MML Review, May/June 2023

REVIEW

A U N I T E D V O I C E F O R M I S S O U R I M U N I C I PA L L E A G U E C O M M U N I T I E S

THE MISSOURI MUNICIPAL

May/June 2023

ANNUAL

ISSUE

www.mocities.com RFP To Project | Missouri Municipalities & ARPA Funding | Prevailing Wage Law1

Beyond investing MOSIP has provided comprehensive investment management services, education, and support to Missouri school districts, counties and other political entities since 1991.

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This information is for institutional investor use only, not for further distribution to retail investors, and does not represent an offer to sell or a solicitation of an offer to buy or sell any fund or other security. Investors should consider the investment objectives, risks, charges and expenses before investing in any of the Missouri Securities Investment Program’s portfolios. This and other information about the Program’s portfolios is available in the Program’s current Information Statement, which should be read carefully before investing. A copy of the Information Statement may be obtained by calling 1-877-MY-MOSIP or is available on the Program’s website at www.mosip.org.

While the MOSIP Liquid Series seeks to maintain a stable net asset value of $1.00 per share and the MOSIP Term portfolio seeks to achieve a net asset value of $1.00 per share at the stated maturity, it is possible to lose money investing in the Program. An investment in the Program is not insured or guaranteed by the Federal Deposit Insurance Corporation or any other government agency. Shares of the Program’s portfolios are distributed by PFM Fund Distributors, Inc., member Financial Industry Regulatory Authority (FINRA) (www.finra.org) and Securities Investor Protection Corporation (SIPC) (www.sipc.org). PFM Fund Distributors, Inc. is an affiliate of PFM Asset LLC. 2023 2 Management theReview May/June

THE MISSOURI MUNICIPAL

May/June 2023; Volume 88, No. 3

CONTENTS Features 5

A More Comprehensive Approach To Public Rights Of Way (ROW) Management

5

8

11

by Enrico Villegas

RFP To Project: Unlocking The Secrets Of The Engineering Proposal Process From An Engineering Firm Perspective Missouri Municipalities And ARPA Funding

by Ramona Huckstep

23

15

Missouri's Prevailing Wage Law

18

The Structure Of A Municipal Safety Plan

by Todd Smith

by Mark Woodward

21

Environmental Protection Agency Proposes First Federal Drinking Water Limits For PFAS

by Jim Price

23

USDA - Rural Development

26

Getting To Know You: Josh Davis

27

Getting To Know You: Jeff Layton

Departments

33

4

President's Review

28

Local Government Review: Around The State

33

City Of Wentzville Water Reclamation Center Expands To Meet Continued Growth

34

MML Out And About

36

Member News

38

MML Calendar Of Events

MISSOURI MUNICIPAL LEAGUE BOARD OF DIRECTORS President: Michele DeShay, Mayor, Moline Acres; Vice President: Matt Turner, Alderman, Harrisonville; Immediate Past President: *Joe Garritano, Council Member, Wildwood; Damien Boley, Mayor, Smithville; *Chuck Caverly, Council Member, Maryland Heights; Bryant Delong, Council Member, North Kansas City; Reed Dupy, Council Member, Chillicothe; Jerry Grimmer, Council Member, Bridgeton; Cemal Umut Gungor, City Administrator, Grandview; Dwaine Hahs, Mayor, Jackson; Heather Hall, Council Member, Kansas City; *Debra Hickey, Mayor, Battlefield; *Chris Lievsay, Council Member, Blue Springs; Ken McClure, Mayor, Springfield; Chris McPhail, Alderman, Clever; Sheryl Morgan, City Clerk, Blue Springs; Lori Obermoeller, Finance Director, Creve Coeur; Tom Oldham, Council Member, Sedalia; Len Pagano, Mayor, St. Peters; *Matt Robinson, Mayor, Hazelwood; Mike Roemerman, Mayor, Ellisville; *Kathy Rose, Mayor, Riverside; *Carson Ross, Mayor, Blue Springs; Erin Seele, Attorney, Cunningham, Vogel and Rost; Gerri Spencer, Alderman, Kearney; Jeana Woods, City Administrator, Osage Beach *Past President AFFILIATE GROUPS Missouri City Management Association; City Clerks and Finance Officers Association; Government Finance Officers Association of Missouri; Missouri Municipal Attorneys Association EDITORIAL Laura Holloway / Editor Lholloway@mocities.com Richard Sheets and Lori Noe Contributing Editors GRAPHIC DESIGN Rhonda Miller The Review May/June 2023; Volume 88, No. 3 The Missouri Municipal Review (ISSN 00266647) is the official publication of the Missouri Municipal League state association of cities, towns and villages, and other municipal corporations of Missouri.

Publication office is maintained at 1727 Southridge Drive, Jefferson City, MO 65109.

Subscriptions: $30 per year. Single copies: $5 prepaid. Advertising rates on request.

Published bi-monthly. Periodicals postage paid at Jefferson City, Missouri.

Postmaster: Send form 3579 to 1727 Southridge Drive, Jefferson City, MO 65109.

To contact the League Office call 573-635-9134, fax 573-635-9009 or email the League at info@mocities.com.

Website: www.mocities.com. www.mocities.com

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President's Review

by Michele DeShay, Mayor, Moline Acres, and MML President

Education Key To Effective Service I want to extend a warm welcome to all the newly elected local officials from our recent municipal elections. Welcome and thank you for your willingness to take on this new, exciting role serving your community!

It has been an honor to serve my city, Moline Acres, for the past 20 years. I hope you find the same enjoyment as you learn your position as a new official. Make no mistake, sometimes the decisions are tough. But your work is critical to the citizens you serve.

It is no secret how many topics you will face in local government. Your council meetings likely cover everything from streets and pets to budgets, personnel and so much more. No person can be an expert on all topics and situations, so where do you begin?

I find that one of the best ways to continue to serve effectively is to stay educated.

MML’s Elected Officials Training Conference (EOT) is coming up in Columbia June 8-9, 2023. Especially if you are a newly elected official, this is a perfect chance to receive a nuts-and-bolts review of the important issues you will regularly manage as a municipal official. This Conference is valuable for experienced officials as well, covering the changes that continually occur in the municipal arena. One of the most valuable aspects of this event is to meet your fellow elected officials, from all levels of experience. You will quickly find ways to connect and share both the challenges and successes from your community. Find all the details and registration information at www.mocities.com.

Much of the training offered at the Elected Officials Training Conference applies to requirements for the Municipal Governance Institute. This is a valuable certification offered by MML where you can become a Certified Municipal Government Official.

Hundreds of Missouri officials have taken the time to become certified and can bring these skills to serve their communities in new and engaging ways. Visit the League’s website to find out more about this program. For those who have already earned this designation, take it to the next level by completing the Advanced MGI program.

With so much distrust in government that we see around us, citizens have still shown that they trust local government more than other levels of government, knowing we are best situated to use resources wisely and make the most appropriate decisions for our local communities. Maintain that trust by learning everything you can about your community and the best practices as a local government leader.

Remember that MML is here to help you. Stay up to date with MML publications and training. When you face questions and challenges, reach out! Be sure to use League staff, the MML website, training and conferences for guidance and resources to strengthen the services you offer your citizens.

EXPAND YOUR HORIZON

Become a Missouri Certified Local Municipal Official!

Learn more at: www.mocities.com 4

theReview May/June 2023

Municipal Governance Institute

FEATURE Review

by Enrico Villegas

A More Comprehensive Approach To Public Rights Of Way Management Sidewalk Improvement Program The city of Warrensburg, Missouri, previously operated a long-standing sidewalk and curb program. Under the program, residents were able to request the abutting sidewalk, curb and gutter, and Americans with Disabilities Act (ADA) ramp to be replaced. The City would inspect the infrastructure and make plans for any improvements if deemed necessary.

The City would assume all costs related to the ADA ramp and curb and gutter reconstruction, and the sidewalk portion would be cost-shared at a reasonable split. Unfortunately, the program was sparingly used, and when used, it was primarily by the same people who owned multiple properties throughout town (e.g., landlords). Essentially, it was a standalone, spot-repair program operating on a complaintdriven basis. After significant thought and consideration, and in consultation with City Council, the program was revamped.

The main driver of this policy revision is recognizing that the need and desire for walkable, accessible and connected sidewalks in the community outpaces the rate at which the

Section of sidewalk in need of correction.

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program is utilized. Furthermore, several of the sidewalks needing repair are in areas with low to moderate incomes.

To address the need for walkable, accessible and connected sidewalks with an easy-to-administer and equitable program, the revised Sidewalk Improvement Program (SIP) was born. The SIP takes a "zone’"approach towards residential sidewalk management. The City is divided into zones and each zone is inspected annually by the public works department.

Any conditions not meeting ADA or the Public Rights of Way Accessibility Guidelines (PROWAG) standards/ guidelines will be marked for removal and placed out to bid. The City has reallocated funds and will cover the entire cost of sidewalk construction and reconstruction.

The City is anticipating to fix approximately 9,300+ linear feet of sidewalk in the first year of the SIP. This is roughly the www.mocities.com

5

To address the need for walkable, accessible and connected sidewalks with an easy-to-administer and equitable program, the city of Warrensburg's revised Sidewalk Improvement Program (SIP) was born.

equivalent of the past 10 years of combined repairs using the previous iteration of the program. In the event the City receives an out-of-zone request for sidewalk repair, the City will split the cost with the property owner evenly.

In addition to correcting sidewalk hazards and gaps, City staff collects and inventories conditions and absences of ADA ramps, curbs and gutters that will eventually be addressed by the Street Maintenance Program. Where the two programs had very little interaction prior to the revamped program, the SIP now purposefully feeds data to the Street Maintenance Program. The primary objective of synchronizing the programs is to minimize disruption to neighborhoods by

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theReview May/June 2023

only touching a street once, and ultimately lowering the cost of ownership.

A remarkable, unintended byproduct of these changes is the profoundly positive impact on employee morale. Many within the public works department are excited about making a noticeable and meaningful difference to the infrastructure of the City within the confines of our limited budget.

Fiber Optic Installation Like many municipalities, the City has recently experienced unprecedented and rapid fiber optic telecommunication expansion. While the long-term benefit of having fiber available to all is vital in today’s economy, the physical installation of the fiber and construction of associated facilities has been unduly burdensome on the City’s limited resources. The City was not equipped to handle reviewing and permitting numerous work sites throughout the City, perform unrealistic lengths of utility locates, or field the influx of phone calls from concerned residents. After many underground utility hits, the City took strict measures to assure residents and other right-ofway (ROW) users safety is the utmost priority. The City placed restrictions on the timing of construction activities; required pre-construction meetings for certain lengths of installations; limited the amount of permits approved for a single utility (to avoid overlapping work); and started to enforce severe penal action, including but not limited to total disbarment from the ROW. The City would invite any negatively affected utility owner to be a part of the

The City has also implemented a biweekly safety meeting with utility companies and their contractors/subcontractors, where various topics are covered such as locate ticket issues, how to properly use a fire hydrant, and defining a blind bore. Many contractors were not aware of the demand placed on locate staff by calling in thousands of feet on a single ticket, or that obstructing traffic without proper traffic control was inappropriate regardless of the location. Lines of communication are open between all parties and better coordination has resulted from such efforts.

At a recent council meeting, Mayor Kushner invited the City’s Water Pollution Control Utility Inspector Terry Hawks to come forward for the reading of the Terry Hawks Employee Recognition Proclamation. The proclamation recognized Mr. Hawk’s proactive contributions in response to unprecedented construction activity within the public rights of way by leading the biweekly safety meetings. The meetings have resulted in a decrease of utility hits by 50% since August 2022, and garnered statewide recognition as a model plan by the Missouri 811 agency.

Typical construction of conduit installation.

resolution with the responsible contractor and their respective utility owner prior to determining disbarment as the only remaining solution. This created a holistic approach to conflict resolution and also gave utility partners confidence in the City.

Enrico Villegas serves as the assistant city manager/public works director/IT director for the city of Warrensburg, where he is responsible for all public works, IT and parks maintenance operations.Contact him via email at enrico.villegas@warrensburg-mo.com, or call (660) 262-4660.

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FEATURE Review

RFP To Project:

Unlocking The Secrets Of The Engineering Proposal Process From An Engineering Firm Perspective Communities across Missouri continuously seek services of engineering and design professionals to assist in designing public works and building projects. Their formal search process is often referred to by its abbreviated acronym: RFQ, or Request for Qualifications.

RSMo 8.285 provides direction by stating: “It shall be the policy of the State of Missouri and political subdivisions of the State of Missouri to negotiate contracts for architectural, engineering services, and land surveying services on the basis of demonstrated competence and qualifications for the type of services required and at a fair and reasonable price.”

RFQ Process Step 1: City outlines its needs.

Once a city decides it needs to solicit services of a professional engineering firm, a professional RFQ is drafted to outline the scope of the project. At a minimum, RFQs as mandated by Section 8.289, RSMo, request the following qualifications from submitting firms: 1. Specialized experience and technical competence respective to the type of service.

2. Capacity and capability to perform the work in question.

3. Past performance with respect to costs, quality of work and ability to meet schedules.

4. Proximity and familiarity with the project location.

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theReview May/June 2023

large projects, the local community may engage the services of an engineering firm to help with the RFQ or to generate preliminary cost estimates. In these cases, preexisting relationships are important, and engineering firms consider relationships to be among their most valuable assets.

The Cost To Submit Step 2: The RFQ is distributed.

Depending upon the local municipal code, the RFQ can be advertised or sent directly to firms to solicit responses.

The general logic is the broader the distribution, the greater the response.

Step 3: The engineering evaluation process.

Once an engineering firm receives an RFQ, it begins a “Go/No Go” process.

This internal process can be formalized and often includes the completion of a quantitative question checklist or a lessformal process involving key decision makers.

For example, Olsson’s evaluation criteria features 30 questions, including: • Do we have an existing relationship with the client?

• Do we have any professional conflicts if we decide to pursue?

• Who is the project manager?

T h e on e qu e s t i on a l m o s t a l l engineering firms ask is, “Did we know this RFQ was coming out?” For many

One of the other key factors in a go/ no go decision is the cost, both in time and dollars, to be selected. Once an engineering firm decides to respond to an RFQ, the firm begins to absorb cost. Often, the professional marketing team works closely with the project manager to develop the submittal’s theme, identify deadlines and establish protocols for internal quality review. A project manager is tasked with writing the submittal’s technical approach and approving the final package.

Most RFQs require an interview with shortlisted firms. This is typically limited to the top three firms, but, in some cases, communities interview all submitting firms. From Olsson’s perspective, most engineering companies prefer that the community narrow the field of submittals. We count on our community partners to provide the first filter and identify the top three firms that best match the community’s qualifications and style.

So, what does it cost to submit? At Olsson, once we decide to submit an RFQ, we factor in time to create the submittal and then prepare for, travel

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to, and participate in an interview.

Conservatively, a typical proposal through interview can cost a firm between $10,000 to more than $50,000, depending on the project’s magnitude and complexity. That is why we prefer that communities narrow the field of firms before the interview process begins. Pursuant to Section 8.291RSMo the city shall list three highly qualified firms after the interviews and rank them in order. The city will then select the firm considered best qualified and capable of performing the work and begin negotiating a contract for the project with that firm. If the city is unable to negotiate a satisfactory contract with the selected firm, negotiations with that firm will be terminated. The city will then undertake negotiations with the second-ranked firm. If the city and the second-ranked firm are unable to come to an agreement, then negotiations with that firm shall be terminated and so on. If the city is unable to negotiate a contract with any of the selected firms, then the city shall reevaluate the

necessary architectural, engineering or land surveying services, including the scope and reasonable fee requirements and the RFP process starts over.

RFQ vs RFP And “The Dreaded Second Envelope” As a local elected official, you are rightfully concerned about the cost associated with engineering your project. However, one tactic that can lead engineering firms to pass on submitting is a request for fees to be included in the proposal.

Here is how that usually works: the city solicits a legal RFQ – which meets all state requirements – but then adds a requirement that a second envelope be included containing the firm’s fees for the project. The second envelope includes a reassurance that fees will not be a determining factor and that the envelope will not be opened unless the firm is selected. This tactic is used to help the city save time. However, it

usually does not provide the city a true understanding of its cost.

When the city requests fees as part of the original RFQ selection process, it will receive the absolute lowest price. But that price will reflect only what is requested in the RFQ and not reflect what may be required for the actual project. After selection, the engineering company will work with the city to define and refine the scope until everyone is satisfied.

Then plans are created and bids are solicited and evaluated.

If time is an issue, visit with the selected engineering firm to determine a schedule that will meet the community’s needs.

How Engineering Firms Generate Revenue You are almost there: you have identified a project; crafted and submitted an RFQ; received responses; narrowed the field; interviewed shortlisted firms; and made a selection. Now it is time to www.mocities.com

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negotiate fees. While every firm has its own method of calculating cost, here is how the equations typically work: The engineering company will outline a detailed scope that identifies all services needed for a successful project. Projects may differ, but most will require project management meetings, geotechnical reports, survey, engineering design, construction observation and material testing. Additional services may include public involvement, public engagement (yes, there is a difference), environmental studies and more.

To determine the cost of engineering services, the project manager typically classifies each task and uses historical data to estimate the number of hours required to complete the task. Those hours are then multiplied by a basic multiplier.

While cost estimates vary by company, the general format is similar to the following: • Salary/2,080 annual working hours = an individual’s hourly rate

•

Hourly rate x 3.0 = billing multiplier • Total number of hours to complete the project x individual billing multipliers = project cost For example purposes only, use a multiplier of 3.0 (multiplier = labor, overhead, and profit).

Take an engineer that makes $70,000 per year: A $70,000 annual salary divided by 2,080 annual working hours = $33.65 per hour payable to the employee Take that salary and multiply it by three: $33.65 x 3 = $100.95 billing rate.

If we estimate your project will take 200 hours, the engineering cost would be 200 hours x $100.95 = $20,190.

Again, it is important to understand that multipliers can vary by firm and are based upon a multitude of factors: services required, length of project, labor cost (which is escalating) and more.

However, the concept remains the same.

Commitment The intent of this article is to provide a quick, behind-the-scenes view into the process engineering firms use when pursuing public projects. Regardless of the firm you select, you will find hard-working professionals dedicated to providing the highest professional standards and committed to making your project a success.

Olsson is an engineering firm made up of people who craft expert solutions and designs that improve communities. The firm offers design and consulting services in planning and design, engineering, field services, environmental and technology. For more information, visit www.olsson.com.

Olsson Olsson appreciates the article review

by Lauber Municipal Law. Learn more about Lauber Municipal Law at www. laubermunicipallaw.com.

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theReview May/June 2023

FEATURE Review

by Ramona Huckstep

Missouri Municipalities And ARPA Funding In 2021, the federal government released $130.2 billion for local governments split between municipalities and counties. Approximately $2.7 billion was received by the state of Missouri.

These funds were divided among the 114 counties and 924 potential municipalities.

The funds were released under the American Rescue Plan Act (ARPA).

Initially, there were six areas where the funds could be spent: public health, public safety, economic development, w a t e r / w a s t e w a t e r / s t o r m w a t e r, broadband and behavioral health. In January 2022, the areas where funds could be spent were expanded to include “government services,” a much broader category that offered many more options for municipalities.

Of the 924 municipalities in Missouri, 889 accepted the ARPA funds and 35 declined them. According to the state of Missouri Office of Administration, $831 million was distributed to 15 municipalities identified as “metropolitan cities” and $449 million was distributed to the rest of the municipalities in Missouri referred to “Non-Entitlement Units,” or NEUs. These funds were provided to municipalities in two portions over the course of two years.

In February 2023, the Missouri Municipal League asked members if ARPA funds were spent and, if so, how it was allocated. Of the 650 cities, towns and villages the Missouri Municipal League represents, 163 responded.

A large number of municipalities (38%) have spent their ARPA funds on water and sewer infrastructure projects. Almost 20% of municipalities used the ARPA funds to replace lost

public sector revenue. Other categories for allocated funds included premium pay; negative economic impacts; public health emergency; broadband; and funds to nonprofit organizations.

For those municipalities that have yet to spend their ARPA funds, a majority plan to use the funding for water and sewer infrastructure. Twenty percent plan to use funds for replacing lost public sector revenue.

Approximately half of all municipalities surveyed indicated they were able to leverage ARPA funds to receive additional funds from another agency, state or federal. Most municipalities (32%) were able to leverage their funds by working with the Missouri Department of Natural Resources. Other

municipalities noted that they were able to partner with the Missouri Department of Economic Development (13%); USDA – Rural Development (9%); Missouri Department of Transportation (8%) and the Missouri Department of Conservation (3%).

Other Summary Information Annual online reporting for the ARPA funds is required by the U.S. Treasury. Of the respondents, 67% felt the reporting requirements were reasonable. When completing a project or obtaining bids, almost half of respondents noted that the prices were higher than the initial bid. It was also noted that where bids were higher, the prices increased anywhere from 1% to 40%.

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Municipal

In a February 2023 survey, MML asked members if they had spent their ARPA funds and if so, how it was spent.

Below are the results as reported from 163 Missouri municipalities.

ARPA the by

NUMBERS

Municipalities that have not used funds (15%), but plan to use on:

Municipalities that have already used funds (85%) spent on:

62 Water and Sewer Infrastructure

38%

33 None of the Above

20%

32 Replacing Lost Public

20%

22 Premium Pay

13%

CITIES

CITIES

CITIES

Sector Revenue

CITIES

75 Water and Sewer Infrastructure

57%

27 Replacing Lost Public Sector Revenue

21%

15 Responding to Negative Economic Impacts

11%

14 None of the Above

11%

CITIES

CITIES

CITIES

CITIES

Other:

Other:

11 Cities - Responding to Negative Economic Impacts - 7% 8 Cities - Responding to the Public Health Emergency - 5% 4 Cities - Broadband Infrastructure - 2% 3 Cities - Providing Funds to Non-Profit Organizations - 2%

4 Cities - Premium Pay - 3% 3 Cities - Responding to the Public Health Emergency - 2% 3 Cities - Broadband Infrastructure - 2% 3 Cities - Providing Funds to Non-Profit Organizations - 2%

Note: Due to some municipalities using funds in multiple categories, these percentages equal more than 100% and the total cities equal more than 163.

50% of municipalities indicated that they

were able to leverage their ARPA funds to receive additional funds from another state or federal agency.

MO Department of Natural Resources

32%

MO Department of Economic Development

13%

USDA Rural Development

9%

MO Department of Transportation

8%

MO Department of Conservation

3%

A few municipalities received additional funds from their county.

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theReview May/June 2023

Annual online reporting for the ARPA funds is required by the U.S. Treasury.

67% of respondents felt the

ARPA

reporting requirements were reasonable.

50% of respondents noted that when

obtaining bids or completing a project, prices were higher than the initial bid, ranging from 1% to 40%.

ARPA funds must be obligated by December 2024 and spent by December 2026.

Conclusion The Missouri Municipal League would like to thank all those who participated in this survey. The League counts on input from our members not only with the ARPA survey, but with other information including the annual wage and salary survey, the fringe benefits survey and conference feedback.

The wage and salary survey gathers information on salaries for more than 55 different positions, both elected and appointed. This information can be sorted by county, population, annual budget and more.

Staff appreciate the willingness of members to provide valuable information regarding their municipality and staff. The League continuously works to improve services, and could not be successful without the support of members.

Ramona Huckstep is a policy and membership associate with the Missouri Municpal League.

The Missouri Municipal League has many resources to assist with the ARPA process. Please check the League’s website at mocities.com. Under Resources/One Stop is a page dedicated to the ARPA process, with recorded webinars, documents and the latest information on the ARPA reporting process.

You will also find the latest ARPA updates in the MML ARPA funds must Voice e-newsletter. be obligated by Questions? Call MML at December 2024 (573) 635-9134 or email and spent by info@mocities.com.

December 2026.

Now is the time to build.

Missouri’s municipalities and utilities are reevaluating capital improvement plans to advance critical infrastructure projects. Combining today’s financial backing with design‑build delivery makes now an opportune time to pursue your projects. To learn how to capitalize on the opportunities, listen to our webinar at burnsmcd.com/MML112022.

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theReview May/June 2023

FEATURE Review

by Todd Smith

Missouri's Prevailing Wage Law Missouri’s Prevailing Wage Law establishes a minimum wage rate for public works projects in Missouri valued at more than $75,000. Examples of public works projects include bridges, roads and government buildings. The Prevailing Wage Law applies to all public works projects constructed by or on behalf of state and local public bodies and is broken down into 20 broad job classifications. The wages are reported as either “building,” such as typical construction jobs like carpentry, painting or plumbing; or “heavy/highway,” that would include roads and bridges. The prevailing wage rate differs by county and for different types of work.

The prevailing wage rates must be incorporated into contract specifications for all public works jobs. This is the minimum wage rate required for the project although employers are free to pay above the prevailing wage.

Each year, the Missouri Department of Labor and Industrial Relations’ Division of Labor Standards (DLS)

requests contractors hired for public works projects to voluntarily complete the Contractor’s Wage Survey by January 31. After that date, DLS calculates the prevailing wage for each type of work and for each county.

The DLS sets wage rates and publishes an Annual Wage Order for each county in Missouri. If fewer than 1,000 hours are provided during the survey process for a specific job in a county, DLS works with the Missouri Economic Research Information Center (MERIC) within the Missouri Department of Higher Education and Workforce Development to determine a public workers contracting minimum wage for the job classification. This wage rate is set at 120% of the average salary for that county.

If at least 1,000 hours per job classification are received for a county, the following weighted average calculation is performed:

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In addition to the Annual Wage Order, DLS is required to set an additional wage rate, only used on Missouri Department of Transportation (MoDOT) projects known as the General Wage Order.

Calculation of the Annual Wage Order occurs between February 1 and March 10, with DLS statutorily required to file proposed Annual Wage Order rates by March 10. The General Wage Order for MoDOT projects is filed with the Secretary of State in the middle of May. For 2022, DLS compiled more than 23 million hours (nearly 19 million building and 4.5 million heavy/highway) from 48,615 reports submitted. The statute was changed in 2018 as to how the rates are calculated.

This resulted in the previously mentioned MERIC rates or weighted average calculation, where the total wage amounts paid in a job title in each county are divided by the number of hours submitted.

Any party affected by the prevailing wage rate may file an objection to a prevailing wage no later than April 10 with the Labor & Industrial Relations Commission (LIRC). When

all objections have been decided, the Division of Labor Standards will release a final Annual Wage Order by July 1.

The Annual Wage Order will remain in effect for each county for the applicable occupational categories for the following state fiscal year.

In 2022, DLS modernized the Contractor’s Wage Survey by providing an online submission portal. The portal has provided a much easier method for contractors to report wages and created several efficiencies for the division. The DLS strongly encourages contractors of public works projects to use the online portal throughout the year to expedite the processing of the submissions and calculations for the Annual Wage Order.

The 2018 statute change also included a prevailing wage exemption for small projects that do not exceed $75,000.

One cautionary note: A city may not attempt to circumvent the $75,000 threshold by breaking the project into multiple projects. For example, to build a new steel building that will cost $200,000, a city may not cut up the total project cost by calling for a bid of $74,000 for one portion; another of $72,000 for a second portion; and a third for $54,000. The DLS can assess a $100 per day per worker penalty for failing to pay the prevailing wage. Workers can also pursue a private right of action for double the difference between what they received and what they should have been paid, plus attorney fees.

Information is available for public works contractors, public bodies and workers on the Department’s website at https://labor.mo.gov/dls/prevailing-wage. A Public Works Guidebook is online to provide checklists, forms and a reference to applicable laws. A complaint form is also available for workers who believe they are not receiving the proper wage.

Todd Smith is the director of the Division of Labor Standards and the chair of the State Board of Mediation.

Prior to founding Strategic Methods, LLC, a governmental consulting firm, in 2009, Smith had extensive state and local government experience. He served as both director and deputy director of the Missouri Department of Labor and Industrial Relations from 2007-2008. Smith served 14 years in the Missouri House of Representatives and also served as former Governor Matt Blunt’s director of legislative affairs, as well as presiding commissioner of Pettis County.

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theReview May/June 2023

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FEATURE Review

by Mark Woodward

The Structure Of A Municipal Safety Plan The Structure of a Municipal Safety Plan Mark A. Woodward, Sr. Safety and Risk Trainer at Missouri Employers Mutual mwoodwar@mem-ins.com

A proper municipal safety plan is written, communicated, monitored and enforced. Properly administered safety plans are considered effective when they lower direct and indirect costs to the city because frequency and severity of injuries, incidents and damages are reduced.

Miss ou r i mu n i c ip a l it i e s w it h employees, including volunteers, are encouraged to have a written safety plan.

But what does a municipal safety plan look like? How should a safety plan be structured? The purpose of this article is to discuss the structure of an effective municipal safety plan. How do you eat an elephant? One bite at a time!

Call it what you want. Safety plan, safety program or safety rules. Whatever you choose to call your documented safety expectations, know that it is recommended that every safety plan be: • Written and accessible to employees.

• Communicated through meetings and training.

• Monitored for compliance.

• Enforced through corrective action.

Your municipal safety plan may consist of a personnel manual and departmental safety plans. Together, they are your city’s safety plan.

First, take advantage of your city p ers onnel manual do c ument to communicate all-employee safety rules that apply to all employees and volunteers of the city. For example, these all-employee safety rules could be your drug-free workplace, seat belt and injury reporting policies. These are rules that apply to all city employees and volunteers and they need to be posted, communicated, audited and enforced through corrective action when employees do not follow them.

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Next, make sure the individual city departments have safety plans that address department-specific hazards – such as water and wastewater, fire, police, streets and parks and recreation. Does your city have several departments? If so, each of those departments should have a written safety plan that addresses top hazards to which that department has exposure. Top injury risks for cities are motor vehicle crashes, falls, overexertion injuries, electric shock, work zone incursions and assault.

Individual department safety plans could get granular, down to the individual machine or process – like chlorine process safety management, vacuum excavator operation, confined space entry at well no. 3, or lockout-tagout for a specific water treatment plant machine.

Once each department has developed/ updated a written safety plan document, begin making sure employees review the safety plan physical document. Yes, your city’s safety plan could be made

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up of a personnel manual document and individual department safety plan document. Make sure employees are trained (via safety meetings) on the city’s safety expectations within the personnel manual and their department safety plan. Make sure employees follow the plan, and that management performs corrective action when unsafe acts or conditions are discovered.

Depending on the size and complexity of your city, this process can be a big job.

Get together regularly with department leaders to evaluate and update the rules within the personnel manual and department safety plan documents.

Safety plans are never complete.

They require constant and continuous improvement as hazards, tasks and work changes. They are each a work in progress.

Mark Woodward is the senior safety and risk trainer at Missouri Employers Mutual.

Contact him regarding a safety plan at mwoodwar@mem-ins.com or (573) 289-5990. www.mocities.com

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theReview May/June 2023

FEATURE Review

by Jim Price, Spencer Fane LLP

Environmental Protection Agency Proposes First Federal Drinking Water Limits For PFAS Recently, the United States Environmental Protection Agency (EPA) proposed the first federally enforceable drinking water limits for members of the widely used family of compounds commonly known as PFAS. EPA is proposing drinking water maximum contaminant levels (MCLs) for six per- and polyfluoroalkyl substances (PFAS). The levels for two common constituents, PFOA and PFOS, would be set at four parts per trillion (4 ppt), which is the level EPA says laboratories can reliably measure. Other constituent levels would be based on a Hazard Index, using combined levels of the constituents and a mathematical formula.

Identified as a priority emerging contaminant, PFAS are a class of human-made carbon-fluorine long-chain chemical bonds that have been widely used in a variety of waterrepellent non-stick applications, including firefighting foam, high-tech fabrics and consumer goods. While uses of certain PFAS compounds have been phased out, EPA notes that the chemicals are highly persistent and bioaccumulate. Uses of certain other PFAS compounds continue.

EPA says PFAS can enter drinking water through industrial releases to water, air or soil; discharges from wastewater treatment plants; land application of sewage sludge; and other sources.

The EPA’s proposal has been expected for some time and follows EPA’s 2021 PFAS Strategic Roadmap. The proposal

would establish a National Primary Drinking Water Regulation under the Safe Drinking Water Act. It has been published in the Federal Register and is subject to public comments. EPA has said it wants to finalize the regulation by the end of 2023. When finalized, the requirements will apply to drinking water systems nationwide.

EPA has published a website for information about the proposed PFAS drinking water regulation, which contains background and technical links, along with webinar recordings.

If finalized in its current form, the regulation would have several other impacts.

Beginning three years after the rule is finalized, water systems would begin monitoring for PFAS. Public notifications would be required within 30 days after a water system learns of a violation. Facilities that treat water to remove PFAS and other constituents will need to comply with appropriate waste handling and disposal requirements. Technical experts say the current methods for PFAS removal and disposal are inefficient and costly.

The proposal would set maximum contaminant level goals (MCLGs) at zero for certain PFAS compounds. Although not enforceable, such figures can come into play in public discussions about risks and potential constituent exposures.

Other environmental media programs will be affected as well. For example, MCLs often are used as screening tools

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for waste management and for remediation sites. Proposals have been advanced under other programs to regulate PFAS in wastes, wastewaters and contaminated media. These include sampling and public disclosure of current and past PFAS uses.

EPA’s proposed PFAS regulation is likely the first of a series of legally enforceable standards affecting these widely used compounds.

Stakeholders will want to participate in EPA’s public sessions and public comment process to be sure their perspectives are considered. They will want to follow proposed PFAS requirements and evaluate how those requirements may affect their operations and organizations.

Jim Price is a partner at Spencer Fane LLP in the firm's Kansas City office, where he is co-chair of the firm’s Environment and Energy Law Practice Group. His practice concentrates on environmental regulation and compliance, environmental litigation, and business transactions involving environmental issues. He has served as lead counsel for numerous environmental matters, including Superfund proceedings, Resource Conservation and Recovery Act corrective action, litigation, environmental transactions, and environmental permitting and compliance for solid waste, hazardous waste, water, air, and other matters.

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theReview May/June 2023

PFAS In Missouri’s Water Since 2013, the Missouri Department of Natural Resources (MDNR) has performed PFAS occurrence monitoring projects for public drinking water supplies through federal and voluntary sampling programs. To date, these sampling efforts represent public water supplies that serve more than 76% of Missouri’s population. MDNR’s Missouri PFAS Viewer Tool identifies the location of voluntary sampling for PFAS in public drinking water systems in Missouri. Users can browse the map to explore PFAS-related data maintained by the Department.

The Per- and Polyfluoroalkyl Substances (PFAS) Workgroup is a stakeholder workgroup organized by the Missouri Department of Natural Resources in response to stakeholder concerns regarding this emerging contaminate. The workgroup is made up of MDNR team members and Missouri experts in the fields of wastewater, stormwater, drinking water, chemistry, analytical methods and environmental advocacy. The workgroup will be mainly dedicated to developing policies and tools regarding PFAS. MML has staff who represent the municipalities on this workgroup. If you would like to provide input into these policies, please reach out to MML at info@mocities.com.

Beginning in 2022, MDNR began a voluntary PFAS sampling program for facilities renewing existing wastewater or stormwater permits. The intent of this program is to help facilities that potentially have PFAS in their effluent have data in place once EPA issues regulatory standards for PFAS chemicals in wastewater. For more information, please contact the Water Protection Program at (573) 522-2575.

Through 2026, Missouri will be allotted by EPA approximately $160 million to distribute for clean water and drinking water projects for treating emerging contaminants such as PFAS. For more information, please contact the Financial Assistance Center at (573) 7511192 or fac@dnr.mo.gov.

FEATURE Review

USDA - Rural Development Supports Missouri Communities Updated water and wastewater systems are crucial for the health, safety and economic vitality of Missouri’s rural communities and residents. However, did you know that the United States Department of Agriculturs (USDA) Rural Development partners with rural communities, water districts and sewer districts to invest in this much-needed infrastructure?

For more than 50 years, the USDA Rural Development Water and Waste Disposal Loan and Grant Program has supported rural communities by providing affordable financing options for clean and reliable drinking water systems and sanitary sewage disposal systems. The program assists qualified applicants (who are not otherwise able to obtain commercial credit on reasonable terms) acquire, construct or improve water and wastewater systems.

Eligible applicants include most local

governmental entities and some private nonprofits in rural areas.

Funds from this program can be used in a myriad of ways, such as financing the acquisition, construction or modernization for drinking water systems; sewer collection systems; solid waste collection; and stormwater collection systems. This program helped improve access to safe and clean water for more than 28,000 rural Missourians in fiscal year 2022 alone.

Affordable loans and grants can be used for a variety of purposes. For example: The city of Perry, located in Ralls County, used its Rural Development investment to make improvements to the City’s wastewater system. A Rural Development loan and grant, in conjunction with funding from a Community Development Block

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Grant (CDBG), assisted the City with repairing, replacing and installing approximately five miles of wastewater collection lines. Additionally, a selection of manholes throughout the City were also repaired or replaced. Finally, the City completed major modifications to its existing lagoon treatment facility and implemented a new overall treatment process. These improvements have allowed Perry to have safer and more reliable wastewater treatment for the residents and businesses in the city of Perry.

The city of Windsor, located in Henry and Pettis Counties, worked with Rural Development to identify issues and make improvements to its water distribution system. Initially, a Rural Development Pre-Development Planning Grant (PPG) was awarded to the City and used to assist in the preparation of a Preliminary Engineering Report (PER). This report was the basis of the subsequent Rural Development loans the City will use to assist with upgrading and replacing www.mocities.com

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3.5 miles of water distribution lines.

Additionally, the project will aid in line looping to eliminate dead end lines. It will also allow for the installation of new water meters and end line flushing devices.

The city of Van Buren, located in Carter County, will use its Rural Development investment to make improvements to the City’s water system.

A Rural Development loan and grant, in conjunction with funding from CDBG, will allow the City to replace four miles of water distribution lines, replace valves, install new flush hydrants, install two new water wells and install both a new 250,000-gallon elevated storage tank and a 60,000-gallon standpipe.

The existing distribution lines are prone to low pressures and the current ground source wells are subject to contamination during high water events.

By relocating the new water sources to higher elevations, the City will improve its ability to better serve customers with a more reliable and safe drinking water system.

In addition to the Water and Waste Disposal Loan and Grant Program, USDA Rural Development Community Program staff also administer the Community Facilities Direct Loan and Grant Program. This program supports rural communities by providing

Standpipe construction for Van Buren, Missouri, water system improvement project.

affordable financing options for essential community facilities in rural areas.

These loans and grants assist qualified applicants, who are not otherwise able to obtain commercial credit on reasonable terms, to develop essential services to the local community, excluding private, commercial or business undertakings.

Eligible applicants include most rural local governmental entities and some private nonprofits in rural areas. Some examples of essential community facilities include public safety services such as fire departments, police stations, police vehicles, fire trucks, public

works vehicles or other equipment.

Additionally, public facilities such as town halls, courthouses, and healthcare facilities are also considered essential community facilities.

C l a r k T h o m a s , U S DA Ru r a l Development’s Community Programs Director, oversees both the Water and Waste Disposal Loan and Grant Program and the Community Facilities Program in Missouri. He and an experienced team of nearly 30 specialists located throughout the state are available to answer questions and share how USDA Rural Development is focused on meeting the needs of rural Missourians.

For assistance, call the state office at (573) 876-9325 or reach out to your nearest USDA Rural Development Missouri office. Learn more at https:// www.rd.usda.gov/mo.

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FEATURE Review

Getting To Know You. . .

JOSH DAVIS

Solid Waste Technician City of St. Peters What sparked your interest to serve in local government?

What advice would you offer to someone considering service in the public works profession?

My mother worked for a local municipality the entire time I was growing up and ultimately served that organization for 33 years. The stories I remember most are the ones of the relationships with her co-workers and the satisfaction she received from helping the residents, as well as so many people in the organization. She always said that the work/service she had the opportunity to provide was very rewarding and I always wanted to feel that way in my career.

When I had an opportunity to join the city of St. Peters, I didn’t hesitate!

Go for it! You will not be disappointed. Public service is full of opportunity and rewards that are ready for you if you are ready to go after them. Check us out at www.stpetersmo. net/Jobs! We’re always on the lookout for people ready to make a difference in the city of St. Peters. Sixty thousand people need YOU! I recently had the opportunity to speak to the St. Charles County Youth Counci that is led by one of our aldermen, Judy Bateman. If not for mentioning my passion for helping young people to my City Administrator, Judy and I may never have crossed paths and that amazing experience may never have happened.

Public service is the most rewarding thing I have ever done, and it is because of all of the wonderful people in our organization. From Mayor Len Pagano to the Board of Aldermen and all the way through the org-chart there are so many people ready to help lift each other up and support our mission and values. I am very blessed to be a part of the city of St. Peters.

What has been the toughest lesson you have learned during your career in local government?

The toughest lesson I have learned is that my successes and failures start with the choices I make. By looking in the mirror and taking responsibility for the choices I make, right or wrong, I learn and grow into a better person for all of those around me. Working in local government is about serving our residents.

I have been blessed to have a lot of support from people that believe in me. Our city administrator, Bill Malach, is one of those people who has helped me with my growth journey. Bill believes that influence does not have an organizational chart and that is the culture we are growing here in St. Peters. In fact, Bill is the one that helped me begin my growth journey by turning me onto personal growth/ leadership/character-based materials by Mack Story (Blue Collar Leadership) which has helped me learn so much about myself and resulted in better, trusting relationships as well as more opportunities.

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theReview May/June 2023

What are your interests outside local government?

My passion is to help young people prepare for adulthood.

Through leadership and character-based principles along with all my life’s experiences, I hope to be a resource for young people to learn from and grow into the respectful and humble adults of high character this world needs.

Where would you most like to travel and why?

Pearl Harbor is at the top of my list!

I have a lot of pride and respect for our service men and women. When I think of some of the most impactful moments and places that our military has paid so much for our freedoms, I think of Pearl Harbor. It would be an honor and a blessing to be able to travel there someday with my two children so that we could pay our respects to all of the fallen heroes there.

FEATURE Review

Getting To Know You. . .

JEFF LAYTON Public Works Director City of Perryville What sparked your interest to serve in local government?

I love the town where I live and wanted to be a part of what makes it great. I was born and raised in Perryville. Our small town has a population of around 8,500 people. Despite being a tight-knit group, the town is extremely welcoming to those who visit or come and want to stay. We are blessed to have numerous successful industries and businesses in town that not only provide great jobs but also support our community. The city of Perryville has developed a culture and an atmosphere that propels the next generation to flourish and prosper. These things made me want to serve and contribute to the successful community I live in.

What has been the toughest lesson you have learned during your career in local government?

It is impossible to please everyone. The wide variety of issues we handle daily are astounding. We must do the best we can to serve the community within the confines of the ordinances and policies set forth. Sometimes individuals want you to do things that you cannot do, and finding an alternate solution or delivering unpopular news can often be a challenge.

In your opinion, what are the most important issues facing local government in Missouri, and/or facing the public works profession?

Hiring, training and keeping good employees. Labor shortages are happening all over the country. This is not unique to Perryville. When we do fill an open position, it is still premature to celebrate. We must continue to work hard to retain our employees as well. Once the new employees get experience and training, they often seek higher paying private sector jobs. The best way we have found to combat this is to provide a great atmosphere for our workforce.

We give our employees the opportunity to help mold the atmosphere and the job they do each day. Any employee is allowed to submit an “Innovative Action Plan” to their direct supervisor for approval. These plans are ideas the employee has that can improve the safety of their job, the

quality of their job, the efficiency of their work, the impact on the environment, or reduce the cost to our taxpayers.

Most of our best ideas come from our personnel that do the job day in and day out. Employees are also more willing to buy into these ideas and work hard to make these changes come into fruition when they come from themselves and their peers.

What advice would you offer to someone considering service in the public works profession?

This is the right profession for someone who enjoys working for the community they preside in. At the end of the day, you go home and know that the things you did really matter to those around you.

How would you describe your city to someone who had never visited?

Aside from the culture I mentioned above, we have wellmaintained infrastructure beneficial to those who want to start a business or a family. We are a hard-working, patriotic, and friendly community full of beautiful parks, churches and schools. We have the American Tractor Museum that houses one of the rarest tractor collections in the United States. We have the only exact replica of the Vietnam Wall in D.C. We have more jobs than people. We are the only place in the world to house the endangered Grotto Sculpin in the vast cave system below our City. Our industries have access to the highway, river, airport and railroad to import and export goods. The cover of our book may read as if we are a small town but come open the book and you will leave surprised.

What are your interests outside local government?

I like soccer, football, baseball, hockey, golf and most sports.

I enjoy hiking or relaxing to a good movie with my wife and kids.

Where would you most like to travel, and why?

I would like to take a tour of Europe. I am intrigued by the history and love eating different cuisines.

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LOCAL GOVERNMENT Review

CITY OF FULTON: 2nd Street Bridge Embraces Cutting-Edge Technologies And Expert Collaboration The city of Fulton is revamping its 2nd Street Bridge through Accelerated Bridge Construction (ABC) technologies to minimize community disruptions.

The City, under the guidance of the Missouri Department of Transportation (MoDOT), secured a Federal Highway Accelerated Innovative Deployment Grant and selected Great River Engineering (GRE), led by Jeff Banderet PE, for design and construction services.

The City and GRE are presently collaborating with Don Schneider Excavating (DSE) Company to execute the construction of this ambitious project. Groundbreaking occurred on March 8, with completion anticipated by June 2.

The project employs state-of-the-art materials such as ultra-high-performance concrete (UHPC) and precast bridge element systems (PBES). UHPC, a revolutionary concrete blend, offers exceptional curing times and strength to expedite construction and enhance durability. PBES reduce onsite labor and shortens the construction timeline by allowing components to be built offsite and transported to the project.

Upon completion, the new bridge will provide a safer, more efficient crossing for pedestrians, motorists and utilities while demonstrating the advantages of using advanced materials and methods in infrastructure projects.

CITY OF GRANDVIEW: Blue Ridge Boulevard A major commercial artery in the heart of Grandview is slated for a $20 million transformation. The nearly five-mile stretch of Blue Ridge Boulevard running east-west through Grandview will soon become the City’s largest infrastructure project in history.

The three-phase project includes resurfacing and widening of streets, adding sustainable landscaping, wider sidewalks and improved accessibility. The first phase is already on track for a groundbreaking in late 2023 and includes construction of a new Kansas City Southern Railroad Bridge with two tracks.

Grandview Public Works staff worked for more than five years to secure enough funding to improve Blue Ridge Boulevard starting with funds from the Federal Railroad Administration for the new railroad bridge. Thanks to additional federal, state and private funds. Grandview will only be responsible for $2 million of the $20 million project.

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theReview May/June 2023

CITY OF KANSAS CITY: Rehabilitation Of Historic Pump Station Improves Reliability Major upgrades and renovations to KC Water’s East Bottoms Pump Station will increase capacity, eliminate major maintenance problems and provide improved flexibility and redundancy to bolster service reliability for Kansas City water customers.

Located in the historic East Bottoms area of Kansas City along the Missouri River, the project added a new 28 million gallon per day pumping unit; demolished and replaced associated pump discharge valve chamber piping, valves, meters, electrical equipment and a concrete enclosure; upgraded an existing 17-million-gallon, belowgrade concrete water storage reservoir, and renovated the exterior of the 1920s-era pump station building and campus.

As Kansas City’s second largest water supply pump station, the East Bottoms Pump Station is critical infrastructure serving much of the eastern half of the City. The improvements increase capacity from 96 million to 124 million gallons per day while also replacing nearly century-old piping and valves. In addition to increasing system capacity and reliability, the improvements reduce maintenance needs and ease staffing pressures.

KC Water completed the $15-million project in partnership with Burns & McDonnell Engineering and Garney Construction.

CITY OF NIXA: North/South Corridor The city of Nixa is nearing completion of a $3.4 million project to create a new north/south corridor in a high-growth area in the southwest quadrant of the city that will open up new economic development opportunities. The project was made possible through our Metropolitan Planning Organization and a cost share with the Federal Highway Administration that is contributing 80% of the funds.

The project to extend Truman Blvd. to connect with Norton Road began in 2022 and is scheduled for completion this summer. Norton Road will be renamed Truman Blvd. upon completion, and a dangerously narrow and winding section of Norton has been bypassed and closed to traffic thanks to the new route, improving traffic safety.

In coordination with the project, the City is also implementing stormwater improvements and extension of the City’s water and electric utility infrastructure including street lighting.

A ten-foot-wide path for pedestrians and cyclists is included on one side of the roadway and a 4-foot-wide sidewalk on the other.

The installation of a new roundabout at the intersection of Pembrook Ave. and Truman Blvd will ease congestion and calm traffic while providing the possibility of connecting Pembrook Ave. to State Highway 160 in the future.

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CITY OF O'FALLON: Mexico Road Phase 3 - Resurfacing And Pedestrian Bridge Project This project was completed in 2022 and was awarded 1st place in the municipal category of the annual Missouri Asphalt Pavement Association Pavement Awards. The scope of the project included the resurfacing of Mexico Road from Hwy K moving west to Bryan Road; construction of a pedestrian bridge over Belleau Creek near Woodlawn Ave.; and reconstruction of curb ramps at the intersections of all public roads to ensure compliance with ADA requirements. The resurfacing provides the Mexico Road corridor with improved ride quality and longevity, and the ADA upgrades coupled with the Pedestrian Bridge aim to improve upon O’Fallon’s accessibility and pedestrian infrastructure. This project received federal funding assistance through the Surface Transportation Program that provides funding for qualifying transportation related projects.

CITY OF OZARK: McCracken Bridge As a river community, bridges are a critical component to the transportation system. Our original bridges were built more than 95 years ago and were not designed to handle either the weight or volume of traffic that use them. The intersections, collector roads, and access points leading to these bridges have also become inadequate to safely serve projected traffic volumes, both vehicle and pedestrian. New land developments in and around the area of the McCracken Bridge and McCracken/ Riverside Road intersections have increased traffic significantly diminishing the ability of the current transportation system to function safety and efficiently.

In October 2019, the City applied for the Governor’s Cost Share Program with a project scope that included the reconstruction of the intersection of North 3rd Street and McCracken Road, including adjustment of elevation to provide increase flood capacity; intersection approaches, such as turn lanes and directional islands; and the rehabilitation and repair to McCracken Bridge.

This project will improve traffic flow in the area, achieve pedestrian safety improvements, improves the McCracken Street and 3rd Street intersection, and improves storm water management during flood stage events eliminating the closure of the McCracken St. and Riverside Road intersection.

CITY OF PERRYVILLE: Design-Build Wastewater Treatment Plant The construction of the first SRF funded Design-Build Wastewater Treatment Plant in Missouri is well underway in the city of Perryville.

The continuous collaboration between DNR, the Design-Build team, and city staff has kept the project moving at a steady pace despite the difficulty procuring building supplies in today’s market. It is easy to see how this option is becoming more common in today’s industry. There is a single point of responsibility for the project, while city staff is still able to communicate with both the design and build teams simultaneously, early and often throughout the project.

HDR and Robinson Industrial and Heavy Contracting Inc. is the team the city of Perryville chose to embark on this project in 2020 and, with weather permitting, the staff hopes to have it in operation

by Summer 2023.

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CITY OF SMITHVILLE: Quincy Boulevard And Pine Street Improvements Project The city of Smithville is preparing to kick off its Quincy Boulevard and Pine Street Improvements Project that will bring significant benefits to both residents and visitors. The project includes upgrades to the City’s water and wastewater system, the addition of sidewalks and updates to the stormwater system and street infrastructure.

Located near Maple Avenue Elementary School, downtown and 169 HWY, Quincy Boulevard is an important area that receives traffic. This project will see improved conditions and better stormwater drainage, along with the addition of sidewalks for pedestrian safety. The City also has plans to connect the sidewalks to the school in the future to provide safe routes for students. Additionally, the sewer system will be rehabilitated using the cured-in-place pipe method to reduce future issues.

With more than $1.5 million invested in the project, funds have been sourced from transportation sales tax, parks and stormwater sales tax, utilities revenues and the general fund. Work on the project is set to begin in the summer of 2023, and the city of Smithville remains committed to enhancing the quality of life for all residents. The infrastructure improvements will make Smithville a safer, more accessible, and more enjoyable place to live for everyone.

CITY OF ST. PETERS: Brookshire Stormwater Improvement Project Preventing flooding from several St. Peters’ roadways and the rear yard areas of a number of residents along four roads is the goal of a nearly-completed stormwater project with a projected cost of $652,108.02.

The P-31 Brookshire Storm Water Improvement Project is funded by the proceeds from the sale of storm water bonds. This project addressed recurring flooding issues on Brookshire Drive, Creekside Drive, Elmdale Lane and Auchly Lane and numerous rear yard areas. Investing in stormwater improvements across the City continues to be a major priority for St. Peters since the passage of the Prop P sales tax in 2012. These significant investments ensure the successful management of stormwater and flooding issues while being fiscally responsible stewards of taxpayer dollars over the long term.

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The work included the reconstruction of the existing inadequate storm sewers and new piped storm sewers along with various rear yard inlets and new curb inlets in areas with a history of flooding.

The impact—greatly improving the efficiency of storm water drainage in the area, reducing potential flooding on roadways and the rear yards of residential properties. The work was done within existing recorded easements and/or existing city right of way.

www.mocities.com

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No one can predict when service lines

will fail.

Over 240,000 water main breaks occur each year in the U.S.* There are more than 800,000 miles of public sewers susceptible to structural failure.* Join the more than 900 partners that have chosen to work with us to help protect their homeowners.

• Educates homeowners about their service line responsibilities • Provides solutions that help address aging residential infrastructure • Offers affordable plans to protect homeowners from the high cost of service line repairs • No cost to the city Contact us to learn more: Emilie Zalfini, Regional Director 412.527.2511 • Emilie.Zalfini@homeserveusa.com www.NLC.org/serviceline

*https://www.infrastructurereportcard.org

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theReview May/June 2023

LOCAL GOVERNMENT Review

City Of Wentzville Water Reclamation Center Expands To Meet Continued Growth The city of Wentzville has completed its $11.4 million Phase III Expansion of the Wentzville Water Reclamation Center, marking a major investment in the City’s wastewater treatment capabilities, and helping to ensure continued highquality wastewater treatment for its growing population.

Phase III of the expansion project, which began in 2020 and concluded in 2023, was divided into two phases — each with its own set of challenges and opportunities. The design services for the project were performed by HDR, Inc. Phase I of the expansion focused on biosolids dewatering upgrades, including the installation of a new biosolids dewatering facility, a screw press and upgraded sludge pumping capabilities. These upgrades not only improved the efficiency of biosolids management and handling, but also greatly impacted the treatment process, by reducing and better controlling the solids inventory. In addition, an openair covered storage structure was constructed to allow for safe and secure storage of dewatered biosolids. The construction of Phase I was performed by Contegra Construction, with construction management services provided by HDR. Despite the challenges posed by the COVID-19 pandemic, the project was completed near the end of 2021, on schedule and within budget.

Phase II of the expansion began in September 2021 and focused on the installation of a new aeration treatment unit on the west side of the plant, modifications to the main flow diversion structure, and the conversion of a 35-yearold treatment unit into an aerobic digester. These upgrades will increase the Wentzville Water Reclamation Center’s treatment capacity and further reduce its environmental footprint.

The construction of Phase II is being performed by Plocher Construction, with construction management services provided by Crawford, Murphy & Tilley.

The project was substantially complete and operational as of March 2023, and it has increased the City’s permitted discharge design flow from 5.34 MGD to 7.04 MGD. The Phase III expansion of the Wentzville Water Reclamation Center is an important investment in the future of the City and the surrounding community. By improving the efficiency and effectiveness of its wastewater treatment operations, the City is ensuring that it can meet the growing demand for clean water while minimizing its impact on the environment.

Sustaining energy and water for life libertyenergyandwater.com

www.mocities.com

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LOCAL GOVERNMENT Review

MML Out And About MML regional meetings took place around the state in April and May. Topics included public works projects, legislative updates and more, and feature a new lunchtime format to reach a variety of local officials and municipal employees in each region.

While traveling to regional meetings, MML staff also stopped when possible to visit members and check in about news for that community.

Newly installed MML Central Officers (Secretary: Russellville Mayor Sharon Morgan, and President: Sedalia Council member Thomas Oldham) present the Central Region traveling attendance plaque to Warrensburg officials.

Staff also had the opportunity to attend the Franklin County Municipal League meeting, hosted by the cities of New Haven and Berger.

We are t han k f u l to have t he opportunity to visit with members whenever we can! Be sure to check the MML website for a regional event coming up near you and join us!

Warrensburg City Manager Danielle Dulin introduced Warrensburg Public Works Director Enrico Villegas. Villegas provided a presentation on Warrensburg’s sidewalk program and how they are addressing utility disruptions caused by fiber boring companies.

Franklin County Municipal League meeting.

(l-r) Ferguson Mayor Ella Jones, Moline Acres Mayor and MML President Michele DeShay, and Moline Acres Alderman Darlene Bell attemded the MML Metro East Region meeting in Maryland Heights to hear a legislative session overview by MML Executive Director Richard Sheets.

The MML West Gate Region met in Sugar Creek to learn more about the impacts of legalized recreational marijuana.

The MML South Central Region gathered in Lebanon for a discussion regarding nuisance abatement.

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MEMBER News Woman of Achievement

Congratulations to Cora Scott, city of Springfield director of public information and civic engagement, on being honored

by Lt. Gov. Mike Kehoe as a 2023 Woman of Achievement!

Ten women were honored this year for their contributions to Missouri communities and the state.

(l-r) Springfield City Manager Jason Gage, Cora Scott.

Deanna is a member of the Eastern Division of MoCCFOA. She has served as president of her division along with various state city clerk committees from 1998-present.

She has earned the designation of Missouri Professional City Clerk from MoCCFOA and Master Municipal Clerk from the International Institute of Municipal Clerks (IIMC).

Deanna has served as a mentor to fellow clerks in the Eastern Division since 2014. She has served with the city of Berkeley for nearly 11 years.

New! MML Planning and Zoning Handbook

MML is excited to announce the availability of a new handbook on planning and zoning.

The booklet should serve as the Planning & Zoning Procedures For Missouri Municipalities perfect primer for new officials on your city’s planning and zoning commission. It can also be a good reference for current officials. Attorney Brian Malone conducted the legal review for this 2023 edition of the booklet. This new handbook features an enhanced layout, design and more graphics. MML members may login and download a pdf of the booklet for free on the MML website (News & Publications/ Handbooks). It is available for purchase to non-members for $50.

March 2023

2023 Outstanding City Clerk Award Berkeley City Clerk Deanna Jones was presented with the prestigious Missouri City Clerks and Finance Officers Association’s 2023 Outstanding City Clerk Award at the annual MoCCFOA Spring Institute banquet held in Columbia, Missouri, in March. The purpose of the Award is to recognize a Deanna Jones city clerk or finance officer who has demonstrated outstanding service and commitment to their municipality, community and professional organization.

Price: $50.00

(Single copies available to member cities at no charge.

No unauthorized reproduction.)

Published by Missouri Municipal League 1727 Southridge Drive Jefferson City, MO 65109

Excellence in Government Award The Missouri Government Finance Officers of Missouri selected Lori Obermoeller, finance director for the city of Creve Coeur, as this year’s recipient of the GFOA-Mo’s Excellence in Government Award.

The Award is presented for displaying the high standard of leadership, professionalism, ethics, and integrity promoted by the Missouri Government Finance Officers Association.

(l-r) Creve Coeur Mayor Dr. Robert Hoffman, Lori Obermoeller, City Administrator Mark Perkins.

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theReview May/June 2023

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www.mocities.com

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MEMBER News & Notes MML Calendar of Events June 2023 8-9 ����� MML Elected Officials Training Conference 14 ����� Missouri Digital Government Summit, Jefferson City, Missouri 19 ����� Juneteenth (MML Office Closed) 22 ����� MML Policy Committees Meet, Columbia, Missouri

Save The Dates!

MML 2023 Conferences

August 2023 7 ����� MML Resolutions Committee Meets, Jefferson City, Missouri 8-11 ����� National Brownfields Training Conference, Detroit, Michigan

September 2023 1 ����� Deadline for fixing property tax levy (munis in non-charter counties) 4 ����� Labor Day (MML Office Closed) 6-8 ����� Governor's Conference on Economic Development, Osage Beach, Missouri 10-13 ����� MML Annual Conference, Kansas City, Missouri 13 ����� Missouri Legislative Veto Session 15 ����� Financial Disclosure Ordinances due 30-Oct. 4 ��� ICMA Annual Conference, Austin, Texas

MML Elected Officials Training June 8-9, 2023 Columbia

MML 89th Annual Conference September 10-13, 2023 Kansas City

November 2023 16-18 ����� National League of Cities' City Summit, Atlanta, Georgia Find more events and details on www.mocities.com and in the MML e-newsletter.

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theReview May/June 2023

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