For many communities, annexation can be a complex and daunting undertaking. The case of Fry Townsite, however, is a reminder of the cost of inaction, including service vacuums for residents and unexpected challenges for neighboring municipalities.

The City of Sierra Vista was originally incorporated in 1956. As surrounding areas resisted annexation, county “islands” – areas surrounded entirely by incorporated city limits – began to emerge. These “islands” present a challenge for both the counties and surrounding cities in terms of service provision and the application or enforcement of municipal codes. Fragmented from central county services and absent a local government presence of its own, Fry Townsite —an island within Sierra Vista — had gradually deteriorated, becoming known for its high crime rates, dilapidated mobile homes, failing septic systems, excessive junk vehicles, and overall disrepair.

Since 2001 the City of Sierra Vista has worked in close partnership with its regional government, Cochise County, to address challenges within Fry Townsite, particularly those tied to crime and property conditions. The City agreed to remove graffiti in public areas within the area; a crime prevention task force between the two jurisdictions was developed; Community Development Block Grant (CDBG) funds from both entities were leveraged for drainage and road improvements; and code enforcement personnel cooperated to maximize impact to the neighborhood. Progress was made, but when revenues shrunk, so too did County resources and response to the island. 

While the City had some success annexing portions of Fry Townsite in the past, a single obstacle was identified as not only preventing complete annexation, but also as being the source of many of the sites’ woes. An individual landowner had assembled multiple rental properties in Fry Townsite that were later determined to be among the most egregious. In addition, the County revealed that this individual had been severely delinquent in his property taxes. That information allowed the City and County to utilize a state law that would allow foreclosure on several tax delinquent properties. Working in partnership, the City Council authorized $90,000 to purchase the properties at auction and the County agreed to fund the cleanup up to $100,000. 

Following the appropriate notification, the landowner filed for bankruptcy, effectively halting the project. But with some creativity and relationship building over the following year, city and county managers negotiated a settlement agreement that broadened the number of properties acquired and cleaned up; helped the landowner sell several more; ensured the ones he did keep were freed of tax and lien liability; and secured his commitment to annex his remaining properties in the future. 

The final settlement agreement included and/or facilitated:

• Eleven properties deeded to the City, with the City assuming all tax/sewer liabilities, totaling $62,500
• Payment of additional back taxes on four properties totaling $33,400
• County waiver of a judgment lien of $85,000 on the largest property
• A six-month credit of $7,500 in refuse removal costs to encourage the landowner to clean up the 10 properties he continues to own
• Auction of the most egregious mobile home park (two parcels, with net proceeds of $18,000) with a requirement that the new owner cleans it off within 90 days, avoiding an estimated $75,000 expense
• Clean up of the eight remaining properties using public funds, $62,000
• Removal of any remaining junk vehicles owned by the landowner, $3,000

In total, 35 dilapidated or burned mobile homes and five failing structures were taken away, five failed septic tanks decommissioned, and dozens of junk cars, several tons of refuse, and numerous dead trees have been removed from the sites. 

The local government management team of Sierra Vista and Cochise County took the lead in initiating, researching, and developing the idea, obtaining consensus from the elected bodies, and negotiating the final agreement. Mary Jacobs, Assistant City Manager was the primary contact with the landowner, and it was through the relationship building and authority she brought to the discussion that the agreement was brought to fruition. The resulting impact to the neighborhood instilled faith among the residents that the City and County care, and that their leaders are willing to challenge an irresponsible property owner for the benefit of the community. 

Where most cities would reject annexation because of the cost to upgrade infrastructure and provide public safety services, the City of Sierra Vista desires to upgrade the level of services that the predominately low-income residents of this area receive. This project helped the community to grow its reliance on a professionally run government, as further evidenced by residents who are now requesting annexation. In addition, investors are beginning to look at the area for property purchase and redevelopment opportunities.

The forward momentum has led the City Council to direct staff to attempt annexation of all 250 remaining county island properties in this area in FY2018.  The City Council has also recently provided authorization to allocate $15,000 of the City’s FY2018 CDBG funds for a program geared to provide financial assistance for blight removal of dilapidated homes and mobile homes. Property owners who participate in the program must commit to installing new housing units dedicated to serving families earning less than 80% of the median income.

Meet the Manager

Chuck Potucek

City Manager

Charles P. Potucek was appointed City Manager of the City of Sierra Vista on April 1, 1996. He has worked for the City since September, 1986, in several capacities including administrative analyst, budget analyst, and assistant to the city manager. Potucek holds both Bachelor of Science (B.S.) in Public Affairs and Master of Public Affairs (M.P.A.) degrees from Indiana University in Bloomington. He is a member of ICMA and a past board member of the Arizona City/County Managers Association.    Sierra Vista has experienced dramatic growth and has undergone significant change during Potucek’s 30 years of service to the City. Potucek's accomplishments include negotiation of the agreement that brought the Mall at Sierra Vista; development of the Highway 90/92-Charleston Road commercial cluster; construction of the Environmental Operations Park; establishment of Sierra Vista as a founding member of the Upper San Pedro Partnership; construction of Avenida Cochise and Martin Luther King, Jr. Parkway; the development of the award-winning Sierra Vista transit system; the enhancement of the City's bond rating; and facilitation of improved citizen participation. Capital improvements constructed during his tenure as city manager include the Sierra Vista Aquatic Center (the Cove), the Sierra Vista Public Library, the Pedro Castro Maintenance Center, a 30-mile multi-use path system, the Nancy J. Brua Animal Care Center, the Kiwanis Skate & Bike Court, Fire Station #3, and the Centennial Pavilion. Additional projects include the renovation of the Ethel H. Berger Center and expansion of the C. Reed Vance police facility. Potucek envisions Sierra Vista as a regional center for commerce, health care and education; a model for environmental programs; a technology center; and an outstanding public service provider. Above all, he wants Sierra Vista to become a place where children grow up and stay, instead of going elsewhere for educational and employment opportunities.

Goodlettsville, TN, population 16,000, has long been recognized for being the home of Corporate Headquarters of Dollar General, Tyson Foods and a nationally recognized park system. However, being a city that straddles two counties – one of which is Metropolitan Nashville / Davidson County – the city and residents would often feel as if it lacked its own identity and sense of community pride. City Manager Tim Ellis and other staff members started working to address these problems.

Over a 12-month period the city created four community engagement initiatives, linked together by an overarching branding campaign: 

• Neighborhood Enhancement Program – Allows city officials and staff to have a more effective communication system with all delineated neighborhoods of the city regarding a variety of matters such as city projects, updates pertaining to the neighborhoods, as well as projects that the neighborhoods can do to improve the community. Examples include developing a resident contact list for social media and email notices, city grant programs for home and property improvements, unique neighborhood signage to define the boundaries of the neighborhood, and clean-up days.
• Goodlettsville Citizens Leadership Academy – A citizen engagement course designed to provide Goodlettsville residents with a better understanding of the workings of their municipal government and how city services are delivered. The program gives participants a comprehensive look into city departments, programs and services, and tours of city facilities. The Academy is free and designed for residents 18 years and older.
• My Goodlettsville Program – A community engagement program built on partnerships with residents and members of the community. The purpose of My Goodlettsville is to be where citizens, businesses, civic organizations and churches find opportunities to give back to the community for its betterment. Examples include:                                              
  

  2016 Citizens Leadership Academy group photo at the Goodlettsville Fire Department session.

Litter Prevention

Adopt-a-Greenspace

Neighborhood Watch

Recycle

Park Watch

Be Informed

Community Events

• Goodlettsville Ambassadors Program – Allows community stakeholders to become directly involved in promoting their city and offering insight about Goodlettsville as a choice location for business, leisure, and a great residential lifestyle. An ambassador may serve in several ways:
  • As a tour guide, public speaker, or greeter at public and community events on behalf of the City of Goodlettsville and Goodlettsville Area Chamber of Commerce
  • Promoting Goodlettsville during day-to-day activities and when traveling in-state, nationally and internationally as a great place to live, work and visit
  • Volunteering at local events  , including festivals, expos, and tourism activities
  • Assisting with managing projects based upon strengths, skills and experience

• Good In Goodlettsville Brand – Brings it all together. City staff, the Goodlettsville Area Chamber of Commerce and business leaders worked as a committee to brand the City of Goodlettsville. The committee learned that theirs is the only “Goodlettsville” in the world, and there wasn’t just one key thing that made the city unique. The group agreed that there are a lot of wonderful things to be grateful for in the city, and that they truly have it “Good In Goodlettsville”. The City began using the hashtag, #goodingoodlettsville on social media and had bumper stickers made to spread awareness of the new slogan, which is actually an old slogan that has been made new again. That fact connects the older residents and community members with the newer ones, which is what it was all about in the first place – bringing the community together. 

A different city staff member manages and promotes each of the four programs and thus far the city has seen tremendous results. “The way our residents and business community have responded to each of our programs has been overwhelming in some ways,” said Tim Ellis. “It has definitely created a sense of ownership and pride within Goodlettsville.”

Meet the Manager

Timothy J. Ellis

City Manager

Tim Ellis has served as city manager of Goodlettsville, Tennessee, since 2011, and has amassed an extensive and diverse 31 year career in local government, all in the state of Tennessee. He began his career as Recreation Supervisor with the City of Springfield, Tennessee in 1986, before becoming Director of Parks & Recreation for the City of White House. In 2003 he became Director of Parks, Recreation & Tourism for the City of Goodlettsville, where in 2007 he was named Assistant City Manager. He currently serves as a director on the Tennessee City Management Association Board of Directors and was honored to receive the 2017 City Manager of the Year Award from the Tennessee City Management Association.

Cigna was the exclusive strategic health care sponsor of the 2016 Annual ICMA Conference in Kansas City, Missouri. As participants in the program, Cigna presented new ideas and tools to help keep local government employees healthy without breaking the bank. For example:

• A workshop on mindfulness, showing how it benefits everyone – managers, employees, coworkers, and community.
• A session, “A Connected Approach to Holistic Well-Being,” presenting best practices on programs to improve employee health and productivity while decreasing employee illness and sick leave.
• A briefing on health care reform and what managers need to know to stay on top of compliance obligations.

Cigna products and services are provided by Cigna Health and Life Insurance Company, or its affiliates. As to Cigna content/properties, © 2016 Cigna.

As the U.S. population ages, most communities will wrestle with a variety of issues related to elderly residents. Top of mind would be emergency services, transportation, engagement and activities, and appropriate housing.

Teaneck, N.J.  (pop.40,000), is getting ahead of the curve with a program called Age-Friendly Teaneck.  The planning phase of the program began in January 2016 and the three-year implementation began in October 2016.

So far, the group has launched a web site, www.agefriendlyteaneck.org and Twitter channel @AFTeaneck, which already is full of resources for the town’s elderly population.  The group has formed task forces and developed materials and ancillary programs in support of its initiative to make Teaneck an age-friendly and livable community.  Already, the initiative has 16 steering committee members, 60 residents serving on five task forces, and partnerships are emerging quickly.

None of this would have been accomplished without the involvement of the former Mayor, Jacqueline Kates,   “Mrs. Kates and her drive have really helped the Age Friendly Initiative come to fruition,” said Broughton.

“Most people would like to age in place, near the people and activities that have been part of our lives. But most cities, towns and villages are not organized to help residents stay connected and engaged, may not have safe and affordable housing options, do not provide adequate access to transportation and mobility, enable economic opportunity, or allow seniors to be financially secure as they age,” said Kates, who is Project Coordinator for Age Friendly Teaneck said. “Communities are often unprepared for the increasing number of older people, but we want to make sure that Teaneck is a community where we can remain and enjoy living, whatever age we are.”

Teaneck municipal building. Photo by Ray Turkin Photography.

Starts With A Survey

The initiative began with a survey in which older adults identified these top concerns:

• Staying in their homes despite reduced incomes, higher taxes, and accessibility issues.
• Maintaining their homes when funds, information, and resources are scarce.
• Transportation when driving is no longer an option.
• Access to adequate community, medical and healthcare resources.
• Continued access to the Richard Rodda Community Center for activities and social interaction even if they are living alone.
• Managing finances and access to related resources and economic assets

“Our task forces are addressing the issues of concern that were identified during the planning phase, through the survey, as well as interviews and focus groups,” Kates said.

Task forces include:

• Transportation and Pedestrian Safety Task Force
• Health and Social Engagement Task Force
• Community Resources and Communications Task Force
• Housing Options Task Force
• Business and Banking Task Force

Street Safety

The first successful advocacy effort was led by Broughton, who responded to the concerns of the Age-Friendly group by interceding with Bergen County to increase crossing time at an intersection. 

“That doesn’t sound like a lot, but it really does make a difference for anyone crossing that intersection who can now walk at a slower and safer pace, without feeling the need to run and possibly fall in the street,” Kates said.  “People are very happy about that. And this safety issue demonstrates that age-friendly improvements can benefit everyone in the community.”

Continuing this effort, and in response to an unfortunate rash in pedestrian fatalities, Broughton’s office has started working with an expert in Complete Streets at Rutgers University to incorporate ideas into the town’s master plan for roads and intersections.

The Transportation and Pedestrian Safety Task Force also is trying to find more ways to expand the Township’s Senior Transportation Services to help those who don’t drive and need to get to doctors’ appointments, the supermarket, or the beauty salon. Options include the Independent Transportation Network of volunteer drivers and the Go Go Grandparent program that uses Uber and Lyft.

The Community Resources and Communications Task Force is in the process of developing a directory of essential Teaneck resource phone numbers for first responders to leave behind when they respond to emergency calls. “We have learned from the first responders that people call 9-1-1 even when there isn’t a true emergency,  because they know they’ll get a response, and they don’t know where else to turn for help, “Kates said.

First responders will distribute the directory that people can put on their refrigerators or near their telephones so they can call the proper number for a problem that is important but does not require police, fire truck or ambulance. The cooperative project is being underwritten by Five Star Senior Premier Living, a one of the program’s community partners.

On the flip side, Age Friendly Teaneck is promoting the Fire Department’s Good Morning Check-In program for those who live alone. Residents who register with the Fire Department will receive a daily call  to make sure they are okay, and if there’s no response, a hose and ladder fire truck will be there to help.

The Health and Social Engagement Task Force and the Township and the Holy Name Medical Center are co-sponsoring a series of four events, Conversation of Your Life, to raise awareness of the importance of anyone over 18 having an Advance Medical Directive.

The Seal of Teaneck, N.J.

Housing Concerns Abound

“Housing is one of the biggest concerns of older adults who want to stay in Teaneck,” said Kates. “I hear about that issue more often than any other.  If there had been housing options in Teaneck for us to downsize, my husband and I would never have considered moving,” added Kates, who had lived in Teaneck since she was in elementary school.

For those on limited incomes, the options are few.  The Brookdale subsidized independent housing for older adults opened in April 2016 and has 10-year waiting list.  And while the Township Council is supportive of residential housing projects, with several new developments approved, Kates does not think any are specifically targeted for older people, with the required amenities that would make it more comfortable to live there.

Thus, the Housing Task Force is exploring options for seniors on a college campus, with residents benefiting from the educational and cultural stimulation of college life, since they would be required to take a number of credits as a condition of becoming a resident. The task force also is looking into publicizing information on home-sharing options that can formalize these situations and protect the elderly with follow-up visits and other parameters set forth in agreements.

For those having difficulty maintaining their homes the task force is publicizing agencies that can give free volunteer repair and maintenance help to older adults, such as The Chore Service of Bergen Volunteer Center and Rebuilding Together North Jersey.  These groups perform minor repairs, install grab bars, and other equipment needed by the elderly.

The task forces also are working with business and banks to ensure that the economic assets of older adult consumers are being maximized and special needs are being met, by improving  lighting, using larger fonts on materials and advertising and providing access to public restrooms. Training bank and business staff to recognize signs of financial and physical elder abuse also is on the agenda.

The Teaneck program is funded by the Henry and Marilyn Taub Foundation.  The planning phase grant was $35,000 and the implementation grant is for up to $75,000 per year for three years. You can find resources for local governments in the sustainable communities topic area on the ICMA website. (Cover Photo Credit, Ray Turkin Photography)

Meet the Manager

William Broughton

Township Manager

Township Manager, William Broughton,  is the seventh person to hold this unique position in Teaneck, N.J., since 1931.  He oversees the day-to-day operations of all township departments including police, fire, public works, and administers an annual budget of over $70 million. Broughton was raised on Hubert Terrace and attended Teaneck Public Schools, graduating from Teaneck High School in 1980. Prior to becoming the CEO of Teaneck, Broughton spent 26 years in law enforcement.  He started as a patrolman in 1983 and rose to the rank of Sergeant in 1988.  In 1991, he was promoted to detective lieutenant and led the juvenile bureau until 1994 when he was assigned to the detective bureau and served as commander of all adult criminal investigations. Broughton was promoted to captain in 2003, heading auxiliary services which included administration, budget, facilities, and equipment for the department.  In 2005, he as tapped by the newly elected Bergen County Sheriff  to be chief of department where he was responsible for budget, capital projects, court security, prisoner transportation, facilities security, crime scene investigations, warrant and process services, as well as internal affairs. He retired in 2009. Broughton is a proud recipient of the Bergen County NAACP’s Reverend Edward P. Dixon III Community Service Award. He received his BS degree in Criminal Justice from New Jersey City University and earned a Master of Administrative Science Degree from Fairleigh Dickinson University.  He is a Certified Public Manager, Registered Municipal Clerk and a member of the New Jersey Municipal Management Association.

As the first CAO in Morgantown, KY, Jerrod Barks was facing some serious challenges for the town of 2,500 that lost 60 jobs and was saddled with a large amount of debt when Kentucky Copper went bankrupt. But instead of guessing or acting on anecdotal information, he conducted a survey, researched deeply, and came up with a recovery plan, Morgantown Renaissance, that has been active since early 2016.
In a town where 52 percent of residents live at or below the poverty line and with average household incomes among the lowest in the nation, investing would not come easy. But with just under $50,000, in joint public and private funds, the results have been impressive so far.

Here’s a snapshot:

Sidewalks installed in Morgantown, KY as part of the Renaissance Project.

• Added two blocks of sidewalks with an emphasis of providing safe passage for school children;
• Added eight benches to a 1.5 mile stretch of sidewalk installed on Main Street via a state project. For $1,000, local businesses could sponsor a bench which includes a small plaque in honor of the donation;
• Planted 50 cherry trees, also sponsored by residents for $12 each. The goal is to have more than 200 cherry trees along the city entrances and parks that will complement Yoshinos already living in the downtown area;
• Demolished six dilapidated homes within the city limits to improve aesthetics and reduce police activity.

The project was launched with an initial community survey. More than 300 responses were returned providing “crucial information,” according to Barks.
In compiling the data he discovered trends and topics of concern. Primarily, residents were concerned about downtown development, infrastructure and quality of life issues. The downtown had a greater than 50 percent vacancy rate and the roads, park, and infrastructure were in disrepair.  Additionally, the input identified a lack of “community.”
“In finding our direction, I created 20 goals for the city to accomplish in the first year” Barks said. These 20 goals fit within three focus areas in different capacities, ranging from updating the town’s blight ordinance to creating a free series of movies shown in the park on alternate Saturdays during the summer.
The main goal of the Renaissance Project is to encourage people to live and work in Morgantown.
“I feel the foundation of achieving that is to ensure that properties are maintained. People are attracted to beautiful, safe spaces and I want to facilitate that as much as possible,” Barks said.

Morgantown, KY Logo.

By The Numbers
The Renaissance Project includes a mix of community events, new committees, long-term infrastructure goals and updated ordinances. But nothing has been done without statistics to back it up. Barks collected data from the fire marshals, police departments, the Barren River Area Development District office, the state building code authorities, and the Kentucky League of Cities.
A main citizen survey complaint was that the city hosted too many low-income housing units, which anchored the median income. However, Barks was able to show that removing government housing from the city would actually reduce the overall median income. His research showed that housing authority residents earn on average $2,849 more per year than the rest of the town. This proved that the Housing Authority Units were not the primary culprit of the town’s low income levels as people had originally suspected.
Additionally, when creating the plan, Barks researched police dispatch calls and noted the locations of all the calls. He was able to prove that neighborhoods with blighted and dilapidated homes required the most police support. When elected officials and the community learned about the drain on the department and associated costs, they were more willing to jump on board with the plans, specifically code enforcement reform that resulted in demolition of structures or conveyance to the city for maintenance, Barks said.

Yoshino Cherry Trees in Morgantown, KY.

Future Projects 
Spin offs to the program have been recognized as well, such as the planting of more than 212 blossoming cherry trees, Barks said. “Our goal is to facilitate a possible Cherry Blossom Tree Festival when the trees mature.” Morgantown’s Facebook page and other social media showcase the successes of the program. This encourages citizen participation and confidence in the plan.
“One of our main goals of the Renaissance Project was to prove that the city government was not a reactionary body, but rather was on the offensive with the issues of today,” Barks added. “..proving that we are a proactive government that can and will navigate the challenges of today and will make Morgantown a beautiful and capable city.”
Subsequent surveys and anecdotal stories show that the plan is working. The city is scoring higher in surveys and citizens walk into city hall and “tell us that they cqn see and feel a real difference in the City,” Barks said. “I feel that the public confidence in the city and its officials has drastically improved.”

Meet the Manager

Jerrod Barks

CAO

Jerrod Barks is the city administrative officer for Morgantown, KY. He is a graduate of Western Kentucky University and is an MPA candidate there. Jerrod is the first CAO in Morgantown and has been working for the city for three years.