Howard completes its first carbon footprint inventory

The Village of Howard, Wisconsin is pleased to present the findings of its first Carbon Footprint analysis. As Howard’s first Fellow, I have been given the opportunity to calculate the carbon emissions produced by our government operations. In June 2009, the Village became a member of the International Council for Local Environmental Initiatives (ICLEI). Membership with ICLEI- Local Governments for Sustainability provides access to resources including their Clean Air Climate Protection (CACP) software. Greenhouse gas emissions levels have been calculated for 2006, 2007, and 2008. Future Howard Fellows will continue monitoring the environmental impact of Village governmental operations.

The results of the greenhouse gas emissions inventory were surprising to Village staff. In 2006, the Village emitted 3,524 tons of carbon dioxide equivalents. Carbon dioxide equivalents – or CO2e – are used as a common unit to report all the greenhouse gases’ impact. In 2007, the Village and other municipalities in the Central Brown County Water Authority contracted with Manitowoc Public Utilities for their potable water. No longer using three Village wells saved the Village over $130,000 in utility costs. It also significantly impacted their carbon footprint. By 2008, Howard governmental operations emissions were reduced to 949 tons of carbon dioxide equivalents.

The Village of Howard continues to look for green opportunities via its Go Green Save Green Taskforce. Reducing the Village carbon footprint is one of the major goals set forth in the Village Strategic Plan. Furthermore, the Village signed on to Governor Doyle’s 25×25 plan seeking to reduce dependency on non-renewable energy sources by 25% by the year 2025. Many Go Green Save Green initiatives have already been implemented and their effect should be present in the 2009 emissions inventory:

• The Village purchased three LED streetlights as a pilot program to analyze any cost and energy savings. The LED streetlights will be metered separately from other existing Village streetlights.

• The Village purchased two flex-fuel police cars. One is using E-85 and the other unleaded. For one year the Village will track performance and cost levels to determine if more of the Village fleet should be converted to flex-fuel.

• The Village is applying for various energy efficiency grants that will allow them to upgrade older, less efficient HVAC models and lighting systems.

• The Village underwent an energy audit by Focus on Energy and was given temperature levels and key tasks that will save both money and energy.

• The Village distributed 90gallon recycling bins to homeowners to encourage recycling. These bins are larger than the residents’ garbage cans. Recycling tonnage will be tracked for before and after levels of the program.

The Village of Howard continues to monitor its impact on the environment. Finishing its first greenhouse gas emissions inventory is the first step in creating tangible target levels for reducing its carbon footprint.

To view the full emissions report or a PowerPoint summary presentation, please visit the Village of Howard’s Go Green Save Green Taskforce webpage:

www.villageofhoward.com/go-green_save-green.cfm

If you’d like to learn more about ICLEI- Local Governments for Sustainability and the resources they offer to members, visit:

www.iclei-usa.org

Respectfully Submitted,

Jennifer Pollitt

L.E. O’Connor Public Administration Fellow

Village of Howard

Foreclosures in Sarasota County: From Disasters to Opportunities

To borrow from Dickens, “It was the best of times; it was the worst of times.”  That’s what it has felt like in Sarasota County over the past decade.

Sarasota County is located on Florida’s gulf coast of Florida, about 60 miles south of Tampa and 100 miles north of Naples. Over the last 10 years, the county has seen the rapid rise and fall of its economy and employment. The “best of times” saw Sarasota County’s population grew from 325,927 in 2000 to more than 380,000 by 2008.  During this same period, the countywide taxable value increased from $21.9 billion to $62.7 billion. And, for the most part, people who wanted to work were able to find work. In 2006, the unemployment rate in Sarasota County reached a yearly low of 3.1 percent, and a monthly low of 2.6 percent in December 2005. These were, indeed, the best of times.

Like many communities across the country, Sarasota County is experiencing a fall from an unsustainable rise in property valuations. Hand in hand with lower real estate values is an impact on jobs and the associated rise in unemployment. While the best of times saw the countywide taxable value increase 186 percent in seven years, it is now the worst of times since the countywide taxable value has declined about 25 percent from the peak. Also, Sarasota County’s current annualized unemployment rate for 2009 is 10.7 percent – 11.4 percent in June alone — as reported by the Bureau of Labor Statistics. The monthly unemployment rate in Sarasota County has increased more than 300 percent from its lowest point in December 2005.

The residents of Sarasota County have seen their property values rapidly decline, while employment opportunities dwindle and residential foreclosures reach unprecedented levels. In these dire times, creating opportunities by identifying the skills and resources available, finding new resources and inspiring residents and the community as a whole to take action in minimizing – and reversing — the effect of the downturn.

While in these tough economic times it is difficult to create and develop these new opportunities.  Thus there has been a focus to capitalize on the already available resources, and to build synergies and efficiencies that otherwise have not existed.  The foreclosure disaster has three recognizable stages, in which there are distinct opportunities to help residents and the community as a whole: pre-foreclosure causes, the foreclosure process and post-foreclosure events.

Pre-Foreclosure

In the pre-foreclosure stage, a homeowner could begin to fall behind in his/her mortgage obligations, or has recently fallen behind. During this stage, the opportunities to focus on are preventing foreclosure and raising community awareness of the options to permit citizens to stay in their homes.  The key objectives at this stage are to encourage homeowners to become proactive and begin to responsibly take action to address their situation. Homeowners must be provided with comprehensive, trusted and reliable information. 

Through feedback from local credit counseling agencies, other nonprofits and the courts, it was made clear that most homeowners have done very little to address the crisis they are facing. This occurred, in many instances, because the crisis was primarily emotional and deeply personal; financial considerations came second. Without coming to terms with the situation in front of them, homeowners were unknowingly moving toward foreclosure without any understanding of available options.  If a homeowner can become empowered with knowledge and resources, then they can be proactive and control their outcomes in this disaster-like situation, giving them a better chance of staying in there home.

“One way we can do this is as a facilitator, bringing together residents in crisis with professionals and agencies which can provide individual assistance.” - Chair of the Sarasota Board of County Commissioners, Jon Thaxton

From a resolution adopted by the Sarasota Board of County Commissioners, a resource network was created to help find fast, effective, positive resolutions for households in crisis.  The creation of this resource network arose from a partnership of service providers, legal and real estate experts, and has the support of the other local governments in Sarasota County. The network is reinforced through a Web site, www.scgov.net/homehelp and a printed resource guide loaded with information, directions, and resources, call center contacts to inform citizens how to use the network.

The success of this resource network is predicated on its being a trusted source of information and delivered free to anyone who wishes to use it.  A culmination of the resource network’s efforts came on Aug. 1, 2009, in the first of a series of housing seminars.  The seminars called “Hope for Homeowners” are designed to introduce the resource network to residents so they may better understand their situation, the foreclosure process and their options.  The resource network and the seminars also address the other two stages, what to do if in the foreclosure process or have already been foreclosed.  In order to be effective the resource network must address all three stages of foreclosures.

Resource Network Services and Initiatives Comprehensive assessment; counseling for  credit, housing and foreclosure prevention; and case management Legal counseling, loss mitigation, alternatives to foreclosure, financial gap assistance, court conciliation Post-foreclosure consultation, rent and mortgage assistance, relocation services, emergency food and shelter Hope for Homeowners seminars Comprehensive Web site Printed Resource Guide Central communication points to reach network partners Speaking engagements Panel discussions “Law at the Library” presentation on foreclosures Direct Assistance funding

Foreclosure

The foreclosure stage begins when the homeowner has received a legal notice of foreclosure. Upon receipt of this notice, the homeowner has a specified period of time to respond to the court.  Among the most common reasons that cause people to fall into foreclosure are a loss of job or reduction in pay, and substantial medical expenses, all of which may be difficult to overcome.  As the number of foreclosure cases continued rising in 2008, the judges noticed a trend emerging; a high percentage of homeowners were not responding to the legal notice of foreclosure. The reasons varied, but the troubling issue in a number of these cases was that homeowners in owner-occupied houses had legal standing to stay in their homes if they had shown up to present their case.  As a result of this inequitable situation, the chief judge of Sarasota County’s Judicial District, Lee Haworth, issued an administrative order requiring a conciliation meeting between homeowners in owner-occupied houses and the lender holding the mortgage lien before

“Foreclosures have serious consequences, including a decline in the health of neighborhoods…. The situation is not hopeless and borrowers who seek professional advice and work with their lenders can vastly improve their opportunity to achieve a resolution.”             – Chief Judge Lee Haworth

the legal process of foreclosure could begin.

Sarasota County began a coordinated effort with Chief Judge Haworth and others in the legal community to produce a series of videos to inform citizens of the foreclosure process, the situation of foreclosures in the judicial district, and the intent and effect of the administrative order on foreclosures.  These videos are posted on the resource network Web site at www.scgov.net/homehelp/VideoHome.asp, and copies are distributed throughout the community.  Furthermore, the resource network incorporating free legal aid services for those in the foreclosure stage. However, it is a fundamental principle, through the resource network any legal services are provided without charge. Legal information about foreclosures can be some of the most valuable information for homeowners facing the situation.

More legal information was provided at the Hope for Homeowners seminars with a series of breakout sessions that focus on specific situations of the foreclosure process: short sales; foreclosure or deed in-lieu; bankruptcy; and credit management and repair.  Based on observations and survey responses of event participants, the seminar was overwhelmingly successful at providing information to the attendees; one of the most frequent comments from attendees was a desire to see more events like this available to the community. 

Post-Foreclosure

The post-foreclosure stage has two key issues to address: the relocation for homeowners who have lost their homes to foreclosure, and the impact of having a large number of vacant foreclosed properties within a neighborhood.  The issue of relocation is also a component of the resource network.  The message to share with them is that hope is not lost and you can recover from this life-changing event. 

The resource network has incorporated this message throughout each stage, so as to ensure the homeowners can maintain their dignity at this challenging time.  Moreover, important resources for people in the post-foreclosure stage are to know where to go to fulfill their basic needs, and what to do when to they become foreclosed and have to leave their home. In this case, the situation becomes much like a disaster relief response where the coordination of resources is vital to the survival of the victims of the disaster.  The resource network also includes service providers who can assist homeowners with housing options if they have been foreclosed.  Fortunately, with the vast amount of the foreclosures in the system, the foreclosure process is taking quite a long time to complete, which gives homeowners an opportunity to prepare themselves for the inevitable.  This creates an opportunity for those affected to prepare by understanding how the foreclosure process will work, what will happen after they are foreclosed, and how they can begin rebuilding the futures after the foreclosure is complete.

The high amount of foreclosures in Sarasota County has continued since 2008, and more and more the continuation of homes foreclosing is putting a strain on the community, the neighborhoods and citizens.  With the demand for buying a home and the ability for people to purchase a home at all-time lows, many homes and lots are unoccupied or vacant.  This is a great opportunity to encourage the redevelopment of residential housing to improve the efficient operation and sustainability of a home.  While taking advantage of this opportunity may require using new funding sources to get programs and strategies implemented, this appears to be an opportune time to prepare for all the various processes that will be needed to allow any potential widespread redevelopment to take place.  An example of such a Sarasota County program is the Neighborhood Stabilization Program, (www.scgov.net/nsp), which is creating an opportunity for housing of displaced families, through a rental component.

In closing, many factors went in to the creation of this situation; whereas, many of these factors were beyond the control and foresight of the citizens, government, private and nonprofit sectors and elected officials.  The future success of the community will rest in part on its ability to respond and take advantage of the opportunities from these disaster-like times.

Technology Improves Communication within the Community

The Village of Howard, Wisconsin (population 16,574) continues to use technology for not only financial and environmental reasons but for transparency as well.

There are currently 182 Howard residents subscribed to the E-Notify listserv, which creates a direct connection between residents and city hall.  On average, two E-notify emails are sent weekly from the Assistant Village Administrator to subscribers to notify them of road construction, parks and recreation programs, or other important time-sensitive information.  Numerous subscribers have sent replies to Village Hall expressing their appreciation for instant updates or requesting additional information.

Communication between Village Hall and Howard Residents is not a one way street.  Residents have an opportunity to file complaints or request services via the online Citizen Request Management (CRM) System.  Residents with complaints and concerns can follow a link from the Village’s homepage to the CRM system.  Once there, they must enter their name, address, and phone number or email address along with a brief description of their issue.  In most cases, the CRM system is used for overgrown vegetation complaints and other code violations.  The CRM system is a great mechanism to save Village staff time in that inspectors are given specific targets to ameliorate without having to spend as much time searching for violations.

Village staff also uses technology for communication with the Village President and Village Board.  In June 2008, the Village Board approved going paperless for Board meeting packets.  An initial expenditure of $3,507 was used to purchase 3 laptops, computer mice, 250 GB passport drives, USB cords, and software upgrades for Village trustees.  Two trustees are paid $100 annually to use their own personal computer.  The savings of 3 paper packets was $1,200 annually in paper, toner/machine, and staff time savings.  Operator and liquor license applications are just an example of agenda documents often totaling over 100 pages.  Village trustees are responsible for dropping off their flash drives during the week and picking them up on Friday.  For their convenience, all trustees have a key to an outside mailbox in which they can pick up correspondence, their passport drives, and any other memos distributed by staff.

Popular Internet sites have also facilitated communications between Village Staff and Village residents.  The Village of Howard recently created Twitter and Facebook pages.  This allows staff to send real time reminders to subscribers about meetings, events, and recreational activities occurring within the Village.  The Howard has approximately 50 Facebook fans and 30 followers on Twitter.  Howard’s Village Administrator, Joshua Smith, has also reached out to residents.  He discusses key issues and controversial topics affecting the Village through his personal blog.  Residents may submit comments to his blog and he responds quickly to answer questions or clarify misunderstandings.  The personal attention and viewpoints given regarding Village issues helps improve transparency between residents and Village staff.

All of these means of communication are centralized at the Village of Howard’s website: www.villageofhoward.com.  The Internet has become an essential tool in communicating with residents.

Jennifer Pollitt
L.E.O’Connor Public Administration Fellow
Village of Howard, Wisconsin

A Tale of Two Counties – Sarasota County and the Foreclosure Crisis Pt. 1: How it started

To borrow from Dickens, “It was the best of times; it was the worst of times.”  That’s what it has felt like in Sarasota County over the past decade.  Sarasota County is located on the Gulf Coast of Florida, 60 miles south of Tampa and 100 miles north of Naples, and has seen rise and fall of its economy and employment industry since 2000.  The best of times over the past decade saw Sarasota County experience a population growth 325,957 in 2000 to an estimated 393,608 in 2008.  Furthermore, the Countywide Taxable Value increased from $21.9 Billion in FY00 to a peak of $62.7 Billion in FY08 an increase of 186%, and the unemployment rate in FY06 reached a yearly low of 3.01%, and a monthly low of 2.7%.  By comparison the current taxable value is $53.1 Billion, and the average unemployment rate in this current fiscal year is 8.94%, with the most recent month having an unemployment rate reported at 10.8%.  While the best of times saw the Countywide Taxable Value increase 186%, the worst of times are being experienced now, the Countywide Taxable Value has decline 15% from the peak, and the monthly unemployment rate skyrocketed 300% from the low!  The scary fact is that the Taxable Value is still decreasing and the unemployment rate in still increasing! (to see the current on across many industries please check out this link to the US Department of Labor: http://www.bls.gov/eag/eag.fl_sarasota_msa.htm)

So what has caused this dramatic shift in these indicators?  The first and foremost cause was the run-up of property values due to the exaggerated sales of residential properties and over construction of new properties throughout the entire county.  During the “boom” times between 2004 and 2007 it was not uncommon for a residential property to be bought and sold in a matter of months for a huge profit.  This is evidenced by the 2000 Median value, according the US Census Bureau, of owner-occupied housing units was $122,000; whereas, during the ”boom” median home values, in 2006 were over $300,000.  But as fast as they went up, they have gone down and current estimates of the median home values are under $200,000 and they are continuing to drop.  The values will likely be below 2002 levels, and considering that a great majority of the homes sale and refinancing mortgages in Sarasota County took place in the “boom” times (2004-2007) it certainly created a dangerous situation if the values were ever to begin to drop, and they did. 

Thus the foreclosure crisis began.  However, the reason foreclosures began to accelerate, was not simply because the home’s value is less than the price it was mortgaged or refinanced for (although it could have been the case for a few investors of residential properties), but a combination of the declining home values, the Adjustable Rate Mortgages (ARM) rate increases, or a reduction in household income.  Therefore with a 15% decline in taxable value and a 300% increase in unemployment, it is inevitable that many homeowners are left with few other options but to go through foreclosure; moreover, it didn’t help anyone’s situation when these homes were financed with adjustable rate mortgages, purchased with little money down, given very little equity after their purchase, or were left with the unlikely gambler (real estate investor) when the “House of Cards” (housing industry) began to collapse.

The result of this collapse has been an increase in quarterly foreclosure filings, beginning as early as the first quarter 2007, continuing until the third quarter of 2008, and they continue to maintain that rate today.  The economic, social, and psychological impacts of this crisis have been great in Sarasota County; however, while this crisis has been traumatic for so some and difficult for many others, it has created opportunities for people throughout this County to realize the mistakes of the past, and come together in unprecedented fashions to make this community and region better in the future.

The next part will go into the role of local government during the boom, and the changes that have occurred, much of which is out of necessity, after the bust.

Jon Radermacher

ICMA Management Fellow

Sarasota County Government

 

Free Public Transit at Conferences

I recently registered for the National League of Cities’ (NLC) ”Green Cities Conference & Exposition” and was surprised to receive a free pass for Portland’s TriMet mass transit system in the mail.  Alright, I suppose it may not be free per se, considering the cost of registering for the conference, but it was a nice surprise. 

In the letter accompanying the 7-day transit pass that expires the last day of the conference, Ms. Dwyer-Morgan of the NLC encourages conference goers to use the public transit system for getting around Portland during the conference, including getting to the Convention Center and hotels.  She points out that the pass can also be used “to travel to and from Portland’s airport to downtown Portland”, which sounds like a good way to save a buck for folks interested in coming in from beyond driving distance.

The concept of partnering with transit agencies and distributing public transit passes to conference attendees struck me as something that ICMA could embrace.  It seems to reason that public transit use may be even higher when the conference is held in an urban setting with a nearby airport.  Hey, that sounds like most of the ICMA annual conference locations, including Montreal, home of the 2009 conference!

It may be a little late to negotiate an agreement with the Societe de Transport de Montreal (STM).  But considering that one of ICMA’s priorities is creating “Sustainable Communities” it may be a good way for ICMA to demonstrate the organization’s commitment to sustainability.  

Imagine the possibilities.  An arrangement with public transit agencies for conference attendees could provide a boost to ridership and/or revenue for the transit agency, would help reduce the carbon footprint created by holding a major conference, and may help 3,500 plus ICMA annual conference attendees save a few dollars. 

Sounds like a win-win-win.

Introduction

It is ICMA’s pleasure to introduce the LGMF Blog!  This blog will aim to give readers an idea of the day to day life of an ICMA Management Fellow.  The 2008 fellows will post about their projects, experiences, and anything else related to their fellowship.  To answer a few basic questions…

What is the LGMF?  ICMA, in partnership with the National Association of Schools of Public Affairs and Administration, the National Forum for Black Public Administrators, and the International Hispanic Network, welcomes applicants and host communities to apply for the Local Government Management Fellowship program.  This highly competitive career-development opportunity is designed to generate interest in local government careers among recent master’s program graduates.  Selected Fellows are placed in a full-time management-track local government positions, shaped by direct mentorship under senior government leaders and rotational assignments.

Who is eligible?  Recent graduates and students enrolled in public administration, public policy, or related master’s degree programs at NASPAA-member schools graduating in this academic year are eligible to apply to this fellowship program.  This is an annual fellowship program with a fall application process for spring/summer placement.

Feel free to leave comments for the posters, and enjoy the LGMF Blog!