Darke County Economic Development (DCED) is the organization charged with economic and business development in Darke County, Ohio. The organization was formed in 1995 by the Darke County Board of Commissioners to encourage business investment, job creation and retention in the county. DCED can assist your company in a variety of ways: Site & Building Selection Assistance Information and Assistance on Business Incentives, Grants & Tax Incentives Assistance with Industrial/Business Expansion Labor Force Information, Community Profiles, and Other Community Information and Data Financial Assistance, including Revolving Loan Funds
http://www.centralbrowardwcd.org
Central Broward Water Control District is dedicated to providing the best possible service to the residents of our District. To that end we have pledged to further the best interests of the public by best management practices in regard to storm water drainage and water quality in the secondary canals. It is also our aim to educate the public in the ways it may contribute to the well being of the District and thus to themselves.
The Selma-Kingsburg-Fowler County Sanitation District is a local government agency that provides sewer service to southern Fresno County, which is the geographic and demographic center of California. Although the intent of the District is to provide current and accurate information on this website, items posted are subject to change and correction.
Optech is committed to sharing success with our employees. That means that when the company succeeds in meeting customer's requirements and in achieving company goals, the company, in turn, shares this success with our employees. That's why we have made the commitment to reward hard work through various bonus and incentive options when your contributions add to the bottom line. Note: The material regarding OPTECH compensation and benefits plans discussed above contains only general information.
The Dakota County Community Development Agency (CDA) was established in 1971 (as the Dakota County Housing and Redevelopment Authority) pursuant to special Minnesota Legislation. The agency received funding for its first program, the Housing Choice Voucher Program, in 1975. In 1983, the CDA issued its first bonds for the First Time Homebuyer Program. Since that time, the CDA has provided low-interest mortgage financing for over 4,700 homeowners purchasing their first home in Dakota County. In 1984, Dakota County became an entitlement jurisdiction for the federal Community Development Block Grant (CDBG) Program. The CDA administers the CDBG Program for Dakota County. The program allows local governments to establish programs or develop projects that benefit low- and moderate-income residents or to prevent/eliminate blighted conditions. Over the last 20 years, the CDA has administered over $36 million in CDBG funding and recent annual allocations have been approx. $2 million. In 1988, the CDA and Dakota County embarked on a 10 year plan to locally finance and construct affordable housing for seniors. In 1996, the Dakota County Board of Commissioners approved a second 10-year plan and today, the CDA is constructing its 20th senior housing development. In 1990, the CDA developed the Family Housing Partnership Program which partners the agency with a private corporation to fund the construction of workforce housing for moderate-income families. Since then, the CDA has constructed 14 workforce housing developments located in eight Dakota County cities. Today, the CDA administers over 30 different programs and is one of the largest housing and community development program providers in the state. The CDA's rental programs alone assist over 4,000 households annually. The CDA has been designated as a High Performer from the U.S. Department of Housing and Urban Development (HUD) for the administration of the Housing Choice Voucher Program and Scattered Site Public Housing Program. The agency has received numerous awards including a Blue Ribbon Best Practices Award for the overall achievement of affordable housing goals from the U.S. Department of HUD and awards of Achievement for Excellence in Financial Reporting.
http://www.smokymountaincenter.com
Smoky Mountain Center is committed to collaborative partnerships with community stakeholders in the region. By working together, SMC believes that we can improve the lives of those we serve. The SMC Board of Directors is the governing body for the organization and is made up of county commissioners, consumers and family members, and community and business representatives, from each of the seven counties served by SMC. This Board sets policy for the organization and serve as liaisons between SMC and communities they serve (see Board of Directors link). The Smoky Mountain Consumer and Family Advisory Committees (SMCFACs) is made up of consumers and family members who represent each disability area, as well as Cherokee, Clay, Graham, Haywood, Jackson, Macon and Swain Counties. The Advisory Council to the SMC Board of Directors and Administration work together as a group to provide meaningful input into the availability and quality of services in the region, as well as comment on SMC's local business and strategic plan (see CFAC link). With reform, Smoky Mountain Center has developed a community of providers that offer a full array of mental health, substance abuse and developmental disability services to consumers and their families in the region. This partnership is vital to ensuring that individuals get the services they need that are based on best practice treatment models that promote real life outcomes (see Provider Network section). Over the last two years, Smoky Mountain Center has worked to develop much stronger ties with each of the seven County Boards of Commissioners to provide education and information of reform initiatives, solicit input and feedback, and to be responsive to needs in each of the seven counties served by SMC. This partnership continues to grow as SMC becomes a fully functional manager of public resources (see county government section in related links. Lastly, but certainly of critical importance, SMC continues to partner with social and juvenile services, school systems, health departments, law enforcement and the adult court system, hospitals, and related non-profit agencies in the region to identify service needs and provide ongoing communication regarding reform initiatives. Local Care Managers and Case Coordinators also work closely with these county-based agencies to ensure coordination of care for consumers and to participate on interagency planning councils.
Mesa Consolidated Water District (Mesa) is located in a community that originated in about 1906. The first water system in the area was developed by the La Habra Valley Land and Water Company, which drilled the first well in 1910. In 1913 the Fairview Farms Mutual Water Company constructed a system for agricultural purposes and in 1918 the Newport Heights Irrigation District was formed to serve domestic and irrigation water. These two agencies acquired the facilities of the La Habra Water Company. With continued growth in the early 1900s, the Newport Mesa Irrigation District and the Santa Ana Heights Water Company were created. Fairview Farms Mutual Water Company later became the Fairview County Water District; Newport Mesa Irrigation District became the Newport Mesa County Water District. In 1953, the city of Costa Mesa became an incorporated city and in 1955, it created a municipal water system to serve the areas beyond the four existing district boundaries. On June 30, 1959, the Governor of California signed Senate Bill 1375 (Costa Mesa District Merger Law), as introduced by Senator Murdy. On January 1, 1960, Mesa Consolidated Water District (formerly known as the Costa Mesa County Water District) commenced operations by acquiring the assets and obligations and assumed the responsibility of consolidating the city of Costa Mesa's Water Department, Fairview County Water District, Newport Heights Irrigation District, and Newport Mesa County Water District. The Santa Ana Heights Water Company was originally involved in merger discussions, but withdrew before consolidation. Mesa set a precedent with this merger as the first California water agency to consolidate two or more water agencies and assume both their assets and debts. Mesa is governed by a five-member Board of Directors. The service area is divided into five divisions. One individual from each division is publicly elected to serve a four-year term as a Director. Mesa serves more than 100,000 people in an 18-square mile area including the City of Costa Mesa, part of Newport Beach, sections of unincorporated Orange County including the John Wayne Airport.
The Inland Empire Resource Conservation District (IERCD) is involved in all aspects of conservation. The district partners with local, county, state and federal agencies in addressing resource issues such as erosion control, flood prevention, water conservation and use, wetlands, ground water, water quality and quantity, non-point source pollution, forest land protection, wildlife, recreation, waste water management, and community development. Also, the district advises and assists groups, clubs, and public agencies. IERCD also offers free environmental programs in the schools within the district. Inland Empire RCD is a self-governed, non-profit, local government agency established by conservation-minded local residents through state law. Partial funding for the district comes from San Bernardino County tax dollars. Inland Empire RCD also relies heavily on grants and donations to continue their projects and educational programs. Inland Empire Resource Conservation District is a special district, and is subject to Division 9 of the Public Resources Code. The Resource Conservation District is run by a Board of Directors made up of conservation minded landowners who reside within district boundaries. Please see the IERCD Board Information page for more details.
Stockport is located in the North of England, in Greater Manchester. Many thousands of people benefit from the services provided by Stockport Metropolitan Council. More than 291,000 live in the borough, and many more look to Stockport for employment or entertainment. With a net annual revenue budget of £249 million in 2001/02, and a full- and part-time staff of around 11,000, the Council is a major organization and the biggest employer in the borough. It delivers a range of key services such as education, social services, housing, planning and transportation, community and leisure services, environmental health, and finance.
http://www.citizensforflorence.com
A local developer asked CFF and the Greentrees community to comment on their preliminary plans for development of The Village at Town Center, a conventionally designed 116-lot residential development on a 32-acre parcel located between the City Airport and the Greentrees subdivision. CFF pointed out some concerns that should be addressed during the planning stages, and offered some new ideas for the developer's consideration. The developer, James Genereaux, sent three letters to CFF. Two of those letters were put on this web page. CFF understands that often when information is "interpreted" it can easily be "mis-interpreted", and so whenever possible CFF prefers to provide the actual language contained in documents, rather than summarize. However, on April 27, 2002, CFF received a letter from Mr. Genereaux's attorney claiming that "publication" of those letters on the web page "constituted infringement" of Mr. Genereaux "copyright in such documents". The lawyer's letter claimed that reprinting the letters on CFF's web site entitled Mr. Genereaux to "recover his actual damages resulting from the publication as well as receive injunctive relief." The lawyer also requested "the name of the individual" who took the photographs of the property slated for development, in order to "investigate whether action is warranted." On June 18, 2002, CFF Directors met with Mr. Genereaux to discuss his development proposal. Mr. Genereaux presented considerable background material and a revised development plan. He also offered access to his engineers to CFF supporters who were particularly concerned about the effects of stormwater runoff from the property in question. As a direct result of comments from CFF and other members of the community, and dialog between CFF and the engineers, the developer has made considerable alterations to the project. The proposed development plan now provides for more undisturbed native vegetation, more open space, and an improved stormwater management system.
In 1993, the Park District developed a master plan for Melas Park, a site owned by the Metropolitan Water Reclamation District of Greater Chicago, leased to the Village of Mt. Prospect and subleased to the Arlington Heights and Mt. Prospect Park Districts. Although previous agreements allowed for programming at the site, the Arlington Heights Park District's area remained largely unused and unimproved. A 1994 intergovernmental agreement between the four agencies permitted the Arlington Heights Park District to develop the property west of the access road into an athletic complex. Construction started in 1994 and a partial season of softball and volleyball games began in 1996. The first full season of play at Melas Park Sports Complex began on May 12, 1997, with the official dedication on June 28, 1997. The 35-acre facility includes four lighted softball fields, a handicapped accessible playground, sand volleyball courts, a concession/storage building, and a picnic area. A total of $400,000 in OSLAD grant money was received for the project. The perimeter and interior bicycle/pedestrian pathway system was developed with the Mt. Prospect Park District and completed in 1999 with a $500,000 Illinois First grant the Village of Mt. Prospect received through Representative Carolyn Krause in August 1998. In early 1996, the Village of Arlington Heights and the Senior Citizen Commission began to look for a new site for the Park Place Senior Center. The old school building, which housed the Senior Center, was scheduled for demolition by School District 25 during the rebuilding of South Middle School on the same site. In November 1996, the Village purchased the eastern portion of the Central-Wilke Plaza shopping center for the new senior center and, in July 1997, the Park District signed an intergovernmental agreement with the Village of Arlington Heights for space in the new senior center. The new Arlington Heights Senior Center was dedicated on January 31, 1998. The Park District was responsible for the construction costs of the recreational areas and coordinating the recreation programs offered at the Center. Recreation facilities include the Arlington Athletic Club fitness center, a dance studio, an art studio, and a gift shop. In September 1999, the Park District and the Village signed an agreement to develop and operate a woodshop at the Senior Center, with the Village providing and maintaining the space, the Park District developing and conducting programs, and Senior Center, Inc. purchasing the initial equipment. The woodshop opened for classes and drop-in use in February 2000. The Youth Commission of the Village of Arlington Heights and the Youth Skate Committee began to lobby the Village and the Park District for support of a park for skateboarding. In June 1998, the Park Board approved converting the two south tennis courts at Olympic Park into a skate park, allocated $10,000 in funding, and signed an agreement with the Lattoff YMCA in Des Plaines to manage the facility. After a month of building by Park District staff and Youth Skate Committee members, the Skate Park grand opening was held on September 19, 1998. Skating features include quarter-pipes, a spine box, and several small ramps for use by skateboarders and in-line skaters. The six members of the Youth Skate Committee were presented with the Illinois Park and Recreation Association/ Illinois Association of Park Districts' Community Service Award in March 1999. In early 1999, the Youth Skate Committee received a $4,000 grant from the Festival Committee for improvements to the Skate Park. With an additional $5,000 from the Park District, the Skate Committee was able to fund and build a small half pipe for the Park. The new Skate Park has become a popular destination for teen and pre-teen skating enthusiasts. The Park District staff studied the five outdoor swimming pools in 1994 and concluded that four of the pools were aging and in need of major renovation or reconstruction. A 1995 facility evaluation by Water Technology, Inc. determined that Camelot, Frontier, and Heritage Park swimming pools were in fair to good condition for their age, however, Pioneer Park pool, 38 years old and corroding both inside and out, needed to be replaced. The Park District July 1997 Pool Renovation Strategy concluded that Pioneer Park Swimming Pool should be the first pool renovated. Through a series of staff and community meetings during the fall and winter of 1997-1998, a final design was developed and approved that maintained the characteristics of the neighborhood pool concept that is firmly established in Arlington Heights while providing a more modern design and facilities. The "old" Pioneer Park swimming pool closed for the season on August 16, 1998, with a "Something Old is New Again" good-bye party to celebrate 41 years of service and construction started the next day. The "new" Pioneer Park swimming pool opened on schedule on Saturday, June 12, 1999, featuring a swimming pool that ranges in depth from zero to five feet and includes walkout stairs with handrails, water play features including geysers and wall sprays, and a small water slide in the shallow end. The new wading pool ranges in depth from zero to fourteen inches and includes four in-pool geysers. The new diving pool features two one-meter diving boards and a 10-foot high drop slide. The new bathhouse provides larger locker rooms, two separate family dressing rooms, and an expanded concession area that serves both pool users and general park users. The mechanical building provides year-round restroom access for general park users and a warming room for ice skaters. The Park District received a $200,000 Open Space Land Acquisition and Development Grant from the Illinois Department of Natural Resources for the Pioneer Park swimming pool reconstruction. .Pioneer Park's new swimming pool has proved to be extremely popular. Public swimming attendance almost doubled from the summer of 1998 to 1999, from 31,812 to 58,477 and was 50% more than attendance at the other four outdoor pools combined. During the summers of 2000 and 2001, attendance at Pioneer Park swimming pool averaged 43% higher than the combined attendance at the other outdoor pools. The recreation programs of the 90's continued to grow in all areas. Summer day camps remained popular, particularly with the addition of before-and-after camp care for the benefit of working parents. The Arlington Heights Historical Museum offered different types of programs to Park District residents including period and holiday craft classes, programs for school and scout groups, and special events such as Civil War Days, German Fest, Holiday and Mother's Day Teas, the annual House Walk, and Irish Fest. The soccer program, which began in the late 70's, continued to grow as the number of house league and travel league teams increased each year. With the opening of Lake Arlington in 1992, the Park District began offering sailing lessons and camps. Sailing-tennis-golf and Adventure (canoeing-fishing-climbing) Camps were added in the late 90's. All of the Park District's visual and performing arts classes became the Arlington Academy of the Arts in 1996. Athletic programs retained their popularity with residents especially in the areas of volleyball and junior golf leagues. Several new annual special events began with the completion of North School Park, including a summer concert series, Autumn Harvest, and Holiday Lighting. Programs and activities for seniors increased in both number and attendance with the opening of the new Senior Center in 1998. During the 1990's, computers and their related technology had a strong impact on the Park District. The District purchased its first computer, with two terminals, in 1978. That basic system has evolved into a complete area network with a personal computer on every desk. The system is used for accounting, budgeting, payroll, inventory control, registration, scheduling, publications, court/facility/participant usage, museum collection management, pool chemical control, energy management, employee and job training, and more. District employees use computers to create, store, retrieve, and share information and communicate with each other and with customers and vendors. The District's Employee Info Spot intranet site serves as the on-line information/resource site for employees and includes the most current information on human resources, benefits, safety, training, policies, procedures, forms, manuals, surveys, reports, the Comprehensive Plan, and more. The ever increasing amount of hardware and software and the need to manage and organize the data and information used on a day-to-day and long-term basis required the addition of new jobs: the Management Information Systems Supervisor position was approved in 1993, the Management Information Systems Technician was approved in 1998, and the Website Coordinator position was approved in 1999. The District has used technology to provide residents with the convenience of 24-hour a day access to information and registration. Telephone registration for recreation programs began in the fall of 1997. The Arlington Heights Park District website, http://www.ahpd.org, went live on September 6, 1998. The website offers comprehensive District information, which is updated daily, including special promotions; the Program Guide; job and volunteer opportunities; a listing of all parks, facilities, staff and Board members; program, activity, and league information; and more. Program registration went online through the website in October 2000. Beginning with the first seasonal park superintendent hired in 1926, the Park District staff has increased to 103 full-time and over 1,000 part-time, seasonal, and temporary employees and volunteers in 2002. Along with this growth in staff has come the explosive growth in federal, state, and local laws applying to safety, insurance, risk management, training, and personnel management. To adequately manage all of these functions, the Park Board approved two new jobs within the Finance and Personnel Department: a Training Supervisor position was approved in December 1993 and
The Southwestern Commission still focuses substantial energy on intergovernmental cooperation. Yesterday we did this by dead reckoning, along with the liberal use of cajoling, perseverance, and luck. Now, most staff has been trained as professional facilitators. We actively make a market in conflict resolution and dispute mediation. Our primary "new century" currency is relationship capital.
Owned and operated by the Rancho Simi Recreation and Park District, the Simi Hills Golf Course is nestled against the rolling hills of Simi Valley just one mile north of the 118 freeway in Simi Valley, California. The course is a challenging par-71-6400-yard championship layout designed by world renowned golf course architect Ted Robinson. You will enjoy playing on our plush, undulating greens, immaculately maintained fairways, outlined with five shimmering lakes and more than fifty bunkers that test your skills. Simi Hills sports a lighted driving range and practice green, a full service snack bar and barbecue along with special event facilities. Our beautiful Simi Hills Golf Course has been voted the number one golf course in Ventura County by the "Ventura County Star" readers in their annual "Best of Ventura County" poll, and has received 3 1/2 stars out of five from "golf digest" as a place to play in the United States. We were also recently recognized by Channel Nine as one of their nine favorite golf courses in L.A. We strive to offer you unparalleled service with outstanding facilities to make your visit to Simi Hills Golf Course an exceptional golf experience.
The South San Joaquin Irrigation District is continuing its fight to sell electricity to residents, filing a lawsuit alleging county leaders didn't have the right to reject the plan. The San Joaquin Local Agency Formation Commission rejected a request June 16 to let SSJID get into the retail business. The district primarily provides irrigation and drinking water, though for 52 years SSJID has operated dams on the Stanislaus River , selling power to Pa-cific Gas & Electric Co. Now, SSJID wants to sell power directly to PG&E customers in and around Ripon, Escalon and Manteca . The district maintains that it would cut electric bills 15 percent. PG&E claims rates would go up 12 percent to 15 percent. SSJID's board voted 4-1 Tuesday in favor of the lawsuit. It was filed in San Joaquin County Superior Court that afternoon and served to county Supervisor Jack Sieglock, LAFCO's chairman. "They felt they needed to go forward. It was just too much to walk away from," SSJID attorney Don Geiger said. "They have the ability and the capacity, and technical and financial wherewithal to provide electrical service. And, if they can provide that at 15 percent lower than PG&E is presently charging to customers, then they felt they needed to go forward and do that." The lawsuit alleges LAFCO disregarded SSJID's experience in the power industry and included information in its decision that it shouldn't have. The panel wasn't supposed to consider how it felt about the district's decision to expand, only whether it had adequate resources to do so, the lawsuit alleges.
The OPWC provides grants and loans for local governments to build and maintain their infrastructure through the State Capital Improvement Program (SCIP) and the Local Transportation Improvement Program (LTIP). Roads, bridges, culverts, water supplies, wastewater systems, storm water collections and solid waste facilities are eligible for assistance. Local governments apply for funding through one of the nineteen District Public Works Integrating Committees in Ohio. For questions related to the GRE-15 West Fair Avenue Bridge Replacement Project, please contact Cheryl Downour, Administrator of Technical Services for the Fairfield County Engineer's Office at 740-687-7050. Questions related to funding through SCIP and LTIP should be directed to the Ohio Public Works Commission at 614-466-0880.
The Isothermal Planning & Development Commission is a regional council for Region C in western North Carolina. Region C consists of Cleveland, McDowell, Polk and Rutherford Counties and the municipalities of each county. IPDC seeks to serve its members, and their citizens by fostering regional collaboration and by providing proffessional and technical expertise. The Commission houses the region's Area Agency on Aging, Workforce Development programs, housing programs and also provides planning and technical services. IPDC is a local government agency created by, and serving the municipal and county governments in Region C. IPDC depends on a variety of finding sources, including membership dues, state, federal and other grants, state and federal funding and service fees. The Isothermal Planning and Development Commission was created in 1966 as a Local Development District serving McDowell, Polk and Rutherford Counties under the Appalachian Regional Development Act. The State of North Carolina enacted legislation in 1969 creating 17 regional councils, adding Cleveland County to Region C.
http://www.cityoflondon.gov.uk
The City of London provides local government services for the Square Mile, the financial and commercial heart of Britain, and is committed to maintaining and enhancing the status of the business City as the world's leading international financial and business centre through its policies and services. Its responsibilities also extend far beyond the City boundaries and include management of the Barbican Centre, Central Criminal Court at the Old Bailey, 10,000 acres of open space including Hampstead Heath and Epping Forest, three wholesale food markets, as well as acting as the London Port Health Authority. The City of London is also committed to supporting the regeneration of the boroughs neighbouring the Square Mile and is the member of a number of key regeneration partnerships as well as funding a range of projects in this area, particularly focusing on training, skills and employment; raising aspirations and attainment in schools; and supporting enterprise.
MRPC operates and administers HUD Section 8 programs in the six county area, excluding the city of Rolla. Rent and utility subsidies are available to persons who qualify for the program, given that slots/monies are available. The program provides adequate and safe housing for low-income residents.
The Maryland Association of Historic District Commissions was born 25 years ago because two historic district commissioners went looking for help. They found commitment - but no communication, and realized the value of commissions coming together in their common cause. In 1979, 25 years after its establishment, the Frederick City Historic District Commission was struggling with how to address several major preservation issues plaguing the city's historic building stock-demolition by neglect, inappropriate additions, and major alterations. Chair Bernie Callan and Commission Consultant from the County Office of Historic Preservation, Cherilyn Widell, decided for the first time to look beyond the city for some advice. First, they approached Frederick County's other two existing historic district commissions: New Market Historic District Commission and Burkettsville Historic District Commission. Not surprisingly, all these commissions had preservation problems similar to Frederick , but the commissions themselves were inconsistent in their approaches to addressing the issues. Callan and Widell broadened their search for other historic district commissions statewide, and discovered that virtually none of the identified commissions in Maryland communicated with each other. And, while most commissions had similar ordinances, none of them followed the same procedures [There were no "standard" procedures until MAHDC established them.] , nor had established meeting protocols. With the support of the Maryland Historical Trust, the soon-to-be Maryland Association of Historic District Commissions founders approached the state's other commissions with the idea of holding a gathering of commissions to exchange ideas and to discuss common needs, issues and problems. This first meeting was held in late 1979 and included representatives from 20 commissions from across Maryland from Salisbury to Cumberland to Port Deposit. Until this meeting, many of the commissions had no idea that other such commissions even existed. And yet, the actions of each of these commissions, most of them organized under State Code 66-B, had statewide implications on the other commissions. Any local historic district case could establish legal precedence for another locality. Many commissioners recognized the seriousness of the legal ramifications, and understood the need to educate the various commissions. The Maryland Association of Historic District Commissions (MAHDC) was thus born. Attorney Jim Boss, then chairman of the Laurel Historic District Commission, drafted the legal language and charter establishing the statewide MAHDC organization. Since its inception, the basic philosophy of MAHDC has remained unchanged: By working together, Maryland 's Historic District Commissions can help one another become more effective protectors of the historic resources in each of their own communities. MAHDC's first officers were Bernie Callan, President; Jim Boss, Vice President; and Blanch Parcell, Treasurer. Cherilyn Widell served as the organization's first executive director. Membership dues started at $1.00 to cover the cost of establishing and maintaining a mailing list for the organization's newsletter. Since its inception, MAHDC has had four Executive Directors: Cherilyn Widell, Diane Wiebe, Bobbi Hahn, and since 1995, Lisa Jensen Wingate. Primarily a volunteer organization, much of MAHDC's efforts are implemented by its Board of Directors, which strives to have representatives from each part of the state. Within the first year of the organization's existence, and with support from the Maryland Historical Trust, MAHDC published its Maryland Historic Preservation Commission Handbook , a written primer outlining basic commission information. Over the years, many appendices and attachments were added, as new topics of interest to Commissions arose. This first Handbook , published in 1980 was the precursor of the present and more comprehensive Handbook , published in 1998. A copy of the 1998 Handbook is distributed to every MAHDC member Commission, and with help from the National Trust for Historic Preservation, is promoted and shipped nationwide. Once established, MAHDC became a model for other states-an important role during a time of little public support for preservation. Outside of Maryland , interest in the organization grew, compelling Cherilyn Widell to travel extensively across the country to consult with other states interested in establishing similar organizations. MAHDC Board members were sought out to give presentations at preservation conferences, such as the annual NCSHPO conference. In 1983, using grant funds provided by the National Endowment for the Arts, MAHDC produced Built by Design , a video addressing the design review process and why historic district commissions are important. Board members visited other commissions and, as part of the Regional Meetings Initiative, worked to get local commissions networking. MAHDC publishes a quarterly newsletter offering relevant information, distributed to each Commission member and staff. Through these programs, MAHDC allowed commissioners to become more confident in their role as historic district commissioners, as well as legally grounded in their decisions. In addition to the Handbook and Built by Design , MAHDC has partnered with MHT to provide a full range of other materials to assist local commissions, including the Renovator's Roundtable workshop series on important technical renovation issues; a Tax Credit Manual with detailed information on local, state and federal tax credit programs ; and the Economic Benefits Manual that includes a report entitled The Economic and Fiscal Impact of Local Historic Districts in Maryland . In addition to these educational tools, MAHDC helped to establish the CLG education set-aside. Each year since it was established in 1997, this program awards MAHDC a master grant, which is then re-allocated to local historic district commissions for training. The CLG set-aside often provides necessary support for commissions and staff to attend the annual Maryland Preservation and Revitalization Conference. As MAHDC enters its 25 th year, it has begun to expand its efforts. MAHDC recognizes that the future of successful historic districts and commissions depends on the support of those who reside in historic areas. With that in mind it has renamed its newsletter Maryland's Historic Districts and broadened its scope. Its popular Renovator's Roundtables have been converted to video, and now will be available in an easily-used format, hopefully expanding the audience. Today, there are 45 Historic District Commissions in Maryland , including 14 Certified Local Governments, representing both urban and rural historic districts. Although Historic District Commissions have become an accepted form of local government, in response to commissioner turnover and challenges to the status quo, Commissions are still in need of training and support - and their constituents need to understand the value their historic districts bring to the community. So, now 25 years after its founding, and as long as there are Commissions, MAHDC's mission remains much the same, and as vital as ever.
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