July 2013 MML Review

The Missouri Municipal

Review

The Official Publication of The Missouri Municipal League

July 2013

2013 MML Annual Conference

Hilton Branson Landing and Convention Center Branson, Mo.

Missouri Securities Investment Program A Cash Management Program for School Districts, Municipalities and Other Political Subdivisions

The Missouri Securities Investment Program (“MOSIP”) is a comprehensive cash management program for school districts, municipalities, and other political subdivisions. MOSIP was created in 1991 by the Missouri School Boards Association.

MOSIP offers its participants a professionally managed portfolio with competitive money market rates. MOSIP stresses “safety of principal” as the number one objective and is rated AAAm by Standard and Poor’s.

Registered Representatives

William T. Sullivan, Jr. Managing Director 1-800-891-7910 x225 sullivanw@pfm.com

Maria Altomare Managing Director 1-800-891-7910 x222 altomarem@pfm.com

P.O. Box 11760 • Harrisburg, PA 17108-1760 1-877-MY-MOSIP 77 Port2013 Plaza Drive • Suite 220 • St. Louis, MO 63146 2 /West July 1-800-891-7910

Administered by: PFM Asset Management LLC Sponsored by: Missouri School Boards Association • Missouri Association of School Business Officials Missouri Association of School Administrators

This information 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 Money Market 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). PFM Fund Distributors, Inc. is a wholly owned subsidiary of PFM Asset Management LLC. Member SIPC. Standard & Poor's fund ratings are based on analysis of credit quality, market price exposure, and management. According to Standard & Poor's rating criteria, the AAAm rating signifies excellent safety of invested principal and a superior capacity to maintain a $1.00 per share net asset value.

However, it should be understood nor a recommendation to The Missouri Municipal Review that the rating is not a "market" ratingwww.mocities.com buy, hold or sell the securities.

The Missouri Municipal

Review

July 2013

VOLUME 78, NO.4

The Official Publication of The Missouri Municipal League

contents

President

4/ President's Report

Mayor Pro Tem Susan McVey Poplar Bluff

5/ Director's Report 6/ 79th MML Annual Conference Brochure

Vice President

Councilmember Jan Marcason Kansas City

• • •

Immediate Past President Mayor Norman McCourt Black Jack

12/ Disaster Recovery: A Guide To Data Backup

by Matthew Parris

e

16/ City Profile: Chesterfield Celebrates 25 Years!

by Libbey Malberg Tucker

MISSOURI MUNICIPAL LEAGUE BOARD OF DIRECTORS David Bower, Mayor, Raytown; Conrad Bowers, Mayor, Bridgeton; Denise Chisum, City Clerk, Lee’s Summit; Roger Haynes, Deputy City Manager, Mexico; Bill Johnson, Director of Administration, Fulton; David Kater, Mayor, Desloge; Bill Kolas, Mayor, Higginsville; Donald Krank, Councilman, Black Jack; *Ron Monnig, Councilmember, Slater; Raeanne Presley, Mayor, Branson; John “Rocky” Reitmeyer, Alderman, St. Peters; Lisa Robertson, City Attorney, St. Joseph; Frank Roland, Mayor, Hillsboro; Kathy Rose, Mayor, Riverside; *Carson Ross, Mayor, Blue Springs; Arthur Sharpe, Jr., Councilmember, University City; Tom Short, City Administrator, Carthage; Paul Ward, Councilmember, Kirkwood; *Gerry Welch, Mayor, Webster Groves; *Kevin Wood,

Mayor, Harrisonville. *Past President

18/ Leadership By Doing! Chesterfield's Recovery From The Flood of 1993

by James E. Mello 20/ Small Towns Cooperation Board

by Lucille Lusk 23/ Distinguished Budget Presentation Awards Program

by Joan Jadali 28/ Missouri's Local Government Week 33/ On-Hold Communications In The Digital Age

by Jay Shipman

departments 26/ FAQ: MML's Municipal Governance Institute 30/ Professional Directory

e

AFFILIATE GROUPS: Missouri City Management Association; City Clerks and Finance Officers Association; Government Finance Officers Association of Missouri; Missouri Municipal Attorneys Association; Missouri Park and Recreation Association; Missouri Chapter of the National Association of Telecommunications Officers and Advisors; Missouri Chapter of the American Public Works Association; Missouri Association of Fire Chiefs. www.mocities.com

Conference Overview Registration Form Tentative Agenda

34/ Classified Ads, Event Calendar, Member Accomplishments

Laura Holloway, Editor Contributing Editors: Dan Ross and Richard Sheets Missouri Municipal Review (ISSN 0026-6647) 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.

The League’s Website address is: www.mocities.com.

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July 2013 / 3

President’s Report. . .

MML President Mayor Pro Tem Susan McVey Poplar Bluff

A

s your MML president this year, I have had the chance to see firsthand how much the League values the education and development of Missouri’s elected officials. I’m so excited to see more cities than ever realize the value of MML membership – MML has reached a record 676 member

municipalities, all working to grow our communities together!

When we keep up with the most current issues facing local government today, we are better enabled to serve our fellow citizens, our staff and our community.

In June, more than 180 elected officials gathered at MML’s Elected Officials Training Conference, gaining insight from top-notch professionals in the fields of municipal law, state government, public affairs, and finance. Attendees also had an opportunity to network with fellow local government officials From a general overview for those newly elected to the latest trends for more experienced officials, each participant returned home with valuable information that will enhance their service to Missouri local government.

Just around the corner is MML’s 79th Annual Conference.

Be sure to mark your calendars for Sept. 15-18 and join us in Branson!

This issue of The Review highlights keynote speakers, offers a tentative agenda and many important details you won’t want to miss. The valuable information, quality exhibitors and the opportunity to learn alongside local government colleagues keep officials coming back year after year.

I look forward to seeing you there!

New this year, MML offers another reason to take advantage of these fabulous education opportunities.

Many of the sessions you attend can now be applied to MML’s Municipal Governance Institute. Through this new program, you are on your way to becoming a Certified Municipal Official in Missouri. This certification recognizes your commitment to efficient local government and continuing education.

Learn more about how to get started by visiting www.mocities.com or read the FAQs regarding the program on page 26. 

Why Should You Visit MML's Website?

• Current Job Opportunities

• Member City Websites • Daily Local News • MML Conferences • Latest Legislative Action • Publications

• Sample Ordinances

www.mocities.com

www.twitter.com/mocities www.facebook.com/mocities

4 / July 2013

The Missouri Municipal Review

www.mocities.com

Director's Report. . .

Dan Ross Executive Director

A

s a municipal leader, you find yourself standing in the gap, connecting citizens with their government while balancing competing interests and priorities. Technology plays an ever -increasing role in meeting citizen expectations from their local government. Fortunately, that technology can really leverage scarce resources and help all levels of government provide that balance of transparent, online government while protecting confidential citizen information entrusted to government.

To that end, in this issue you will find an article on the very important topic of providing disaster recovery for your essential information. Too many Missouri municipalities, I suspect, are one flood, one tornado, earthquake or terrorist act from losing access to their mission critical, day-to-day operating information needed to collect revenues, pay bills, buy things and pay staff.

Each of these would be essential activities in responding to a disaster in your community.

MOREnet is a technology entity within the University of Missouri that can provide your municipality with technology products and services from creating your first city website up to and including providing Internet connectivity, cloud computing, network installation and management, cyber security and yes, disaster recovery. I encourage you to check them out at www.more.net or 573-884-7200 to explore how they can help you leverage your budget dollars to meet city and citizen needs. You also can speak with them in the Exhibition Hall at the MML Annual Conference in Branson.ď ą

For 100+ years, HR Green has focused on business accountability through every step of the journey: design, construction, ownership and operation.

Est. 1913

Join the Centennial Celebration at HRGreen.com

16020 Swingley Ridge Road, Suite 205, St. Louis, MO 63017 | Phone 636.519.0990 | Toll Free 800.728.7805

www.mocities.com

The Missouri Municipal Review

July 2013 / 5

79th MML

ANNUAL CONFERENCE

T

he 79th MML Annual Conference will be held Sept. 15-18, 2013, at the Hilton Branson Landing and Convention Center in Branson, Mo. The Conference provides a fantastic opportunity to meet and discuss common issues and solutions with your counterparts from across the state. Numerous workshops and sessions will keep you abreast of the issues affecting your city.

Topics this year include: media relations, strategic planning, TIFs, Affordable Care Act, collective bargaining, emergency preparedness, community surveying and much more.

On Tuesday, the General Session/ Business Meeting speaker will be photographer/speaker Steve Uzzell.

Steve started in the photography business 40 years ago as the assistant to the editor of National Geographic and a member of their photographic staff. He will present “Open Roads Open Minds: An Exploration of Creative Problem Solving.”

Conference Registration And Hotel Reservations

Online conference registration is preferred for all attendees. The process is easy to do and multiple registrations can be made in one transaction. You will be given two payment options: 1) to pay by credit card, or 2) a “Bill Me” option, that will generate an invoice for you to print/process your payment. Online Conference registration is located on the League’s website at www.mocities. com.

Hotel reservations can be made by calling the Branson CVB at 1-800263-6056 or clicking the BCVB Housing Website link on the conference page on www.mocities.com.

A conference brochure is included in this issue with details about the conference agenda and events.

Business Sessions

A very important activity during the Conference is defining statewide municipal issues and developing practical solutions through the resolutions/policy-making process.

It is important that each municipal

6 / July 2013

official become involved in developing the “2013-2014 Missouri Municipal Policy,” so views can be heard from municipal officials throughout the state.

Official voting on the municipal policy and election of officers and board of directors will occur during the business session at the Conference on Tuesday.

Resolutions Committee

The 2013 Resolutions Committee of the Missouri Municipal League will meet prior to the Conference on Aug. 6 to consider the recommendations of the four separate policy committees. The Resolutions Committee report will be made to the delegates at the business meeting during the Conference. Any municipal official desiring to have a specific topic considered should submit a proposed resolution to League headquarters as soon as possible. Any resolutions brought directly to the Annual Conference must be submitted 24 hours before the annual business meeting with copies (200) provided to the League’s president, the Resolution’s Committee chair and executive director.

The statements recommended by the Resolutions Committee and approved by official vote of the League’s membership will become the “Municipal Policy Statement” for 2013-2014. This policy will provide the guidelines for the legislative program of the League, and direct the activities of the League’s staff during the 2014 session of the General Assembly.

Councilmember John Sharp of Kansas City has been appointed chairman of the Resolutions Committee for 2013. Other members are: Mayor Dale Bagley of Macon, Loss Control and The Missouri Municipal Review

Member Services Director Patrick Bonnot of MIRMA, Mayor David Bower of Raytown, Mayor Conrad Bowers of Bridgeton, Alderman Shane Cohn of St. Louis, Mayor Melodee Colbert-Kean of Joplin, Executive Director Tim Fischesser of St. Louis County Municipal League, Mayor Barry Glantz of Creve Coeur, City Administrator J.T. Hardy of Sullivan, Clerk Bobbie Jacques of La Plata, Alderman Leonard Jones of Grandview, Mayor Patrick Kelly of Brentwood, Councilmember Jan Marcason of Kansas City, Mayor Norman McCourt of Black Jack, Mayor Robert McDavid of Columbia, Mayor Arthur McDonnell of Kirkwood, Counselor Terry McVey of Kennett, Councilmember Steve Moore of Fulton, Executive Director Jan Neitzert of Missouri Park and Recreation Association, Councilmember Myron Paris of Independence, Mayor Frank Roland of Hillsboro, Mayor Kathleen Rose of Riverside, Mayor Mike Schneider of Overland, Councilmember Arthur Sharpe, Jr., of University City, Councilmember Gary Shaw of Joplin, Councilmember Scott Wagner of Kansas City, Mayor David Willson of Manchester, and Mayor Kevin Wood of Harrisonville.

Conference Highlights And Entertainment

In addition to the regular educational sessions, several special events are planned for conference delegates.

Sunday, Sept. 15, MML will host the 2013 MML Second Annual Scholarship Golf Outing. This event requires separate registration.

Also on Sunday, 1-4 p.m., MML will host a Pre-Conference Workshop.

Scott Charton and Panel will present on the topic of media relations.

On Sunday evening from 6-7:30 p.m., there will be a Grand Opening Reception in the Exhibit Hall that will provide an opportunity to meet the Missouri Municipal League’s board and staff, as well as visit the www.mocities.com

www.mocities.com

The Missouri Municipal Review

July 2013 / 7

numerous vendors exhibiting at this year’s Conference.

The Exhibit Hall will feature more than 125 firms, offering the latest products and services tailored to municipal needs.

On Tuesday afternoon at 2-4 p.m., there will be two mobile workshops; “New Spirit of 76 Project, A Joint Effort to Inspire, Create and Renew the 76 Country Blvd. Corridor” and the “Springfield-Green County Public Safety Center.”

Affiliate Group Functions

As they have for many years, the League’s affiliate groups have scheduled meetings and sponsored sessions in conjunction with the Annual Conference.

The City Clerks and Finance Officers Association (CCFOA) has scheduled its Advanced Academy session from 9 a.m. – 4 p.m., Sunday, Sept. 15, “The Difference Maker: Making Your Attitude Your Best Asset.” (The Academy is open to all conference attendees; registration is through the Management Development Institute at MSU. For registration or questions contact Belinda Davis at 417836-6866 or bdavis@missouristate.edu.)

Registration fee is $125 for CCFOA members and $155 for non-members.

CCFOA also is sponsoring “Growing Morale Without Money” at 9 a.m. on Monday, Sept. 16.

The Missouri Park and Recreation Association (MPRA) is sponsoring a session on Monday, Sept. 16, at 10:45 a.m. on “Missouri: The Best Trails State.”

The Government Finance Officers Association (GFOA) has scheduled a session on “What’s on the Horizon for the Use Tax Streamlined Sales Tax and Internet Sales” at 2:30 p.m., on Monday, Sept. 16.

The Missouri City/County Managers Association is sponsoring a session on “Professional City Management” on Monday, Sept. 16 at 1:15 p.m.

MML NOMINATING PROCEDURES

T

he governing body of the Missouri Municipal League consists of the president, vice president, all past presidents who continue to hold elective office, 12 board members who are elected municipal officials and five board members who are appointed municipal officials. The bylaws require there be at least one board member from each of the nine Missouri Congressional Districts, and no municipality can be represented by more than one board member (except officers and past presidents). Board members are limited to not more than two consecutive full terms. Officers (president and vice president) shall have served not less than one year on the board.

At the Annual Conference, nominations for president, vice president and board members are made by a Nominating Committee of not more than 11 municipal officials appointed by the president.

The Committee holds an open session to explain the nominating procedures and to allow delegates to suggest names for nomination.

The Committee then meets in executive session to prepare a slate of nominees. At least 24 hours before the Business Meeting, the Committee posts the slate of nominees. Within 10 hours of the Business Meeting, other nominations may be made by petition signed by at least ten municipal officials representing at least ten municipalities.

The petition provision provides an open process within which interested municipal officials may challenge the Committee’s nominees.

The Nominating Committee determines which members of the slate may be contested by the petition without jeopardy to the requirements of the bylaws for the composition of the board. The vote in any contested election is by written ballot, and each member city present has one vote.

The board of directors and membership has adopted an open and accessible nominating procedure. Municipal officials are encouraged to communicate suggestions to the Nominating Committee directly or through League headquarters. The committee members solicit input at the Annual Conference (where they are easily identified by ribbons) and at the open meeting of the Committee. Your MML nominating process is open and easy, but it is up to you to use it.

2013 Nominating Committee Chair Councilmember Jan Marcason Kansas City jan.marcason@kcmo.org

MIRMA

Missouri Intergovernmental Risk Management Association Phone: 573.817.2554 Web: www.mirma.org

Missouri’s First Municipal Self Insurance Pool

8 / July 2013

BENEFITS:

One comprehensive package!

Proactive loss prevention training On-site safety training Annual police firearms training Risk Management Grant Program Aquatic audit reimbursement Police accreditation reimbursement Seminars & workshops Video library

The Missouri Municipal Review

COVERAGE:

Workers’ Compensation Property General Liability Public Officials Liability Employment Practices Liability Law Enforcement Liability Automobile Boiler & Machinery Airport www.mocities.com

2013 MML Annual Conference: Don't Miss These Highlights!

Pre-Conference Workshop: City Communications, Civic Responsibility and the Changing Media. Media experts will discuss ways of improving media relations.

2013 MML Scholarship Golf Outing: Joins us for the MML Scholarship Golf Outing on Sunday, Sept. 15. The four-person scramble will be held at the Payne Stewart Golf Course in Branson. Proceeds benefit the scholarship program established by the MML Board of Directors to assist those employed in municipal governement with furthering their education.

New for 2013! Town Hall Theater: Pull up a chair at the new Town Hall Theater, located in the Exhibit Hall on Monday, Sept. 16. The Town Hall Theater allows you the opportunity to visit in-depth with the featured Town Hall presenters in an area set apart from the full exhibit floor. Check the schedule of featured exhibitors when you arrive and take this time to learn more about how they can enhance your city!

Exhibit Hall: Don't miss the Exhibit Hall, with more than 125 firms featuring the latest products and services tailored to municipal needs. Several special events will be held in the Exhibit Hall, including the Grand Opening Reception on Sunday evening and a coffee break, box lunch and snack party on Monday. Plan to visit often during the Conference to show your appreciation to vendors!

Awards Luncheon Speaker:

Mayor Coleman

The Federal Perspective Mayor Chris Coleman is first vice president of the National League of Cities and mayor of Saint Paul, Minnesota. As an attorney, community and neighborhood leader, investment advisor and former city councilmember, Mayor Coleman brings a wealth of experience to share the federal perspective on issues affecting cities today.

General Session Speaker:

Steve Uzzell

Open Roads Open Minds

An Exploration of Creative Problem Solving Using his striking photographs as illustrations of his metaphor about possibility and creativity, Steve inspires audiences to take advantage of his experience and vision to make any venture an adventure. In any project he undertakes, Steve's preparation lays the foundation for magic to happen; "Chance favors the prepared mind," said Louis Pasteur. After all, our eyes will only ever see what our mind is prepared to comprehend. He spends six months of the year traveling the world for his clients; the remainder teaching and delivering his message on creative problem solving.

www.mocities.com

The Missouri Municipal Review

July 2013 / 9

79th MML Annual Conference

September 15-18, 2013 Branson, MO

Hilton Branson Landing and Convention Center

REGISTRATION: Online registration is preferred at www.mocities.com (see more information below) or please use the form below. You will need to use a separate form for each delegate. Show the number of tickets requested for each event in the “NUMBER OF TICKETS” column on the form below.

FEES: $275 per person; includes Monday box lunch only. You will need to purchase other meals and event tickets when you register. This fee does not cover hotel registration.

Spouse/guest registration is complimentary; however, additional meal or event tickets for spouse/guest must be purchased.

HOTEL RESERVATIONS: Reservations need to be made with Branson/Lakes Area CVB at 1-800-263-6056.

NAME BADGES: Please enter your NAME, TITLE and MUNICIPALITY as you want them to appear on your Conference name If you have special needs, please attach a separate sheet describing your requirements. badge.

NAME

TITLE

TELEPHONE NUMBER

SPOUSE/PARTNER NAME (If accompanying delegate)

CITY/FIRM

ADDRESS MEALS/EVENTS

Registration Fee (Does not include meals/events listed below.)

•SUNDAY, SEPTEMBER 15 2013 MML Second Annual Scholarship Golf Outing (Must be Prepaid) (Hosted at the Payne Stewart Golf Club) Pre-Conference Workshop: City Communications, Civic Responsibility, The Changing Media • MONDAY, SEPTEMBER 16 Complimentary Box Lunch Extra Monday Box Lunch •TUESDAY, SEPTEMBER 17 Missouri City/County Management Association Membership Breakfast (Membership Required) City Clerks/Finance Officers Association Breakfast General Luncheon Mobile Workshop (New Spirit of 76 Project: A Joint Effort to Inspire, Create and Renew the 76

Country Blvd. Corridor.) (Space limited to 70)

Mobile Workshop (Springfield-Green County Public Safety Center) (Space limited to 90) Reception, Annual Banquet And Entertainment •WEDNESDAY, SEPTEMBER 18 Buffet Breakfast

CITY FEES $275

STATE NUMBER OF TICKETS

ZIP MML USE ONLY

$95 $45 XX $20

(1 Per Delegate)

$25 $25 $25 $15 $15 $45 $25

CANCELLATIONS: Cancellations must be received at League headquarters prior to 5 p.m., Friday, September 6, 2013, to be eligible for a refund (less $40 cancellation fee). Officials who register for the Conference but do not pay and do not cancel prior to the September 6 deadline will be billed for the conference registration fee and those events for which they registered.

August 15, 2013 September 6, 2013

Deadline for Hotel Reservations (1-800-263-6056) Deadline for Conference Cancellations (MML Headquarters 573-635-9134)

REGISTRATION AND PAYMENT PROCESS: $275 per person; includes Monday box lunch only. You will need to purchase other meals and event tickets when you register.

• All registrations to be made online. There are two payment options available: 1) to pay by credit card, or 2) a “Bill Me” option to pay by check.

• For those who want to pay by check, please select the “Bill Me” option for your payment method. When you have completed the registration process, you may print off an invoice to submit with your payment and confirmation for your registration.

Please mail or fax completed registration form to: Missouri Municipal League, 1727 Southridge Drive, Jefferson City, MO 65109; Phone: 573-635-9134; Fax: 573-635-9009

10 / July 2013

The Missouri Municipal Review

www.mocities.com

2013 MML Annual Conference Tentative Agenda SUNDAY, SEPTEMBER 15, 2013 9:00 a.m. - 4:00 p.m.

CCFOA ADVANCED ACADEMY “The Difference Maker: Making Your Attitude Your Best Asset” - Explore our attitude origins and the possibilities we each possess to alter our attitude beliefs, and the five inhibitors/roadblocks. (The Academy is open to all conference attendees; separate registration required.)

Time TBA - SECOND ANNUAL SCHOLARSHIP GOLF OUTING - Payne Stewart Golf Club (Must be prepaid - separate registration.)

12:00 p.m.

REGISTRATION 1:00 p.m. - 4:00 p.m.

MML PRE-CONFERENCE WORKSHOP City Communications, Civic Responsibility and the Changing Media (MGI*) - Media experts will discuss ways of improving media relations. ($45 registration fee) 5:00 p.m.

NOMINATING COMMITTEE 6:00 p.m. - 7:30 p.m.

GRAND OPENING RECEPTION MONDAY, SEPTEMBER 16, 2013 9:00 a.m.

CONCURRENT SESSIONS 1) (MGI*) MUNICIPAL GOVERNMENT 101: COUNCIL PROCEDURES Learn about forms of government, duties of municipal officials, council procedures, voting, conflicts of interest, and nepotism - all the nuts and bolts.

2) GROWING MORALE WITHOUT MONEY (CCFOA) - Identify 10 ways city leaders can grow and empower employee morale without spending a dime!

3) AFFORDABLE CARE ACT - Federal officials will review the impact of the Affordable Care Act on municipal governments.

4) MAKING BETTER BUSINESS DECISIONS FOR CITIES - Discover tips for improving the business of running a city, including a review of revenues and business enterprises, economic development and many more issues.

10:45 a.m.

CONCURRENT SESSIONS 1) (MGI*) MUNICIPAL GOVERNMENT 102: LEGAL ISSUES - Frequent areas of liability and risk, and the protections afforded municipal officials will be discussed along with other important topics.

2) STRATEGIES FOR MEETING LONG-TERM FACILITY NEEDS - Explore critical steps for developing the information needed to gain community support for and implement facility related projects.

3) (MGI*) PUBLIC WORKS IN EMERGENCY MANAGEMENT - Too often our emergency management efforts focus on public safety, but in most cases it is public works that is called first to control damaged utilities and open access for emergency vehicles.

4) MISSOURI THE BEST TRAILS STATE (MPRA) - This session will discuss economic impact, health benefits, funding opportunities, volunteer initiatives and marketing to make the most of your local trails.

12:00 p.m.

BOX LUNCHEON - Exhibit Hall 1:15 p.m.

CONCURRENT SESSIONS 1) (MGI*) MISSOURI OPEN MEETINGS AND RECORDS LAW - Let the Sunshine in! AG’s office will review the Sunshine Law. 2) HOW TO ESTABLISH A LEGALLY ENFORCEABLE FRAMEWORK FOR GOOD FAITH BARGAINING WITH PUBLIC EMPLOYEES 3) PROFESSIONAL CITY MANAGEMENT (MCMA) - Learn the benefits of professional staffing for municipal government.

4) TAX INCREMENT FINANCING AND THE BATTLE OF THE LAKE Session will review the politics of TIFs. 2:30 p.m.

CONCURRENT SESSIONS 1) (MGI*) OVERVIEW OF PERSONNEL LAW - The 30,000-foot view of federal and state regulations involving personnel issues.

2) MUNICIPAL FINANCE: MOVING FROM VISION TO REALITY WITHOUT JEOPARDIZING YOUR COMMUNITY - Now more than ever, municipal bond issuers need financial advice that is independent, creative, in-depth and valuable to the issuer’s policy decisions. www.mocities.com

3) USING SURVEYS TO ASSESS COMMUNITY PERCEPTIONS AND PRIORITIES: A Guide to What Does and Doesn't Work 4) WHAT’S ON THE HORIZON FOR STREAMLINED SALES TAX/USE TAX /INTERNET SALES (GFOA) 3:30 p.m.

SNACK PARTY 5:30 p.m.

EVENING ON YOUR OWN TUESDAY, SEPTEMBER 17, 2013 8:45 a.m.

GENERAL SESSION “Creative Problem Solving” - Steve Uzzell, National Geographic Photographer BUSINESS MEETING/ADOPTION OF “2013-2014 MISSOURI MUNICIPAL POLICY STATEMENT”/ ELECTION OF OFFICERS 11:00 a.m.

CONCURRENT FLASH SESSIONS 1) LOW COST EMPLOYEE BENEFIT PLANS - This session will look at how cafeteria plans can provide useful and inexpensive benefits to employees.

2) MUNICIPAL INTEREST UNDER ATTACK: THE JEFFERSON CITY POLITICAL LANDSCAPE 3) COMMUNICATING INTERNALLY: HOW IT KEEPS YOUR MUNICIPALITY RUNNING SMOOTHLY 4) WORKERS' COMPENSATION CLAIMS: CONTROLLING COSTS 12:00 p.m.

AWARDS LUNCHEON “The Federal Perspective” - Chris Coleman, Mayor, St. Paul, MN and 2nd Vice President, National League of Cities 2:00 p.m.

CONCURRENT SESSIONS 1) GOVERNMENT IS ETHICS! - Agreeing to live in a democracy is like agreeing to exist in a constant state of moral negotiation. Its messy, but it is all we have, so we have to do every little thing we can to keep it functioning so that every once in a while we get beyond the negotiating and make a decision everyone can live with.

2) SUSTAINABLY MEETING NEW WASTEWATER TREATMENT REQUIREMENTS WITHOUT MULTI-MILLION DOLLAR PLANT UPGRADES - Creative action allows municipal wastewater treatment facilities to meet new permit requirements by operating equipment in ways not envisioned when the facilities were constructed. The savings can be incredible.

2:00 p.m. - 4:30 p.m. MOBILE WORKSHOPS 1) THE NEW SPIRIT OF 76 PROJECT: A JOINT EFFORT TO INSPIRE, CREATE, AND RENEW THE 76 COUNTRY BOULEVARD CORRIDOR Take a ride on a Duck! ($15 REGISTRATION FEE / LIMIT 70 ATTENDEES) 2) SPRINGFIELD GREENE COUNTY PUBLIC SAFETY CENTER ($15 registration fee/limit 90 attendees) 3:30 p.m.

CONCURRENT SESSIONS 1) THE COST OF MORE STRINGENT REGULATIONS: A REVIEW OF RECENT REGULATORY IMPACT REPORTS (MPUA) - The state of Missouri revised the Effluent Rule in 2010 and is on pace to revise it again in 2013. The contentious Water Quality Standards Rule also will be revised in 2013. These new rules have costs implications for municipal utilities.

2) CCFOA SESSION - Topic TBA 6:00 p.m.

HOSPITALITY HOUR 7:00 p.m.

ANNUAL BANQUET - Entertainment: TBA WEDNESDAY, SEPTEMBER 18, 2013 7:30 a.m.

BREAKFAST BUFFET Presentation: TBA 10:00 a.m.

CONFERENCE ADJOURNS MGI* - Denotes Municipal Governance Institute sessions that count towards the Certified Municipal Official Designation.

The Missouri Municipal Review

July 2013 / 11

Tech Talk

DISASTER RECOVERY: A GUIDE TO DATA BACKUP

by Matthew Parris

F

loods, fires, tornados, ice storms a n d o t he r disasters happen all over the world every day. When these events occur close to home, it is common to wonder if we are as protected as we should be, and we begin to discuss what few steps we can take to protect our resources and infrastructure from unforeseen disasters.

Disaster recovery planning is not something many of us want to think about, especially when our todo lists are a mile long and full of things we know are going to happen tomorrow or next week. But it is important to have a plan in place to minimize the effects of a disaster should one occur in your community.

There are many important factors to consider when thinking about your disaster recovery plan. Begin by making a comprehensive list of all of the essential elements your organization needs to have up and running as quickly as possible should a disaster strike. The plan should establish priorities for each and every hazard on your list and detailed contingency plans for each item.

The safety and security of personnel is highest on the list of priorities, and it’s often followed by data retention for your various city departments. Preventative measures, such as having insurance coverage on properties and assets, also are high on the list when it comes to disaster recovery.

While detailed in nature, a lot of the elements in a disaster recovery plan can be decided by simply answering the “what if” questions for your organization. That seems to be an easy and solid approach, until you 12 / July 2013

be well on your way to having a policy drafted or a current policy improved. If you have a current policy in place, this checklist will be a great way to check off items needed to follow your organization’s protocol.

Identify Your Data

come to the data retention and data protection portion of the plan. Then the flood gates open and the q u e s t i o n s become hard. What does it mean to backup your data instead of simply storing a backup of your data? If you backup your data to a thumb drive that you keep in the office, is that really an effective backup?

Whether this is the first time your organization has considered backing up data or you have a backup policy already in place this handy checklist is a great way to begin answering important questions, prioritizing needs and improving your organization’s data security as part of your overall Disaster Recovery plan.

Does Your Organization Currently Have A Policy For Your Data’s Safety And Retention?

If you are unsure or if the answer is no, this exercise is a great opportunity to clarify this with your administration.1 By the end of this checklist, you will The Missouri Municipal Review

Set up a matrix to identify all of the data in your organization and the amount of storage space that data requires.

You will use this matrix to later classify and assign risk to your data. A simple spreadsheet can be very useful.

Once your data is all logged into a spreadsheet, you can filter and sort by classification, risk and storage amount required to determine different scenarios of how to backup your data. Below are some common backup methods organizations use.

Network Backup: A cloud backup solution that provides offsite storage for mission-critical data. Data should be encrypted prior to leaving the site and stored in an encrypted state by use of a provided backup software solution.

Network Storage: A low-cost cloud storage solution that provides offsite storage for data that needs to be offsite, but does not require a high level of security. The storage location is typically secure, but the file protocols that access the data are not as secure. Data can be accessed from any location and uses standard network file protocols for access. No custom software is typically provided or required for this type of storage.

Data Replication: Data replication www.mocities.com

is the process of duplicating data between storage devices. This typically requires two devices either in the same data center for fault tolerance and high availability or separated geographically for disaster recovery.

Email Archiving: A low-cost cloud storage service used for archiving email records. Email is stored in a secure environment and cannot be accessed directly by the account holder. The method of storing data is configured via the email server and is handled automatically.

Colocating Data: Colocation of data is typically done by housing hardware in a third-party facility and replicating the data to the remote hardware. Full control of all data is retained by the organization, and the cost can be much higher as there are fees for the rack and space or possible bandwidth utilized. This is an excellent solution for high-volume data storage and disaster recovery.

Classify Your Data

Every organization classifies its data in different ways. If your organization’s data were to disappear tomorrow, what critical elements would be necessary to maintain business “as close to usual” as possible? What would you need to keep the municipal offices open? If we all had unlimited resources, we could just say, “back it all up.” But since that is not usually the case, let’s begin this exercise by classifying your data into three categories.2 Restricted Data is considered to be highly sensitive business or personal information. Financial information for your town or city, payroll information, Social Security numbers of your employees or utilities customers, and other critical business information would be considered restricted data.

Restricted data is intended for a very specific use and should not be disclosed except to those who have explicit authorization to review such data, even within a workgroup or department. Unauthorized disclosure of this information could have a serious adverse impact on the municipality or individuals. Restricted data may require additional security requirements when selecting an appropriate backup method.

Sensitive Data is data that has personally identifiable elements attached to it. Sensitive data is intended for use within the organization or

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within a specific department or group of individuals with a legitimate need to know. Unauthorized disclosure of this information could adversely impact the municipality or individuals.

Sensitive data may require additional security requirements when selecting an appropriate backup method.

Public Data has been approved for distribution to the public by the data owner or through the organization’s administration. Public data requires no authorization to view and may be considered informational in nature.

While public data could be troubling to lose if a disaster occurred, day-today operations could continue, and no harm would come to your organization legally if it were lost for a time period.

Assign Risk To Data

Not all data is created equal.

It is simple enough to classify your restricted data as critical to backup, but beyond that it might be difficult to distinguish what should be backed up and what can just be replicated or stored. For your sensitive data and public data, it is a good practice to take your information one step further and rate the risk of losing that information or that information becoming corrupt.

To assign risk you will want to look at several factors. Is this data essential to continue business immediately?

How many staff hours will it take to recreate this data? Decide what the risk of losing this data is for your organization’s business continuity and

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“sub-categorize” the data risk as high, medium or low.

Below are some examples of how classifications and risk might look at an organization. Every organization is going to classify its data differently.

• Financial Systems - Restricted Data/High Risk • Payroll Information – Sensitive Data/High Risk • C i t y C l e r k E l e c t i o n D a t a – Restricted Data/High Risk • Emails – Sensitive Data/Medium Risk • Website – Public Data/Medium Risk

Choose A Backup Product

When choosing a backup product, make certain you are comparing apples to apples. Does the product you are looking at offer encryption, support and compression/de-duplication? (Deduplication is the process of removing duplicate data from within a data set to decrease the overall stored size that may help reduce your costs).

Determine The Cost

Now that you have several scenarios in place for your classified data and your data’s risk, you will have an easier time of pricing the backup products you are investigating.

Just make certain you are paying for the same functionality when you are comparing products. What does your organization do with the files that are

July 2013 / 13

not being backed up?

After you have determined what data will be put in a backup service, what should your organization do to maintain and secure the remaining data in your organization?

Finish Defining Your Data Policy

You have come this far, so why not determine what is left to define a data policy for your organization? Below are some other items to consider: • Data retention policy – how long should your municipality keep its information? Is there a law that determines this for your city or town?

• Does your organization fall under any guidelines that would require special documentation, reporting or security?

• Do your utilities offer online bill pay?

• What is your email retention policy?

• Do you have a formal procedure to put policies into place?

14 / July 2013

Disaster recovery planning can be a time-consuming process, so time consuming that we may be tempted to put it on the back burner with “someday” projects. However, if a disaster strikes, your organization is going to be thankful you planned properly. Taking care of the recovery of your critical information needs is just one step in a full disaster recovery plan, but in many cases it can be one of the most critical steps. Take the time to get it done; you will be glad you did. The Missouri Research and Education Network (MOREnet) is a member-driven consortium serving Missouri’s state and local government, K-12 schools, colleges and universities, public libraries, teaching hospitals and clinics and other affiliate organizations.

MOREnet that operates as a separate business unit within the University of Missouri, was originally formed in 1991.Now serving members for more than 20 years, MOREnet has evolved from an Internet service provider to an organization deploying and supporting the technology resources its members need to be successful. MOREnet provides essential services like technical and videoconferencing support, technical training, hosted and managed cloud services, disaster recovery services and network security. We are proud to be considered a trusted partner by our member, and our members have

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honored us with an overall satisfaction rating of 95 percent or more for the last five years running.

For more information visit www.more.net or call Matt Parris, manager of Member Relations at 573-882-8697.

Footnotes:

1 This checklist is a guideline to help your organization get started or improve the data security in case of a disaster or system failure. It does not replace legal advice.

2 Classifications and definitions were in part created in reference to the University of Missouri System, Information Security - Data Classification.

For more information visit http:// infosec.missouri.edu/classification/ dcs.html.

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July 2013 / 15

City Profile

CHESTERFIELD CELEBRATES 25 YEARS!

by Libbey Malberg Tucker

I

n the suburbs of west St. Louis County, is a community rich in Missouri River bottom soil and also rich in history. While many of the local landmarks such as Annie Gunn’s Smokehouse, Rombach’s Farm, the mansion of Missouri’s second Governor, Frederick Bates, located in Faust Park, have been here for decades, Chesterfield celebrated its official 25th birthday on June 1, 2013. Prior to its incorporation in 1988, the area was known by many names—Lake, Hog Hollow, Gumbo, St. Andrew, Bonhomme, and later – River Bend and Chesterfield Village. While it’s not clear how the name Chesterfield came about, some claim it was from a potato, a lord, a breed of pig, a couch or a city in England! The first public use of the name Chesterfield is found in the Missouri Gazette on July 22, 1819, “Pursuant to the previous arrangement, the citizens of Chesterfield, and its vicinity, met on the third day of July, to celebrate the 44th anniversary of the American Independence.”

Prior to Chesterfield’s incorporation on June 1, 1988, there had been several attempts made to create boundaries to the area in west St. Louis County known as Chesterfield, with the first serious attempt in October of 1971 that failed at the hands of voters. The next try was a year later when residents of a large subdivision called River Bend came together for incorporation of approximately 2,000 people encompassing three square miles with the goal of protecting green space and controlling commercial zoning. Another effort was made in the late 1970s when a consultant was hired to outline the borders, but those ventures also did not gain enough support. In 1985, the Coalition to Incorporate Chesterfield was organized and the initiative was put to a vote, but failed by 700 votes.

Organizers continued to work and maintain the momentum gained with previous attempts. With a new name, Citizens for Chesterfield, they redrew 16 / July 2013

the boundaries, finalized revised petitions and an election was set in April 1988.

Prominent citizens who had formerly been in opposition became supporters and important groups such as the Chesterfield Chamber of Commerce (already in existence) and Chesterfield Civic Progress, with additional support from St. Louis County, rallied to help the cause. The vote passed with 75 percent in favor of the incorporation.

Formed as a third-class city with a mayor/council/administrator form of government, Chesterfield was on its way. The population was approximately 28,000, which was divided into four wards. Representatives for the wards and a mayor were appointed by the St. Louis County Council. They were, Mayor Fred Steinbach; Councilmembers Jack Neiner, Barry Flachsbart (remains in this capacity), Jade Bute, Bob Frank, Ward Overall, Audrey Peeler, Richard Hrabko and Charles Fawcett. Their first appointments were Doug Beach as city attorney, Mike Doster as municipal judge, Rick Brunk as prosecuting attorney and June Schroeder as city clerk.

The swearing-in ceremony took place in the “center court” of Chesterfield Mall on June 1, 1988, administered by the Chief Justice of the Missouri Supreme Court, “Chip” Robertson.

The Master of Ceremonies was County Prosecuting Attorney Buzz Westfall.

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Mr. Westfall went on to become the St. Louis County Executive. Afterward, there was a celebratory dinner at the Doubletree Hotel followed by the first City Council meeting during which hundreds of ordinances were adopted. Residents volunteered to read the ordinances at this meeting that lasted for hours. The City’s first employee, Michael Herring, who at the time was serving as city administrator for the city of Ballwin, Missouri, was actually extended a job offer in May 1988, and confirmed as Chesterfield’s city administrator at this first meeting. He still continues in that role today.

The first City Hall was located in an unfinished office building at 922 Roosevelt Parkway, constructed, owned and operated by Sachs Properties. These first employees endured bare concrete floors, construction dust and noise while the space for “City Hall” was being finished across the main entrance lobby. The office furniture was donated by various corporate entities, which had seen better days. City Administrator Mike Herring recalls, “I remember grabbing the handle of a desk drawer and pulling it, only to have it come off in my hand, with everything inside spilling on the concrete floor where there was construction dust everywhere.”

By the end of 1988, Mr. Herring had hired the City’s first department heads and executive staff: Ray Johnson as police chief (remains in this capacity); Brenda Love Collins as assistant administrator/personnel director; Bill Hahn as director of public works/city engineer; Jerry Duepner as director of planning/economic development, and Jan Hawn as director of finance and administration. The City assumed responsibility for public works services from St. Louis County on Oct. 1, 1988, and successfully dealt with its first snowfall on Dec. 7, 1988.

The first official election for the mayor and City Council was held in April 1989. The person receiving www.mocities.com

the most votes in each of the City’s four wards was awarded a two-year term and the second place person was awarded a one-year term. Fred Steinbach was the first elected mayor.

Following a one-year contract with St. Louis County for police services, the Chesterfield Police Department “took to the streets” on June 1, 1989, under the leadership of Chief Johnson. A facility was leased in the Chesterfield Valley and 10 police cars made up the first fleet.

Throughout 2013, with the assistance of numerous community partners, the city of Chesterfield is providing residents with a year of celebratory events. The commemorative logo is visible all over town, and special discounts are available for our parks programs and concessions areas. The City hosted a special community celebration called City Fest on June 1 at the Chesterfield Amphitheater and Central Park that featured family activities, entertainment featuring Sunny Sweeney and Diamond Rio, and a spectacular fireworks show to end the day. In late-August, the City will host its first “Forks and Corks” event – a food and beverage celebration featuring the tastes of Chesterfield and Missouri.

In the fall, Chesterfield Arts will unveil a commemorative sculpture project designed and fabricated by a local college student through a competitive process. It will be permanently located along the trail in Central Park, overlooking the lake.

Great Flood Of 1993

While Chesterfield is proud to be celebrating its 25th year as a city, another significant date to be remembered and revered in Chesterfield this year is the 20th anniversary of the Great Flood of 1993. City Administrator Mike Herring recalls standing on the levee on July 30 when it broke at approximately 10:30 p.m. Public work’s staff and community volunteers had been working to shore up the levee for weeks when the Missouri River just became too powerful to be contained any longer. “We had been working so hard and for so long to try to secure the levee. It seemed to be happening in slow motion and was such a surreal feeling as we left for our own safety, with the water slowly rolling in to cover the Valley behind us.”

For several days, the Chamber of Commerce and the City had been working diligently to notify business

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owners and the few residents in the area that they needed to evacuate. Most took heed and worked to move equipment and documents to higher ground, but the 10-15 feet of water generally meant total devastation and starting over. The police department, located in the Valley at that time, had water up to the awnings of the building.

According to the City’s Director of Public Services, Mike Geisel, it was the City’s efforts in the flood recovery that created an expectation and new course for the City’s future.

“First, it brought the community together around a common purpose, and established an awareness of the importance of Chesterfield Valley to the region,” Geisel stated. “Secondly, the recovery itself, a result of many partners, created a sense of capability for our fledgling new City. After only five years, the City was able to participate in one of the most robust response and recoveries to any natural disaster. There was never a time of hesitation or doubt; it was always just managing whatever came our way!”

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It is said that the Flood of 1993 was a pivotal point in the economic development of t he C i t y a s w el l .

Chesterfield utilized tax increment financing (TIF) for the construction of infrastructure improvements during its recovery. The Chesterfield Valley is the textbook case study for the purpose of the financing tool.

“Clearly, there was no doubt that the Valley was blighted," said July 2013 / 17

Geisel. "But for the City’s TIF initiative, which was for the sole purpose of providing levee and infrastructure improvements, the area simply would not have recovered. Not one cent was spent on site-improvement costs, with all of those expenses being covered by private investment. The Rockwood School District, Monarch Fire Protection District, and other taxing agencies have all benefitted greatly from the creation of the TIF, which was completely paid off Dec. 2007, 10 years ahead of schedule."

While it was the most challenging time for the City, the community is now one of the largest economic generators in the state, having the longest strip center in the country, two outlet malls opening in August, and Fortune 500 companies alongside hundreds of small businesses.

“Looking back on all that we have accomplished these past 25 years, I cannot adequately express how proud I am to have been given the unique opportunity of serving as Chesterfield’s city administrator," said Herring. "What

is equally impressive is the fact that, in many ways, our future is even brighter than it was in 1988. Our potential is endless!”

Libbey Malberg Tucker, CEcD is the director of community services and economic development for the city of Chesterfield.

LEADERSHIP BY DOING! Chesterfield’s Recovery From The Flood Of 1993

by James E. Mello

T

he single most memorable event to occur in the city of Chesterfield’s 25-year history was by far the Flood of ’93. What makes this event unforgettable was the near-total destruction wrought upon Chesterfield Valley by the Missouri River after breeched the levee. However, as a student of municipal government for more than 40 years, it was the professional, comprehensive and effective manner in which the city government responded to this tragedy that resonates strongly with me. All one has to do is visit Chesterfield Valley today, exactly 20 years after the flood, to appreciate the magnitude and sustainability of the recovery as managed by the City.

This effort involved many partnerships too numerous to detail in this short article. Federal, state, county, Monarch-Chesterfield Levee District officials, business groups, and residents all provided critical support to the City’s elected and professional officials. However, the cornerstone of the City’s success was its decision to adopt and implement tax increment financing (TIF) for the entire Chesterfield Valley.

Prior to the Flood of ’93, Chesterfield Valley was home to 240 companies employing 4,400 employees.

The 4,700-acre levee-protected area was 40 percent developed with 3.1 million square feet of industrial, service and retail activity. The Spirit of St. Louis Airport and I-64, located in the 18 / July 2013

Valley, provided critical regional transportation links for all of St. Louis County. At that time, it is estimated that the regional economic impact of business activity in the Valley exceeded $1 billion annually.

T h e f l o o d swamped the Valley with 10-15 feet of water, completely destroying 80 companies with a loss of 1,500 employees. The immediate economic impact was estimated to be $570 million, enhanced by the loss of I-64 and access to the Daniel Boone Bridge over the Missouri River and the Spirit of St. Louis Airport for several months. The assessed valuation of the Valley suffered a 26 percent single-year decrease in property value, dropping from $25 million to $18.5 million.

City officials recognized the need for immediate action, but not just the traditional short-term recovery efforts of cleanup and restoration of essential community services. Instead, it sought the development of a comprehensive plan to restore business and investor confidence in the viability of the Valley, thus encouraging its complete revival.

A bold commitment for improvements to the levee system and related public infrastructure needed to be at the center of this strategy.

The city of Chesterfield’s use of The Missouri Municipal Review

TIF was somewhat unique. Recognizing that the levee improvements and other critical infrastructure needed to be done on an area-wide basis, the TIF plan was initiated by the City to be comprehensive and provide for the recovery of the entire Valley versus the more common approach of having developers propose individual TIF projects involving only property that they controlled.

The City determined that the TIF would be used only for public infrastructure and not reimbursement of private redevelopment costs incurred by developers. The City was confident that, given its geographic location and other favorable demographics, private investment would not need to be incentivized directly by TIF dollars. Instead, businesses had to have confidence in www.mocities.com

the City’s ability to timely deliver, in partnership with the MonarchChesterfield Levee District, a 500year levee and other essential public improvements. Essentially, the City acted as the master developer entering into redevelopment agreements with a few private development partners to establish priorities on the timing of certain levee improvements and causing certain public improvements to be constructed in conjunction with larger private developments.

However, the vast majority of the infrastructure improvements were undertaken directly by the City.

The TIF plan called for and has delivered $72.5M in public infrastructure improvements for the local share of the 500-year levee, I-64 Boone’s Crossing interchange, construction of Edison Avenue, interior drainage projects, water and sanitary sewer extensions. These improvements made by businesses of all types have been financed by an increase in local tax revenues resulting from private reinvestment in the Valley in response to the City’s TIF plan.

The TIF has succeeded beyond all expectations. TIF bonds issued to finance public improvements were retired at the end of 2007, 10 years ahead of schedule. Since the flood, the Valley has seen more than a 10-fold increase in assessed valuation ($197 million), a 10-fold increase in employment (40,000), a more-than-doubling of commercial square feet (6.4M), and a creation of four times the number of businesses (860). Additionally, nearly 200 new businesses are on the way with the construction of two outlet malls scheduled to open this August.

While the citizens of Chesterfield have benefited by additional municipal revenue being created and available for local services once the Valley TIF was closed out, the TIF benefits are area-wide. For example, the Monarch-Chesterfield Levee District in partnership with the City, and financed by the TIF has brought 90 percent of the levee to the 500-year protection level with current plans to complete the improvements with the installation of flood gates at Baxter and Long Roads by the Army Corps of Engineers. Also, other local jurisdictions have benefited from dramatic increases in annual property tax revenues - Rockwood School District received $6.6 million, St. Louis County received $3.3 million, and the Monarch Fire Protection District www.mocities.com

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Aerial view of Chesterfield Valley

received $1.5 million.

With its flood recovery, Chesterfield has conclusively demonstrated that TIF is an important self-help tool for local governments in addressing economic needs of the community. Without the flexibility and local controls provided in the TIF Act, Chesterfield would have not recovered as successfully as it did, and its recovery would have required a higher direct tax burden on its residents and businesses to finance. Given the City’s leadership in “DOING” in response to the Flood of ’93, I am confident that the city of Chesterfield will continue to promote sustainable, responsible economic The Missouri Municipal Review

development for the long-term benefit of its citizens and the metro area over the next 25 years. James Mello is a partner at Armstrong Teasdale LLP specializing in municipal, development and public finance law. He has served as special counsel to the city of Chesterfield on economic development issues for over 22 years. Prior to becoming an attorney, he served as chief administrative officer in the cities of Ferguson and Perryville, Missouri and Walpole, MA.

July 2013 / 19

SMALL TOWNS COOPERATION Board: MAKING THE IMPOSSIBLE WORK

by Lucille Lusk

In rural Missouri, the term “small town” is used expansively. It can mean anything from a tiny incorporated village with a population of 57 to a city of 2,000 or more. This is a story of small-town ingenuity and personal generosity in some of the smallest towns with equally small budgets, where grit and determination have brought together four villages and a fourth-class city to find a way to make those budgets stretch to strengthen the towns.

W

e began in a place that many villages and small cities will instantly recognize.

Some property owners, often out-oftowners, used our towns as veritable dumpsites. They let trash and debris gather on their property and some hauled in junk and dumped it. Brokendown cars lined many streets, and created automobile graveyards on some properties.

It is not an exaggeration to say that in some cases, dogs roamed the streets, making people afraid to walk alone. Some dogs were strays and others were owned but ran free, without rabies protection, forming dangerous packs.

Village boards and city councils wrote letters asking people to control their dogs and clean up their property, but it comes as no surprise to any city official that the small percentage of people who cause the most trouble are those who would not comply with any request that could not be enforced.

With budgets too small to fund a police force or even a single officer, or to pay for a city attorney or a prosecuting attorney, these towns had no enforcement capability for these problems. There was no one to pick up dogs, even when we could find access to a pound or animal shelter.

Without a prosecuting attorney, we could not get into municipal court even though the associate circuit judge was willing to hear the cases at no extra cost. Indeed, without the 20 / July 2013

professional expertise to write and update ordinances, even when some town reached the court, their ordinances were often obsolete and unenforceable.

What Can We Do?

Against this background in the far reaches of northwest Missouri, some boards and clerks in Daviess County began asking the question: What can we do, and who will help? This question, asked seriously, led to a chain of events that is working for the villages of Altamont, Jameson, Lock Springs, and Winston, and the city of Coffey.

Here’s how.

Step 1: Take Stock. Taking stock of our assets, we recognized how rare and valuable our small town board members are. Most do what they do for the love of their towns and its citizens, not for any reward. They receive little or no pay, and some put in hours and hours of work keeping up parks, maintaining town halls and city streets, and filling other needs. We recognized unsung value in the clerks, who usually work long hours for little pay. The Missouri Municipal League provides excellent resources, and a generous sharing from clerks throughout the state by the clerks’ organization list serv is a tremendous asset.

Step 2: Enlist Aid. We discovered the miracle of asking! If you ask, sometimes good people answer “yes.”

A most valuable find was a communityminded attorney willing to help pro bono during the planning stages, with ordinance development, and The Missouri Municipal Review

serve as prosecuting attorney at a small fraction of the going rate, when an organization was fully formed.

One clerk, experienced in policy and ordinances, was willing to assist as the policy consultant in ordinance development with each town that joined the effort, at no charge. As the effort progressed, others agreed to help as well.

Step 3: Invite Participation. A few of us set up a meeting and invited representatives from all the Daviess County small town boards and clerks, as well as interested county officers and others. This meeting was well-attended, and the dilemmas that the small towns faced were presented along with thoughts of ways to proceed. Some were skeptical, but many were interested and anxious to move forward, and a decision was made to form an exploratory committee.

Step 4: Create An Exploratory Committee. A resolution was offered to each of the small-town boards to join an exploratory committee. The resolution acknowledged the many concerns such towns have in common, and authorized the committee “to explore cooperation among towns and villages on matters that may include methods of ordinance enforcement and animal control, the development of model ordinances, and sharing resources such as legal advisors or a municipal court system to serve the small towns and villages of Daviess County.” Each town that joined named a delegate to the committee, and attendance was open to all. Of course, no www.mocities.com

The Small Town Cooperation Board at work cleaning up in the village of Winston.

action could be binding upon any town until a permanent organization was formed and an individual town decided whether to become a party to that agreement. Out of six Daviess County communities with populations under 500, three villages and two fourth-class cities passed the resolution. During the exploratory phase, we learned! From obstacles we met, we learned. Even from mistakes, we learned.

Step 5: Identify First Needs.

The first task was to identify the small towns’ most pressing needs. At an affordable cost, every town needed a thorough ordinance review, a plan to enforce these ordinances first by request. Finally, for those few who would not resolve the violations any other way, access to municipal court.

With these needs in mind, goals and a plan were set forth and more help was sought and found.

Step 6. Establish A Small Towns Cooperation Board (STCB). With a plan and resources ready, a proposal was presented to each town in the form of an ordinance. In some it was welcomed.

Two villages joined immediately, and a fourth-class city a few months later.

Some town boards were skeptical, believing it was impossible to get what was offered at such a tiny price. One of these joined later. Another came along, after a petition-mandated state audit identified many violations of law and procedure that could not be fixed without a thorough revamping of their ordinances.

STCB voting membership consists of one delegate per member town, with membership on an annual agreement.

Non-voting advisory members include the attorney and a local ordinance enforcement officer. STCB members and advisors receive no compensation for

We can solve every problem on this list.

Canoe?

their board work and no reimbursement for mileage. The membership fee for a town is $25 per 100 population, per month that is the total cost for all STCB services. One-half of that income goes to pay our prosecuting attorney for handling all regular cases for each town in municipal court. The other half pays the court clerk and necessary expenses such as paper, postage and post office box rental. The individual town’s ordinance review and development carries no charge, even though similar services from a policy consultant and an attorney would otherwise cost each town several thousand dollars.

Assistance with forms, paperwork, orientation, training and other needs are offered at no charge.

Step 7. Produce The Promised Value. Small towns have struggled for years with ordinances borrowed from larger cities that don’t work

As water and wastewater problems grow, more and more of our local communities are realizing that they may be up that famous creek: capital improvement projects technical challenges shortages of licensed personnel government regulations revenue shortfalls.

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When you’re up the proverbial creek, call (573) 874-8080 or visit www.alliancewater.com

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July 2013 / 21

well for them. Most of those have become so obsolete that they no longer meet legal requirements. The STCB, pooling knowledge and resources, began developing model ordinances designed for very small towns, covering the spectrum from board duties to financial management to all kinds of nuisances. Each town begins with basic infrastructure ordinances, and the STCB policy consultant works with the town board and clerk to individualize the model ordinances to meet each community’s needs.

Appropriate infrastructure ordinances guide town boards to properly manage board duties, budgets, utilities, billing, as well as maintenance of streets and parks. Nuisance ordinances provide a more orderly and safer community.

Conferring with the county sheriff, a decision was made to defer enforcement of criminal offenses to the sheriff’s department and state troopers (a condition that already de facto existed, since the towns have no law enforcement officers of their own). With that acknowledged, the ordinances are written to empower the small towns to handle the enforcement duties only they can fulfill, such as: rooting out stray dogs, safety hazards, junk vehicles, trash piles and the like. For this type of violation, small towns can utilize a designated ordinance enforcement officer according to the needs of each town, usually part time, 10-30 hours per month.

Every city clerk knows that no town can function without forms!

The STCB develops model forms to match the ordinances, such as: payment plans, employee contracts, and enforcement forms such as a request letter, abatement order, notice of violation, and application for an administrative warrant.

When an STCB member town begins any new process, such as payment plans or ordinance enforcement, the STCB provides support and help to prepare the needed paperwork.

After all chances to comply with correcting a violation have been exhausted and a notice of violation is necessary, the STCB prosecuting attorney takes the towns’ cases to municipal court.

Lessons Learned

Patience. There is no overnight solution. Finding the right people to participate and working out the best proposal to submit to town boards takes

22 / July 2013

time. A complete ordinance review for any town is likely to take at least a year, and is often better accomplished over two years.

Expect skepticism. In the beginning, there will be skepticism.

That’s okay. If you listen carefully, you will learn a great deal from the skeptics that will help you avoid many pitfalls.

Don’t expect every town to join.

They won’t, at least not at first. That’s okay, too. Those who are committed to improving their communities and want what you have to offer will be the best match anyway. Others may come along when they see your success.

Listen. When developing ordinances, invite community involvement early. Tell everybody.

Send out newsletters. Post meetings early. People are far more receptive to changes if they have the opportunity (whether or not they take it) to have input from the beginning.

Expect controversy. When developing ordinances, you’ll see that infrastructure ordinances such as financial management and board operations are often received well by almost everyone, while ordinances that affect property, dogs and nuisances bring out wildly different opinions.

Sometimes elections are won or lost based on the candidate’s position on those issues. That’s hard, but the process of working out the differences will help develop the best ordinances for each community.

Patience (again). First, work with your community to encourage cooperation in clearing up ordinance violations. Give them enough time to get it done before moving to the next step. Be aware that when required, taking a recalcitrant violator all the way through the process takes months, but if you begin, you can also get to an end!

If you never start, you never get where you wanted to go.

Follow Through. Sadly, some p eop le in y our communit y won’t believe you mean it until you do it.

Your first request letters may be largely ignored. When you follow through with a properly worded abatement order with pictorial evidence, most will likely comply. But a few simply will not. You may hear the refrain they’ve grown accustomed to over the years of no enforcement, “There’s nothing you can do.” For them, a notice of violation must follow, leading to a judgment in court.

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It's Worth It!

It’s exciting to observe that a great many indivduals, seeing a genuine effort by their city and the improvements it brings, will often work to make their communities better, too.

Once the process gets moving, and without the need for abatement orders, we’ve seen numerous old and battered mobile homes and junk cars removed by their owners, dogs at last behind fences, and more. At this point, it is rarely necessary to go all the way to court. That’s when you know the work and the wait was worth it.

Lucille Lusk is chair of the Small Towns Cooperation Board and has been clerk for the Village of Winston seven years. Previously from Las Vegas, Nevada, she served eight years on the Clark County School Board, variously as clerk, legislative chair, board president, and policy committee chair. She served as legislative chair and as president of the Nevada Association of School Boards where she twice received the Award for Distinguished Personal Service, and the Nevada Superintendents’ Association awarded her their Award for Time Spent on Behalf of Public Education for her legislative work. She proposed and developed an extensive New Board Member Orientation Program and was published on that subject in the "American School Board Journal".

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DISTINGUISHED BUDGET PRESENTATION AWARDS PROGRAM

by Joan Jadali

H

ave you ever considered transforming your budget document to promote better transparency to citizens and stakeholders? Do you need some valuable resources on best practices on budgeting and some practical guidance on the implementation of these professional recommendations?

If you answered “yes” to the above two questions, the Distinguished Budget Presentation Awards Program (Budget Awards Program) from the Government Finance Officers Association (GFOA) is a program where you should participate.

The Budget Awards Program was established in 1984 by the GFOA to encourage and assist state and local governments to prepare budget documents of the very highest quality.

Further, some credit agencies view this award as a positive factor in decision-

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making as they determine a credit rating/score for a particular entity. The program is open to submissions to any type of government at either the state or local level that makes available to the general public an operating budget document in either electronic or hard copy format. There are currently 1,328 participants in this program throughout the United States and Canada, with 32 of them from the great state of Missouri.

Four main categories comprise the Budget Awards Program: • The budget as a policy document • The budget as a financial plan • The budget as an operations guide • The budget as a communication device

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The budget as a policy document should include strategic goals and strategies, short-term organizationwide factors influencing decisions, and financial policies such as cash management and investment policies. It should also include a discussion on the organization’s budget process, including a budget calendar and a description of the process used to develop, review, adopt and amend the budget. The budget as a policy document should highlight the principal issues facing the governing body in developing the budget, including: policy issues, economic factors, regulatory and legislative challenges. A discussion of the long-term financial policies used during the budget process is a necessary component of this criterion.

The budget as a financial plan includes a number of financial schedules such as an overview of

July 2013 / 23

Missouri Budget Presentation Awards Program Participants Bi-State Development City of Clayton

City of Blue Springs City of Columbia

Boone County City of Creve Coeur

City of Ellisville City of Independence

City of Ferguson City of Kirksville

City of Gladstone City of Lee’s Summit

City City City City

City of O’Fallon Springfield R-XII S. D. St. Louis County City of Washington

City of Raymore St. Charles County St. Louis Metro Sewer Dist.

City of Webster Groves

of of of of

Maryland Heights Springfield St. Louis University City

revenues and other financial sources and expenditures, and other financial uses of all appropriated funds. A discussion of revenues is needed as well as information on fund balance, debt and long-range financial plans.

The document should include and describe all funds that are subject to appropriation. This section also includes budgeted capital expenditures as well as a discussion of significant non-routine capital expenditures along with dollar amounts.

The budget as an operations guide is needed to present how the government is organized. The document should describe activities, services or functions carried out by organizational units. An organizational chart helps demonstrate the configuration of the government and the reporting relationships/ layers, while the department/fund relationship illustrates the relationship between functional units, major funds and non-major funds in the aggregate.

Integrating performance measures within the document will provide objective measures of progress toward accomplishing the government’s mission as well as goals and objectives for specific units and programs.

The budget as a communication device illustrates the components of an organization with necessary communication components. The document should provide summary information including an overview of significant budgetary issues, trends

and resource choices. It should include a budget overview that provides a review of significant budgetary items and trends. In this section, a statistical/ supplementary section of information is included such as information from the census of the city or state on the population and composition thereof.

This data helps one analyze the tax base compared to the population base, and to identify if it is a place to live in and/or invest. As a communications device, the budget can be utilized as a marketing tool to showcase the positive aspects of the entity and to highlight the financial stability, projected growth, capital expansion, improvements and maintenance of the entity. The amenities and services offered in the community and surrounding area that would attract residents, labor and businesses to come and be a part of the community should also be featured.

Finally, this section is reviewed for how readable the document is, how well charts and graphs are used to illustrate various data pieces that enhance communication with the citizenry, and how the document rates

City of Chesterfield Duckett Creek Sanitary Dist.

City of Grandview Little Blue Valley Sewer Dist.

City of Raytown City of St. John City of Union City of Wildwood

in understandability and usability.

Documents submitted to the Budget Awards Program are reviewed by selected members of the GFOA professional staff and by outside reviewers with experience in publicsector budgeting. Currently, 10 of the budget reviewers are volunteers from governmental organizations within the state of Missouri. Some of these reviewers noted in Figure 1 are available to assist with getting your budget off the ground if you have never submitted one before.

For more information, you can visit the GFOA website at www.gfoa. org and click on the Awards Program link, or click on the e-store link for some helpful books on the topic or contact the author at jadalij@webstergroves.org. .

Joan Jadali is the director of finance and administration for the city of Webster Groves.

She is the past president of the GFOA of Missouri and is a current member of the GFOA Committee on Governmental Budgeting and Fiscal Policy.

Special thanks to City Manager Steve Wylie for his untiring support and encouragement.

Christine Cates, City of Blue Springs

Leon Fisher, St. Louis Public Schools

Cynthia Freeman, City of Platte City

Joan Jadali, City of Webster Groves

Rebecca Kovach, City of O’Fallon

Paul Kreidler, St. Louis County

Bob Kuntz, City of Ballwin

Cathy Malawy, City of Maryland Heights

Tom Short, City of Carthage

Lori Turner, City of Blue Springs

Figure 1.

Will You Be Tweeting At MML's Annual Conference?

Share the valuable information you will gather at MML's Annual Conference.

Follow @MoCities for conference updates and be sure to share messages with your followers.

To follow all of the conference conversations, use the hashtag

24 / July 2013

#MoCitiesMatter The Missouri Municipal Review

with your tweets!

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D

GET THE MOST FROM YOUR CONFERENCE ATTENDANCE When You Get Home

o you stay home from conferences and conventions that might be helpful to you as a public official because you are worried about criticism from constituents? If the answer is “yes,” you may find these tips for successful conference attendance useful.

While You Are At The Conference

• Take time to carefully review the entire program. Read it thoroughly. MML Annual Conference 2012 Make notes and map out your time. enough time to cover the entire Allow time for informal discussions. exhibit hall.

Some of the best thoughts and ideas • Keep a daily log or diary of what come from such dialogue. you did each day. You’ll be surprised • Determine which workshops you how much you’ve covered. This will will attend. Which will have the be a handy reference to substantiate most benefit to your community? If your “positive” participation in the there is more than one person in your conference.

Of course, allow some delegation, get together and try to time for rest and relaxation.

Learning get the widest possible exposure to and leisure are compatible. the available programs and seminars.

• Be prepared to take notes or tape • Make one person (if more than one delegate is attending) responsible various speakers. for summarizing notes, speeches, • Visit the exhibits and gather literature literature and other items before you on significant products and services. leave the conference.

Ask questions, take notes and allow

Water Wastewater Stormwater Highways Streets Bridges Structural Health Care Mechanical Electrical Engineering Design Solutions Plumbing Since 1933 Fire Protection GIS/Mapping Construction Engineering www.mocities.com

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• After you return home, the various findings should be typed and summarized in a succinct written report. Copies of the report should be reproduced for government personnel, other governing body members and key audiences in the community.

Certainly, editors and news directors of the local media should get copies. Have copies of the report available for the public at the next meeting of the city council. Be prepared to respond to the news media on what the delegates learned that relates directly to local problems.

• Communicate what you learn at meetings regardless of where they are held. Current trends, opinions, facts and quotes are newsworthy. Special attention to your local problems – and what you learned about them – is very significant to the news media and various community groups. So, do your homework.

• Don’t apologize for the costs of the trip if you are asked. But, be ready to answer these questions: What did this trip cost for your delegation compared to the total budget? What is the cost of this inservice training for you as compared to the governmental unit’s in-service training as a total? Check the dollars and the percentages. You’ll find it relatively small. Don’t be defensive; just lay out the facts. What you learn at such meetings may easily save your municipality thousands of dollars. But more importantly, you’re trying to do a better job for your community by learning. And that’s what it’s all about.

• R e m e m b e r , c o n f e r e n c e s a n d conventions are necessary for local government members. Such state and national conferences are the only places you can get the background and understanding needed to deal with current problems. The future of municipal government depends on informed public officials. Your participation needs no apologies.

July 2013 / 25

frequently asked questions -The Municipal Governance Institute Each day your Missouri Municipal League (MML) staff answers dozens of questions on municipal issues. This column discusses some of the most common questions the League’s staff receives. This issue’s column is devoted to MML’s new program, the Municipal Governance Institute.

What Is The Municipal Governance Institute?

The Municipal Governance Institute (MGI) is a new program MML has created to provide a roadmap for municipal officials to use to quickly gain the skill sets they need to be effective local leaders. Participants must complete 12 hours of study in core areas and four hours of elective training.

Individuals who complete the program will be designated as “Certified Municipal Officials” by the Missouri Municipal League.

Where Are The Trainings Held?

The program utilizes existing MML training such as conferences and online training, as well as specially

26 / July 2013

crafted workshops. Conference sessions that provide credit towards the program will be designated as such on promotional material, as well as in conference materials.

What Are The Training Requirements Needed To Achieve The Certified Municipal Official Designation?

Participants will need to complete training in 12 core areas. The core requirements include topics such as the Sunshine Law, budgets and ethics – subjects where all Missouri municipal officials must be well versed. Participants also must complete four hours of elective training; these electives allow officials to concentrate their training on areas important to them. A complete list of the training requirements is available on the League’s website.

How Will Participants Track Their Progress Toward Certification?

MML’s website includes a certifi-

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cation module enabling participants to track their individual progress towards completion of the program. As participants gain credits in particular areas, and those credits will be listed on each member’s private certification page. To access one’s personal certification page, members will need to login to their MML member profile and then click “Manage Profile” in the green box in the upper right corner. From the “Manage Profile” view, members should click on “Certifications.”

I’ve Already Attended Many MML Conferences. Can I Receive Credit For Those Conferences?

In recognition of the significant commitment so many veteran Missouri officials have made to keeping up with the constantly changing world of municipal government by attending MML conferences and workshops, the League’s board of directors have authorized a grandfathering policy that, for a limited time, will enable these officials to receive the designation. Eligibility

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for the grandfathering is limited to those officials who have attended five of the last seven Missouri Municipal League Conferences. Individuals who attended the 2013 MML Elected Officials Training Conference can receive credits for those sessions that counted toward the program. To take advantage of either of these options, officials need to check off these options when completing the online enrollment form.

How Do I Enroll?

Enrollment is simple. Just complete the registration form on the League’s website. There is a $150 enrollment fee.

Does The Municipal Governance Institute Provide Credit For NonMML Programs Or Seminars?

The program is intended to utilize existing MML training programs. Over

time, other programs may be recognized as counting towards the certification program. The League does reserve the right to accept or reject any nonMML training for credit in the program.

Currently, the only non-MML training approved for credit in the program are some of the seminars conducted by St. Louis County Municipal League’s Training Academy and the NIMS certification granted through FEMA.

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July 2013 / 27

Local Government Week 2013 Missouri celebrated Local Government Week April 28 - May 4, 2013. It was a wonderful opportunity for communities to show case the vital services they provide each day for citizens. It was also a great chance to recognize the hard-working employees in each city! From appreciation barbecues to mock city council meetings for youth, municipalities took time to strengthen their community and celebrate how local government benefits Missouri.

In addition to an appreciation picnic and an annual law enforcement day, the city of Higginsville city departments were highlighted in city hall each day of the week.

The City also held an essay contest for children in kindergarten through fifth grade.

The winner (above) was proclaimed by Mayor Bill Kolas as "Mayor of the Day."

This year, new partners joined MML, The Missouri School Boards Association and the Missouri Association of Counties in the celebration. Additional sponsors included the Missouri Association of Councils of Government, The St. Louis County Municipal League and the Mid-America Regional Council.

The six organizations worked together to produce a toolkit for communities to use in preparation for the week. The toolkit included a 30-second television public service announcement sent to Missouri cable stations and members, as well as sample social media posts, op-eds, video clips from local government officials, radio PSAs and sample proclamations.

Visit the toolkit on www.mocities.com to begin brainstorming how you can celebrate in your community in 2014!

Watch the video public service announcement celebrating local government along with video clips of local officials across Missouri at www.mocities.com/?page=LGW.

The city of Raymore put together a video highlighting the departments and services of the City and how local government benefits the citizens of Raymore. View the video in the media center on the City's website at www.raymore.com.

28 / July 2013

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www.mocities.com

The city of Cape Girardeau hosted Youth in Government Day, where students had the opportunity to learn about local government service.

The city of Bowling Green displayed a posterboard in the lobby of city hall, along with contacting local newspapers with a press release.

The city of Rolla's city council recognized the importance of local government with a proclamation. The proclamation was displayed at the public library.

City of Neosho Battalion Fire Chief Brad Morris interacts with young citizens during the City of Neosho Open House held in celebration of Local Government Week.

City of Windsor fourth graders held a mock election in city hall.

Local officials shared duties with the students and provided a topic for discussion and vote.

The city of O'Fallon hosted a public works fair, where specialized trucks were on display along with games and activities for all ages.

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July 2013 / 29

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On-Hold Communications In The Digital Age

T

by Jay Shipman

here is no doubt the Internet has already changed the way we live our lives. The way we communicate, research, manage government and conduct business is now inextricably tied to cyberspace.

However, despite the Internet’s exponentially increasing influence in our lives, telephone communication is still a strong mode of correspondence in both the public and private sectors, and verbal correspondence is still a fundamental, reliable and preferred method of communication in our dayto-day lives. The Internet has also been a major influence in driving phone traffic for both businesses and government entities, and both technologies now work hand-in-hand to deliver the best possible communication experience for constituents.

The bottom line: how a government entity, large or small, treats its callers is crucial to its success in delivering important information and extending professional courtesy to the public.

Hold;” however it may also be used in reference to “Messaging On-Hold,” which combines background music and information. Information on-hold has been used successfully for decades by government entities and businesses to communicate information to callers in the event they are placed on-hold.

What your callers hear while on hold definitely makes a difference. The North American Telecommunications Association found that callers hang up the fastest when they hear silence while on hold. With music-only, a caller will stay on hold 30 seconds longer, on average. When hearing music and information, a caller is likely to stay on hold for up to 3 minutes longer. And, according to a U.S. West study, entities that utilized information on-hold saw a 40 percent increase in caller retention.

In the business world, this translates to increased sales, but for government entities, it translates to more satisfied and better informed constituents.

What Is MOH?

On-hold information delivery systems have evolved greatly over the past 10 years. In the past, a municipality would have to use a cassette tape as its primary means of on-hold information delivery, played through a digital announcer (DA) into the city’s telephone system. To create the on-hold production, a city administrator would write a script of custom messages and fax or e-mail those messages to a professional audio production company.

The audio company would then voice the messages using professional voice talents, dub the on-hold production to a cassette tape, and ship the tape to the municipality, who would then play back the tape using the DA. Technology has changed the professional telephone system and MOH landscape entirely.

The need for a successful onhold strategy is important for local governments. In the fast-paced world we live in, USA Today found that executives spend 15 minutes a day (or 68 hours a year) on hold, and Woman’s World Magazine found that the average person will spend 1.2 years on hold in their lifetime. For your city, this time translates into a valuable opportunity to inform callers about upcoming municipal projects, awareness campaigns, budgetary outlooks, and legislative updates.

Also, callers are more satisfied when they hear pertinent information while waiting to speak with someone.

MOH is a universal industry acronym that refers to “Music On-

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How Does Your Municipality Deliver On-Hold Information?

The Missouri Municipal Review

Traditional professional telephone systems are still widely used, but Voice over Internet Protocol (VoIP), as well as other cloud-based and network phone solutions, are now gaining ground as public- and private-sector entities move from landlines to the Web for voice communications. MOH has evolved as well; the cassette is obsolete, and many companies, departments and agencies have abandoned their analog delivery methods in favor of digital options.

Scripts can now be uploaded, voiced and mixed with the click of a mouse, downloaded in an MP3 or WAVE file format, and uploaded to the entity’s phone system using a fax line, flash drive, network- or Internet-based DA.

What Do Your Callers Hear?

A successful on-hold information st rat eg y can g reat ly ben ef i t your municipality, its departments and agencies, and its citizens. The Internet is now at the forefront of the informationsharing frontier; however, connecting verbally with one’s constituents, colleagues and customers remains at the heart of professional communications.

Make sure that you successfully manage those communications and take full advantage of the wait time on your municipality’s phones. How you manage that time is a direct extension of your city’s professional courtesy, and it remains an essential component to informing callers and adding value to the communications and services your city provides.

Jay Shipman is the director of operations for TMS Audio Productions, Inc., an on-hold music, messaging and marketing company based out of Jefferson City, Mo. TMS specializes in professional audio productions, providing full on-hold messaging services and delivery systems, including a Web-based on-hold system, Hold Power 24®. Visit www.tmsaudio.com, or call toll-free at 800-769-4203.

July 2013 / 33

Member Accomplishments

Calendar of Events July 18

23-25 August 25 -28

John "Rocky" Reitmeyer

MML Board Member Named President of St. Charles County Municipal League John “Rocky” Reitmeyer, St. Peters alderman, was recently elected president of the St. Charles County Municipal League, for a one-year term. He has served with the St. Charles County Municipal League since 2002 and previously held the offices of treasurer and vice president. Reitmeyer is a board member of the Missouri Municipal League.

Congratulations Rocky!

Springfield Is Ranked As A Top City For Job Growth The NewGeography website released its annual rankings of the best U.S. cities for job growth. The site uses monthly employment data compiled by the Bureau of Labor Statistics to decipher the robustness of a city’s growth both recently and over time. This year, Springfield rose 20 spots in the rankings to land at No. 13 in the medium-sized cities category that included data from 91 cities nationwide.

MML West Gate Meeting, Civic Leadership Awards Banquet, Grandview, Mo. Missouri's Downtown Revitalization Conference, Kansas City, Mo. American Public Works Association 2013 Congress, Chicago, Ill.

September 5-6 2013 Governor's Conference on Economic Development,

Kansas City, Mo. 15

15-18 22-25

MML Second Annual Scholarship Golf Outing, Branson, Mo. MML Annual Conference, Branson, Mo. International City Management Association 2013 Annual Conference

October 8-10

National Recreation & Park Association Annual Congress Houston, Texas

For more events, visit the events calendar at www.mocities.com.

Clayton Recognized For Performance Management Successes The International City/County Management Association announced that the city of Clayton has been recognized for superior performance management efforts with a Certificate of Excellence from the ICMA Center for Performance Measurement™. Clayton is among 28 jurisdictions receiving the highest level of recognition this year.

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34 / July 2013

The Missouri Municipal Review

Classifieds CHIEF OF POLICE. The city of Waynesville is accepting applications for chief of police. Salary dependent upon qualifications and includes a competitive benefits package. Candidate must pass a pre-employment, criminal background check and post-offer physical examination and drug screen.

This position plans, organizes and directs all activities within the Waynesville Police Department and reports directly to the city administrator. Qualifications: Peace Officer Certification in Missouri or ability to obtain; valid driver’s license; and five years of successful experience as a law enforcement official.

Send a cover letter, resume and three professional references to: City Clerk, City of Waynesville, 601 Historic 66 W, Waynesville, MO 65583. Closing date is August 9, 2013. The city of Waynesville is an equal opportunity employer and treats all applicants equally regardless of ethnicity, creed, color, religion, national origin, age, handicap, or veteran status.

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The Missouri Municipal Review

July 2013 / 35