the missouri municipal review - november 2011

The Official Publication of The Missouri Municipal League

TheMissouri Municipal

November 2011

Review

Jesse Hall dome at the University of Missouri, Columbia, Mo.

Inside This Issue

Government Is Not The Enemy

Proposed Changes In Reporting For Public Pension Plans Affecting

Municipalities And Governmental Entities

Getting To Know Our Generations

U.S. Department Of Transportation Proposes To Eliminate Deadlines For

Replacing Traffic Signs

Risk Management And Safety Committees

MML Innovation Awards

2 / November 2011 The Missouri Municipal Review www.mocities.com

This information does not represent an offer to sell or a solicitation of an offer to buy or sell any fundor other security. Investors should consider the investment objectives, risks, charges and expensesbefore investing in any of the Missouri Securities Investment Program’s portfolios. This and otherinformation about the Program’s portfolios is available in the Program’s current InformationStatement, which should be read carefully before investing. A copy of the Information Statementmay be obtained by calling 1-877-MY-MOSIP or is available on the Program’s website atwww.mosip.org. While the MOSIP Money Market Series seeks to maintain a stable net asset valueof $1.00 per share and the MOSIP Term portfolio seeks to achieve a net asset value of $1.00 pershare at the stated maturity, it is possible to lose money investing in the Program. An investment inthe Program is not insured or guaranteed by the Federal Deposit Insurance Corporation or any othergovernment agency. Shares of the Program’s portfolios are distributed by PFM Fund Distributors,Inc., member Financial Industry Regulatory Authority (FINRA) (www.finra.org). PFM FundDistributors, Inc. is a wholly owned subsidiary of PFM Asset Management LLC. Member SIPC.Standard & Poor's fund ratings are based on analysis of credit quality, market price exposure, andmanagement. According to Standard & Poor's rating criteria, the AAAm rating signifies excellentsafety of invested principal and a superior capacity to maintain a $1.00 per share net asset value.However, it should be understood that the rating is not a "market" rating nor a recommendation tobuy, hold or sell the securities.

TheMissouriSecurities InvestmentProgram (“MOSIP”) is acomprehensive cashmanagement program for schooldistricts, municipalities, and otherpolitical subdivisions. MOSIP wascreated in 1991 by the MissouriSchool Boards Association.

MOSIP offers its participants aprofessionally managed portfoliowith competitive money marketrates. MOSIP stresses “safety ofprincipal” as the number oneobjective and is rated AAAm byStandard and Poor’s.

Sponsored by:Missouri School Boards Association • Missouri Association of School Business Officials

Missouri Association of School Administrators

Missouri Securities Investment Program

A Cash Management Program for School Districts, Municipalities

and Other Political Subdivisions

William T. Sullivan, Jr.Managing Director

1-800-891-7910 [email protected]

Maria AltomareManaging Director

1-800-891-7910 [email protected]

P.O. Box 11760 • Harrisburg, PA 17108-17601-877-MY-MOSIP

77 West Port Plaza Drive • Suite 220 • St. Louis, MO 631461-800-891-7910

Registered Representatives

Administered by: PFM Asset Management LLC

Contents

departMents

PresidentMayor Norman McCourt

Black Jack

Vice PresidentCouncilmember Susan McVey

Poplar Bluff

Immediate Past PresidentMayor Carson Ross

Blue Springs

e

MISSOURI MUNICIPAL LEAGUE BOARD OF DIRECTORS

Donna Baringer, Alderman, St. Louis; Conrad Bowers, Mayor, Bridgeton; Denise Chisum, City Clerk, Lee’s Summit; Roger Haynes, Deputy City Manager, Mexico; Bill Johnson, Director of Administration, Fulton; Bob Kneemiller, Councilman, St. Charles; Bill Kolas, Mayor, Higginsville; Allison Light, Alderman, Harrisonville; Jan Marcason, Councilmember, Kansas City; *Ron Monnig, Councilmember, Slater; Reanne Presley, Mayor, Branson; Don Reimal, Mayor, Independence; Lisa Robertson, City Attorney, St. Joseph; Arthur Sharpe, Jr., Councilmember, University City; Paul Ward, Councilmember, Kirkwood; Susan McVey, Councilmember, Poplar Bluff; Terry Wilson, Mayor, Pleasant Hill; *Kevin Wood, Mayor, Harrisonville.*Past President e

AFFILIATE GROUPS: Missouri City Man-agement Association; City Clerks and Finance Officers Association; Government Finance Of-ficers Association of Missouri; Missouri Mu-nicipal 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.

Katie Bradley, EditorContributing 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. Sub-scriptions: $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, Jeffer-son City, MO 65109.To contact the League Office call 573-635-9134, fax 573-635-9009 or e-mail the League at [email protected]. The League’s Web site address is: www.mocities.com.

www.mocities.com The Missouri Municipal Review November 2011 / 3

Review VOLUME 76, NO. 6

Missouri MunicipalThe

November 2011

The Official Publication of The Missouri Municipal League

4 / President’s Report by Mayor Norman McCourt

5 / Executive director’s Report by Dan Ross

6 / Government Is Not The Enemy by Jim Miller

7 / Proposed Changes In Reporting For Public Pension Plans Affecting Municipalities And Governmental Entities by Lori J. Neidel

9 / Getting To Know Our Generations by Jim Britton

15 / U.S. Department Of Transportation Proposes To Eliminate Deadlines For Replacing Traffic Signs 16 / Risk Management And Safety Committees by Anne Masters and Mike Atchison

18 / MML Innovation Awards by League Staff

30 / 2011 Index of Articles and Authors

22 / Professional Directory 25 / News From The Bench26 / FAQs - Planning and Zoning28 / Municipal Hunting Ground Ads

Cover photo: Fall morning view of historic Jesse Hall dome on the University of Missouri campus from downtown Columbia. Photo by Katie Bradley.


I am honored and excited to be serving the Missouri Municipal League as its president. As we look to

2012, I know the new year will hold many challenges for all of us. Chief among those for me will be watching the developments in Jefferson City. I pledge to do my part to be ever vigilant in protecting and voicing our municipal interests before the state legislature. In return, I call on you, our members, to do your part and to contact our state officials when the League staff sends out alerts on pending legislation that will affect your community.

The legislative session begins January 4, 2012. Replacing the state’s

income tax with a super sales tax, billboards, construction bidding re-quirements, truck routes, automated cameras, TIF reform, elimination of the municipal gas tax allotment, trash hauler contracts, elections, and joint liability for delinquent utility bills, are just a few of the important issues that will likely be debated this ses-sion. We must keep our state officials informed of the needs of our munici-palities and the potential impact of new legislation. Your participation as members of the League will be vital in this effort.

Over the years, I have had the pleasure of attending many League meetings. I am always encouraged to see the strong participation by our members.

All members should plan now to attend the MML Legislative Confer-ence in Jefferson City on February 14 and 15. This Conference will provide an overview of the legislative session and new laws that will affect our com-munities. Attendees are encouraged to use the opportunity to meet one-on-one with your state legislators. The Conference also is a good chance for members to renew ties with other elected officials. United and active, our association works.

Back in September, the League had an election of its own, and I would like to welcome new board member Mayor Raeanne Pressley of Branson to the MML Board of Direc-tors. In addition to Mayor Pressley, Councilmember Susan McVey of Pop-lar Bluff was elected vice-president and I know they will do a superb job in their respective positions.

I would like to commend Mayor Carson Ross for his outstanding lead-

president’s report

ership as League president this past year. He has piloted our ship well! I would also like to thank the terrific staff at League headquarters for the many, many things they do for Mis-souri municipalities throughout the year. Job well done people! Where else besides League headquarters can you receive reliable, up-to-date and pertinent information on any of the myriad of topics important to munici-pal government? More importantly, the League staff continues to lobby on our behalf, providing a unified voice for municipalities.

Thank you for selecting me as your president. I accept this respon-sibility with the knowledge that I am working with a very talented and dedicated group of municipal of-ficials. I look forward to working to achieve what is best for Missouri’s municipalities. Feel free to contact me if there is something going on in your community of which we need to be aware.

I cal l on my fel low League members to help me to make this an exciting and productive year for the League.

MML PresidentMayor Norman McCourt

City of Black Jack


I am writing to inform you of some new and upcoming changes at your Missouri Municipal League.

First of all, we have made some changes in staffing responsibilities fol-lowing the departure of Legislative As-sociate, Patrick Bonnot. MML Deputy Director Richard Sheets will now direct the League’s advocacy program. Rich-ard brings more than 30 years of MML experience combined with a significant working knowledge of the legislative process. Editor and Communications Associate Katie Bradley will transition to provide the member services duties Sheets had performed. In addition, Bradley will conduct research and as-sist in the League’s legislative advocacy program. Member Services Associate Stuart Haynes will have the added responsibilities of assisting with the overall advocacy effort by attending legislative hearings and drafting infor-mation for policy committee members.

In order to continue to im-prove the quality of MML’s com-munications and publications, the League will advertise for a commu-nications/media/editor position. We will be looking for a degreed, experienced professional to help us grow both in traditional and digital media.

These changes will neces-sarily involve a transition period as staff assumes their changed roles and a new person joins the MML team. We will work hard to insure League members continue to receive the high level of services you are accustomed to.

The second change I want to share is the billing period and invoicing for League membership dues. To coincide with MML’s move to a calendar fiscal year, we also will transition to a calendar year billing schedule for MML membership dues. The League has been operating under a legacy schedule of five separate annual billing periods depending on when a member joined the League. As of January 1, 2012, all League

executive director’s report

CHANGE IS IN THE WIND

Dan RossMML Executive Director

members will move to a single cal-endar year billing cycle. The due date for receipt of annual dues will be January 31. In transitioning from the five separate billing periods to the January 1 invoicing date begin-ning with the 2012 calendar year we will use a proration schedule for all members.

In most cases, invoicing will be accomplished electronically and sent to your organization’s primary contact (for member cities this will be your city clerk), or please contact the League’s bookkeeper, Jean Glavin at [email protected] or 573-635-9134, with the appropriate billing contact information.

My goal is to make this tran-sition as painless as possible for our members. If this change creates any financial or other burden, kindly con-tact Jean Glavin or me at 573-635-9134 regarding any special arrangements that may be needed in 2012 to transi-tion to this new schedule.

Joe Lauber has dedicated

his entire career to

serving local governments-

let him help you today.

Contact Joe Lauber for your day to day or special project needs816-525-7881 or [email protected]

www.laubermunicipallaw.com

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

Please contact the League if you have any questions regarding any of the changes.


I am now old enough to have what some kindly describe as “perspective.” That

means, I presume, I have lived through enough change over time to personally recognize not only how at least some things are different today, but what these changes may mean.

One such change I have witnessed over 40 some years in the public sector concerns the public’s attitude toward gov-ernment. Even as a high school intern in the city manager’s office in my hometown, I realized not everyone was in love with government. And I know that government was cer-tainly less open then – elected officials were predominately male, public notice was generally not required, and media coverage was not as extensive.

Yet, I also know that there was an appreciably greater acceptance of government’s role, of its legitimacy. While citizens were no more likely to want the street widened in front of their home than now, if it happened, they were more accepting of the fact that sometimes government must make decisions with which they disagree.

Moreover, their disappointment or even anger with such decisions did not lead to castigating the elected officials who made those decisions or questioning whether government should even have the ability to decide whether the street should be widened in the first place. Things, as we know, are different today.

Now, many people are intolerant of their government in almost every respect. The notion of the public good, that widening my street may not be something I want but is necessary for everyone’s safety, is often not part of the debate and, when it is, it is ridiculed or quickly dismissed.

Moreover , the ant ipathy ex -pressed is much more personal than it was a few decades (or perhaps even years) ago. It is no longer the decision alone many dislike; the elected and appointed officials who make those decisions personally feel the ire. I have

heard far too many elected officials say holding office is no longer worth it because of the personal attacks.

On one level, this current state of citizen antagonism toward govern-ment is not new. Even a brief reading about politics in the first half of the 19th century, for example, reveals how much citizens mistrusted government, ultimately leading to Andrew Jackson’s election. Go back further, and we know the duel between Aaron Burr and Al-exander Hamilton was in large part because of their passionate disagree-ment over the proper role of the federal government.

Yet, in those times the arguments were indeed more about the role of gov-ernment, not about its very legitimacy. Today, we see candidates for political office running on the premise that gov-ernment is, in fact, the “enemy.” Others conclude that only by having less gov-ernment – or no government – can we be truly free. What is most disconcerting is not their lack of embarrassment in espousing such positions, but they do so because they know such arguments resonate with a growing segment of the population. Of even more concern, such statements seem to draw less and less negative reaction.

The plain and simple truth is we need and rely on government. This morning, I paid particular attention to the lead stories on the national TV news. The first four of five were about government responding to various pub-lic needs – earthquakes in Virginia and Colorado, a train wreck in California,

and the Federal Emergency Management Agency’s prepa-ration for a possible hurricane on the East Coast . Review news accounts on any day and at every level, and it is impos-sible not to find example after example of government serving and helping people.

A few months ago, while driving on a freeway, I was cut off by a dump truck pulling a trailer. After recovering my composure, I noticed that some-one, presumably the driver, had painted a sign on the back

of the truck that read: “reduce taxes, re-duce spending.” How ironic, I thought, that here was someone driving on a publicly funded road for his livelihood, and he apparently favors indiscriminate cuts to public expenditures as long as they yield lower taxes.

His sign nicely, albeit simplisti-cally, encapsulated for me the debate being played out at all levels of govern-ment; less and less is it about what gov-ernment should provide and how those services should be funded. Rather, it is increasingly about how we reduce the size of government, regardless of the consequences.

Like it or not, we need govern-ment. We would not be better off if gov-ernment stayed completely out of our lives, as some suggest. On the other had, the question of how much government we should have must always be in play and is central to a healthy democracy. Those of us in or who support govern-ment have a special responsibility to ensure the debate is properly focused in that way.

When we let the very legitimacy of government itself be challenged, or the integrity of our elected officials and employees who serve be undermined, we allow a great disservice to both those who serve and those who are served.

Jim Miller is executive director of the League of Minnesota Cities. Phone: 651-281-1205; e-mail: [email protected] is a reprint from the Minne-sota Cities magazine, September-October 2011 issue.

GOVERNMENT IS NOT THE ENEMYby Jim Miller


Many governmental e n t i t i e s w i t h d e f i n e d b e n e f i t plans have recently

found themselves in a “perfect storm” due to the market losses from 2008, historical shortages in annual contributions, and an aging baby boomer workforce close to retirement. Municipalities and local governments around the country are facing difficult decisions regarding reductions in benefits, mandatory contributions by plan recipients, and budget constraints reducing the avai labi l i ty of funding the contribution obligation. Increasing the pressure is a growing perception that governments are giving out “gold plated” retirements to their employees. Now comes, what some are calling unnecessary and overly burdensome, is the congressional proposal, the “Public Employee Pension Transparency Act” and the Governmental Accounting Standards Board’s proposed changes in the calculating and financial reporting of pension liabilities by state and local governments. This article will focus on these recent proposals. It is intended for those who are not actuaries or accountants, but decision makers in local governments and municipal entities that offer a defined benefit plan to their employees to make them aware of these proposals and the possible effect they may have on their entity.

Public Employee Pension Transparency Act (PEPTA)

In February 2011, Representa-tive Devin Nunes (CA) (along with 51 co-sponsors) introduced H.R. 567, the Public Employee Pension Transpar-ency Act (PEPTA). Senator Richard Burr (NC), introduced its identical bill, S.B. 347, in the Senate. PEPTA amends the Internal Revenue Code to deny tax benefits relating to bonds issued by a state or political subdivision during any period in which such state or political subdivision is noncompliant with speci-fied reporting requirements for state or

local government employee pension benefit plans.

PEPTA requires sponsors of state and local government employee pen-sion plans to report funding informa-tion annually to the secretary of the treasury. Governments failing to report this information would lose their abil-ity to issue tax-exempt debt until they comply. PEPTA requires plan sponsors of a state or local government employee pension benefit plan to file an annual report setting forth: (1) a schedule of the funding status of the plan; (2) a schedule of contributions by the plan sponsor for the plan year; (3) alternative projections for each of the next 20 plan years relating to the amount of annual contributions, the fair market value of plan assets, current liability, the fund-ing percentage, and other matters speci-fied by the secretary; (4) a statement of the actuarial assumptions used for the plan year; (5) a statement of the number of plan participants who are retired or separated from service and are either re-ceiving benefits or are entitled to future benefits and those who are active under the plan; (6) a statement of the plan’s investment returns; (7) a statement of the degree to which unfunded liabilities are expected to be eliminated; and (8) a statement of the amount of pension obligation bonds outstanding.

Importantly, PEPTA also pre-empts any attempts to transfer any unfunded pension liabilities of state

and local governments to the federal government. PEPTA specifically heads off any liability by the federal govern-ment for any obligation related to any current or future shortfall in any state or local government employee pension plan, and prohibits using federal funds to diminish or meet any current or fu-ture shortfall in, or obligation of, any state or local government employee pension plan.

In May 2011, a consortium of na-tional organizations representing state and local governments, officials, and public retirement systems submitted comments on H.R. 567 for the public

record. These organizations oppose what they view as a new and conflict-ing federal reporting regime on top of existing state and local structures. These organizations feel that PEPTA contains a number of unfavorable consequences, not the least that PEPTA would, “paint a misleading picture of public finance and impose costly measures far more conservative than federal law requires even of corporations ... and represents a fundamental lack of understanding regarding the operations and funding of public pensions and the strong account-ing rules and strict legal constraints already in place requiring open and transparent governmental financial reporting and processes.”

PEPTA was referred to the House Ways and Means Committee and the Senate’s Finance Committee where the bills remain. You can follow the bills and their status at: www.thomas.loc.gov. or, www.govtrack.us.

GASB Exposure DraftsIn July 2011, the Governmental

Accounting Standards Board (GASB) issued two exposure drafts proposing significant changes in the way state and local governments calculate and report total pension liability and pen-sion expense. The exposure drafts were issued after a lengthy process ongoing since before 2008, when the GASB em-barked on a project, the so-called “PEB” project (postemployment benefits) to

PROPOSED CHANGES IN REPORTING fOR PuBlIC PENSION PlANS AffECTING MuNICIPAlITIES

AND GOVERNMENTAl ENTITIESby lori J. Neidel


examine its standards of accounting and financial reporting for postemployment benefits – including pension benefits. The research phase of the project began in 2008 by examining how the pension standards had performed over nearly 10 years of use, asking questions such as: do the standards provide users with the decision-useful information they need, how have governments implemented the standards in practice, and do the standards produce a full reflection of the financial transactions and other events related to postemployment ben-efits. A preliminary views and a plain-language supplement entitled, “Pension Accounting and Financial Reporting by Employers,” reflecting the GASB’s tentative conclusions were issued on June 16, 2010. Now that the exposure drafts have followed, the GASB will hold public hearings and deliberate on the comments it receives. Final state-ments are expected to be issued by the GASB sometime in the summer of 2012.

After this year’s long process, the GASB’s research did not find widespread dissatisfaction with the existing pension standards, but did identify a number of areas in which some constituents believed improvements could be made that would increase accountability, more accurately estimate the long-

term obligations and annual costs associated with retirement benefits, and produce information that is more useful. As a result, in the two exposure drafts the GASB proposes separating the accounting and financial reporting of the pension from how the pensions are funded. While current standards are based on the funding costs of pro-viding pension benefits (i.e., the an-nual re quired contributions), the new proposed standards are based on the pension liability. If adopted, this would significantly change pension accounting and financial reporting for state and local governments by de-linking the accounting measures from the funding measures.

The first exposure draft, “Ac-counting and Financial Reporting for Pensions,” (Pension Exposure Draft), primarily relates to reporting by gov-ernments that provide pensions for their employees. The second related draft, “Financial Reporting for Pen-sion Plans,” addresses reporting by the pension plans that administer those benefits. In the Pension Exposure Draft, the GASB proposes that a government report in its financial statements a net pension liability equal to the difference between the total pension liability and the value of the net assets set aside

to pay benefits to current employ-ees, retirees and the i r benef i c ia -ries. Simply put, if on a given date the obligation for pensions equals $1 mi l l ion , and the value of the assets of the pen-sion plan equals $700,000, the gov-ernment would re-port the remaining $300,000 as a net pension liability. The Pension Ex-posure Draft also includes moving the reporting of this kind of infor-mation from the footnotes, where i t i s c o m m o n l y found now, to the forefront in the fi-nancial statements and reporting it just like other lia-bilities such as out-standing bonds,

long term leases, and claims and judg-ments. The GASB concludes in the exposure drafts, that like salaries, the costs and obligations associated with pensions should be recorded as they are earned by the employees: “A gov-ernment that provides pension benefits to its employees is responsible for the net obligation and would report it as a liability in its financial statements.”

ImplicationsReporting a net pension liability,

rather than only the unfunded annual contribution rate as is done now, will likely result in a bigger liability being reported – causing a shift in the focus from the government’s commitment to fund its obligation to a kind of funded status snapshot. Critics argue that reporting a net liability on a fi-nancial statement is misleading, and equivalent to a homeowner reporting his/her entire mortgage instead of the monthly mortgage payment, taking issue that this reporting is helpful or even relevant.

The immediate recognition of changes in liability and changes in actuarial assumptions also will result in a very different pension expense and likely to cause confusion between pension expense and pension fund-ing. Some feel that the creation of two different sets of “cost” numbers could have an unintended detrimental effect on public attitudes about state and local government pension plans.

ConclusionThese proposals seemingly come

from a fear that we don’t truly know the health and sustainability of our public pension plans, and a systemic crisis is looming because of it. It is expected that proposals such as these will only inten-sify and thereby increase the pressure upon governmental entities to address the continued viability of their defined benefits plans. Little comfort can be had in knowing that local and state governments are not the only ones in this position. It was reported by USA Today that the federal government has a $5.7 trillion unfunded liability for their retirement programs. Unfortunately, it has become painfully clear that we cannot continue the way we have been and we must address these problems.

Lori Neidel can be retained as outside legal counsel to work with municipalities and plan sponsors to assist them with their GASB and other pension related issues.

3610 Buttonwood, Suite 200 • Columbia, MO 65201 573-886-8923 • www.NeidelLaw.com

The choice of an attorney is an important decision and should not be based solely upon advertisements.

Lori NeidelNLAW OFFICE OF LORI J. NEIDEL, LLC

• Attorney with experience in securities law

• Board member of a public pension fund

• Outside counsel to governmental entities for securities and pension matters


Employees a n d employers alike face

numerous challenges and opportunities in the business world. From heavy workloads to employee engagement issues to exciting and n e w i n n o v a t i o n s , b u s i n e s s l e a d e r s have to navigate the dif ferent terrains in today’s workplace, and perhaps one of the most treacherous is learning t o w o r k w i t h t h e different generations in the workforce.

One of the greatest social shifts in the workplace has to do with lifestyles and work styles shaped by the multi-generational forces at work. “Each of the four generations in the workplace – Traditionalists, Baby Boomers, Generation X and Millenni-als – embrace conflicting definitions of work ethics and productivity, for example, and unless companies ex-plicitly teach their workforces to value a multi-generational communication filter, they will suffer,” said Rita Murry of Performance Consulting, author of Lost in Generation Translation.

“What might be dismissed with the roll of the eyes as a ‘touchy feely’ topic, has become a no-nonsense, bottom-line issue, that impacts recruit-ment, motivation and retention on a daily basis.” Murray said. “People who say ‘Aren’t we more like the other gen-erations than we are different? Let’s fo-cus on the similarities.’ are really miss-ing the fact that major defining events experienced by a generation profoundly affect their views of themselves as an employee or as an employer.”

Generational dynamics in the workplace impacts morale, productiv-ity, recruitment, and retention, to name a few human factors. By considering each generation’s differing values, attri-butes, work styles, ethnic composition and lifetime experiences, employers can optimize productivity, protect profits

and grow their businesses.Leading companies today have

discovered that attention to multi-generational perspectives has tangible payoffs – positive engagement for all employees resulting in a more produc-tive work environment; and benefits which align with the needs of each gen-erational group means more motivated workers and teams.

Employers who are struggling to help employees balance each gen-eration’s differing needs are making progress. However, many organizations leave employees on their own to deal with these issues rather than provide training, guidance and support. Left unchecked, multi-generational hostility and resentment can lead to frustration, conflict, absenteeism and poor morale. Since competencies in the workplace no longer correlate to age or experience, it takes time to reframe and rebuild a multi-generational career path.

This article will examine the expectations, experiences and per-spectives of your multi-generational staff, co-workers, and potential job seekers. Insight into behaviors, values, outlooks, and workplace approaches enhance innovation and productivity where generational differences exist. By addressing some of the issues that arise in multi-generational workplaces, stress can be reduced, productivity

improved, healthy relationships built, and the bottom line increased.

S o h o w a r e the generations de-fined? A generation is defined as a birth period of roughly 20 years shared by a group of people w h o e x p e r i e n c e common life events and cultural mile-stones that form their values, atti-tudes and perspec-tives. These time blocks overlap as one generation ma-tures and another

is born, so those sandwiched between these timeframes may see characteris-tics of themselves in two generations.

There have always been genera-tion gaps between the young and the old throughout history, but, for the first time in the history of America, there are four distinct generations – Traditional-ists, Baby Boomers, Generation Xers and Millennials – working side-by-side, speaking different languages, who need to collaborate and compromise rather than control and revolt.

Here are the generations we will discuss:

Traditionalists, born before 1946; work ethic of command and control where age and seniority highly cor-relate; highly influenced by the results of two world wars and the Great De-pression.

Baby Boomers , born between 1946 and 1964; work ethic of consensus leadership, long hours and lots of face time; grew up in a prosperous and high achievement-oriented “you can do any-thing” America.

Generation Xers, born between 1965 and 1980; lead by competence and value being included in business chal-lenges and decisions often considering themselves “free agents;” formative years saw the most profound economic changes since the Great Depression.

GETTING TO KNOW OuR GENERATIONSby Jim Britton


Millennials, born between 1981 and 2000; value employers who provide structure while encouraging contribu-tion, innovation and collaboration; came of age in instantaneous global communication, media saturation and material excess.

Given these multiple and valuable work styles and approaches, an explicit need exists for discussing, understand-ing and appreciating generational differences in the workplace. And un-derstanding is the first step to learning how to modify behaviors and commu-nication styles to improve relationships with co-workers and employees.

Getting To Know Traditionalists And Baby Boomers

Today, Traditionalists and Baby Boomers are tackling stereotypes about keeping up with and adapting to con-stant changes in technology. But per-haps one of the biggest challenges these generations and their employers face is conflict that arises when Traditionalists and Baby Boomers are managed by younger generations.

According to a study by Peter Cappelli and Bill Novelli, authors of Managing the Older Worker: How to

Prepare for the New Organization Order, 88 percent of employers worry about conflicts between older workers and younger managers. The study also found that both younger managers and their older employees tend to distrust each other. The cause of this distrust may have less to do with age differ-ences and more to do with experience levels and different leadership styles. Understanding the characteristics of Traditionalist and Baby Boomers can help build trust between managers, em-ployees and co-workers to help prevent conflicts from occurring in the office.

Identifying TraditionalistsTraditionalists, born before 1946,

grew up during the Great Depression and World War II. Their world views and values have been shaped by these significant events. Surviving economic hardships and wars, Traditionalists value group membership and responsi-bility. They trust hierarchy and author-ity, and may be surprised when others go against these social structures.

With nearly half of all Tradi-tionalists as war veterans, they value, appreciate and exhibit command and control leadership styles. Their military

experiences and backgrounds taught them that a top-down approach was most effective and many organizations still model that military style of leader-ship today. Traditionalists, are gener-ally courteous, self-sacrificing, and are characterized by a strong work ethic. Traditionalists respect coworkers who are punctual and arrive ready to work every day. They stay late to get the job done and expect others to do the same.

When working with Traditional-ists, it is important to be honest, open and to speak with integrity. It is also important to communicate clearly, effectively, and with courtesy and respect. With the maturity and under-standing that comes from years of life and work experiences, Traditionalists can be great go-to resources and assets to have on your team. They can also provide insight into workplace politics and may offer some perspective on how to handle them. By taking time to seek out and value the advice, opinions, and input of Traditionalists, employers and employees will help build a more uni-fied and productive team.

Identifying Baby BoomersBaby Boomers born between 1946

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CURTIS, HEINZ, GARRETT & O’KEEFE PcFROM THE LAW OFFICE OF

we congratulate our partner

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and 1964, grew up in a prosperous and competitive “you can do anything” era. This generation currently makes up the largest portion of today’s workforce. In order to advance up the corporate ladder, Baby Boomers became the first “workaholics.” They paid their dues under the old hierarchical rules and are now redefining themselves in light of global initiatives and business re-structuring.

Influenced by the Civil Rights movements including women’s rights, voting acts and marches on Washington, this generation continually questioned the “establishment” and discovered the power of large, committed groups of people working together to positively impact change. Baby Boomers appreci-ate and exhibit consensus leadership styles that ensure everyone has a voice.

Raised as the sons and daughters of hard-working middle class Ameri-cans and immigrants, Baby Boomers are generally competitive and place a strong value on self-sufficiency. For Rita Murray, a first generation Baby Boomer and CEO of Performance Consulting, LLC, it was humbling to watch her im-migrant parents sacrifice in an effort to realize the American dream. “We did not have it easy but my parent’s work

ethic was a daily reminder that any American can succeed. I was the first to receive higher education in my family and had to work full-time through col-lege to pay my tuition,” Murray said.

Like Traditionalists, Baby Boom-ers bring a lot of experience and knowl-edge to the table. Their self-reliant nature values competencies in others like excellent customer service, follow-up and a strong work ethic. Many Baby Boomers are more confortable with a formal and professional business envi-ronment. This generation often prefers face-to-face interaction and communi-cation. Baby Boomers also are redefin-ing the idea of retirement with more than a third planning to work at least part time after reaching retirement age. Their experience, hard work and self-sufficiency are valuable characteristics for businesses.

Better TogetherEach generation brings different

skills, experiences, and insights to the workplace. In terms of absenteeism and turnover, Traditionalists and Baby Boomers score better than their younger peers. Their time-tested experience, knowledge and company loyalty is im-portant to every organization. Under-

standing each of the generations is an important foundation for understand-ing how to manage and adapt to the different generations and their various leadership and communication styles in the workplace. Generational experts suggests that Traditionalists and Baby Boomers can help reduce workplace stress and conflict by getting rid of dysfunctional and outdated practices at work and implementing new ones like mentoring the next generation of leaders and finding ways to make work fun and engaging.

Getting To Know Generation XGeneration X is made up of nearly

46 million people born between 1965 and 1980. Gen Xers are expected to represent more than 32 percent of the workforce by 2015. They have lived through some of the most profound economic changes since the Great De-pression and their experiences directly impact their workplace attitudes and ethics. Coming of age in the late 70s and 80s in a double digit inflation economy with dual income households stands in stark contrast to the Baby Boomers who grew up in the post-war and prosperous 50s, 60s and even early 70s. Nearly 40 percent of Generation X lived in a sin-


gle-parent household by the age of 16.Described as independent, this

generation grew up amidst great so-cial change. Their entrance into the workforce inspired many to interject new ways of thinking into the business world. Unafraid of taking risks, many have become entrepreneurs. They are technology savvy and crave challeng-ing, exciting projects. Their keen use of technology and business acumen have placed them side-by-side in leadership positions with Baby Boomers and Tra-ditionalists.

Generation X typically doesn’t be-lieve in job security or trust employers because they watched as their Tradi-tionalist and Baby Boomer parents were laid off by the companies they sacrificed family time to serve and build. They believe in constantly developing and refreshing the skills that make them at-tractive to the next company or enable them to start their own business. They exchanged their parents’ live-to-work mentality with work-life balance.

Smaller than the generations before and after them, Gen Xers can sometimes feel lost in the midst of the great workplace shift taking place as Boomers exit and Millennials enter the

workforce. But, many see it as an excit-ing time to be a part of an important organizational change and welcome the opportunity to have a role in tran-sitioning the workplace in a new way of operating.

They want to get in, get the work done, and get out. Gen Xers’ core needs are to have the freedom to act without hindrance, and their energies are focused on competence, skillful performance, variety and stimulation in the workplace. They value speed and ease of access. As pioneers of personal computers, they often use systems fear-lessly and welcome “outside the box” thinking. Gen Xers are holding their superiors to a far higher standard than in the past.

“They have a strong anti-author-itarian streak, so don’t expect the old business rules of ‘Do what I say because I’m the boss’ to work with Gen X,” said Rita Murry, multi-generational expert. “As for workplace leadership, they pre-fer to be lead by competence. So, when they start working for or with you, you must work at earning their respect. And, in case you may not notice, what appears to be your next appointment to interview a Gen X applicant can often

turn out to be them interviewing you to see if you’re competent enough to work for.”

The best advice for working with or for Generation X is to remember that this generation prizes individuality and wants to be treated and managed as individuals. They don’t want to be forced into a “one size fits all” manage-ment mold. They appreciate open lines of communication with top manage-ment. And, like Millennials, Gen Xers disdain formal meetings “just to meet.” They value those who, when they do schedule meetings, have a tight agenda, stick to it, and respect everyone’s time. Targeting the leadership development of the Gen X leader – one who can bridge an ever-widening leadership gap between Baby Boomers and Millenni-als – is a critical development need for many companies.

After all, where would we be without Generation X in the work-place? This generation has taught us the importance of work life balance, how comfortable it is to dress down a bit, and how to “lighten up” on the job.

And, just when you thought you were getting a handle on ways to work together with three generations, who


would have predicted that young ex-perts would arrive in the workplace holding keys to transformational change for the 21st century.

Getting To Know MillennialsBorn between 1981 and 2000, Mil-

lennials are the youngest generation in today’s workforce. The Millennial generation has grown up in the era of instantaneous global communication and media saturation. They believe quick answers are usually just a Google search away.

Millennials value cutting-edge technology as evident by their ev-eryday use of the latest gadgets from smartphones to the newest computer software. Labeled the “Internet” gen-eration, they are the most tech-savvy generation to date.

Millennials are determined to succeed and are highly ambitious. But because of the high cost of today’s higher education, many Millennials have moved back home after college to save money or to explore the workplace for their dream job. Millennials are very close to their families, which have helped develop their value of teamwork and collaboration. But coupled with tur-bulent youth experiences facing school violence like the Columbine tragedy in 1999 and global terrorism after 9-11, Millennials are wary about the world they live in and in some ways have grown up with overly cautious “heli-copter” parents.

They are optimistic about their future though and have high expecta-tions for what the workplace should offer them in terms of benefits, projects and satisfaction. They crave work/life balance, flexible work schedules, and challenging projects. They tend to job hop more than any preceding genera-tion in order to find meaningful work that will take advantage of their educa-tion and fulfill their expectations.

With Millennials, the goal is to work with them to turn their “always on” attitude into a business advantage.

Millennials In Your WorkplaceSmart managers focus on devel-

oping and utilizing Millennial’s social networking and technology savvy. They evaluate the effectiveness of workplace technology to help Millennials work most efficiently. Try working with this generation and not against them in order to become a magnet for the

extraordinary talents of Millennials.What do employers need to be

aware of when recruiting, hiring and motivating Millennials? Most impor-tantly, realize that the majority of Mil-lennials do not define “work” the same way other generations define work. For Millennials it is about having flex-ible schedules. They consider that we live in a connected world that allows “work” to occur any place where there is a signal, not just within the confines of your company’s building.

Millennials also do not often view authority on the job the same way. While they respond positively to personal attention, they can resent constructive feedback. The technology expertise they possess can create a role reversal that may negatively affect their respect for authority.

Rita Murray, multi-generational expert, and author of Lost in Generation Translation, recommends that when dealing with Millennials, “Think of yourself as a foreigner in a foreign land. Get to know the language, customs and the reasons why Millennials are the way they are. It isn’t about tolerating your differences; it is about truly appreciat-ing the differences.”

What are you waiting for? Starting today, get everyone involved in learn-ing about the different generations and staying connected to and curious about the benefit that each generation brings to the workplace. Encourage multi-generational communications. Work

together to build a respectful, enthusi-astic, technology savvy and emotionally intelligent business culture for all ages and you’ll be a company highly valued among the generations.

Managing The Generation GapAccording to the Society of Hu-

man Resources, the different needs among today’s workplace generations are causing companies to offer a wider range of incentives with more flexibility than ever before. As you look for ways to rebuild employee engagement after the effects of the recession, experts sug-gest offering – or for some companies, reinstating – a diverse sample of benefit options that fit your workplace to help boost employee morale. Here are some important areas to keep in mind.

CompensationCompensation is a hot issue across

all generations in the workplace. The recession has forced many Traditional-ists and Baby Boomers to remain in the workforce instead of retiring. Whether they select a new field or position, or stay at their current company, workers in these groups tend to feel that com-pensation should favor those with more years of experience in the workforce. On the other hand, Gen Xers and Millenni-als argue that knowledge, training and capability should get top dollar, regard-less of years of experience. That is why offering top compensation is important for attracting and retaining the best candidates across the generational span.

WaterWastewaterStormwaterHighwaysStreetsRoadsBridgesBridgesStructuralHealth CareMechanicalElectricalPlumbingFire Protection


RetirementThe needs for retirement savings

will differ vastly from Traditionalists, Baby Boomer, and the younger genera-tions just entering the workforce. Gen Xers and Millennials realize the impor-tance of saving for the future, but many do not know much about their options. They want retirement savings plans that are easy to manage. To meet needs across the generations, it is important to offer a variety of options for savings and retirement. Consider offering ac-cess to professional financial advice on what plans fit each worker best for their stage in life.

Health & WellnessHealth benefits are a top priority

for workers across the generations. The availability of paid health benefits can be a deciding factor in whether or not members from any generation will join or remain at your company. That’s why, despite the rising cost of healthcare, more companies are adding a variety of health and wellness programs each year to appeal to the needs of each gen-eration. Some also offer prenatal care, extended maternity leave, smoking cessation programs, health screening programs, and fitness incentives. Other popular options include health savings

accounts and optional insurance such as vision or dental.

Work/life ProgramsThough Traditionalists and Boom-

ers typically gravitate toward tradi-tional work schedules, many are opting to use flexible work schedules as they approach retirement age. Flexibility is also top priority for both Gen Xers and Millennials, who value work/life balance and family time. Flexible work programs may need to be flexible them-selves to offer options that will appeal widely across your workforce. Many workplaces offer a range of schedule options, from telecommuting to flexible workweeks to job sharing to flextime.

RewardsEvery generation values being

rewarded for their efforts. Exactly what incentives will appeal to each genera-tion may vary by personal preference though. Traditionalists and Boomers have demonstrated preference for traditional monetary rewards and promotions. Gen Xers and Millennials typically prefer rewards such as time off, volunteering opportunities, and parenting incentives. But, they also are eager to prove their capabilities, and many are motivated by training and

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development opportunities, as well as traditional promotions. Because what motivates people varies from person to person, offer a range of options.

Experts say that offering the most comprehensive pay, benefits and rewards programs possible is one of your best tools for recruiting and retaining employees in a multigenera-tional workforce. It can be costly and time-intensive, but keep in mind that your workers are your most valuable resources, and you will quickly receive your return on investment.

We hope you’ve enjoyed learning about the characteristics of each gen-eration, from their different values and motivations to their skill sets, expecta-tions and work ethics. Integrating that knowledge into your company culture – from the way you communicate to the different programs and benefits you offer – will help you build a more en-gaged, team-oriented environment for a productive and happy workforce.

Jim Britton is the owner of Express Employment Professionals in the Springfield and Bloomington area, Illinois. Express helps to meet the staffing, HR and employment needs for an array of indus-tries. This article was a five part article printed in the March through July issues of The Illinois Municipal Review. All five parts are reprinted to-gether here.


O n A u g u s t 3 0 , 2 0 1 1 , U.S . Transportat ion Secretary Ray LaHood announced that the

Obama Administration is eliminating dozens of burdensome regulations on traffic signs that cash-strapped state and local governments expect will save them millions of dollars. The U.S. Department of Transportation is proposing that communities replace traffic signs when they are worn out rather than requiring signs to be replaced by a specific deadline. The proposed changes will eliminate 46 deadlines mandated by federal traffic control regulations.

In January, President Obama called for an unprecedented gov-ernment-wide review of regulations already on the books. The purpose was to identify rules that needed to be changed or removed because they were unnecessary, out-of-date, excessively burdensome or overly costly.

“A specific deadline for replacing street signs makes no sense and would have cost communities across America millions of dollars in unnecessary ex-penses,” said Secretary LaHood. “After speaking with local and state officials across the country, we are proposing to eliminate these burdensome regula-tions. It’s just plain common sense.”

The regulat ions establ ishing deadlines for street and traffic sign replacement came from the “Manual on Uniform Traffic Control Devices” (MUTCD), which is a compilation of na-tional standards for all pavement mark-ings, street signs and traffic signals. The Federal Highway Administration (FHWA), that has published the manual since 1971, updates it periodically to accommodate changing transportation needs and address new safety tech-nologies, traffic control tools and traffic management techniques.

FHWA issued a Notice of Pro-posed Amendments to eliminate 46 of the deadlines in the manual.

“Local and state transportation agencies are best-equipped to deter-mine when they need to replace signs and other items in the course of their daily work,” said FHWA Administra-tor Victor Mendez. “We are proposing these changes to give them the flex-ibility they need to balance their many responsibilities and make the best use of taxpayer dollars.”

The deadlines requiring that cer-tain street name signs be replaced by 2018 to meet minimum retroreflectivity standards and requiring larger lettering on those street name signs are among the series of deadlines eliminated under the amendment proposed. The proposal also would eliminate deadlines for in-creasing the size of various traffic signs, such as “Pass With Care” and “One Way,” as well as warning signs, such as “Low Clearance” and “Advance Grade Crossing.” Instead, communities will be able to replace and upgrade these signs when they reach the end of their useful life.

u.S. DEPARTMENT Of TRANSPORTATION PROPOSES TO ElIMINATE DEADlINES

fOR REPlACING TRAffIC SIGNS

The DOT has retained 12 dead-lines for sign upgrades that are critical to public safety. These safety-critical sign upgrades include installing “ONE WAY” signs at intersections with di-vided highways or one-way streets and requiring STOP or YIELD signs to be added at all railroad crossings that do not have train-activated automatic gates or flashing lights.

Last November, FHWA published a request for comments in the Federal Register on deadlines and received al-most 600 comments from highway agencies, state departments of transpor-tation, other organizations, and private citizens. FHWA took these comments into consideration as it developed the Notice of Proposed Amendments.

Source: US Department of Transportation Web site at www.fhwa.dot.gov/pressroom/fhwa1143.htm.


Wh e t h e r you are a large

municipality with many e m p l o y e e s o r a s m a l l village with only one or two employees, there are benefits to establishing and participating in some form of a safety committee. Safety committees may s o u n d l i k e a d d i t i o n a l work, but the benefit of recognizing causes of loss and preventing losses is extremely beneficial to the health and economic well-being of every community. This article will help you understand the benefits of, as well as provide guidance in establishing an effective committee.

Some municipal officials and de-partment heads may react to the sugges-tion of establishing a safety committee by saying, “We don’t have enough time as it is. How can we justify taking more

time from employees and department heads, just to have another meeting? Accidents happen, and there is nothing we can do about it. And that is why we have insurance.” The truth is that an ef-ficiently operated safety committee can actually save time, prevent accidents from happening, and reduce the costs of accidents that do happen, thus keep-ing your insurance costs lower. Safety committees can reduce time spent on filling out claim forms, repairing a wa-

ter main, plowing snow, or repairing a street because of an injury or vehicle accident. Safety committees can iden-tify common loss causes, such as lax enforcement of the personal protective equipment policy, absence of back injury prevention training, or the need to purchase and use a trench box. More importantly, an effective safety committee may prevent a municipal leader, department head or supervisor from having to

inform an employee’s family that their father, wife or son has suffered a seri-ous or fatal injury. Ultimately, safety committees save lives and money and prevent municipal leaders from having to explain to employees, media repre-sentatives, OSHA or the department of labor why an employee was seriously injured or killed because the municipal-ity did not recognize a hazard, failed to put in place or enforce required safety policies, training and procedures.

The Municipal leader Is KeyThe success of a safety committee

must start in the office of the mayor or village chairman. Without the support from the top, the work of the commit-tee may seem useless, and may never have the intended effect of preventing or reducing injuries and economic loss. When the mayor and city council or vil-lage chairman and trustees, issue a safe-ty policy statement that clearly presents their determination to prevent accidents and provide a safe environment for its employees and for the general public, then the safety program has the strength and support needed to succeed.

Makeup Of The Safety CommitteeThe safety committee should

include the risk manager or safety director, representatives of each de-partment, including police and fire. In smaller communities, the safety committee may include all employees

RISK MANAGEMENT AND SAfETY COMMITTEES

by Anne Masters and Mike Atchison


along with trustees and/or the mayor/ chairman. Some committees have only department heads, supervisors, labor-ers, union representatives and other non-supervisory personnel. There is no magic formula. Every municipality should operate in the way that is most effective to them. Committee members may be appointed by the mayor/chair-man, or they may include volunteers. It is up to the municipality to determine what works best. Members should be rotated on a periodic basis. Some mu-nicipalities find it effective to appoint two members from each department with staggered two-year terms. That way, the “senior” member can work with the new member, who will then be-come the senior member the next year. This ensures continuity and experience on the committee.

Committee ActivitiesOne of the first questions asked by

members of a new safety committee is, “What do we do now”?

Determine the basics.Meeting Basics. How often will

the committee meet? What are the time limits on the length of each meeting? What is the basic agenda? Meeting times and dates should be set and con-sistent to develop a routine and allow members adequate time to prepare for each meeting. To reduce confusion, meeting times/dates should be clearly and precisely stated, such as “Meetings will be held on the third Tuesday of each month at 10:00 a.m., in the village hall conference room.”

Chairpersons. Who will be elected or appointed to chair meetings? Ini-tially, this person may be the risk man-ager or safety director, but could be any qualified member of the committee who is knowledgeable and willing to provide direction.

Secretary. Someone should always keep minutes of the meeting, including who attended and who was absent, issues that were discussed, resulting action items, person(s) accountable for completing the action items, and time frames for completion. Minutes should be distributed. This may be a good role to rotate among committee members to encourage everyone to participate in some way at each meeting.

Claim Review. Once the mem-bership of the committee has been determined, and the first meeting has been scheduled, the real work begins. If you haven’t already done so, this may be when you contact your loss control

specialist, or your insurance company claims department, to ask someone to attend your meeting, to provide re-sources and expertise, and to help direct the activities of the committee. It is not always clear at that first meeting, but the place to begin is with a thorough analysis of your claims history. This analysis can show the claims, accidents and property losses by department, by type of loss, by severity, by cause, body part, day of the week, age of the injured employee, and additional valuable in-formation. The initial analysis is usually enough to identify problem areas, cre-ate discussion and provoke questions, and result in goal setting.

Incident Investigation Process. Next and probably most important, is to implement an investigation program to review and investigate each accident and incident. It is important to investi-gate incidents or “near misses,” because most are indictors that eventually result in an actual injury or property loss. The result of the investigation is to prevent reoccurrence by addressing the cause of the loss with effective loss control measures. For example, one of the most common causes of injury for many municipalities is a fall. Even the most minor fall has a cause, and the cause should be determined, and preventative measures should be taken. Safety com-mittee members cannot be afraid to ask difficult questions, or ask for additional information. Unless determined clearly by fact, all accidents should be treated as preventable. However, the investiga-tion process should not point fingers. It should be designed to come up with a plan to prevent reoccurrence.

Reporting unsafe Conditions Or Hazards. Safety committee members should report unsafe conditions, and provide corrective actions or recom-mendations. The names of committee members should be provided to all employees, so that these employees can communicate their concerns to the com-mittee. It is important to note that the average employee knows more about risks of their job because they perform those job duties each day. These same employees should be encouraged to share their safety concerns with safety committee members. It is important that the safety committee take seriously, and always respond promptly to the questions and concerns of their fellow employees.

Inspections And Audits. Pe -riodic safety inspections and audits can be completed by safety committee

members. This not only helps to have another set of eyes viewing a facility or job site, but it helps committee members to better understand the operation of other departments.

Safety Policies And Procedures. Committee members should review safety policies and procedures, and become involved in developing new policies as needed. Along with review-ing, maintaining and developing safety policies and procedures, is the need to train employees. The committee can be involved in determining and schedul-ing employee training. Committee members should have some knowledge of OSHA and the department of labor, including annual training requirements.

Other Important Committee Ac-tivities. Committees also may be used to publicize and provide information on accomplishments and activities, and recognize individuals, groups or de-partments for loss reduction successes.

Some municipalities experience very few, or no claims at all. It is still a good idea to have “all-employee” safety meetings. There are some mu-nicipalities who have a quarterly or annual safety “cookout,” where safety is discussed, and other issues that relate to the municipality are addressed. Some small communities join with other small communities to develop a regional safety group or committee and enjoy the benefit of sharing ideas.

Finally, it is important that the safety committee keep progressing. This may involve including new members and new ideas. With proper direction, safety committees can effectively re-duce risk, claims, injury and economic loss.

Anne Masters is the chief financial officer for the Illinois Municipal League Risk Management Association. Mike Atchison is the loss control specialist for the Illinois Municipal League Risk Management Association. This article is a reprint from the June 2011 issue of The Illinois Munici-pal Review, published by the Illinois Municipal League.


T he cities of Wentzville and Pleasant Hill took top honors in this year’s I n n o v a t i o n A w a r d s

program. Representatives of these two cities were presented with the Innovation Award at the Missouri Municipal League’s Annual Conference i n K a n s a s C i t y , i n September.

The Innovation Awards program was established six years ago to highlight cre-ative solutions for mu-nicipal projects. Proj-ects are judged by a panel appointed by the League’s board of directors. Winners are selected based on: how well the project demonstrated success in meeting its goals, the ability of the program to be duplicated for use by other municipalities, and finally the amount of creativity displayed by the project’s approach to the existing chal-lenge. As part of the Innovation Awards program, League staff maintains a data-base of all the projects submitted. This database is viewable on the League’s Web site.

large Cities Category Wentzville – Safe Drug Disposal Initiative

What do people generally do with expired or unwanted prescription or over-the-counter drugs? Many indi-viduals may toss potentially toxic drugs into the trash can, flush them down the sink or toilet, or leave them cluttering up the cabinets. Most may not realize that their methods of drug disposal may be harmful to our environment, as well as the potential for the drugs to fall into the wrong hands. Recognizing this fact, Wentzville’s Ward 1 Alderman Leon Tow challenged the police department to create a permanent solution for this ongoing problem. The city of Wentz-ville, Mo., wanted to engage the com-munity in a project to raise awareness

and provide a safe disposal method for unwanted prescription and over-the-counter drugs. A secure drug disposal box was placed in an area within the front doors of the Wentzville Police

Department with 24-hour surveillance to ensure both the safety and anonym-ity of the individual disposing of the drugs and the contents of the disposal box. The community embraced the safe drug disposal project to the extent that the safe drug disposal box has become a permanent fixture within the police department’s facility.

Medium Sized Cities Category Pleasant Hill – Disaster Relief Shelter Community Partnership

A unique and successful commu-nity partnership, initiated by the city

of Pleasant Hill, brings together the City, Red Cross , the Methodis t Church, and 41 commu-nity volunteers to provide a Disaster Relief Shelter for the citizens of Pleas-ant Hill. If residents are left homeless by a tor-nado or other disaster, or left without power and heat in a winter ice storm, a fully operational Red Cross Disaster Relief Shelter can be activated at a moment’s notice. Vic-tims will be housed at the

Methodist Church Community Life Center with the Red Cross providing cots and bedding. Food will come from Red Cross sources and local food stores and restaurants per established agree-ments. A Disaster Response Team of 41 volunteers, including 27 trained in shelter operations by the Red Cross, will operate the facility. Volunteers will be mobilized using the Police Communi-cations Center “Code Red” notification system. If power is lost at the shelter, a city-owned mobile generator will be brought in and installed by the public works department. Ongoing shelter planning is conducted through a com-mittee comprised of project partners, headed by a local volunteer coordina-tor, with guidance from the Greater KC Chapter of the American Red Cross.

Other Nominated Projects

Windsor - City of Windsor Vision

The city of Windsor needed to update their Comprehensive Plan from the 1990s. West Central Missouri Com-munity Action Agency wrote a grant to partner with Drury University Center for Community Studies Studio – Ham-mons School of Architecture, University

MISSOURI MUNICIPAL LEAGUE INNOVATION AWARDS

by league Staff

Municipal officials from the cities of Wentzville (above) and Pleasant Hill (below)receive recognition as the 2011 Innovation Awards winners at the annual Awards Luncheon during the MML Annual Conference in Kansas City in September.


of Missouri Extension Council, and other cities to develop and test concep-tual ideas by following smart growth planning principles and present a Vi-sion Plan to the cities. The city of Wind-sor was presented a Vision Plan Book on February 10, 2011, and has begun revisions to their Comprehensive Plan.

Chesterfield– Innovative Sustainability Practices: Parking Study

The city of Chesterfield’s Zoning Ordinance, Section 1003.165 Off-Street Parking, Stacking and Loading Space Requirements, were adopted from the St. Louis County Zoning Ordinance. Since its adoption in 1988 no major revisions had been made. In 2008, an initiative to modernize the City’s planned zoning districts developed in response to the evolution of new types of uses and development trends. A spe-cialized parking study was developed to monitor existing parking standards as compared with actual usage; to de-termine the effectiveness of the current standards to meet demand; evaluate if local conditions reflected national aver-ages; and determine if modified parking standards would result in more sus-tainable practices. The parking study involved two years of observation, data

collection and an analysis of 65 mixed-use commercial developments by city staff during peak hours. The parking study was a collaborative effort of the planning and development services di-vision that included planners, engineers and code enforcement personnel. This study can be replicated by other mu-nicipalities interested in incorporating new planning trends and innovative ideas, while looking towards a more sustainable model of development and redevelopment.

Harrisonville – Single family Cost of living Survey

In 2011, staff from the city of Har-risonville conducted the biennial, sin-gle-family cost of living survey among 49 cities in the Kansas City metro area. The survey provided important data regarding the cost of living in Har-risonville compared to surrounding cities, and the improvements that have occurred since the first survey in 2009. City Administrator Keith Moody de-signed the survey instrument, setting consistent assumptions for family size, housing, annual income, real and per-sonal property owned, then asked how much would be spent on taxes (income taxes, real and personal property taxes and sales tax), and utilities in each city.

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Communication Information Specialist Sheryl Stanley coordinated the data gathering for the survey. All cities wanted to know where they ranked compared to their neighbors on such things as property taxes, utilities, etc. Harrisonville considerd this survey to be one of its most basic forms of per-formance measurement. Since the Excel spreadsheet is built upon a consistent set of assumptions and formulas, other cities can also use this instrument. The survey is designed so that assumptions can be changed, and the results from the different scenarios compared.

More information about Innova-tion Award projects can be found in the Innovation Awards database on the MML Web site. This year’s Innovation Award nominations demonstrate a vast range of functions performed by our municipalities as well as the dedication and creativity of Missouri municipal officials.

Please consider sharing your city’s new project in next year’s Awards program. After all, sharing your city’s innovative ideas is what the Missouri Municipal League is all about. Look for announcements regarding the In-novation Award application in March of 2012.


MML Online Learning Courses

Online Learning Courses: Anger and Stress Management With the pace of life so fast, it seems as if anger and stress can control our lives. It has been estimated that more than half of all doctor visits are due to anger or stress-related illnesses. When we do not have a healthy mechanism to deal with the frustrations in our lives, it can lead to serious health problems. If we take the time for purposeful and constructive action, the path that we take to deal with our anger and stress can actually be a positive one. Anger and Stress Management helps participants communicate anger in healthy ways and implement effective stress management techniques. Embracing Diversity in the Workplace The U.S. workplace is more diverse than ever before. Diversity brings many benefits, but it also creates a responsibility for supervisors and employees to learn how to nurture and encourage healthy and vibrant interactions and teamwork in such a diverse environment. Embracing Diversity in the Workplace trains participants how to create a productive, synergistic environment. Ethics: The Heart of Public Service Ethical behavior is the foundation of a successful organization. Ethics: The Heart of Public Service is an ethics overview that can be used for new employee orientation and an ethics refresher for tenured public sector employees. In this class, participants review the basic rules of ethical conduct in the public sector and learn how to utilize the HEART Ethical Decision Making Process. The class also includes many practical applications

and several worksheets, including Unethical Behaviors Public Sector Employees Should Avoid. Sexual Harassment Prevention: No Room for Doubt Sexual harassment and discrimination in the workplace are issues that cannot be ignored. Not only is there a considerable amount of liability for an organization, but there can be personal liability for a public employee as well. Sexual Harassment Prevention provides a comprehensive overview of sexual harassment prevention for public sector employees and includes a test to recognize harassment, principles to create a safe environment and mitigate risk, and discussion of actual workplace scenarios. Extraordinary Customer Service As the pressure increases to keep citizens happy and local business growing and thriving, it is more important than ever that local government employees know how to deliver customer service at the highest level. Extraordinary Customer Service is designed to give the participants a broad overview of customer service and addresses dealing with both internal and external customers. This class instructs participants on topics including making great first impressions, professional phone etiquette, using email professionally, being respectful and responsive to customers' needs, and interacting with difficult customers.

www.mmlonlinelearning.com

Missouri Municipal League is committed to producing excellent online learning experiences for the public sector. The MML training site currently has twelve local government courses available, with a new course being added, on average, every six weeks. MML can meet your online training needs on a pay per view basis at the very low participant cost of $39.00 per course. This price includes: • Local Government Specific

Content and Downloadable Handouts

• Access to the Course Content for 30 Days

• CEU Credit • Certificate of Completion after

passing quiz To register, please visit our website at: mmlonlinelearning.com

MML Local Government Online Learning Courses

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MML Online Learning Courses

Online Learning Courses, Continued: Learning the Language of Multiple Generations Now, more than any time in history, different generations with diverse outlooks are being asked to work together. Learning the Language of Multiple Generations helps employees understand the confusing differences between generations. In this class, participants overcome generational misconceptions and employ effective techniques for communicating with people of all ages, whether citizens or co-workers. Local Government 101 Substantial differences exist between operating in a private company and in the very high visibility and accountability of local government. Local Government 101 assists new employees in understanding the legal, cultural, and political environments of local government. This course provides an overview of the types of local governments and discusses forms of municipal government, specifically focusing on the city manager-council form of government. Participants will also learn about municipal revenue sources, the annual budget process, and strategies for a successful career in local government. Introduction to LEAN Management in Local Government Doing more with less has become a way of life for many local governments. However, using traditional techniques of simply working harder offers limited opportunity for substantial improvements. Traditional approaches often result in declines in service levels and employee morale. Introduction to LEAN Management in Government

introduces principles that help organizations increase productivity by working smarter, not harder. FMLA Guideline for Supervisors FMLA Compliance Guidelines for Supervisors provides a comprehensive overview of the Family and Medical Leave Act for employees at the supervisory level. In addition, the class familiarizes supervisors with the history of FMLA, reviews FMLA notice requirements, reviews the supervisor's role in FMLA compliance, and reviews multiple FMLA frequently asked questions and clarifies answers. HIPAA Compliance Training for Supervisors HIPAA Compliance for Supervisors reviews federal compliance guidelines for local government supervisors responsible for Health Insurance Portability and Accountability Act employee awareness, pattern, and practice. Red Flags Rule – Federally Mandated Identity Theft Prevention Identity Theft is the fastest growing crime in the United States, and the second most common form of identity theft is utilities fraud. Under the Identity Theft Red Flags Rule, which are part of the FACT Act of 2003, organizations are required to implement an Identity Theft Prevention Program. Red Flags Rule provides front line employees with an understanding of the requirements of the Red Flags Rule and their organization's Identity Theft Prevention Program. This class, combined with an internal review of any organization-specific procedures,

will meet the employee training requirement of the Red Flags Rule. Participants receive hands-on training regarding the types and categories of Red Flags in order to assist employees in identifying and detecting Red Flags, as well as how to prevent and mitigate identity theft by protecting sensitive customer information. Crafting a Winning Transmittal Letter Designed to walk local government job seekers through the first stage of the application submission process, this course reviews, "stand out from the crowd" email submission techniques, a successful transmittal letter crafting process, and transmittal letter spoilers that must be avoided. This course is a must for the first time public sector job seeker or the seasoned local government professional seeking to transition to a new job or advance his/her career. Continuing Education Units (CEU’s) Completion of an MML online course is defined when a student has viewed all course content, completed all course interactions, and achieved 80% or higher on the course comprehension quiz. Upon course completion, the student emails their Certificate of Completion to [email protected]. An SGR administrator then forwards a course completion record to Rose State College who issues the CEU certificate to the student and records the CEUs earned by the student on Rose State College academic records. There are no additional fees necessary to process your submission for CEU credit.

www.mmlonlinelearning.com


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news froM tHe benCH

Laclede Gas Co. maintains gas lines along Pitman Hill Road in St. Charles County. The gas l ines

are located within areas established as public roads on f ive recorded subdivision plats. Each of the five subdivision plats first establishes public roads and then designates the roads as “util ity easements.” The plats specifically state that one of the purposes of the utility easements is for the installation and maintenance of “gas lines.” The County planned to widen Pitman Hill Road that would require relocation of the gas lines. When Laclede declined to pay for the relocation, the County filed a declaratory judgment action to require Laclede to bear the cost of the relocation. The trial court granted summary judgment to the County, but the Supreme Court of Missouri reversed in St. Charles County v. Laclede Gas Company, No. SC 91539 (Mo.banc 2011).

The subdivision plats specifically and unequivocally established a utility easement allowing Laclede to install and maintain its gas lines in the pub-lic roadway. When a subdivision plat establishes an easement in favor of a utility, “the interest acquired is held by the city, town, village or county, in trust, for the public uses set forth.” State ex rel. Missouri Highway & Trans-portation Commission v. London, et al, 824 S.W.2d 55, 60 (Mo.App. 1991). “An easement, strictly speaking, does not carry any title to the land over which

it is exercised; it is rather a right to use the lands for particular purposes.” Blackburn v. Habitat Dev. Co., 57 S.W.3d 378, 389 (Mo.App. 2001). Although an easement does not vest title, an ease-ment is a form of private property that can be taken only upon payment of just compensation. Panhandle E. Pipeline Co. v. State Highway Comm’n., 294 U.S. 613, 617-18 (1935). Because an easement is subject to the Takings Clause of the Fifth Amendment, the general rule is that when a utility’s right to construct and maintain its utility equipment is premised upon an easement, the util-ity is not responsible for the costs of relocating its equipment. Panhandle, 294 U.S. at 617-618 (1935); Riverside-Quindaro Bend Levee Dist., Platte County, 117 S.W.3d 140, 156 (Mo.App. 2003).

The law is clear that municipal governments have the exclusive author-ity to control and regulate public roads. City of Camdenton v. Sho-Me Power Corp., 237 S.W.2d 94, 98 (Mo. 1951). However, requiring the County to reimburse Laclede for the cost of relocating the gas lines does not limit the County’s police powers over public roads. The County retains the authority to main-tain, improve and regulate Pitman Hill Road. Laclede’s claim for relocation costs is not a challenge to the County’s authority or ability to regulate. Instead, Laclede’s claim challenges the county’s efforts to displace Laclede from its easement by requiring relocation of Laclede’s gas lines. Just as the County

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would be required to reimburse a home-owner for building a road across a yard, the County also is required to reimburse Laclede for displacing the gas lines from Laclede’s utility easement. Although an easement does not vest title, an ease-ment is a form of private property that can be taken only upon payment of just compensation. Panhandle E. Pipeline Co., 294 U.S. 613, 617-18 (1935). An ease-ment is a compensable property right irrespective of whether it was acquired prior to or contemporaneously with the creation of the public right-of-way.

While it is undoubtedly true that a primary objective of the subdivision plats was to establish a public road, it also is true that the subdivision required utility service. The primary purpose of the subdivision plats was to establish both a public roadway and the utility easements. As such, the most reasonable way to view the plats is to conclude that the plats established non-exclusive easements permitting both a public roadway and the provision of utility service to the subdivisions.


frequently Asked Questions - Planning and Zoning

F or this issue of The Review, the FAQs will focus on Planning and Zoning. N o o t h e r f u n c t i o n o f

municipal government can have a more positive impact on the community than planning and zoning. However, when practiced incorrectly, planning and zoning can have long-term harmful effects that are difficult and costly to correct. The following are frequently asked questions concerning planning and zoning.

As with all legal matters, municipal officials are urged to consult their city attorney for guidance in the specific prob-lems faced by their municipality. Answers provided in this column should serve only as a general reference.

Q. Can Any Municipality Adopt Planning And Zoning?

The governing body of any incor-porated city, town or village may enact planning and zoning by ordinance. Chapter 89 of the Revised Statutes of Missouri, the enabling statutes for plan-ning and zoning, applies equally to all municipalities.

Q. Who Prepares The Original Zoning Ordinance?

State law gives the responsibility of preparing the zoning ordinance to the zoning commission that is appointed by the governing body (city council, board of aldermen or board of trustees). Municipalities also are authorized to appoint a planning commission whose function is to plan for the physical development of the community. Since the duties of the planning commis-sion and zoning commission are so interconnected, the enabling statutes allow the planning commission to act as the zoning commission. Practically all municipalities exercising planning and zoning authority combine these two commissions. When combined, the commission is known as the planning and zoning commission.

Q. What Is The Procedure for Adopting A Zoning Ordinance?

After the appointment of the plan-ning and zoning commission is made by the governing body, the commission begins to gather the data necessary for development of the zoning ordinance. Based on the data collected, the com-mission drafts the recommended zon-ing ordinance. Before forwarding the recommended zoning ordinance to the governing body, the commission must hold at least two public hearings on the proposed zoning ordinance and zoning district boundaries. Once received, the governing body of the municipality has the choice of adopting, modify-ing or rejecting the zoning ordinance proposed by the planning and zoning commission. However, before taking final action on the proposed ordinance, the governing body must hold at least two public hearings. This is in addition to the public hearings required to be held by the planning and zoning com-mission.

Q. What Information Is Needed To Prepare A Zoning Ordinance?

Unlike many other municipal ordinances, the drafting of the zoning ordinance cannot be accomplished by using a model ordinance. The zoning ordinance deals with land development patterns that differ from municipality to municipality. Although some of the provisions of the zoning ordinance may be standardized, such as those sections dealing with administration, amendments and enforcement, the or-dinances as a whole must be tailored to the needs of the specific municipality. The zoning ordinance should be based on a comprehensive plan that expresses the land use goals and objectives of the community. In addition, the planning and zoning commission will need to map and analyze the existing use of all the property within the municipal-ity, the location and capacities of all utility lines, location of all streets and

highways, the width of streets, the size of front, side and rear yards, the height of buildings, the dimensions of lots and the number of families living in each structure.

Q. Who Serves On The Planning And Zoning Commission?

Membership of the planning and zoning commissions consists of five to 15 residents of the municipality, the mayor (if the mayor chooses to be a member) and a city councilmember (if the council chooses to have a member serve on the commission). The city engineer or similar official is no longer required to be a member of the commis-sion. All members are full and voting members.

Q. Is The Appointment Of A Board Of Adjustment Required?

All municipalit ies exercising zoning powers are required to appoint a board of adjustment. The board of adjustment is a quasi-judicial body that acts as the municipality’s zoning court. The function of the board is to hear appeals from the administrative decisions made by the zoning adminis-trator or zoning enforcement officer. In addition, the board has the authority to grant exceptions or variances from the zoning ordinance. Neither the govern-ing body nor the planning commission can perform the duties of the board of adjustment.

Q. Can A Member Of The Plan-ning And Zoning Commission Be Ap-pointed To The Board Of Adjustment?

Appointing a member of the planning and zoning commission to the board of adjustment is not prohib-ited. However, it is important to keep in mind that the planning and zoning commission and the board of adjust-ment are two distinct bodies with dif-ferent responsibilities. Maintaining the separate identity of these bodies is very important. When all five members of the board of adjustment are members

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of the planning commission, the lines between the two become blurred. With-out a properly functioning board of adjustment, the legitimacy of the zoning ordinance is jeopardized.

Q. What Is A Variance?There are two types of variances,

an area variance and a use variance. An area variance allows a deviation from dimensional requirements of the zon-ing ordinance (yard setback, height). A use variance authorizes a land use that is prohibited in a particular zoning district. Only the board of adjustment has the authority to grant a variance. Before a variance is granted, the courts have ruled that the board of adjustment must first determine:

1) That the property in question cannot reasonably be used for the pur-poses permitted in the district in which the property is located.

2) That issuance of the variance will not constitute a grant of special privilege to the property owner that is inconsistent with the permitted uses of other property in the same vicinity.

3) That the plight of the owner is due to unique circumstances that are not the general condition of the neigh-

borhood and are not the result of the owner’s actions.

4) That issuance of a variance will not be detrimental to the public welfare or health or injuries to other property nor contrary to the spirit and intent of the zoning ordinance.

Q. Can A Municipality Regu-late The location Of Mobile Homes Through Zoning?

Municipalities may regulate the location of mobile homes. Many zon-ing ordinances restrict mobile homes to mobile home parks. However, some municipalities are allowing mobile homes on individual lots in residential districts as long as the mobile home meets certain standards. These stan-dards generally require the mobile home to be attached to a permanent foundation, have a square footage comparable to that of the homes in the district, have a pitched roof and siding and roofing materials comparable to conventional site-built homes.

Q. What Is The Procedure for Changing The Zoning Of A Piece Of Property?

Changing the zoning classifica-tion of a tract of land is commonly

referred to as rezoning. The property owner or the city can initiate rezoning. The zoning change is an amendment to the zoning map that is part of the city’s zoning ordinance. Like all other ordinances, the governing body makes amendments to the zoning ordinance by ordinance. However, state law requires additional steps before the governing body can act on an ordinance to rezone a piece of property. A public hearing must be held. Notice of the public hearing is published in a newspaper of general circulation at least 15 days prior to the public hearing. The city’s zoning ordinance will state whether the hearing will be conducted by the gov-erning body or the planning commis-sion. In addition to determining who conducts the public hearing, the zoning ordinance typically specifies that the planning and zoning commission will provide a written recommendation to the governing body. In some zoning ordinances, additional public notifica-tion procedures are required, such as posting the property or mailing notices to neighbors.

Information provided by League staff. E-mail in-quiries to [email protected].


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MuNICIPAl HuNTING GROuND ADS JOURNEYMAN LINE WORKER. City of Crane, Mo. Responsible for construction, operation and maintenance of city utility’s electrical distribution system. Also assist other departments as needed. Must be a high school graduate or equivalent and hold journeyman level experience. Must possess or be able to obtain valid Missouri class “A” commercial driver’s license. Be available to work overtime and emergency call-outs as required. Please send resume or inquiries to: Director of Public Works, PO Box 17, Crane, MO 65633.

CITY ADMINISTRATOR. City of Wentzville, Mo., (29,070 pop.). Located on the western edge of the St. Louis metropolitan area and named Missouri’s Boomtown in 2008; according to the

census Wentzville is the fastest growing City in Missouri. Wentzville is a dynamic city with small town charm and has become a premier location for both businesses and residents. Mayor and six-member board of aldermen, $45+ million budget, 178 FTE’s, full-service city. Requires a master of public or business administration or related field. Requires 10 years progressively responsible experience in management and leadership, municipal government experience preferred, and a minimum of three to five years of experience as a city administrator/manager in a similar size city or assistant city administrator/manager in a larger community, or equivalent business experience. Salary and benefits are negotiable, DOQ. Send resume, cover letter, salary history, and five professional references to Amy Holiway, HR Manager, 310 W. Pearce Blvd, Wentzville, MO 63385 by 11/21/11. Phone: 636-639-2007, Fax: 636-639-2009, E-mail: [email protected], Website www.wentzvillemo.org. EOE.

PARKS & RECREATION DIRECTOR. The city of Moberly (13,741 pop.), has an opening for the position of park and recreation director. This is a full-time management level position with direct supervisory planning, budgeting and operational responsibilities within the City’s park system. Requirements include bachelor’s degree in parks and recreation management. The City operates under the council-manager form of government, and this position reports directly to the city manager. The ideal candidate will be enthusiastic and energetic with a “can do” attitude, and previous successful management experience in a park and recreation setting with a government agency. Ability to present information at board meetings. The City provides an attractive benefits package that includes medical, dental, vision and life insurance. Salary DOQ. Apply with cover letter, resume and references to City of Moberly Personnel Office, 101 West Reed Street, Moberly, MO 65270 by November 23, 2011. EOE.

STREET SWEEPER FOR SALE. The city of Rock Port has a reconditioned, 1996 Elgin Pelican street sweeper for sale. $40,000. Please call or e-mail for further information: City of Rock Port, 500 S. Main St., Rock Port, MO 64482; phone: 660-744-2636; fax: 660-744-5553; [email protected].

The Missouri City Clerks and Finance Officers Association invites nominations for the 2012 Outstand-ing City Clerk Award. This award recognizes a city clerk or finance officer who has demonstrated out-standing service and commitment to their municipality, community and professional organization. This award will be presented at the MoC-CFOA annual meeting in March 2012.

Nominations may be submit-ted by a member of MoCCFOA or an official of a municipality. Nomina-tion forms and criteria are available from committee co-chairs, City Clerk Becky Dolby of Eldon at 573-392-2291 x 222 and City Clerk Patti Ledford of Belton City at 816-331-4331, or com-mittee member clerks: Ruth Baker of Manchester; Pam Burdt of Town & Country; Nancy Clark of Osage Beach; Toni Earl of Sullivan; Amy Hubbard of Platte City; Sharon Kak-ouris of Louisiana; Maribeth Matney of Carl Junction; Laina Starnes of Lebanon; and June Waters of Clay-ton. Deadline for receipt of complet-ed nominations is January 15, 2012.

2012 OuTSTANDING CITY ClERK AWARD NOMINATIONS

Deborah Ryan city clerk for the city of Creve Coeur, recently earned the credentials of Missouri Profes-sional City Clerk (MPCC) – the high-est level of certification attainable through the Missouri City Clerks and Finance Officers Association (MoC-CFOA).

To receive MPCC certification, Ryan completed a minimum of 300 continuing education hours; the re-quirements include a personalized education plan and coursework ap-proved by the International Institute of Municipal Clerks, MoCCFOA’s parent organization.

Councilmember Beth Kistner said, “Debbie works tirelessly for the elected officials and for the resi-dents of Creve Coeur. We appreciate her dedication in preparing council meeting agendas, taking minutes, maintaining ordinances, resolutions and historical records, service as a notary and overseeing the City’s election process. These are all highly important functions to the operation of our City.”

Since joining Creve Coeur in 2007, Ryan has used her advanced training to implement an online electronic packet system to help the City become more environmentally friendly. She conducts audits of the City’s ordinances ensuring they are compliant with current Missouri state laws and is currently developing a record retention policy to ensure proper archiving of historical and permanent records.

Ryan received a bachelor’s de-gree and a master’s degree in business administration from Lindenwood University in St. Charles. Ryan is a resident of O’Fallon, Mo., where she lives with her husband, Chris and their two children Coda, 15 and Holly 13.

CITY ClERK’S DEDICATION TO EDuCATION EARNS HIGH MARKS


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February 16–17, 2012 Leadership and Collaboration in Your Organization

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March 29–30, 2012 Planning and Managing in an Uncertain Environment

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2011 IndeX of artICLes and aUtHors

City ProfileClayton - The St. Louis County Seat Approaches Its Centennial - 4, Sept

Economic/Community Development10 Steps To A Graffiti-Free City - 15, Jul2010 Fiscal Conditions Survey Of Missouri Municipalities - 10, MarEconomic Development Is More Than Just A D.R.E.A.M. In Missouri - 14, MarGrowing Economic Gardens - 14, JanStreet Smarts - 13, JulThe Role Of The Elected Official In Economic Development Efforts - 13, Sept

legislationIt’s That Time Of Year … Missouri General Assembly Convenes - 6, Jan2011 Legislative Wrap-Up - 27, MayCommunicating With Legislators - 7, Jan

Missouri Municipal leagueDirector’s Message - 6, Jul; 5, NovFAQs - Bidding And Procurement - 30, MarFAQs - Financial Disclosure - 18, JanFAQs - MML Web Site - 30, JulFAQs - Residency, Recalls, Resignations And Removals - 26, SeptMissouri Municipal League Innovation Awards - 18, NovPresident’s Report - 4, Jan; 4, Jul; 4, Mar; 4, Nov

Municipal AdministrationCreating A Records Management Policy - 17, JulCreating An Investment Policy - 16, JanGetting To Know Our Generations - 9, NovInvesting In Employees During Lean Budget Times - 19, JulNavigating Comp Time - 11, JulProposed Changes In Reporting For Public Pension Plans Affecting Municipalities And Governmental Entities - 7, Nov

Municipal GovernmentGood Faith Bargaining for Missouri Local Governments - 12, JanGovernment Is Not The Enemy - 6, NovHermann’s Municipal Utility Rate

Increases Did Not Require Prior Voter Approval - 9, JulMeaningful Engagement - 5, JanMissouri Supreme Court Hands Municipalities A Setback In Prevailing Wage Act Case - 14, MayPart II: Understanding Your Dialogue Options - 10, JanPart III: Deciding On Dialogue Options - 6, MarRedistricting In 2011: A Brief Summary For Local Government Officials - 4, MayParks and RecreationRemington Nature Center Of St. Joseph - 19, MarSpecial Section: Parks And Recreation - 22, Mar

Public Works58 Highway Traffic Signal Coordination, Increased Sidewalks Improve Resident Travel Through Raymore - 19, MayCity Of Des Peres - Brookbend Drive Bridge Replacement Project - 17, MayFrom Hauling To Having - A Municipal Water Success Story - 25, MayThe Future Of The Electrical Grid - 16, MarGrandview Realizes Improved Safety And Efficiency Through Two Projects - 10, MayHas Your Water Been Drugged? - 10, SeptNPDES Permitting: Significant Changes On The Horizon For Missouri Municipalities - 7, SeptOak Gate Crossing Flood Reduction Project - Frontenac, Missouri - 5, MayOSHA And The Public Sector - 16, SeptRisk Management And Safety Committees - 16, NovSolutions To A Wet Challenge - Kirksville Addresses Stormwater - 22, MayU.S. Department of Transportation Proposes To Eliminate Deadlines For -Replacing Traffic Signs - 15, Nov

2011 Author IndexAtchison, Mike - 16, NovBligh, Shawna - 7, SeptBritton, Jim - 9, NovFisk, Jonathan - 16, MarFreeman, Cyndi - 19, JulGeary, William - 4, MayGFOA Report - 16, JanGilbert, Bob - 22, MayHaynes, Stuart - 10, MarHeinz, Kenneth J. - 9, JulHurlbert, Michael - 14, MarJadali, Joan - 19, JulJohnson, Julia M. - 13, JulKekich, Judy - 4, SeptKempf, Chuck - 19, MarKnock, Denis - 17, MayKorasick, John - 17, JulLauber, Joseph G. - 14, MayLein, Lori - 11, JulMacomber, Mari - 22, MayMadalon, Len - 5, MayMasters, Anne - 16, NovMcConnell, Katie - 13, SeptMiller, Jim - 5, Jan; 6, NovMillius, Mike - 7, SeptNeidel, Lori J. - 7, NovOverfelt, Dave - 10, Jan; 6, MarRandolph, Dennis A. - 10, MayRead, Sarah - 10, Jan; 6, MarRobertson, Mary - 19, MarSchraeder, Ivan - 12, JanSheets, Richard - 6, JanShelton, Bob - 5, MaySmith, Glen A. - 17, MayStanton, Rick - 15, JulVines, Emily - 14, JanWappelhorst, Jeff - 5, MayWells, Tom - 25, MayWendelbo, Chris - 7, SeptWoodward, Mark - 16, SeptWorthington, Kyle - 19, May

K I N G H E R S H E Y

Raising the bar on service to municipalities in Missouri

Congratulations to our friend and colleague, Bill Moore.

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

William B. Moore reflects the kind of dedication and professionalism that every attorney at the King Hershey law firm is committed to. Bill was recognized this year by the Missouri Municipal Attorneys Association, and honored with the Lou Czech Award for:

•Hisprofessionalaccomplishmentsinservingthepublic’sinterests

and the various governmental jurisdictions that he serves.

•Hisprofessionalismandrespectfulrelationshipswithelected

officials, the public and other local government professionals.

•Hiscommitmenttotrainingandsupportingyoungprofessionals

just entering the field.

•Hiscontributionofvaluabletimeandeffortspentservingthe

local, state and international city attorneys associations; serving

on Municipal League committees and in other capacities that

have proven beneficial to the public welfare or the promotion of

the profession of municipal law.

•Hisrecordofethicalconductinallprivateandprofessionalmatters.

King Hershey Welcomes Your Challenge in the Areas of:•MunicipalLaw

•MunicipalFinance

•ZoningandLandUse

•ConstructionLaw

•RealEstateDevelopment

•DevelopmentIncentives

2345 Grand Blvd., #2100, Kansas City, MO 64108

816-842-3636•KingHershey.com

the missouri municipal review - november 2011

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