MOSIP has provided comprehensive investment management services, education, and support to Missouri school districts, counties and other political entities since 1991.
Learn more at
mosip.org
This information is for institutional investor use only, not for further distribution to retail investors, and does not represent an offer to sell or a solicitation of an offer to buy or sell any fund or other security. Investors should consider the investment objectives, risks, charges and expenses before investing in any of the Missouri Securities Investment Program’s portfolios. This and other information about the Program’s portfolios is available in the Program’s current Information Statement, which should be read carefully before investing. A copy of the Information Statement may be obtained by calling 1-877-MY-MOSIP or is available on the Program’s website at www.mosip.org. While the MOSIP Liquid Series seeks to maintain a stable net asset value of $1.00 per share and the MOSIP Term portfolio seeks to achieve a net asset value of $1.00 per share at the stated maturity, it is possible to lose money investing in the Program. An investment in the Program is not insured or guaranteed by the Federal Deposit Insurance Corporation or any other government agency. Shares of the Program’s portfolios are distributed by PFM Fund Distributors, Inc., member Financial Industry Regulatory Authority (FINRA) (www.finra.org) and Securities Investor Protection Corporation (SIPC) (www.sipc.org). PFM Fund Distributors, Inc. is an affiliate of PFM Asset Management LLC.
BOARD OF DIRECTORS
President: Michele DeShay, Mayor, Moline
Acres; Vice President: Matt Turner, Alderman, Harrisonville; Immediate Past President:
*Joe Garritano, Council Member, Wildwood; Damien Boley, Mayor, Smithville; *Chuck Caverly, Council Member, Maryland Heights; Bryant Delong, Council Member, North Kansas City; Reed Dupy, Council Member, Chillicothe; Jerry Grimmer, Council Member, Bridgeton; Cemal Umut Gungor, City Administrator, Grandview; Dwaine Hahs, Mayor, Jackson; *Debra Hickey, Mayor, Battlefield; *Chris Lievsay, Council Member, Blue Springs; Ken McClure, Mayor, Springfield; Chris McPhail, Alderman, Clever; Sheryl Morgan, City Clerk, Blue Springs; Lori Obermoeller, Finance Director, Creve Coeur; Tom Oldham, Council Member, Sedalia; Len Pagano, Mayor, St. Peters; *Matt Robinson, Mayor, Hazelwood; Mike Roemerman, Mayor, Ellisville; *Kathy Rose, Mayor, Riverside; *Carson Ross, Mayor, Blue Springs; Erin Seele, Attorney, Cunningham, Vogel and Rost; Gerri Spencer, Alderman, Kearney; Jeana Woods, City Administrator, Osage Beach
*Past President
AFFILIATE GROUPS
Missouri City Management Association; City Clerks and Finance Officers Association; Government Finance Officers Association of Missouri; Missouri Municipal Attorneys Association
EDITORIAL
Laura Holloway / Editor Lholloway@mocities.com
Richard Sheets and Lori Noe Contributing Editors
GRAPHIC DESIGN
Rhonda Miller
The Review July/August 2023; Volume 88, No. 4
The Missouri Municipal Review (ISSN 00266647) is the official publication of the Missouri Municipal League state association of cities, towns and villages, and other municipal corporations of Missouri.
Publication office is maintained at 1727 Southridge Drive, Jefferson City, MO 65109.
Subscriptions: $30 per year. Single copies: $5 prepaid. Advertising rates on request. Published bi-monthly. Periodicals postage paid at Jefferson City, Missouri.
Postmaster: Send form 3579 to 1727 Southridge Drive, Jefferson City, MO 65109.
To contact the League Office call 573-635-9134, fax 573-635-9009 or email the League at info@mocities.com. Website: www.mocities.com.
MML just wrapped up a successful Elected Officials Training in June, and I was so pleased to be part of that event. I heard some wonderful comments from attendees, with new officials telling me how informative it was, while those who came back after previous years told me how valuable the updates are, and how they always learn something new. This drives home the importance of networking and training, and how they both benefit local officials! Find photos from the Conference on pages 32-33.
I have made it clear that training and education is a passion of mine, and I believe the benefits even apply to the challenges we face in life. It is crucial to prepare as best as we can for the hurdles that will surely come. This can take so many forms, from a disagreement among community leaders to a personal crisis.
No matter the situation, advanced training in how to manage your emotions, expectations and reactions can set you up to successfully manage what life throws at you.
Your commitment to learning and willingness to hear new ideas is one of the reasons you were likely elected. Leaders open to learning stand out from the crowd.
Besides assisting your community development, it is equally important to build yourself professionally. MML offers fantastic training throughout the year, and our largest event, the MML Annual Conference, is coming up right around the corner!
This year’s MML Annual Conference features a truly remarkable individual as our keynote. John Register is a two-time and two-sport Paralympic athlete, silver medalist, combat veteran, and author who has faced strong challenges in his life. He will share some of the ways you can work to overcome the hurdles you face – both for yourself and for your community. Learn more about what he has to share on page 8 of this issue.
In addition to a keynote address that helps you face your challenges head on, you will benefit from dozens of sessions providing important takeaways on topics like such as municipal Safety, conflict of interest, impacts of recreational marijuana, social media liability and so much more!
You can learn more about the Conference and view an agenda on pages 19-21 of this issue. Be sure to register yourself and your colleagues at www.mocities.com. If you have not attended an MML Annual Conference before, you will quickly learn it is an event not to be missed. Besides the excellent content, you will find valuable services from exhibitors with expertise in serving municipalities, and benefit from networking with peers from around the entire state.
Your personal training is as crucial to your city as the services you provide. Preparation occurs at many levels to achieve success, and MML is a valuable resource ready to assist you throughout the year.
Thank you for the time and effort you tirelessly give to your community. I look forward to seeing you in September!
" I have made it clear that training and education is a passion of mine, and I believe the benefits even apply to the challenges we face in life. It is crucial to prepare as best as we can for the hurdles that will surely come. "
Cybersecurity should keep you up at night. It is a big unknown to most of us and can cripple an organization. Big plans for a city park? What happens if someone clicks the wrong link, and those funds are now in the hands of a cybercriminal?
When I first took office, we had a Linksys router in the attic that our police chief had to reboot occasionally and cabling that looked like it was completed using what could be found at the local hardware store by someone who knew a little bit about networking. Our servers lived in a closet or under desks and most of our staff had older computers. These are all IT assets that fall under a traditional IT manager and insurance scope of work, but cyber security is a different story. A flooded IT closet is no big deal when you have backups, as you can usually recover the data. However, when a cyber-attack locks you out, recovery is not so easy and insurance may not cover the situation.
Does your city have a rainy-day fund? Reserve policy? What about a crypto wallet? If you are a victim of ransomware, the time it takes to set up a wallet is hours lost. The time to set up a wallet is now.
Businesses are seeing an average cost of a data breach of more than $4,000,000. On average, small- to medium-size businesses lost $25,000 to cyber-attacks. Most of these attacks are not complex hacking attacks, but instead are social engineering. Test it out: email your staff, ask for something you would consider sensitive data and see how they reply. If they give it to you, what stops them from providing it to someone with a spoofed email address? It is the “I know the mayor” comments but in a cyber attack they are impersonating the mayor and most staff are hesitant to tell the mayor no.
I have told our staff I will rarely email them directly. If you see an email from me, do not trust it, but instead question it and look at the email address. If I really need something I will go to city hall and ask, pick up the phone or I will make the request in a public meeting. Based on current statistics, approximately 14% of small and medium businesses consider themselves prepared for a cyber-attack. A staggering 95% of cybersecurity breaches are attributed to human error. People have become apathetic and trust messenger requests, emails, chats and text messages.
So, what can you do? First, invest in training, including simulated incidents. Treat cyber like you would treat fire and tornado drills and emergency response exercises. Review your insurance and ask about cyber coverage and policy — many policies do not cover cybercrime and will tell you to pay the ransomware. If you cannot afford a full-time IT professional that is in line with private business (often drawing a $150,000 - $200,000 salary) find a managed service that can help. Train staff, require use of city email addresses and do not allow bring-your-own device unless you have a tool to manage those devices (including the ability to wipe them remotely). Work with your bank to ensure you have notifications, alerts and least access policies in place.
We are all in the business of municipal government and our job is to be good stewards of taxpayer money. This requires public meetings, fulfilling open records requests and following laws. This combination can provide a blueprint of how a criminal can take advantage of your municipality. Think of it like bank robbers obtaining the blueprints to the bank, only
"
So, what can you do?
First, invest in training including simulated incidents. Treat cyber like you would treat fire and tornado drills and emergency response exercises. "
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now that criminal can simply watch a meeting online, read minutes to find out the bank a city uses, how much money is available, those contracted with the city, and information that can be used to obtain passwords. Think about it — does your bio on your city’s website contain information that you have used as a password?
I will leave you with this final thought. If tomorrow someone took over the network at your city that locked them out of computers, phones, network, email, messenger, etc. how would they contact you to even let you know? Build an emergency response plan, make sure contact information is on a hardcopy document that your city can use in case of a cyber attack, and practice the plan just like you would practice for a tornado or fire.
Individually, our cities are not a large target like a multinational company may be, but that will not stop a cybercriminal from trying.
Damien Boley is the mayor of Smithville, Missouri, and a member of the MML Board of Directors. Boley lives in Smithville with his wife Kelly and daughter Anastasia. He works in IT and teaches at two local colleges.
libertyenergyandwater.com
The question I have asked myself countless times is, “How did you overcome the adversity”? People often refer to my ability to live life to the fullest despite the amputation of my left leg and they wonder how they would handle a similar situation. I have pondered this question deeply, searching for the right words to articulate my journey. While I initially considered attributing my success to faith, family and friendships, I realized that something more profound was at play. It was not the amputation I overcame, but rather my mindset about being an amputee and having a disability. In this article, we will explore the transformative power of mindset and delve into the hurdles one must conquer to overcome adversity.
When faced with challenging times, we must confront the mindset associated with what we aim to overcome. It is not the adversity we conquer but our perspective and attitude toward it. Why? Because the event that caused the adversity is in the past, while our thoughts and beliefs about it exist in the present. Our fear or faith regarding the event resides in a future state yet to manifest. Therefore, our ability to overcome adversity lies in reshaping our mindset.
To better understand this process, let us turn to the metaphor of a hurdler. A hurdler doesn’t simply run hurdles; they attack them with determination and resilience. Similarly, we encounter three pivotal hurdles that demand our attention when overcoming adversity.
The first hurdle is “The Reckoning Moment.” It signifies the realization that we cannot reclaim what we have lost or return to how things used to be after experiencing trauma or adversity. While initially we may yearn to return to normalcy, we must accept that embracing a new reality is the path forward. It requires acknowledging that life has changed, and adaptation and growth are essential.
The second hurdle is “The ReVision Moment.” This hurdle is cleared when we commit ourselves to a new vision. We must redefine our adversity and strive to find possibilities amidst the challenges. However, there are obstacles to overcome in this process.
Firstly, the influence of others can shape our beliefs about what we can or cannot achieve based on their perceptions. The influence of others might become more challenging because it is our inner circle who has the most influence over us. Think about it - a doctor states to an amputee, “You will never walk again,” and that information is believed because the doctor is highly respected knowledgeable. They are a person in authority.
Secondly, societal pressures often stigmatize individuals with disabilities, making it harder to have open conversations about mental health or physical limitations. Overcoming these hurdles requires individual courage and breaking free from external influences. Think about what we watch at the movies during the month of October. When Halloween comes, we pay our money to be scared by goons and goblins
When faced with challenging times, we must confront the mindset associated with what we aim to overcome. It is not the adversity we conquer but our perspective and attitude toward it.
who have disfigurements. We are conditioned as society to fear people who are different and disabled.
Thirdly, we must decide to hurdle adversity. I have had some amazing hurdle coaches in my life. A couple of them were able to train me to make the Olympic trials. None of them ever ran a hurdle for me.
The final hurdle we encounter is “The Renewal.” It is cleared when we celebrate our journey and growth. Renewal begins with the process’s most challenging aspect, the rebirth. After committing to the new vision, we enter a phase of rebirth where we make a definitive choice to move forward. This commitment implies that we cannot revert to how things used to be. It demands embracing change and accepting that there is no turning back. During this phase, we need to provide ourselves with space and grace to grow in the new environment.
After committing, we must allow ourselves the space and grace to adapt and grow in the new environment. The new environment represents uncharted territory devoid of any prior reference points. Showing old systems and ideas that no longer serve us is crucial. We must create new rituals, develop fresh perspectives, and establish a new rhythm that fosters a belief in the possibility of a better future. Patience and perseverance are paramount, as progress takes time.
Overcoming adversity is a journey of resilience and mindset transformation. It is not about conquering adversity but rather about reshaping our perceptions, beliefs and attitudes. Through the metaphor of hurdling, we have explored three crucial hurdles: The Reckoning Moment, The ReVision Moment and The Renewal.
In The Reckoning Moment, we come to terms with the fact that we cannot regain what we have lost. It requires a shift in our mindset from longing for the past to accepting and adapting to the present. The ReVision Moment demands that we redefine our adversity and commit to a new vision. We must break free from others’ expectations and societal pressures, courageously embracing change and exploring new possibilities.
The Renewal signifies the celebration of our journey and growth. It begins with rebirth, where we commit resolutely to our chosen new path. In this phase, we must give ourselves space and grace to adapt and grow in the new environment. It involves developing new rituals, perspectives and rhythms that align with our desired future.
Throughout this process, it is essential to understand that overcoming adversity is not an instantaneous achievement. It requires time, resilience and unwavering determination. Each person’s journey will be unique, and progress may come in different forms and at different paces. We must be patient with ourselves, celebrating the small victories along the way.
In conclusion, overcoming adversity is a testament to the power of mindset and resilience. It is about shifting our perspective, redefining our limitations and embracing new possibilities. The journey is not without its challenges. However, by hurdling The Reckoning Moment, The ReVision Moment and The Renewal, we can emerge stronger, more determined, and capable of achieving our dreams. Let us approach adversity with an unwavering spirit, knowing that our mindset has the power to transform our lives and lead us to a brighter future.
John Register is a two-time and two-sport Paralympian and silver medalist, combat Army veteran, author, and professional keynote speaker. He focuses on change management and works with business professionals who are ready to hurdle adversity, amputate fear and embrace a new normal mindset to transform obstacles into opportunities. Learn more at www.johnregister.com.
Throughout this process, it is essential to understand that overcoming adversity is not an instantaneous achievement. It requires time, resilience, and unwavering determination.
Partnering with Schneider Electric allowed the City of St. Joseph, Missouri to modernize aging critical infrastructure, while respecting and preserving the town’s historical charm. All while saving money via innovative funding to get the job done.
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While innovating for the future, Missouri community preserves it’s
What is the current landscape of benefit packages in Missouri municipalities?
In the post-COVID-19 pandemic era, Missouri municipalities were especially interested in the changed landscape of fringe benefits offered amidst a significant shift in workplace norms. MML and the Truman School of Government and Public Affairs co-created a periodic survey on municipal fringe benefits to explore this further. Literature on fringe benefits across all sectors indicates that fringe benefits increase employee retention rates and positively affect job satisfaction (Dale-Olsen, 2006). MML members may request copies of the complete Fringe Benefit Survey analysis as well as the Excel workbook containing the tabulated survey data, from all 91 surveyed questions. The complete analysis includes sections on leave time, insurance benefits, overtime pay, collective bargaining and many other important topics. This article highlights three important topics: tuition reimbursement, remote work and parental leave while considering rural and urban differences.
The University of Missouri and MML codeveloped and administered a 91-question fringe benefits survey to more than 600 Missouri municipalities.
The research team modeled the survey after previous fringe benefit questionnaires administered by the Missouri Municipal League, with additional questions added by the University of Missouri to further understand the prevalence of non-traditional benefits such as parental leave and remote work options, as well as retention rates and vacancies.
Survey collection took place throughout March 2023. We asked respondents to complete the survey to the best of their ability, and participation in UM research was optional. The total count of observations (municipalities who agreed to participate in the study) was 210. Based on the research questions and literature review, we identified urban/rural geography, general workforce size, number of vacancies during 2022, number of employees leaving in 2022, parental leave, remote work options, 401k matching, and tuition reimbursement as variables of interest.
We created cross-tabulations of the variables of interest to understand how benefits differ across geographic areas and municipality size. Additionally, we generated a basic multivariate regression model with no transformations to assess the relationship between urban/rural identity and workforce size, keeping residency requirements for general and administrative staff constant.
Two hundred and ten municipalities, 1/5 of the total population of interest, participated in UM Research.
Regarding workforce size, almost 50% of all survey responses were from municipalities with workforces of less than 10 employees. Our multivariate regression further finds an association between rural geography and small workforce size. Holding residency requirements for
general staff constant, rural municipalities were associated with a workforce of 47.8 fewer employees than urban municipalities.
Remote/hybrid work options are generally underrepresented among municipal benefits, as only 20% of Missouri municipalities provide this benefit.
Surprisingly, 46% of municipalities offering remote work options have less than 25 employees. Several possible
explanations exist for the greater prevalence of remote work among smaller governments. We posit that tracking and creating a controlled work-from-home (WFH) system may be more accessible when fewer employees are involved.
Of all the municipalities that offer remote/hybrid work options, 24% were urban, 39% were rural, and 36% were suburban. We can compare this to the 80% of municipalities that do not provide remote work options, where an overwhelming 66% were rural.
Of those surveyed, 59% of Missouri municipalities offer tuition reimbursement.
Municipalities differed in the extent to which tuition is covered, with the highest number of municipalities offering between 50-100% of tuition, fewer municipalities covering up to 12 credits per year, and the least number of municipalities setting a dollar limit with a range of $1,500 to $10,500. Thirty-five municipalities responded that there was a required number of years an employee had to work before becoming eligible for tuition reimbursement.
Building strong communities is at the heart of our endeavors. We’re proud to support the Missouri Municipal League.
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When looking at survey respondents based on urban, rural and suburban status, there is a clear divide between rural municipalities and urban/ suburban. Ninety percent of rural municipalities do not offer tuition reimbursement to employees, whereas a majority of urban (58%) and suburban (67%) municipalities do. The scope of this research does not explain the stark difference in this benefit offering. Still, future research would prove valuable to understand why tuition reimbursement is not as popular in municipalities.
However, almost half of all municipalities (47%) do not provide maternity leave. More than 60% of these municipalities have under 10 employees, providing more insight into why specific governments do not offer this benefit. Smaller municipalities often have a smaller budget, leading to difficult decisions to include or exclude certain benefits.
We find that 54% of urban municipalities provide some form of maternity leave and paternity leave. Forty-eight percent of rural municipalities offer some form of maternity leave, while 28% offer paternity leave. These findings are also consistent with the available literature on family leave. The U.S. has no universal law requiring organizations to offer paid parental leave. There may not be enough funding for paid
Fifty-three percent of all municipalities provide some form of maternity leave, paid or unpaid, while only 38% of municipalities across Missouri give some form of paternity leave. Cities are cautioned that treating employees differently based on sex may create liability.
Municipalities offer maternity leave 15% more frequently than paternity leave. Twelve percent of municipalities provide paid maternity leave.
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800-726-9304.
parental leave for public institutions, that often rely on tax revenue to continue operations. Furthermore, budgetary processes often require approval from a legislative or executive authority. When funding and expenditures are scrutinized, the argument for paid leave may not always be successful.
MML wishes to thank the Truman School of Public Affairs for collaborating on this project, particularly Jayci Fox, Smon Tesfaldet and Amarachi Onyema. Not only did the project provide MML with an updated resource for member use, but it also exposed the graduate students to municipal government. We hope to continue these collaborative efforts in the future. This article only summarizes a portion of the 91 questions from the survey. MML members may download the complete Fringe Benefit Survey analysis from the League website (MML Handbook page) as well as the Excel sheet with the raw dataset.
Endnotes are available by contacting MML at info@mocities.com
The director of the· park and recreation department is directly responsible to the appropriate city official. The board serves strictly in an advisory capacity to the city council and director.
The board is established by ordinance to advise the director and/or mayor, city manager, city administrator or council on park and recre ation department policy. Having no legal or administrative authority, the board usually acts upon requests from city officials or a park and recreation director.
Responsibilities common among advisory boards in Missouri are to:
In this article “park board” is a generic term including any board, commission, committee or group responsible for planning or managing various aspects of parks or recreation programs.
In most Missouri communities, park and recreation boards have been selected to be responsible for recreational services. The delivery of quality municipal parks and recreation services is enhanced by an energetic, committed and competent citizen board or commission. These individuals serve in key leadership positions and are important community resources.
In Missouri, however, some confusion surrounds the role and function of park and recreation boards. This confusion results from state laws that allow three general types of boards, each having different duties and responsibilities. Park boards in Missouri may be 1) advisory, 2) administrative/policy or 3) special recreation boards.
Adding to the complexity, cities with more than 5,000 population are allowed to have home rule charter forms of government. They may establish entirely different park board rules and regulations within a voter-approved charter as long as the provisions of the charter are not in conflict with state law. Because of the wide variance of powers existing in park and recreation boards in home rule cities, the authors chose not to attempt to analyze their authority and responsibility in this article.
Approximately 60% of Missouri park boards are advisory boards. In advisory board cities, it is typical to have a park and recreation depart ment on equal status with other city departments. About 50% of the departments are administered by a full-time, year-round, parks and recreation professional who reports directly to the mayor, city manager or city administrator.
• Identify park and recreation attitudes of individuals and organizations in the community.
• Make annual budget recommendations.
• Ensure resources to continue ongoing and future park and recreation programs.
• Accept and perform delegated responsibilities.
• Advise on basic policies that guide the department.
• Maintain a clear distinction between its own function and the function of the governing body and professional staff.
• Submit all recommendations or suggestions in writing to avoid misinterpretations.
• Recognize that its recommendations or suggestions will not always be followed.
• Review and advise on development plans.
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• Recommend sites for park expansion.
• Recommend new programs for inclusion into department offerings.
The director of the department of parks and recreation is directly responsible to the park board. The park board determines all policies for the department and is directly responsible to the city council.
Approximately 40% of the cities having park boards in Missouri have administrative boards. In these cities, it is not unusual to have the park and
recreation de partment on a different status from the other city departments.
The department, in about 75% of the cases, is administered by a fulltime parks and recreation professional who reports directly to the park board or its chairperson. The park board is established by ordinance to determine policy and has both decision making and legal authority.
All cities and towns may authorize park boards under Missouri Statutes 90.010-90.570. The rules and regulations under these statutes are summarized as follows:
Membership:
• Nine citizens of the city or town shall be appointed by the mayor to constitute a park board. None may be a member of the municipal government.
• After the original board is appointed for staggered terms, three new members are appointed each year to take office June 1 for three-year terms.
Authority And Responsibilities: The board has authority to:
• Supervise, improve and care for the parks.
• Purchase or otherwise acquire land.
• Appoint staff to manage the parks. Act as trustees for land or moneys donated.
• Report annually to the city council on the second Monday in June of each year on conditions of the trust for the preceding year as of May 1; on funds received and expended; and other relevant statistics and information. The receipts and expenses must be verified by affidavit.
• The board has exclusive control of expenditures of all moneys collected to the credit of the park fund.
• All money received for such parks shall be deposited in the city treasury to the credit of the park fund, and shall be kept separate and apart from other moneys collected by the city.
• Vouchers must be used and signed by the appropriate park board official for expenses of park operation.
Legislation passed in 1963 by the Missouri legislature allows communities to establish a special recreation or park board. Few communities have pursued this option because of problems attaining the necessary two-thirds voter approval, and because equal financing is available under other statutes that do not require two-thirds voter approval. This board’s major distinction is in usage of funds. The special tax funds approved at the time the board is created go directly to a relatively autonomous board. The funds are to be used for park and recreational purposes defined by board members. Special recreation boards are authorized under Section 67.750 RSMo.
The above discussion of board types and responsibilities describes how the boards could operate; how ever, distinguishing between advisory and
administrative/policy boards is simple only in theory. Most existing park boards are neither totally administrative/policy or advisory. They lie on a continuum between the two extremes, depending on the authority and re sponsibility delegated to them by the governing unit or charter.
In Missouri, whether a park board is advisory or administrative/policy is truly a matter of degree. In an effort to make the distinction, one can:
• Check the ordinance or charter under which the board was established. Look for the terms “advi sory” or “administrative/ policy.” Identify what authority is granted to or restricted from the board. There are examples of “administrative/policy boards” that have considerably less authority than “advisory boards.”
• Observe the ongoing operations of the department. Determine
whether decisions are being made to allocate resources or to give advice.
• Analyze the pattern of relationships that exist with other governmental departments and officials.
The problem that confronts communities is whether an advisory or administrative/policy board is the type to maintain or implement ser vices. Is the responsibility for the delivery of park and recreation ser vices to lie with a board or a department head who is responsible to an appropriate city official? In the final analysis, the ultimate responsibility lies with each community to decide which organizational structure is best.
Anthony J. Zito and David W. Ostlund provided this article for the May 1995 issue of the MML Review. This article is a reprint from that issue. Learn more about the Missouri Parks and Recreation Association at www.mopark.org.
September 10-13, 2023
Sheraton Crown Center, Kansas City, Missouri
Full Registration
Early Bird
*Until July 7, 2023 $400
*After July 7, 2023 $450
You’ll receive:
• Welcome Reception (2 drink tickets)
• Keynote Presentation
• Coffee & Conversation
• Exhibit Hall Entry
• Monday Box Lunch
• Popcorn & Prizes
• Bacon & Business Meeting
• Awards Luncheon
• Breakfast Buffet & Keynote
John Register failed to clear a hurdle as he trained for the Olympic Games—a move that led to a tragic accident and altered his life forever. He shifted his focus and embraced a “new normal mindset.” The decorated Persian Gulf War combat U.S. Army veteran world champion became a two-time Paralympic Games Silver Medalist, professional speaker and global influencer. Register “amputated his fears” and founded the U.S. Olympic Committee Paralympic Military Sports Program. He authored 10 Stories to Impact Any Leader: Journal Your Way to Leadership Success in Spring 2020 and works with business leaders to hurdle adversity, amputate fear and embrace a new normal mindset to win life's medals.
The artificial leg he used to win the silver medal is displayed in the Olympic and Paralympic Museum in Colorado Springs, CO.
The Conference kicks off with a reception Sunday evening held in the Exhibit Hall. Network with exhibitors and colleagues while enjoying appetizers and drinks.
Coffee & Conversation
Join us for a continental breakfast Monday before the Keynote address and network with exhibitors and fellow attendees.
After the conclusion of sessions on Monday, join us for popcorn and beverages in the Exhibit Hall. Exhibitors will draw names for prizes.
Start your Tuesday morning with breakfast and add your voice to important changes proposed to the MML policy statement.
Join us for lunch and to honor MML Innovation Award winners along with other award recognitions.
Sunday, September 10
7:30 a.m. Bacon & Business Meeting
9:45 a.m. CONCURRENT (4)
• Federal Funds and the Role of the EPA Office of Inspector General (AMGI-Fraud)
• ADA Basics
• Structuring & Maintaining an Effective Municipal Safety Plan
• Main Street, Preservation and Municipal Partners
11 a.m. CONCURRENT (4)
Monday, September 11
• Economic Development: It Is More Than Incentives (MGI)
• Prevailing Wage and Workplace Safety
• Retail as a Catalyst for Economic Development in Rural Communities
• Protecting Your Organization in a Digital World
2:15 p.m. CONCURRENT (4)
• Effective Staff/Council Relations (MCMA session & AMGI)
• Financing Clean Energy Projects through the Inflation Reduction Act
• Short-Term Rentals
• Lobbying 101: How To Be An Effective Advocate (CCFOA session & AMGI)
3:30-4:30 p.m. Popcorn & Prizes!
• Conflict of Interest: An Interactive Overview (MGI-Ethics)
• Changing Environmental Regulations
• Broadband Panel
• Gender Representation on Missouri Municipal Boards & Commissions
12:15 p.m. Awards Luncheon & Innovation Award Showcase
2 p.m. CONCURRENT (4)
• Comprehensive Planning Bid Processes (AMGI-Comp Planning)
• Legacy or Liability: How to Plan and Design Your Municipal Facility Right So It Will Last for Years to Come
• Wastewater Compliance: Managing Increasing Costs and Complexity
• Drive! Designing the Optimal Team To Deliver High Level Sustained Performance
3:15 p.m. CONCURRENT (4)
• Social Media (AMGI-Social Media)
• An Elected Official’s Guide to Municipal Bonds (GFOA session)
• Good Cop/Bad Cop: Law Enforcement HR
• Parliamentary Procedures (CCFOA session)
Wednesday, September 13
The Federal Emergency Management Agency (FEMA) is working with local governments in Missouri as communities face an increasing threat of natural disasters and hazards. The potential disasters and hazards that each community may face can vary, so FEMA works with local government officials to reduce or eliminate risk through hazard mitigation. Hazard Mitigation Assistance (HMA) provides both pre- and post-disaster grant awards to states, tribes and local governments to reduce or eliminate potential damage from future disasters. Communities and local governments looking at the hazard mitigation planning process for this year may want to consider exploring programs below. FEMA Region 7 serves Iowa, Missouri, Nebraska and Kansas, and looks forward to continuing work with local officials in Missouri to cultivate resilient communities.
If your community has been affected by a recently declared federal disaster, you may be eligible for grant funding through the Hazard Mitigation Grant Program (HMGP). Grants through HMGP help communities implement projects after a major disaster that will reduce future disaster losses. Your community must have adopted a FEMAapproved local hazard mitigation plan to be eligible to apply for funding. In Missouri, the Missouri State Emergency Management Agency (SEMA) administers the HMGP program and establishes project selection criteria
based on state priorities and available funding. Eligible project types are those that make a long-term effort to reduce risk and the potential impact of future disasters and have a 75% federal and 25% local cost-share. HMGP grants can help fund projects such as:
• Development of local hazard mitigation plans.
• Acquisition of hazard-prone homes and businesses, enabling owners to relocate to safer areas.
• Protection of homes and businesses with permanent barriers to prevent floodwater from entering (levees, floodwalls, floodproofing).
• Elevation of structures above known flood levels.
• Drainage improvement projects to reduce flooding.
• Structural retrofits to make a building more resistant to damage.
• Retrofits to utilities and other infrastructure to enhance resilience.
• Construction of safe rooms.
• Slope stabilization projects.
• Warning systems to alert communities to danger.
You can learn more about HMGP grants in FEMA’s Hazard Mitigation Assistance Guidance that provides information to help interpret federal statutes, regulations and best practices about mitigation strategies. FEMA’s Hazard Mitigation Assistance Guidance is available on FEMA’s website, www.fema. gov/grants/mitigation.
In addition to standard HMGP grants, a specialized HMGP program to help communities implement hazard mitigation measures after wildfire disasters is also available to help communities in Missouri. Known as HMGP Post Fire, these grants specifically assist states, federally recognized tribes and territories affected by fires resulting in a Fire Management Assistance Grant (FMAG) declaration. These special fire-related HMGP grants fund projects such as:
• Reduction of hazardous fuels.
• Removal of standing burned trees.
• Ignition-resistant construction.
• Installation of warning signs.
• Strengthen or harden water systems that were burned and caused contamination.
• Reseeding of ground cover.
• Planting grass to prevent the spread of noxious weeds.
• Placement of erosion barriers.
• Installation of debris traps.
• Modifying or removing culverts.
• Addition of drainage dips/ construction of emergency spillways.
• Construction of dams in small tributaries to prevent flooding.
FEMA also offers mitigation grant opportunities to communities without a recent federally declared disaster. The Building Resilient Infrastructure and Communities (BRIC) program is nationally competitive and the application period opens each fall. Communities can apply for funds to address future risks from natural disasters, including wildfires, drought, extreme heat and flooding. BRIC funds may be used for capability and capacitybuilding activities, mitigation projects and management costs. Potential project types are similar to those for HMGP. Projects must be cost-effective and reduce or eliminate risk and damage from future natural hazards.
Additionally, FEMA offers Flood Mitigation Assistance (FMA) grants for projects that reduce or eliminate the risk of repetitive flood damage to buildings insured by the National Flood Insurance Program (NFIP). The FMA grants can be used for project scoping, technical assistance, community flood mitigation projects, individual structure/ property-level flood mitigation projects, and management costs. Examples of projects include:
• Installation of drainage pipes.
• Construction of pump stations.
• Topographic grading.
• Installation of seawalls.
• Restoration of marshes.
• Acquisition of flood-prone properties.
• Relocation of flood-prone properties.
• Elevation of flood-prone properties.
• Reconstruction of flooded properties.
• Dry floodproofing of historical or commercial structures.
To learn more about FEMA’s mitigation work, consider attending the Hazard Mitigation Partners Workshop. FEMA will host this virtual workshop Oct. 16-19, 2023, from 11 a.m.-3:45 p.m. Central. The event will bring stakeholders together to discuss FEMA’s focus on partnerships, communitybased efforts to reduce flood risk, expanding access to funding, and simplifying FEMA programs. Visit www. fema.gov/grants/mitigation for more information.
FEMA’s Hazard Mitigation Assistance grant programs are provided to eligible applicants such as the Missouri State Emergency Management Agency (SEMA). Local governments are considered subapplicants and will coordinate with SEMA on their application. FEMA Region 7 looks forward to
partnering with local governments in Missouri to strengthen communities through hazard mitigation. Communities that want more information or have questions on hazard mitigation should connect with their county emergency manager and SEMA.
Missouri State Emergency Management Agency (SEMA)
2302 Militia Drive
P.O. Box 116
Jefferson City, MO 65102
Phone Number: (573) 526-9100
Fax Number: (573) 634-7966
Heidi Carver
State Hazard Mitigation Officer (SHMO)
Phone Number: (573) 526-9116
Fax Number: (573) 526-9193
heidi.carver@sema.dps.mo.gov
Angela Droege
Supervisory Grant Management Specialist (FEMA)
Phone Number: (202) 368-2545
angela.droege@fema.dhs.gov
Angela Droege is a supervisory grant management specialist in the Hazard Mitigation Division with the Federal Emergency Management Agency (FEMA) at region 7. She has worked in several roles while working at FEMA, including as a program analyst in the Recovery Division and a financial analyst in the Office of the Regional Administrator. Her current focus is primarily on the Building Resilient Infrastructure and Communities (BRIC) program assisting communities to become more resilient and to reduce the risks they face from disasters and natural hazards.
Civility in local government is similar to the guardrails on a highway — providing structure by which municipal leaders and the public can navigate around each other. Securing the travel lanes provides mutual safety for people heading in all directions.
When civility breaks down, however, people and perspectives collide — resulting in misunderstandings and disagreements that can harm relationships and fracture a community’s sense of togetherness.
Guardrails cannot provide complete protection from conflicts, but they are the fundamental structures of cooperation and coexistence.
In the first half of this article, I am going to make the strategic, and perhaps idealistic, case for celebrating disagreement. If you have already been on the receiving end of anger and vitriol, I will understand if you skip to the second half, that offers thoughts on how to stand strong against incivility.
Every city official owns the responsibility for the infrastructure of civility in their municipality. Whatever your personal agenda or philosophy, you are — by nature of your position — undeniably responsible for ensuring access, information and respect for all, including for those with whom you disagree.
Creating an environment that is open, fair and considerate to everyone is crucial. This means basing your decisions on factual information, being transparent in your actions and decision-making processes, and being accountable for promoting a sense of pride and togetherness throughout your community.
By prioritizing civility, you set a positive example and build trust and confidence. This occurs not only in local government, but in your community’s essential quality of togetherness. A civil local government is not just nice to have but a must-have. It is the foundation upon which a healthy and functioning democracy is built.
Disagreement is not a sign of dysfunction, but rather a prerequisite for effective decision-making in a free society.
The ideal of democracy is that it enables people with assorted knowledge, values and lived experiences to come together to recognize and solve community problems. The civic leadership for which you are responsible cannot be achieved without the presence of diverse and even passionate perspectives and viewpoints.
Disagreement also helps to expose underlying assumptions and biases. When individuals with different perspectives come together, they are often forced to articulate and defend their assumptions and values, a process that reveals hidden biases and assumptions. By engaging with dissenting viewpoints, municipal leaders can gain a more comprehensive understanding of the problem they are trying to solve. Diverse perspectives can help to identify issues that may have been overlooked or underappreciated. In this way, disagreement can be a catalyst for creativity and innovation.
When citizens are encouraged to express their views and engage in constructive dialogue, they are more likely to hold their leaders accountable for their decisions. Can you make yourself comfortable with feedback and criticism? By engaging with, rather than avoiding or repelling, diverse perspectives, even dissent, you have the potential to create a culture of accountability that ensures decision-making is truly transparent and responsive.
As a civic leader, when you say “community,” it is especially important for people to remember that you are responsible to serve not a specific constituency but the entire population of your city. While it may be tempting to focus on the interests of your most vocal supporters or a community’s loudest voices, doing so can lead to short-term thinking and neglect of the long-term interests of the broader community.
Disagreement builds trust and strengthens relationships. When individuals feel that their opinions are valued and respected, they are more likely to be invested in that decisionmaking process. By creating forums for meaningful dialogue, municipal leaders demonstrate their commitment to the community and build relationships of trust and mutual respect. In this way, disagreement can be a powerful force for social cohesion and community building.
While disagreement can be challenging and uncomfortable, leaders must foster an environment that encourages open and honest communication. This may require the development of formal mechanisms for soliciting feedback and dissent, such as public forums or advisory committees. Leaders must also
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be prepared to model constructive dialogue and demonstrate a commitment to the values of transparency, accountability and inclusivity.
The American ideal of government is rooted in the belief that reasonable people can work together to find solutions to shared problems (also pull quote). Compromise is not a weakness, and ample time and space exist to make community decisions. While not everyone will always agree on the final outcome, the process must be fair and thorough, ensuring that everyone feels heard. This is encapsulated in the American motto, e pluribus unum: “Out of many, one.”
Unfortunately, this ideal is being threatened by the prevalence of anger and outrage in American media, where clicks, shares and time spent engaging translate into profit. This business model has created a market for incivility and negativity that pervades society, leading to issues such as polarization and divisiveness. It is a conundrum.
To counteract this, local governments must actively practice respectful communication and behavior that promotes collaboration, compromise and constructive dialogue. Incivility, which demonstrates a lack of respect and consideration for others, creates a self-centered attitude that can leave others feeling hurt, disrespected and excluded. It can extend beyond individual interactions to affect relationships, productivity and broader societal issues community-wide. Therefore, it is essential to strive for an environment that encourages civility and respectful engagement, helping to restore the American ideal of government.
If you want to stand against incivility, you need to recognize and call it out when you see it, in particular:
• Obstinance — stubborn adherence to one’s own opinion
despite reason or persuasion.
• Demagoguery — emotional and prejudicial appeals to sway public opinion, rather than engaging in rational argument.
• Dogmatism — the inflexible adherence to a particular set of principles, beliefs or ideology, without considering alternative viewpoints or evidence.
Changing these behaviors is not something that can be achieved overnight. If you are looking for a quick fix, I am sorry to disappoint, but there is no magic phrase or verbal jiu-jitsu tactic that can instantly reverse an instance of incivility during a council meeting.
The following is the civility that all local leaders need to get good at:
Alleviate obstinance. Find shared goals and values that underlie the debate. By identifying common ground, you can frame the conversation in a way that encourages compromise and collaboration. Bring in outside experts, facilitators or neutral third parties to provide fresh perspectives and objective feedback.
Counter demagoguery. Focus on presenting the facts and evidence that support the proposed course of action. By presenting data and statistics in a clear and compelling way, you can help to move the conversation away from emotional appeals and toward rational and fact-based decision-making. Engaging in active listening and making space for the consideration of alternative solutions is vital.
Overcome dogmatism. Frame the debate in terms of outcomes rather than ideology. By focusing on the practical implications of different policy choices, you shift the conversation away from entrenched beliefs and toward pragmatic solutions. Building alliances and coalitions across ideological lines can also be an effective way to seek out common ground and work together toward shared goals.
You have a crucial responsibility to govern your community in a fair, equitable and just manner. This requires standing strong against incivility and disrespect, even when it’s being thrown at you. By modeling respectful behavior and promoting constructive dialogue, you set the standard for your community.
As a civic leader, you are the guardian of a thriving community, responsible for making decisions that impact the lives of your residents. Facing incivility and negativity during council meetings and community events can be disheartening, but giving up is not an option when it comes to civic leadership.
Remember that your mission is to create a positive and
inclusive environment for all. By prioritizing respect and collaboration, you set an example for others to follow, creating a ripple effect that can spread throughout the community. Keep your focus on how people in your community deserve to feel about civic engagement — connected, respected and heard — and find the motivation to push through challenging situations and work toward constructive solutions.
Local leaders hold the power to shape decisions that impact people’s daily lives. Making those decisions with integrity, fairness and a commitment to the greater good is crucial. By bringing people together, bridging divides and creating a better future for your community, you have a responsibility worth fighting to keep.
Stay strong, stay committed and keep striving toward creating a more positive and inclusive community.
Matt Lehrman is managing director of Social Prosperity Partners. He previously provided the keynote address at the 2022 MML Annual Conference. A version of this article originally appeared in Minnesota Cities magazine.
Most see a sporting complex. We see a dream coming true.
The Missouri Municipal League is proud to announce the winners of the 2023 MML Innovation Awards! These awards honor outstanding projects happening in communities across Missouri that enhance the quality of life for Missouri cities.
The projects illustrate the creativity of Missouri’s local officials and municipal employees as they serve their communities and keep Missouri cities vibrant.
Awards are based on city population size, except for the Member Choice award, where MML members vote for their favorite project regardless of city size. This year, MML received 17 nominations from municipalities statewide, demonstrating the creativity and ingenuity within local government.
Congratulations to this year’s winners!
MML Innovation Award in 2023!
Camdenton - Mayor’s Art Gallery
Columbia - Civic Academy
Creve Coeur - 39 North Innovation District
Grandview - I-49 Outer Roads Conversion Project
Jefferson City - Bicentennial Bridge
Kearney - Pickleball & Skate Park Complex
Lathrop - Playground Update at John Burns Memorial Park
Macon - Innovative Funding Solutions
Doing the Hard Work
Marshall - Design/Build Solution for Wastewater Treatment Plant Improvements
Maryland Heights - Maryland Heights
Sustainability Center
Moberly - City of Moberly Fennel Complex Project
Nixa - L.E.A.D Nixa
(Listen, Encourage, Advocate, Demonstrate)
O’Fallon - O’Fallon’s Path of Heroes
Riverside - Reaching Riverside
Saint Charles - Recruitment & Retention Committee
Warrensburg - Sidewalk Improvement Program
Wentzville - Creation and Implementation of Historic Downtown Business Development Grant
The city of O’Fallon’s Path of Heroes is a 7.8-mile route through the heart of O’Fallon that honors O’Fallon residents who made the ultimate sacrifice in service to our country. The route, which passes several city landmarks including the City’s nationally recognized Veterans Memorial Walk, CarShield Field, several city parks and the O’Fallon Municipal Centre, was introduced as part of O’Fallon’s annual Veterans Day ceremony. Through the program, families may apply to have one of their family members honored on memorial signs designating that segment of roadway in honor of their fallen loved ones. Each honoree will have two identical signs placed along the path, marking the end of the individual’s segment and enabling drivers to see the signs when traveling in either direction. Each sign lists the honoree’s name, rank and branch of service. There is no cost to families to participate as the City is covering all costs. Families simply complete the application on the City’s website. The City has committed to honoring up to three individuals each year. In 2022, the program launched, honoring the City’s three most recent fallen heroes: Lance Cpl. Jared M. Schmitz, Marines; Cpl. Gunnar W. Zwilling, Army; and Spc. Mark D. Blakely, Jr., Army.
The city of Maryland Heights recently opened the Sustainability and Interpretive Center on Creve Coeur Mill Road. This project, located next door to Pattonville High School, on a five-acre parcel, is a campus focused on urban agriculture and renewable resources. The Center is a partnership between Waste Connections and the city of Maryland Heights and will include greenhouses, offices, meeting and classroom space for educational programs. Two Ceres Net Zero greenhouses have been constructed, one will be used exclusively by Pattonville High School students and faculty, providing a unique hands-on learning opportunity. Among several goals, the City would like this location to facilitate field trips to showcase Waste Connections’ sustainability solutions at the landfill and offer community programs for youth and adults. There are also plans being developed for a retail area where plants will be sold. Other opportunities include a community garden area, edible landscaping, permaculture garden, demonstrations of solar and wind power and much more.
In 2017, the City entered into an agreement with the Kearney School District to convert the district’s old tennis courts into a city facility with three pickleball courts and skatepark. With pickleball growing at such an astounding rate, three courts severely limited the youth and adult league play. In addition, the old surface was settled and cracked, offered limited parking, ineffective lighting and only portable toilets. The City soon realized they needed a new facility to better serve the community. This past year, the City developed a plan to construct a new 12-court pickleball facility with LED lighting, bleachers, permanent bathrooms, asphalt parking for 70+ vehicles, storage building and new skatepark surface. In April 2022, voters approved a use tax, that is being used to fund the project. The original tennis courts were constructed with a grant through the Land & Water Conservation Fund (LWCF). The City and school district had to go through the LWCF “Change in Sponsor” and “Declaration of Obsolescence” processes. Approval allowed the property to be acquired by the City, the old tennis courts to be demolished, and the new project to be constructed.
Citizen participation in the process of local government across the country is on the decline. The city of Riverside understands that as they embark on a new comprehensive planning process, it is important to engage the entire community in casting a vision for the future of the City. While most of the residents live in multifamily housing, the past planning efforts have seen little participation from those residents – leading the outcomes to overly emphasize the priorities of the single-family neighborhoods. This lack of engagement also poses challenges for the City in making sure that basic services are being provided equitably and consistently across the community. The City launched the “Reaching Riverside” campaign in 2022 to actively engage all residents regarding the comprehensive planning process. The campaign involved easily customized templates for banners, flyers, mailers and social media assets sharing upcoming family-friendly events hosted by the City. Riverside partnered with neighborhood associations and multi-family management companies to reach as many residents as possible. Each event featured a DJ or live music, food, children’s activities, equipment displays and more. At these events, citizens could share input on plans for the City and engage in a meaningful way.
Moberly acquired three adjoining dilapidated buildings that are cornerstones in the downtown dating to the 1870s. Knowing the City could not let them fall, funding was approved to try and white box them and determine an end use later. The City was only able to salvage the external walls of the North section and came up with a plan to turn it into an outdoor event center for the downtown. The building amenities included new concrete flooring in the building footprint; outdoor greenspace; custom wrought iron fencing around the facility and greenspace; off-street parking; climate-controlled year-round bathrooms with overhead cafe lighting; full hookups and sound systems for a band or DJ; and food truck power ports. Last year’s event included a farmers market, concerts, food truck events, car cruises, weddings and alumni events, with more scheduled for 2024. The other adjacent buildings have been renovated with completely new roofs, tuck pointing, and brick repair is nearly complete. New doors and windows will be installed, with further renovations planned with a Community Revitalization grant that will turn the indoor space into a year-round community center to compliment the outdoor space.
More than 230 Missouri local officials met June 8-9 in Columbia, Missouri, for MML’s Elected Officials Training. The Conference provided a nuts and bolts review of the myriad of important issues municipal officials face on a regular basis, from Sunshine Law to media relations, ethics to revenue sources. Attendees also had the opportunity to meet with organizations who provide resources to local governments, such as state agencies and nonprofit organizations.
Keynote speaker Jon Schallert spoke about his "Destination Business" process where he outlined a proprietary 14-step destination srategy to help cities attract more customer traffic.
Commercial Litigation*
Litigation - Municipal*
Medical MalpracticeDefendants*
Eminent Domain and Condemnation Law
Municipal Law*
Corporate Law*
Land Use and Zoning
Real Estate Law*
Workers’ CompensationEmployers
Condemnation
What sparked your interest to serve in local government?
I have always had a strong desire to serve others. My background is in healthcare as a Doctor of Physical Therapy, where I am now a director of clinical and translational research at an academic medical center. I moved to Saint Louis, Missouri, in 2017 and my family and I rented a home for a year while we explored suburbs in the surrounding area. In 2018, we stumbled upon Glendale, Missouri and found our forever home. Glendale is unlike any other city in Missouri, it is truly a unique gem and I strongly encourage you to visit if you have not done so already! Within my first year of living in this amazing community, I met the mayor and expressed my interest to serve my community beyond my full-time job in healthcare. Shortly thereafter, I became a member of the Board of Adjustment for the City of Glendale and served on that board until I was elected as Alderman in Glendale. Serving my constituents is so gratifying and I love being a team member serving my community.
What has been the toughest lesson you have learned during your career in local government?
One of the toughest lessons I have learned thus far during my term involves just learning and understanding the intricacies of our government and the laws, regulations, and guidelines for which we as aldermen have a responsibility to be knowledgeable on in order to best serve our constituents. I began my term and quickly hit the ground running, as the board had several major issues to tackle.
In your opinion, what are the most important issues facing local government in Missouri?
I think I can speak not only for Glendale, but for many other local governments when I say that infrastructure and environmental stressors are a constant everevolving problem for our community. One of our biggest issues for us is storm water mitigation and infrastructure work in an aging city.
What advice would you offer to someone considering service as a local government official or employee in their community?
I would tell them to go for it with the understanding that you get out of it what you put in. Working in public service is one of the most rewarding experiences for me to date and I don’t regret it at all! We have a great team and seeing how we all come together to support one another and to support our community has been such an incredible experience for me.
How would you describe your city to someone who has never visited?
As I said before, Glendale, Missouri, is such an amazing little gem of a city, nestled between Webster Groves and Kirkwood, Missouri. Our familyfriendly city has unmatched picturesque streets that really capture the history and quintessential beauty that makes us so unique. The sense of community and belonging are just so incredible.
What are your interests outside of local government?
I am the mother of four boys, so they definitely keep me busy and ON MY TOES! Beyond my full-time career and full-time parenting, my family and I love to hike and explore the different scenic trails that are just a hop, skip, and a jump away from Glendale!
Where would you most like to travel, and why?
My best friend is from Australia and recently moved back to Melbourne, so naturally we would love to visit our dear friends and explore a vastly different and beautiful new place!
Congratulations to Carla Ayala, village administrator/clerk with the village of Innsbrook, for the designation of Certified Municipal Clerk from the International Institute of Municipal Clerks! To earn the CMC designation, a municipal clerk must attend extensive education programs, often totaling more than 120 educational hours.
Leadership Springfield Award Leadership Springfield announced Mayor Ken McClure as the recipient of the 2023 O. Franklin Kenworthy Award for Outstanding Leadership
during its annual One Big Class Reunion event in June. Ken McClure was elected mayor of Springfield in April 2017 and re-elected in 2019, 2021 and 2023. He also serves on the MML Board of Directors.
July 2023 14-16 ..... Missouri Municipal Attorneys Association Conference, Osage Beach, Missouri
August 2023 7 ..... MML Resolutions Committee Meets, Jefferson City, Missouri
..... National Brownfields Training Conference, Detroit, Michigan
September 2023
October 2023
10-12 National Recreation and Park Association Annual Conference, Dallas, Texas
November 2023
16-18 ..... National League of Cities' City Summit, Atlanta, Georgia
