Academic Award in Memory of Stephen B. Sweeney

 

Dr. Howard R. Balanoff

Professor & Director, The William P. Hobby Center for Public Service, Texas State University

In a career spanning nearly half a century, Dr. Howard Balanoff has contributed to the formal education of future local government professionals by teaching public policy and administration and related courses at the undergraduate and graduate levels at Texas State University, establishing the Texas Certified Public Manager (CPM) program, founding and advising an ICMA student chapter, and teaching and managing the university’s MPA internship program. As a professor he has not only taught in the classroom, but also has developed and taught several courses that have been delivered in online and hybrid formats.

In the words of ICMA member Terrell Blodget, emeritus holder of an endowed faculty position at the LBJ School of Public Affairs at the University of Texas at Austin and a long-time associate of Dr. Balanoff’s at both ICMA and the American Society for Public Administration (ASPA), “Dr. Balanoff has rendered outstanding leadership in educating young men and women to receive their master of public administration, and also in his statewide leadership in the Certified Public Manager program.”

The Texas Certified Public Manager program was one of Dr. Balanoff’s major accomplishments on behalf of the public management profession. After starting it in 1995, he continued to serve as its director while the program graduated more than 1,900 public sector employees—typically early and mid-career local government managers, small town city managers, and city managers and assistants to mid-size and large cities. The program has eight locations at five universities delivering year-round education through the CPM program. To help support the CPM program, Dr. Balanoff was instrumental in obtaining a $1 million endowment from former Texas Lieutenant Governor William P. Hobby’s Foundation in Houston, Texas.

Dr. Balanoff started the ICMA Student Chapter at Texas State University and serves as its faculty advisor. He also started the university’s chapter of Pi Alpha Alpha, the global honor society for public affairs and administration, and serves as that chapter’s faculty advisor. He has been instrumental in assisting the director of Texas State’s MPA program in establishing and supporting the implementation of the ICMA Management in Residence program in collaboration with the Texas City Management Association (TCMA).

In 2016, Dr. Balanoff took over the teaching and management of Texas State University’s MPA Internship Program, connecting MPA students with local governments in Central Texas and providing supervision and mentorship for MPA students enrolled in an internship course.

Over the years, Dr. Balanoff has provided significant service to national, regional, state, and local organizations. He served on TCMA’s Professional Development Committee, on the board of the National Certified Public Manager Consortium, and as chair of the National CPM Consortium and ASPA Section for Public Management Practice.

As a veteran of the U.S. Air Force, he continues to serve as an advisor and mentor for undergraduate and graduate public administration students who are veterans. And he has developed and promoted international public administration exchange programs for Texas State University faculty and students. Students and faculty from France, Lithuania, Latvia, Mexico, and other countries have come to the Texas State campus to take classes, provide guest lectures, and engage in collaborative research.

As one of the most influential educational leaders in public administration, Dr. Balanoff has received numerous awards, the most prestigious of which was his 2011 election as a Fellow of the National Academy of Public Administration. In recognition of his teaching service, he was named the recipient of the Terrell Blodgett Teaching Award from TCMA and received the Outstanding Educator of the Year Award from the CenTex (Central Texas) chapter of ASPA. In recognition of his service to ASPA, he was the recipient of the Paul Van Riper and Donald Stone Awards, the two highest service awards given by that organization. And for his service to the profession at the international level, he was honored with the prestigious ASPA Boorsma Award for Outstanding Service to the International Public Administration Community.

Through teaching, mentoring, and service, Dr. Balanoff has contributed to the education and careers of hundreds of emerging local government management professionals.

Established in the name of the longtime director of the University of Pennsylvania’s Fels Institute of Government, this award is presented to an academic leader or academic institution that has made a significant contribution to the formal education of students pursuing careers in local government.

Award for Career Excellence in Memory of Mark E. Keane

 

Allen Bogard

City Manager, Sugar Land, Texas

Allen Bogard’s leadership and management have greatly contributed to the award-winning success of Sugar Land, Texas. Since Bogard became city manager in 2001, his leadership has contributed to the development of Sugar Land into a destination city with a robust economic development program, a reputation for strong financial management, low taxes, a AAA bond rating, and recognition as one of the best and safest places to live in the country.

During Bogard’s tenure, Sugar Land has developed and/or expanded destinations such as First Colony Mall; the Houston Museum of Natural Science at Sugar Land; the minor league ballpark, Constellation Field; and the Smart Financial Centre at Sugar Land, an indoor, live entertainment venue that consistently ranks among the top 10 in the world. With a strong commitment to public-private partnerships and financing packages that do not depend on general fund tax dollars, these venues have been developed in response to citizen demand and as part of a larger strategy to solidify and enhance the city’s economic and sales tax base.

Sugar Land also has become an economic powerhouse—a burgeoning employment, educational, and medical center. It is home to more than 66,000 jobs and to high-profile regional and international corporations housed in more than 25 million square feet of commercial space, including numerous Fortune 500 companies. Further, Sugar Land’s assessed commercial valuation has more than doubled in just over a decade—increasing by more than $2 billion.

Under Bogard’s leadership, the city has intentionally focused on developing resiliency initiatives and innovative constraint in response to periods of uncertainty in the regional economy. Bogard has advocated conservative forecasting of sales taxes (the largest but most volatile operating revenue), implementing and maintaining belt-tightening cuts to recurring expenditures, and ensuring that recurring rehabilitation is funded from diverse and reliable revenue streams.

In this way, Sugar Land has maintained its financial strength while preserving service quality. For example, when falling sales tax revenue and a downturn in the regional economy led the city to identify more than $1.5 million in recurring budget reductions in fiscal year 2018, these efforts were singled out for praise by Fitch Ratings as Sugar Land’s AAA bond rating was reaffirmed.

During Bogard’s tenure, the city has more than doubled in population and increased in diversity, in part because of annexations. Of its total population of more than 117,000, more than 25,000 residents are foreign-born. Recognizing the population changes, Bogard created the City Manager’s Multi-Cultural Advisory Team, with which he worked to host “101” sessions for key staff to ensure the city was able to meet the needs of all residents. This incredibly successful program won an ICMA Community Sustainability Award in 2011.

Bogard has served numerous mayors and council members, working with the council throughout a robust strategic planning process. He also worked with the council to recommit to the “Sugar Land Way,” focusing on exceeding expectations, value for tax dollars, responding to both opportunities and challenges, and building community pride. Components include ensuring Sugar Land remains safer than ever before by building on years of investments in facilities and public safety innovations, maintaining aging infrastructure and facilities at a high level, retaining and challenging a champion workforce that consistently exceeds the high expectations of the community, constantly improving the community’s appearance, and building on Sugar Land’s position as an economic powerhouse and financial leader that allows the city to improve its quality of life and minimize the residential tax burden.

In addition to his city management responsibilities, Bogard mentors new and mid-career local government professionals by creating career development programs for young professionals. For example, he established a management assistant program that has served more than 20 individuals aspiring to a career in local government.

Bogard’s 40 years of municipal experience includes past roles in Keller, Winnsboro, Plano, and Dallas. In 2005, his professional leadership and accomplishments were recognized with the Administrator of the Year Award from the Texas City Management Association (TCMA), and in 2011, he was recognized as the TCMA “Mentor of the Year.”

This award was established in memory of former ICMA Executive Director Mark E. Keane.

With funding support from ICMA-RC, this award recognizes an outstanding local government administrator who has enhanced the effectiveness of government officials and consistently initiated creative and successful programs.

Award for Career Development in Memory of L. P. Cookingham

 

Courtney W. Christensen

City Administrator, Mission Hills, Kansas

Courtney Christensen’s commitment to developing new talent in local government is unmatched, as evidenced by an outpouring of support from young professionals she has mentored and her continued passion and focus on attracting and developing those new to the profession.

Christensen began her career in public service after earning a bachelor’s degree in social work from Kansas State University. For six years she worked in Kansas with families and children in crisis before earning a master of public administration degree from the University of Missouri-Kansas City.

Christensen has spent the last 32 years working for just two cities, Kansas City, Missouri, and Mission Hills, Kansas, with a wide range of responsibilities in budget and finance, resource management, and emergency services coordination. In 2000, she became city administrator in Mission Hills, where one of the hallmarks of her tenure has been a focus on resident satisfaction and community engagement.

Perhaps Christensen’s greatest legacy is her continued support and guidance for those new to the profession, as evidenced by her mentoring of 19 interns in Mission Hills. Anyone who has ever been an intern or supervised one knows that to do it properly requires an investment from the mentor as well as from the intern. Christensen has given unselfishly of her time, hoping to benefit those who are still learning about public service and the profession they have chosen.

Quotes from a few of Christensen’s past interns illustrate her impact on them and their public service careers:

From Scott W. Bovick, deputy county administrator, Sarpy County, Nebraska: “Courtney Christensen was a great mentor to me because she was willing to (1) share with me the important issues that she faced as an administrator, (2) assign me substantive projects so that I could grow my skills, and (3) coach and counsel me about the city management profession and possible career paths. . . . Her mentorship has had a lasting impact on me personally and on my ability to progress in the profession.”

From Adam Norris, assistant city manager, Independence, Missouri: “Courtney created a learning environment and opportunities for me to be exposed to all aspects of local government. She encouraged questions, provided challenging projects, and instilled a passion for a high level of service to residents and stakeholders. She handed me projects that built a core set of skills that I carry with me today.”

From Chris Engel, city administrator, Merriam, Kansas: “I have always appreciated Courtney’s investment of time and effort in exposing me to the profession. Even as an intern I always felt that I had a seat at the table within her organization. However, the thing that has probably reaped the greatest benefit in my career was her insistence that I get plugged into the local professional networks.”

From Stephen Larson, budget analyst, resource management, Olathe, Kansas: “Courtney always taught me the importance of communicating and being on the same page with your coworkers. She always helps her interns with career paths and interviews through coaching and teaching.”

From Meghan Woolbright, assistant to the city administrator/city clerk, Mission Hills: “Courtney shares her knowledge with those around her through the city’s internship programs, professional development conferences, and everyday life. She believes in life-long learning and encourages her mentees and staff to think critically, creatively, and continue their education.”

Ashley Wooten, intern, Mission Hills: “To her, the staff is a team and everyone is capable of contributing in ways that are impactful, regardless of title.”

From Danielle Dulin, assistant to the city administrator, Lenexa, Kansas: “Courtney immediately took me under her wing as an intern. Her passion and dedication to this profession were contagious as I searched for the right full-time position with a city. As I have continued to advance through my career, she is never more than a phone call or text message away, and always makes time for me.”

In 2016, Christensen’s peers in the Kansas Association of City/County Management honored her with the Buford Watson Jr. Excellence in Public Management Award. Being selected for this prestigious award was a testament to Christensen’s love of the profession and true dedication to public service.

This award goes to an outstanding local government administrator who has made a significant contribution to the career development of new talent in professional local government management, in honor of former ICMA President L.P. (Perry) Cookingham, who is credited with creating the local government internship.

Assistant Excellence in Leadership Award in Memory of Buford M. Watson Jr.

 

Jennifer V. Cunningham

Assistant City Manager, Garden City, Kansas

Jennifer Cunningham came to her position as assistant city manager in Garden City, Kansas, through a nontraditional route and went on to make significant contributions to the city. Starting as the city prosecutor, she soon demonstrated an acute sense of efficiency in operations and finance that led to a series of promotions in the court system.

As municipal court administrator, Cunningham took an underperforming department that was struggling with identifying and meeting performance goals and quickly turned it into arguably the highest performing department in the organization. She identified staff with talent and a willingness to commit to specific targets and to the values of the organization, she empowered them to work as a team, and she celebrated with them when all the targets were met in less than a year. In the process, she identified opportunities for substantial budget savings once the department was operating at an optimal level.

Cunningham repeated the scenario with the information technology department in 2014, consolidating the information technology and communications departments with cross‐trained personnel. Former city employee Ashley Freburg recalls Cunningham’s leadership at the time. “As a supervisor, Jennifer empowers people… She models the leadership qualities she hopes to see from others, and she isn’t afraid to take risks.”

In 2015, her emerging interest in a more generalist position led to her appointment as assistant manager. She continued to oversee the municipal court, as well as information technology, legislative affairs, the regional airport, the golf course, the zoo, and the city’s “Big Pool.” Cunningham has organized a best practice learning team among the department directors who report to her, encouraging and celebrating servant leader qualities and strong workplace cultures. Her overall ability to effect positive change in work environments, improve service delivery, and often do it at a lower net cost has made her a highly effective manager and a leader among her peers in the state and the profession.

Cunningham demonstrated analytical skills that benefited cities throughout Kansas during the state legislative session in 2015. A strong and popular conservative movement, led by the Kansas Association of Realtors, was seeking to further restrict local government by imposing a property tax lid. The realtors were using a graph showing that property tax collected by cities statewide outpaced the consumer price index by a substantial margin, adding fuel to a growing “anti‐city” sentiment. Cunningham created a contrasting graph that backed out growth in assessments due to new building permits and annexation. The resulting information countered the story promoted by the realtors, and she helped several dozen other cities create similar graphs to give to their legislative delegations. Her efforts served as the foundation for an erosion of the tax lid in subsequent legislative sessions.

Cunningham also initiated a citizen input process regarding the future of city‐funded aquatics in Garden City. This was especially significant because it openly addressed the inevitable end of the “Big Pool,” the city’s iconic, nearly century-old landmark. Cunningham traveled to schools, social clubs, church groups, agencies, and informal gatherings and gave a presentation to approximately 6,200 residents on the policy questions facing the community regarding the Big Pool and the future of water recreation. Her presentations generated an outpouring of resident engagement—the completion of nearly 4,500 surveys in a city of 31,000.

Cunningham also serves the profession and community through volunteering her time, energy, and leadership skills, including service on the board of the Kansas Association of City/County Management. Kathy Sexton, vice president of the KACM Board and city manager in Derby, Kansas, says, “Her critical thinking skills are superior, her people skills top notch, and her enthusiasm most certainly contagious.” Cunningham has been a youth sports coach and has spoken at middle school and high school career fairs about working in local government. One local 17‐year‐old girl who was coached by Cunningham as a 10‐year‐old basketball player and now works for her as a seasonal lifeguard at the Big Pool, said, “Jennifer was the first woman I remember being around where I saw that it was okay to be smart and speak with authority. She is a role model for me and other young women in Garden City.”

This award, commemorating former ICMA President Buford M. Watson Jr., honors a local government management professional who has made significant contributions toward excellence in leadership as an assistant (regardless of title) to a chief local government administrator or department head.

Early Career Leadership Award in Memory of William H. Hansell Jr.

 

Jerrid M. McKenna

Assistant to the City Manager, Santa Clarita, California

When Jerrid McKenna joined the city of Santa Clarita as a recreation coordinator in 2012, his forward thinking, positive attitude, and work ethic were quickly recognized as he leveraged technology to streamline everything from scheduling to operations. Tapped as a rising star in the organization, he worked his way up the ranks in just five years, serving as a communications specialist, administrative analyst, and management analyst before assuming his current role as assistant to the city manager.

Trusted with some of the top priorities in the organization, McKenna has delivered, bringing energy, positivity, and ambition. He has taken the lead as the city’s annual budget officer, traffic safety team administrator, public safety manager, strategic plan administrator, and homeless services liaison. His major accomplishments include:

• Leading the Traffic Safety Team to a 30-percent drop in collisions and zero pedestrian and cyclist fatalities from 2016 to 2018;

• Achieving the lowest crime rate on record in 2018 through implementation of his Crime Reduction Plan;

• Earning recognition as one of Santa Clarita’s “40 Future Leaders Under Forty”;

• Receiving $425,000 in LA County Measure H funding to increase interim housing and service capacity; and

• Creating the first multi-organizational Task Force on Homelessness, composed of more than 30 local stakeholders.

McKenna attributes his career decision to an experience he had as a senior in high school. He was captain of the returning league championship basketball team, and his academic and athletic experience and achievements were tailored for a college basketball scholarship. Prior to the start of the season, a grand mal seizure and the discovery of a brain tumor altered those plans. Sitting in a hospital bed after surgery, he realized this experience was a sign his skills were needed elsewhere. Through that experience, he developed a deeper passion for life, family, friends, and public service, ultimately leading to a career in local government where he could positively impact the lives of others on a daily basis.

His passion remained with him throughout his undergraduate studies at California State University, Northridge. While students typically viewed the college as a “commuter school,” he was determined to make an impact. He plunged into campus life, joining multiple organizations designed to help and inspire the student body and the surrounding community, and he took advantage of networking opportunities with alumni—all while working at the Boys and Girls Club and University Student Union.

He took that same attitude and passion to his first professional job in Santa Clarita, his hometown. As a recreation coordinator, he enhanced efficiency by harnessing technology to cut costs and maximize resources so much that the department was able to provide new programming free of charge to youth in the community. In 2013, City Manager Ken Striplin selected McKenna to chair the organization’s annual United Way campaign, which raised an all-time high of $20,000. After a year on the job, he decided to continue his education and completed an MPA degree in 2015. He was promoted to administrative analyst in the city manager’s office and given the opportunity to oversee and manage the city’s $25 million contract with the Los Angeles County Sheriff’s Department.

After a year, McKenna was promoted to management analyst and then assistant to the city manager in 2017. He works on high-pressure (but high-impact) issues for the community and attributes his accomplishments to effective collaboration, a positive attitude, and hard work. He also credits his work ethic and determination to his parents, who sacrificed a lot to raise three children and always emphasized the importance of helping others. His newfound motivation is to be that same example for his two-year-old son with the help and support of his wife who has been by his side since his life-changing experience in high school.

McKenna said, “I am honored to serve as the assistant to the city manager for a truly inspiring organization full of dedicated employees and amazing leadership in my hometown, which serves 225,000 residents every day.” He says the next things on his agenda are to attend leadership courses and begin a doctorate degree in organizational leadership.

McKenna is a true public servant and has aligned his experience and education with his unwavering passion for community.

Established in memory of former ICMA Executive Director William H. Hansell Jr., this award recognizes an outstanding early career local government professional who has demonstrated leadership, competency, and commitment to local government as a profession.

Under 10,000 Population

Long-Term Flood Recovery Plan

Jersey Village, Texas

Austin A. Bleess, ICMA-CM, City Manager

Jersey Village, a suburb of Houston, Texas, has had its fair share of flooding over the years. Starting with Tropical Storm Allison in 1998, and through the floods of 2002, the city saw three flood events that devastated hundreds of homes. Although a lot of work was done afterward to help mitigate flooding, the Tax Day Flood that hit the city in April 2016 affected more than 230 homes. After that, the city set in motion a strategy to create a Long-Term Flood Recovery Plan.

The first step was to work with an engineering firm to map out various flood risks and take elevation surveys of homes that were threatened. In creating the plan, the city held multiple community input sessions that allowed residents to share their experiences, information, and ideas. The process kept residents informed of solutions under consideration, alternatives, and long-term impacts, and the city received more than 2,000 pages of feedback from residents during this process.

The completed plan identified four main projects that would have positive outcomes: home elevations, increasing drainage in one particularly vulnerable neighborhood, building a berm around the golf course, and deepening and widening the bayou through town. Because the bayou system that helps control and mitigate flooding is largely under the control of the Harris County Flood Control District, the city had to involve that organization in its planning. The city also worked closely with state and federal elected officials to ensure their buy-in.

Although some portions of the city are not in imminent danger of flooding, the plan was designed to protect the entire city. One benefit is that the existence of the plan can help the city shake the stigma of being “the city that floods.” Home values will increase, fewer residents will have to be rescued, and roadways will remain passable during heavy rains.

The final plan was adopted and approved by the city council in September 2017, just weeks after Hurricane Harvey dumped 31 inches of rain on the city and more than 50 inches in the surrounding area.

The projects the study identified were estimated to cost $14 million, and the city began actively and successfully pursuing grants to help cover the cost. When the plan is fully implemented, the improvements will save well over $14 million in future damages. They will also help reduce the burden on the National Flood Insurance Program.

This project is vitally important to the long-term sustainability of the community, given the increasing number of severe rain events over the past few years. It is also a model for other cities. Jersey Village has stepped up to be a leader in the region despite its small size by proactively taking action to protect its residents, their homes, and local businesses.

10,000 to 49,000 Population

Water Resource Recovery Facility

Wooster, Ohio

Aaron Joel Montgomery, PE, ICMA-CM, Director of Administration/City Manager

When the original sewage treatment plant in Wooster, Ohio, began operation in 1938, it consisted of primary settling tanks, an anaerobic digester, and sludge drying beds. The facility was upgraded several times, but still failed to meet performance standards for digestion and solids handling. Something needed to be done.

The city evaluated several proposals and formed a partnership with a private company that already had interests in the area. The company provided some capital investment, engineering, construction, and expertise while the city delivered manpower and infrastructure and paid a monthly management services fee. The city council unanimously approved the funds to begin the project and offered its support. Managers in the city and utility worked closely with the private company during construction, startup, and early operations.

The three existing digesters in the Wooster facility were enlarged, and new mixing, cover membranes, and heat exchangers were all added, along with a gravity belt thickener (for city biosolids), a solids receiving vault, a liquids receiving pit, and a feedstock holding tank. A new, larger combined heat and power unit was installed to heat the new organic biosolids receiving building and all the tankage in the anaerobic digestion system. In order to produce enough methane to utilize the larger heat and power unit and supplement the city’s biosolids, the facility accepted organic third-party waste streams. Tipping fees were collected by the private partner, and the city could offer discounted fees to benefit local businesses or as an economic development tool to attract new business to the area.

The city’s Water Pollution Control Plant became known as the Water Resource Recovery and Bioenergy Facility. Within 12 months of startup, the power generation was exceeding the facility’s daily demand. To optimize the anaerobic digestion system, the city installed an electric transmission line to the nearby water treatment plant and eliminated the electric meter at that location. At times, both facilities are “off the grid” to become what may be the first electrically self-sufficient water/wastewater utility.

The facility upgrade provides a means to harness waste streams into renewable energy. Rate payers benefit from reduced energy costs. The city benefits from additional revenue. The facility is operating with a focus on environmental stewardship and reducing operating costs.

In 2018, the facility produced 3.9 megawatts of power for the operation of the treatment facilities, which resulted in nearly $250,000 in energy savings. The ability to accept feed stock, septage, and food waste solids to create the methane provided nearly $900,000 in additional revenue. The end product provides not only self-reliant power sources, but also a nutrient-rich soil product that saves farmers money and eliminates commercial fertilizer runoff from agricultural areas.

The Water Resource Recovery Facility is leading edge. No other facilities in Ohio produce the power from an anaerobic digestion process to power both water and wastewater facilities. The facility innovation was confirmed with a 2018 Utility of the Future award from the Water Environment Federation.

50,000 and Greater Population

Community Service and Restitution Program

New Hanover County, North Carolina

Chris Coudriet, County Manager

In 2016, the youth unemployment rates in North Carolina were among the highest in the nation. In addition, North Carolina was the only state at the time to prosecute all individuals age 16 and older as adults, resulting in a high percentage of job seekers with adult criminal records.

New Hanover County had identified the reduction of juvenile recidivism as one of the five highest priorities in the county’s five-year strategic plan. Facing this challenge, the county’s Community Justice Services Department staff developed an innovative approach to prepare youth with the soft skills necessary to enter and compete successfully in the local employment market.

The approach was the Community Service and Restitution Program, which operates in partnership with more than forty community stakeholders to facilitate successful completion of court-ordered and court-diverted community service hours as an alternative to secure custody for youth ages 6–17.

An eight-week job skills development component provides age-appropriate youth with an understanding of the job market and strategies for seeking and obtaining employment. It covers the community context, personal values, a skills inventory, resume preparation, job application, interview skills, and on-the-job expectations such as time management, teamwork, and work ethic. The course is facilitated in partnership with the county library and held in library facilities. The library also has a job lab that offers employment resources such as career counseling, resume coaching, and listings of vacant positions throughout the county, as well as access to computers and internet.

The job skills development component embraces web-based resources to educate youth on accessing mobile job applications and other professional websites. Youth are coached through the process of creating an email account with a professional and appropriate username to be provided to potential employers. Although many programs discourage the use of cell phones, youth in this program are encouraged to embrace this technology to prepare them for the new realities of employment in an ever-evolving high-tech society.

Youth serve at various locations throughout the county—local churches, retirement homes, food banks, and an array of governmental and non-profit organizations that strive to provide a diverse and enriching service-learning experience.

Upon completion of the job skills development portion of the program, youth are provided with individualized resource packets including sample job applications, resumes, and a “skill bank” of specific, personalized skill building sets. Families also receive an aftercare plan that offers relevant resources. Youth and guardians are provided an anonymous customer service survey that allows for immediate feedback regarding service quality and accessibility. Staff review each survey and use the results to continually improve the impact and effectiveness of its programming.

Youth have demonstrated marked improvements in multiple areas specifically targeted by the program: decreased recidivism rates, increased school participation, and an overall increase in the necessary interpersonal and soft skills for entry into the local employment market. Since 2015, the program has served 155 youth,72 of whom have graduated. Of the 72, only 11 had further adjudications in juvenile court—a recidivism of just 15 percent.

10,000 to 49,000 Population

Can You Afford to Not Know? Lake Zurich’s 20-Year Community Investment Plan

Lake Zurich, Illinois

Ray B. Keller, ICMA-CM, Village Manager

Roy T. Witherow, ICMA-CM, Assistant Village Manager

Jodie Hartman, Director of Finance

“Can we afford to not know?” That was the question Lake Zurich, Illinois, asked itself when considering its long-term infrastructure and equipment needs. The village had maintained a five-year capital infrastructure program and an accompanying vehicle replacement schedule, and it successfully funded smaller projects and replacement vehicles on an annual basis whenever possible. But these limited tools did not provide a strategic view of the village’s long-term equipment or infrastructure needs. Furthermore, the village found itself deferring large infrastructure upgrades for budget reasons, and occasionally it faced an emergency—such as failures of two key sewer lines—for which emergency repairs were far more expensive than they would have been if they had been planned and competitively bid.

In 2017, determined to make capital investment more intentional, the village surveyed, evaluated, and prioritized the community’s capital and equipment needs for the next twenty years through a Community Investment Plan (CIP). This approach enabled the village to better plan for these costs over a longer time period and avoid disrupting operations or compromising essential infrastructure.

A core team from the village manager’s office and the departments of innovation, finance, and public works worked with every department to prepare a standardized “asset page” for each piece of equipment, vehicle, or infrastructure element that exceeded $20,000 in value. Each asset/project was rated based on its current condition, priority ranking (1 to 4), life expectancy, and replacement cost. Priority 1 projects reflect either an imminent threat (e.g., a compromised sewer) or a regulatory requirement. Priority 4 projects are complementary or enhancement projects, including those contingent on opportunistic funding (e.g., impact fees, grants), which are listed separately. All projects are ultimately integrated into a master list based on priority, cost, and timeline for subsequent replacements.

The resulting CIP was immediately incorporated into the FY 2018 budget. Elected officials and the broader community embraced the effort, praising how the information informed their decision making, particularly the elegantly simple design of the asset pages and the easy-to-understand project lists. The project also enjoyed successful buy-in from departments, including working supervisors, superintendents, and administrative assistants.

In FY 2018, the CIP guided the prioritization of approximately $11.8 million in infrastructure and equipment investments across all funds. It helped the village recognize the longer-term impacts of individual decisions, such as whether to replace specific vehicles on schedule.

While the final analysis and its cost total was sobering, the community investment plan also provided reassurance: the village has a good understanding of what needs to be done and when, and it provides a guide for making intentional capital investments. To maintain its relevance, the CIP will be updated every other year.

50,000 and Greater Population

“Connecting the Dots”: The Evolution of KCMO’s Strategic Planning Process

Kansas City, Missouri

Troy Schulte, City Manager

Scott M. Huizenga, Budget Officer

Debbie Chiu, Budget Operations Manager

Kitty Steffens, Analyst

Like many communities, Kansas City, Missouri (KCMO) had a series of valuable (but disconnected) management policies and processes, including a strategic plan, an annual budget, financial forecasts, annual financial reports, and departmental strategic plans. The city also implemented KCStat, a public-facing, data-driven management system in which management monitors the performance of city departments in real time. Each of these had value, but the pieces had not been put together to present a cohesive direction for the city.

In 2013, City Manager Troy M. Schulte directed the Finance Department to develop a comprehensive, renewable five-year Citywide Business Plan (CWBP) with three essential components: (1) the city’s strategic plan, including mission, vision, values, goals, and objectives; (2) a financial strategic plan, containing financial objectives; and (3) a five-year planning model that provides baseline and balanced scenarios to evaluate financial and operational alternatives through the planning and budget process. A city charter change in 2014 required the production of the financial strategic plan and the five-year planning model every year, giving impetus to the development of this new blueprint to guide the city’s policy and financial decisions.

As the CWBP was developed, the city’s Office of Management and Budget (OMB) conducted resident work sessions throughout the city to ensure that the plan was informed by input from the community.

Kansas City’s strategic plan has grown to include seven goals, with 30 departmental objectives and 131 strategies. Through the development of strategies, city departments and divisions can define what steps they must take to achieve the objectives. Each goal, strategy, and action has an owner who is accountable for moving projects forward and reporting specific obstacles when they occur.

In 2016, the city chose Stratex Solutions as a partner to execute and track the progress of actions in the Citywide Business Plan. The Stratex software is monitored and maintained by OMB, and progress is reported through the KCStat program by the city’s performance management office. The software allows the city to assign human resources to tasks and track the hours spent. This tracking elucidates the resources required to achieve the strategies and highlights the need to confirm priorities and rethink timelines, if necessary.

OMB holds regular team meetings to discuss issues that might prevent actions or projects from moving forward. This team-oriented review reinforces the collaborative nature of the plan while holding individuals accountable for action. It allows for creative problem-solving and provides a mechanism for management to expediently respond where attention is needed.

This KCMO strategic planning process has three critical pieces: (1) a public-facing document that provides a holistic look at city priorities developed by departmental leadership, (2) an active engagement process that directly links city staff to residents, and (3) an inward-facing mechanism to promote collaboration and accountability in achieving goals. The project directly connects community managers with administrators, reinforcing the message that the city is actively managing with flexibility and a long-term vision.

Under 10,000 Population

Renewable Energy Mitigation Program

Aspen, Colorado

Sara Ott, City Manager

The city of Aspen and Pitkin County, situated in the Roaring Fork Valley of Colorado, are known for their pristine natural environment, world-class outdoor recreation opportunities, and top-notch tourism experiences. At the same time, they are associated with wealth, meaning large homes that consume a great deal of energy.

In 1992, the city and county, together with the Community Office for Resource Efficiency (CORE), a local nonprofit organization, set out to mitigate climate change and improve the quality of life for residents and visitors by developing the Renewable Energy Mitigation Program (REMP).

CORE, formed with support from local governments and utilities, works cooperatively with businesses, organizations, individuals, governments, and utilities to create measurable improvements in energy and water efficiency in order to benefit the environment and develop a more sustainable regional economy.

In 1995, staff were directed to develop a building code that addressed energy use outside of buildings—for heated driveways, patios, walkways, pools, and spas. REMP was developed to put Aspen and Pitkin County on the path to a sustainable energy future, to tap the region’s renewable energy resources, to reduce air pollution and greenhouse gas emissions, and to establish a new benchmark in responsible energy codes. The program included incentives and disincentives for exterior energy use and house size.

REMP was adopted as part of the city’s and county’s building and energy code that applies to new construction, remodels, and additions, effective in 2000. Homeowners and commercial property owners who choose to install energy-using systems or—in Pitkin County—large square footage, can install a renewable energy system on site (e.g., solar photovoltaics, solar water heating, or geothermal heat pumps) or choose a mitigation payment option.

REMP payments are collected by the city and county when they issue building permits. The money is held by their respective finance departments until the city and county governing bodies approve a REMP spending proposal. These proposals are developed and managed by CORE, and the money is used to fund grants and rebates for energy efficiency and renewable energy, with oversight from the city and county.

For every dollar CORE has invested in the community through REMP fees, seven pounds of carbon dioxide have been avoided. Since 2011, thanks to funding from REMP, CORE has:

• Realized $2,959,622 in annual energy savings;

• Avoided 22,432 metric tons of CO2 (annual savings); and

• Served 5,740 customers.

Improving energy efficiency and installing renewable energy helps residents, businesses, and public entities improve the safety and comfort of their homes and businesses, saving energy and money and reducing carbon emissions throughout the community.

Significantly, the program has inspired other communities in the valley to adopt climate plans that include up-to-date energy codes and local amendments to further reduce energy consumption. REMP has modified the behavior of not just one small community, but an entire valley of people.

10,000 to 49,999 Population

Securing the Future of the American Museum of Science and Energy

Oak Ridge, Tennessee

Mark S. Watson, ICMA-CM, City Manager

Bruce Applegate Jr., Director of Administrative Services

Amy S. Fitzgerald, Director of Government Affairs and Information Services

This project illustrates how a solid intergovernmental partnership can produce transformational results in a community seeking to preserve its history while enhancing economic opportunity.

A flagship amenity for Oak Ridge, Tennessee, since 1949, the American Museum of Science and Energy, operated by the U.S. Department of Energy (DOE), faced an uncertain future in 2016. The building where the museum operated was oversized, energy inefficient, and was located on 18 acres of tax-exempt land in the heart of town. Utilities climbed to $12,000 during winter months. Some exhibits were out of date. The museum could be forced to close if no way could be found to upgrade the facility and sustain operations.

Previously attracting more than 65,000 visitors per year, the museum provided educational programs for children, displayed scientific exhibits, and hosted events. The museum served as the launching site for a popular bus tour and helped tell the story of Oak Ridge, a city built by the government as part of the top-secret Manhattan Project during World War II.

But how could the museum’s long-term viability be secured without reinvesting in a facility that needed more than their combined efforts could provide? City staff engaged DOE’s federal management team, museum leadership, elected officials, and other stakeholders to find a solution. The result was a unique intergovernmental and private business agreement that was beneficial for everyone.

The solution was to relocate the museum to the Oak Ridge city center. A private developer would remodel an existing facility, and the city would offer it rent-free to DOE. In turn, DOE would transfer the current museum building and its 18 acres to the city at no cost. The city would then turn the property over for mixed-use redevelopment that would generate tax revenues for city services, including the educational system. Sited in a community with the first all-grade STEM-certified school system in Tennessee (the second in the world), the new museum would be an opportunity to expose students to STEM-focused activities in a stimulating, state-of-the-art environment.

The museum moved into the new space in July 2018, with fresh exhibits spotlighting history, environmental management, nuclear processes, neutron science, advanced manufacturing, and supercomputing. In its new location inside a bustling commercial section on Main Street, the museum has seen a significant increase in attendance and guest satisfaction, as well as a decrease in maintenance responsibilities.

The DOE’s land transfer to the city is stimulating businesses and generating new property and sales taxes. In its new location, the museum can attract attendees from retail customers and serve as a hub for heritage and science tourism. This project ensures the history of Oak Ridge will continue to be told, while exhibits showcase expanding federal missions as new scientific boundaries are explored.

The project was a “win-win” by redeveloping underutilized property and closing an inefficient facility that drained limited public resources. The creative solution, developed by local and federal government officials with a private-sector partner, demonstrates the effectiveness of professional public managers working toward a common community goal.

50,000 and Greater Population

CivTechSA Program

San Antonio, Texas

Erik J. Walsh, City Manager

The CivTechSA program is a partnership between the city of San Antonio’s Office of Innovation and Geekdom, a co-working space and leader within the local entrepreneur and technology community. The CivTechSA program looks to build a city of problem-solvers by working with entrepreneurs and students to find workable solutions to current civic challenges, and actively grow the startup and technology ecosystems in San Antonio.

The program achieves its mission by working with city departments to identify challenges and outsource those challenges to the appropriate pillars of the program: (1) sixth to twelfth grade, (2) higher education, (3) entrepreneur, and (4) residency.

CivTechSA features four influential events that occur throughout the year: Ideathon, Datathon, Start-Up Weekend, and the Residency Program.

• Ideathon allows participants to share new ideas for solutions to city challenges, with guidance from an industry expert. Teams compete for an award based on the viability and potential of the solutions they recommend.

• Datathon provides organizations an opportunity to share datasets with the public in order to connect communities, ideas, and data to improve the quality of life for citizens. Challenges focus on affordability, environmental quality, and access to services.

• Start-Up Weekend lets teams of participants form around civic-technology themes to develop prototypes and business models that solve challenges. This year’s theme was “Smart Cities.”

• In the Residency Program, the city invites startups to address civic challenges. A selection committee chooses two to three startups to be embedded in city departments to collaborate and build custom solutions.

The program partnership is managed and maintained in accordance with a contractual agreement under which the city of San Antonio agrees to pay Geekdom an annual amount based on the scope of services provided and the achievement of measurable outcomes. Geekdom is assessed on specific key performance indicators. CivTechSA has garnered substantial media coverage and has seen consistent growth in audience and visibility.

City departments have adopted solutions developed through CivTechSA. For example, Kinetech Cloud, a cloud-native company, worked with the city of San Antonio’s Department of Human Services to enhance and streamline the application system for residents seeking utility assistance.

In 2017, Geekdom and the city of San Antonio’s Office of Innovation recognized a need to involve residents in discussing solutions to challenges they faced. This initiative served to create a tech-talent pipeline by engaging students and entrepreneurs within the civic technology industry. It also educated the public about the role the city plays in growing local tech talent to help improve the community’s quality of life and access to services.

The CivtechSA program is a pathway for industries once siloed to begin to learn from and understand one another. The program gives leaders in technology an appreciation and awareness of government leaders who share their mission of giving back to the community. The CivTechSA program invites San Antonio’s youth and entrepreneur communities to truly participate in the solution-making process for challenges faced by the city. The CivTechSA program demonstrates the inclusivity, integrity, and compassion of city leaders working together to help move San Antonio forward.

Under 10,000 Population

myBlue Neighborhood Police Initiative

Bayside, Wisconsin

Andrew K. Pederson, ICMA-CM, Village Manager

Douglas Larsson, Chief of Police

The village of Bayside, Wisconsin, is a safe community—the second safest community in the state and the twenty-first safest community in the United States, as ranked by Safewise. However, Bayside, like so many communities, is affected each and every day by the lack of trust that can pervade the relationship between law enforcement and the community it serves.

Bayside rose to the challenge of maintaining and enhancing police/community relations in spite of the real and perceived issues facing the relationship. While Bayside residents appreciate and value their police department, the composition of the department changed by more than 50 percent in an 18-month period due to retirements. At the same time, the composition of the community also changed as empty nesters sold their homes and new families moved in.

To address this fundamental challenge, the village developed a program called myBlue, Building the Bond…One Street at a Time. Founded on the principles of community-oriented policing, the program involves the tailored delivery of non-urgent advice, resources, and individualized police services to eight Bayside neighborhoods by enhancing community relationships with police, identifying problems, and collaboratively developing solutions.

The village is divided into eight geographical sectors with an officer designated as a liaison or “sector chief” for each. The sector chief introduces himself or herself to residents in the sector with a goal of contacting 30 percent of the sector each month until 90 percent of residents have met their sector officer one on one.

Andy Pederson, Bayside village manager, said, “We are a close-knit community and this program will further humanize the services we provide, allowing residents to feel even more comfortable connecting with their assigned police liaison.”

The philosophy is to replicate the role of the “cop on the beat,” who walked a small area and learned the nuances of the neighborhood. It’s no secret that residents are more likely to report crimes, suspicious activity, and generally interact with the police if they feel they have a personal connection with the police department. At the same time, the police sector chiefs come to understand the needs of the sector based on data, history, and anecdotal information derived from the community.

Each myBlue sector chief conducts monthly “mobile meetings” designed to generate two-way dialogue and create a network of neighbors to enhance community communication and share resources as well as concerns. Each sector also has one sector-wide event or multiple smaller events annually with a goal of reaching 70 percent of sector residents.

Sector liaisons bring a personal touch and increase the trust that Bayside residents have in their public safety providers. Service is enhanced, residents feel connected, and everyone benefits.

10,000 to 49,999 Population

Elderly Resident in Need (E.R.I.N.) PROGRAM

Lindenhurst, Illinois

Clay T. Johnson, Village Administrator

Thomas Jones, Chief of Police

In the fall of 2017, a Lindenhurst police officer was patrolling a neighborhood and noticed an elderly woman moving a ladder around the exterior of her home. The officer watched as this senior climbed the ladder to clean the gutters. After stopping and talking to the homeowner, the officer discovered that the resident was 90 years old, lived alone, and had no family. The woman told the officer that she “didn’t want to be a bother to anyone.” While the officer appreciated the resident’s independence and initiative, she felt concern for this woman’s safety.

It was through this experience that the officer recognized an often silent, but growing, need in the senior community of Lindenhurst. Immediately, she and her patrol partner approached the chief of police and village administrator with the idea for a community engagement program, which became known as Elderly Resident in Need, or E.R.I.N.

The E.R.I.N. program provides assistance to the village’s senior population. It is not intended to replace other social services, but instead stresses a personal touch for senior residents by giving them and their family members much-needed peace of mind. The E.R.I.N. program connects Lindenhurst volunteers with elderly residents in need that are identified through first responders, medical contacts, family, or neighbor recommendations.

Officers developed criteria for the program, created brochures, and launched a social media initiative. The initial response to a call for volunteers was overwhelming, and the program officially debuted in November 2017. Volunteers help the senior residents of Lindenhurst by assisting them with small home projects, yardwork, snow shoveling, window washing, gutter cleaning, and other household upkeep.

It became clear that the program needed to include more individualized attention in addition to the completion of household maintenance tasks. So the program added scheduled phone calls and home visits. These “well-being checks” allow officers a friendly, caring way to touch base and ensure that the resident is doing well.

More than 40 volunteers serve more than 15 elderly residents, and approximately 35 projects were completed in 2018, not including the daily visits and phone calls.

The program has no designated funding, and the village relies heavily on volunteers to creatively seek resources, equipment, and tools to successfully complete the projects. The program can be easily duplicated, and other municipalities have sought information on how to implement something similar in their own communities.

This groundbreaking program originated from a public safety officer recognizing a need and then identifying a resourceful means of effectively addressing it. Communications from elderly residents and their relatives have confirmed the value of the program. Through the initiative of these officers and the generosity of volunteers, Lindenhurst has seen the lives of many of its most vulnerable seniors improved, and the lives of its volunteers more fulfilled.

50,000 and Greater Population

RIGHT Care Dallas

Dallas, Texas

T.C. Broadnax Jr., ICMA-CM, City Manager

Jon E. Fortune, ICMA-CM, Assistant City Manager

Between 2012 and 2015, the number of 911 mental health calls requiring an ambulance response in Dallas, Texas, increased by 59 percent (from 2,176 to 3,452). The bulk of the increase was experienced in the South Central Dallas Patrol District. Due to the limited care options available to law enforcement officers, the individuals were increasingly arrested and detained at the county jail or admitted to local hospital emergency rooms.

During the same time period, the South Central Patrol District experienced a 66-percent increase in 911 calls that resulted in an emergency detention (apprehension by a peace officer without a warrant) and transported to an emergency room or mental health treatment facility.

These mental health emergency calls have placed increasing demands on police and emergency medical services. A combined 9,000 hours per year are spent responding to and transporting residents facing an emergency mental health crisis, and in 2013, Dallas County spent more than $47 million on housing, processing, and treatment for people living with mental illness.

In January 2018, the city of Dallas, the Meadows Mental Health Policy Institute, and Parkland Health and Hospital System launched an innovative, data-driven, and multidisciplinary program called the Rapid Integrated Group Healthcare Team, commonly known as RIGHT Care. The program was launched in the South Central Patrol District to specifically address this complex and costly response to mental health–related 911 calls. The RIGHT Care program brings together a law enforcement officer, a paramedic, and a licensed mental health clinician into a cohesive unit that responds as a team to mental health–related calls.

The goal of RIGHT Care is to divert people experiencing a mental health crisis in the community away from jail or unnecessary hospitalization. That goal is accomplished by putting paramedics and behavioral health care clinicians at the forefront of mental health calls and providing more appropriate community-based behavioral health care as soon as possible.

The RIGHT Care program has delivered positive results. The Dallas Police Department experienced a 19-percent reduction in mental health calls to 911 requiring an ambulance response, and the response time to clear the scene of a call has decreased dramatically. Because the RIGHT Care program is made up of team members from multiple disciplines, the efficiency of the program returned 42 full weeks, or the equivalent of one full-time employee, back to the police department over its first eight months.

The number of arrests, rearrests, and apprehensions of people experiencing a mental health crisis has also declined, and Parkland Health and Hospital System has seen a reduction in the rate of people who return to the emergency department.

Through this innovative and evidence-based multidisciplinary team approach, Dallas has reshaped a small part of the healthcare system that deals with patients who have urgent mental health needs. Each stakeholder in the RIGHT Care program is now better equipped to provide optimal care to those in crisis.

10,000 to 49,999 Population

Pathways to Policing

St. Louis Park, Minnesota

Thomas K. Harmening, City Manager

Bloomington, Minnesota

James D. Verbrugge, City Manager

In late 2016, the police departments in Bloomington and St. Louis Park, Minnesota, worked together with the Minnesota Peace Officer Standards and Training Board and Hennepin Technical College to develop a collaborative police hiring program called the Suburban Law Enforcement Training Academy—Pathways to Policing, modeled after one used by the Minnesota State Patrol.

The program was designed to address a drop in the number of police officer applicants and to attract candidates of color, women, and others with nontraditional backgrounds. It particularly focused on candidates who were interested in a career in law enforcement, but lacked the means or ability to attend a law enforcement academic program while continuing their current careers.

The two departments worked together with their human resources departments to develop the program, then invited other agencies to participate. Eagan, Maplewood, Hastings, and the Metropolitan Airports Commission accepted the invitation.

To attract a diverse pool of applicants, the departments marketed the program aggressively in various communities and on several well-known job search websites. The cities also conducted information sessions at which potential applicants could hear details about the program before the application deadline from human resources staff, police chiefs, and other police officers. The sessions attracted nearly 500 applicants.

Candidates who met minimum qualifications were offered a first-round interview with a panel that included a police officer, a human resources professional, and a community member. Panelists were trained to identify candidates who were open to a law enforcement career and had unique qualities to bring to the profession, such as living or working with multicultural populations or those having experience providing service to customers with a variety of backgrounds. Candidates who scored well during the first round were invited back and given an opportunity to interview with the departments of their choice.

After the second round of interviews, the participating departments conducted a final round of interviews and completed background investigations on the candidates they wanted to advance. Twelve candidates received job offers, and all were hired as trainees at an hourly wage equivalent to 70 percent of starting police officer pay, with benefits consistent with other new hires. Once the candidates were hired, they attended a 17-week Peace Officer Standards and Training (POST)–approved program through Hennepin Technical College. During the POST training, cadets were assigned mentors who met with them regularly to keep them engaged in their departments and provide support during the training.

Upon completion of the training, candidates all passed the POST licensing exam and returned to their respective agencies to be sworn in as police officers and begin traditional orientation and field training. As of January 2018, 12 candidates from six departments were receiving their field training. Sixty-seven percent of the new recruits are racially diverse, and 50 percent are female. The departments look forward to continued collaboration in hiring.

50,000 and Greater Population

Community Outreach Program

Gwinnett County, Georgia

Glenn P. Stephens, County Administrator

Gwinnett County is the most diverse county in Georgia and the Southeast. Spurred by decades of rapid growth since the 1970s, the county has a majority-minority population with a large percentage of foreign-born and native speakers of more than a hundred languages.

While Gwinnett celebrates its diversity, it also recognizes the challenge of engaging, communicating, and serving the needs of constituents with language and cultural differences. The county wanted to ensure that it was being inclusive in its efforts to serve the entire community and that a platform existed for residents to engage with their local leaders in meaningful ways.

In 2015, the Board of Commissioners appointed a community outreach program director solely tasked with this effort. The emphasis was on reaching underrepresented communities, bringing them out of their silos, and engaging them. Highlights of the outreach program include the following:

• The Gwinnett 101 Citizens Academy, designed to increase citizen knowledge, involvement, and engagement through hands-on learning, behind-the-scenes tours, and up-close-and-personal dialogue with department directors, county administrators, and commissioners.

• The Gwinnett Youth Commission, a civics awareness program to educate high school students about local government and engage youth in civic affairs.

• Outreach to Disadvantaged Business Enterprises (DBEs), which are for-profit businesses in which socially and economically disadvantaged individuals own at least a 51-percent interest and also control, manage, and participate in daily business operations.

• Cultural Programming, Events, and Award-Winning Documentaries that highlight various cultural groups.

• Dinner and Dialogue Sessions in which individual commissioners meet each month with small groups of residents at local restaurants to discuss local issues and how residents can get involved, while building personal connections and trust.

• Collaborative Partnerships with faith-based and other external organizations, including the U.S. Citizenship and Immigration Services (USCIS) office, with which the county collaborates on education about the citizenship process, as well as hosting and conducting naturalization ceremonies.

In all, the county has hosted 600 events, launched five ongoing programs, and reached a total of 125,000 residents, many of them racial/ethnic minorities. Volunteers have contributed more than 14,000 hours to county departments and activities, and the community outreach office has worked with more than 25 partner agencies and organizations to provide programs and services to the county’s diverse constituents. Outreach activities bolster public enthusiasm and support public-private partnerships to build community spirit.

The outreach program has contributed to Gwinnett County’s reputation for welcoming both native and foreign-born residents, thanks to its intentional and thoughtful approach. The county has served as a model for best practices in engaging diverse constituents and has shared its experience with others by helping three counties and two cities launch their own outreach programs. These efforts have helped to further advance the progress that cities and counties are making to reach under-engaged communities and ensure that all residents feel included and feel that they have a seat at the table.

50-YEAR SERVICE AWARD RECIPIENTS

45-YEAR SERVICE AWARD RECIPIENTS

40-YEAR SERVICE AWARD RECIPIENTS

Karl R. Amylon, City Manager, Ketchikan, Alaska

James E. Baker, City Manager, Chesapeake, Virginia

Dean Bastianini, Township Manager, Richland Township, Pennsylvania

Paul J. Benedetto, City Manager, Leduc, Alberta, Canada

John N. Berley, Assistant Village Manager/Director of Community Development, Addison, Illinois

William R. Bridgeo, ICMA-CM, City Manager, Augusta, Maine

Paul L. Buckley, Chief Executive Officer, Bass Coast Shire Council, Australia

David M. Campbell, Chief Deputy Assessor, Lewis County, Washington

Jonathan L. Carter, Town Manager, Wells, Maine

Albert P. Childress, ICMA-CM, City Manager, Doral, Florida

Gary R. Clough, Assistant City Manager/Public Works Director, Sidney, Ohio

Steve A. Commons, Assistant City Manager, Edmond, Oklahoma

Anthony Constantouros, Danville, California

John Deardoff, ICMA-CM, City Manager, Hutchinson, Kansas

Larry R. Deetjen, Village Manager, Oak Lawn, Illinois

Eric R. DeLong, Deputy City Manager, Grand Rapids, Michigan

Ruben A. Duran, ICMA-CM, Borough Manager, Ketchikan, Alaska

Mark E. Grams, City Administrator, Port Washington, Wisconsin

Gregg G. Guetschow, City Manager, Charlotte, Michigan

John H. Guldner, Town Administrator, Alta, Utah

Kent A. Hager, New London, Wisconsin

Gary H. Hanson, County Administrator, De Kalb, Illinois

Robert M. Herr, City Manager, Winter Haven, Florida

Laura A. Johnson, Assistant City Manager, Oklahoma City, Oklahoma

Laurie Kadrich, ICMA-CM, Director Community Planning & Infrastructure Services, Larimer County, Colorado

Brad L. Kilger, Modesto, California

T. Robert Kindred, Ames, Iowa

Steven S. Kubacki, Green Bay, Wisconsin

Frank Lancaster, Estes Park, Colorado

Edward F. Lavallee, ICMA-CM, City Manager, Venice, Florida

Robert L. Layton, City Manager, Wichita, Kansas

Ronald LeBlanc, City Manager, Durango, Colorado

Thomas S. Marrow, Town Manager, Butner, North Carolina

Randy E. McCaslin, Deputy City Manager, High Point, North Carolina

Wade G. McKinney, ICMA-CM, Riverside, California

James P. McKnight, City Manager, Cocoa Beach, Florida

Larry S. Mead, Town Manager, Old Orchard Beach, Maine

David A. Mekarski, Town Manager, Purcellville, Virginia

Thomas W. Moeller, City Manager, Madeira, Ohio

Anthony J. Mortillaro, Executive Director, North Central Regional Transit District, New Mexico

John M. Nachbar, City Manager, Culver City, California

Richard L. Newbern II, ICMA-CM, City Manager, Cochran, Georgia

Anne L. Norris, City Manager, Crystal, Minnesota

Leo E. Ochs Jr., County Manager, Collier County, Florida

John D. Petrin, ICMA-CM, Bolton, Massachusetts

Stephen J. Piechura, Executive Management Advisor, Tucson, Arizona

Denise M. Pieroni, City Administrator, Delavan, Wisconsin

Steven Sarkozy, Village Manager, Estero, Florida

David W. Saunders, ICMA-CM, Clermont, Florida

Henry P. Schubert Jr., City Manager, Largo, Florida

Mark A. Scott, City Manager, Indio, California

Thomas A. Sullivan, County Manager, Routt County, Colorado

Marc J. Thompson, Village Manager, Ottawa Hills, Ohio

Maryann I. Ustick, ICMA-CM, City Manager, Gallup, New Mexico

David A. Warm, Executive Director, Mid-America Regional Council, Missouri

Randy A. Wetmore, City Manager, Bridgeport, West Virginia

David S. Whitlow, White Stone, Virginia

Dennis R. Wilberg, City Manager, Mission Viejo, California

Robert L. Wilson Jr., Assistant City Manager, Johnson City, Tennessee

Michael C. Wood, Town Manager, Burrillville, Rhode Island

Chris A. Yonker, Ithaca, Michigan

35-YEAR SERVICE AWARD RECIPIENTS

Charles J. Aspinwall

Michael J. Bajorek

William P. Barlow III

Anthony W. Cox, ICMA-CM

Peter J. Crichton, ICMA-CM

Anton Dahlerbruch

Charles E. Dane

Alan J. Davis

Vince DiPiazza

Milton R. Dohoney Jr., ICMA-CM

John W. Donlevy, Jr.

Erdal Donmez

Joseph P. Duff

Michael J. Ellis

H.Reed Fowler Jr.

Elizabeth A. Fox

Timothy J. Frenzer

Lauri Gillam

Judith A. Gilleland, ICMA-CM

Julia N. Griffin

Thomas B. Hadden III

Kathy L. Hagen

Carl Harness, ICMA-CM

Cecil R. Harris Jr., ICMA-CM

Stanley D. Hawthorne

Jeffrey A. Hecksel

Richard E. Helton

Darrell Hofland,

Isaiah Hugley Sr.

Harlan L. Jefferson

Randy R. Keaton

Christine Kohlmann

Jody M. Kole

Kay D. Kuhlmann

M.Thomas Lawell

Debi L. Lee, ICMA-CM

Craig W. Lemin

Brenton B. Lewis

Michelle Lock

Donald C. Lorsung, ICMA-CM

Bruce D. Loucks

Mindy Manson

Mark A. McAnarney

William J. McCauley III

Barbara M. McKerrow

Donald J. McLeod

Frans G. Mencke

Douglas R. Miller

Michael W. Morgan

Michael Morrison

Donato Nieman

Shirley Osle

Larry A. Pardee

Vincent D. Pastue

Steven J. Pinkerton

Bret Plumlee

Jeffrey A. Pomeranz

Steven D. Powers, ICMA-CM

Lowell R. Prange

Robert E. Reece

Gene Rogers

Teresa M. Rotschafer

Marlena A. Schmid

Ronald D. Scott

Marcus A. Serrano

Laurence R. Shaffer

Kelly Shoemaker

Bruce Siders

Carl L. Smart

Patrick F. Sorensen, ICMA-CM

Charles J. Stahl, IV

Robert A. Stockwell

Patrick Sullivan

Kathleen E. Tempesta

Robert E. Therres

Leon E. Towarnicki

Jim V. Toye

James M. Twombly

Kurtis G. Ulrich, ICMA-CM

Christopher Whelan

Charles S. Whiting

Wendy Williams

Michael J. Woika

Henry T. Wong

Lyle D. Wray

John H. Yow

30-YEAR SERVICE AWARD RECIPIENTS

Mahdi Aluzri

Susan D. Armstrong

James G. Bagley

Robert M. Bahan

W. Lane Bailey, ICMA-CM

Kevin L. Batchelder

Kirk Bednar

Mary C. Blasi

Wally Bobkiewicz, ICMA-CM

Maria T. Broadbent

Audrey J. Brown, ICMA-CM

David Bullock

Amy H. Cannon, ICMA-CM

Susan Canon

Blaise J. Caponi Sr.

Rafael G. Casals, ICMA-CM

Dale Cheatham

Melinda J. Coleman

Jill E. Collins

Catherine M. Conlow

Rob Coon

Mark A. Cozy

Jon Crusey, ICMA-CM

Raymond R. Cruz

Michael K. Davis

Mark M. Delin

Lawrence S. Dobrosky Jr., ICMA-CM

Christopher J. Dorsey

Jeffrey D. Downes

James D. Drumm, ICMA-CM

Edward L. Faison

Nelson A. Fialho

Sandra L. Fowler, ICMA-CM

Trenton L. Funkhouser

Arthur C. Gonzalez Jr.

James M. Halasz

David Hankerson

Terry W. Harrison

James W. Hawks

Richard J. Haydon

David Hebert, ICMA-CM

Steven W. Hicks

Scott E. Hildebran, ICMA-CM

Iris Hill

Terrel H. Hinton

Ricky A. Horst

Joseph R. Huffman, ICMA-CM

Mary E. Jacobs

Collette A. Jamison

Eric Johnson

Steven C. Jones, ICMA-CM

Tom F. Kadla

C. Bradley Kaye

Stanley J. Kelley

Jeffrey N. Kersten

Teri P. Killgore

Tony L. King

Randy B. Knight

Greg E. Larson

Jeffery B. Lawson, ICMA-CM

Karen E. Lewis

Donna L. Lobaito

Mark T. Locking

David A. Lothspeich

Andrea K. Lueker, ICMA-CM

Juliana A. Maller

Gary W. Mangus

Dawn Masko

Ronald F. Massey

Gary Mayerhofer

Scott D. McClure

Dana McDaniel

Karen L. McLaughlin

Franklin C. Meadows

Mark F. Miller

Jeffrey A. Moore

Dana L. Muscott

David J. Norman

John N. Ogburn III, ICMA-CM

Richard Otto

Robert K. Padmore

Terri L. Parker

Alan G. Parkin

Dennis J. Pavlicek

Dale Peters, ICMA-CM

Eric J. Peterson

John F. Pietig

Jim R. Pine

Nathan A. Poore

Michael J. Powers

Daniel L. Presley

Michael J. Robertson

Blythe C. Robinson, ICMA-CM

Roxanne D. Robinson

Chris Rollins

Charles M. Safford

Irene Sasyniuk

Michael D. Schrage

Edward K. Shikada, ICMA-CM

Jill Silverboard, ICMA-CM

Lynne Simons

Max L. Slankard

Lee H. Spell

Joanne M. Spina

Douglas P. Stanley, ICMA-CM

Mitchell Stern

Karl J. Stinehart

Charles B. Strome III

Thomas A. Tanghe

Larry M. Tarkowski

Danny E. Taylor

Evan Teich

Lea A. Thomas

Timothy J. Tieperman, ICMA-CM

Elizabeth A. Toney-Deal

Susanne M. Torriente

Garrett Toy

David J. Unmacht

Henry B. Veleker

Russell F. Wajda

Hardin Watkins, ICMA-CM

Nancy L. Watt, ICMA-CM

Michael Webb

Curtis C. Wenson

Brian W. Wilcox

Andre’ S. Wimer

Michelle A. Wolfe

Ernest M. Zmyslinski

Hardin Watkins

Nancy L. Watt

Michael Webb

Curtis C. Wenson

Brian W. Wilcox

Andre’ S. Wimer

Michelle A. Wolfe

Ernest M. Zmyslinski

25-YEAR SERVICE AWARD RECIPIENTS

Aaron J. Adams

Jan-Inge Ahlfridh

Steven J. Alexander

Marvin R. Allen

Jeff W. Aluotto, ICMA-CM

Scott O. Arneson

Bradley S. Arnold

Peter B. Austin

Heather A. Balser

John C. Barkley, ICMA-CM

James E. Barnes

Valerie J. Barone

David J. Beach

John F. Benson

Todd M. Blake, ICMA-CM

Brett B. Boyer

Jane S. Brautigam, ICMA-CM

Laurie Brewer, ICMA-CM

Tony Neal Brown

William S. Buffkin

Janice L. Cain

Dave Callister

Jeffery E. Cantrell

David L. Cardenas

Scott Carroll

David J. Christian

David M. Cline

Christopher T. Coleman, ICMA-CM

Thomas M. Couch, ICMA-CM

Randy Criswell

John H. Daly, III

Lisa De Soto

Douglas J. DeBord

Kirk D. Decker

Shannon K. DeLong

Stephen W. Driscoll

Roger A. Dunlap Jr.

Joseph Dunn, ICMA-CM

Jeffrey L. Durbin, ICMA-CM

Kimberly S. Eagle

Vicky L. Earhart

Gary L. Edwards

Torry L. Edwards

Richard C. Egan

Douglas J. Erickson

Thomas Ernharth

James R. Fatland

Louis Fazekas, ICMA-CM

Shannon Flanagan-Watson, ICMA-CM

Kenneth J. Forrest

Bryan D. Foster, ICMA-CM

Siobhan W. Foster

Robert D. Frank

Michael S. Frank

Thomas Frutchey

Kenneth W. Gamble, ICMA-CM

Dennis J. Gehrt, ICMA-CM

Todd Glover, ICMA-CM

Gregory J. Gorden

Bridgette M. Gransden

Andrew J. Grant, ICMA-CM

Clifford M. Graviet

Charles H. Grawe

Thomas M. Guerino

Michael J. Guzinski

Tony Haddad

Gene T. Harper, ICMA-CM

Randall W. Hemann, ICMA-CM

Timothy D. Hemstreet, ICMA-CM

Catherine M. Heritage, ICMA-CM

Darren Hernandez

Michael T. Hession

Shane A. Horn

Lynda K. Humble

Edward D. Humphries Jr., ICMA-CM

Wazir A. Ishmael

James A. Jackson Jr.

Richard A. Johnston

Jeff Jones, ICMA-CM

Danny L. Jordan Jr.

Danielle J. Judd

David R. Kanner

Clifford Keheley Jr., ICMA-CM

Daniel K. Kerr

Daniel M. Keyes

Norman Khumalo

Michelle M. Kivela

Anne W. Klepfer

John C. Klimm, ICMA-CM

Jenna R. Kohl, ICMA-CM

A.J. Krieger

Steven Kroeger

Erik Kropp

Barry Krumstok

Gilbert A. Livas

Deanna Lorson

Andrew D. Lukasik

Cheri M. Lutz

Stephen Anthony Marro

Derek M. Matheson, ICMA-CM

Desiree S. Matthews

Andrew W. Maylor

Nathan D. McCommon

Carolyn McCreary, ICMA-CM

Michael McHatten

Tana McKinley

Diana Mikula

Mona Miyasato

Bruce T. Moore

Mark Moran, ICMA-CM

Matthew T. Morton, ICMA-CM

Priscilla A. Murphy

Teresa M. Nisich

Carlos J. Palacios

Stephen F. Parry

Reagan D. Parsons, ICMA-CM

Joseph P. Pepplitsch

Michael P. Pleus, ICMA-CM

Lon D. Pluckhahn, ICMA-CM

Collin W. Quigley, ICMA-CM

Jon Quinday

Paul D. Radford

Gina Ramos Montes, ICMA-CM

Carol A. Rhodes

Don L. Rosenthal

Frank A. Rush Jr.

Mark L. Ryckman, ICMA-CM

Stephen J. Rymer

John J. Sandy, ICMA-CM

Pietro Scalera, ICMA-CM

Gregory J. Schulte

Brian G. Scott

Michael C. Scott

Michael A. Sell

Kathleen B. Sexton, ICMA-CM

David Jeffrey Sheridan

Thomas G. Shircel

Michelle S. Skaggs-Lawrence

Sheri H. Slater

James A. Smith, ICMA-CM

Gerald C. Smith Sr.

Peter P. Souza

James M. Stathatos, ICMA-CM

Cynthia M. Steinhauser, ICMA-CM

Brian M. Stott

Debra S. Tarry

Todd A. Thompson, ICMA-CM

Geoffrey D. Thompson

Anthony J. Traxler

Jason Tuck, ICMA-CM

William M. Vance

Marc Verniel, ICMA-CM

Erik J. Walsh

Barrett F. Warne 

John P. Waters, ICMA-CM

Rick W. Weise

James J. White

Gregg R. Whitehead

James R. Williams

Scott W. Wynja

Kenneth A. Young, ICMA-CM

G. Randolph Young

Gordon A. Zimmerman

Ed Zuercher