September 2014 MML Review

The Missouri Municipal

Review

The Official Publication of The Missouri Municipal League

September 2014

Building Better Cities Lee's Summit Branding Campaign Chillicothe's New Hospital

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

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

MOSIP offers its investors a professionally managed portfolio with competitive money market rates.

MOSIP stresses maintaining safety, liquidity and yield as the primary investment objectives.

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

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 William T. Sullivan, Jr. Maria Altomare Adam Gabriel Barry Ballou www.mosip.org. While the MOSIP Liquid Series seeks to maintain a Managing Director Managing Director Sr. Managing Consultant Sr. Marketing Representative stable net asset value of $1.00 per share and the MOSIP Term 631-806-9470 cell 1-800-891-7910 x3091 1-800-891-7910 x3093 402-705-0350 sullivanw@pfm.com altomarem@pfm.com gabriela@pfm.com balloub@pfm.com 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 77 West Port Plaza Drive • Suite 220 • St. Louis, MO 63146 agency. Shares of the Program’s portfolios are distributed by PFM 1-800-891-7910 Fund Distributors, Inc., member Financial Industry Regulatory P.O. Box 11760 • Harrisburg, PA 17108-1760 Authority (FINRA) (www.finra.org and Securities Investor Protection 1-877-MY-MOSIP Corporation (SIPC) (www.sipc.org). PFM Fund Distributors, Inc. is a 2 / September 2014 The Missouri Municipal Review www.mocities.com wholly owned subsidiary of PFM Asset Management LLC.

Registered Representatives

The Missouri Municipal

Review

September 2014

VOLUME 79, NO.5

The Official Publication of The Missouri Municipal League

CONTENTS

President

Councilmember Jan Marcason Kansas City

Vice President

Mayor Bill Kolas Higginsville

e MISSOURI MUNICIPAL LEAGUE BOARD OF DIRECTORS Ruth Baker, City Clerk, Manchester; David Bower, Mayor, Raytown; Conrad Bowers, Mayor, Bridgeton; Roger Haynes, Deputy City Manager, Mexico; Bill Johnson, Director of Administration, Fulton; David Kater, Mayor, Desloge; Patrick Kelly, Mayor, Brentwood; Donald Krank, Councilmember, Black Jack; Paul Martin, Attorney, Olivette; *Norman McCourt, Mayor, Black Jack; *Ron Monnig, Councilmember, Slater; Raeanne Presley, Mayor, Branson; John “Rocky” Reitmeyer, Alderman, St. Peters; Randall Rhoads, Mayor, Lee's Summit; Matthew G . R o b i n so n , Mayor, H azelwood ; Frank Roland, Mayor, Hillsboro; Kathy Rose, Mayor, Riverside; *Carson Ross, Mayor, Blue Springs; Tom Short, City Administrator, Carthage; Robert Stephens, Mayor, Springfield; *Gerry Welch, Mayor, Webster Groves; *Kevin Wood,

5

Building Better Cities

by Joe Lauber

9

Chillicothe's Hedrick Medical Center Comes To Fruition

by Ike Holland

12

The Heart And Soul Of The Lee's Summit Brand

by James E. McKenna

16

Entrepreneurship Matters!

by Neal Fandek

DEPARTMENTS 18

A Day In the Life: Missouri Finance Officers

20

Professional Directory

21

News From The Bench

25

Calendar Of Events / Classifieds

Mayor, Harrisonville. *Past President

e

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

Laura Holloway, Editor Contributing Editors: Dan Ross and Richard Sheets Missouri Municipal Review (ISSN 0026-6647) is the official publication of the Missouri Municipal League state association of cities, towns and villages, and other municipal corporations of Missouri. Publication office is maintained at 1727 Southridge Drive, Jefferson City, MO 65109.

Subscriptions: $30 per year. Single copies: $5 prepaid. Advertising rates on request. Published bi-monthly. Periodicals postage paid at Jefferson City, Missouri. Postmaster: Send form 3579 to 1727 Southridge Drive, Jefferson City, MO 65109.

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

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

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September 2014 /3

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Farmington Fire Department

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St. Louis 314.439.1601

www.mocities.com

BUILDING BETTER CITIES

by Joe Lauber

A couple of years ago, I found myself in a small city’s board of aldermen meeting where the city clerk (who serves as the de facto finance director, city administrator, and chief cook and bottle-washer) was summarizing the city’s proposed budget for the upcoming fiscal year.

She was pointing out that revenues had fallen off significantly and that they had done all that they could do to eliminate costs. They were down to just two employees: had contracted out for police services; and no one had seen a pay increase for several years. Despite this, she explained, for the third year in a row the city would be forced to cash in a certificate of deposit to make ends meet – this was the last certificate they had and for the most part reflected their entire reserve fund. I was surprised that the board did not have any questions when prompted by the clerk after receiving this news, so when the mayor began to entertain a motion to accept the budget I asked to say a few words.

Within the past few months before this scene there had been a city in a nearby county that had undergone the statutory process to disincorporate. Thankfully, I have never been asked to “put a city down” in this manner, but it occurred to me in that moment that this city might be only a few miles down the trail from where the nearby city met its demise. I asked the board members if they understood the ramifications of continuing this path of emptying the city’s reserves and cutting costs (and services) to the bone. They did, but what this group of handymen, farmers and retired schoolteachers did not know was how they could do anything about it.

Fifteen or so years earlier the main highway through the town was bypassed around the city. Businesses were closing up and young people were leaving to find work in other places, returning home only for an occasional weekend visit. I told the board they had a choice to make. I could help them put the city down (disincorporate) when the time was right – but in the not-too-distant future. Or, I could help them with steps that might turn around their fortune. To their credit, the Board’s unanimous decision was to fight for the life of their city.

What follows is a summary of the things we did to build a better city in that instance.

Looking back on our experience, it is clear that whether your city finds itself at the brink of disaster or not, the things we did are steps that should take place all along, and are all applicable to cities of every size and financial status.

Continued on page 6 ...

Editor's Note: The following article is the first part of a two-part feature sharing ways to build a city's strengths and keep a city on the path to success. The second installment of this feature will publish in the November 2014 issue of the MML Review Magazine and cover the external resources a city may consider. www.mocities.com

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September 2014 / 5

... continued from page 5

Setting Priorities And Goals

No matter whether you still prefer the crinkle of a paper map, or you’d rather have a lady on your GPS direct you, every journey needs a good map.

The map of a city’s success must be drawn against the backdrop of the goals and priorities a city sets. Most cities in Missouri have been in existence longer than we have, and it is hoped that they will continue to thrive long after we are gone. An initial question city leaders should ask themselves is, “what will be my legacy”? What will people remember about you or your administration once you are gone?

If you do some internet research, you will find countless different goalsetting programs, and I feel certain that each is just as effective as the next. I like one in particular because of the clever mnemonic: always set “SMART” goals.1 For ultimate effectiveness, goals should be Specific (clear and well-defined, not vague or generalized), Measurable (precise outcomes), Attainable (realistically possible to achieve), Relevant (focused on the direction in which you wish to go), and Time-bound (have a deadline).2 For example, if your city goes into a four-hour goal-setting session and comes out with the goal of “increasing revenues” for the city, is that progress? On the other hand, if your resultant goal is to increase sales tax revenues by $50,000 in the next fiscal year by putting a question on the ballot to approve a tax for an untapped tax revenue source, then you have a workable plan.

Beyond making the plan, it is important to write it down, make it “official,” and stick with it. In this circumstance, Art Davis of Art Davis Group, LLC, worked with the city to conduct a simple survey of the goals and aspirations of the elected officials and employees that was ultimately reduced to a resolution approved by the board. A copy of the resolution on

6 / September 2014

...if your city goes into a four-hour goal-setting session and comes out with the goal of “increasing revenues” for the city, is that progress? On the other hand, if your resultant goal is to increase sales tax revenues by $50,000 in the next fiscal year by putting a question on the ballot to approve a tax for an untapped tax revenue source, then you have a workable plan. parchment paper with calligraphy font was framed and it now hangs inside the door of city hall. More importantly, the resolution is referred to at nearly every Board meeting and we are accomplishing goals.

Internal Resources Analyses

Once you have a good plan for where you are headed, it is a best practice to check out the vehicle that will get you there. The next phase of this process is to look at how the business of the city is running from the inside. As a mayor and board or councilmember, it is important to remember that you are basically the CEO and board of directors of a municipal corporation.

While cities are not focused on profits and shareholder dividends, they are c onc erned ab out t he st ewardship of public funds, level of service and constituents. Your internal analysis should consider, at a minimum, the following areas: finances and revenues; infrastructure; staffing and personnel issues; and policies and procedures.

Finances And Revenues

The business of running a municipal corporation is different from the private corporate world, but there are similarities. Cities, for the most part, are not manufacturing widgets, although in some circumstances they are bringing a product to market.

Instead, as a group, cities are primarily a service industry – the provision of waste water and storm water sewerage services, police and fire services, and

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potable water delivery services to name a few. An initial step should be to determine whether it is bringing in enough revenue to cover the costs of providing services to its customers.

Is the revenue coming in for operations sufficient to cover the costs of operating that business, including setting aside funds for proper longterm upkeep and maintenance? Or is it borrowing against time in actual debt or, just as costly, in the form of deferred maintenance. Often times the answer when things get financially tight is to “wait until next year.” Unfortunately, those deferred costs (A) rarely get cheaper and (B) never go away. A city’s staff and elected officials should always have a working knowledge of the city’s debt level. As a general rule, unless the city has received voter approval for a higher amount, it is subject to a debt ceiling of 5 percent of the total assessed value within its jurisdictional boundaries.3 Do you know your limit in case of an emergency?

Another consideration is to understand how the revenue is generated. More importantly, is it utilizing all of the available revenue sources the community will support?

Property taxes are an important source of revenue, but it places the burden of revenue generation squarely on the citizens. Sales taxes, while applicable to the community when buying “in town,” are also paid by non-residents who benefit from visiting your community for school, to work or to shop. These non-residents consume resources;

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therefore, they should share in the costs of making municipal services available.

Administrative fees, which are charges placed on constituents when they partake of a particular service, are another effective revenue source. Pool fees, shelter house rentals, dog licenses, business licenses, and building permits are all examples of administrative fees.

Are the costs of administering these services sufficiently offset by the fees charged? Finally, grants can be an excellent source of revenue from federal and state sources; however, beware of “strings” that may be attached – sometimes the cost of participating in the grant program is significant. It is important for every city to look at each of these sources and understand how they fit into the big picture of the city’s financial condition. In order to survive difficult times, it is important to have diversified and stable funding sources.

Last, if the city is operating a business enterprise (water utility, power utility, trash collection service, etc.), this enterprise must cover its own costs. If private companies cannot stay in the widget-painting business because it costs more to operate the business and maintain the equipment than the business can bring in, why should a city’s water utility be any different?

Subsidizing these enterprises from the general fund is not necessarily a bad thing; however, not knowing what the level of subsidy is being provided or worse yet, not thinking about the issue at all is a major concern.

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The choice of a lawyer is an important decision and should not be based solely on advertisements.

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Development

Energy

Infrastructure

Pipeline

Infrastructure

Once there is an understanding of how funding comes in, it is logical to review how it goes out in the form of costs of operations. Sanitary sewer infrastructure is a great place to start.

If the city does not have an inventory (map) of your sewer infrastructure, start one. Now. The inventory should address where the lines are located, how deep, how old they are, and where the major problem areas are located. All of these things can help to save major costs in the future, especially by reducing line breaks due to construction, repairing worn out lines before they break, and also training new personnel. The costs of treating inflow and infiltration (INI) at the sewer plant or lagoon are real and they add to the bottom line; what is the goal to reduce these costs in the next six months? Other major costs that can hit a city’s sewer infrastructure includes fines from regulatory agencies.

www.mocities.com

Shafer, Kline & Warren, Inc. Forming Partnerships. Delivering Results.

Repeated back-ups can lead to inverse condemnation claims; as mentioned before, deferred maintenance is a real cost.

Likewise, the city should map its other infrastructures and prioritize its condition. The city still has to pay for water that enters the system and leaks from worn lines and meters. Meters not calibrated properly may allow product The Missouri Municipal Review

to flow to customers at no charge or create bad will among the citizens.

Dangerous conditions in parks and on sidewalks and other pedestrian ways could lead to legal liability. Nonexistent or unreliable utility services might cause prospective employers to pass by or cause younger generations to move away to a more technologically savvy community.

September 2014 / 7

Staffing And Personnel

An internal review of staffing and personnel resources is a must for service-oriented industries like cities. Over the years, there have been numerous examples of a candidate running for office so they can “clean up city hall.” Most of the time, if these folks are elected, they realize that city staff is generally a hard-working bunch, striving to do the best they can with limited budgets. It is important to look at whether the level of staffing is appropriate when gauging whether or not someone is doing a good job.

If the city skimps on staff and makes them do the jobs of two or three persons, you will burn them out and they will go elsewhere at their earliest opportunity. The city will also end up with more costly physical injuries and bad interaction with citizens when morale deteriorates.

Do the things that are needed to reduce turnover. Turnover costs money; it is expensive to constantly rebuild experience, training, and institutional knowledge. This is in addition to the intangible cost of loss of goodwill in the community when the city’s employees never know what they are doing because they are always new. It is also important that the city is offering competitive salary and benefits. If the city is not sure about this, do a survey – call around to other cities or ask the Missouri Municipal League for help. The city should also invest in its staff’s knowledge by offering training opportunities.

Also, be sure to develop strong employment policies and procedures.

More importantly, enforce them; employees need to know what the rules are and that if others will not abide by them, that necessary action will be taken. Not doing this can lead to a pervasive “lowest common denominator” attitude. Finally, always expect and provide great customer

8 / September 2014

service. This service may be external, i.e., that which is provided to citizens, or internal, i.e., that which is provided among staff, interdepartmentally and person-to-person.

Policies And Procedures

A final consideration for internal resources analysis deals with the importance of developing, following, reviewing and amending, when necessary, policies and procedures that espouse good business practices. A city’s policies and procedures should be living documents, constantly updated for new understanding or practical applications that were not considered at the time they were developed. Policies and procedures should not be simply kept on a shelf – these are the trails blazed by pioneers who have gone before us to save us from extra work today.

An internal review of staffing and personnel resources is a must for service-oriented industries like cities.

Economic Development – Is the city proactive or reactive when a developer requests incentives?

Does the city know what is wanted or needed?

The answer to all of these issues, and many more, can be guided effectively by a good policy and logical and practical procedures. ­ •

Joe Lauber has dedicated his entire career to the practice of municipal law on behalf of public entities. In 2010, he established Lauber Municipal Law, LLC, after years of practice representing public entities at larger firms in the Kansas City area. Joe has experience representing municipalities statewide regarding a wide variety of economic development tools and is a regular speaker, author, and contributor for MML. He can be reached at 816-525-7881 or jlauber@ laubermunicipal.com . To learn more about Joe and Lauber Municipal Law, LLC visit the firm’s website at www.laubermunicipallaw.com.

(Endnotes) 1 Adapted from Golden Rules of Goal Setting- Five Rules to Set Yourself Up for Success at www.mindtools.com (http://www.mindtools.com/pages/ article/newHTE_90.htm; last visited August 3, 2014) 2 Id. 3 See Mo. Const. art. VI, § 26(b)

Examples of policies that each city should have in place are: • R e s e r v e F u n d – H o w m u c h “cushion” is needed for operations?

• Purchasing – Are you asking the best use of public funds?

Is there an adequate balance between efficiency in getting work completed and primary accountability for purchasing decisions? Is there adequate protection from conflicts of interest?

• In vestm ent – Are idle funds earning the most money possible?

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CHILLICOTHE'S HEDRICK MEDICAL CENTER COMES TO FRUITION

by Ike Holland

O

n a cold sunny day in

the process and efficiency of the delivery of patients.

There are 25 patient February 2014, the late rooms with private Congressman Jerry restrooms, showers, Litton’s Charolaise ICU rooms, and ranch was transformed labor, delivery and into the new city of postpartum rooms Chillicothe Hedrick that overlook a Medical Center. The beautiful view of the opening of this facility city of Chillicothe made it a historic day Green Hills Golf for the city government Course that adjoins and for the community the property. The with a big impact to specialty clinic Northwest Missouri. has 10 exam The new hospital spans approximately 80,000 square feet. The new This new facility was rooms and five facility will increase Chillicothe's ability to provide excellent service into the 21st century. envisioned and built procedure rooms. during dire economic A state-of-thetimes, but the vision art rehabilitation of city officials and St. Luke’s Health of the IDA and revenue bonds are not service will also be housed within System made a successful public and considered a debt obligation of the City the building for the growing needs and it maintains its healthy financial of the community. Outdoor patio private partnership happen.

A s n a t i o n a l , s t a t e a n d l o c a l standing. Next, a partnership with seating with a modern design make the g o v e r n m e n t s c o n t i n u e t o t i g h t e n St. Luke’s Health System was formed cafeteria the place to eat and socialize their belts, the city of Chillicothe was to make financing a reality. Lastly, for the employees and families that determined to build a greatly needed the local private trust foundations visit. Lastly, Hedrick will provide new hospital facility. The previous contributed to make the initial down the latest in 3-D mammography – the hospital was in desperate need of payment and the purchasing of the most advanced technology to detect breast cancer. This technology is only repair, from the essential building land happen.

It was due to these three previous available in a handful of hospitals in utilities to the layout of the facility.

The former hospital had three major events that allowed for the sale of the state. renovations over the last 50 years that revenue bonds and a long-term contract Located next to the hospital is led to inefficient use of space. With with St. Luke’s that built a city hospital a 5,000-square-foot medical office changing technology, the layout of without any tax increases or usage. The building that includes family doctors departments made it very burdensome terms of the medical contract includes a n d t h e W o m e n ’ s C l i n i c . T h i s to provide the best processes possible. leased payments that would cover the convenient location of services will The community is and was proud of the annual debt service on the loan. Also, provide for efficient medical care for the service that Hedrick Medical provided, St. Luke’s would cover any maintenance community and support to the hospital. but the new facility would increase its issues and any improvements over This facility is operated by Hedrick ability to provide excellent service into the length of the lease contract, thus and is part of the partnership with the reducing and/or eliminating costs to City. The total cost of the project was the 21st Century. approximately $41 million dollars, with The community and City Council the City.

T h e n e w h o s p i t a l s p a n s an estimated $28 million for the hospital wanted a facility without putting the local government finances in the hole approximately 80,000 square feet, and the remainder for the land and or taxing the local citizens. By using with two surgery suites featuring two medical office building. the Chillicothe Industrial Development procedure rooms and two operating Kansas City-based JE Dunn Authority (IDA), the financing process rooms. The emergency department Construction and Hoefer Wysocki was possible. IDA’s are a statutory has two trauma rooms and five exam Architecture were the builders and corporation that is permitted by the rooms. The new helicopter pad and designers, along with Adams Consulting state of Missouri. Further, the usage enclosed entry for ambulances improve guiding the project for the City. St.

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September 2014 / 9

Luke’s spent time and money to ensure the design of the facility met its needs.

The former hospital was designed for inpatient care as the primary service; the new design incorporates the latest designs for outpatient care, r e h a b i l i t a t i o n , scr eening, p rivacy concerns and specialty services. The City also spent roughly $150,000 for improvements to the streets, water drainage and access points.

Plans are in process for a “Healing Garden” that will be located in the back of the hospital. With the backdrop of the beautiful city golf course, this garden will provide the beauty and serene setting for concerned family members and usage by the patients. This project should be completed by the end of the summer of 2015. Local foundations, citizens and Hedrick are financing and raising funds for this unique garden.

“This facility is beautiful and state of the art,” said the Mayor Chuck Haney.

“Further, it was made possible by the vision of the people of Chillicothe, and will continue to be innovative and essential.”

The Mayor continued, “It is by looking at all possibilities and by partnering with private organizations,

using creativity and innovation, that local governments can achieve goals not thought possible in the past.”

The City Council is proud of the new facility, and will use this project as a lesson that local governments must plan and be part of the catalyst alongside private enterprise to improve the quality of lives in communities.

This new hospital will provide jobs, help create sister businesses, provide the newest technology and enhance positive growth in the City as well as

the County. Demographics project a growing population over the age of 65 and essential medical care will be part of the equation where this group of retirees will live. The City wants to keep and recruit this population, as it will provide jobs and growth that all cities require and seek to ensure a bright future for all.

A smooth transition of patients and services occurred six months ago and now the facility has already made a big impact on the community. The

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number of patients going for services has increased, the timeliness of emergency services has improved, and satisfaction of the new facility is very high. When speaking with the employees of Hedrick, they mention the ease of use of the new layout; the increased morale of everyone who enters; and the joy of being in a modern building adds to the quality of service they provide.

In the last three years, the City (9,500 pop.) and the community continue to do amazing projects to enhance the community’s quality of life. The City completed a new addition to the fire department, completed a renovation of the pool creating the modern Chilli Bay Water Park; and is currently building a new fire training tower and facility. The school district added a new football and track stadium, financed by private donations that can match or beat many larger school districts. Visitors that come to visit our downtown murals are amazed at the accomplishments of this small town.

It is called “Innovation” in Chillicothe. Ike Holland is the City Administrator for Chillicothe. He has been in city and county management for 12 years, serving in Colorado prior to his move to Missouri. He is a Colorado Certified Emergency Manager and received his Master’s in Public Administration from the University of Colorado.

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September 2014 / 11

THE HEART AND SOUL OF THE LEE’S SUMMIT BRAND

by James E. McKenna

“Be Yourself Because Everyone Else Is Already Taken.” ~ Oscar Wilde

I

t should be no secret to anyone that a city, much like a product or service, does not sell itself.

It requires a consistent voice, image and presence.

A s t r o n g civic brand is invaluable as the competition for the hearts, minds and pocketbooks of visitors and investors intensifies.

While building brands used to be about creating messages that would endure for years, those days are over. In today’s hectic, ever-changing world, brands can become irrelevant if we become complacent and do not revitalize the message by facilitating its evolution to reflect changing consumer attitudes, desires and lifestyle.

In April 2012, the city of Lee’s Summit, on behalf of the LS360 Committee and other stakeholders, contracted with North Star Destination Strategies to gain valuable insight into the perceptions, attitudes and awareness of Lee’s Summit among residents, businesses, visitors, neighbors and stakeholders. This critical information would allow the entire community to come together to determine the City’s true, unique and relevant brand position in order to propel the City into the public consciousness.

The Challenges • •

The need to attract more investment and development to the community.

The city was plagued by the lack of cohesive messaging that manifested itself in a low-aided

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“Yours Truly” Campaign

In January 2013, a marketing collaboration was launched that included the Chamber of Commerce, the city of Lee’s Summit, Downtown Lee’s Summit Main Street, the Economic Development Council, and the private sector. With everyone working together, the City was able to craft a timely and relevant messaging platform that resonated with its targeted audience that resulted in the “Yours Truly” campaign.

T h e b r a n d positioning statement for Lee’s Summit was the foundation for all messaging:

•

and unaided awareness level (vs. neighboring communities).

A lack of collaboration and cooperation contributed to a disjointed perception of Lee’s Summit in the minds of residents, businesses, investors and neighboring communities.

The Goals •

• •

To communicate a clear, cohesive and consistent message in order to attract and retain visitors and investors.

To foster an environment of collaboration between both the public and private sectors.

To position Lee’s Summit as a community of opportunity so that residents and businesses alike will have every reason to spend dollars in the community.

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For individuals and businesses looking for the serenity and security of a small town, Lee’s Summit is the place where history converges with vision and energy to create a smart, friendly environment . . . that energizes relationships and holds the promise of a community where anything is possible.

The Power Of Working Together

By the public and private sectors coming together to invest in the City’s marketing program. Lee’s Summit was placed in a much stronger position to leverage media-buying power. With the private sector joining ranks with the public sector investing dollar for dollar, the City was able to create a significant marketing campaign budget.

Next, the City sat down with various media partners (television, radio, newspaper, magazine and emerging media formats) to negotiate a deeply discounted city rate. When www.mocities.com

For individuals and businesses looking for the serenity and security of a small town, Lee’s Summit is the place where history converges with vision and energy to create a smart, friendly environment . . . that energizes relationships and holds the promise of a community where anything is possible.

all was said and done, the city and its private sector marketing partners were the recipients of thousands of dollars of value-added and preferred-positioned media.

Investment In The City Brand • •

•

•

Fifty percent of all marketing expenditures could be traced to private sector investment.

The marketing media arsenal included both traditional (TV, Radio, Magazine, Newspaper, etc.) as well as new and emerging interactive, digital and social media.

There were more than 40 privatesector partners – tourism, retail, lodging/hospitality, restaurants, real estate, college/universities, healthcare, service clubs, economic development and downtown main street.

The additional media-buying power contributed thousands of dollars, value-added preferred positioning media that now accounts for more than 30 percent of the entire marketing campaign.

~ Lee's Summit Brand Positioning Statement with shop keepers, hotel personnel, restaurant wait staff, and attractions all play a vital role in being copilots of the City’s brand.

Teamwork Makes It All Work Better

It was imperative that the public and private sectors all share a common vision in order to project a consistent tone and spirit. Working together, the community was able to leverage and manage the City’s brand personality and create joint opportunities for everyone involved. This collaborative approach created the optimum environment in order to focus the budget on the most efficient and effective types of media.

Quantifiable Results

In order to assess how residents, visitors and investors think and feel about Lee’s Summit, the City launched a comprehensive evaluation process, conducted by North Star. North Star

compared its findings for Lee’s Summit to more than 200 cities and 40 states across the nation.

The results were prefaced by the following statement in North Star’s final report: “Congratulations to Lee’s Summit.

Your scores are not only high, but they are the highest scores we have ever recorded in each respective category since the creation of our study. In fact, Lee’s Summit is a benchmark community for marketing implementation and success in the nation.”

Some of the results included, the following: • The rating as a “Place to Live” is 7.5 times higher than the national average.

• The rating as a “Place to Visit” is 7.2 times higher than the national average.

• The rating as a “Place to Conduct Business” is 12.9 times higher than the national average.

Importance Of Branding

It is important to understand the difference between branding and advertising. A brand represents the key connection between you and your customer that differentiates you, the city, its products and services from all other competitors within the category.

Advertising is the act of actually communicating the benefits of a brand to the consumer.

Lee’s Summit’s challenge was not simply to have folks choose Lee’s Summit over the competition, but to see Lee’s Summit as the only option capable of providing a solution to their needs, wants, desires and aspirations.

The promise of comfort through connection behind the Lee’s Summit brand must be validated by the resident's, visitor's and investor’s personal experience. Interaction

www.mocities.com

The Missouri Municipal Review

September 2014 / 13

•

Seventy percent of respondents recall having seen or heard an advertisement promoting the city of Lee’s Summit. (The national average is 54 percent.)

• Seventy-Five percent of survey respondents stated, “The marketing and advertising campaign makes me proud of Lee’s Summit.”

Other above-average ratings included; great quality of life; business friendly; active arts and cultural scene; a community full of potential; schools; safety; recreational opportunities; authentic/historic; and a place “where I belong.”

The City’s “Yours Truly” campaign is simply about connecting with others. It is about comfort through connection; celebrating the things residents have in common with one another. Lee’s Summit has fostered a resident passion for its community.

Opportunity...

When our first child was born, I was a ball of nerves and all thumbs. When we welcomed our second child, I felt a lot more in control. Today, I’m a working mom, doing what I love. I have 10 little ones who rely on me. No, not all of them are mine, but I treat them as if they were. I want to give them every

James E. McKenna is the community marketing director for the city of Lee’s Summit.

opportunity for a successful tomorrow. That’s why I made the choice to teach as well as to send my children to Summit Christian Academy. For us, life is all about our family and our faith. That may seem unique in today’s world, but it’s just the way we like it!

Yours Truly, S

U

M M I

T

CH

I

S

E

R

M

Y

Figure 1: Marketing media for the "Yours Truly" campaign included traditional as well as digital, integrative and social media.

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IA

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Summit-Christian-Academy.org

Figure 1

14 / September 2014

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September 2014 / 15

ENTREPRENEURSHIP MATTERS!

by Neal Fandek

T

he economy has turned a corner.

That is what the media tells us.

Unemployment is down. The stock market, while up and down from day to day, has on the whole been roaring while companies big and small are hiring again, sometimes in very large numbers. Companies like Ford, GM, Centene, Express Scripts, even old standbys like Sears are making headlines for expanding employment opportunities in Missouri.

Still, some communities do not seem to have recovered.

It took just two years to wipe out nearly 9 million American jobs, but it’s taken nearly five years to recover them.

And the jobs that have returned are not necessarily the same ones lost, nor are they in the same regions. For every Express Scripts success story in St. Louis, there’s been the shuttering of a Carbolytic Materials Company (carbon black) and an Energizer batteries plant, both in Maryville, Missouri in Nodaway County, an area that could ill afford to lose them. The jobless rate in Nodaway County is more than twice what it was a decade ago, holding steady at about 7 percent.

Nationwide, about 4.2 million jobs lost were in construction and manufacturing. So far, only about one in four of these vital jobs have trickled back. Some industries, particularly leisure and hospitality, have made a strong comeback in Missouri, but these industries generally do not provide jobs that pay very well and return little to the community.

Even healthcare, a cornerstone of some Missouri towns, has not fully recovered. The industry may never have stopped growing nationwide but not so in Missouri, according to a recent Missouri Economic Research and Information Center report. The state lost more than 3,000 hospital jobs in 16 / September 2014

the recession and hiring freezes could impact an additional 2,000 jobs.

Bottom line? Too many Missouri towns are still struggling.

Traditional economic development in Missouri and many other states has focused on luring large companies to municipalities, so called “chasing smokestacks.” This strategy has a distinct upside; landing a large firm offers a town an instant employment boost. However, this strategy also has limitations. Fewer big companies seem eager to relocate to smaller, rural cities and towns unless these municipalities have significant benefits in terms of natural resources, shipping and workready employees. Tax breaks, as too many towns and some neighboring states have discovered, are not always successful.

Instead of relying on attracting companies from other states, perhaps a better strategy is to grow our own companies by providing a supportive environment that allows them to invest and flourish in Missouri communities.

That is the mission of the U niversit y of Missouri Ext ension Business Development Program (BDP), a statewide network based on the campuses of the University of Missouri and other public higher education institutions throughout the state. The BDP’s goal is to help all Missouri businesses succeed. The program specializes in providing information, The Missouri Municipal Review

assistance and training from the ground up, gauging whether an idea has commercial potential, writing a solid business plan that will attract financing, exporting abroad, winning government cont ract s, helping d i sl o c a t ed workers and more.

Programs that could help Missouri towns include: • The Missouri Small Business and Technology Development Centers (MO SBTDC), provides professional business analysis, business consultations, access to technology resources and educational training seminars on a variety of business topics.

• T h e M i s s o u r i P r o c u r e m e n t Technical Assistance Centers (MO PTAC), assists businesses including small, disadvantaged and women owned firms to obtain federal, state and local government contracts.

• T h e M i d - A m e r i c a T r a d e Adjustment Assistance Center (TAAC), equips U.S. manufacturers in three states to respond to import competition and thrive in an increasingly competitive global economy.

• T h e M i s s o u r i E n v i r o n m e n t a l Assistance Center (MOEAC), is a one-stop resource for pollution prevention, environmental compliance and energy-savings assistance.

• The Workforce Program assists dislocated workers and others seeking employment.

The BDP is about much more than helping entrepreneurs get started and existing businesses grow. Through our network of public and private partnerships, we also help Missouri towns identify and leverage their best assets for true economic recovery.

The city of Boonville is an example.

Located about 25 miles from Columbia on the Missouri River, Boonville has a rich past, with more than 400 sites www.mocities.com

listed on the National Register of Historic Places and one complete historic district. Boonville also was home to a number of plants, including Nordyne and Hostess, and the Kemper Military School, founded in 1844, the “West Point of the West.”

However, Nordyne, Hostess, Kemper and others did not make it through the 21st century. Declining enrollments brought about Kemper’s closure in 2002. Boonville did not want to see the campus abandoned, so it purchased Kemper in 2003. Over time, buildings fell into disrepair, roofs sagged and portions of the campus had to be surrounded by high-wire fencing.

Although the City had converted some campus green space to football, baseball and other playing fields and leased a building to the Boonslick Heartland YMCA, it was not enough to save Kemper.

The City’s mayor reached out to BDP. Using funding provided by the U.S. Department of Commerce Economic Development Administration, BDP counselors began working with area stakeholders on a plan – facilitating a series of community stakeholder meetings, conducting research into historic preservation, realistic tenants and community needs.

An innovative proposal emerged that offered Kemper and its redeveloped facilities to higher educational institutions as an open, plug-and-play campus. State Fair Community College of Sedalia was attracted to the campus and its location, and through a series of meetings with college administrators and city officials, a partnership emerged to open a State Fair Community College campus on the Kemper grounds. The City agreed to lease the refurbished library, and a full slate of classes began in the fall of 2012.

This new campus and its programs are expected to draw hundreds of students, many of them local residents, and create up to 100 part- or fulltime jobs. New tenants are being reviewed for suitability and best fit to fully rejuvenate the campus, maintain its historic appeal and attract more investment. While there is still a great deal of redevelopment and planning to do and more improvements required, this is a great start.

Can a scenario like this play out in every town?

Every community is different.

www.mocities.com

Each has its own unique strengths, infrastructure, and physical and human assets. Some towns have no historic districts; some do nothave the space or zoning for manufacturing. Others may have a population skilled in fields for which employment and local business opportunities are quite limited.

Today, Missouri’s towns have to create their own opportunities.

Nurturing a culture of entrepreneurship is a good way to start.

For instance, take a lead from the University of Central Missouri in Warrensburg, a BDP partner that hosts the Missouri Small Business and Technology Development Center (SBTDC.) The University recently hosted an “Entrepreneurship or Bust” business camp to show budding young entrepreneurs what entrepreneurship looks like. Students as young as 13 and 14 explored the commercial viability of gourmet cupcakes, in-home childcare, software and gaming systems.

Another example is the Kauffman Foundation’s 1 Million Cups initiative that has caught on nationwide. Every Wednesday morning at 9 a.m., two nascent or established entrepreneurs present their ideas to a receptive audience. These are not product sales pitches or pleas for money; they are sharing and growing opportunities.

There are four 1 Million Cups weekly events in Missouri alone, including

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several in which the MO SBTDC is a producing partner. Learn more at http:// www.1millioncups.com/Events.aspx.

The BDP can help Missouri municipalities by providing entrepreneurs of all ages the sort of long-range sophisticated planning that Fortune 500 firms use daily, but most entrepreneurs and smaller towns cannot afford. Services might include GIS mapping of potential customers, disposable income and competitors, highly-detailed financial analyses, management, HR, social media, marketing, tax, business planning, and financial training and advice.

Financing these days has expanded from traditional bank and U.S. Small Business Administration loans to encompass newer forms of raising capital like crowdfunding.

There is no right or wrong way to revitalize a town. But one helpful option is to contact the Business Development Program for assistance. Find help today at http://missouribusiness.net/. Neal Fandek has written and consulted for think tanks and businesses on both coasts, the University of Missouri and the Missouri Department of Economic Development, among other organizations. Learn more about the Business Development Program at http:// missouribusiness.net.

September 2014 / 17

A DAY IN THE LIFE ...

In 2014, The MML Review is featuring insights from local government officials across the state in the series, "A Day In The Life." In this issue, The Review asked Missouri finance officers to share what inspired them to serve in their community and other questions to provide a glimpse into their role as city leaders.

Joan Jadali, Director of Finance and Administration, City of Webster Groves Lori Helle, Finance Director, City of Hazelwood

What sparked your interest in local government?

Jadali: I began my career with the Missouri State Auditor’s Office where I audited third and fourth class county governments. I enjoyed the challenges of not only identifying those internal controls that were weak but to give recommendations to staff on how to improve these areas. This experience sparked my interest in the daily operations of local government and I have been working in this line of work now for 14 years.

Helle: I had thought about being an auditor for the state or working for the federal government while in college, but then shortly after college, I saw an ad for Finance Officer and decided to go that route.

What do you enjoy most about managing the finances in your city?

Jadali: I enjoy managing the finances of Webster Groves because I work for a very well-managed city. The city manager and city council are very respectful and let the staff do what they are trained to do. I am respected and considered a valuable resource, and that makes my job extremely rewarding. I am allowed to continue my goal of continuously educating myself, and improving processes that are sometimes less transparent. To

18 / September 2014

that end, we have benefitted by getting a very high bond rating, and have earned consecutive annual awards from the Government Finance Officers Association for the Comprehensive Annual Financial Report and the Distinguished Budget Award and just earned our first Popular Annual Financial Report Award.

Helle: The City is facing some really difficult financial decisions, which does not create a very pleasant situation; but I believe I have the resources and experience necessary to assist management staff/council in making a more informed decision on deciding what is the best solution for the community and for the employees. I like being a part of figuring it all out and working the numbers. I don’t necessary like being part of the unpleasant and tough decisions, but I like being able to educate those that do make those tough decisions and helping them understand the finances so that they can make the best decision for all those involved.

What project have you most enjoyed?

Jadali: This is a difficult question to answer, as I have enjoyed many of the projects that I have overseen.

However, two of the most important projects that I have had the opportunity to work on include the purchasing of $13 million in Street Improvement Bonds through a referendum passed

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by our voters by more than 80 percent in 2011, and the pension conversion from a defined contribution plan to a defined benefit plan that took place in July 2013.

Helle: I love the budget the most. I like putting spreadsheets together and figuring out what can and can not be done financially and then charting or graphing it for others to see visually.

What challenges do you face in your position?

Jadali: One of the biggest challenges is to ensure that I am always able to provide a structurally balanced budget. In Webster Groves, we have a predominantly residential community with limited retail, so sales tax growth is not significant, even in years of a recovering economy. It is difficult at times to balance the general fund budget when expenditure growth outpaces revenue growth.

Helle: Managing a variety of personalities is probably the most challenging part of my job. As a manager and a leader, it’s my job to make sure everyone is working together and being productive, especially as we don’t fill vacant positions and are forced to do more with less. I need to be positive, compassionate and understanding, while building a relationship that will create trust and respect. The more I can flex my managing style,

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MISSOURI CITY FINANCE OFFICERS

the more effective I am at getting the results I need to help the City remain successful.

What advice would you give to a new finance officer, or someone considering the field?

Jadali: Because only a short amount of time is covered on non-profits (including governments) at the university, it helps to either work as an intern to get some work experience in this field or get a certification such as the Certified Public Finance Officer. The certification is an in-depth self-study course on five main areas covered by most finance officers in their day-today positions.

Helle: I would recommend starting out in a smaller municipality and really getting to know all of the functions and duties of the department … be

more involved and actually do some of the work yourself (even if its just a few weeks each year), such as accounts payable, payroll, utility billing, etc.

Then as you move up, you will have more experience and knowledge which will allow you to be a better manager/ leader because you understand how it all works.

When you were a child, what did you want to be when you grew up?

Jadali: When I was a child, I wanted to be a veterinarian. I grew up on a farm and loved animals and always wanted to care for them when they were injured or ill. However, my love for numbers and respect for the accounting profession grew on me and that is why I am now where I am.

Helle: A CPA or auditor.

To what location would you most like to travel, and why?

Jadali: I would like to travel to Australia and New Zealand because these two countries have a combination of deserts, mountains and reefs that would be an absolute treat to enjoy visiting.

Helle: I would love to visit Europe. I have traveled to all 50 states as well as Mexico and Canada, so I would really like to now travel to Europe to see Rome, Paris, London, Barcelona, Berlin, Venice, as well as many other well-known tourist cities.

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NEWS FROM THE BENCH

by Kenneth J. Heinz

WHEN IS A PUBLIC HEARING NOT A PUBLIC HEARING? Editor's Note: The following summary is reprinted with some edits, with permission of the author Howard Wright, attorney.

U

nion Electric Company (UE) owns and operates an electric power generating facility in Franklin County. In conjunction with the operation of the power generating facility, UE also has a coal-ash landfill.

UE announced that it would build a new coal-ash landfill on land it had recently acquired near its current plant.

In order for UE to operate the new coal-ash landfill, it was necessary to amend the County Zoning Ordinance.

The amendment required any coal–ash landfill to be located within 1,000 feet of an existing electric utility power generation plant and under common ownership with the adjacent power plant. There was only one electric generating power plant in the county that was owned and operated by UE. The county planning and zoning commission held a public hearing, as well as the county commission.

At the start of the public hearing, before the zoning commission and the county commission, the chair announced that speakers could not discuss the UE proposal for a coal–ash landfill because: “We are not here to discuss any particular project.” The amendment to the zoning ordinance did not specify a specific project since it was an amendment to the permitted uses under the zoning ordinance.

As a consequence, speakers were denied the right to discuss the amendment to the zoning ordinance as it pertained of the UE proposal to construct a new coal–ash landfill.

Although they were allowed to speak generally to the amendment, they could not discuss the specifics of the UE proposal particularly as it related to the property and the location of the landfill. The commission approved the amendment to the zoning ordinance and a group opposing the landfill (Neighbors) filed in circuit court a www.mocities.com

petition for writ of certiorari alleging that the adoption of the amendment was illegal because the zoning commission and the county commission failed to conduct valid public hearings, and that the amendment did not promote the health, safety and general welfare of the citizens of the county.

After the petition was filed, the trial court issued a writ of certiorari to the commission directing it to provide the court with a full transcript and complete record pertaining to the matter and UE intervened in the proceedings. Upon certifying the record of the proceedings to the trial court, the county commission and UE filed motions for judgment on the pleadings or in the alternative to dismiss for failure to state a cause of action upon which relief could be granted.

Specifically, the defendants alleged that the allegations in the petition for writ of certiorari showed that the Neighbors were allowed to provide testimony and evidence at both the zoning commission

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and the county commission hearings in general, but not specifically about the impact of the UE proposal prior to the enactment of the amendment to the zoning ordinance that was on record.

The trial court sustained the motion to dismiss, and the Neighbors appealed to the appellate court for the Eastern District that reversed on grounds that the commission did not conduct a valid public hearing for the purpose of adopting a zoning amendment.

The opinion of the court noted that the Missouri courts have not defined the exact contours of a valid public hearing for purposes of adopting a zoning amendment; therefore, the court was plowing new ground. It starts with an analysis of the phrase “public hearing” by applying the ordinary dictionary meaning of these words.

State law requires notice of the “public hearing.” The published notice of the hearing stated that the subject matter would be “utility and non-utility waste landfills in the definitions and

September 2014 / 21

locations thereof.” The court concluded that: “Proper notice and a proper hearing were mutually dependent.”

Citizens at a public hearing should be able to speak on the subject of a zoning amendment as “… would reflect upon the mind of an ordinary layman.”

The right of the public to speak at a hearing should not be suppressed due to technicalities relating to laws and rules of the governmental bodies. In this case, the public could not speak regarding the UE coal-ash landfill proposal that was the real subject of the amendment. The public was not allowed to discuss the impact of the coal-ash landfill on their property or the fact that the landfill would be located in the 100-year floodplain and earthquake hazard zone, and that most of it was within the regulatory floodway delineated by the Federal Emergency Management Agency. In addition, they were not able to discuss the history of the existing coal-ash landfill in the county, which was owned and operated

by UE that had been leaking since 1992 with no action by UE or the state. The court concluded that the hearing was unfair and remanded to the circuit court the case for further action consistent with the opinion.

There was a vigorous dissent arguing that the plaintiffs had been

Rock.

Hard place.

afforded a public hearing and had sufficient opportunity to comment on the zoning amendment. Based upon the importance of this question, its uniqueness and the vigorous dissent, the case was transferred by the court to the Missouri Supreme Court. Campbell et al., v. County of Franklin, (ED 99622, 07/22/14).

COMMENT HOWARD: When reading this case one is reminded of “The Three Blind Mice.” The facts in this case are compelling although the implications for local government hearings with respect to legislation certainly won’t make city attorney jobs easier because it requires them to caution their clients that public hearings, particularly when required by law, need to have some sort of reasonableness. It also seems that the citizens were denied their constitutional right for redress of grievances under the Missouri Constitution. The ordinance that was proposed seems to be special legislation falling squarely, at least in my mind, within the Branson case because it is exacting as to its specificity.

The case is also extremely appealing because building a coal-ash landfill in an earthquake zone, in the floodplain, and floodway of the Missouri River is extremely questionable at best.

COMMENT HEINZ: This is a

Kenneth J. Heinz is a principal with Curtis, Heinz, Garrett & O'Keefe, P.C. He serves as general counsel for several communities. Heinz has been active as special counsel to many municipalities in Missouri and Illinois on municipal issues.

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lengthy and confusing opinion for a non-lawyer to follow. It is nearly 35 pages and filled with long footnotes, especially on the procedural aspects of the case. While two of the judges found that the public hearing was inadequate, the third judge disagreed. All three judges, however, agreed that the case was important enough to send to the Supreme Court, which may render an entirely different decision.

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The Missouri Municipal Review

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Classifieds BUILDING INSPECTOR I:

The city of Jefferson is now accepting applications for building inspector I position. Building inspectors are multi-disciplinary inspectors able to complete all aspects of building, electrical and plumbing inspections.

However, the City is currently looking for someone with building construction experience in order to serve as the specialist in this area. This person will have extensive knowledge of city codes and regulations to inspect housing and buildings throughout the course of planning, construction, alteration and repair for adequacy of foundation, structure, workmanship, materials and conformity to city code requirements ensuring construction standards are met. Training and time to obtain building inspector certifications will be given to the right person with building construction experience. Qualifications: Candidates must be more than 21 years old; have a high school diploma or equivalent, supplemented by vocational/trade school/college in a related course of study, and three years’ inspection experience or any equivalent combination of training and experience providing the knowledge, skills and abilities to perform the job duties listed; ability to use personal computer and related software efficiently and effectively; ability to traverse over rough terrain; inspect installations in construction areas; enter and exit ditches; and work in extreme weather conditions; ability to avoid injury while walking on structural steel, under overhead scaffolding or while climbing ladders; remain standing for extended periods; ability to perform work of a journeyman electrician; ability to drive a city vehicle to sites to conduct inspections; inspect work being performed and to determine adherence to codes, ordinances and standards; ability to clearly and effectively communicate orally and in writing; tactfully enforce city codes, regulations and requirements; interpret and work from plans, drawings, blueprints and diagrams; establish and maintain effective working relationships with employees, contractors, and the public; ability to recall and apply large amounts of technical data and legal regulations.

Supplemental Information: Must have a valid Missouri Driver’s

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MML Calendar of Events September 14-17 14-17

15 30-Oct. 1

MML Annual Conference, St. Charles, Mo. ICMA Annual Conference, Charlotte/ Mecklenburg, North Carolina Financial Disclosure Ordinance Deadline Missouri Water and Wastewater Conference, Jefferson City, Mo.

October 7-9 8-10

28-31

Big Ideas For Small Business Summit, Kansas City, Mo. Missouri Public Utility Alliance Annual Conference, Osage Beach, Mo. Missouri Rural Water Association Conference, Lake Ozark, Mo.

November 4 11 12-13 18-22 December 9-10

Election Day Veteran's Day Missouri Governor's Conference on Natural Resources, Springfield, Mo. NLC Congress of Cities Conference, Austin, Texas 57th Annual Missouri Science & Technology Asphalt Conference, Rolla, Mo.

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

License; cell phone; and obtain at least one related ICC Certification within one year of hire; must have a thorough knowledge of residential and commercial building codes and/ or plumbing and electrical codes (crosstraining for these areas is necessary and training provided if needed); must have a thorough knowledge of construction principals/practices and zoning regulations; thorough knowledge of proper methods and materials used in the construction of large/small structures and/or considerable knowledge of the methods and techniques of plumbing and/or electrical code enforcement, regulations and laws governing plumbing and electrical installations, possible defects and flaws in plumbing and electrical installations, and knowledge of appropriate corrective measures; ability to review, read and interpret construction details and plans; keep detailed records and prepare reports; strong public relations skills and effective verbal and written communication skills are required with

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the ability to establish and maintain effective working relationships with other employees, contractors, architects, owners and the general public. Salary: $19.31 - $28.96 hourly; $3,346.64 - $5,019.96; monthly; $40,159.70 $60,239.52 annually. Closing Date: 10/01/14 11:59 p.m. Applications may be filed online at http://www.jeffcitymo. org. For questions, please call 573-6346310.

ASSISTANT CITY ADMINISTRATOR/ COMMUNITY DEVELOPMENT DIRECTOR:

The city of Union, Missouri, has an exciting opportunity for a multitalented individual serving the dual role of assistant city administrator and economic development director.

Union is a dynamic and diverse City that continues to experience one of the highest growth rates in Franklin County.

Seeking a seasoned professional to join our team in this newly created position! This position is responsible for assisting the city administrator in September 2014 / 25

the management of a high-quality team of professionals in achieving the goals of a full-service city. A professional background that includes ten years of increasingly responsible experience in management and leadership in a municipal environment, three to five years management experience in economic development. Three to five years as a CA/CM or assistant.

A MPA, MBA or related field and/or a CEcd or EDFP is preferred. Resume and letter of interest due by the end of business on Sept. 30, 2014. First Review Date: Oct. 3, 2014. Submit letter of interest and resume to City of Union, Attention Russell Rost, 500 East Locust Street, Union, MO 63084. For a detailed description, please visit our website http://www.unionmissouri.org or email rrost@unionmissouri.org. EOE.

MML WELOMES RAMONA HUCKSTEP TO OUR TEAM! MML is excited to welcome our newest team member, Ramona Huckstep. As a Policy and Membership Associate, Ramona will be assisting MML members with questions and concerns they may have. Ramona has a Bachelor of Science degree from Rutgers University in New Jersey and Master’s degrees in Natural Resources and Public Administration from the University of Missouri Columbia. She has spent the last nineteen years working for the State of Missouri, specifically the Missouri Department of Natural Resources. A majority of her time was spent working as a Community Involvement Coordinator for the Hazardous Waste Program within the department. Ramona’s experience working with communities and in the natural resources field will be an asset to our association and its diverse members.

Ramona lives in Holts Summit, just outside Jefferson City, with her husband and two daughters. In her free time she loves to travel throughout Missouri with her family, learning about its rich history and many unique places. Ramona is excited to learn new things and share her experiences with the MML team.

BUILDING OFFICIAL:

The city of Jefferson is now accepting applications for a building official. This position oversees all aspects of the building and inspection development services, including building review, inspection and enforcement of state laws, codes and local ordinances dealing with the construction of new buildings and the alteration, use and ongoing safety of existing buildings; coordinates assigned activities with other divisions, departments and outside agencies, and provides highly responsible and complex administrative support to the director. Supplemental Information: Must have a valid Missouri driver’s license; a cell phone; and must obtain the ICC certified building official certification within one year of hire; thorough knowledge of modern developments, current literature, and source of information in the field of municipal building inspection and code enforcement; thorough knowledge of all major types of building construction, materials, and equipment; and of related municipal building, zoning and related codes and ordinances; and thorough knowledge of effective supervisory practices and techniques.

Salary: $22.35 - $33.53 hourly; $3,874.16 - $5,811.23 monthly; $46,489.86 $69,734.80 annually. Closing Date: 1 0 / 0 1 /1 4 1 1 : 5 9 P M. A p p lic ations May Be Filed Online At: http://www. jeffcitymo.org. For questions, please call 573-634-6310.

26 / September 2014

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The Missouri Municipal Review

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