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2005 Profile in Courage Award--Kate Smith (Class of 2005)
2005 Edwin O. Stene Award for Managerial Excellence--J. Brent McFall (Class of 1976)
2005 Edwin O. Stene Award for Managerial Excellence--Catherine Tuck Parrish (Class of 1990)
2005 Intern Excellence Award--Audrey Merrell (Class of 2005)
2005 Lifetime Achievement Award--Alan Thelen (1962)
Kate Hays began work as an intern with the City of University Park in June of 2004. In August, she was married to Jimmy Smith. Approximately six months later, Jimmy was diagnosed with cancer. The course of treatment included cycles of chemotherapy every three weeks and an extensive surgery in May. A subsequent infection resulted in another surgery in August. The treatments have, at best, been an inconvenience and, at worst, debilitating. Kate has stayed with Jimmy at the hospital at night, kept the lawn mowed at home and the dog and cat fed. Jimmy is presently scheduled to complete all of the treatment in January or February of 2006. This is a full year after he was initially diagnosed. Jimmy and Kate have shown everything that is positive in people and their marriage. They have given us all at the City of University Park an example in how to handle a crisis.
However, I believe Kate’s response at work has been just as remarkable. One would expect that she would have down days and difficulty focusing. That has been far from the case. Because of her knowledge, intelligence, and personality, she has been able to quickly establish relationships with the staff, Mayor, and City Council. All quickly came to rely on her to perform a variety of tasks including:
More importantly, because of her ability, I have assigned her to a number of tasks beyond those I would normally expect. For example:
Kate’s courage and dedication I believe make her ideally suited for this award. If I can provide any additional information, please let me know.
Bob Livingston
City Manager
University Park , Texas
Brent McFall’s career has taken him on an exceptional city management journey. From his early days learning under the mentoring approach of Buford M. Watson in Lawrence, Kansas, to taking on the sobering responsibility of starting a new city in Federal Way, Washington, to his current duties as City Manager of Westminster, Colorado – a thriving, award winning community of 108,000 citizens. Brent’s career is best typified by a small framed quotation that sits on his desk, which states “Work hard, do good, be kind.” These simple values are the foundation of a management philosophy that has empowered Brent McFall to make a difference in each City he has had the pleasure to serve in.
Mr. McFall’s career has spanned 30 years of innovative and passionate management. He entered this profession because he understood how important the work of municipal government was, and Brent has worked diligently his entire career to surround himself with individuals who share this commitment and passion. Brent is often heard saying to employees: “This work we do is important, we have the opportunity to positively affect the quality of more people’s lives on a daily basis than any other organization, public or private. This is an important responsibility that we take very seriously.” The successes that Brent has enjoyed throughout his career all flow from his passion for the important and impactful work of managing cities.
In 1979, Mr. McFall began his career as a CAO by becoming the first professional City Administrator of Merriam, Kansas (population 11,000). While in Merriam, Brent implemented a professional land use planning process, developing the city’s first comprehensive land use plan. He played a central role in updating and modernizing the budgeting and financial planning processes. For the first time, the budget became a policy tool for City Council, rather than just an accumulation of line items. A budget message was developed clearly explaining how funds were being utilized and what outcomes the community could expect to be accomplished.
In 1982, one of the “Deans” of Kansas City Managers, Virgil Basgall, retired from Emporia, Kansas (population 25,000) and Brent McFall was appointed to replace him. Virgil had been manager in Emporia since 1960. One of the first major initiatives that Brent undertook in Emporia was to work with the City Commission to get a property tax passed to support economic development efforts in the community. This effort was successful, providing funding for critical marketing efforts and the establishment of a non-profit corporation that acquired land for industrial parks that were made available to industrial users at below market rates. In addition, Brent worked to get a sales tax increase passed that was dedicated to shoring up Emporia’s decaying streets, sidewalks and storm drainage system. Emporia’s infrastructure was not only upgraded, but for the first time, a regular program of preventative maintenance and reconstruction was institutionalized.
After four and one-half years in Emporia, Brent moved on to become the City Administrator of Kent, Washington. He served in this capacity for a total of 10 years, during two different time periods (1986-1989, and 1994 – 2001). The community experienced significant growth during Brent’s tenure, increasing in population from 30,000 to 80,000 residents. In his first year, Brent was immediately confronted with the challenge of how to preserve and enhance the City’s historic downtown. The downtown area was a mix of retail and industrial uses that no longer fit with Kent’s emerging land use patterns. Brent worked with the community to establish a consensus around reinvesting in downtown Kent. Industrial structures were torn down and replaced with civic buildings and private office space to bring energy back into downtown. Creative financial and land use planning was utilized to construct a new library, Police headquarters, and County Courthouse complex. In addition, the City grasped an opportunity that arose to develop a commuter rail station and commercial area that complements the existing historic downtown and solidifies downtown Kent as the soul of the community. This was an extraordinary undertaking with inherent risks; however, through Brent’s determined leadership a new urban landscape was created in downtown Kent. In 1998, Mr. McFall was awarded the Washington City/County Manager’s Association “Award for Excellence” for his work in Kent.
In 1990, Federal Way, Washington was incorporated as a new City with a population of 75,000 residents. Brent McFall took on the challenge of starting the new city of Federal Way as its first City Manager. This was a unique opportunity and presented many distinct challenges. From sparse beginnings, operating out of an old abandoned fire station, Brent and his small staff developed an organization committed to providing quality services to Federal Way citizens. During his four years with the City, Brent and his staff created a comprehensive land use plan, developed a park system through creative acquisitions and hard fought negotiations with the county, and converted an old industrial building into a community/senior center. A planning and permitting process was instituted and the storm water system was revamped. Now, 15 years later, Federal Way is well on its way to being a sustainable, first rate city with a true identity. In 1994, Mr. McFall was awarded the first annual Washington City/County Manager’s Association “Award for Excellence” for his work in Federal Way.
In 2001, Brent McFall accepted the City Manager position in the City of Westminster, Colorado. He replaced a long term City Manager, Bill Christopher, who served the community well for nearly 33 years. During Brent’s tenure several major initiatives have been undertaken that not only have allowed the City to manage through the difficult post 9-11 era, but have also put the City in a position to maintain and enhance the excellent quality of life that Westminster has come to be known for. Although the City experienced over a 10% reduction in General Fund revenues between 2001 and 2003, through strategic moves - including the passage by Westminster voters of a Public Safety sales tax increase and tax limitation (TABOR) override – the City has established a solid financial foundation for the future.
Brent McFall has played a major leadership role in pushing Westminster forward on multiple economic development fronts. Several major projects are currently in the planning phase or under construction. The Shops at Walnut Creek is an exciting 365,000 square foot retail development that incorporates a traditional main street with 360 degree architecture, pedestrian and vehicular connectivity to an adjacent entertainment complex, a future commuter rail station, comprehensive landscaping, and attractive artistic feature. Forest City Development and the City of Westminster have begun construction of the 1.1 million square foot Orchard lifestyle center. The Orchard will be a regional presence in the Denver metropolitan area incorporating key retail, residential, and office space, as well as significant green spaces throughout the development. Brent fostered strategic City cross-departmental teams to allow these developments to move forward on a very aggressive schedule. Brent has worked in a very deliberate manner to maximize the use of private/public cooperation and aggressive infrastructure development to assure the success of these projects.
As Westminster has pursued new development opportunities, the City’s older neighborhoods and commercial centers have not been forgotten. Redevelopment efforts in South Westminster under Brent’s leadership have included: the addition of affordable housing to replace an abandoned nursing care center, the construction of a new library and park adjacent to a refurbished retail center, planning for a commuter rail station in an aging commercial area, and various streetscape improvements that have re-energized residential and commercial neighborhoods.
In a City of over 1,000 employees, Brent understands the importance of placing a significant emphasis on making sure the city organization is value driven. He initiated a citywide discussion of values and worked with the management team to embrace a new value statement embodied in the acronym SPIRIT (Service, Pride, Integrity, Responsibility, Innovation and Teamwork). Launched at the first ever citywide meeting of all employees in 2003, SPIRIT is now utilized in everything the City undertakes from responding to citizen requests to evaluating employees. Employees have a clear understanding that how the city provides services is just as important, if not more so, than what services the city provides.
Perhaps most critical to Westminster’s success has been Brent McFall’s work with City Council to create a strategic linkage between the budget and the City’s five year strategic plan. Through careful facilitation with City Council there is now in place a set of strategic goals and objectives that are tied into the city’s two-year budget. Departments are required to identify how their spending priorities tie into specific goals and objectives, and performance reports are provided to City Council quarterly identifying what progress has been achieved. In addition, all departments have identified specific performance measures that are used (in conjunction with ICMA comparative data) to identify areas for potential improvement and to tell the public how effectively the city is managing their tax dollars.
Brent McFall’s career as a chief executive in five cities over 30 years has given him the opportunity to serve the public with distinction and improve the quality of life in these communities in significant ways. His track record of developing top notch, innovative, committed and passionate management teams has established a legacy that has served these communities well long after his departure. Brent’s integrity and commitment to the profession of City Management make him an outstanding candidate for the Stene Award for Managerial Excellence.
Stephen P. Smithers
Assistant City Manager
Westminster, Colorado
I would like to nominate Catherine Tuck Parrish for the 2005 KUCIMATs Managerial Excellence Award. Our profession is adept at recognizing professionals who lead communities in overcoming major adversity and those who achieve significant career accomplishments. While such managers are deserving, I feel it is important that we also recognize those managers whose everyday tenacity, superior judgment and unqualified ethics hold the rudder straight in communities where challenging politics and a critical citizenry present potential hazards daily.
Catherine has served the City of Rockville as Assistant City Manager since 2001, and served as the Acting City Manager from January 2004 through November 2004. The City of Rockville is a high-growth, high quality community of 55,000 residents located 12 miles northwest of Washington, DC. Like many communities in the DC suburbs, Rockville’s staff is asked by a demanding citizenry to produce at advanced levels of quality and efficiency.
Catherine Tuck Parrish’s accomplishments in Rockville are notable, but it is her consistent unwavering leadership in the face of daily challenges that make her deserving of recognition by the KUCIMATs. Catherine established her role as one of several key leaders in Rockville immediately upon her appointment as Assistant City Manager in 2001. Catherine’s ability and willingness to listen to citizens, elected officials and employees gained trust and respect from each group. Catherine quickly established a reputation for fairness and honesty, and was called upon daily as a key adviser to staff and City Manager Mark Pentz.
When Mark departed for Arizona in January of 2004, Catherine was named Acting City Manager. During this time of transition, Catherine was immediately successful in gaining the respect of the organization and the confidence of an often distrustful City Council. She invested countless hours in communicating with employees, Council and citizens to seek input and convey important information about issues facing the City. Catherine was frequently in the position of delivering advice and analysis that was contrary to what the governing board wanted to hear, but the trust she worked so hard to maintain with them laid the foundation for productive, positive discussions that were grounded in reality.
In addition to her success with building relationships with staff and the City Council, Catherine quickly took the reins of several key programs begun by the previous manager. She pressed forward on the implementation of a high-performance model for City employees, coordinating the in-depth training of more than half the City’s workforce (to date), and led strategic discussions with Senior Staff on how to support the efforts of employees.
Rockville has struggled with creating a vibrant Town Center since an urban renewal project failed in the 1960s, but saw that frustration end with groundbreaking on a new downtown in June 2004. Following Mark Pentz’s efforts, Catherine helped the Council and community navigate the complex negotiations to bring the $350 million public-private venture to fruition.
When Rockville’s new city manager began work in November 2004, Catherine gladly reassumed her role as the assistant, and was quickly recognized by the new manager as a trusted adviser and invaluable asset to the organization. Catherine continues to lead the organization as a peer and/or supervisor to employees, and as a dedicated servant to citizens and elected officials.
I close with one final thought about Catherine. Above all things, she is humble, and is always quick to give credit to others that rightfully belongs to her. That is why I am certain she will never forgive me for nominating her for this award, and will truly believe the accomplishments and talents which I have praised in her belong to someone else. However, I can attest that they are products of her character and leadership, and I strongly urge the KUCIMATs to recognize her as an example for other managers to follow.
W. Bowman Ferguson
Rockville, Maryland
It is my pleasure to nominate Audrey merrell for the Intern Excellence Award. Audrey truly reflects the strong tradition of the Kansas city manager training program and is a promising young professional who will no doubt be successful in our profession.
Audrey worked closely with the Springfield City Manager’s Office during her undergraduate years at Cedarville University. She developed a strong interest in the city management profession and we were proud that she was subsequently accepted in the Kansas MPA Program. She served her required KU internship with my office from June 2004 through April 2005.
Upon Audrey’s return to my office as a management intern, she quickly became involved in a number of economic development and brownfield redevelopment projects. A few of Audrey’s notable accomplishments are as follows:
Springfield : The All America City (2004)
On June 12 th, the community was honored when the National Civic League (NCL) awarded the All American City Award to Springfield, Ohio at its annual convention in Atlanta. It was Audrey’s application to the NCL that was the basis of the award.
Audrey worked many hours coordinating the application, making presentations to businesses and service groups and raising money to support the expenses of the delegation that would compete in Atlanta. We flew her from Kansas to Atlanta to join in the celebration.
Brownfield Redevelopment
As an undergraduate intern in my office, Audrey assisted the Executive Assistant to the City Manager with brownfield redevelopment strategies. Upon her return as a KU intern, Audrey quickly assumed project management roles and led the demolition and asbestos abatement project at the Former SPECO—Kelsey-Hayes Manufacturing Facility. The site was developed in the 1880s and had seen a number of heavy industrial use—most notably, the site served as a helicopter parts production plant during World-War II and through the Vietnam War eras. The site was heavily contaminated with lead, Benzo(a)pyrene, and arsenic. In addition, the structures on the site were in significant disrepair.
The City Manager’s office had determined that the site must be addressed prior to the spring of 2005, as the structures may not withstand a freeze and thaw. Thus, Audrey assisted with the creation of technical bid specifications for the demolition and abatement work at the site. She then worked throughout the fall and over the winter to oversee the demolition and abatement work at the former industrial site. During the project, Audrey managed environmental consultants, demolition contractors, and coordinated efforts among state and federal environmental agencies.
Unfortunately, near the end of the demolition project, the demolition contract had an industrial accident that resulted in high power electric transmission lines serving the west end of the community falling into a major arterial. Audrey was present at the site when this accident happened. During the chaos of the event, Audrey took immediate control of the situation and represented the City Manager’s office, assisted with the coordination and safety/cleanup tasks. Audrey followed up by quickly contacting the appropriate departments and authorities to insure further safety of the demolition workers and citizens.
Cable TV Franchise Agreement
During the course of the year Audrey spent in the City Manager’s office, she also assisted staff with developing a Request for Proposal to procure professional services related to cable television franchise renewal. The city of Springfield manages a franchise agreement with Time Warner Cable that expires in November 2005. Audrey researched appropriate FCC policies and regulations as it related to municipal cable franchise agreements and led the development of the RFP process. Audrey coordinated efforts with the Executive Assistant to the City Manager, the Purchasing Specialist, and ultimately the City Manager. The city secured a law form based in Columbus, Ohio and is currently implementing the tasks Audrey developed as part of the RFP process in an effort to successfully negotiate a fair and just franchise agreement for Springfield cable users.
Graffiti Regulations
As Audrey continued to refine her skills within the City Manager’s office, she took on the duty of making new recommendations for a graffiti ordinance. As the city continues to focus efforts on downtown revitalization, disinvestments and disinterest in many once prominent buildings has led to an overwhelming amount of graffiti. Audrey began working with the Assistant City Manager and Police Department to identify ways that the graffiti issue in Springfield could be addressed. As part of the project, Audrey researched and discussed pros and cons of other cities’ graffiti ordinances across the country. Upon completing the national study of similar size and socio-economic city comparisons, Audrey developed an ordinance recommendation and began implementing the tasks associated with adopting the policies surrounding the ordinance. She coordinated meetings with the Economic Development Team and School Resource Officers from the Springfield Police Department. In addition, Audrey initiated preliminary discussion with major retail store managers in the Springfield community to establish protocol for spray paint and large marker sales in the city.
Well-field Protection
In addition to assisting the Economic Development Director, Audrey quickly assumed the task of assessing the most strategic way to acquire additional farmland within Springfield’s well-field protection area. Audrey worked with the Assistant City Manager, the Law Director, and Water Treatment division representatives to identify additional areas on the periphery of the city that needed to be included in the five-year time of travel protection area.
Audrey led the team in establishing terms for negotiating the purchase development rights in the identified area. She worked alongside the deputy law director during negotiations, as well as worked with state agencies to secure grant funding to secure the development rights.
Coordination of Charter campaign and tax levy
During 2004, the City of Springfield determined the need to change the city charter, allowing the City Manager more flexibility in the income tax budget and appropriation process. Previously, the charter directed the city to set aside 20% of its income tax revenue for public improvement projects and/or debt retirement. As city revenues declined, it became more and more difficult to continue to budget for capital and permanent improvements when daily operations were at risk of being cut. In an effort to maintain service levels and budget appropriately, the City of Springfield asked citizens to approve a charter change directing the City Manager to set aside 10% rather than the traditional 20% of income tax revenues. Audrey was asked to lead the public relations campaign and develop marketing materials to communicate the city’s need for the charter amendment. In addition, she served as the campaign treasurer and was placed in charge of the overall campaign budget. Audrey completed the task successfully and the charter change passed.
During the winter of 2005, Audrey was once again asked to coordinate the public relations and communications efforts for the National Trails Parks and Recreation District tax levy. The district is subsidized by both the City of Springfield and Clark County. The tax levy, placed on the May ballot, was intended to provide financial independence for the parks district from the City ($1.8 million annual subsidy) and from Clark County. Audrey worked with the Parks District Administration and Board members to develop a professional campaign. Unfortunately, the levy was narrowly defeated on the May 2005 ballot.
Concluding Comments
Audrey Merrell has been an exemplary intern for the City of Springfield. She has exhibited great self-initiative in taking on projects and following them through to completion. She continually exhibited professionalism under pressure and assisted with any project that needed a fresh idea, and was always willing to put in more time to ensure successful completion of any task at hand.
Audrey quickly earned the respect of department heads and the City Commission for her dedication to the job and commitment to the community. At the conclusion of her management internship, Audrey departed Springfield for a job in London, England. In her new job, she is coordinating citizen outreach activities and serving in the office of the mayor. She continues to analyze best practices for the borough of Lewisham.
Audrey is a special person with extraordinary leadership abilities beyond her years. She took control of situations and faced challenges with confidence and skill. She was the smiling face that I met every morning as I entered my office each day. We all miss her greatly.
She truly reflects a shining example of the success of the Kansas University MPA Program. She represented KU and our City with extraordinary attitude, skill and professionalism.
Matthew J. Kridler
City Manager
Springfield, Ohio
I would like to nominate Mr. Alan A. Thelen for a KUCIMAT Lifetime Achievement Award. Mr. Thelen has been active in the KUCIMAT organization, particularly while serving in Kansas and he’s been highly supportive at all times.
Moreover, he has advanced the profession of city management and the KUCIMAT reputation by a career characterized by integrity, high ideals, commitment to ICMA and its Code of Ethics, and professionalism at all times. Mr. Thelen also won the ICMA L. P. Cookingham Award for Career Development for advancing the careers of so many assistants. He is a true mentor to everyone who ever worked for him.
His career began in Vermillion, South Dakota, serving the city. Then he was encouraged to go to KU for his MPA. He then worked for the City of Lawrence, under Harold Horn, becoming Finance Director and Assistant City Manager. His first job as City Manager was in Atchison where he implemented the Urban Renewal program that created the first Pedestrian Mall on Main Street, an award-winning program. He served for five years and was highly respected.
Mr. Thelen then went to Titusville, FL, where he led the effort to manage the fast growth stimulated by the space program at Cape Canaveral. He was successful in building a new city hall, jail, water and wastewater plants, and much quality infrastructure in just two years.
He returned to Kansas to be the first City Manager of Leavenworth. There he lead the effort to clean up the City, which was plagued by lawlessness--drinking and gambling and prostitution that was rampant and had been for years. He fought against threats against him and his family. His dog was poisoned, his yard treated with round-up. Still he pursued cleaning up the town until he prevailed. He was there five years.
He went then to Helena, MT and was successful with downtown redevelopment and great infrastructure improvements. He also was met with significant labor unrest and managed through that set of problems to improved relationships over the next five years.
Billings, MT then lured him and worked through a difficult City Council, helping them find their way, and with a difficult financing situation, eventually putting the city on a strong financial course, over the next six years.
Arapahoe County, CO called him to be the first County Manager and handle their exceptional growth. He served them for three years and built great infrastructure, built a strong staff, and created a strong economic development program, including luring the Denver Broncos main headquarters and practice facility from downtown Denver to Arapahoe County. After four years and major successes, the County Commission changed and abolished his position. But they continued to benefit from his leadership.
He then was attracted to Lake County, FL as County Manager and served for two years.
Since then he has been in private business, continually serving cities with recruiting and compensation services and performing Interim Management. In the latter he has served Alliance, NE, Brookings, SD, Kalispell, MT, Fruita, CO, and Central City, CO, helping to spread the word about professional management and KUCIMATs.
He was President of the KUCIMATs one year and on the Board several years.
He also was awarded a Lifetime Membership in ICMA.
John E. Arnold
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Department of Public Administration 1445 Jayhawk Blvd., 4060 Wescoe Hall Lawrence, KS 66045-3177 Phone: (785) 864-3527 FAX: (785) 864-5208 |
Photos © The University of Kansas Office of University Relations. This file was modified 11/16/06 09:37:01 AM |
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