Missouri Municipal Review, March/April 2025 by Missouri Municipal League

public safety Issue

Beyond investing

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

Learn more at

This information is for institutional investor use only, not for further distribution to retail investors, and does not represent an offer to sell or a solicitation of an offer to buy or sell any fund or other security. Investors should consider the investment objectives, risks, charges and expenses before investing in any of the Missouri Securities Investment Program’s portfolios. This and other information about the Program’s portfolios is available in the Program’s current Information Statement, which should be read carefully before investing. A copy of the Information Statement may be obtained by calling 1-877-MY-MOSIP or is available on the Program’s website at www.mosip.org. While the MOSIP Liquid Series seeks to maintain a stable net asset value of $1.00 per share and the MOSIP Term portfolio seeks to achieve a net asset value of $1.00 per share at the stated maturity, it is possible to lose money investing in the Program. An investment in the Program is not insured or guaranteed by the Federal Deposit Insurance Corporation or any other government agency. Shares of the Program’s portfolios are distributed by PFM Fund Distributors, Inc., member Financial Industry Regulatory Authority (FINRA) (www.finra.org) and Securities Investor Protection Corporation (SIPC) (www.sipc.org). PFM Fund Distributors, Inc. is an affiliate of PFM Asset Management LLC.

President: Len Pagano, Mayor, St. Peters; Vice President: Damien Boley, Mayor, Smithville; Immediate Past President: Matt Turner, Alderman, Harrisonville; Judy Bateman, Alderman, St. Peters; Melissa Burton, City Clerk, Overland; *Chuck Caverly, Council Member, Maryland Heights; *Michele DeShay, Mayor, Moline Acres; Reed Dupy, Council Member, Chillicothe; Barbara Flint, Finance Director, Eureka; *Joe Garritano, Council Member, Wildwood; John Josendale, Mayor, St. Joseph; Dustin Kessler, Mayor, Morrisville; *Chris Lievsay, Council Member, Blue Springs; Timothy Lowery, Mayor, Florissant; Ken McClure, Mayor, Springfield; Thomas Oldham, Council Member, Sedalia; Michael Padella, City Administrator, Cottleville; Ryana Parks-Shaw, Mayor Pro Tem, Kansas City; Steve Rasmussen, City Manager, Cameron; Marcieta Reed, Alderman, Vinita Park; *Matt Robinson, Mayor, Hazelwood; Mike Roemerman, Mayor, Ellisville; *Kathleen Rose, Mayor, Riverside; Erin Seele, City Attorney, Kirkwood; Robert Smith, Council Member, Poplar Bluff; Sean Wilson, Mayor, Waynesville *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

Meghan Vossen, Editor Mvossen@mocities.com

Richard Sheets, Laura Holloway and Lori Noe Contributing Editors

GRAPHIC DESIGN

Rhonda Miller

The Review March/April 2025; Volume 90, No. 2

The 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. Website: www.mocities.com.

President's Review

by Len Pagano, Mayor, St. Peters, and MML President

" Together, as a municipal family, we can make a lasting impact on our communities. Your dedication and service do not go unnoticed. "

A Lasting Impact

Due to a severe winter storm, MML had to reschedule this year’s Legislative Conference from February 18-19 to March 26-27. Despite this setback, our commitment to advocating for Missouri’s cities remains unwavering. We encourage all local leaders to continue engaging with their state legislators and ensuring that our communities’ voices are heard.

Much like in a family, strong relationships are built on communication, trust and ongoing support. The connections we nurture at MML events and at the Legislative Conference in Jefferson City mirror the ones we cultivate in our own hometowns.

Just as we support one another in our communities, staying engaged with our state legislators helps strengthen the foundation upon which our cities thrive. These relationships are essential in advocating for our residents and help ensure that every voice is represented in shaping a stronger Missouri.

One meaningful way to maintain these relationships is by including your state legislators in the life of your community. Consider inviting them to local events, from council meetings to grand openings. Keeping them informed through your city’s newsletters and publications also fosters a sense of connection and shared purpose. When they see firsthand the challenges and successes of your community, they become more invested in working alongside you to build a brighter future.

As we continue through this legislative session, I encourage you to stay engaged with MML’s Capitol Report. This resource ensures that you are informed about the most pressing legislative issues affecting cities, upcoming hearings and fiscal notes requiring attention. If you are not yet receiving the MML Capitol Report every Friday during session, please reach out to MML staff at (573) 635-9134 or info@mocities. com, and we will ensure you are added to the list.

Looking ahead, I invite you to mark your calendar for the upcoming MML Elected Officials Training, June 12-13, in Columbia, Missouri. Whether you are newly elected or a seasoned official, this event offers valuable insights and learning opportunities to better serve your city and its citizens. Registration is now open at mocities.com.

This issue of The Review focuses on public safety, a cornerstone of every thriving community. You will find insightful articles on emergency planning and response management for newly elected officials. It is important for city leaders to understand the basics of emergency responses so that they are prepared and have the knowledge to take necessary action in responding to an emergency. Also, in this issue is an introduction of the newly enacted, by Governor Kehoe, Missouri Blue Shield Program. Missouri Blue Shield Program is a voluntary, collaborative initiative that unites Missouri communities in support of the law enforcement agencies on which our cities, towns and counties rely.

You will also find an article on the employment protection of Missouri police chiefs, an FAQ on building codes, and quick review of ARPA funds. These topics highlight the importance of preparedness, policy and resources in ensuring the safety and well-being of our residents.

Together, as a municipal family, we can make a lasting impact on our communities. Your dedication and service do not go unnoticed — each effort you make contributes to the well-being of the citizens you serve. Thank you for your commitment, and let’s continue working together to build stronger, more connected communities across Missouri.

Paul Long • Jeff Chronister

• Bill Budnick • Ryan Allison • Najem Agnew

• Cameron Black • Mitch Friend

by Joseph E. Bond and Erin P. Seele

Impending American Rescue Plan Act (ARPA) Deadlines And News

The annual reporting deadline for American Rescue Plan Act (ARPA) funds is fast approaching for most cities on April 30, 2025. 1 Please find more details on the specifics relating to the reporting requirements in the following guidance from the United States Department of the Treasury (Treasury): https://home.treasury.gov/ system/files/136/SLFRF-Complianceand-Reporting-Guidance.pdf, starting on page 22.

Further muddying the already complicated reporting requirements, in late December 2024, U.S. Senator Eric Schmitt (R-MO) transmitted a letter to the Missouri Municipal League regarding the impending obligation deadline relating to the funds local governments received under American Rescue Plan Act (ARPA).2 Per ARPA, the funds that local governments received from the federal government needed to be “obligated” prior to Dec. 31, 2024, and spent by Dec. 31, 2026.

Citing a U.S. Government Accountability Office (GAO) response to a request for a legal decision by Senator Schmitt and five other Republican senators, Senator Schmitt’s letter called into question recent Department of Treasury interpretations of “costs incurred” and “obligations”. It is worth noting that the GAO letter expressly provides that they “are unable to issue a legal decision on this matter; however, we have identified several issues that Congress could consider for oversight.” U.S. Government Accountability Office, B-336106, Dec. 2, 2024, Department of the Treasury — Observations Regarding the Purpose Availability of Amounts Appropriated for Payments to State and Local Governments, page 1.

While this letter from Senator Schmitt, and the GAO letter are cause for some concern, the obligation deadline for ARPA Funds has come and gone and cities may no longer alter how their ARPA Funds were spent. While the GAO may have pointed out some ambiguities within Treasury’s guidance, it is not clear whether calls for investigating or clawing-back funds will gain any traction at the federal level. This is particularly true now that the ARPA Funds have been obligated by cities for these expenditures. Lawsuits or federal administrative action would appear to be necessary to change Treasury guidance. Cities that used ARPA Funds to pay for salaries beyond the Dec.31, 2024, deadline (in line with existing Treasury guidance at the time) may want to keep track of additional Congressional action on this front, as those expenditures are likely the most vulnerable to challenge.

The terminology used by the statute and Senator Schmitt are that the funds must be obligated by December 31, 2024. The issue here was what it meant for those funds to be obligated—did the statute mean contracted for and those items would still be paid for after December 31, 2024, or did it contemplate merely budgeted for and a contract could be entered into after the Dec. 31, 2024 deadline. We would maintain (and Treasury guidance at the time) would indicate that so long as a money amount was obligated by Dec. 31, 2024, that payments that occurred after that date but before December 31, 2026, would comply with the statute.

An example I hope clarifies this distinction would be something like an infrastructure project that may take more than 6 months to complete; some

of that payment for the contract may be due upon completion 6 months after the contract was entered into, potentially after the December 31, 2024 date. These payments would have still been obligated before December 31, 2024, just not spent until the completion of the contract 6 months later. Thus, payments of that variety would occur after the December 31, 2024 deadline but have still been lawfully obligated before the deadline.

Joseph E. Bond is principal attorney with Cunningham, Vogel & Rost, P.C., representing municipal clients in general municipal law matters including land use and zoning, public utility issues, and telecommunications law.

Erin P. Seele is a principal attorney with Cunningham, Vogel & Rost, P.C., representing municipal clients in general municipal law matters including land use and zoning, public utility issues, employment law, and environmental law.

End Notes

1 If your city has a population of over 250,000 or you received more than $10 million in ARPA Funds, quarterly reporting applies to your activities. Please confer with the following Compliance and Reporting Guidance from Treasury: https://home.treasury.gov/system/ files/136/SLFRF-Compliance-and-ReportingGuidance.pdf, pages 17-22 regarding deadlines.

2 ARPA authorized the allocation and use of the State and Local Fiscal Recovery Funds (SLFR”), which is the technical term for what is typically referred to as “ARPA Funds.” For purposes of this article, SLFRF money will be described as “ARPA Funds.”

by Todd T. Smith

Employment Protection Of Missouri Police Chiefs

In Missouri, the appointed chief of a municipal police department is not an at-will employee, meaning that these individuals cannot be summarily removed from their positions. Rather, police chiefs’ employment is statutorily protected by §106.273, RSMo, which requires just cause, written notice and a hearing in order to terminate the chief. This article will discuss the procedure and issues related to the termination of these employees.

Who Is The Chief?

The statue defines “chief” as “any nonelected chief law enforcement officer of any political subdivision.” The term “nonelected” excludes elected city marshals — who often use the title “police chief”— from the scope of this statute. The author’s opinion is that the title of “chief” is not determinative, but rather the employee’s practical position in the department. Thus, if the functional head of the department happens to use a different title (e.g., commander or public safety director), those individuals will nevertheless likely qualify as chief and be entitled to statutory protection. Relatedly, the Missouri Police Bill of Rights and its numerous requirements for the investigation and disciplining of police officers, expressly does not apply to “the highest-ranking officer in the law enforcement agency,” (§590.502.1(5), RSMo). Thus, a municipality need not comply with the Bill of Rights statute when investigating or terminating a police chief. What a municipality must have to fire their chief is specific “just cause” that can be proven at a termination hearing.

Grounds For Removal

maintain the required law enforcement license was conduct “inconsistent with the interests of the public or the chief’s governing body” as under ground (d).

Notice Of Termination

Notice of the termination hearing (often titled “notice of intent to terminate”) must be given no fewer than 10 business days prior to the date of the hearing, typically by certified letter to the chief and, if applicable, the chief’s lawyer. The written notice must state the date, time and location of the hearing. The notice must also set out allegations against the chief and include a statement of facts supporting those allegations. The level of detail required is not set out in the statute, but the allegations should have sufficient factual specificity to meaningfully allow the chief to prepare a defense thereby preserving the employee’s due process rights. At a minimum, the statement of facts should have dates and locations of the alleged misconduct and list which of the six grounds are alleged to have been triggered by that misconduct.

Termination Hearing

As listed in §106.273.2, RSMo, there are six grounds for the removal of an appointed police chief for just cause. One of these six causes must be triggered in order to proceed with termination. These are listed on page 9 verbatim from the statute with accompanying comments.

Notably absent from this list is the suspension or revocation of a chief’s peace officer license by the Missouri Department of Public Safety, referred to as “losing POST.” In such a circumstance, the city could likely assert that failing to

The statute requires that the “governing body of the political subdivision”— usually a board of aldermen or city council — to hold a hearing to terminate the police chief’s employment. The hearing can be open to the public and media or may be handled in a closed session as a personnel matter. Per Halderman v. City of Sturgeon, 670 S.W.3d 193 (Mo. App. W.D. 2023) (administrative procedures apply to chief hearing, termination reversed), the event is considered to be a “contested hearing” and, as such, should resemble a trial. Among other formalities, all witnesses should be sworn before giving testimony and are subject to cross-examination by the chief or their legal counsel. Unlike criminal trials, in this setting, “a party who does not testify in his or her own behalf may be called and examined as if under cross-examination.” §536.070(3), RSMo. After the presentation of evidence and arguments, it requires a two-thirds vote of the body (e.g. 3 of 4, 4 of 6, 6 of 8 votes) in favor of termination to complete the process. If passed, the chief immediately loses office, relieved

STATUTORY CAUSE

(a) Is unable to perform his or her duties with reasonable competence or reasonable safety as a result of a mental condition, including alcohol or substance abuse.

(b) Has committed any act, while engaged in the performance of his or her duties, that constitutes a reckless disregard for the safety of the public or another law enforcement officer.

(d) Acts in a manner for the sole purpose of furthering his or her self-interest or in a manner inconsistent with the interests of the public or the chief’s governing body.

(

e) Has been found to have violated any law, statute, or ordinance which constitutes a felony.

(f) Has been deemed insubordinate or found to be in violation of a written established policy, unless such claimed insubordination or violation of a written established policy was a violation of any federal or state law or local ordinance.

AUTHOR’S COMMENT

Presumably a formal, expert opinion from a healthcare professional would be required to prove the alleged mental condition.

The reckless element will exclude instances of reasonable mistake from triggering this ground.

While the terms in this clause are not expressly defined, presumably this provision is not triggered by causal lying.

This is the broadest ground. Its key terms are not defined by the statute.

Non-injury intoxicated driving is typically charged as a misdemeanor offense, which does not trigger this ground.

While not required, the most defensible basis for this ground would be a situation where a chief unequivocally violates a direct, written order from the city. The exception permits a chief to disobey a plainly unlawful directive.

of all duties, and entitled to no further compensation not already earned. The body must provide the chief with written notice of the grounds within 14 calendar days of the termination vote.

Resignation

All of the statutory provisions of §106.273, RSMo can be avoided if the chief voluntarily resigns from office. That can occur by offering a severance agreement whereby the chief voluntarily resigns and waives all liability against the city in return for a settlement payment. As with all law enforcement officers, a city is obliged to notify POST whenever an officer or chief leaves the department within 30 days of their employment ending.

Temporary Chiefs

Having successfully terminated a chief or obtained their resignation, a city should have an acting or interim police chief temporarily head the police department until a permanent replacement can be secured. If that person is expected to serve more than a brief period of time, the employee is arguably a “chief” protected by the statute. In such a scenario, a municipality should consider having the temporary chief contractually waive statutory protection specifically to permit the city to appoint a new, permanent chief at a later time without having to complete the termination process for the temporary chief. Such a waiver should be unquestionably knowingly, voluntary and ideally, given in exchange for meaningful consideration. Such a contract could clearly stipulate that non-renewal of the contract does not require adherence to the police chief statute.

Todd T. Smith is an associate attorney with Lauber Municipal Law in the firm’s Jefferson City office. Mr. Smith earned a Juris Doctorate from Drake University and a Master of Laws (LL.M.) degree in law and government with certificate in civil and constitutional rights from American University’s Washington College of Law. He has extensive experience as a prosecutor and counselor to law enforcement agencies. Contact him at tsmith@laubermunicipal. com.

It's all about connections

At AT&T, we know businesses help communities thrive.

That's why in the last 3 years AT&T has invested more than $2 billion in our Missouri networks. Keeping communities connected. At AT&T, it's how we do business.

LOCATIONS

© 2022 AT&T Intellectual Property. AT&T and Globe logo are registered trademarks and service marks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks are the property of their respective owners.

by James Klahr

Emergency Planning And Response A Primer For Newly Elected Officials

Newly elected city officials assume many responsibilities upon taking office. While emergency response may not be top of mind, it is important for city leaders to understand the basics of emergency response so that they are prepared and have the knowledge to take necessary action in responding to an emergency.

This article highlights four items city officials need to understand as they develop and update strategies for emergency response. This article focuses on: 1) legal authority; 2) planning; 3) resources; and 4) communications.

Legal Authority – Missouri’s Delegation Of Legal Authority To Cities

A brief overview of federal and state law is essential for city leaders to better understand their authority during an emergency.

The 10th Amendment to the United States Constitution reserves powers in the states unless delegated to the United States or otherwise prohibited. States have the power to exercise police powers, including authority to take actions to respond to emergencies.

In turn, states have provided significant authority to local governments to determine how to provide essential services to their residents. For example, Article VI, Section 16 of the Missouri Constitution authorizes any municipality or political subdivision to contract and cooperate with other municipalities, or with other states or their municipalities for the “planning, development, construction, acquisition or operation of any public improvement or facility, or for a common service, in the manner provided by law.”1 Section 44.090, RSMo, allows any political subdivisions to enter into mutual-aid agreements “with other public and private agencies within and without the state for reciprocal emergency aid.”2

Authority To Issue Emergency Declarations

Under state statutes for various classifications of cities, the mayor and council or board of aldermen are responsible the care of the city and preservation of peace and good order.

(See Section 77.150, RSMo (3rd class cites, flood protection); Section 77.290, RSMo, (3rd class cities); and Section 79.110, RSMo, (4th class cities)).

A city also has authority to take necessary action during specific types of emergencies (See Section 77.530, 3rd class cities may adopt ordinances to prevent and abate contagious diseases; Section 79.380, RSMo, 4th class cities authorized to exercise like authority; Section 80.090(10) & (40), RSMo, board of aldermen of village have power to prevent introduction and spread of contagious diseases and pass other ordinances for regulation and police).

A city may authorize the mayor to declare a state of emergency. 3 Once the mayor declares an emergency, the mayor is vested with various powers to respond. These may include the power to execute contracts for emergency construction, direct emergency response by city personnel, and purchase or lease goods and services the mayor deems necessary to the city’s emergency response.4

During an emergency declaration, the mayor also has the authority to adopt any rules or orders to implement the emergency declaration.5 Those emergency powers are effective for thirty days or until terminated by the mayor or board, whichever comes first.6

A city considering granting the mayor emergency declaration authority should consider the types of challenges the mayor may need to address. Because no city is able to predict the specific type of emergency that may arise, the city should draft any ordinances broadly enough to provide the mayor with sufficient flexibility to respond to the situation. The ordinances should also make it clear how the mayor is to trigger the authority (ex: through proclamation), the types of actions the mayor can take and direct, and any limitations on that authority. The city should also consider how the mayor’s powers can be taken back, usually at the next meeting of the council. Finally, the city needs to have a plan about where and how it will get the resources it needs during an emergency.

There are limits on the types of emergency actions a city may take. Missouri appellate courts have not often considered the statutory limitations on a local government’s emergency

While innovating for the future, Missouri communit y preser ves its past through improved operations.

Partnering with Schneider Electric allowed the City of St. Joseph, Missouri to modernize aging critical infrastructure, while respecting and preserving the town’s historical charm. All while saving money via innovative funding to get the job done.

Scan to hear about what’s happening in the City of St. Joseph, MO

SEMA’s website (sema.dps.mo.gov) includes a number of helpful resources, from planning for emergencies to recovery. SEMA has also established an online tool called WebEOC to assist communities in responding to emergency situations.

powers. However, the Missouri Court of Appeals, Southern District, determined that county officials did not have legal authority to seize certain equipment of the Department of Transportation in order to respond to ongoing flooding.7 City leaders need to understand what types of emergency powers are reserved to the state, with seizure of property being one example.

Role Of State Emergency Management Agency (SEMA)

Section 44.020, RSMo creates the State Emergency Management Agency or SEMA. SEMA’s role is to assist in “coordination of national, state and local activities related to emergency functions by coordinating response, recovery, planning and mitigation.”8 SEMA provides the necessary coordination and resources if needed to support local governments when emergencies such as natural disasters occur.

Section 44.080, RSMo requires that each political subdivision establish its own local organization for disaster planning in accordance with the state operations plan. The executive officer of the political subdivision shall appoint a coordinator who is responsible for the “organization, administration and operation of the local emergency management operations.”9 The emergency management coordinator may be the county emergency management director.

For those political subdivisions that have not established such a plan and do not have sufficient resources to develop their own plan, what options do they have?

The Power Of Cooperative Agreements And Mutual Aid

The answer may well lie in the authority a city has under Missouri law to enter into cooperative agreements. There are numerous provisions in state statute authorizing a city to enter into cooperative agreements with other political subdivisions or state or federal government. Some examples include:

• Cooperation for planning, development, construction, acquisition or operation of any public improvement or facility (Sec. 70.220.1, RSMo);

• Cooperation related to construction and operation of a county or municipal levee system (Sec. 246.271.3, RSMo);

• Contracting with a solid waste district to provide for disposal of solid waste (Sec. 260.310.2, RSMo).

These cooperative agreements allow a city to leverage the resources of neighboring cities, counties and other political subdivisions to provide needed services to its citizens.

Emergency Operations Plan

Every county in Missouri has an emergency operations plan. This plan is a comprehensive guide that details the roles and responsibilities of the various units of government to ensure effective coordination in the event of an emergency. For example, the Boone County Emergency Operations Plan states that the local elected officials take the lead in identifying the objectives in responding to an emergency:

“It is the primary responsibility of the elected officials of each affected jurisdiction to specify the priorities and objectives, with input and support from the Incident/Unified Command and the

Emergency Management Director, that guide disaster response and recovery efforts.”10

A city may set out by ordinance the procedure for appointing an emergency management director and the duties of the director.11 These ordinances provide the legal framework for the city to respond as needed in the event of an emergency. Often, a city will use their county’s emergency management director.

In order for any emergency operations plan to be effective, local officials need to review it every year. In addition, SEMA will review the local emergency operations plans every few years. Keeping these plans current is critical to ensure that, if an emergency occurs, the plan includes the key contacts and responsibilities for those contacts.12

SMITH&CO.

An emergency operations plan should also identify the city’s critical infrastructure, including the water, sewer and electricity. Also, the city needs to take the necessary steps to protect this infrastructure and have a contingency plan if any of the infrastructure fails during an emergency. City officials should explore Federal Emergency Management Agency (FEMA) grant opportunities to assist in this process, such as the Emergency Management Performance Grants (EMPG).

When An Emergency Occurs – Accessing Available Resources

When responding to an emergency, city officials need to consult their emergency operations plan and act in accordance with that plan.

Depending on the nature and extent of the emergency, the response may require assistance from and coordination with SEMA. In that scenario, SEMA has developed a Missouri Disaster Recovery Framework. As the Executive Summary states, “state-level coordination is generally needed when disaster impacts overwhelm local capabilities and are widespread, catastrophic in nature or create cascading effects across multiple sectors.”13

While the details of coordination between local and state officials are beyond the scope of this article, officials wanting to learn more about the state’s emergency response role in assisting local communities can visit SEMA’s website to learn more — https://sema.dps.mo.gov/ and go to the “Operations” tab.

City officials should be aware of the Missouri WebEOC program — https://sema.dps.mo.gov/programs/webeoc/. This online program provides leaders from multiple jurisdictions the capability to share information in real time and improve responsiveness to their residents. A new user can request access to WebEOC by contacting their local emergency management director. SEMA also provides training on how

to access and use WebEOC upon request.

A city may need to procure certain necessary goods and services during an emergency. Such procurements may need exemptions from the city’s normal purchasing rules. Those exemptions must be detailed in the emergency plan. City officials must be aware that if procurement is not conducted in compliance with FEMA or SEMA guidelines, the city may be at risk of not receiving reimbursement for otherwise eligible disaster costs.14

Timely Communication Before And During Emergencies

When public officials activate their emergency operations plan, they must also timely communicate with residents to ensure they have timely and relevant information, including any instructions to protect residents’ safety.

But even before an emergency occurs, public officials can communicate with residents to improve preparedness within their communities. This means making residents aware in advance of how emergency alerts and warnings will be communicated and the individual preparations they can take to better prepare for emergencies. Examples include making sure individuals have a shelter plan, evacuation plan, and sufficient food, water and supplies to survive for several days without assistance.15

During an emergency, city officials should already have a list of contacts who need to be apprised of the situation as it develops so that officials are able to communicate a consistent and coherent message. A good source for planning is the Emergency Support Function (ESF) #2 Communications document SEMA has developed. This template may be used by local leaders to create a written inventory of resources and contact information, including the county 911 center,

A Smarter Way to Plan for Your City’s Future

Our team supports your city by understanding your goals, optimizing funding, and delivering effective infrastructure solutions.

Master Planning | Strategic Partnerships | Self-Funding Solutions

Let’s partner together. The first step is a no-obligation facilities assessment.

LET’S BUILD STRONGER LEADERS TOGETHER.

In today’s polarized world, serving as an elected official is more challenging than ever. Building productive relationships—with colleagues, staff, and the community—has become harder than ever, yet it’s absolutely essential for effective governance.

Learn from experienced leaders who share decades of expertise to help you:

• Strengthen decision-making skills

• Build leadership endurance

• Adapt with agility to today’s challenges

Let’s start the journey together.

shockeyconsulting.com/masterclass

local emergency management agency, local police and fire departments, and non-governmental organizations such as amateur radio services that may be deployed to communicate alerts and other emergency messages when necessary.

An additional tool is the Wireless Emergency Alerts system (WEA), established in 2012 to warn the public about dangerous weather, missing children and other critical situations by sending alerts to mobile devices.16

Conclusion

City officials need to understand the basics of emergency management and response and that this is a core responsibility. There are tools available to assist city leaders in their planning. SEMA is a valuable resource and conducts regular training opportunities for officials to learn more about their roles and responsibilities during an emergency (see https:// sematraining.com/). FEMA also provides training through the National Incident Management System Training Program (NIMS — https://www.fema.gov/emergency-managers/nims/ implementation-training#training).

One key theme in emergency management is planning and cooperation. No city will be able to anticipate all potential emergencies or have all necessary resources to adequately respond in every situation. Creating and regularly revisiting the local emergency operations plan will help city leaders be more prepared when an emergency strikes. Taking the time to build and maintain cooperation with neighboring jurisdictions, as well as officials at SEMA will pay dividends when leaders need to take quick and decisive action.

While emergencies by their very nature are unplanned, a city can mitigate potential consequences by understanding its legal authority, knowing its emergency operations plan, and regularly reviewing and exercising the plan through mock drills and ongoing training.

James Klahr is Of Counsel at Lauber Municipal Law in Jefferson City, Missouri. He can be reached at (573) 658-3094 and jklahr@ laubermunicipal.com.

End Notes

1 Mo. Const., Art. VI, Sec. 16.

2 Sec. 44.090, RSMo.

3 e.g., City of Warsaw Code Sec. 225.030.

4 ibid.

City officials should be aware of the Missouri WebEOC program https://sema.dps.mo.gov/programs/webeoc/ This online program provides leaders from multiple jurisdictions the capability to share information in real time and improve responsiveness to their residents. A new user can request access to WebEOC by contacting their local emergency management director. SEMA also provides training on how to access and use WebEOC upon request.

5 ibid.

6 City of Warsaw Code Sec. 225.060.

7 State ex rel. Missouri Highway & Transp. Com. v. Pruneau, 652 S.W.2d 281, 287-88 (Ct. App. S.D. 1983) (Sec. 44.080, RSMo, does not grant the power to seize property to political subdivisions).

8 Sec. 44.020, RSMo.

9 Sec. 44.080, RSMo.

10 Boone County Emergency Operations Plan (2021), p. 19 - https:// www.showmeboone.com/oem/common/pdf/BooneCountyEOP.pdf

11 e.g., City of Brookwood Municipal Code, Article II; Secs. 12-19 to 12-21 (establishing emergency management agency; appointment process; powers of city manager and emergency management director); City of Centralia Municipal Code, Chapter 7; Secs. 7-1 to 7-11 (establishing city management organization, appointment process, and mutual aid).

12 See Boone County Emergency Operations Plan (2019), p. 7-8.

13 Missouri Disaster Recovery Framework (MDRF), Version 3.1 (January 2022); p. 3.

14 FEMA Fact Sheet – Purchasing Under a FEMA Award: Exigency or Emergency Circumstances (2022) - https://www.fema.gov/sites/default/ files/documents/fema_procurement_during_ee_circumstances_ factsheet-2022.pdf

15 FEMA - Local Elected and Appointed Officials Guide: Roles and Resources in Emergency Management, September 2022, p. 30 - Local Elected and Appointed Officials Guide

16 Federal Communications Commission – Wireless Emergency Alerts (WEA) - https://www.fcc.gov/consumers/guides/wireless-emergencyalerts-wea

Cell: 217-825-3550

Email: matt@midwest-meter.com

by Courtney Kawelaske & Mike O'Connell

Missouri Blue Shield Program To Recognize Communities For Fighting Crime & Supporting Law Enforcement

On Jan. 13, 2025, in his first official act after being sworn into office, Gov. Mike Kehoe took action on his administration’s number one priority— fighting crime and creating a safer state. The name of his multi-phase plan that began with six executive orders signed just after becoming governor is Safer Missouri. The Safer Missouri plan includes aggressively pursuing thousands of felons wanted for active warrants, law enforcement working with federal agencies to enforce immigration laws, and the new Blue Shield Program. Outlined in Executive Order 25-03, the Blue Shield Program recognizes local governments for their proven dedication to effective law enforcement and community safety.

“My administration will be relentless in pursuit of making Missouri a state where it’s easier to be a cop than a criminal, and we know that many communities across our state have already stepped up to support law enforcement and make their citizens safer,” Gov. Kehoe said. “The Blue Shield Program offers recognition for communities that have demonstrated real efforts to enhance public safety, support and build partnerships between citizens and law enforcement.”

Communities can apply to be recognized as Blue Shield counties, cities and towns by visiting the Missouri Department of Public Safety (DPS) website https://dps.mo.gov/ that Gov. Kehoe directed to administer the program.

Gov. Kehoe’s proposed fiscal year 2026 budget supports this recognition by directing $10 million in grant funding for additional law enforcement training and equipment to counties, cities and towns that earn a Blue Shield designation. The grant funding may be spent on law enforcement equipment and training.

“Even before Gov. Kehoe announced his intention to make funding available to Blue Shield communities, law enforcement and community leaders were expressing tremendous interest in the Blue Shield Program,” said Department of Public Safety Director Mark S. James. “Many, many Missouri communities are proud of their efforts to make their streets safer and the alliances they’ve forged between citizens, businesses, community organizations and law enforcement.”

While the funding proposal still must be approved by the General Assembly, the Department of Public Safety has developed a simple online application process that is designed to allow interested communities to complete the application and upload documentation entirely online.

“We want to recognize the communities that are already doing the hard work of making their streets safer and not make them have to spend a lot of time filling out forms or creating a bureaucracy,” James said.

The online application process went live on the DPS website in early March. DPS plans to review applications and make determinations on Blue Shield designations for counties, cities and towns quickly. The department is hopeful that the General Assembly will approve the governor’s $10 million Blue Shield grant program and that DPS can begin accepting grant applications in July at the start of fiscal year 2026, when the funding would become available.

Blue Shield community eligibility criteria include:

• Passage of a resolution by the community’s governing body demonstrating its commitment to public safety, including a commitment to reduce violent crime within the jurisdiction;

• Extraordinary investments in public safety over the last five years, or including extraordinary funding for public safety in its

Ideas transform communities

To reward your commitment to the continual process of learning new skills and abilities in the local government field, MML sponsors the Municipal Governance Institute. Participants who complete the program are designated as "Certified Municipal Officials" by the Missouri Municipal League.

Participants complete 12 hours of study in core areas and four hours of elective training. The program is open to both elected and appointed municipal officials and utilizes existing MML training opportunities, such as conferences and online training, as well as specially-crafted workshops to provide meaningful and useful information.

FACTS & FIGURES

• The program is open to both elected and appointed municipal officials.

• Electives allow officials to focus on leadership-based courses.

• Registration is accomplished with ease and speed.

• The program utilizes existing MML training such as conferences and online training, as well as custom-crafted workshops to provide meaningful and useful information.

MML members who have received designation as a "Certified Municipal Official" are now eligible for an advanced certification program, or AMGI. The advanced program offers increased challenges and rewards, requiring the completion of study in 14 core areas. Each custom-crafted module is tailored to assist Missouri local officials in their mission to better serve their communities.

MGI STAFF

Emily Koenigsfeld, Event & Training Manager

Stuart Haynes, Director of Administration & Policy

current budget;

• Having active community policing initiatives in place or partnering with local stakeholders in a joint effort to invest in and/or improve public safety in a significant way;

• The local government’s law enforcement agency has a police officer recruitment and retention program;

• The local government has demonstrated effectiveness in reducing crime or created innovative programs that attempt to reduce crime;

• The local government’s law enforcement agency participates in regional anti-crime task forces, or a demonstrated commitment to be a willing partner with these in the future; and

• The local government’s law enforcement agency follows Missouri crime reporting and traffic stop data requirements and other related statutes.

Blue Shield counties, cities and

towns would have to maintain their commitments each year to retain the Blue Shield designation. This will involve detailing their ongoing efforts to support public safety to DPS annually. Once local governments are approved for a Blue Shield designation, they will receive a public relations toolkit to showcase their community’s commitment to public safety. This toolkit will include access to digital graphics, a statement from Gov. Kehoe recognizing their community’s

commitment to public safety, and a draft press release that can be used by the community to highlight their participation in the program.

For questions about the Blue Shield application process, contact Missouri DPS Strategic Services Director Courtney Kawelaske at Courtney. kawelaske@dps.mo.gov or Missouri DPS Communications Director Mike O'Connell at Mike.oconnell@dps. mo.gov

Governor Mike Kehoe signs executive orders to begin the new Blue Shield Progrm in Missouri.

Adapting To Change: How Cities Reshaped Services And Operations Since COVID-19

How Grain Valley Evolved Post COVID-19

The COVID-19 pandemic presented unprecedented challenges for cities across the nation. In the city of Grain Valley, these challenges sparked creative solutions and lasting changes that improved service delivery, enhanced safety measures and strengthened community relationships. Here is how the City adapted and continues to evolve in response to the pandemic.

Enhanced Security Measures

One of the City’s most impactful adaptations during the pandemic was the implementation of a buzzer entry system at City Hall. Initially introduced to limit public access and reduce health risks, the system quickly proved valuable in enhancing overall building security. Visitors must now need be verified by staff before entering, providing an additional safeguard for employees.

One example where this measure has also been instrumental is managing interactions with individuals experiencing mental health crises that have led to

concerning encounters with staff. On multiple occasions, the system has allowed staff to maintain control of building access while ensuring that individuals in distress receive the attention they need from first responders. What began as a temporary health precaution has evolved into a lasting security enhancement that continues to protect staff and the public alike.

Online Application System

The pandemic underscored the need for remote access to essential city services. In response, Grain Valley contracted with an online application system that allows residents and businesses to conduct transactions from the comfort of their homes at their convenience. City permits and licenses — including occupational, building, fireworks and liquor permits — can now be processed and paid for through a secure online portal. This innovation has streamlined operations and made city services more accessible.

Aerial photo of Grain Valley, Missouri.

Virtual And Hybrid Meetings

During the pandemic, Grain Valley invested in audio-visual technology for its Council Chambers, enabling the City to live stream and record meetings for public access. This system that was not in place before COVID-19, has become a valuable tool for maintaining transparency and community engagement. Additionally, the City retains the capability to conduct meetings via Zoom, if necessary, though in-person meetings are now the standard.

Strengthened Regional Partnerships

Weekly calls with Jackson County during the pandemic fostered stronger relationships between Grain Valley and neighboring municipalities. These regular discussions created a valuable network of peers and established a foundation for ongoing collaboration. Today, city officials have a reliable network of counterparts to consult with on various administrative matters, enhancing regional cooperation and problem-solving.

In conclusion, the city of Grain Valley’s experience during the pandemic highlighted the importance of adaptability, technology integration and regional collaboration. The City’s proactive measures not only helped maintain essential services during a crisis but also positioned Grain Valley for a more connected future.

Municipal Engineering

A History of Serving Missouri Municipalities and Public Agencies

For over 45 years, Lashly & Baer, P.C. has provided sound legal counsel to municipalities and other public sector institutions. During this time, we have earned a solid reputation for prompt legal services at a reasonable cost. We believe that providing smart legal advice is vital, but providing this help in a timely manner is just as critical to meeting the needs of our clients. Our attorneys are experienced and trial-tested at addressing legal issues and regulations affecting government and public agencies.

Andrew R. Bramman

James C. Hetlage

Brian J. Malone

Lisa O. Stump

Jimmie M. Edwards

Alexandra S. Sievers Matthew S. McBride

Julie Z. Devine

Lyndee R. Fritz Katherine E. Henry

Mindy K. Mahn

Building A Stronger Tomorrow: COVID’s Lasting Impact on Wentzville’s Workforce

The COVID-19 pandemic impacted municipalities significantly and suddenly. Agencies were forced to review and change longstanding processes practically overnight. For the city of Wentzville, the pandemic was undoubtedly a motivator for positive change. While there were immediate operational and health challenges, the pandemic revealed opportunities to ultimately make our organization more competitive. We reviewed and revamped our recruitment and retention strategies, strengthening our position to remain an employer of choice among municipalities and the private sector.

COVID-19 gave us a chance to reimagine our workplace culture. During the pandemic, we created and rolled out a flexible working arrangement policy to allow for telecommuting. This policy that is still in effect today, provided immediate support during the pandemic and continues to offer employees the flexibility they value. These workplace culture shifts led to other initiatives, big and small, that have strengthened our ability to attract and retain top talent.

We adopted a “Dress for Your Day” dress code policy. With this simple change, employees can dress appropriately for their daily schedule, balancing professionalism and practicality. Whether they are in back-to-back meetings with external stakeholders or spending the majority of their day at a desk, they now have flexibility that promotes comfort and confidence. This may seem small, but this change has been very well received and reflects the leadership’s trust in our team to make decisions that suit their roles and responsibilities.

On a larger scale, we made big improvements to our benefits and leave policies — including adding caregiver leave and additional personal days (in addition to sick and vacation days). By enhancing our paid time off, expanding our wellness programs, and offering new benefits tailored to the changing needs of our workforce, we have solidified the City’s commitment to employee well-being. These changes also provided additional leverage to compete with the private sector employers, who often can offer more creative benefits packages.

The COVID-19 pandemic also underscored the importance of adaptability, this led to an increased internal focus on training and professional development. We expanded our leadership programs to offer more virtual training options and provided our team with the tools needed to thrive in a rapidly changing environment. Additionally, more recently, we launched an in-house annual Employee Development Conference, ensuring that employees who may not have the opportunity to typically participate in external training could still engage in meaningful learning experiences. These changes helped us retain employees who felt their growth was supported while also improving overall employee connections.

From remote work and a more casual dress code to an increased focus on leadership development, all of these changes were validated by our annual workplace surveys that consistently reports high employee satisfaction. In fact, Wentzville has won the top workplaces award three additional times since 2020, an honor solely based on employee feedback. Ultimately, the pandemic gave us the opportunity to reflect on how we had been operating and to make intentional changes that better support our team. These shifts were not just about responding to a crisis; they were about laying a foundation for long-term success. By fostering a culture of flexibility, enhancing benefits and investing in our workforce, Wentzville has emerged from the pandemic as a stronger, more competitive organization — ready to meet the challenges of the future. Learn more at www.wentzvillemo.gov/Careers.

City employees attend newly launched in-house annual Employee Development Conference.

2025 Agenda

Thursday, June 12

9 a.m. Registration

9:45 a.m. Welcome - Len Pagano, Mayor, St. Peters and MML President; and Richard Sheets, Executive Director, Missouri Municipal League

10 a.m. MML Services - Laura Holloway, Deputy Director, MML

10:30 a.m. Fundamentals of Municipal Government - Allen Garner, Attorney, Allen Garner Law, LLC

11:30 a.m. Conducting City Business - John Young, Attorney, Hamilton Weber LLC

12:30 p.m. Lunch

1:30 p.m. Budgets - Jeana Woods, CPA, Woods Accounting and Tax Services LLC

2:30 p.m. Break

2:45 p.m. Ethics - Casey Lawrence and Kaley Berry, Compliance and Education Specialists, Missouri Ethics Commission

3:45 p.m. Break

4 p.m. Personnel Law - James Hetlage, Attorney, Lashly & Baer, P.C.

5 p.m. Adjourn

5:30 p.m. Reception/Networking

Friday, June 13

7:30 a.m. Breakfast

8 a.m. KEYNOTE: Workplace Boundaries - Nikki L. Garry, Chief Evolution Officer, Resolve To Evolve, LLC

9 a.m. Break

9:15 a.m. Sovereign Immunity And How It Impacts Insurance - Paul Long, Vice President of Core Solutions, Ollis/Akers/Arney

10:15 a.m. City Business 102 - Ken McClure, Mayor, Springfield 11:15 a.m. Break

11:30 a.m. Missouri Sunshine Law - Brandon Roberts, Director of Sunshine Law Outreach, Missouri Attorney General’s Office

12:30 p.m. Adjourn

Keynote Speaker

NIKKI L. GARRY

Nikki L. Garry is the Founder and Chief Evolution Officer of Resolve To Evolve, LLC.

With the heart of a teacher and an undeniable gift for public speaking, Nikki’s passion for education and self-improvement is contagious. She’s revered for her dynamic, energetic, and inspirational presence, captivating audiences with her transparent messages, personal anecdotes, and unwavering commitment to service. As a transformational and motivational keynote speaker and educator, Nikki brings relevance, brilliance, and inspiration to every stage, engaging diverse audiences with her authenticity and drive.

In 2018, Nikki was honored as a “Game Changer” by the National Association for the Advancement of Colored People (NAACP); and in 2020, she was named one of Central Illinois’ “20 under 40” for her contributions to entrepreneurship and community impact.

8 hours of MGI and 1 hour of AMGI credit available!

FAQ: What You Need To Know About Building Codes

by Joe Kmetz

Are Missouri cities required to have building codes?

Missouri is considered what is colloquially called a “home rule state” that means that there is no “state” mandated code, local jurisdictions are allowed by right to choose to adopt building codes for their community or not. There has been a history of bills that have been proposed, House Bill 2870, that make attempts to establish a state code process as is present in other neighboring states, or a hybrid of state and local as in Iowa. These attempts at state codification have not yet gained enough votes to pass and raise potential Hancock issues as an unfunded mandate.

How often should building codes be updated?

The International Code Council (ICC) provides regular updates to their suite of building codes every three years through a formalized code development process. A graphic summary of this process can be found on ICC’s website at https://www. iccsafe.org. Updated code editions are not automatically made into law for local jurisdictions; a formal adoption process is required to take place. Currently, there is no state minimum code edition for Missouri. Many Missouri counties or jurisdictions adopt on a six-year cycle that means updating their codes every other edition.

The most recent edition of the I-Codes is the 2024 suite of codes; however, few jurisdictions have adopted this code yet due to it only being released in late 2023. It takes time for code administrators to understand and process the numerous changes that took place since the last code edition, as well as determine what amendments are appropriate for their community.

Are building codes allowed to be amended?

Local amendments can be made via the ordinance process. Typically, these amendments are based on feedback from the local community about hardships placed on owners or contractors. At times, municipalities will assemble something of a “task force” to formally assemble comments from the public, weigh in on amendments that local jurisdictions have made, and make final recommendations to the governing body. City staff also play an enormous role in ensuring proper processes are followed, as well as researching for any applicable state law or precedents that may affect the approach to a community’s amendments.

How

does

the public access building codes?

While many building codes are available for purchase, jurisdictions are required to provide all adopted codes for free reference, usually kept at the building department office and are available upon request. The ICC also provides free access to the code publications with limited features. Further, RSMo67.280 requires that “At least one copy of such code…" shall be filed in the office of the clerk of the community and there kept available for public use, inspection and examination.

What type of training does a building inspector need?

Building inspectors have historically needed a combination of formal education, on-the-job training, and certifications. Many hold degrees or certifications in construction or architecture and may also complete continuing education courses and pass exams to stay current with building code changes. With recent trends of retirement in the building safety world and the trades, there has been a lack of qualified individuals entering into the building inspection and all parts of building safety profession. There are a number of initiatives from the local to the national levels to get young persons interested in a career of building safety and code compliance to backfill the institutional knowledge that is leaving the profession now.

What are the advantages and benefits provided to the public by having building codes?

Building codes ensure that buildings are safe, structurally sound, energy-efficient and accessible. They help protect public health, prevent accidents and safeguard the environment, contributing to the longterm stability and resilience of communities while limiting the risk of neighboring

structures. Cities should weigh the benefits (public safety, improved ISO ratings, peer jurisdiction commonality) and detriments (additional costs for staff and resources, extra cost to builders, extra costs for homeowners, extra time to complete a project) that come with establishing building code requirements.

What type of liability does the city (and/or inspectors) have related to inspections?

Cities and building inspectors have a legal responsibility to conduct inspections in a thorough and accurate manner. However, they are typically protected from liability in cases where they follow the applicable building codes and perform their duties in good faith. There is a section that is present in the building code book that limits the liability of a code official acting without malice and requires to be defended by legal counsel representing the jurisdiction if any issue were to be taken to court.

Do you need a permit to build on your own property?

Permit requirements are jurisdictional dependent. Standard language in a commonly adopted edition of the code book that regulates commercial construction allows for several types of work to be exempt from permitting with examples such as detached accessory structures, such as a tool shed, less than 120 square feet, retaining walls not more than four feet in height and finishing work. If the work that is performed is not explicitly exempt and the jurisdiction in which the property resides has formally adopted building codes, then a

several weeks to give the code official time to examine the plans for code compliance. Many jurisdictions will also have a separate review of the same plans by other departments and individuals that evaluate other portions of a municipal code such as health, fire, zoning and public works or right of way.

What is a “Plan Review”?

Registered architects and licensed engineers are often required for complex building designs, including commercial and large-scale residential projects. A “Building Official” has the discretion to waive the need for professional design if

If the plan reviewer or third-party has comments or questions that need to be addressed, a form will be sent to the permit applicant with an exhaustive list of items to be addressed. At times, these comments can be corrected by a narrative response; however, other times it is necessary for the designer or design team to redo portions of the plans to correct the code deficiencies. These plans should be given a revision date, resigned, resealed and resubmitted to the AHJ to ensure that the comment has been satisfied.

What is a “Building Official” and why is that role important for a Building Department?

This role is a vital part of any building safety effort performed by a jurisdiction. This person is the “pilot” at the helm for the administration of the application of the adopted codes in any community. This key authority position oversees all duties of a building department to ensure that activities such as plan review, inspections, code adoption, and permitting meet or exceed local law. Some building officials also provide additional assistance to a municipality such as floodplain administration, disaster response leadership, evaluation of dangerous buildings, dispute resolution, code enforcement, community development planning assistance, and public building code education.

Many jurisdictions in this region of the country just simply are not large enough in size and/or do not have enough construction activity in their community to support a dedicated person in this role. Third-party companies are a great solution for ‘al a carte’ needs for this technical expertise at the ready with a right-size fit. Think of this similar to an oncall city attorney or city engineer that provides services only when needed.

What is the fundamental purpose of a building permit?

The primary purpose of a building permit is to ensure that construction work is done safely and in compliance with local zoning laws, building codes and safety standards. It serves as official approval to begin or continue construction. This is important not only for the homeowner right now, but for generations to come, as well as for any future buyer of the property to have a level of understanding of how their building was built.

What are the requirements to secure building permits?

To secure a building permit, a plan review process must be complete, applicable fees paid, and the applicant can either pick up a paper permit or is sent notification that a digital permit has become available. Depending on the size of the project and the presence of a contractor licensing program in

a jurisdiction, a contractor may need to provide updated information to ensure his license is current.

What does a building inspection involve?

A building inspection involves a thorough examination of the construction to ensure it complies with applicable codes, including the foundation, structure, electrical systems, plumbing and HVAC systems throughout many different stages of a permitted project. Inspectors check for safety hazards, improper construction practices and code violations.

At the completion of an inspection, the inspector should leave either a paper copy of a report or a digital copy sent to the permit holder. If there are outstanding issues at the time of inspection, the report should contain that information. A good inspection report with deficiencies should cite the code and section that is being violated.

What happens if work is being performed without a building permit?

If construction is performed without a required permit, you may face fines, delays in your project, and the potential requirement to remove or modify the unpermitted work. In some cases, your construction may need to be inspected retroactively, and you may be required to bring it into compliance. This situation may require the removal of finished material that may set back a project in both time and money.

How are disputes resolved if there is a disagreement between developers/contractors and the building department?

This process is very dependent on the jurisdiction and varies widely, but the largely accepted practice follows these steps:

Commercial Litigation*

Litigation - Municipal*

Medical MalpracticeDefendants*

Eminent Domain and Condemnation Law

Municipal Law*

Corporate Law*

Land Use and Zoning

Real Estate Law*

Workers’ CompensationEmployers

Condemnation

• A code deficiency is noted in the field on an inspection report by a building inspector.

• The contractor or permit holder writes to the building official for clarification on the interpretation.

• The building official evaluates if the deficiency is indeed applicable or not after the review is then provided. An official interpretation in writing. There are specific timelines associated for a ruling that are citydependent. This is so the building official cannot stagnate the process on purpose.

• If the contractor/permit-holder still disagrees with the ruling, an appeal can be made to the appointed members on the Board of Code Appeals. This board is comprised of qualified members who live in the community and are members of the trades, are designers or have some construction experience.

• The board will formally meet according to the rules established by ordinance to hear both sides of the case. Based on these testimonies, a ruling will be handed to (usually) the governing body of elected officials or the appointed city administrator (depending on a city’s ordinances).

• If the contractor/permit-holder still disagrees with the ruling, the last resort is for legal recourse to be pursued. These situations rarely reach this stage, since it is in the best interest of all parties involved to find a solution that at least satisfies all stakeholders.

What happens when a building permit expires?

Building permits are typically set to expire within 180 days of issuance if work has not begun or within 180 days from the previous inspection. The work must either be completed before the expiration or a new permit must be obtained.

What happens to a building permit after the work is done?

If the permit was issued for a new building and there are no outstanding

SERVICES TO STRENGTHEN YOUR ORGANIZATION.

Our clients utilize a broad spectrum of services to improve performance and achieve long-term, strategic goals.

You can, too.

code issues, a Certificate of Occupancy is typically granted. This is usually an important document to signal to the builder that their obligation is complete, as well as to signal a lender that occupancy has begun.

Joe Kmetz is the senior lead for the building code services group at GBA. Contact him at jkmetz@gbateam.com. Find out more information at https://www.gbateam.com.

Getting To Know You. . . KATE BOATRIGHT

Mayor City of Hallsville

What sparked your interest in serving in local government?

I have always been civic-minded and felt a deep responsibility to contribute to my community. This servant mindset may have been shaped by my upbringing in 4-H and watching my parents dedicate their time to countless community events.

Before becoming mayor of Hallsville, I served for nine years on the board of True North of Columbia, Missouri, an organization that supports local victims of domestic abuse. When my term ended, I knew I wanted to continue serving in a meaningful way. Running for mayor was not initially on my radar—until my mom mentioned the position was becoming vacant and encouraged me to run. So, when people ask why I became mayor, my answer is simple: “Because my mom told me to. And she’s usually right.”

Hallsville holds a special place in my heart. My parents have lived here for more than 50 years, and after growing up in this community and moving away after high school, I ultimately chose to return—knowing it was the best place to raise my own children.

I view my role as mayor as a volunteer position, while my full-time job is serving as CFO for Missouri Electric Cooperatives in Jefferson City. Our electric co-ops live by the seven cooperative principles, one of which is “concern for community.” I’m grateful to work for an organization that not only encourages community involvement but also supports me in my role as mayor of my hometown.

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

As someone newly elected to the role of mayor in April 2024, one of the biggest challenges I have faced is learning the process of creating new ordinances and understanding

the patience required to enact meaningful change. Government is not known for moving quickly, and while improvements happen over time, the slow pace can be frustrating and certainly tests my patience.

Another difficult but essential lesson is ensuring that every decision considers how it will impact residents in different ways. Balancing diverse perspectives and weighing all angles of an issue is no small task. My dad always told me, “It’s more important to do what’s right than to do what’s popular.” That’s a lesson I carry with me every day. It is not always easy, especially when residents have passionate, often conflicting opinions—but finding the best path forward, even in the face of disagreement, is a responsibility I take seriously.

In your opinion, what are the most important issues facing local government in Missouri?

Local governments in Missouri face a range of challenges, but some of the most pressing issues in my opinion include ensuring the safety of residents, managing smart community growth, and fostering economic development.

Public safety is always a top priority. Whether it is supporting law enforcement, improving emergency response services, or investing in infrastructure like better roads and street lighting, we must ensure that residents feel secure in their communities. Additionally, addressing issues like traffic safety and disaster preparedness is crucial as towns and cities continue to grow.

Smart growth is another major concern. As communities expand, we need to plan responsibly to maintain the quality of life that residents expect while ensuring that growth does not outpace our resources. This means investing in infrastructure and essential services while also preserving the character of our towns. Thoughtful

zoning, sustainable development, and long-term planning are critical to preventing issues like overcrowding, traffic congestion and strain on utilities.

Economic development plays a key role in the future of Missouri’s communities and is a focal point of the city of Hallsville. Supporting local businesses, attracting new industries, and creating job opportunities help sustain a strong local economy. However, economic growth must be balanced with maintaining affordability for residents and ensuring that development benefits the entire community, not just a select few. Collaboration between local government, businesses and residents is essential to achieving this balance.

What advice would you offer to someone considering service as a local government official or employee in their community?

Serving in local government is one of the most meaningful ways to make a difference in your community, but it requires a mindset of servant leadership and a true passion for the place you call home. My biggest advice to anyone considering this path is to approach it with a heart for service rather than personal gain. Local government is not about titles or recognition, it is about working hard to improve the lives of residents and ensuring the community thrives for generations to come.

It is also important to be patient and open-minded. Change does not happen overnight, and you will face challenges, differing opinions, and tough decisions. Listen to your community, seek out diverse perspectives and always prioritize what is right over what is easy or popular. Finally, stay engaged and never stop learning. The issues facing local government are constantly evolving, and being an effective leader means staying informed, adaptable, and willing to collaborate. Surround yourself with people who share your passion for the community and remember that true leadership is about serving others.

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

That is easy. We are a small town with a big heart. As I mentioned earlier, there was no better place to raise my kids than Hallsville. We are blessed with a school full of amazing educators that care about their students. It is still a very affordable place to live and is close enough to Columbia to have all the necessary amenities close by including health care, job opportunities, entertainment, local parks and recreation, and many options for continuing education after high school. I have lived in the same neighborhood now for 13 years and our neighbors are not just close friends. They are also our extended family.

What are your interests outside of local government?

My husband and I have a blended family of four children ranging in age from 19 to t23. While they are out on their own now working and going to college, we still are very active in their lives as parents. We also have a home on Lake of the Ozarks that we spend a lot of time at in the warmer months with friends and family. My husband and I also have a home building business based in Hallsville that consumes a lot of my free time.

Where would you most like to travel, and why?

There are so many incredible places I would love to visit that it is hard to pick just one! My husband and I love to travel, especially to warmer destinations when the cold sets in at home. While my travel bucket list is always evolving, right now, touring the Greek islands on a bareboat charter is at the top—but that adventure will have to wait a few years.

Dreaming about and researching new destinations is one of my favorite pastimes, but no matter where we go, whether for work or fun, we are always reminded of how wonderful it is to come home. We truly love our home and feel so blessed to be part of this community.

Your city is one of a kind, and so are your insurance and budget needs. That’s why we create solutions specifically tailored to you. From property and casualty insurance to risk management and HR services, our talented team will craft a strategy that fits your unique requirements, and work year-round to help administer your plans and control your costs. Let us safeguard your budget and city so you can concentrate on what you do best—running it.

Exclusive Property/Liability Programs

Tailored Employee Benefit Plans

Complimentary Day Two Services®

Public Risk Specialists

(417) 300-3580

higginbotham.com

Getting To Know You. . . SYDNEY OLSEN

Engagement & Public Communications Manager City of Columbia

What sparked your interest in working in local government?

I was working as a reporter and news anchor at a local station in Columbia covering the city beat. Under that beat, I covered every City Council meeting and many local issues. The more I learned about what our local municipality was doing the more I saw how meaningful it was. When I learned the Public Information Officer role was going to be open I jumped on the chance to apply. I’m still incredibly thankful to those individuals from the City who encouraged me to interview for this role.

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

It is always best to own your mistakes no matter how hard it is. Working in local government can be intimidating because everything you do is so easily accessible to the public, but it is best to be transparent in order to avoid eroding trust.

In your opinion, what are the most important issues facing local government in Missouri?

I feel the most important issues facing local government in Missouri, and likely across the U.S., are a lack of trust and challenges recruiting and retaining employees. The rhetoric around government has changed drastically in the last few years, and all of us are feeling the impacts that decisions and politics at the federal level are having on the local level. As far as employees, we have to find new ways to be flexible and to teach younger generations about the benefits of working local government.

What do you recommend to ensure/maintain strong communication with your citizens?

I recommend ensuring you close the loop. When someone invests time in giving feedback or takes time to learn about a city initiative, find a way to follow up and let them know how their feedback was used to shape the project. Keeping them informed will incentivize them to stay involved.

What advice would you offer to someone considering service as a local government official or employee in their community?

I would encourage anyone who is interested in working in local government to connect with someone who is serving their community. Ask them what they love about the job, what keeps them up at night and the benefits and drawbacks of working in the public sector. The reality is, cities do so much there is likely at least one job or volunteer opportunity that fits everyone’s interests.

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

Columbia is creative, often highly educated and vibrant. We are one of the best cities in the country to start a business, we are home of the University of Missouri and home to multiple colleges, and we have a bustling restaurant and bar industry. There are really two "seasons" in Columbia — when school is in session and what we call "townie season". Most of the year is when school is in session, but during breaks and summer, the townies come out in masses to enjoy local amenities. I think this is unique to Columbia and creates a rhythm for the year.

What are your interests outside of local government?

When I am not at work I am often times playing my gaming PC, reading or getting dinner and drinks with friends. I am also a proud Rotarian that keeps me busy with opportunities to volunteer in the community.

Where would you most like to travel, and why?

The next place on my bucket list is Spain. I have been lucky to be able to travel in several countries in Europe, but Spain has been on my mind for several years. I really cannot say why it is calling to me, but I hope to find out when I get there one day.

PLATINUM SPONSORS

Piper Sandler & Co.

Missouri American Water

Ollis/Akers/Arney Insurance & Business Advisors

Higginbotham

HDR

GOLD

SILVER SPONSORS

Gilmore & Bell, P.C.

Trane U.S. Inc.

General Code

MDNR Brownfields/ Voluntary Cleanup Program

Performance Services

JEMA

Toth and Associates

Lashly & Baer, P.C.

Interim Solutions, LLC

NLC Service Line Warranty Program by HomeServe

Veregy

Midwest Public Risk

MEMBER & MML News

Certified Municipal Clerks and Master Municipal Clerks Receive Designations

Congratulations to Shannon Hance, city clerk, Moberly, Hillary Briand, city clerk, Branson, Julie Greer, deputy city clerk, Springfield and Abbie Ogborn, city clerk, Wright City, for earning the Certified Municipal Clerk (CMC) designation from the International Institute of Municipal Clerks (IIMC). To earn the CMC designation, a Municipal Clerk must attend extensive education programs, often totaling more than 120 educational hours. The CMC designation also requires pertinent experience in a municipality.

Congratulations to Jonita Copeland, MMC - city clerk , Union, and Jaklynn Welker, MMC - deputy city clerk, Union for earning the Master Municipal Clerk (MMC) designation granted by IIMC. To qualify for the MMC Designation, one must first earn the Certified Municipal Clerk Designation (CMC) and commit to life-long learning by attending extensive advanced education programs and making significant professional contributions to the community and municipality they serve.

Missouri Municipal League Public Information Officer Advisory Board Gauging Interest in Statewide Meeting

MML has received strong support from member cities about bringing together public information officers and/or communication contacts from municipalities across the state. A PIO Advisory Board has been providing initial input on a statewide group, to be named the Missouri Association of Government Communicators (MAGC). General benefits would be to elevate the profession of local government communicators, elevate credibility with stakeholders, provide education and networking opportunities, and increase outreach to local citizens/ media sharing state legislative proposals affecting municipalities. The discussion has centered around a launch with a statewide educational conference in Columbia on November 6, 2025. Please email Meghan Vossen, MML publications and marketing coordinator, at mvossen@mocities. com to express interest and ask questions.

Missouri Municipal Review, March/April 2025

public safety Issue

Beyond investing

President's Review

A Lasting Impact

Impending American Rescue Plan Act (ARPA) Deadlines And News

End Notes

Employment Protection Of Missouri Police Chiefs

Who Is The Chief?

Grounds For Removal

Notice Of Termination

Termination Hearing

STATUTORY CAUSE

AUTHOR’S COMMENT

Resignation

Temporary Chiefs

It's all about connections

LOCATIONS

Emergency Planning And Response A Primer For Newly Elected Officials

Legal Authority – Missouri’s Delegation Of Legal Authority To Cities

Authority To Issue Emergency Declarations

Role Of State Emergency Management Agency (SEMA)

The Power Of Cooperative Agreements And Mutual Aid

Emergency Operations Plan

SMITH&CO.

When An Emergency Occurs – Accessing Available Resources

Timely Communication Before And During Emergencies

A Smarter Way to Plan for Your City’s Future

Master Planning | Strategic Partnerships | Self-Funding Solutions

LET’S BUILD STRONGER LEADERS TOGETHER.

Conclusion

Missouri Blue Shield Program To Recognize Communities For Fighting Crime & Supporting Law Enforcement

Ideas transform communities

FACTS & FIGURES

Adapting To Change: How Cities Reshaped Services And Operations Since COVID-19

How Grain Valley Evolved Post COVID-19

Enhanced Security Measures

Online Application System

Virtual And Hybrid Meetings

Strengthened Regional Partnerships

Municipal Engineering

A History of Serving Missouri Municipalities and Public Agencies

Building A Stronger Tomorrow: COVID’s Lasting Impact on Wentzville’s Workforce

2025 Agenda

Keynote Speaker

FAQ: What You Need To Know About Building Codes

Are building codes allowed to be amended?

How

the public access building codes?

What is a “Plan Review”?

What happens when a building permit expires?

What happens to a building permit after the work is done?

SERVICES TO STRENGTHEN YOUR ORGANIZATION.

Getting To Know You. . . KATE BOATRIGHT

Mayor City of Hallsville

Getting To Know You. . . SYDNEY OLSEN

Engagement & Public Communications Manager City of Columbia

PLATINUM SPONSORS

SPONSORS

SILVER SPONSORS

MEMBER & MML News

Certified Municipal Clerks and Master Municipal Clerks Receive Designations

Missouri Municipal League Public Information Officer Advisory Board Gauging Interest in Statewide Meeting

MML Calendar of Events