The Municipal - September 2026 by The Papers Inc.

Magazine For America’s Municipalities

September 2026

Crisis Management

INSIDE: Partnerships in disasters Bolingbrook, IL Permit No. 1939

PAID PRSRT STD U.S. POSTAGE

www.themunicipal.com

Mitigating wildfires

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SEPTEMBER 2026 | THE MUNICIPAL 3

Contents

Shutterstock photos

September 2026 | VOL. 17 No. 6 | www.themunicipal.com

15 Focus on Crisis Management 16 Crisis Management:

24 Crisis Management:

32 18 Crisis Management:

32 Streets, Highways

Modernizing for the next crisis: Virginia Beach strengthens emergency management

How Santa Rosa, Calif. turned catastrophe into a national model for wildfire survival

Grand Rapids strengthens emergency readiness by bridging language barriers

& Bridges: Lincoln, Neb., revitalizes downtown with large infrastructure and beautification project

20 Crisis Management:

36 Parks & Environmental

Cave City’s relationship building bolstered recovery efforts from tornado

Services: ‘World’s largest lily pond’ upgraded in West Virginia park

Crisis Management

ON THE COVER The most expensive manhole may be the manageable repair that waited until it became a roadway failure. Mr. Manhole’s specialized cutting technology can help turn backlogs into solid manhole maintenance programs. Read more on page 10. INSIDE: Partnerships in disasters Mitigating wildfires www.themunicipal.com

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SEPTEMBER 2026 | THE MUNICIPAL 5

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

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

editor SARAH WRIGHT swright@the-papers.com

publication manager CHRIS SMITH chris@themunicipal.com

account executive SHANNON MORRIS smorris@themunicipal.com

graphic designer MARY LESTER mlester@the-papers.com

business manager ANNETTE WEAVER aweaver@the-papers.com

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

mail manager KHOEUN KHOEUTH kkhoeuth@the-papers.com

marketing assistant MIRANDA BEVERLY mbeverly@the-papers.com

Departments 8 Editor’s Note: Don’t forget to build relationships

10 From the Cover: Mr. Manhole 12 Notable Destinations: Philadelphia’s essential “Rocky” tour

26 City Profile: Bisbee, Ariz. 40 Conference Calendar 41 Product Spotlights 44 Top 10: Interstate migration: Who are the winners?

45 Advertiser Index

editorial assistant JODI MARLIN jodimarlin1241@gmail.com Contributing Writers Jennifer Barton, Beth Anne Brink-Cox, Lauren Caggiano, Nicholette Stout, Denise Fedorow, Danielle Lund, Teresa Nicomemus, Janet G. Patterson, Julie Young

WWW.THEMUNICIPAL.COM PO Box 188 • 206 S. Main St., Milford, IN 46542 866-580-1138/Fax 800–886–3796 Editorial Ext. 2307; Advertising Ext. 2505, 2408

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The Municipal does not knowingly accept false or misleading advertising or editorial content, nor does The Municipal or its staff assume responsibility should such advertising or editorial content appear in any publication. The Municipal reserves the right to determine the suitability of all materials submitted for publication and to edit all submitted materials for clarity and space. The Municipal has not independently tested any services or products advertised herein and has verified no claims made by its advertisers regarding those services or products. The Municipal makes no warranties or representations and assumes no liability for any claims regarding those services or products or claims made by advertisers regarding such products or services. Readers are advised to consult with the advertiser regarding any such claims and regarding the suitability of an advertiser’s products. No reproduction of The Municipal is allowed without express written permission. Copyright © 2026.

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SEPTEMBER 2026 | THE MUNICIPAL 7

Editor’s Note

Don’t forget to build relationships Sarah Wright | Editor

mergencies know no timetable but their own. They don’t ask if you’re ready. They also don’t follow a cookie-cutter pattern. Each is different; each requires certain levels of flexibility and creative thinking. Emergencies also don’t respect jurisdictions; they happen everywhere. It’s hardly a comfort, especially when in the thick of it, to know that you are likely not alone in experiencing a similar public relations crisis, mass-casualty incident or natural disaster. However, receiving guidance from other municipalities that have experienced similar situations and recovered can improve your own efforts by providing a game plan for what actually works. Networking and developing connections can prove vital, especially in the worst of times.

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In this issue, writer Denise Fedorow relays Cave City, Ark.’s, experience following an EF-3 tornado, in which the connections made by officials aided recovery. Cave City Mayor Jonas Anderson shared, “One thing I really worked hard to do is build relationships with other municipalities and organizations. I built relationships with mayors and organizations around the state.” After the storm, the city of Batesville, Ark., had equipment and people trying to get into Cave City before the state police had opened the roads. Years of building relationships with neighboring communities showed positive results, and undoubtedly, if the shoe were on the other foot, Cave City would answer the call, too. Another city answering the call is Santa Rosa, Calif. The community experienced a devastating wildfire in 2017 that destroyed roughly 3,000 structures within the city limits. Since that disaster, the city developed its first Community Wildfire Protection Plan, which contains 46 action items and nine objectives, each specific to Santa Rosa and shaped by what residents wanted to see happen. Today, that same city is the one that the Federal Emergency Management Agency,

the Governor’s Office of Emergency Services (Cal OES) and disaster-scarred communities from Maui to the Carolinas call when they want to know how to move forward. Santa Rosa also shared its experiences with writer Lauren Caggiano. While building connections with neighboring communities is great, city officials shouldn’t forget to forge relationships with the individuals within their community. Grand Rapids, Mich., is one example of a city doing so as it offered its first-ever CERT Spanish-language emergency response training. Writer Teresa Nicodemus outlines the success of this training. Another vital relationship to build is within city government and its many departments. Writer Danielle Lund shares Virginia Beach, Va.’s, yearlong effort to upgrade emergency operations, strengthen recovery planning and improve coordination across city government. No community, or even city department, is an island. It takes building connections to ensure that if the worst should happen, all the right pieces will fall into place. M

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From The Cover

Are we still repairing manholes like it’s 1925? A public works case for protecting pavement continuity, moving from crisis response to regular maintenance, and giving good crews better leverage. Article and photos provided by Mr. Manhole

ABOVE: Our Gold Cutter Series about to cut a series of manholes in Utah.

Look at the front cover photograph of a road crew repairing a manhole in 1925. The hats have improved. The coffee probably has, too. But if that crew arrived on your job site tomorrow, how unfamiliar would the basic process really feel? Road construction has gained better materials, smarter specifications and more capable machines, yet work around manholes and other access points is still too often treated as an awkward exception. At Mr. Manhole, we believe there is a whole new way to road: not simply a different piece of equipment, but a shift from reacting to failures toward managing the places where failures begin. When every day feels like crisis management Public works, sewer and water departments begin with a plan. Then a water-main break, resident complaint, snow event, staffing gap or urgent complaint rewrites the day before lunch. Manhole and access-point maintenance is deferred not because municipalities do not care or do not understand the importance. It is deferred because the urgent keeps shouting over the important. The practical obstacles are real. Some municipalities do not have a dedicated crew. Mobilizing a contractor for one or two utility repairs can be difficult to justify. Other cities have skilled employees, but those employees are already booked. Repairs are batched, small defects wait,

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Infographic using 50 repairs annually over 10 years.

LEFT: A circular flat circular collared cut.

Our underslung water valve arms, but for a perfect water valve repair.

and the backlog becomes large enough to compete for attention, usually after it becomes more disruptive and expensive. The pavement does not see ‘Just a manhole’ A pavement section performs best when its layers act continuously. Every casting, valve box and utility access point interrupts that continuity. The pavement, frame, chimney and surrounding backfill can respond differently to moisture, temperature and traffic. Those interfaces deserve deliberate design and maintenance. Water infiltration can weaken supporting material. In cold climates, freeze-thaw cycling repeatedly expands and relaxes trapped moisture. Differential settlement can leave the frame and surrounding pavement moving on different schedules. Dynamic wheel loading, especially repeated impacts from heavy vehicles, then concentrates stress at an already vulnerable transition. Loose frames, cracking, potholes and rough rides are not random bad luck; they are often the visible end of a connected mechanism. The most expensive manhole may be the manageable repair that waited until it became a roadway failure.

From backlog to program The better question is not, “Why didn’t the city fix it sooner?” It is, “What would make earlier repair practical?” A regular program can be self-performed by municipal crews or delivered through qualified local contractors. Either model can work when the workflow supports safety, repeatability, production and a durable transition back to sound pavement. The shift is visible in the field. On a delayed municipal road project in Michigan, a Midwest contractor rented our specialized cutting technology, improved production and recovered meaningful schedule time. The useful lesson is not a flashy multiplier; it is that the right process can remove a stubborn bottleneck and help a capable crew do more with the day it already has. Municipalities from Washington to New York have likewise moved from little or no routine manhole and utility repair toward regular programs with assigned crews and the engineers and city engineers supporting them, use this system or similar methods within roadconstruction project specs to protect quality, budget and schedule while pursuing longer-lasting repairs. This is what Lynn Garton, water reclamation supervisor for the city of Scottsbluff, Neb., has to say about our system: “That is the best investment we ever made! … Should have done this long ago!” — Lynn A. Garton, Water Reclamation Supervisor, City of Scottsbluff Better tools are a form of respect Mr. Manhole develops systems for municipalities and contractors around four linked outcomes: safer, more ergonomic work; higher productivity; and longer repair life. The equipment matters, but the larger idea matters more. A tool is valuable when it helps turn preventive maintenance from a good intention into work that can actually be scheduled and repeated. We know public works teams are often asked to do 10 jobs with resources for five. The answer is not a lecture about working harder. It is leverage: better tools, better workflows and a system that helps good people protect more roadway with the time and talent already available. We call that a HOLE new way to ROAD! There’s a lot more we can say. If you’d like to continue the conversation, give us a call 567-364-6423 or scan the QR code. M

SEPTEMBER 2026 | THE MUNICIPAL 11

Notable Destinations

In the footsteps of a fighter: Philadelphia’s essential “Rocky” tour By JULIE YOUNG | The Municipal

In 1976, a fictional boxer ran through the streets of Philadelphia, Pa., and into the hearts of moviegoers everywhere. “Rocky” was not merely the story of an underdog fighter whose whole life was a million-to-one shot, but the story that embodies the American dream. Five decades later, fans of the “Rocky” and “Creed” franchises make the pilgrimage to the nation’s birthplace to follow in the Italian Stallion’s footsteps and visit the sites made famous in the films.

Time to train Although it is one of the most famous training facilities in movie history, Mighty Mick’s Gym is not real. Located at 2147 N. Front St., the 125-year-old red brick building below the El train was a former corner store before its exterior became iconic as the original training ground for Rocky Balboa, played by actor Sly Stallone. The adjacent pet shop building

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at 2146 N. Front St., where Balboa met his wife, Adrian, was demolished in 2017. Although Rocky would eventually own Mighty Mick’s Gym, in the first “Creed” movie, the champ takes boxing champion Apollo Creed’s son, Adonis, to train at the famous Front Street Gym at 2076 E. Clearfield St. The gym has operated in Port Richmond since the 1950s. Several sparring shots were filmed at the venue, as well as the emotional locker

ABOVE: After years at the bottom of the Philadelphia Art Museum’s steps, the famous Rocky statue has been relocated to its original spot at the top of the east terrace to provide inspiration for those who recreate the climb on Rocky Day and throughout the year. (Photo courtesy of Visit Philadelphia)

room scene in which Adonis learns that Rocky has been diagnosed with cancer. The gym remains a private business, so visitors are asked to call ahead if they plan to visit or work out. After a day of training, it’s time to eat. What could be better than a classic Philly cheesesteak at Pat’s King of Steaks? Owned by the Oliveri family, whose founder invented the first steak sandwich in 1930, the shop is open 24 hours a day, seven days a week, at 1237 E. Passyunk Ave. It made a brief cameo in the

original “Rocky” film, and the spot where Stallone’s character stood is commemorated with a special plaque. Serving Old World Italian classics along with various operatic selections, Victor’s Café at 1303 Dickinson St. is immediately recognizable as the setting for Adrian’s restaurant in “Rocky Balboa” and the first two “Creed” movies. Established in 1918, the café offers a living history atmosphere that patrons and friends return to year after year. Want to eat like Stallone? Be sure to order the veal chops and a chianti while visiting! ‘Gonna Fly Now’ Visitors wanting to replicate Rocky’s famous training montage may want to pace themselves or create their own variation, because the original route is 30.6 miles or nearly 50 kilometers long. However, there are plenty of landmarks throughout so it’s possible to replicate one’s favorite part of the run. As the home of both the Declaration of Independence and the Constitution, Independence Hall National Historic Park, at 520 Chestnut St., features the famous park bench that Rocky hurdles with a rag tag group of kids in “Rocky II.” South Philadelphia’s Italian Market is not only the nation’s oldest and largest outdoor market but is also prominently featured in the first two “Rocky” films, which feature the main character running through curious onlookers and waving to the neighbors as if they are old friends. Today, the grocers, fishmongers, fromageries and butcher shops have been joined by newer and more diverse offerings, making market a must stop on any “Rocky” tour. Naturally, a Rocky run must end at the Philadelphia Museum of Art, with a race up the 72 steps to the east terrace. The location is the No. 1, bucket list stop for any fan of the “Rocky” franchise. On any given day, the young and young at heart can be seen replicating Stallone’s run from the original movie and its various sequels. Musician Mark Nicholson is frequently on sight, playing the iconic score on his trumpet to help motivate runners to make it to the top. From the last step they can pump their fists like a champ in the same spot as Rocky’s footprints, while taking in the spectacular view of the Benjamin Franklin Parkway. The location is also the spot where the late Pope Francis celebrated Mass to close out the World Meeting of Families in 2015. “There is something so optimistic and life-affirming about this view. It’s like you can see your whole life ahead of you,” Stallone said in 2023. Be sure to snap a selfie with the iconic Rocky statue, which has been re-positioned at the top of the steps after spending the past 20 years at the bottom of the staircase. Created by Thomas Schomberg and unveiled in “Rocky III,” the statue’s pedestal includes the character’s tough love speech from “Rocky Balboa” in which he stresses, “It’s not how hard you hit, it’s how hard you can get hit and keep moving forward — that’s how winning is done.” For those looking to experience all of the famous film spots, consider booking a Yo, Philly Rocky Film Tour with Mike Kunda, who is not only a “Rocky” historian, but also a part-time Rocky impersonator. Candy Shaw of San Leandro, Calif., said in a 2023 documentary that taking the tour is the closest thing one can get to touring with Rocky Balboa himself. “Not only does Mike take you to all of the iconic locations, but he weaves in stories about the making of the movies, facts about Sly, and his friendships and connections to the actors in the movies,” she said. “If you are a Rocky fan, you need to book a tour.” M

Independence Hall in Philadelphia, Pa., is not only where the United States became a nation, it is also featured in a famous training montage in the movie “Rocky II.” (Photo courtesy of Visit Philadelphia)

The 9th Street Italian Market is not only a familiar sight to “Rocky” training montage fans, it’s also a great place to pick up some fresh food or enjoy a bite when in the area. (Photo courtesy of Rob Rabena for Visit Philadelphia)

Pat’s King of Steaks is a must-stop on any “Rocky” tour, and the shop even has the spot marked where Sylvester Stallone stood for his scene. (Photo courtesy of P. Meyer for Visit Philadelphia)

SEPTEMBER 2026 | THE MUNICIPAL 13

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165 mph

Winds reached 165 mph during the storm that struck Cave City, Ark. The EF-3 tornado left a path of destruction in the city.

Read about Cave City’s recovery on page 20.

3,000 A wildfire destroyed roughly 3,000 structures in Santa Rosa, Calif., in October 2017. See how Santa Rosa has developed its response to wildfires on page 24.

Mid-size cities experience, on average, one major emergency per year that requires a large-scale response. In order to EMERGENCY better support local MANAGEMENT response to tornados, wildfires, ice storms and other disasters, — all of which it has experienced — Tulsa, Okla., made emergency management its own department in June.

focus on:

Crisis Management 24

On April 9, 2026, 24 Spanish-speaking residents gathered at Iglesia Cambiando Vidas Sedientas, a local church, for a firstof-its-kind emergency preparedness class: Grand Rapids, Mich.’s, first Community Emergency Response Team (CERT) Level 1 training offered entirely in Spanish. Find out how Grand Rapids is reaching out to its Spanish-speaking community members on page 18.

100+ On July 1, for the first time in over a century, Carmel-By-The-Sea, Calif., adopted a uniform address system that includes structure and street numbers. The move is expected to improve emergency response times and simplify navigation. Watch the announcement at https://abc30.com/post/ carmel-officially-adopts-address-system-help-improve-emergency-services/19428472/

Details at https://www.newson6.com/tulsa-oklahoma-news/ tulsa-oklahoma-creates-new-department-of-emergency-management.

80 Drivers and passengers from nearly 80 vehicles were evacuated from a turnpike tunnel in Somerset County overnight on June 5. Fire response battled smoke that filled the tunnel after a car caught fire. Learn more at https://www.wtae.com/article/pennsylvania-turnpike-allegheny-tunnel-fireevacuation/71505113.

2 The state of Mississippi has received two natural disaster declarations this year, after suffering Winter Storm Fern in January and a tornado outbreak in May. The federal government approved $11 million to help with the recovery from those events, which impacted multiple counties. Source: https://mississippitoday.org/2026/07/01/disaster-aid-11-million-mississippi/.

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M Focus on: Crisis Management

Modernizing for the next crisis: Virginia Beach strengthens emergency management By DANIELLE LUND | The Municipal

Emergency management is often measured by what happens during a disaster, but the real work begins long before a storm hits or an emergency unfolds. Planning, collaboration and continuous improvement allow communities to respond quickly when the unexpected occurs. In Virginia Beach, Va., preparation has driven a yearlong effort to upgrade emergency operations, strengthen recovery planning and improve coordination across city government. Drawing on lessons learned from various emergencies, such as tornadoes, flooding, hazardous materials incidents, aircraft mishaps, major public events and other complex situations, the Virginia Beach Department of Emergency Management has spent 2025 building a more flexible, resilient program designed to respond to whatever comes next. According to Dave Topczynski, director of VBEM, those experiences reinforced an important lesson: Rather than trying to predict every possible emergency, successful preparedness depends on creating adaptable systems and 16 THE MUNICIPAL | SEPTEMBER 2026

ensuring everyone understands their role before a crisis occurs. “We’ve had quite a lot of incidents over the last two years,” Topczynski said. “The big thing is really to keep it simple. You can’t solve every problem ahead of time. Instead, you prepare your people and your processes so everyone understands their roles and responsibilities.” That philosophy guided each of the department’s major initiatives throughout the year. One of the most significant changes was the complete redesign of the city’s Emergency Operations Center. While emergency management is ultimately focused on protecting residents, Topczynski emphasized that maintaining city operations during a disaster is equally essential.

ABOVE: Virginia Beach, Va., completed a redesign of its emergency operations center to allow for improved collaboration and a hybrid operational model. Alongside a traditional mission-control environment, the redesigned facility includes dedicated problem-solving pods where staff from multiple departments can work together to resolve challenges as incidents unfold. (Photo provided by Virginia Beach, Va.)

“We can’t help the public if we don’t have the city operating,” he said. The renovated EOC now provides a more collaborative workspace built around a hybrid operational model. Alongside a traditional mission-control environment, the redesigned facility includes dedicated problem-solving pods where staff from multiple departments can work together to resolve challenges as incidents unfold. The physical improvements were matched by a major overhaul of the department’s emergency management technologies. By bringing its software fully under local control, VBEM

strengthened coordination between city departments while improving its ability to share real-time information with both responders and the public. Those capabilities are no longer confined to city hall. Using portable technology and field command tents, emergency managers can now establish fully functional field emergency operations centers wherever they are needed, whether supporting an incident scene, coordinating neighborhood response efforts or managing operations during widespread disasters. For Virginia Beach, the largest city along Virginia’s coastline, this added flexibility allows local officials to remain self-reliant while outside assistance is mobilized. The department’s approach has also drawn interest well beyond Virginia Beach. Topczynski said emergency management organizations from as far away as the United Kingdom have requested demonstrations of the city’s technology and operational model, recognizing the innovative ways the department has enhanced emergency coordination. Beyond emergency response, VBEM also took a major step toward strengthening long-term recovery by formally adopting Virginia Beach’s Disaster Recovery Plan. Although recovery planning had previously been incorporated into broader emergency operations plans, the department recognized the need for a dedicated framework focused specifically on restoring community services and supporting residents after disasters. By establishing recovery responsibilities before emergencies occur, city departments can begin coordinating resources and restoring operations more quickly once response efforts transition into recovery. Developing the plan required extensive collaboration across city government and community partners. Emergency management staff reviewed existing plans, identified opportunities for improvement and worked with departments throughout the city to create a framework that aligns with existing procedures while remaining flexible enough to support a wide range of emergencies. Rather than prescribing detailed instructions for every conceivable situation, the Disaster Recovery Plan establishes a practical process that departments can adapt as conditions evolve. The framework also expands recovery efforts beyond city government by incorporating information technology, local businesses and long-term community recovery considerations. It was ultimately adopted by the city council, providing Virginia Beach with a formal roadmap for navigating recovery after major emergencies. VBEM also reexamined its emergency sheltering strategy, recognizing that community expectations and emergency needs have evolved. “We had a model in place that worked well for large-scale events,” Topczynski explained. “But we needed more community-based opportunities because emergencies aren’t all the same. People don’t always want to go to a shelter. They want to stay in their homes if they can, or stay with friends or family.” The updated framework reflects that reality by creating more flexible sheltering options based on the nature of each emergency. Temporary shelters can function as reception centers where residents check in, escape dangerous conditions and receive information before safely returning home when appropriate. If longer-term housing becomes necessary, those same facilities can quickly transition into full-service emergency shelters. The city also continues encouraging residents to evacuate inland to stay with friends or relatives whenever possible, reducing demand on

A sign provides guidance for residents during recovery following a tornado. (Photo provided by Virginia Beach, Va.)

public shelters while providing families with more comfortable options during emergencies. None of these initiatives happened in isolation. Because emergencies affect every aspect of city government, preparedness planning extended well beyond traditional public safety agencies. Information technology staff, transit officials, parks and recreation personnel, libraries, human resources and numerous external partners all contributed to strengthening the city’s emergency management capabilities. Those partnerships also extended beyond municipal government. The department worked closely with the U.S. Navy, NAS Oceana, Virginia State Police, the Virginia Department of Transportation, local health care organizations, four institutions of higher education and neighboring jurisdictions to the west and south. Implementing projects of this scale required balancing time, funding and competing priorities. Topczynski said success depended on strong relationships, consistent communication and a shared commitment to practical planning. “Having a simple process and a lot of trust is a really strong part of this,” he said. “You have the data, you do the research, you build support, and you keep having conversations about the plans.” Looking ahead, Topczynski believes the transformation of the Emergency Operations Center best represents the department’s progress because it connects many of the year’s improvements into a single, strong system. The upgraded facility, deployable field emergency operations centers, enhanced technology and trained recovery personnel allow VBEM to transition seamlessly between routine operations and large-scale emergency response. For Topczynski, the year’s accomplishments are less about any one project than about creating an emergency management program capable of adapting to whatever challenge comes next. By investing in flexible systems, practical planning and strong partnerships, Virginia Beach has positioned itself to respond more effectively when disasters strike, and to recover stronger and faster in the days, weeks and months that follow. M

SEPTEMBER 2026 | THE MUNICIPAL 17

M Focus on: Crisis Management

Grand Rapids strengthens emergency readiness by bridging language barriers By TERESA NICODEMUS | The Municipal

Grand Rapids, Mich., recently took an important step toward community-wide preparedness by hosting its first Spanish-language emergency response training. On April 9, 2026, 24 Spanish-speaking residents gathered at Iglesia Cambiando Vidas Sedientas, a local church, for a first-of-its-kind emergency preparedness class: Grand Rapids’ first Community Emergency Response Team (CERT) Level 1 training offered entirely in Spanish. The three-hour course — taught by Benjamin Rance, PEM, emergency management administrator — marked a new effort by the city’s Office of Emergency Management to reduce language barriers and help more neighbors gain the skills needed to respond in emergencies before professional help arrives. The course attendees received hands-on instruction and practical guidance on three core areas of CERT training: fire safety, disaster medical operations, and individual and home preparedness. The idea began with a community request from the church members in December of the previous year. Because Rance is fluent in Spanish, he recognized an opportunity to combine his language skills with the city’s existing preparedness curriculum. Lessons in emergency preparedness CERT courses are designed to help residents understand their role during emergencies and to provide basic, life-saving knowledge that 18 THE MUNICIPAL | SEPTEMBER 2026

ABOVE: A skyline photo of Grand Rapids, Mich. (Photo provided by the city of Grand Rapids, Mich.)

can be shared within neighborhoods. According to Ingrid Scheer, MPA, emergency management specialist and CERT program manager, the Spanish CERT Level 1 course was identical in content to the English version — covering the same topics and using the same curriculum framework — while ensuring participants could fully understand instruction and exercises. The individual preparedness portion of the course includes a simple, action-oriented set of recommendations: make a plan, build a kit and stay informed. Participants learned about emergency alerts, how to prepare household supplies and what to do before and during an emergency. The course also addressed home hazards and ways residents can mitigate risks before problems occur. The training then moved into disaster medical operations with a focus on high-level, informational guidance rather than formal medical certification. Scheer described the goal as providing basic steps residents can take in a crisis, while emphasizing that CERT participants are not trained medical professionals. “There’s a short little disaster medical operation where we talk about basic first aid,” Scheer said. “We don’t offer any first aid certification. It’s just informational.”

The course also introduces the CERT Level 2 program, explaining what Level 2 involves and how participants can continue toward becoming CERT volunteers. After completing Level 1 and the sixweek CERT Level 2 courses, graduates are awarded a CERT Basic Academy certification and a free backpack with emergency management supplies, including safety gloves and glasses, a flashlight and batteries, first aid kits, a CERT vest, helmet and more from the city of Grand Rapids Office of Emergency Management. Culturally connected training experiences “In preparation for this CERT course in Spanish, we paid a professional translation service to translate the PowerPoint presentation into Spanish. We now have that resource moving forward,” said Rance. The city has previously hosted workshops with Spanish translators, including several emergency preparedness events in 2024 and 2025. Flyers and print materials have also been translated into Spanish and distributed during events. Beyond translation, Rance described how the Spanish course was shaped to connect with the Latino community. “The way the Spanish CERT Level 1 course was run and how we engaged with the community was very much tailored to be culturally appropriate,” he said. “There was a lot of story-sharing, and we added additional breaks.” He said the course included a full dinner prepared during the break by church members — an unexpected detail that reflected Latino traditions. “They had food, snacks and drinks prepared,” Rance said. “They had tables set with tablecloths. Everyone was dressed up. It’s such a part of the Latino culture to be gracious hosts.” A “force multiplier” effect CERT training helps residents prepare so they can support themselves — and others — during disasters. “We’ve had course attendees say, ‘I took this course because I want to be a resource for my street, my community, my family, my social network,’” Rance said. “That’s huge because that’s a force multiplier. We are training individuals, and they are taking that knowledge and implementing it, helping other people be more prepared and more resilient. Overall, the more residents are prepared and know how to prepare for all hazards, that helps first responders do their job more effectively and more efficiently.” From materials to multilingual emergency alerts Spanish-language accessibility is not limited to this new Spanish Level 1 class. The Office of Emergency Management continues to translate flyers and resources that residents receive at events. Looking ahead, the office is also discussing multilingual emergency alerts as it explores new systems for sending public notifications. Modern phones increasingly have the capability to translate alerts automatically, but the city still wants to be mindful about ensuring residents receive clear information quickly. “Ability to send the alerts in multiple languages is something we are pursuing,” Scheer commented. Staying connected Both Rance and Scheer emphasized that the path to languageaccessible emergency training begins with relationships. Other city

The GR CERT backpack and contents are given to each Level 2 graduate at the end of the course. (Photo provided by the city of Grand Rapids, Mich.)

Pictured is a selection of the resources distributed at the first GR CERT Level 1 Spanish course. All materials were provided in Spanish. (Photo provided by the city of Grand Rapids, Mich.)

leaders planning multilingual courses should connect with community leaders — especially nonprofits, neighborhood associations and churches already organizing around culturally connected outreach. “The first thing is ‘take the leap,’” Scheer said. “It is a little bit daunting if you don’t know where to start, but what we have found is that there are many groups in the community, like nonprofits and churches, that are asking for these resources.” For Grand Rapids, the demand is already clear. Scheer added that course scheduling generally reflects strong interest, and a growing contact list, accumulated through social media outreach and community events, is resulting in a waiting list of residents motivated to take the CERT courses. M SEPTEMBER 2026 | THE MUNICIPAL 19

M Focus on: Crisis Management

Cave City’s relationship building bolstered recovery efforts from tornado By DENISE FEDOROW | The Municipal

On March 14, 2025, an EF-3 tornado hit Cave City, Ark., around 10:30 p.m., leaving a devastating trail of destruction behind. Mayor Jonas Anderson spoke to The Municipal about what his city experienced and how it recovered. Anderson said the tornado was “one mile an hour away from being an EF-4 … it was on the ground a long time.” There were 50 residential structures affected, and about half of those had been totally destroyed. There were probably 20 to 25 businesses affected. Anderson noted, “And out of those, a handful were totally destroyed.” What made it worse was that in a community of Cave City’s size, population just under 2,000, the tornado took out the only grocery store, the only auto parts store, the only dentist, a health clinic, etc. The mayor said one of the fire department’s buildings was hit, but it didn’t affect the department’s ability to respond to calls. “We’re in a rural community so we had to drive 20 to 30 miles for a year to get groceries,” he said. “Those are the kinds of things you take for granted until you don’t have them anymore.” Anderson said Cave City has been an official city since 1907, and it had never been hit by a tornado. “I grew up here, and tornadoes always go north or south of us, so I think we got lulled into a sense of safety,” he said.

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ABOVE: An EF-3 tornado left devastation behind it in Cave City, Ark. (Photo provided by Cave City, Ark., Mayor Jonas Anderson)

Anderson served on the city council in 2010 and has been mayor since 2017. He felt the community had received an adequate notice about a potential tornado heading their way from local weather stations. Anderson was home with his wife and three young boys and had city radios on. Ten minutes before it actually hit, they were told to take cover. His elderly neighbor has a storm shelter, and he said even then they were debating whether they needed to go into the shelter. “We were in the shelter less than 10 minutes when it actually hit. It was traveling 55 to 60 miles an hour. It was moving fast,” he said. The winds reached 165 mph during the storm that hit several nearby communities as well, but Cave City had the most damage. Thankfully, it had no fatalities and only a handful of injuries. “The tornado hit a little after 10:30 at night, but on the flip side, if it hit at 10:30 a.m., people would have been in those businesses, so it was a blessing in disguise,” he said. Some residents were either under-insured or uninsured if their homes were paid for. He said they’re having sticker shock at the “astronomical cost to replace their home now it costs about $200,000 to rebuild a 1,000-square-foot home.”

FEMA denial Cave City applied to the Federal Emergency Management Agency for disaster assistance for public assistance and individual assistance. The first request was denied. Anderson said the reason given by FEMA was, “We didn’t meet the threshold, and they thought the cities and counties affected could handle it on our own.” “Standing in our community and looking around, it was a real surprise to our residents. They thought we definitely qualified. When you get told as bad as it was that it doesn’t rise to the level …” Anderson said the big problem was “being in limbo for two to three weeks to a month waiting for the appeal.” In that time, the houses that just had tarps over the roofs, which sustained more damage from additional storms. “We had baseball-sized hail going through the tarps; now the house is destroyed from having to sit three weeks or longer with only a tarp for a roof. Then we had wind so bad we had to call off the volunteers, and it blew debris all over, so when we were waiting to hear, it was like a secondary disaster.” FEMA eventually offered relief to homeowners, but not to businesses or cities. “We applied to the state for help, and they reimbursed part of it — not as much as FEMA would have, but 30% is better than zero, so hopefully that’ll come through,” he said. “Luckily, we’ve been good stewards of our finances here — we’ll do what we can to absorb it. Works in progress have been sidelined.” Mayor Anderson said Cave City’s annual operating budget is about $1 million and reports on the costs of recovering could be $300,000. Support “We had a huge outpouring of support from the faith-based organizations around the state that sent food and other things to help people. Initially, the response locally was incredible.” Anderson shared what he thinks was a big key to their support. “One thing I really worked hard to do is build relationships with other municipalities and organizations. I built relationships with mayors and organizations around the state.” Anderson has been involved in the Arkansas Municipal League — a 90-year-old advocacy program. He shared that people from the city of Batesville, population 12,000, had equipment and people trying to get into Cave City before the state police opened up the roads. Locals also stepped up to help, and the state police were very helpful. Additionally, Anderson said the governor, Sarah Sanders, was very responsive, and the Arkansas Department of Emergency Management helped with the National Guard. “One of the big hurdles in the response was the tornado knocked out our cellphone towers,” he said, adding that many people were trying to call to find out what they needed but couldn’t get through. Cave City also without power for two to three days; the power company had to reset 200 utility poles in its area. The mayor said once he got his wife and kids safely back home, he found out there was a natural gas leak at a main intersection downtown. Another thing the city did to be successful was setting up a staging area by the fire department as a main command center. Anderson recruited someone to help coordinate the volunteers, and the school system offered its gym and parking lot to set up the volunteer center.

A U.S. flag was unearthed under the tornado debris and now hangs in Cave City’s city hall as a reminder of the community’s recovery. (Photo provided by Cave City, Ark., Mayor Jonas Anderson)

“Separating those two functions was a big thing. It freed up the fire and police departments to do what they needed to do, and we were able to send everyone directly to the school,” he said. The volunteer center operated with exceptional efficiency, and the surge in volunteer and donation participation was substantial. Without their organized efforts, particularly during the initial 24 hours, the situation could have escalated beyond control. Anderson said they gave out all the donations they received, even bringing some out to the county. Mayor Anderson praised his staff at city hall, too: “The team at city hall — and some are one-person departments — kept things going. The basic functions of the city don’t stop, despite having to shift into tornado mode. Our city crew did so much. I couldn’t be more proud of them.” The Arkansas Department of Transportation brought dump trucks, as did local contractors, and Anderson noted that they “removed 5 million to 6 million pounds of debris in two weeks. Getting stuff out of people’s way so they were able to start figuring out what they need to do.” Lessons learned and recovery status The biggest thing he’d advise other cities and towns based on his experience is, “Start talking to people in the community and building those relationships. Know the key people who have the skill sets you’ll need. I called a personal friend to organize the volunteers because I knew that they could.” He also suggested having an emergency management manual in place and updated, and having people and systems in place. Establish volunteer and donation efforts and keep them separate to take the pressure off city leaders and first responders. “Kudos to our local school district; it made a huge difference being able to utilize their space,” he said. SEPTEMBER 2026 | THE MUNICIPAL 21

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“There’s always a bit of a silver lining, and with patience and grace, He also advised making use of local resources, as local businesses we locked arms and came together better.” helped in a variety of ways. Asked if there was anything he would have done differently, AnderCave City met the one-year mark to get the fire department fully son said, “I feel our people did such a great job.” He added that one restored. thing that took them by surprise was having their cell service knocked One thing the community did to commemorate the anniversary out. of the tornado was to display a flag at city hall. Anderson explained, “It rolled like a pretzel all the way down to the ground,” he said; “The day after the tornado the National Guard found a big American however, because Cave City had built relationships, it knew agencies flag in the debris, and we preserved that. It was caked with mud, and a guy built a 3-by-5-foot flat display case, and we put it in city hall.” to call, and AT&T had mobile units brought in to the city. Asked how the city has recovered financially, he said the city did Anderson shared, “I’m super proud that over a year later we’re further down the road than expected. There are definitely scars in town a study a year or so before the tornado and planned some extensive and some places are just getting operational.” However, he knows projects. It has had to shift priorities and put some things on the back of some places that are still trying to recover two to three years after burner. He also said a local sales tax has helped fund some things, and their disaster. people are shopping locally as best as they can. “We’ve had a whole lot of patience and grace with each other. It takes He shared their chamber had been dormant for a while, and in two to three minutes to destroy and months and years to rebuild. Our January 2025, it got a new director who took the chamber from zero town was devastated, but we had to manage expectations. Hundreds members to 110 members. “It has exploded. It gained such energy and of things were totally destroyed. People have been so gracious and life from the tornado, and they’re starting to hit their stride.” understanding with each other and with the city.” Anderson shared, “People realized they could’ve lost so much more, Of the businesses that were destroyed, only one or two are not fully so people who were on the sidelines, it opened up their eyes to how rebuilt. It took the grocery store about a year, maybe a little less, to get caring and concerned our community is and they want to be a part opened. Anderson said it would be “very easy for them to say they’re of it.” Anderson was looking forward to the 45th watermelon festival on going to fold, but they said, ‘We’re sticking with Cave City.’ A handful decided to build that were maybe renting before, so they built nice July 23-25 this year. He said last year the festival was a huge boost to the morale of the city and that it was an incredible festival. M facilities, and some nice, new housing was built.”

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M Focus on: Crisis Management

How Santa Rosa, Calif. turned catastrophe into a national model for wildfire survival Shutterstock.com

By LAUREN CAGGIANO | The Municipal

When wildfire swept into Santa Rosa, California in October 2017, it destroyed roughly 3,000 structures inside city limits. This number represented half of the 6,000 lost across the region. The Tubbs and Nuns fires were, at the time, the most destructive wildfires in California history. No one had faced a disaster of that scale, according to Paul Lowenthal, Santa Rosa’s division chief and fire marshal. Today, that same city is the one FEMA, Governor’s Office of Emergency Services (Cal OES) and disaster-scarred communities from Maui to the Carolinas call when they want to know how to move forward. That transformation is no accident. It’s the product of hard lessons, aggressive policy and relentless community engagement, much of it driven by Lowenthal. He’s spent nearly a decade at the center of Santa Rosa’s wildfire story. He worked years on the operations side as a firefighter, then moved into prevention, where he managed the city’s vegetation management program and served as its hazardous materials program manager. His perspective carries a weight few officials can claim. Lowenthal lost his own home in the 2017 fires. “It helped having me as a high-ranking city official leading the recovery of the city, but also as a fire survivor,” Lowenthal said. “That helped bridge a lot of the conversations and got the community to trust us a

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lot more, knowing that I wasn’t just advocating for the city, but also on behalf of the individuals who had lost their homes.” That dual role gave him credibility inside city meetings, too. He could go to meetings and push back on some things. Before the fires, wildfire simply wasn’t on Santa Rosa’s radar. The city, like much of the state, focused on earthquakes. “In 2016, we had a grant to host community meetings on wildfire preparedness and mitigation. No one showed up,” Lowenthal said. “No one cared, because no one thought it was going to happen in their own backyards.” The 2017 disaster shifted everything. Community expectations changed overnight, and residents wanted to participate. Lowenthal led the development of the city’s first Community Wildfire Protection Plan (CWPP). He refused to make a make it mere suggestion. “In a lot of communities, the CWPP is a cookie-cutter plan that people just point to so they can apply for grants,” Lowenthal said. “Ours was

intentionally very in the weeds — no pun intended — and very clearly identified after the 2017 fires.” The result: 46 action items and 9 objectives, each specific to Santa Rosa and shaped by what residents wanted to see happen. The plan’s centerpiece is the city’s vegetation management ordinance, and it does several things no other community may have attempted. For example, when Cal Fire first mapped the city’s fire risk in the late 2000s, only a small fraction of properties fell into the highest hazard zones that legally required defensible space inspections. But Santa Rosa’s wildland-urban interface contained roughly 9,000 parcels. “Under our ordinance, we said if you’re in our Wildland-Urban Interface (WUI), you’re getting a defensible space inspection,” Lowenthal said. “We expanded beyond just what the state required, so it included more properties.” The city once ran a comprehensive weed abatement program built around seasonal grasses. But the fires killed a significant portion of the tree canopy, and the ecology shifted. In his words. “We started getting more sunlight in areas that never got it, and invasive growth of Scotch broom and bay bush. That growth was pushing the seasonal grasses out, so people were no longer complying with the ordinance—they didn’t have seasonal grasses anymore, they had heavy invasive brush.” The ordinance now requires that invasive brush be cleared within 30 feet of a property line, within 30 feet of a roadway, and throughout the defensible space zone. The same rules apply to dead and downed trees left behind by the fires. The Glass Fire exposed a new threat. Homes were surviving the flame front, but their landscaping was catching fire. “Although we were saving homes, we were tying up significant numbers of resources trying to extinguish the mulch fires around homes, because if you let them go, they’ll potentially burn the home down,” Lowenthal said. The ordinance now prohibits that specific mulch within 30 feet of a home. To his knowledge, no other communities have put these types of rules in place. The proof is in the numbers. In 2017, half of the 6,000 structures lost regionally burned inside the city. In 2020, the Glass Fire impacted 1,152 properties within city limits. Yet only about 35 structures were destroyed. “We did things differently,” he said. “We evacuated better. We pushed more resources into neighborhoods than we had before, because we were able to get people out of the way much earlier.” That speed drew national attention, though the intention behind that recovery was deliberate. “We were developing policies on how to lead the rebuilding effort before the fire was even fully extinguished,” Lowenthal said. “We stood up a rebuild permit center to support people. We wanted to give people the opportunity to be completely rebuilt within two to three years if they wanted to be.” Santa Rosa’s expertise now travels well beyond Sonoma County. The city has supported recovery efforts in Oregon, Colorado, Florida, one of the Carolinas, and Maui — where Lowenthal has deployed multiple times and remains in close contact with the island’s director of recovery. “Maui referred to us as the crystal ball,” he said. Santa Rosa also became the first city to establish a mutual aid MOU with Cal OES—and was requested by the agency to help lead recovery in Los Angeles.

All mulches are combustible, and increase combustibility can occur under conditions of dry, hot and windy weather. (Photo provided by Santa Rosa Fire Department)

Dead trees and hazardous vegetation remain post Tubbs Fire. (Photo provided by Santa Rosa Fire Department)

“That’s based on our lessons learned, our expertise, and everything we continue to do,” Lowenthal said. “Our ongoing support of other communities keeps us current and relevant.” Speaking of other communities, Neil Chapman, wildland fire caption at the Flagstaff, Arizona Fire Department contributed to the most comprehensive list of recommendations for reducing wildfire risk to both natural and built environments. In the 2023 report, he and coauthors make the case holistic solutions to reduce the risk of wildfire to the nation. Those include a significant increase in public sector, private sector and homeowner investment in wildfire risk reduction implementation, education and workforce. “We know how to mitigate risk across the natural environments,” he said. “We have all the natural environment data we need to take meaningful action now. We just need to fund it at scale.” M SEPTEMBER 2026 | THE MUNICIPAL 25

City Profile

Weird and wonderful: The historic, artsy, Old West town of Bisbee, Ariz. By BETH ANNE BRINK-COX | The Municipal

“Quirky arts town” might be the best descriptive for the town of Bisbee, Ariz. It didn’t begin that way. In 1877, a detail of Army scouts and cavalrymen were searching for Apache Indians; however, their civilian tracker discovered the presence of lead, copper and possibly silver. In no time at all, the first mining claim was staked and multiple other claims sent prospectors and speculators rushing in, hoping to get rich quickly. With the sudden activity, the need for proper necessities — sanitation and clean water, medical care, fire protection and building codes among them — led to the approval of a city charter. In 1902, the city of Bisbee became a reality. By 1910, it was the largest in the territory, with a population of more than 25,000 people. These days, the population is considerably smaller. The latest figures show a population of 4,860, a decrease linked to depleted ore sources and the loss of thousands of mining operations. But its size doesn’t mean insignificant that the town is insignificant in the area, by any means.

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ABOVE: Downtown Bisbee features a variety of local businesses and restaurants. (Shutterstock.com)

As real estate became cheaper, retirees, hippies and a new generation of speculators began to add their ideas and contributions to the city, leading to its quirky reputation. In addition, being an artist’s community has meant that the architectural and historic heritage has been preserved and celebrated. And the climate, described as perfect all year, lends itself well to tourism. There is much to do and to see in Bisbee. Visitors could see all that there is to see in nearby Tombstone in a day, but they would need a month to see everything the small town of Bisbee has to offer and the places it has to explore. Arts and music Art and music of every kind are present, and the contrasts are amazing — steampunk, bordello, wild west and new age. Check out the Artemizia Foundation, which is full of modern art and even has a theater. Or a person can walk through an alley in the

Gulch area and see the Bisbee Art Wall, which is exactly what it sounds like: art of every size, shape and medium. The wall is so covered that it’s hard to notice that the structure itself really can’t be seen; but art aficionados are welcome to stand and look at everything as long as they like. Don’t overlook the Pritchard Gallery, which features four local artists each year. The Belleza Gallery has represented at least 20 artists over the last 25 years, and their artwork is breathtaking. The Sam + Poe Gallery is filled with contemporary art created by a husband-and-wife team. And not to be missed is the AF Graffiti and Street Art Experience, which has a mural labyrinth and a sculpture garden. The AF Graffiti gallery needed more space and has recently moved to an old, renovated schoolhouse. Hotel La More at the Bisbee Inn recently featured exhibit called Hotelia 2026, which was a weeklong artist takeover; the hotel found every room transformed into immersive art by a different artist. It will be back next year, with different artists and ideas, so make a note of that. Art is not just on display on Bisbee, though. There are various contests and exhibitions going on continuously, many of them to raise funds for projects such as Project Wildlife Bisbee and for the Bisbee Arts Commission. One beneficiary is the Chihuahua Desert Garden; almost two acres of native plants and trees and shrubs that are hand-watered when they need to be. The fencing and gates allow deer and small animals in but keep javelinas out. Javelinas are medium-sized, hoofed mammals also known as collared peccaries. If allowed, they will dig up and eat the plantings. They also can bite, though they’re not aggressive unless cornered. Weird and wonderful Among the fun things visitors might not expect is that every night at 8 p.m., townies howl like wolves at the moon. The practice began during the COVID-19 quarantine when other cities were clapping or banging pots and pans at certain hours, but in Bisbee it never ended. On the exterior of certain houses and buildings, there are large, decorative flies. There’s a reason behind the décor: The flies commemorate a certain event. According to history, for the entire month of August 1912, the town encouraged residents to catch as many “advance agents of pestilence,” as they could, hoping to cut down on repeated bouts of typhoid fever. At the end of that month, participants could bring the fly remains in for the organizers to count, although if flypaper had been used, the collector had to pick them off himself. The winner of the competition was Richard Phillips, who had brought in approximately half a million flies. He won a prize of $10. A night owl will want to be certain to take in the city’s status as an International Dark Sky Community. Bisbee is part of Dark Sky International, which is recognized worldwide as an authority on light pollution. A person may well feel they’ve never quite seen the night sky and the stars the way they will in Bisbee. In the morning, the iconic Bisbee Breakfast Club is where one should go for breakfast, because it’s the only business that’s open. Afterward, the town has several wonderful museums — including the Bisbee Restoration Museum, which is described as a threestory treasure box filled with keepsakes and heirlooms from past

Bisbee families. The museum offers many activities for children, who are admitted free. In turn, the Bisbee Mining and Historical Museum offers a trip back in time to the earliest days when Bisbee was a mining town, and is interactive. For those who like old houses there is the Muheim Heritage House Museum, filled with period furnishings. The volunteers and docents at Muheim will agree how much they love this house, and visitors will, too. Outdoor fun and some scary history Those who enjoy the outdoors can hike up Youngblood Hill to Youngblood Hill Shrine, a lovingly maintained landmark featuring candles and photos in memory of the town’s lost loved ones. And in the nearby abandoned ghost town of Lowell, what visitors will find is a single street — Erie Street, to be precise — which is a time capsule of sorts, frozen somewhere in the 1950s. Goods are still displayed in shop windows and vintage vehicles are still on the streets, and amazingly, they have never been vandalized or stolen. Every night at 7 p.m., anyone can avail themselves of the Old Bisbee Ghost Tour. It’s not all about ghosts, though; much of the local history is shared, including what current businesses used to be. For example, there is a cheese shop that used to be a mortuary. To learn more about ghosts, there are two old hotels to check out: The Copper Queen Hotel housed John Wayne and Harry Houdini once upon a time. The Oliver House, on the other hand, bears the legend of being the most haunted because legend has it that 26 people have died there. Some of them are listed in police and death records. If that’s not spooky enough, visit the Bisbee Seance Room, which features a haunted theatrical blended with a magic show every Thursday, Friday and Saturday — three shows each night. Poetry, food and drink In addition to fine art, in recent months, Bisbee has offered a poetry/open mic night at Boot Hill Books, a “Slapstick Smackdown” at Sierra Vista Community Theatre, and, at the same location, a production of William Shakespeare’s “Twelfth Night,” “Lend Me a Tenor” and other plays. A person can’t do all this sightseeing without partaking of food and drink, so plan to visit some of the local eateries. The Bisbee Badassery offers burgers and other sandwiches as well as wings and many other delectables. For spicier fare, there is Guadalajara Street Tacos and Hotdogs, or the Taqueria Outlaw. Then there’s Screaming Banshee Pizza and two old-style diners: Dot’s Diner or the Arctic Circle. Shopping When it comes to drinks, enjoy Chuckleheads, which combines drinks and comedy, or the Thirsty Lizard Bar and Grill. For an underground bar, try the Bisbee Social Club. Shoppers will find every kind of clothing and collectible imaginable in Bisbee. Look for Classic Rock Couture and Redbone Bisbee Vintage; and the Mercantile on Main is a shopping mall. The Littlewing Emporium and Acacia Collectibles both carry multiple interesting items. Or, if consignment shops and thrift stores feel like more treasure hunting, don’t miss BZB Consignment Antiques and Uniques, Bisbee Y Thrift Store and On Consignment. SEPTEMBER 2026 | THE MUNICIPAL 27

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Hotels and history As far as overnight accommodations go, people passing through Bisbee can experience a 1930s motel, complete with courtyard, or check into the Jonquil Motel. Other historical stays could include the Block Hotel, the Copper Queen, Greenway Manor or the Oliver House, with every range in price. For those traveling with pets, try the Inn at Castle Rock, the Oliver House, Gardens at Mile High Ranch or Greenway Manor. The town’s history is rife with historical figures like Geronimo, the Apache Warrior, famous Native American athlete Jim Thorpe, and politicians like Theodore Roosevelt and Ronald Reagan. Other famous people who loved and lived in Bisbee include Earl Hindman, the facially obscured Wilson in the “Home Improvement” TV series, and Jake LaMotta, the middleweight boxing champion known as The Raging Bull. Several movies have been shot in Bisbee too; among them are “Violent Saturday” in 1955, “Young Guns II” in 1990 and “Bisbee ‘17” in 2018. A few other films shot certain scenes in and around Bisbee, such as “World Gone Wild,” “Cannonball Run II” and Stephen King’s “Desperation.” It’s easy to see that there’s no end to all the reasons a person might enjoy a trip to Bisbee, Ariz., and maybe even retiring there. The town’s residents would probably say, “Go for it!” M An old mining cart sits in Bisbee, Ariz. (Shutterstock.com)

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Streets, Highways & Bridges

Lincoln, Neb., revitalizes downtown with large infrastructure and beautification project By NICHOLETTE STOUT |The Municipal

The downtown area is getting a major facelift in Lincoln, Neb., along O Street. O Street is not only the main thoroughfare through downtown, it is also a federal and state highway and connects the city to the University of Nebraska-Lincoln.

ABOVE: The major highway along O Street is getting a large renovation. The aging underground infrastructure is 100 years old and needs upgrades. This revitalization project will upgrade seven blocks along O Street in downtown Lincoln, Neb. (Photo provided by the city of Lincoln, Neb.)

With an aging underground infrastructure that is around 100 years old, the city realized the necessity for upgrades. In order to limit the amount of time and inconvenience for residents, businesses and visitors, it was decided that, at the same time as the infrastructure upgrades, several beautification projects would be realized. The dramatic changes will revitalize a total of seven blocks. One of the major portions of the project will be a complete water main replacement. The city is also partnering with private utility companies to perform gas updates and any other updates necessary. Street repairs throughout the area are being completed, along with a music district that will be located along 14th Street. The city is also adding new streetscape and landscaping so the thoroughfare feels less like a major highway. The number of trees planned for the project will triple the number that are there now and provide much more shade. The area is being made safer for pedestrians, too, with a protected

Elizabeth Elliott, director of transportation and utilities, shared. “We want people to actually spend time downtown and not just get in and get out. We’re creating a space where the community can gather together again.” Currently, the O Street improvement project is in Phase 1, starting on the east end and moving west. The city is starting the water main replacement, and work on the music district at 16th and O streets. Then work will move to the west along O Street, replace more water mains as well as any lead service water lines up until 9th Street. There will be three phases total, with the third phase focusing on finishing the side path and going north and south on 11th Street, crossing O Street. This will connect the bike system from the university to south of downtown. The city was able to leverage different sources to fund the project because it has so many aspects and so many benefits.

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bike lane being created along with pedestrian walkways. Particularly with being so close to the university, having multimodal aspects and connections was prioritized during the project’s planning stages. The music district is a particularly notable amenity for the city and will include festoon lighting to bring a fun, upbeat ambiance to the area, and the changes will make it easier to shut down the street for music events. For pedestrians spending time downtown, there will be furniture amenities and new or improved opportunities for sidewalk cafes and other outdoor seating. Interactive art is planned throughout the area. Alleyways are being modified with art and additional lighting to create a safer, warmer, more inviting place. A complementary project that intersects with the street improvements is the construction of a new central library downtown. “We want to attract people back downtown to have dinner, watch movies and hang out,”

Funds from the water capital improvement plan are being used for the water main replacement. A tax increment financing district created a few years ago is providing financial support. Since it is a major state highway, Nebraska Department of Transportation funds are being used for the street improvements along O Street, and Lincoln on the Move funds are being utilized for other street improvements and increased pedestrian safety items. The city was also able to get funds from the American Rescue Plan Act. The total project is estimated to cost approximately $35 million. Doing multiple projects at the same time allowed the city to get better bid prices for construction. The greatest challenge with the project is simply the age of the things underground. “It feels a bit like an archaeological dig,” Elliott described. There are vaults or areas like basements underneath sidewalks, so the city is working with private business owners to shore up any infrastructure challenges discovered under their buildings to ensure the renovations will last. Window wells were also discovered that had simply been closed up and filled in with dirt. “It’s amazing things have held up so well,” she commented. There are leftover and abandoned infrastructures underground that were put in, and the city must figure out what they are connected to and whether they are still being used or if they can simply be removed. Since it is such a large project and affects so many different businesses and people, the city made sure to have plenty of community engagement. Officials held press conferences and passed out flyers, and there was a preconstruction open house as well as another open house after beginning Phase 1. Elliott

presumes there will be other open houses when each new phase of the project begins. Learning a lesson from other street projects, the city started a weekly Coffee with Contractors, where individuals could come and talk with contractors and city officials regarding any questions or concerns they might have. At those gatherings, officials present what was completed last week, what is coming this week and an update on plans for the next two weeks. Another way for residents to receive updates is through text messages. Individuals can sign up for messaging updates to learn more about changing traffic lanes or pedestrian routes. Positive feedback has been received about all the methods of engagement. Not only is the city communicating regularly with the public about the project, staff are also teaming up with the business owners to continue to promote business and events during construction. While construction is ongoing, the city stresses that there are billboards and sidewalk stickers to still make it easy to drive and walk downtown. The municipality is also partnering with the media and sharing marketing tips to continue to bring people downtown. At the beginning of the project, a block party was sponsored that closed off the street. Bands were brought in to encourage people to come downtown. A similar event is planned for when the music district opens. “We are really hoping the way people see downtown changes,” Elliott emphasized. “It’s a first impression of our community. Right now, it says we’re tired: We hope, when it’s done, it will say that this is a great place. We want it to become a place that people want to be and want to hang out.” M

ABOVE & BELOW: The city is currently in phase one of the project, starting on the east end and moving west with water main replacement. The greatest challenge is the age of things underground with vault areas under sidewalks. There have also been window wells closed in with dirt. These underground structures make the project more like an archaeological dig. (Photos provided by the city of Lincoln, Neb.)

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Parks & Environmental Services

‘World’s largest lily pond’ upgraded in West Virginia park

Shutterstock.com

By JENNIFER BARTON | The Municipal

A city is often judged by its aesthetics, and parks play a major role in improving a city’s look as well as contributing to the overall health and mental well-being of its residents. Parks also provide access to safe pedestrian lanes and children’s play areas. Tom Joyce, the mayor of Parkersburg, W.Va., has dedicated his two terms as mayor to upgrading and renovating his city’s parks. The latest project has been to improve the quality of the Parkersburg City Park pond. Joyce explained that 50 years ago, the pond was nothing more than a lily pond — “billed locally as ‘the world’s largest lily pond,’” he said. Years later, the city added features like sidewalks and the Jackson fountain to create a more pleasing look for the park. Time, however, still took its toll. “The wall around the pond was in bad shape, the concrete sidewalks were 40 years old, so they were in need of repairs,” Joyce said. Beginning with his election in 2017, Joyce set forth a vision for revamping the two major local green spaces: City Park and

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Southwood Park. He asked the city council to appoint a member to an advisory board, and over a 13-month period the board inventoried park assets and liabilities to determine what areas needed attention. They came up with a master plan of the areas they wanted to revitalize — what to keep, what to improve, what to remove. After tackling renovations on a band shell, two swimming pools, a decorative fountain and building a splash pad, it was time to look at the old lily pond again. “We decided, if we’re going to do it, to do it right.” The city contracted with RDR Utility Services, a West Virginia company that has done work for Parkersburg before. RDR drained the pond, poured new sidewalks, replaced the seawall with cast concrete blocks and removed 12,000 cubic yards of organic material, taking

the depth of the pond from 3 1/2 feet to 8 1/2 feet. A well adjacent to the pond, which had not been in working order for 20 years, was refitted to flow again at 60 gallons per minute. Between a combination of that well and city water, Joyce stated that it took six weeks to fill the pond with the estimated eight million gallons of water that it now holds. The LED lighting around the pond has been replaced, and the water will soon be restocked with fish for recreational purposes. Included in the project but not part of the pond itself is a 44,000-gallon inground retention system to keep the pond supplied with rainwater from two nearby intersections. A new, 40,000-square-foot multipurpose space, to include arenas and athletic fields, will open in late August to round out the master plan. With the final addition of a fountain to the City Park pond, the nine-year-old Master Plan is now virtually complete. “It’s a focal piece. The pond sits at the intersection of 23rd Street and Park Avenue, which are highly traveled streets in town, so it’s certainly high visibility. Probably 12,000 to 20,000 cars a day drive by it,” he said. As with any project of large size and scope, residents of the town of 30,000 along the Ohio and Little Kanawha Rivers received the news of the renovation with some mixed feelings. Joyce reported that there were some naysayers, and false rumors that spread on social media regarding it, but “overall, folks understood how pretty it would be.” Dramatic changes occurred on a weekto-week basis at the construction site. Work began in December, before the cold and harsh winter set in. Once the fountain is in place, Joyce thinks citizens will “see what a tremendous improvement” it truly is. Joyce has two-plus years left in his term as mayor. He believes that at that time, another assessment will need to be done to decide which steps need to be taken to cycle through another similar revitalization project in the city. “We spent $25-plus million on our park system in general, from murals to our hikingbiking trails along the river, the pools, the waterslide, the splash pad, this new building — and we’ve done it without adding any tax burden to the taxpayers,” Joyce stated proudly. He credited good planning, fiscal discipline, conservative budgeting and employing

Parkersburg, W.Va., has added LED lighting around its ‘world’s largest lily pond’ while also restocking the pond for recreational purposes. Additionally, a 44,000-gallon inground retention system has been added to keep the pond supplied with rainwater from two nearby intersections. (Photo provided by Parkersburg, W.Va.)

A mural on Point Park’s floodwall welcomes everyone to Parkersburg, W.Va. (K. Yoho Photography/Shutterstock.com) a pay-as-you-go approach to remaining debtfree. The city also secured a Community Development Block Grant for Americans with Disabilities Act-compliant aspects of the projects, along with water and land conservation funding for other parts of the master plan.

“It was a matter of planning the work, working the plan, being patient and diligent with the budget and spending to get these things done,” Joyce noted. The changes will make Parkersburg a more beautiful city to live in and visit. M SEPTEMBER 2026 | THE MUNICIPAL 37

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