city projects, the American Rescue Plan Act (ARPA) federal grant money, and funds from the town’s 2021 water and sewer revenue bonds.
The building was constructed with future expansion in mind, Barnhart said. “Right now, we have three offices, one for the Public Works supervisor, and one for me the public
works director. The third office will be for an administrative assistant.”
He hopes that office will be occupied in the next budget year, meaning that the office will be open to the public to take care of business on-site, eliminating the need for documents to be transferred from city hall to the public works building.
Among the features of the new building are storage areas for parts, supplies and equipment, a kitchenette, locker room with a shower and a lounge area that is used for morning meetings and weekly video training sessions and meetings. Barnhart noted the lounge is also useful during emergency situations, such as snow and ice storms, when workers put in long shifts. “And it’s a good place to gather when we need to sit down and figure out what went on during a day.”
Barnhart’s department handles most general maintenance on the vehicles it uses. He’s looking forward to hiring a maintenance mechanic who will take care of not just the public works vehicles, but the town’s fire and police vehicles.
Employees and town residents are quite proud of the new facility. “When people come in for the first time, we give them a tour. It’s been great to have this new place.” In fact, having a brand-new clean facility has sparked a weekly Friday cleanup that involves mopping all the floors, including the maintenance bays.
shine on the floor is no accident of being new. Employees have scheduled a Friday cleanup and mopping to keep the new building in tip-top shape. (Photo provided by Baldwin, Ga.)
Although only 4.9 square miles in size, Baldwin sits in both Habersham and Banks counties, straddling the Eastern Continental Divide that separates waters flowing southeastward toward the Savannah River and the Atlantic Ocean from waters flowing southwestward toward the Chattahoochee River and the Gulf of Mexico.
Located about 75 miles northeast of Atlanta, the town’s population has grown by
about 30 percent in the last 25 years. Barnhart pointed out that the public works department has doubled from five employees when he arrived 11 years ago. Baldwin Public Works Department handles all street repairs, the maintenance of public facilities, such as parks, buildings and rights-of way, maintenance of water and sewer lines and general public services such as debris clean-up.
Ample space and comfortable chairs make the lounge area of the new public works building a room for meetings, training sessions and debriefing after a long shift. (Photo provided by Baldwin, Ga.)
The
A clean locker room and shower facility make working in the new Robinson Public Works Building a much better environment than the previous location. (Photo provided by Baldwin, Ga.)
Concord, N.H. Rich in history and natural resources
By BETH ANNE BRINK-COX | The Municipal
What do most people know about New Hampshire? For one thing, many of the unusual names in the state, like Winnipesaukee, Ossipee and Chocorua, are of Native American, or indigenous, origin, specifically from the Abenaki tribe.
The word “Abenaki” is a combination of two: “Abena” means “flickering light,” and “Ki” means “people.” Put together, it translates into “People of the First Light,” or “People of the Dawnland.” It’s fitting, since the sun rises on the East Coast.
Stefanie Breton, who serves as the public information officer for Concord, N.H., shared a treasure trove of knowledge about the New England capital city.
“Concord is the state capital, the oldest state capitol, where the legislative body still meets in its original chambers. And the capital includes the quaint and historic Penacook Village.”
The Visit Concord blog explained: “Penacook is Concord, but Concord is not Penacook. It is a sweet village in a city. Originally named ‘Fisherville,’ Penacook is a village inside the borders of the city of Concord, carved out of Concord’s northern quarter. The name comes from the Native American tribe that once lived in the region. ‘Penacook’ (or
ABOVE: Concord, N.H.’s, town square, complete with monument, looks just the way you’d expect for a historic town. (Photo provided by Concord, N.H.)
Pennycook) was also the original name of the lands incorporated into modern-day Concord.”
Canal Street Riverfront Park in Penacook is nearly complete. The 1.5acre park will be the first new park within the city of Concord since 1988, and it will provide ADA-accessible pathways, overlooks on the Contoocook River, a pavilion and amphitheater for concerts and outdoor markets, lighting and improved parking. A ribbon-cutting is taking place this spring.
Another piece of political history can be visited for guided tours in the months of May through October: the Pierce Manse, which is the former home of 14th President Franklin Pierce. It is a Greek revival home, a definite must-see.
Apart from politics, Concord is or has been home to widely recognizable names, Breton shared. Supreme Court Justice David Souter, founder of the Christian Science Church Mary Baker Eddy, teacher and astronaut
Christa McAuliffe, Stonyfield CEO Gary Hirschberg and two-time NBA Championship-winning basketball player Matt Bonner all hail from the city.
McAuliffe-Shepard Discovery Center is a science museum that honors McAuliffe, a schoolteacher who died in the Space Shuttle Challenger disaster, and Alan Shepherd, who is from nearby Derry and was the first American to travel into space.
According to the museum’s website, “McAuliffe-Shepard Discovery Center acknowledges that we live and work on the occupied lands and waterways of the Abenaki, Penacook, and other Wabanaki peoples: past, present, and future. We honor with gratitude this land and our ability to be in relationship with it and each other in this place.” Tours can be taken, or visitors can see planetarium shows; Mrs. Eddy’s home, also a Greek Revival structure, can be toured, too.
If carriages and stagecoaches are of interest, Concord was famous for them in the 19th century, and it showed in one company’s name Concord Coach. Concord Coaches were high-end, expensive vehicles; the cost was justified by long service life. Concord Coaches employed a style of suspension and construction particularly suited to North America’s early 19th century roads. Leather thoroughbraces suspended passengers, who were in constant motion while the coach was moving. The suspension reduced stresses on the structure at the same time that they improved passenger comfort.
Railroads began replacing stagecoaches in the middle of the 19th century, but Concord Coaches remained in commercial use into the 20th century and continue to be employed in parades and for publicity purposes by Wells Fargo Bank. There are still Concord Coaches on the road today, in a way: Now, the name applies to buses.
Breton noted that Main Street in Concord was redesigned during a multiyear project, completed in 2016, which increased safety, accessibility and vibrancy. “Concord has a bustling downtown with locally owned businesses, a variety of restaurants and arts and culture organizations,” she said. One of the gems the town is proud of is the Eagle Hotel, an historic hotel building at 110 North Main St. that was built in 1851. It is a
prominent local landmark and has served as a meeting place for state politicians because of its location across the street from the New Hampshire State House.
There are also numerous opportunities to enjoy and participate in the arts in Concord. Visitors may want to spend time at the Capitol Center for the Arts, where there have been many activities in the past, such as an Epic Scavenger Hunt and Murder Mystery Detective Experience, both of which had affordable ticket prices.
For those who prefer the outdoors and all the natural beauty found in Concord, the New Hampshire Audubon will be a good fit; it’s a nonprofit organization that developed beautiful trails that feature numerous species of birds and other wildlife. It offers educational workshops and nature walks throughout the year. Or visitors may want to check out the Silk Farm Wildlife Sanctuary; in 1835, the land on which the sanctuary is located was the site of a short-lived silk farm.
Breton is proud of the city’s central location in the northeast business corridor and proximity to the coast as well as the White Mountains. She said Concord has been consistently touted as one of the most desirable communities in New Hampshire in which to live and work, and it has consistently been a top real estate market nationally for the last five years.
Currently, more than 2,000 housing units are in development in the city. And there are lots of recreational opportunities and ways to enjoy the outdoors including more than 80 miles of trails and the Merrimack River Greenway Trail that is in Phase 2 of development and encompasses more than 340 acres of parks with fields, playgrounds, six community pools and a splash pad. Citizens can also check out the Douglass N. Everett Arena, which features ice skating and hockey in the winter and roller skating and roller derby in the summer.
Everyone has to eat, and in Concord, a person can avail themselves of the various breweries, farmers markets and restaurants that exist perhaps trying things they can’t get at home. Or they could check out the bookstores and other interesting sites and stores. Who knows they might just make a visitor want to settle right down and never leave.
Sunrise gilds Concord’s downtown buildings. Downtown Concord boasts many businesses, a boutique movie theater, designer hotel, three performing arts centers, music school, art school, a public theater and more. (Photo by Bill Graham)
Terrill Park offers 21 acres of various amenities, including a dog park, trails for jogging and hiking, and more. (Photo provided by Concord, N.H.)
Live-in volunteers help Berkeley Hills Fire Department improve response times
By MATTHEW BRADSHAW | The Municipal
Strolling by any firehouse on an average weekday, firefighters working on vehicles, conducting routine maintenance on equipment and preparing for the next call can be seen. Firefighters, by necessity, occupy the time between calls of service with routine chores, planning and training. But when the alarm goes off, they run toward the fire. And although some of them as professionals, many of the people who wear the uniform are not clocking in and out.
Most firefighters in the U.S. are volunteers. According to the National Volunteer Fire Council, “Volunteers comprise 65% of firefighters in the United States. Of the total estimated 1,041,200 firefighters across the country, 676,900 are volunteer.”
The earliest example of a volunteer firefighter brigade in the U.S. was the Union Fire Company in Philadelphia in 1736. It was
established by patriot Benjamin Franklin. Franklin and his contemporaries understood that fire threatened everyone in a community; therefore, everyone in the community owed a responsibility to fighting it. This same sentiment drives the majority of today’s firefighters to volunteer, giving up their spare time in the evenings and weekends to serve their community.
Berkeley Hills Fire Company is a 100% all-volunteer fire company, which has served Ross Township since 1942. It has used live-in rooms to improve response times and retain volunteers. (Photo provided by Berkeley Hills Fire Company)
In January, Berkeley Hills Fire Company congratulated live-in firefighter Logan Boyle, center, on the completion of his probationary period. (Photo provided by Berkeley Hills Fire Company)
When faced with a shortage of fire volunteers, officials at Berkeley Hills Fire Company in Pennsylvania developed an innovative solution to the challenge. In a moment of desperation, they converted a spare room into a free bunk house in exchange for volunteering. While Berkeley Hills was not the first department to come up with the live-in firefighter solution, in this case it did stem the tide and help in recruiting efforts.
Chief Dillon Coleman said the program was established in 2004. Before it was started, his department had experienced increased call volume: Combined with extended home response times, particularly around the holiday season and in the commercial district, the members of his fire house took the initiative to staff the emergency medical services squad in shifts. The program flourished from there.
The bunk space started as a small office, approximately 10 feet by 10 feet. It has undergone several renovations. In 2017, it expanded it into the existing living quarters, going from seven bunk beds and one shower to eight private bedrooms, a bunk room with three bunks and three full bathrooms. The remodeling was paid for by the fire company through a loan of $160,000.
The requirements and expectations for volunteers participating in the live-in program are being a member of the fire company, being 18 years of age or older, having a full-time job or being a full-time student and having at least a Firefighter 1 certification. If the person moves in as an EMS-only member, he or she must be a certified emergency medical technician and have emergency vehicle driver training certification.
The program has successfully impacted Berkeley Hills’ response times because the department is no longer waiting for people to leave their houses, drive to the firehouse and then get on the firetruck.
Coleman aims to keep the program going with as many participants as possible and wants to continue educating his firefighters to be tactically smart and mission driven.
Berkeley Hills’ success has attracted the attention of other municipal fire services, several of which have reached out. “The last department to reach out was actually from the state of Alaska,” he said.
There has only been a slight increase in expenses due to the live-in program. “Financially, the department has seen some increases in things like electricity and water. However, that is the price we will pay to have people in the firehouse around the clock, which helps support our No. 1 mission of quickly performing readily available, lifesaving actions.”
Local support has been positive, although not without its challenges, Coleman noted. “Community leaders support the program and have commended us on its success. Unfortunately, the general public is historically unaware that the company is 100% volunteer, despite it being noted on all of our social media outlets, on our signs, and in our donation request mailings.”
Some volunteers step forward out of duty or the calling they feel to serve their community. Others believe they can grow as a person or professionally by joining the noble efforts of their local fire department. Some firefighters sign up for the experience of being on a high-capacity team in an attempt to push themselves to the limit. Whatever the reason, recruiting has to take place all year to satisfy the need of a modern fire department. Leaders like Chief Coleman have found creative and innovative ways to adapt their recruiting efforts, increasing safety for the members of their community.
Berkeley Hills Fire Company congratulated live-in firefighter/EMT Ronald Hampton, center, on the completion of his probationary period in December 2024. (Photo provided by Berkeley Hills Fire Company)
Engine 247 is parked at Ross Park Mall Drive and Patrick Place for Berkeley Hills Fire Company’s annual boot drive. (Photo provided by Berkeley Hills Fire Company)
National Public Works Week 2025: May 18-24
American Public Works Association announced the theme “People, Purpose, Presence” for the 2025 National Public Works Week, May 18-24. Public works contributes to advancing and enhancing everyone’s quality of life, no matter where they live in the world. Public works professionals provide essential services that lead to healthier, happier, more vibrant communities.
This year’s theme, “People, Purpose, Presence,” highlights three cornerstone ideals that motivate public works professionals to serve in their communities every day. Meeting the needs of people is what gives public works its sense of purpose. Many times, public works professionals will never meet those whose lives have been impacted because when things are going right, no one knows that public works is there. Yet, with or without fanfare, public works is ever present, working in the background to advance quality of life for all. Public works professionals provide an infrastructure of services in transportation; water, wastewater and stormwater treatment; public buildings and spaces; parks and grounds; emergency management and first response; solid waste; and right-of-way management. Whether serving as first responders, responding to electricity outages, providing regular waste pickup, or making roads and sidewalks passable after a winter weather event, public works professionals are always there when people need them. Join APWA in celebrating the quiet work these professionals do that makes life better for everyone.
About the artist
Capturing the spirit of the small, specialist shops of yesteryear, where a warm welcome and honest work ethic were the order of the day, Jones and Co. is a family-run studio based in Cape Town, South Africa. There, everyone plays a part — Dylan illustrates, his wife, Heike, takes care of production, and their kids, Anna-Rose and Sophie-Mae, provide inspiration as they relish the simple joys of childhood. It’s in this environment, between the ebb and flow of everyday family life that Jones and Co. creates and craft their passion — character design, editorial and all forms of vector illustration.
New mayors receive guidance, aid through Harvard University program
By JENNIFER BARTON | The Municipal
“Being a mayor is always about growth mindset,” said Missoula, Mont., Mayor Andrea Davis. She is one of many past alumni of the Program for New Mayors: First 100 Days from the Bloomberg Center for Cities at Harvard University. Also in collaboration are the U.S. Conference of Mayors and the Institute of Politics at Harvard Kennedy School.
Mayors from large and small cities on each side of the country have traveled to Cambridge, Mass., to take part in this growth and learning opportunity. Though they represent vastly different cities, participants in the First 100 Days program focus on the similarities in their communities.
Davis participated in December 2023 after being elected to her seat in November, when the previous mayor passed away.
“You just have to be curious about things consistently and growing and this program helps you do that,” she said.
While she was still in the campaign phase, Davis was contacted by a representative of the program who asked if she would be willing to join the upcoming class should she win the election. She said she felt lucky to be selected for the program.
ABOVE: Missoula Mayor Andrea Davis, like a lot of mayors, hopes to see her community grow and found her time in the Program for New Mayors: First 100 Days beneficial, with a chance to learn crucial leadership skills. (Danita Delimont/Shutterstock.com)
Davis credits Michael Bloomberg, three-term mayor of New York City and a Harvard alumnus, for instituting the Center for Cities at his alma mater in 2021 to guide those in leadership positions. For a city with limited resources, the generosity of Bloomberg Philanthropies offers the chance to learn crucial leadership skills from Harvard University professors, she said.
“There’s so much support given to CEOs of companies, for example. But the mayor starts, and even though it’s such an important role, there’s really nothing there. That’s really what Bloomberg has filled in,” Davis commented.
The immersive sessions focus on three areas: navigating the transition to mayor, team building and reflection. Instructors use case
Fireworks burst over Missoula, Mont. The city’s mayor, Andrea Davis, is one alumni from the Bloomberg Center for Cities at Harvard University’s Program for New Mayors: First 100 Days. (Cavan-Images/Shutterstock.com)
studies to demonstrate new principles and encourage creative thinking. Breakout sessions with other mayors round out the experience.
“The beauty of what Mayor Bloomberg saw is that so much action is at the local level, the city level. There’s more and more demand and need for us to figure out really complicated local and global issues, and all these things lead to greater governance.”
As Davis had never been elected to a city leadership position before, one system she put in place after learning about it during the program was a tangible work schedule that prioritizes and maximizes her time. She stated that this has made her more proficient in leading in a strong mayoral governing style.
Similar in size to Missoula is St. Cloud in central Minnesota, a city of roughly 69,000 people. Mayor Jake Anderson was elected last fall when his predecessor, David Kleis, chose not to seek reelection after nearly 20 years as leader of the city.
Prior to his election, Anderson was on the city council for two years and had served his community in other capacities as well. He attended the Program for New Mayors in early December, before his term began. He was contacted to join the program shortly after being elected mayor.
He found the two-day experience an opportunity for growth and gaining knowledge. “The sessions were highly informative and the ability to interact with newly elected mayors from all over the country was excellent,” Anderson commented.
Like Davis, his greatest takeaway was time management skills. He said the program helped provide him some baseline information on how to prioritize things.
Anderson joined the third class to graduate from the program. Eleven different states were represented by 24 newly elected mayors last year, with a total of more than 5 million residents within those cities.
“Obviously, nothing prepares you for the role into you actually step into it. But the foundational aspects of the program and getting to hear about the experiences of other mayors, both newly elected and former, was worthwhile.”
Anderson and Davis noted the sad lack of support most mayors encounter and said that the Bloomberg Center seeks to change that. Organizers of the Program for New Mayors connect mayors through
St. Cloud, Minn., Mayor Jake Anderson also participated in the Program for New Mayors: First 100 Days and took away valuable time management skills. (Anh Luu/Shutterstock.com)
St. Cloud is Minnesota’s 12th-largest city as of the 2020 when the city had a population of 68,881. (Jacob Boomsma/Shutterstock.com)
WhatsApp and host virtual follow-up sessions. Through these communications, cities can tackle major issues in collaborative ways.
“The networking with other mayors was invaluable,” Anderson said. “Someone once said that being mayor is the loneliest job, and there’s some truth to that.”
He said he has found the program helpful and would recommend it to any new mayor from anywhere in the country.
Graduates of the program have already applied the strategies they learned at the center to implement changes in their communities.
Mayor Brett Smiley of Providence, R.I., used techniques learned in the program to build his team and to boost morale for city hall workers.
The mayor of Newport News, Va., Phillip Jones, had to deal with a crisis even before he began his term, when a 6-year-old shot his teacher at a local school. The youngest-elected mayor in the city’s history and also a Harvard graduate, Jones immediately turned his attention to school safety. Then, utilizing tactics he had learned at the center, he worked to build relationships within the school district and created two new positions to promote positive change in Newport News: chief innovation officer and a federal lobbyist position.
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Wichita bicycle plan takes shape
Wichita, Kan., has long been a city with potential for great bicycling opportunities.
The city on the Plains has a population of more than 395,000. The Greater Wichita Region contains a population of over 790,000 and is expected to grow to over 870,000 by 2035. Alongside population growth, local leaders have prioritized quality-of-life initiatives. With approval of the 2024 Wichita Bicycle Plan, the city has committed to a brighter future for cyclists, commuters and recreational riders alike.
From connecting bike lanes to creating more low-stress bikeways, the ambitious plan reinforces Wichita’s commitment to making biking safe, accessible and enjoyable for all.
According to Communications Manager Megan Lovely, the vision and foundation for 2024 Wichita Bicycle Plan were established more than a decade ago.
“The plan builds on the success of the 2013 Wichita Bicycle Master Plan and establishes a refreshed vision and goals, an updated longterm bikeway network, a priority bikeway network and a series of action steps aimed at reducing barriers to bicycling and making it safer, more comfortable, and more convenient for people of all ages and abilities to bike for transportation and recreation in Wichita,” she said.
Among the highlights are more than 80 miles of new bike lanes over the next 10 years, connecting bike lanes outside of the city and creating low-stress bikeways.
With respect to the latter aspect, the idea is that the bikeways will provide routes that are safe and comfortable even for inexperienced cyclists or families. By emphasizing inclusivity and accessibility, Lovely said the plan aims to encourage more people to take up biking as a transportation and recreation option.
What makes the project especially meaningful is that a significant part of the 2024 Wichita Bicycle Plan’s development is indebted to public engagement. The planning team carried out a robust engagement effort to gather input from a broad range of stakeholders in Wichita throughout the planning process.
“Planning teams worked to ensure that the plan reflects the input of a broad and representative range of residents,” she said. “About 2,000 Wichita residents participated in surveys, meetings and other feedback opportunities. Their invaluable insights contributed to the detailed recommendations and goals outlined in the document.”
Lovely is confident that this inclusive approach will result in goals and strategies tailored to the unique needs of Wichita’s neighborhoods and residents, allowing the plan to address niche challenges and opportunities.
Safety also takes center stage in the 2024 Wichita Bicycle Plan. A commitment to “road diets” a strategy that reallocates roadway space to benefit all types of transportation modes, including
The purpose of a bicycle trip potential analysis is to determine where people would be most likely to bicycle. Wichita, Kan., has applied this analysis locally to develop of the Wichita Bicycle Plan. The city is committed to a brighter future for cyclists, commuters and recreational riders alike.
cycling is among the measures in place designed to reduce collisions, improve cyclist safety and promote mobility equity.
Beyond safety, the plan highlights how improved bicycling infrastructure boosts the quality of life for residents. For instance, better air quality, reduced traffic congestion and more opportunities for outdoor exercise and recreation mean the benefits of a bike-friendly Wichita extend to all people, not just cyclists.
Lovely acknowledged the importance of learning from best practices in other cities while tailoring strategies to Wichita’s unique urban layout. Although plans and studies from leading bike-friendly cities provided inspiration and guidance, Lovely said the recommendations were rooted in Wichita’s specific characteristics and community needs. This approach ensured that the solutions would resonate with residents and work effectively in the local context.
Of course, progress often has a price tag. Although no direct funding is tied to the adoption of the plan, Lovely said much of its implementation will likely be supported by a $458,735 federal grant the city received in 2022, along with an additional $91,747 contribution from the city itself. The Wichita City Council will play an essential role in deciding how that funding is allocated to various elements of the plan.
As she noted, the plan serves as a guide for recommending projects for the city’s capital improvement program and operating budgets. While future funding needs remain a consideration, approval of the plan in January signals a commitment to continually improving bicycling infrastructure and policies all of which is to say that Wichita is entering a new chapter in its efforts to prioritize biking as a mode of transportation and recreation.
In May 2024, the mayor and city council of Wichita issued a proclamation for Bike Month.
A pedestrian bridge stretches over the Arkansas River by The Keeper of the Plains steel sculpture in Wichita, Kan. (Nagel Photography/Shutterstock.com)
The city of Folsom, Calif., has created a Water Vision plan to come up with water planning options since currently the only source of water is the Folsom Reservoir. In 2009, the main pipeline transferring water from the reservoir to the city’s water treatment plant collapsed and was unusable. A temporary pipe had to be installed by the U.S. Bureau of Reclamation in order to get water to Folsom residents. (Photo provided by the city of Folsom, Calif.)
Drought conditions between 2012 and 2016 put Folsom Reservoir at extremely low levels. The U.S. Bureau of Reclamation had to install temporary pumps and pipelines to bring water to the city from the reservoir. (Photo provided by the city of Folsom, Calif.)
Water Vision plan helps Folsom, Calif., identify future drinking water sources
By NICHOLETTE CARLSON | The Municipal
While there was no particular occurrence that made the city of Folsom, Calif., begin to consider alternative drinking water supplies, its complete reliance on Folsom Reservoir encouraged consideration of other sources for the future. The Folsom Water Vision plan will help the city with water planning and management over the next 50 years.
According to Marcus Yasutake, Folsom environmental and water resources director, there have been various local discussions about resources for drinking water over the years. The city’s involvement with regional water reliability planning provided the appropriate timing to begin the Water Vision process.
The main reason for Folsom to develop alternatives for drinking water supplies is that right now, the city is entirely reliant on Folsom Reservoir. Building on the American River Basin Study, which analyzed different future climate scenarios and their impacts to water supplies within the American River Basin, the city will develop a long-term water supply plan to identify potential water supply portfolios that can mitigate impacts from a changing climate. The process includes evaluating the city’s existing water system and supplies to identify its risks and opportunities, searching for potential new water sources, developing and
evaluating new potential water supplies in order to enhance long-term reliability and resiliency of drinking water, choosing a recommended future water supply and developing a flexible outline for how and when this future water supply will become a reality. Feedback from stakeholders is permeating the process.
In order to plan the most reliable future for the city’s water, Yasutake mentioned: “To develop this long-term plan to manage our water resources, the city will undergo a rigorous technical analysis coupled with an open stakeholder input process.”
There are two primary threats to the city’s drinking water supply. “One threat is that there is a single raw water pipeline that delivers water from Folsom Reservoir to the city’s treatment plant. The other threat is related to low water levels in Folsom Reservoir that can potentially reduce the
Since the Folsom Reservoir is the only source of water for the city of Folsom, the city’s Water Vision plan is helping to evaluate the risks and opportunities with the existing water system and new potential water supplies. (Photo provided by the city of Folsom, Calif.)
amount of water that could be delivered to the city in dry or drought conditions.”
The challenge of having a single pipeline was seen in February 2009, when several hundred feet of the pipeline collapsed. The U.S. Bureau of Reclamation had to install a temporary pipe in order to deliver water to the city until the main pipeline could be fixed. The Bureau of Reclamation then had to install temporary floating pumps and pipelines in December 2015 to deliver water from the reservoir to the city.
“Due to the drought conditions that existed from 2012 to 2016, there were very low water levels in Folsom Reservoir. There was the potential that the main pipeline in the dam that serves San Juan Water District, Folsom State Prison and the cities of Roseville and Folsom could be compromised by the reservoir water level potentially being at a lower water surface level than the main pipeline in the dam if dry conditions would have persisted into mid- to late December 2015. Fortunately, these did not need to be operated due to rain events and the filling of the Folsom Reservoir, but these were available in case these were needed,” Yasutake said.
Since February, the city has hosted five of the six stakeholder group meetings. All were well attended by the public. Information about the group meetings was sent out via social media and announcements in the city’s weekly e-newsletter.
In February and March 2024, the city also conducted a public survey to gather feedback from the community regarding residents’ understanding, value and concerns about Folsom’s water supply. A website, www.folsom. ca.us/government/environmental-water-resources/folsom-water-vision, was created to update the public on the project and offer presentations and video recordings of the meetings. The final meeting was April 15.
In the public meetings, some of the main ideas presented by stakeholders and the public included redundancy in water treatment and water delivery infrastructure, water supply alternatives that include groundwater and surface water, concern about water quality when switching from surface water to groundwater, funding options including state and federal grants, and the timing and sizing of necessary infrastructure to meet water supply demands of implementation of future projects.
The city and consultant team will present the ideas to the city council this summer and receive council feedback. The council will then likely provide feedback on possible planning, design and implementation of future water supply alternatives.
Stakeholder group meetings have been well attended by the public when it comes to the city’s Water Vision plan. After all six meetings have been completed, the city will meet with consultants to draft a plan to present to the city council this summer. (Photo provided by the city of Folsom, Calif.)
Residents at the group meetings were encouraged to share their main ideas and concerns. Some of these included the redundancy of water treatment and water delivery infrastructure, funding options including federal and state grants, water supply alternatives such as surface water to groundwater and the water quality if a switch occurred. (Photo provided by the city of Folsom, Calif.)
Ready to respond: Hawthorne emergency preparedness program
By JULIE YOUNG | The Municipal
When it comes to preparing for, responding to and recovering from a natural or man-made disaster, the city of Hawthorne, Calif., is ready to swing into action thanks to a comprehensive emergency preparedness program.
“The most common emergency that the city prepares for is earthquakes, due to the frequency and severity of earthquakes in our region. However, we prepare for all natural and man-made disasters through training and tabletop exercises,” said City Manager Vontray Norris.
A cohesive plan
Codified through a city ordinance and encompassing all relevant departments, including police, public works, engineering, community services, finance and county fire, Hawthorne’s emergency services program maximizes municipal resources whenever a disaster occurs. Specific duties are assigned
A BOVE: City Manager Vontray Norris said that recent California wildfires gave officials the chance to reevaluate the local emergency preparedness program and make sure they were ready for anything.
(Photo provided by Hawthorne, Calif.)
to the director of emergency services for example, the city manager who then directs all coordinated responsibilities to the emergency preparedness coordinator. The EPC is the city liaison for all emergencyrelated activities and represents the city in dealings with public and private agencies pertaining to emergency matters.
Norris said that the EPC interacts with all levels of government during emergency situations and coordinates with county officials through various communications systems such as the Operational Area Response and Recovery Systems and the National Emergency Management System/ Standardized Emergency Management System to provide real-time communication to affiliated partners,
“The EPC’s responsibilities also include training city employees in how to handle emergencies in the workplace and home,” said Norris.
Representatives from the city also meet monthly with the Area G coordinator and Alert South Bay to conduct various training activities and tabletop exercises and learn how to send message notifications to residents in the event of an emergency. Alert South Bay is a regional notification platform that keeps 15 South Bay cities up to date on events that may impact homes, workplaces and schools.
“The EPC also meets with the city’s Community Emergency Response Team volunteers about deploying and assisting with disasters,” said Norris. “The city provides annual CERT training to its residents and as the severity and frequency of natural and man-made disasters increases, the city will continue to respond, adapt and update the city’s plan accordingly.”
All fired up
While the recent wildfires across Los Angeles County did not have a direct impact on Hawthorne’s emergency preparedness program, the crisis did cause city officials and emergency response teams to look at the various situations that could impact the community in the future. Norris said that although wildfires have never been an issue for Hawthorne, the recent crisis prompted them to look for additional ways to prepare for any situation that could happen.
“During the wildfires, we culled someone from each department to come up with ways that Hawthorne could help, even though it wasn’t impacting us in a big way like it did to cities that are much closer to direct impact zones,” said Norris. “We looked for ways our city was able to volunteer, donate or anything that residents were able to do.”
Thankfully, Hawthorne has its own media department, which was not only able to gather information from online sources and
The city of Hawthorne, Calif., runs continuous test scenarios and tabletop exercises to shore up potential holes in its emergency preparedness program. (Photo provided by Hawthorne, Calif.)
Hawthorne’s emergency preparedness program is comprised of relevant agencies, including police, public works, engineering, finance, community services and county fire. (Photo provided by Hawthorne, Calif.)
pass it on through social media platforms, but the city also owns two public access cable channels that allow residents to stay up to date with any Hawthorne-related news. Norris said that during the wildfires,
the city interrupted regularly scheduled programming to broadcast wildfire-related news and information.
“One of our channels is a dedicated 24/7 bulletin channel where you will see
nothing but graphics to all Hawthorne news. During these times, we posted information about where residents could donate clothes, water, toiletries and anything people might need. Air quality information was also updated every morning and evening, along with resource information as to the locations of shelters if needed, organizations collecting money, where to place or find lost pets, etc.,” he said.
Always evolving
In light of recent wildfires, the city activated its Emergency Operations Center in City Hall virtually, while the police department activated its EOC with in-person staff to monitor the city. Norris said he was in constant communication with Brandy Villanueva, the disaster management area coordinator for Area G to report on any issues affecting the city of Hawthorne. Villanueva then reported on any issues that were affecting the county’s EOC and the residual effects that might impact local municipalities. However, it is an ever-evolving plan.
“We are always updating our emergency plan with guidance from federal, state and local agencies,” said Norris. “We feel that investing in emergency preparedness is a valuable asset because when a disaster occurs, we want to be proactive and protect life and property.”
For communities working to implement or improve an emergency preparedness program, Norris said that knowledge is power.
“Know your city. Know what resources you have available locally and work calmly with your respected coworkers,” he said. “It’s all about #TEAMWORK.” M
The Los Angeles County Fire Department is a key partner in Hawthorne’s emergency preparedness program. (Photo provided by Hawthorne, Calif.)
Municipalities Turn Up The Heat
By Wes Van Velsor | Vice President of Ray-Tech Infrared
The cost of maintaining asphalt roadways is continuously climbing and we are seeing more municipalities opt to purchase infrared heaters to do their own repairs. Most of these organizations traditionally used cold patch materials with a very short lifespan or subcontract companies to perform cut and replace repairs. Both of those options are costly in the long run as neither results in a permanent, seamless repair. By purchasing an infrared asphalt heater, these municipalities are able to handle the repairs themselves and can obtain the highest quality repair possible when done correctly.
The importance of a seamless patch cannot be understated. Traditional cut and replace methods will result in a hot edge of the new material pushed against a cold edge of the existing surface. This allows moisture and debris to enter that seam over time and raveling of the surrounding area is inevitable without repeated sealing with a crack filler material. Infrared repairs allow the user to heat the area and then join the new hot material into the surrounding heated material. This makes the seam around the patch virtually nonexistent, which means there is no need to use crack fillers and the issue should not return unless there is an underlying issue in the base material.
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things you must know BEFORE buying a STREET SWEEPER
MAY
May 4-7 Florida Water Resources Conference
West Palm Beach Convention Center, West Palm Beach, Fla.
https://www.fwrc.org/
May 5-8 MSTPA Annual Conference & Trade Show
Atlanta, Ga.
https://www.mstpa.org/ conference
May 7-9 Labor Relations Institute
Yakima Convention Center, Yakima, Wash.
https://wacities.org/eventseducation/conferences
May 12 32nd Annual Top Cops Awards Dinner
Washington, D.C.
https://www.napo.org/events/ upcoming-events/
May 12-15 AASHTO Spring Meeting Hartford, Wis.
https://transportation.org/ meetings/events/
May 12-15 NCRWA 48th Annual Conference & Exhibition
Benton Convention Center, Winston–Salem, N.C.
https://www.ncrwa.org/ annualconference.html
May 13-15 International Association of Fire Chiefs Community Risk Reduction Leadership Conference Renaissance, Phoenix Glendale Hotel, Glendale, Ariz.
https://www.iafc.org/events
May 13-16 Alabama League of Municipalities Annual Convention
Huntsville, Ala.
https://www.almonline.org/ AnnualConvention.aspx
May 13-16 WRPA 2025 Annual Conference
Three Rivers Convention Center, Kennewick, Wash.
https://www.wrpatoday.org/
May 14 NAPO’s Legislative Update Breakfast & Lobby Day
Washington, D.C.
https://www.napo.org/events/ upcoming-events
May 15-18 WSFFA 102nd Annual Conference & Fire School
Wenatchee, Wash.
https://wsffa.growthzoneapp. com/ap/Events/
May 19-21 Association for Pennsylvania Municipal Management Annual Conference
Lancaster Marriott at Penn Square, Lancaster, Pa.
https://www.apmm.net/annualconference-information
May 19-21 New York Rural Water Association 46th Annual Technical Training Workshops & Exhibition
The Turning Stone Resort 7 Conference Center, Verona, N.Y.
https://www.nyruralwater.org/ conference
May 19-22 Cleanpower 2025 Conference & Exhibit Phoenix. Ariz.
https://cleanpower.org/events/
May 20-22 ARWA Gulf Coast Technical Training Conference
Orange Beach, Ala.
https://alruralwater.events/ event/19
May 21-23 MEPAV 2025 Annual Conference
Hilton Garden Inn, Virginia Beach, Va.
https://www.mepav.org/ annual-conference/
May 21-23 NACO Western Interstate Region Conference
Rapid City, S.D. https://www.naco.org/
May 21-23 National Economic Mobility and Opportunity Conference 2025
May 21-24 California Association Recreation & Park Districts Conference
San Diego, Calif. https://www.caparkdistricts. org/
May 28-30 NYCOM 2025 Annual Meeting & Training School
The Sagamore Hotel, Bolton Landing, N.Y. https://www.nycom.org/
May 28-30 ACCMA Summer Conference
Perdido Beach Resort, Ala. https://www.accmaonline.org/Default. asp?ID=228&pg=Conferences
JUNE
June 1-4 72nd Annual EUFMC Meeting
Williamsburg Lodge & Conference Center, Williamsburg, Va. www.eufmc.com
June 1-4 Prima 25 Seattle, Wash. https://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 Troy, Mich. https://www.facebook. com/p/North-AmericanActive-AssailantConference-100072154118342/
10 TOP Scenic road trips
Ah, summer — the time most Americans feel the pull of sun, fun and open road. Now is the time to plan a carefree, rejuvenating summer road trip with family or friends.
Road trips are less about the destination and more about the journey, so the route matters. A good playlist and awe-inspiring scenery across the majesty of the U.S. make for a memorable experience that will doubtlessly include picturesque stop-offs, unique eats and lots of laughter.
Hellotickets.com researched some of the country’s most breathtaking scenic drives and compiled them into a Top 10 list that will have everyone packing their bags and filling up the gas tank. Along the way, natural wonders intersect with manmade highways in a way that will leave motorists wanting even more.
According to the website, “From legendary highways to off-the-beaten path gems, here’s where to put your next road trip in gear.”
Overseas Highway, Florida
1
Pacific Coast Highway, California
2 8 5 3 9 6 4 10 7 Route 66, Illinois to California
