December 2017 Newsletter
WAM Connection If we all thought about it at any length weâ€™d have to concede that we have so many things to be thankful for. Mayor Kent Williams, Evanston
What is Your Maker Economy?
Mother Mayorâ€™s Management Secrets
WAM Winter Conference Details
Published by the Wyoming Association of Municipalities
UPCOMING EVENTS DECEMBER
Board of Directors President: Paul Brooks, Mayor, Sundance Vice President: Scott Dellinger, Mayor, Mountain View Region One Directors: Kelly Krakow, Mayor, Albin Andi Summerville, Mayor, Laramie George Siglin, Mayor, Lingle Region Two Directors: Chris Schock, Mayor, Clearmont Bruce Jones, Mayor, Douglas Roger Miller, Mayor, Sheridan Region Three Directors: Tim Patrick, Mayor, Manderson Landon Greer, Council Member, Cody John Wetzel, Council Member, Powell Region Four Directors: Buck King, Mayor, Edgerton Holly Jibben, Council Member, Riverton Charlie Powell, Council Member, Casper
January 1 New Year’s Day, WAM Office Closed January 8-19 Joint Appropriations December 4-5 Joint Revenue Committee Committee Meeting, Cheyenne Meeting, Cheyenne January 18 December 6 Legislative Leadership Region IV Meeting and Committee Conference WYDOT Workshop, Call Casper December 4-15 Joint Appropriations Committee Meeting, Cheyenne
December 7 SLIB Meeting, Cheyenne December 14 WAM Board of Directors Meeting, Casper
February 7 Last day to register and receive the reduced rate for WAM Winter Conference February 12- March 9 Wyoming’s 64th Legislative Budget Session February 14 Valentine’s Day February 19 President’s Day February 21-23 WAM Winter Conference
December 25 Christmas Day, WAM Office Closed
Region Five Directors: Scott Dellinger, Mayor, Mountain View Haily MortonLevinson, Council Member, Jackson John Lynch, Council Member, Star Valley Ranch Region Six Directors: Tracy Fowler, Council Member, Hanna Jim Wells, Council Member, Rawlins Gary Waldner, Council Member, Wamsutter WAMCAT Representative: Carol Intlekofer, City Clerk, Cheyenne GOSCMA Representative: Carter Napier, City Manager, Casper LTS Representative: Vacant Past Presidents: Susan Juskcha, Mayor, Glendo
WAM Winter Conference Feb. 21-23
WAM 2018 Legislative Session Agenda
4 WAM Sponsors
5 Kaysen’s Korner
7 WAM 2018 Legislative Session Agenda
What is Your Maker Economy?
WAM Winter Conference Details
8 Local Governments & Annual Budget Process 10 What is Your Maker Economy? 12 Mother Mayor’s Management Secrets 14 WAM Winter Conference Agenda 15 Eric Papp, WAM Winter Conference Keynote Speaker
I have so many things to be grateful for. I’m thankful to the Creator for letting me awake and enjoy another one of His beautiful days. My wife and kids, who have always been my biggest supporters of everything I do. I am thankful for the citizens of the community I serve. They are great friends and inspire me to do a good job. I am thankful for the Town employees who make my job fun and provide great service to our citizens. I am thankful to the servicemen and women who protect us and keep us free, who watch over us day and night. I am thankful for the community volunteers that help feed the hungry and lonely this holiday. And I must mention, I’m thankful for turkey, football and pumpkin pie. To you and your family---have a safe and happy holiday season.
Mayor Edward Delgado, Guernsey
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Kaysen’s Korner It is very hard to imagine that we are wrapping up 2017. As we are buttoning up November and entering full-on into the Holiday season, the WAM staff is very appreciative for the work each of you do to strengthen the cities and towns in our amazing state, and you do it 24 hours a day throughout the year. While you are dusting off your snow plows, completing your street projects, and as always monitoring your annual budgets, our Legislators are rounding up a very full summer and fall of interim committee meetings. This year was particularly busy as our thoughtful Legislators met to try and find solutions to Wyoming’s economic conditions and numerous other issues. At the close of the 2017 General Session, the Legislative Management Council assigned interim priority topics to the various committees ranging from state benefits, education finance, healthcare, economic development incentives, air service, tax increases and many more. Each legislator serves on at least two joint legislative committees, making their citizenled commitment extending throughout the year. There were ten different Joint Interim Committees, and several select committees that met over 35 times (2-3 days typical) discussing 74 varying priority topics in 17 cities and towns across Wyoming. WAM staff attended, and often testified, at most of the interim meetings traveling over 6,500 miles. The bills that come out of the interim committees are moved on to the legislative session. The 2018 Budget Session starts February 12th, and is scheduled for 20 days. Any bill that makes it through two-thirds vote of the House and Senate committees will be voted on by the full Legislature. There is also the possibility of a Legislator(s) sponsored bill that could be considered. WAM’s Municipal Finance Report Volume II, published in mid-September, was a useful guide throughout the interim season. WAM formally presented this report to the Joint Revenue Committee in September, and is scheduled to present the report to the Joint Appropriations Committee in January. This report compared Wyoming’s municipal finance structure to other surrounding and energy states, recommending various options for municipal revenue reform. Much of the discussion with legislators and municipal leaders was on municipal revenue and forward progression of our communities. Having this report as a road map has been very useful. Important topics discussed at some of these interim meetings and that are also on WAM’s legislative agenda were: • Local Government Direct Distribution • Municipal Extraterritorial Jurisdiction • Tax on tobacco and alcohol • Property tax revisions • Municipal tax additive to the local option taxes
B Y R I C K K AY S E N
• Unemployment compensation exemption for seasonal employees • Municipal government’s authority on surface water drainage systems WAM hosted fall region meetings inviting the local legislators for a Municipal Legislative Exchange. To date, we have facilitated five of the six regions (to be completed in the first week of December) with an extremely favorable outcome of good dialogue and education. The Wyoming Department of Transportation (WYDOT) presented updates on the specific regional highway construction projects and provided answers to some of the challenges of the WyoLink emergency communication system. Following this informational input from WYDOT, many legislators and municipal leaders joined in discussions, sharing their concerns and ideas regarding the fiscal condition and future of Wyoming’s municipalities. If you were not able to join, we encourage you to reach out to your WAM Regional Board Directors for an update, or call the WAM staff. In mid-November, four Wyoming municipal delegates, Deputy Director Laurie Heath, and I attended the National League of Cities’ (NLC) convention in Charlotte, North Carolina. Among the many workshops provided, there were a few similar themes to Wyoming like 5
Kaysen’s Korner Continued... how to overcome budget concerns, preemption situations with broadband companies, and potential tax cuts from the federal budget. I would encourage you to visit www. nlc.org to review their Advocacy topics and reports. In preparation for 2018’s Budget Session, we have updated our Website’s navigation and legislative tracking database. We will be rolling out a mobile application to help you follow the bills that are relative to your city or town as another way to enhance our communications to members. As with the 2017 General Session, these tools provide you a place to comment and provide feedback. We encourage you to watch your email for more updates within the coming weeks. As we bring closure to 2017 and begin 2018, the WAM Staff wishes each of you and your community a wonderful and joyous holiday season. We are fortunate to live in a most wonderful state with caring people. At this time of the year, remember to extend a helping hand, share a smile and greeting, count our many blessings, be grateful as we have much to be thankful for…. “Life is an echo; what you send out comes back.”
HUB International Mountain States Limited www.hubinternational.com
Kemmerer Administrator, Andrew Nelson and Mayor Anthony Tomassi joined Rick for breakfast following the Region 5 meeting that was held in their community the night before.
WAM hosted a workshop for Administrators, Managers and Finance Directors in October. The group heard from Economist Sam Western, Dr. Phil Roberts, Wyoming Historian and other Laramie Council Member, Klaus Hansen and Torrington presenters who discuss municipal Council Member Randy Adams enjoy a good issues. conversation during their Region 1 meeting that was held in Torrington. 6
WAM 2018 Legislative Session Agenda The following briefly details issues that will be supported or monitored during the session. Other bills that are presented during the session will be addressed accordingly and messaged in the weekly legislative reports. For additional information and daily updates, follow the bill activity on the Advocacy Page of WAM’s website, wyomuni.org. Municipal Finance Report, Volume II Recommendations 1. Secure at least $105M appropriation for cities, towns, and counties until other adequate funding options are in place 2. Revise tax laws to allow increased municipal revenue capacity, considering tools for the municipal toolbox like local option tax revisions, property tax revisions, municipal Sales and Use tax options, increase in state Sales and Use tax by 1%, and revisions in the current Sales and Use tax allocation. 3. Increase the cap for Severance Tax and Federal Mineral Royalties 4. Remove tax exemptions that do not support economic development WAM Annual Business Meeting Resolutions (Prioritized) 1. A resolution supporting the WAM legislative agenda and the Association’s efforts in seeking appropriation of state funding for Wyoming cities and towns during the 2018 Budget Session of the Wyoming Legislature (2017-02) – Joint Revenue sent letter of support to Joint Appropriations 2. A resolution creating an optional general revenue tax for specified purpose (2017-09) 3. A resolution supporting and advocating legislation to amend Wyoming statute 15-1- 113 (a), contracts for public improvement and Wyoming Statute 15-1-113 (f) forms of guarantee (2017-07) 4. A resolution advocating legislation to remove the non-transient lodging tax exemption (2017-05) – Office of Tourism is proposing a statewide 1% Tourism tax that will apply to non-transient. WAM work with Legislators to draft a bill to remove the non-transient tax exemption. 5. A resolution to create an agreement of ‘lodging’ taxation between online marketplace and hospitality service providers and the State of Wyoming (2017-10) 6. – AirBNB agreed to add tax starting 8/1/17 7. A resolution supporting and advocating that the State of Wyoming Legislature reinstate taxation on food products for financial support to Wyoming cities and towns (2017-04) 8. A resolution to create utility and other municipal services lien authority for municipalities and joint powers boards (2017-08) 9. A resolution advocating legislation to clarify the lien and assessment process by which municipal expenses for abating nuisances and dangerous buildings may be
recovered (2017-06) WAM working Legislators to draft a bill 10. A resolution supporting any efforts to raise the tax on all malt beverages (2017- 03) WAM Member Requests 1. WAM and WCCA coordinate bill language to address the extra-territorial jurisdiction as pertains to planning and zoning. 2. In coordination with the Department of Workforce Services, a bill was drafted and presented to Joint Labor Committee addressing exempting Unemployment Benefits for qualified seasonal workers on an employer basis. 3. A bill was drafted to allow local government to support surface water drainage needs like other water or sewer rate fees. 4. Support a Real Estate Transfer Fee bill drafted by Representative Schwartz pertaining only to Teton County. 5. Support a bill to allow bingo and pull-tab governance and fees at local level. Draft Legislative Bills from Interim Session • 18LSO-0213: Local Government Distributions • 18LSO-0229: Municipal Extraterritorial Jurisdictionrepeal • 18LSO-0254: Unemployment compensation exemption-seasonal employment • 18LSO-0113: Surface water drainage systems – municipal authority • 18LSO-XXXX: Local option tax-municipalities (draft pending) • 18LSO-0142: Sales tax on specified services (removal of exemptions) • 18LSO-0206: Regulation of bingo and pull-tab game events • 18LSO-0198: Tourism Tax • 18LSO-0144: Property tax assessment rates • 17LSO-0495: Cigarette tax (increased percent to point of sale for LG) • 18LSO-0146: Alcohol tax for drug and alcohol programs • 18LSO-0147: Malt beverage tax • 18LSO-0101: Cease and transfer priority list • 18LSO-0180: Public purpose infrastructure loans (not sure this passed Minerals)
Local Governments and the Annual Budget Process B Y R O G E R L . K E M P, P H . D
The Annual Budget Process
The best way to understand a local government’s annual budget process is by using the systems approach to management. This approach recognizes the interdependence of all major activities within an organization, especially public ones. A public organization is viewed as an open system that includes five basic subsystems, which are explained below, as they relate to the annual budget process in municipal governments. The Input – This includes available revenues to finance public services for the coming fiscal year. A local government’s revenues typically include non-restricted funds, restricted funds, and other possible funding sources as allocated and approved by its elected officials. The services provided by a public agency are based on the available revenues from all sources as approved in its annual budget, which is a result of the annual budget development process. • The Process – The budget preparation process includes four typical steps followed by public officials, both elected and appointed. These steps include the administrative preparation of the budget, the legislative approval of the budget, the financial implementation of the budget and the annual yearend accounting and financial reporting, which is usually performed by an independent outside auditor. This process is in the best interest of everyone – the citizens, their elected officials as well as the employees of a public organization. • The Output – The output of the budget process is based on the available revenues and approved allocation of these revenues to pay for projected departmental services for the coming fiscal year. Available funds are allocated to finance the public services provided by local government, as well as its approved capital projects, for the coming fiscal year. The common types of public budgets include line-item budgets, program budgets, performance budgets, zero-based budgets and other evolving budget formats. Most local government budgets use a line-item format, with possible program performance measurements. 8
• The Feedback – The financial feedback on the adopted budget is provided to both the elected officials and their administrators, based on an annual audit that is typically conducted by an outside independent auditor. This is usually required by a city’s charter, which is approved by its voters. This financially objective feedback is provided to the organization’s major stakeholders for both the operating and capital budgets including its elected officials, management staff and citizens. It is typically viewable on a city’s public website, as well as copies placed in its public library to accommodate those citizens that wish to review a hard copy of this annual report. • The Environment – The annual budget process is influenced by several factors that comprise a public organization’s environment. These factors include its political environment, its economic environment, its social environment and its legal environment. All of these factors are interrelated and greatly influence all phases of a public organization’s annual budget process. While elected officials and their administrators have an influence on their internal environment, they have little control over their external environment.
Elected officials typically create the political orientation of their organization, its political environment. Many represent both political perspectives and yet others change their political perspective over time. While the political portion of a local government’s environment may change, the other components of a local government’s budget process generally remain the same, unfold annually and influence the organization’s political, economic, social and legal sub-systems, which in turn influence its annual budget process. Most of these other, primarily external, sub-systems change slowly over time. Many aspects of a local government’s environment are influenced by higher levels of government too, primarily their state government and the federal government. Local public officials, both elected and appointed, generally have little influence over these levels of government and usually only react and adapt to their respective mandates, available grants and legal requirements.
Author: Roger L. Kemp, Ph.D., ICMA-CM, has been a career city manager in California, Connecticut and New Jersey. Kemp has worked in and managed the largest councilmanager government cities in these states. He is presently a Professional in Residence, Department of Public management, University of New Haven, and a Distinguished Adjunct Professor, Executive MPA Program, Golden Gate University. Kemp can be reached via email at <email@example.com>.
• Comprehensive Community & Economic Development Plans • Feasibility Studies • Needs Assessments • Business Plans • Strategic Planning • Facilitation • Training • Surveys • Organizational Services
What is Your Maker Economy?
Powell Maker Space’s mission is to bring learning, making, and sharing to our community by creating a collaborative, affordable and inspirational educational environment where people of all stages of life and socio-economic condition can access old and new skill sets, cross-pollinate ideas, and become thoughtful consumers and innovators who build healthy and sustainable communities and businesses. ~PowellMakerSpace.org
B Y L A U R I E H E AT H , W A M D E P U T Y D I R E C TO R
At the National League of Cities (NLC) convention, I attended a workshop on small-scale manufacturing and maker-microbusiness since to understand better how it could apply to our smaller cities and town’s economy. Guess what? We already have many makers in our communities and this is a growing sector across Wyoming! Who are makers? According to the NLC publication titled Discovering Your City’s Maker Economy a “maker” is someone who makes things. A “makerentrepreneur” sells handmade items for a profit either online or in-person through brick and-mortar stores, craft fairs, pop-up markets, or to friends and family. Maker-entrepreneurs are, quite literally, everywhere. A recent survey conducted by Etsy, an online marketplace for creative entrepreneurs, reported that there have been Etsy shops open in 99.9 percent of U.S. counties… Makers are potters, jewelers, metalsmiths, woodworkers, seamstresses, fabric artists, designers, cooks, chefs, artists, doodlers, printers, painters, candlestick makers and more. “Perhaps you are familiar with a local brewer, or a cupcake entrepreneur that sweetens any trip to the farmers’ market. You probably pass by a handful of makers at your local fairs, or browse their wares at boutiques on Main Street.” Discovering Your City’s Maker Economy – NLC 2017 10
Research from the Kaufman Foundation describes maker-microbusinesses as ones who “integrate design and production in creating goods for sale. For makerentrepreneurs, production is essential to, and informs, the creative process.” In other words, if a maker decides to monetize their work by selling their wares, they become a maker-microbusiness or creative microbusiness. Microbusinesses manage every aspect of their business, from design to fabrication, often assuming the role of administrator, bookkeeper, distributor, marketer and sales representative. For some makers, their creative business is their sole source of income, while for others it supplements other employment or freelance work. The flexibility and freedom of owning a microbusiness allows creative entrepreneurs to pursue their passions and seek ways to make both a living and a life. Small-scale manufacturing is defined as all types of small businesses producing tangible goods. This includes businesses producing goods in textile, hardware, wood, metal, 3D printing, consumer product design and prototyping, breweries and distilleries, and local food production and packaging. Many maker-microbusinesses trust small-scale manufacturers to help produce and scale their products. For example, a food entrepreneur may partner with a local small-scale manufacturer to professionally package and ship homemade jellies or jams.
© 2017 Rocky Mountain Power
What are some common barriers or challenges that maker-microbusiness face? Maker-entrepreneurs often face challenges finding mentor and peer networks, accessing shared working space and equipment or locating business support services that meet their needs. Inclusion into the traditional brick and mortar space can also be a barrier. Makers also need places to showcase and sell their wares. Popup shops, craft markets and Main Street businesses can all offer access to the foot traffic needed to spark further interest in a maker’s product. Check out MakerSpace307.org to see what folks in Fort Washakie, Wyoming have done to break down some of these barriers. Examples of Maker Space in your communities are city governments, local
leaders and their partners. These serve a critical role in sustaining and expanding the local maker business community. These businesses, from maker businesses to microbusiness production to small-scale manufacturers, will benefit from these major areas of support: • Create a supportive business environment for makers and manufacturers • Drive demand for locally made and manufactured products • Provide access to affordable and safe production spaces for makers and manufacturers • Advocate for state policies that support makers and microbusinesses
Service matters. To us, being part of the community means giving advice on saving energy and money. It also means supporting local jobs and nonprofit organizations in Wyoming. Find convenient services and energy solutions at rockymountainpower.net.
Found in the Archives... Mother Mayor’s Management Secrets by Lorene Rasmussen The Holiday Season was my mother’s favorite time of year. I sincerely believe the woman’s drug of choice was pine scent and fruit cake. Her idea of an extreme sport was baking fifteen different flavors of cookies and ten varieties of homemade candy. In Mother’s heyday, she could have put Martha Stewart to shame. Like Martha, Mom had a few enemies, but she forged them into friendships at her kitchen table over a cup of coffee and an exclusive sampling of whatever she just baked. Mom (Gloria Stratton) was a colorful, magnificent and multi-faceted individual. She did not go to college; she never received prestigious awards; she never ran a marathon or made a million bucks. Nonetheless, she did raise six hard working children, ran a “greasy diner” and stayed married to my father for well over fifty years. She had a passion for good food, good kids, and a good community. Mom’s last paying job was mayor of my hometown, Kaycee, Wyoming, population 272. The community called her “Mother Mayor,” a term of endearment, even after she retired. At the next election, Mom won another race for office by the write-in votes alone, but she decently declined the position in favor of the second-place gentleman who accepted the seat graciously. Mom was a big woman; she stood 5’8” tall, weighed well over 200 lbs most of her life, and her voice entered the room before she did. Mom accomplished everything she needed to without the aid of computers, cell phones, or Blackberries. She drove a big green Cadillac and always had a cigarette lit, which was used for dramatic emphasis when she needed to make a point (which was most of the time). Mom wasn’t a perfect manager, but the woman knew how to manage projects and people, and she did it from the gut, straight through her heart. Her management style would be considered commonsensical with confidence, which lead to some much needed reforms for our small town, such as a $5 Million water system (circa 1980). As the mayor, Mother attended municipal 12
conventions throughout the state. The conventions were designed to teach mayors and city managers how to write bonds, negotiate contracts, how to understand basic laws, and work with governing bodies such as the DEQ. So to imply that my mother was not educated would be a misnomer, even though she never took a class on management or was exposed to any “pop” management books that could have honed her skills. Mom exhibited the management skills found in the very books I had to read in order to graduate from Boise State University. So with that said, let me share four of my mother’s management secrets that might help inform your management style, whether you are a hometown mayor, a small business owner, or someone who just needs to rethink some old principles in a new, downhome way.
Speak Frankly - Mom was accused of being bold,
speaking her mind and not mincing words, but I do not ever remember anyone reporting that she was harmful or brutal, just truthful. Yet in his newest book, Speed of Trust, Stephen M.R. Covey calls it “Talk Straight,” which he says is honesty in action. Mom believed there was an urgency when she took office. She was only going to be there for one term, just long enough to accomplish what she set out to do. Consequently, she needed to “speak frankly” regarding the details about the water system and community pride.
Lead the Vision - Originally, Mom campaigned
for the office of mayor because our town’s drinking water was running through 100-year-old rusty and rotted pipes that could not keep pressure and needed flushing regularly so the water would not be brown. Even though this was an obvious problem, many of the town folk feared that their water bills would increase well beyond the five dollars a month they were paying. We had people in our community who would drive to the next town (45 miles away) to haul their drinking water and do their laundry, but not everyone had that luxury.
As a citizen tired of nasty water, my mother was prepared with the knowledge that if the town did not take responsibility for their own drinking water, the state was going to have to step in and take over. Over gallons of coffee, one cup at a time, Mom communicated a vision of clean water. This project was unpopular with many of the townspeople. She even had a few lifelong friends question the validity of her decision to put in this expensive pipeline, believing that the bill increase would be more painful then the nasty water folks had to use.
Just Do It! – Long before Dan Wieden released the
very successful “Just Do It!” Nike’s ad campaign in 1988, Mom lived by those three simple words. In his book, 7 Habits of Highly Effective People, Stephen Covey would have called Mom “proactive.” Mom would not accept the myth that “there is nothing that can be done about the circumstances of bad drinking water and low community morale.” She knew it would be a lot of hard work, but complaining about it wasn’t going to fix anything. Armed with desire and determination, she did the things that were required and spent time with the people who would be able to help achieve the results the community needed. If Jack Welch had written Winning back in the late 1970’s, he would say Mom was living by “Rule #5: Leaders have the courage to make unpopular decisions and gut calls.”
Value Others – It would be ridiculous to insinuate that Mom was able to pull off this $5 Million water line installation by herself. Mom knew there were some people she desperately needed on board to accomplish the mission, and she knew there were others who would criticize her the entire way. Both groups had value. The dichotomy created, became a natural check and balance system that kept Mom on target to envision the completed project. Mom
would esteem others by listening to their concerns, communicating the genuine need, and serving them in her home. Basically, Mom had the audacity to believe our town deserved good, clean, drinking water, and showed value to the town’s people by taking on the dubious task for them. I guess if you can raise a houseful of good kids, you already have a fundamental understanding how to value others. No doubt I have painted a picture of Mom to be somewhat “bigger than life.” I’ll even admit I may not have remembered some of the details as accurately as they occurred. However, I do believe even within a legend, we can all glean the essential principles that can be incorporated into our own management/ leadership style. May this holiday season be a time for you to reflect on the individuals who made a positive impact on your leadership style. If possible, why not take the time to thank them this year? Gloria Stratton served as a council member and mayor in Kaycee from 1980 - 1986. Lorene Rasmussen is a freelance writer, editor and regular contributor to The Leadership Advisor. On October 30, she completed her fifth Marine Corps Marathon along with her oldest son, Sean, and comedian Drew Carey. Lorene has adopted a new mantra, “40X85,” that powers her when she starts believing she should quit. Lorene earned a Bachelor of Business Administration degree in marketing from Boise State University and is a certified Life Coach through Genesis Enterprises in Seattle, Washington. Lorene is number five of six children and has been listening to Christmas music since October. First Published in December 2006 for The Leadership Advisor. Copyright 2006 by Leadership Advisors Group – Boise, ID
Make it Happen, Make it Matter!
WAM Winter Conference @ the Radisson Cheyenne Tentative Agenda
Wednesday, February 21
Spend YOUR day with WAM at the Legislature 2:00 pm Registration Opens 3:00 pm Conducting an Effective Campaign 6:00 pm WAM Dinner Theater
Thursday, February 22 CONNECT in the Exhibit Hall All Day 7:00 am WAM Registration 7:00 am Breakfast Buffet 8:00 am Cracker Barrel Session 9:00 am Concurrent Workshops • Financial Management: Budgeting • Having your say before State Boards & Legislative Committees • WY Broadband: What’s your frequency? 11:00 am Refreshment Break 11:30 am Opening Session: Make it Happen, Make it Matter! 12:30 pm Lunch & WAM’s Legislative Review 2:30 pm Speed Networking 3:30 pm Concurrent Workshops • Strategic Planning • Building an Engaged Council & Community • Understanding the State’s Budget 6:00 WAM Legislative Reception
Cheyenne Botanical Gardens
Friday, February 23 7:00 am Breakfast Buffet 8:00 am WAM Business Meeting 9:15 am Concurrent Workshops • Community and Economic Development • WAM’s Resources: Get the MOST out of your Membership • WYDOT serving Wyoming for 100 years 11:15 am Refreshment Break 11:30 am Concurrent Workshops • Human Resources Management • Invigorate your Downtown & Cleanup your Community • Emergency Preparedness: Are you protecting your community?
Let the work begin! Request the WAM ROOM BLOCK when making your lodging accommodations before January 22nd.
Host Hotel 204 W Fox Form Rd 307-638-4466 Rate: $85
416 W Fox Farm Rd 307-635-0006 Rate: $91
201 W Fox Farm Rd 307-514-6051 Rate: $91
423 W Fox Farm Rd 307-222-3600 Rate: $91
Register at www.wyomuni.org/events by February 7th to receive a reduced rate! 14
THIS YEAR’S KEYNOTE SPEAKER Eric Papp, Founder of Agape Leadership, LLC What would your municipal team look like if you had an “I make it happen” culture? We know that lack of accountability and a fear of failure can have negative impacts on outcomes. When people take ownership, they feel like they are winning. Their internal motivation is high and they value their work.
Join Eric for the opening session and discover: • A three-step process of creating a culture of ownership • How responsibility can be an empowering concept • How to manage a promise and not a person Eric runs an intellectual capital firm that focuses on leadership for business performance. He has a successful history of delivering proven strategies of how people can be productive and increase performance in a complex world. He is the author of Leadership By Choice and 3 Values of Being An Effective Person. 15
Wyoming Association of Municipalities 315 West 27 Street Cheyenne, WY 82001