REVIEW
A U N I T E D VO I C E FO R M I SS O U R I M U N I C I PA L L E AG U E CO M M U N I T I E S
THE MISSOURI MUNICIPAL
May/June 2017
2017 Public Works Issue Design-Build • Waste And Recycling Contracts • Public Works Across Missouri
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The Missouri Securities Investment Program (MOSIP) is a comprehensive cash management program for school districts, counties, municipalities, and other political subdivisions. MOSIP was created in 1991 by the Missouri School Boards Association. MOSIP offers its investors a professionally managed portfolio with competitive money market rates. MOSIP stresses maintaining safety, liquidity and yield as the primary investment objectives. Relationship Managers
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77 West Port Plaza Drive • Suite 220 • St. Louis, MO 63146 • 1.800.891.7910 • www.mosip.org This information is for institutional investor use only, not for further distribution to retail investors, and does not represent an offer to sell or a solicitation of an offer to buy or sell any fund or other security. Investors should consider the investment objectives, risks, charges and expenses before investing in any of the Missouri Securities Investment Program’s portfolios. This and other information about the Program’s portfolios is available in the Program’s current Information Statement, which should be read carefully before investing. A copy of the Information Statement may be obtained by calling 1-877-MY-MOSIP or is available on the Program’s website at www.mosip.org. While the MOSIP Liquid Series seeks to maintain a stable net asset value of $1.00 per share and the MOSIP Term portfolio seeks to achieve a net asset value of $1.00 per share at the stated maturity, it is possible to lose money investing in the Program. An investment in the Program is not insured or guaranteed by the Federal Deposit Insurance Corporation or any other government agency. Shares of the Program’s portfolios are distributed by PFM Fund Distributors, Inc., member Financial Industry Regulatory Authority (FINRA) (www.finra.org) and Securities Investor Protection Corporation (SIPC) (www.sipc.org). PFM Fund Distributors, Inc. is a wholly owned subsidiary of PFM Asset Management LLC.
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theReview May/June 2017
REVIEW
THE MISSOURI MUNICIPAL
May/June 2017; Volume 82, No. 3
CONTENTS Features 4 Design-Build For Missouri's Statutory Cities
by Joe Lauber and Peter Rottgers
8 Top Seven Considerations For
Your Next Waste And Recycling Contract by Rob Moore
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City of Peculiar Poised For Growth: I-49 And Peculiar Way Interchange by Tawn Nugent and Carl M. Brooks
18 Public Works Around The State 26 Native Plants: Missouri Resources
by Carol Davit
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Departments 28 Getting To Know You:
Rolla's Public Works Director Steve Hargis
32 Professional Directory 33 Member News And Calendar
MISSOURI MUNICIPAL LEAGUE BOARD OF DIRECTORS President: Mayor Kathy Rose, Riverside; Vice President: Mayor Matthew G. Robinson, Hazelwood; Immediate Past President: Mayor Randall Rhoads, Lee's Summit; Eric Berlin, City Administrator, North Kansas City; Sally Faith, Mayor, St. Charles; Bill Falkner, Mayor, St. Joseph; Stephen Galliher, Mayor, Sedalia; DJ Gehrt, City Administrator, Platte City; Barry Glantz, Mayor, Creve Coeur; Tim Grenke, Mayor, Centralia; Debra Hickey, Mayor, Battlefield; *Bill Kolas, Mayor, Higginsville; Donald Krank, Council Member, Black Jack; Chris Lievsay, Council Member, Blue Springs; Paul Martin, Attorney, Olivette; *Norman McCourt, Mayor, Black Jack; Marcella McCoy, Finance Director, Harrisonville; Susan McVey, Council Member, Poplar Bluff; *Carson Ross, Mayor, Blue Springs; Scott Wagner, Council Member, Kansas City; Eileen Weir, Mayor, Independence; *Gerry Welch, Mayor, Webster Groves; Nici Wilson, City Administrator, Odessa *Past President AFFILIATE GROUPS Missouri City Management Association; City Clerks and Finance Officers Association; Government Finance Officers Association of Missouri; Missouri Municipal Attorneys Association; Missouri Park and Recreation Association; Missouri Chapter of the National Association of Telecommunications Officers and Advisors; Missouri Chapter of the American Public Works Association; Missouri Association of Fire Chiefs EDITORIAL Laura Holloway / Editor Lholloway@mocities.com Dan Ross, Richard Sheets, Lori Noe Contributing Editors The Review May/June 2017; Volume 82, No. 3 The Missouri Municipal Review (ISSN 0026-6647) is the official publication of the Missouri Municipal League state association of cities, towns and villages, and other municipal corporations of Missouri. Publication office is maintained at 1727 Southridge Drive, Jefferson City, MO 65109. Subscriptions: $30 per year. Single copies: $5 prepaid. Advertising rates on request. Published bi-monthly. Periodicals postage paid at Jefferson City, Missouri.
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Postmaster: Send form 3579 to 1727 Southridge Drive, Jefferson City, MO 65109. To contact the League Office call 573-635-9134, fax 573-635-9009 or email the League at info@mocities.com. Website: www.mocities.com. www.mocities.com
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FEATURE Review
by Joe Lauber and Peter Rottgers
Design-Build For Missouri's Statutory Cities
For years, there has been debate about whether statutory (third class and fourth class) cities in Missouri were authorized to participate in design-build for their public works projects. However, legislation adopted by Missouri’s General Assembly in 20161 appears to have granted authority for these projects. This article provides an introduction to designbuild, a discussion of the debate, a summary of the procedures necessary to use design-build, and some suggestions for possible amendments to the statute.
What Is Design-Build? Why Would My City Want To Use It? Design-build is a method by which a project owner (for our purposes, a city) may have a public works project designed and constructed through a single contract with a design-build team.2 This is compared to the traditional process, known as design-bid-build, where the city first selects a design professional (architect or engineer) through a bidding process; then, through a second bidding process, the city selects a contractor to construct the project as designed. Under this scenario, there is no real connection between the designer and the builder until construction of the project begins.
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With design-build, a city selects a team of professionals to carry the project through from conception to completion. This project delivery method has been growing in popularity over the past 15 years. As of 2013, it accounts for more than 40 percent of non-residential construction projects.3 Proponents of design-build claim that this project delivery method saves time due to reduced procedures; is more efficient since the owner deals with one contract instead of two; and saves money due to both reduced procedures and because the design professionals and construction contractors are paired together from the outset.⁴ Having the contractor’s input during the design phase may reduce the number of change orders and incidence of “finger-pointing” if practical issues arising during construction went unidentified during the design phase.
This Wasn’t An Option For Me Before? Prior to 2016 HB No. 2376 and 2016 HB No. 1713 (now §§ 67.5060 and 67.5070, RSMo), third- and fourth-class cities in Missouri did not have express authority to undertake designbuild projects. Missouri has four types of cities: charter, special charter, third class and fourth class. Charter and special charter cities take their “home rule” powers directly from the Missouri Constitution and Chapter 81, RSMo that preserved individual legislative actions that granted charters prior to 1875. Third- and fourth-class cities however, are “statutory” cities; that means they only have the authority granted to them by the legislature in express words, and those “necessarily implied” in those express words. Before last August, no statutes expressly authorized statutory cities to use design-build for their public works projects. In fact, Chapter 8, RSMo required cities to select architects and engineers through a qualifications-based process. “Where the legislature has authorized a municipality to exercise a power and prescribed the manner of its exercise, the right to exercise the power in any other manner is necessarily denied⁵.” Therefore, it is at least arguable that third- and fourth-class cities previously were not authorized to enter into design-build contracts.
What Do I Need To Do To Use Design-Build? Cities utilizing a statutory design-build procedure must first identify which statute to follow. This depends upon the type of project proposed. Section 67.5060, RSMo covers many projects through a three-phase bidding procedure, while § 67.5070, RSMo is limited to wastewater and water treatment projects. While § 67.5060, RSMo may be used for a wastewater or water treatment project, § 67.5070, RSMo is the better alternative because of its simplicity. Unfortunately, § 67.5060, RSMo is neither simple nor clear. To start the § 67.5060, RSMo design-build process (design-build process), the city must appoint a design criteria consultant. The design criteria consultant can be any Missouri licensed architect⁶ or engineer, including a city staff member. If your city does not have an engineer or architect on staff, the design criteria consultant must be selected through the Chapter 8, RSMo process mentioned above. The design criteria consultant’s purpose is to assist in formulating the design criteria package and the request for proposals (RFP),
and to aid in the evaluation process. With the help of the design criteria consultant, the city should be certain it is satisfied with the design criteria package, the proposed RFP, and the project budget before proceeding any further. Before publishing notice of the RFP, a city must publically disclose its intent to use the design-build process and the project design criteria at a regularly scheduled meeting. This disclosure does not require any specific legislative action, such as a resolution, but must occur within a minimum of one week prior to issuing the RFP. Upon expiration of the one-week waiting period, the city may publish notice of an RFP to initiate the three-phase evaluation process. There is nothing standard about a designbuild RFP; it is the most important step in the design-build process. Statutory requirements make design-build RFPs more complex than other RFPs issued by third- and fourthclass cities. The RFP establishes rules for three upcoming bidding phases that affect not only the bidders, but cities as well. Section 67.5060 establishes nine required elements of an RFP; however, these elements include the design criteria package and the criteria for evaluation, making the actual number of required elements greater than nine. Once the RFP has been published for at least two weeks, a city may begin Phase I of the three-phase evaluation process. Phase I is alternatively referred to in the design-build statute as “prequalification.” Design-build applicants submitting qualified proposals to the RFP are evaluated in Phase I according to the criteria listed in the RFP. The Phase I criteria must include four statutorily-required criteria. Your city may include other qualification-based criteria, but cost may not be considered in Phase I. You may also choose to interview responsive applicants during the Phase I process. Phase I’s purpose is to narrow the pool of design-build applicants that participate in Phases II and III. The designbuild statute requires at least two participants to reach Phases II and III, but not more than five. After selecting the prequalified applicants for Phases II and III, the prequalified applicants are invited to participate in Phases II and III, and are given a specified time by which to complete their proposals. All accumulated Phase I points are disregarded at the end of Phase I. Phase II and Phase III are the evaluations of the technical proposals and cost proposals respectively. Both proposals are
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proceed with the project with the bid winner, it may reject all proposals. Each Phase II and Phase III participant that submitted a responsive proposal and did not win is entitled to payment of a stipend. The amount of this stipend must be at least 0.5 percent of the total project budget and must be stated in the RFP. If the bid winner is not awarded a contract and all proposals are rejected, the bid winner is entitled to a double stipend payment. Consequently, a city must know its firm project budget prior to publishing the RFP, regardless of what the statute states elsewhere. Payment of the stipend entitles a city to non-exclusive use of the submitted design, but an applicant may forego payment in order to retain exclusive RESPONSIVE TO YOU. right to the design. 816-525-7881 DEDICATED TO YOUR COMMUNITY. www.laubermunicipallaw.com As previously noted, the design-build process may be utilized for a wastewater The choice of a lawyer is an important decision and should not be based solely on advertisements. or water treatment project; however, § 67.5070, RSMo clearly allows any political subdivision to enter into a designbuild contract for wastewater or water treatment without submitted at the same time, but must be evaluated and scored the necessity of completing the above-described process. separately. Together, they encompass 100 percent of the final By contrast, the language of § 67.5060, RSMo is unclear score for each bid. Each must account for at least 40 percent of as to whether or not a city employing its authority may that final score. The remaining 20 percent, or relative weight, circumvent the three-phase process. Unresolved ambiguities is allocated as your city desires between Phases II and III. The exist regarding wastewater or water contracts in § 67.5060, relative weight must be stated in the RFP. RSMo, making § 67.5070, RSMo attractive when applicable. Each Phase II proposal is scored in accordance to the Section 67.5070, RSMo also carries no requirement for a design criteria listed in the RFP. In addition to evaluations design criteria consultant; this would allow cities without of the technical proposal in light of the design criteria from an engineer on staff to save themselves the added expense the RFP, the ability of the design-build applicant to meet of employing two engineers to complete a desired project. the proposed schedule stated in the RFP may be considered during Phase II. Up to 20 percent of the points awarded in How Could This Authority Be Improved? Phase II (not 20 percent of the overall score) may be based on an applicant’s ability to design, contract and deliver The most glaring deficiency of § 67.5060, RSMo is its lack the project on time and within the budget of the political of an express grant of authority. As noted, cities may imply subdivision. However, such consideration must be made authority in certain instances. Given the comprehensive without knowledge of the cost proposal. Applicants may nature of § 67.5060, RSMo regulation of how to enter into also be interviewed during Phase II. Evaluations and scores a design-build contract, authority to enter into one can be for Phase II must be completed and made public prior to implied. However, given the relative ease for the legislature opening Phase III cost proposals. to remedy this omission, an express grant should be added. Phase III proposals must provide a firm, fixed cost of The technical and cumbersome nature of § 67.5060, RSMo design and construction and any bid security required by makes using it risky due to the potential for procedural the RFP. The lowest responsive applicant receives maximum failures. The statute functions like a Rube Goldberg machine, points for the Phase III evaluation. For other applicants, where self-executing elements trigger the next element down Phase III points are calculated by reducing the maximum the line until the process is completed. The RFP set-up phase Phase III points by at least 1 percent for each 1 percent the that initiates the process seemingly requires a crystal ball to applicant’s proposal exceeds the lowest bid. The percentage avoid a procedural miscue. The impact to cities that guess weight must be stated in the RFP. wrong is unlike traditional bidding, because the city may be liable for stipend payments if Phase II and III invitations Phase II and Phase III points are then added to determine were sent. a bid winner. If a city decides it is not in its best interest to
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Unlike the standard design-build process, § 67.5070, RSMo clearly exempts wastewater and water projects from the three-phase evaluation process and grants express authority. However, it provides little guidance as to requirements placed on a city wishing to use the statute’s authority. Section 67.5070, RSMo is silent on the applicability of Chapter 8, RSMo professional selection; therefore, decisions regarding the applicability of a Chapter 8, RSMo request for qualifications hinges on inference. Additionally, unlike the general design-build process, § 67.5070, RSMo fails to define a wastewater or water treatment project that allows use of the statute. Section 67.5060, RSMo provides a definition, but it does not apply to § 67.5070, RSMo. There may be ways to circumvent these “holes” in § 67.5070, RSMo. If your city is considering a project under § 67.5070, RSMo contact your city attorney prior to entering into a contract. Joe Lauber has dedicated his entire career to the practice of municipal law on behalf of public entities. In 2010, he established Lauber Municipal Law, LLC, after years of practice representing public entities at larger firms in the Kansas City area. Joe has experience representing municipalities statewide regarding a wide variety of economic development tools and is a regular speaker, author and contributor for MML. He can be reached at (816) 525-7881 or jlauber@ laubermunicipal.com. To learn more visit the firm’s website at www.laubermunicipallaw.com. Peter Rottgers joined Lauber Municipal Law, LLC, in the summer of 2016. Prior to joining the firm, he was a staff attorney at Legal Aid of Western Missouri. Peter primarily practices in the areas of general municipal law and municipal litigation. (Endnotes) 1. 2016 MO Gen. Assembly H.B. No 2376 & H.B. No. 1713 (now §§ 67.5060 and 67.5070, RSMo) 2. See What is Design-Build” by Design-Build Institute of America at https://www.dbia.org/ about/Pages/What-is-Design-Build.aspx last visited March 25, 2017. 3. Id. 4. Id. 5. City of Bellefontaine Neighbors v. J. J. Kelley Realty & Bldg. Co., 460 S.W.2d 298, 304 (Mo. App. 1970) 6. But See § 67.5060.16(5) (“A political subdivision planning a wastewater or water design-build project shall retain an engineer duly
licensed in this state to assist in preparing any necessary documents and specifications and evaluations of design-build proposals.”)
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FEATURE Review by Rob Moore
Top Seven Considerations For Your Next Waste And Recycling Contract Nothing seems to ignite public passion and debate quite like local trash and recycling services. While every municipality needs trash service, handling the bid process internally can often be a confusing and frustrating task. Here are seven important considerations and helpful hints for navigating your next waste contract.
1.
What Kind Of Contract Does Your City Have Or Need? Residential Services – The vast majority of municipalities have exclusive contracts for residential service. This means either the city or a private contractor provides exclusive service for all residents. Other cities allow a full, open market where any private hauler can pick up a resident’s trash and recyclables. There are positives and negatives to each scenario. Cities that provide service directly to residents are not bound by some of the profit metrics of private haulers. However, the cost of owning and maintaining large equipment; running transfer stations or recycling 8 theReview May/June 2017
centers; and managing employees and administration within a governmental system, often ends up being more costly to residents than when provided by private haulers. Cities that utilize exclusive residential contracts with a private hauler often point to the benefit of having a single contractor using city infrastructure. Since the city is responsible for maintaining roads and managing traffic congestion, reducing the number of large trucks on the road during daytime hours can reduce stress on roads and limit public complaints. An exclusive contract gives the city a single entity to address issues and can increase the ability to provide expanded services. The selected waste hauler may be willing to offer specialized recycling
services or help fund public outreach if they have exclusive access to residential waste. However, an exclusive residential contract does not come without risks. If trucks break down; companies merge or change leadership; new needs arise; or your community experiences extreme weather or natural disasters, a city is contractually bound to handle the issues and associated waste with the exclusive hauler. Forethought when negotiating contractual terms can help plan for such situations; however, ultimately an exclusive contract can leave cities with a single option. Cities that have open markets for residential service may not have some of the single-entity advantages, but when a provider’s service starts lacking, the
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city does not have to field complaints. Residents can simply contact the provider directly. Commercial Services – In contrast to residential service, the majority of municipalities operate under an open market for commercial services. The most evident reason for this is that commercial businesses require specialized services. Most residents need a standard rolling cart for trash and a container for recycling. In contrast, businesses may produce anywhere from a few cubic yards of trash per week to a hundred times more. Manufacturing businesses may especially produce materials that require disposal as hazardous waste or collection in bulk to reduce costs. A municipality, negotiating on behalf of all the businesses within city limits, runs a high risk of excluding services that businesses need or using operators that may not offer services at the
schedule they want. Furthermore, the price of commercial service is generally 10-100 times as expensive (or more) than residential service. Thus, it’s much more politically expedient to leave those issues up to the businesses themselves. There are many municipalities that service businesses themselves or operate under exclusive franchise agreements with private haulers successfully. Determining what type of residential and commercial service your city has or needs is the first and most critical step to a successful waste and recycling request for proposal (RFP).
2.
Research, Research, Research. Doing market research is one of the biggest keys to success in the RFP process and securing a new contract. Competition in the waste industry is
constantly evolving. There has been a drastic increase in mergers and acquisitions within the waste industry in the last five years, increasing both risk and opportunity for municipal waste contracts. Mergers that gobble up local competitors can limit market competition; on the other hand, the combined resources of a newly merged company can provide needed capital for the services your city needs. Want that giant recycling center paid for? The newly merged company may be able to provide that. Conversely, smaller companies can often provide a more tailored approach to your municipalities’ needs, provided their equipment and operations are adequate. Do not discount a waste hauler that is not currently servicing your market; they may, if given the opportunity. Many companies would drive the extra mile or even purchase infrastructure to service a municipal
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clarification. Keeping the channels of communication open and transparent will lead to the best proposal for your municipality and limit recourse of nonselected parties.
6.
Fees And Price Increases Are Negotiable.
contract. This can lead to added competition and lower contract prices. At the end of the day, market research is the name of the game. Look for government, non-profit, or private entities that provide information or counsel on regional waste opportunities. Investigate regional players looking for infrastructure investment opportunities. Find out how your waste stream is currently sorted and where the different streams go. Set up facility tours of potential bidders and program reviews. Find municipal entities of comparable size for case studies. The more market knowledge you have, the more likely your new waste contract will be the envy of the region.
3.
Establish And Maintain Your Criteria For Selection. Having a well-defined set of criteria for selecting your provider is paramount to the process. State law not only establishes the criteria defining responsible actors to service your municipality, it also defines what should be considered in selecting a winning proposal. Make sure to research and clearly print the criteria in your RFP and on any paperwork relevant to selection committees. When judging proposals, build a prioritized list of criteria. Choose the values that best reflect your community desires (price, infrastructure investment, recycling opportunities, etc.), and tie them to your state’s criteria for adjudicating proposals. 10 theReview May/June 2017
This will make the bidding process clear and help guide an objective selection process.
4.
Assign A Value To Fringe Benefits. When reviewing bids for waste service, put monetary and social value on any services or equipment offered for free. Often haulers will include amounts to pay for roads, community outreach and educational programs. These gifts of infrastructure, equipment or services should be quantified, and weighed against the total cost of service to make sure you have the most accurate comparison between bids. When well documented, this also ensures that you have met your justification of decision.
5. Build Room In Your Process For Clarifications. If needed, extend the bidding process to allow for typed clarifications between the proposal submission and committee selection. Make any clarification questions universal so you can send an identical sheet to each responsible participant. Ask for pictorial descriptions of equipment or signage, as well as the specific monetary commitment of each investment to be made (e.g. $20,000 for a recycle drop-off facility, or $15,000 for education programs). No matter how perfect your RFP is, there will always be some interchange with bidders for
When drafting an RFP or negotiating a final contract, ask for language that specifically addresses any current or future fees. Base rates for scheduled trash are often increased by as much as 35 percent by internal hauler fees, especially when your contract covers commercial service, as well as residential. One way to protect against this is to specify in the RFP that any pricing bids should be inclusive of all fees and represent an "all-in" price. Also, work to address how the price can or should increase over the term of the agreement. If the provider strongly desires to work with your municipality, you may have a contract that has no price increases for the entire term of the agreement. Other contracts may allow for annual Consumer Price Index (CPI) increases or passing through of landfill price increases. Either scenario may make sense depending upon local market conditions. As with any contract, make sure terms are clearly defined, understood and fair for both parties.
7.
Begin The Process Early.
Ensure adequate time before the contract end date to allow for a smooth process. Most municipal waste and recycling contracts range from oneto-five years with a heavy emphasis towards longer-term contracts. When determining how far out to begin the process, consider if there are going to be any changes to the level of services needed. For example, is the city transitioning from an open market to an exclusive franchise arrangement? Have you had requests from the public? Are you hoping to change or expand the city’s recycling program? If there is any change to the normal procedures, it is ideal to get started at least one year prior to the end of your current agreement. Big changes will require a large amount of research and public outreach to ensure it goes
smoothly. If keeping the same services but rebidding, get started about six months prior to the contract expiration. This will allow enough time to manage the formal RFP process and execute a new contract with ample time for auditing the current operation, soliciting bids, and asking for public feedback. Any RFP or contract your municipality executes requires hard work and attention to detail. Following these seven points will help ensure your municipality gets a quality waste contract and provider. Your trash affairs can come out smelling like a rose. Rob Moore is a senior consultant at P3 Waste Consulting, www.p3wc.com. P3 works with thousands of clients nationwide and specializes in managing their waste and recycling contracts. Rob can be reached at rob@p3wc.com.
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FEATURE Review
by Tawn Nugent and Carl M. Brooks
City Of Peculiar Poised For Growth I-49 And Peculiar Way Interchange
Conveniently located 16 miles south of the Kansas City metro area, offering the quiet and relaxed atmosphere of a small-town environment, sits the city of Peculiar. Founded in 1868, Peculiar was incorporated in 1953 to become a fourth-class city that is governed by a mayor and board of aldermen. Bolstered by visionary leadership and a proactive operations and maintenance staff, the City recently completed a corridor study that included the planned, new interchange of Interstate 49 and Peculiar Way (formerly known as 211th Street). With easy access from I-49/U.S. Highway 71 and with an abundance of undeveloped land, this valuable city resource is a key to regional growth.
Summary The city of Peculiar is located in rural Cass County. Prior to the construction of this project, the 5,000 residents accessed the interstate system and the metro area via one interchange. Even more, the town was divided by the barrier created by I-49. Over the last 10 years, Cass County’s population has grown by more than 20 percent, while the City’s population has increased nearly 80 percent. The interchange project grew out of a cooperative effort between Cass County, the city of Peculiar and George Butler Associate’s (GBA) initial 211th Street corridor study, funded
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by Cass County. The study showed access to I-49 was the critical first step to improve the corridor. The team prepared an initial access justification report for the City and County to gain project support from MoDOT. After the City gained public support to finance the new interchange, MoDOT entered into a 50/50 cost share agreement with the City. MoDOT, the city of Peculiar and GBA roadway, bridge and traffic engineers moved the project from concept study
to final design. The interchange team designed more than a mile of new roadway with a storm Total Project Budgeted Cost: $11,100,000 sewer, two retaining walls, a bridge, traffic signals, street lighting and other associated Total Project Actual Cost: $9,234,713 traffic devices. Scheduled Date of Completion: November 2016 The new access to I-49 from Peculiar Way is a diverging diamond interchange (DDI). The DDI Actual Date of Completion: September 2016 is a relatively recent innovation in the United States’ transportation industry. The state of Missouri has become a leader and authority on the adoption of DDI’s after constructing the first one in 2009. Since then, numerous DDI’s are under design Through team collaboration, cost savings allowed the or have been completed across the state. overall project budget to reach a little more than $13 million. The $2 million in savings was largely a result of optimizing the The design of the DDI at I-49 and Peculiar Way design, minimizing right-of-way acquisitions, and obtaining incorporates several lessons learned from predecessors. One competitive bids. example is that off-ramp movements are not signalized. This new approach to traffic operations at a DDI was implemented The driving factor of the project schedule based on traffic simulation modeling was right-of-way acquisition. During this results. process, plans were modified numerous times to accommodate property owner requests. Several aspects of the project Early Steps This exciting were requested by the City to be redesigned Early on in the project, six horizontal transportation project during construction, including an additional alignments were considered with varying will meet the anticipated roadway improvement project adjacent to the degrees of skew with I-49. The analysis interchange. The city of Peculiar also requested also considered options of Peculiar Way regional growth for the an additional roadway improvement project going under or over I-49. After a cost adjacent to the interchange project. Peculiar community. comparison was completed for each option, the preferred alignment and profile Social, Economic And Sustainable was selected. Development S everal interchange types were County and city officials not only supported considered, including a standard diamond this project since inception, they created it. interchange, a diverging diamond Their backing led to gaining public support and passing interchange (DDI), a single-point urban interchange general obligation bonds to finance the project. Residents (SPUI), and roundabouts at the ramp terminals. The SPUI approved this additional tax burden because they understood was eliminated based on significantly higher construction the direct benefits the new interchange would generate for costs due to the interchange skew angle. The traffic analysis the community. of each interchange type proved that the DDI was the most practical solution based on the number of lanes required to The additional access point to I-49 encourages economic reach acceptable levels of service, minimize queuing and and population growth for the city of Peculiar. It not only construction cost. relieves Peculiar’s only interchange to the south, but also provides opportunity for the City to expand to the north. MoDOT and the city of Peculiar originally established an overall project budget close to $15 million, including Undeveloped land surrounding the interchange is design services, utility relocations, right-of-way acquisitions, prime real estate for new development, and area economic construction inspection services and construction. development officials are heavily promoting the area to potential businesses.
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(left) The new DDI at I-49 and Peculiar Way generated community pride and excitement in the transportation system. This enthusiasm was shared by numerous elected officials and government employees at the ribbon cutting ceremony. In addition, residents joined the festivities to show their support for the recently completed project. Raymore-Peculiar High School’s marching band, the Panther Pride, highlighted the ceremony by parading down the new roadway and celebrating the new DDI. (lower left) The City completed a corridor study that included the planned, new interchange of I-49 and Peculiar Way (formerly known as 211th Street). With easy access from Interstate I-49/U.S. Highway 71 and with an abundance of undeveloped land, this valuable City resource is a key to regional growth.
Conclusion This exciting transportation project will meet the anticipated regional growth for the Peculiar community. The additional interchange relieves congestion on the local road network and addresses the high crash rate at the existing interchange. The connection of Peculiar Way to I-49 is a critical first step in opening this east-west corridor for development. The innovative DDI delivered a long-term practical solution within budget. As the Kansas City metro area expands, this location becomes a targeted area for development. The impact to the Peculiar community will be an economic boost and create local jobs. One of the biggest benefactors of the project is the RayPec High School, located less than a mile from the new interchange. Prior to construction, access to the school was an indirect, lengthy route on local residential streets. With direct access to I-49, student and visitor traffic is removed from the local road network, improving safety and traffic operations. The interchange also better connects the residents of Peculiar by offering an additional way across I-49. Several aspects of this project promoted sustainable efforts. Lane widths were minimized to reduce concrete/ hard surface area, ultimately reducing materials, run-off, and heat-island effect. A shared use path with signalized crossings was installed throughout the length of the project. To balance earthwork and reduce hauling, a wide swale with low maintenance, native grasses provide natural filtration before storm water enters the stream.
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Carl Brooks is the City Engineer for the City of Peculiar. Mr. Brooks has more than 35 years of both private consulting and municipal experience. He is a member of ASCE and APWA. He is a registered engineer in Missouri. Tawn Nugent is an engineer leading the GBA Highways Group with 20 years of experience. She is driven by the opportunity to solve complex problems. Her projects span state and local roadway improvements, including several innovative interchanges, compressed project schedules, complicated utility coordination and stakeholder involvement, all while providing responsive service.
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PUBLIC WORKS Review
Missouri Projects From Across The State Bethany Wastewater Treatment Facility The city of Bethany, Missouri, is currently constructing a wastewater treatment facility to replace their existing facility. The new facility will provide improved wastewater treatment capabilities to meet current regulations and increase the City’s ability to handle peak flows due to rainwater inflow into the sewer. Development of this infrastructure will improve the environmental, social and economic sustainability of the City’s wastewater treatment facility. In 2009, the project commenced with the development of a facility plan. The facility plan analyzed deficiencies in the existing treatment works, developed design criteria for the proposed process, and explored potential treatment solutions. Treatment alternatives were evaluated based upon each option’s cost-effectiveness and non-monetary benefits, such as operational ease and flexibility. The selected treatment alternative was an extended aeration treatment facility with capabilities of biological nutrient removal. In 2012, Bethany was awarded funding through Community Development Block Grant and United States Department of Agriculture Rural Development programs. The project includes construction of pump station improvements, headworks and laboratory building, extended aeration process, ultraviolet disinfection, and other site improvements. The existing wet well will be retrofitted with two influent pumps utilizing variable frequency drives to improve the efficiency of pumping operations. Additionally, a flow equalization pump was added to increase the facility’s ability to manage high flows due to rainwater inflow into the sewer system. The extended aeration system was designed with efficient blowers and a sophisticated control system that minimizes electrical
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Bethany's wastewater treatment facility will provide improved treatment capabilities.
consumption during treatment. Prior to discharging wastewater into Big Creek, the wastewater undergoes ultraviolet disinfection that inactivates harmful bacteria and viruses. Other improvements include repurposing of an existing lagoon for bio solids storage and wet weather flow management. Design of the project was completed by Snyder & Associates, Inc. The project was bid in August of 2016 and a contract was awarded to Foley Company. Construction of the project commenced in March of 2017. The new facility is being built on the property of the existing facility, creating a design and construction challenge. As portions of the facility are complete, old process units will be decommissioned and new features utilized. Completion of the project is anticipated in June of 2018.
Cape Girardeau: Sinkholes Close Roadway For Years, Require Creative Public Works And Engineering Solution More than 25 years of repeated dealings with sinkholes along and near a major arterial road in Cape Girardeau will culminate this summer, resulting in a large public works and engineering project that tripled the length of a former bridge and mitigates previous issues that closed the roadway for four years. S out h Spr ig g St re et in C ap e Girardeau, as it passes residential areas heading south, increases in importance for truck traffic heading to businesses and the city of Cape Girardeau’s former Transfer Station. Sinkholes near South Sprigg, dating back as far as 1991, increased in frequency and severity until 20 new sinkholes formed in fall 2007 over a few months. In 2008, a large hole developed at the north end of a critical bridge along the street, requiring several tons of rock to repair the sinkhole and pavement repairs to the bridge’s approach and closing the arterial road for some time. In 2013, the same sinkhole reappeared bringing “friends” along. The sinkhole caused a section of roadway to collapse and a vast amount of water to flow into a nearby quarry, resulting in yet another roadway closure and traffic detours. Previous attempts to rectify
A federal disaster declaration allowed the City to access Federal Highway Administration emergency relief funds to assist with sinkhole and bridge project funding.
the sinkhole had not worked well, and the City incurred more than $65,000 in expenses. Considering the cost and extensive issues, the City paused to consider more effective alternatives. South Sprigg remained closed to traffic, while solutions were sought for this complicated issue. A federal disaster declaration in December 2013 allowed the City to access Federal Highway Administration emergency relief funds to assist with sinkhole and bridge project funding. Geo-technical and design work began in September 2014 for the new, longer bridge as a sinkhole and roadway solution. Lengthening the bridge will span over the existing problem area, and the new bridge foundations will be set on solid base rock to prevent future sinkholes from compromising the new bridge’s structure. The original bridge was 125 feet long, and the new bridge will be 380 feet long. Additional project work includes capping sinkholes in the right-of-way area in hopes of preventing future development of holes. Construction began in September 2016 with expected completion in August 2017 and an estimated total project cost of $5 million.
Liberty: A First for Design-Build and Treatment Plant Delivery in Missouri
This project is one of the first wastewater plants in Missouri utilizing design-build delivery, and the first design-build in Missouri to utilize State Revolving Funds (SRF).
In January 2017, a first for wastewater treatment plants began operations in Liberty, Missouri. This project is one of the first wastewater plants in Missouri utilizing design-build delivery, and the first design-build in Missouri to utilize State Revolving Funds (SRF). SRF financing will save the City more than $40 million in interest on this $74 million project when compared with conventional financing. With designbuild legislation enacted last summer, the Liberty project paves the way for municipalities throughout Missouri to maximize their dollars utilizing the cost- and schedule-saving efficiencies
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of design-build with low-interest SRF financing. The city of Liberty had outsourced treatment to a neighboring community for decades. Facing near-term rate increases, uncertain future rates and potential treatment capacity issues, Liberty began studying alternatives, and identified that building their own facilities would save the City $27 million in treatment costs over a 30-year period. From there, Liberty worked with consultants to determine the scope, budget and user rates required for such an undertaking. The City estimated that it would take $95 million to construct the facilities, but user rates would be reduced and predicted to level out within five years. In August 2013, the citizens of Liberty voted overwhelmingly (91 percent) in favor of the project. To maintain promised user rates, the new facilities had to be completed and operational by the first quarter of 2017. In February 2014, request for qualifications were issued. Three teams were shortlisted in April 2014. Following review of conceptual designs, proposals and interviews, the team of Goodwin Brothers and CMT was selected in September 2014. Construction of the new seven million gallons per day (MGD) plant, two 10 MGD pump stations, 18,000 feet of force main; and 6,000 feet of collector roadway, administration and maintenance facilities were completed by December 2016. Treatment operations began on Jan. 3, 2017. Based on the cost and schedule savings gained through the designbuild process, additional scope was added, including more than 6,000 feet of trunk sewer. This work was substantially completed in March 2017 with final completion and close out scheduled for May 2017. This project is a perfect example of a City looking out for the best interest of its citizens’ hard-earned dollars. Rather than continuing the status quo, Liberty pursued different treatment options and innovative delivery methods that will positively impact the citizens of Liberty for future generations to come. 20 theReview May/June 2017
Maplewood Road Project: Phase 3 The MetroLink/Metro Bus C enter at Manchester and Hanley opened in 2006, offering residents, business owners, and visitors an opportunity to leave their vehicles at home. Maplewood became a more transit-oriented community. Unlike Maplewood’s historic downtown that developed during the streetcar era, the area near the Maplewood is a more pedestrian-friendly community. MetroLink was not pedestrian friendly. Public Works Director Anthony Traxler sought grants from the federal government and developed a project to create a visually pleasing, safe, and walkable environment. The total cost of the project was $2,784,000. This was paid with a grant with an 80 percent federal match, with the City responsible for the remaining 20 percent. The project contractor was NB West, with consulting engineer Horner Shifrin. The project area is west of Bredell Avenue and proceeds west to the intersection of Manchester Road and Hanley Road. The project is a continuation of two previously federally funded projects. Highlights of the project include: Bicycle Elements Manchester Road connects to many designated bike routes. Bicycle travel will be safer with the widened lanes that widened from 10 to 11 feet. Pedestrian Elements Sidewalks were added near the MetroLink station. Existing sidewalks were widened and where practicable, were set back five feet (behind the tree lawn) from the curb to provide a safe and comfortable walkway. Existing sidewalk ramps were replaced to meet the latest ADA design standards. Unsafe swale gutters that lacked any curb were replaced with vertical curb and gutters. All of the pedestrian elements were designed to provide a safe route for pedestrians to utilize the Maplewood Manchester MetroLink Station and Metrobus center. Improved Traffic Flow Manchester Road traffic counts are approximately 25,000 vehicles per day. This volume can be daunting to a pedestrian. Improved traffic flow was imperative to creating a safer environment. The project entailed widening of drive lanes and the relocation of overhead electric on the north side of Manchester Road; and adjustments of sewers, gas, water, telephone and cable lines were also required. Another traffic flow improvement involved turn lane installation at Manchester and Laclede Station Roads. Improved Access Management Removing wide and undefined driveway aprons improved safety. Beautification Elements The City added street trees, landscaping and decorative antique street lights from Big Bend Blvd to Hanley Road. These elements have improved the visual appeal of the streetscape.
Marshfield Takes Integrated Approach To Addressing Growing Infrastructure Needs The city of Marshfield’s population has almost doubled since 1984, making it one of the fastest-growing communities in Missouri. Not surprisingly, this put a significant strain on its infrastructure. City leaders demonstrated sound judgment when they took an integrated and transparent approach to address these growing pains. The City recognized that they would have to move forward simultaneously on several fronts to accommodate the fast-paced growth and development, including capital improvements associated with roadways/ transportation, the potable water system, and wastewater collection and treatment. This integrated approach is well-suited to smaller communities that have fewer municipal employees, along with limited resources. One of the key elements has been getting the community involved by engaging residents and showing that their feedback is valued. This goes a long way toward earning support any time you’re asking the public to invest in infrastructure. The local transportation network has been particularly affected by growth, so it was determined that a long-term solution would be needed in the form of a new access point with I-44. Several different interchange types are under evaluation to determine the optimal configuration for maximizing safety and traffic flow. The preferred concept must also accommodate increasing residential demand and the City’s plans for future economic development in the area, all while minimizing the overall cost. Improvements are also being made to the water system. The City is currently moving forward with a $4 million project that will improve water quality, address aging components of the system, optimize elevated storage, and ensure sufficient capacity is available for existing and future growth areas. The improvements are
The city of Marshfield’s population has almost doubled since 1984, making it one of the fastest-growing communities in Missouri.
financed through the State Revolving Fund (SRF), a low-interest loan program, that will save the City more than $2 million in interest compared with conventional financing. The City also needed to take a closer look at its wastewater treatment plant, that was facing very stringent Missouri DNR restrictions due to impairments in the stream into which the plant discharges. The City’s engineering consultant discovered that the data used to determine the stream impairment was outdated, inconsistent, and in some instances, irrelevant. Marshfield successfully made the case that current and relevant data indicates the stream is not impaired. The severe restrictions were lifted, saving the City at least $10 million. Some of the savings may now be spent on more meaningful improvements to support this vital and growing community.
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Perryville Upgrades And Renovations Perryville Public Works is in the midst of a multitude of upgrades and renovations. The Department is currently completing the erection of two new elevated water tanks, adding a new Supervisory Control and Data Acquisition (SCADA) package, installing a new pressure reduction valve system and currently out for proposals on a new telemetry system for a network of lift stations. The Department is also involved in a continuing program to line problem sewer mains and all brick manholes. Inflow and infiltration has been reduced approximately 25 percent in less than two years! On the refuse side, proposals are currently being accepted for two new side load refuse trucks. These trucks will streamline operations and improve service and efficiency for customers. Perhaps the most important aspect of the new trucks is that they will be powered by clean-burning natural gas! Perryville Trenching for service line for new NGV fueling station. Public Works is currently building a private natural gas fueling station at the main facility. This facility will have four slow-fill hoses and one fast-fill station. The Department recently ordered two new utility trucks that will be powered by natural gas. The City of Perryville is the local natural gas supplier and has researched the pros and cons of natural gas as a vehicle fuel for several years. The conclusion is that fuel costs will be cut by as much as 75 percent, while also decreasing maintenance costs significantly. There are many other benefits, such as the fact that natural gas vehicles (NGV’s) are 95 percent cleaner burning than regular vehicles and natural gas is American made. While NGVs cost more up front, payback is just under 4 years. Strong leadership has allowed Perryville public works to be progressive, with a forward-looking mayor and city administrator. Infrastructure constantly needs upgrading and reinforcing, and Perryville has leaders are preparing for tomorrow.
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St. Charles: Maintaining A Diet When the city of St. Charles evaluates roads for reconstruction, city engineers assess pavement condition, traffic volume and flow, roadway safety and the number of accidents. The City completed the resurfacing and repairing of Kingshighway from Madison to Clark Street in 2016. The project included a road diet where four travel lanes with a 40-foot width were reduced to three travel lanes within the same 40-foot footprint. It was believed that this modification would allow vehicular traffic to flow better, while decreasing the number of accidents and sharing the road with bicycles and pedestrians. Road diets have been implemented by transportation agencies across the United States for more than three decades. The City has seen the St. Charles transportation network evolve. Today, neighborhoods require access to active living features throughout the City, and road diets are one way to help residents accomplish this. Studies estimate that up to 60 percent of people are interested in biking for leisure or transportation. Unfortunately, most of these residents feel unsafe using streets crowded by trucks, cars and SUVs. This section of Kingshighway (Madison to Clark), had some of the highest traffic accident rates in the City. The stretch of road had 134 total crashes between October 2011 and March 2016. To date, the road diet has reduced the crash volume by 75 percent while increasing the number of vehicles per day. The volume of traffic before the improvements was 14,500 vehicles per day; the same roadway now has 17,500 vehicles per day. Thanks to the traffic-calming effect of the Kingshighway road diet, St. Charles has provided valuable public space back to residents to use for walking, running or bicycling, while increasing safety. Kingshighway is for everyone – whether traveling by car, bicycle or wheelchair.
To date, the road diet in St. Charles has reduced the crash volume by 75 percent while increasing the number of vehicles per day. The volume of traffic before the improvements was 14,500 vehicles per day; the same roadway now has 17,500 vehicles per day.
St. Joseph Fire Station Upgrades Thanks to voter support through the Capital Improvements Program (CIP) sales tax, the city of St. Joseph has embarked on a journey to modernize and/or replace some of the oldest fire stations still in use in Missouri. St. Joseph still operates fire suppression companies in five stations that were built at the turn of the last century when the fire equipment was horse drawn. Four of the stations have a narrow single bay that leaves, literally, inches to spare when backing a truck into the bay. The truck bays are located under the firefighter living quarters, and have no room for any modern amenities. Prior to the passage of the CIP sales tax, the buildings were falling behind on needed maintenance and improvements. In 2010, the first of these stations was renovated by constructing an addition to the building and repurposing the existing station into meeting space and emergency operations use. The location of the station was adequate to provide the proper response times, so a remodel and expansion of this site was an option. This project saved and renovated a turn-of-the-century building while providing a modern fire station. During the summer of 2017, two new stations will be built to replace two of the other single-bay antiquated stations. A response time study showed the location of the existing stations did not satisfy the safety needs of the community. As the community continues to grow to the east, the density of the stations in the heart of the City provided overlaps in coverage in some areas while gaps existed in coverage in the newer parts of the City. New sites were acquired that provided better response coverage. The new stations will have multiple bays for first responders and other equipment, modern kitchens, bunk rooms and living spaces. City officials wish to provide for the reuse or disposition of the old stations. The design professionals for the new stations, WSKF Architects of Kansas City and River Bluff Architects of St. Joseph, are completing an adaptive reuse study to determine the best reuses and the proper way to prepare the old stations for reuse.
(above) Old fire station. (right) The new station, that includes an addition, meeting space and emergency operations space.
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St. Peters: Iconic Spencer Creek Covered Bridge Spencer Creek winds its way through the heart of St. Peters, flowing under several bridges maintained by the city of St. Peters as it makes its way to a Mississippi River tributary. By far, the most iconic of those bridges is a covered structure located at Sutters Mill Road. Built as a private structure in the Spencer Creek neighborhood by local builder Charlie Adams in 1977, the Spencer Creek Covered Bridge quickly became a local landmark with a design tied to the community’s agricultural heritage. In time, the city of St. Peters accepted ownership of the covered bridge and maintained the structure to preserve its unique character. Nearly 40 years after construction, however, time came to replace the entire bridge structure. In rebuilding the Spencer Creek Covered Bridge, a landmark would be reshaped. The city of St. Peters sought a design that would please nearby residents, improve safety and keep costs low for taxpayers. Sutters Mill Road is a busy street running through several St. Peters' neighborhoods and crossing a popular city park and well-used trail. The Spencer Creek Covered Bridge is centrally located where the street, park and trail
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theReview May/June 2017
The city of St. Peters rebuilt the Spencer Creek Covered Bridge to maintain the community landmark's character while making updates to pedestrian/biking acccess, safety and lighting.
meet. City officials met with nearby residents during neighborhood watch meetings for project updates and for input on how to maintain the bridge’s character while making changes to integrate the park trail system. The final design would take on similar elements of the original covered bridge, but was updated with a new color scheme, decorative lighting and safety features for pedestrians and bicyclists. A six-foot sidewalk and 10-foot-wide multi-use path for biking/hiking were added on either side of the covered bridge, with protective barriers separating them from the road. The new lighting also improves safety at night, and strikes a dramatic evening view. Construction on the project began in May 2016 and the bridge reopened in October. The total cost was about $1,145,700, although the City of St. Peters obtained 80 percent grant funding through the St. Charles County Road Board and Federal Surface Transportation Improvement reimbursement grant administered by the East-West Gateway Council of Governments and Missouri Department of Transportation (MoDOT). In the end, city of St. Peters taxpayers paid just under $226,400 for a newly enhanced landmark bridge that preserves community identity with modern updates that meet safety standards for today and the future.
The Great American Eclipse August 21, 2017 For the first time since 1979, a total eclipse of the sun is coming For More Information: to the continental United States, and for the first time since 1918, it is crossing the country from coast to coast. Unless you are a www.eclipse2017.org/2017/states/MO.htm member of the small but growing cadre of “eclipse chasers,” you have probably never seen a total solar eclipse before; they tend to occur in far-flung places requiring costly travel. www.greatamericaneclipse.com However, on Aug. 21, 2017, the moon’s approximately 70-mile-wide shadow will cross the U.S. from Oregon to South eclipse.aas.org Carolina, turning day to night for an estimated 12 million people who live within the narrow path of the eclipse. www.missourieclipse2017.com During a total solar eclipse, the moon blocks the sun’s bright face — the photosphere — briefly revealing our star’s outer atmosphere: the shimmering corona, or “crown.” Made of https://www.visitmo.com/missouri-travel/ rarefied gas heated to millions of degrees, with its atoms highly watch-the-2017-eclipse-in-missouri.aspx ionized (stripped of electrons), the diaphanous corona gets sculpted into streamers and loops by the sun’s powerful magnetic field and shines with a light seen nowhere else. Missouri communities are preparing for large crowds of eclipse viewers, as the path of totality falls across the middle of the state. Of Missouri's 6.1 million residents, 3.4 million live directly within the narrow path of totality. Missouri has nearly 30 percent of the 12 million residents in the nation that are lucky enough to live directly in the path. Anyone not directly in the path of totality will only see a partial eclipse. The path will cut across Missouri from St. Joseph in the west to Ste. Genevieve in the east. Fifty-seven of Missouri’s 105 largest cities lie in the path of totality. About half of both Kansas City and Saint Louis populations lie within the path of totality. The remaining population is only a 30 minute drive to the path! Map Source: www.greatamericaneclipse.com/missouri Article source: American Astronomical Society website, eclipse.aas.org, and the St. Louis Astronomical Society website, www.missourieclipse2017.com.
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LOCAL GOV Review by Carol Davit
Want More Native Plants In Your Community? More Missouri cities are selecting native plants for landscaping projects to address municipal needs. Grow Native! Top 10 lists help professionals choose natives for specific purposes. City planners, storm water services throughout the lower managers, parks and recreation Midwest. In addition, the program personnel, and other municipal offers workshops throughout professionals are increasingly the year for professionals and turning to plants native to landowners. Check grownative. Missouri to beautify parks, org for information on upcoming help manage storm water, and workshops in Columbia, MO on make cities more biologically Aug. 1; in Gray Summit Oct. 6; diverse. Missouri is home to and Kirkwood on Nov. 3. more than 2,000 native plant Many municipalities are using species, and choosing the right natives to convert unused turf plant for the right purpose can areas into wildflower meadows be daunting. to beautify parks, reduce mowing “Grow Native! Top 10 lists costs and provide pollinator and were created to address this songbird habitat. Storm water very issue,” said Bill Ruppert, managers use prairie and wetland Grow Native! Committee plants with complex root systems member who spearheaded (some reaching 15 feet deep!) to the development of the native hold enormous amounts of storm plant education and marketing water, and to trap nitrogen and program’s Top 10 list series. other nutrients that can pollute “These lists are a starting city-owned ponds and lakes. point to help municipalities, Establishing native plantings in landscape designers, gardeners, parking lot depressions is another and anyone else involved way to naturally control parking in landscaping choose the lot runoff. Gardens on rooftops appropriate native plants for and other impervious surfaces specific needs.” can also use native plants to absorb The red buckeye is a small native tree to Missouri and an outstanding choice to use for small landscapes or storm water. Twenty-five Grow Native! Top is under utility lines. 10 Lists have been created to date, The Grow Native! program would with at least five more planned like to hear from municipalities for 2017. Lists are specific to the planting needs, such as to learn how they are choosing native plants to improve landscaping for a formal setting, areas with clay soil, and environmental quality in their communities. Please contact appropriately sized plants for fit under utility lines. us at grownative@moprairie.org or 888-843-6738. Carol Davit is the executive director of the Missouri Prairie Each list provides common and scientific names, height, sun/shade requirements, and unique features. All of the lists Foundation. The Foundation runs the 17-year-old Grow Native! program. are available at grownative.org by searching for “Top 10.” The Grow Native! program has many other resources available to municipalities. The website includes a searchable native plant database, as well as an extensive resource guide to more than 130 suppliers of native plant products and 26 theReview May/June 2017
A Grow Native! Top 10 List Featured Category:
Small Native Flowering Trees to Plant under Utility Lines Attractive • Durable • Provide Bird Habitat
1 2 3 4 5 6 7 8 9 10
Native plaNt Name Red buckeye (Aesculus pavia) Downy serviceberry (Amelanchier arborea) Pawpaw (Asimina triloba) Redbud (Cercis canadensis) Fringetree (Chionanthus virginicus) Pagoda dogwood (Cornus alternifolia) Green hawthorn (Crataegus viridis) Witch hazel (Hamamelis virginiana) Hop hornbeam (Ostrya virginiana) Wild plum (Prunus americana)
HeigHt 8-12 Feet 10–15 Feet 15–25 Feet 10–20 Feet 10–15 Feet 8-12 Feet 15–20 Feet 8-12 Feet 15–20 Feet 10–15 Feet
UNiqUe qUalities Red, tube-shaped flowers attract hummingbirds. Sun to shade. Medium growing. White flowers in March/April before trees leaf out. Pt. shade. Slow growing. Host plant to zebra swallowtail butterfly. Shade to pt shade. Medium growing. Pink flowers March/April. Prefers welldrained soil. Sun to pt shade. Fast growing. Fragrant creamy-white flowers April/May. Sun to pt. shade. Slow growing. Blue berries eaten by birds in summer. Shade to pt. shade. Medium growing. Orange clusters of fruits a favorite food of birds. Sun. Medium growing. Yellow fragrant flowers October/November. Pt. shade. Medium growing. Narrow, upright small tree. Pt. to full shade. Medium growing. Host for red-spotted purple and tiger swallowtails. Sun to pt. shade. Fast growing.
Grow Native! is a native plant education and marketing program of the
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GETTING TO KNOW YOU In this issue, Rolla's Public Works Director Steve Hargis shares some thoughts about local government service. same cook, different people. All I could do was my best.
Steve Hargis Public Works Director Rolla, Missouri
What Sparked Your Interest In Local Government? Hargis: There is no short answer on how I ended up serving in local government. I can say that I have a few regrets from my 64 years on earth, but serving my hometown for the past 40 years is not one of them. The community and I both have had quite a journey.
What Has Been The Toughest Lesson You Have Learned During Your Career In Local Government? Hargis: When I was in high school and junior college I worked as a cook at Howard Johnson’s restaurant. The inside joke was that we served 28 flavors of ice cream and one flavor of food. That being said, I always tried my best. I had people come in the kitchen and say things like “Son that was the best steak I ever had!” or “Son you need to go back to pumping gas!” Same food,
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The same situation is amplified in serving the public. How do you meet everyone’s expectations while staying consistent with how you deliver those services? Do your best. Always be firm, fair, consistent and always looking for ways to say yes. If you or your staff make a mistake, admit it and learn from it. You will still have residents, as well as elected officials, that will not be satisfied but they usually know you did your best. They will respect you all the more for your efforts.
What Advice Would You Offer To Someone Considering Services As A Local Government Official In Their Community? Hargis: If you enjoy public service and civil engineering, public works is a great fit. There are few circumstances you can find where an engineer can plan, design, construct, maintain and replace civil projects all in one place. Cities offer a wide, diverse and challenging place to practice as an engineer, with many different types of projects. I look forward to coming to work every day.
In Your Opinion, What Are The Most Important Issues Facing Local Government Today? Hargis: It is always about the money! There is never enough funds to provide the services you would like. You are constantly challenged to stretch tax dollars as far as possible and beyond. In
government you need to know the why, how, where and how much of revenue streams and the why, how and where they are expended.
How Would You Describe Your City To Someone Who Has Never Visited? Hargis: A growing and going small university community nestled in the heart of the Ozarks, situated equal distances from St. Louis, Springfield and Columbia. The people are friendly and helpful. The scenery is beautiful. The schools are top-notch. It’s a great place to raise a family.
What Are Your Interests Outside Of Local Government? Hargis: Family, especially our four great kids and three wonderful grandkids. Mountain bike riding, canoeing, camping and fishing. I am also the designated grounds keeper and handyman at my wife’s horse ranch.
Where Would You Most Like To Travel, And Why? Hargis: I have been all over the United
States, as well as trips to Canada and Mexico, but I have never been to Washington, D.C. This is number one on my bucket list. MML would like to learn more about your local government career! If you would be interested in participating with the Review's "Getting To Know You" feature, contact Laura Holloway at Lholloway@mocities.com.
Download MML's Mobile App Today! Event Updates Member News and Info MML Webinars
Social Media
Sessions and Speakers Scan the QR Code or search "Missouri Municipal League" in your app store. Sponsored by Hamilton Weber, LLC
NEW! REGISTER TODAY FOR MML WEBINARS! "I learned so much that broadened my perspective as a city councilperson and some areas where we need to improve."
~Deanna Guy, City Council, Richmond
Coming Up! June 6: LEGISLATIVE WRAP-UP, presented by Richard Sheets, MML Deputy Director June 14: THE FUTURE OF RETAIL, presented by John W. Brancaglione, Vice President, PGAV July 27: PLANNING AND ZONING, presented by Paul Martin, Attorney, Paul Martin P.C.
Learn more at www.mocities.com/webinars. www.mocities.com
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JASON ROBERTS
83rd ANNUAL CONFERENCE Tan-Tar-A, Osage Beach
Jason Roberts is the founder of the Oak Cliff Authority, originator of the Better Block Project, co-founder of the Art Conspiracy & Bike Friendly Oak Cliff. Roberts worked to revive the Dallas streetcar system and has organized a series of "Better Block" projects, taking depressed blocks with vacant properties and converting them into temporary walkable districts with pop-up businesses, bike lanes, cafe seating and landscaping. His project has now become an international movement and has been featured in The New York Times, Dwell magazine and on NPR. Roberts has spoken at TEDx Austin & Oklahoma & is the recipient of the Champions of Change award in Washington D.C. for work in transportation innovations. Learn more about his work at www.teambetterblock.com.
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theReview May/June 2017
Tan-Tar-A
MML83rd ANNUAL CONFERENCE Sunday, September 10 9 a.m. - 4 p.m. CCFOA Master Academy - Communicating for Results & Respect, Managing Conflict 9 a.m. CONCURRENT - 6th Annual Scholarship Golf Tourney - "The Oaks" Golf Course or 5K run/walk - Tan-Tar-A Property *NEW* Noon Registration 1-3 p.m. Pre-Conference Workshop - Exercising Your Emotional Intelligence 5 p.m. Nominating Committee (open session) 5:30 p.m. Nominating Committee (closed session) 6-7:30 p.m. Grand Opening Reception Monday, September 11 7:30 a.m. CCFOA Breakfast (CCFOA members only) and MCMA Breakfast (MCMA members only) 9 a.m. Welcome/General Session - KEYNOTE: "Build a Better Block," Jason Roberts 10:15 a.m. "Meet and Greet" with Jason Roberts and coffee break 11 a.m. CONCURRENT - Legislative Update or Planning & Zoning (MGI) 12:15 p.m. Box Lunch 1:15 p.m. CONCURRENTS - Employment Law Update (MGI), Open the Outdoors: Building a Universally Accessible Parks System, Using a Racial Equity Lens in Government (tentative) or ISO - The PPC Program 2:30 p.m. CONCURRENTS - Fundamentals of Municipal Government (MGI), Cyber, Navigating the Waters Between Elected Officials and Staff (CCFOA session) or MCMA Session 3:30-4:30 p.m. Snack Party 4 p.m. Exhibitor Prize Drawings - Main stage (must be present to win) *NEW* 7-9 p.m. Boat Cruise (limited seating) Tuesday, September 12 7:30 a.m. Bacon & Business Meeting *NEW* 9:45 a.m. CONCURRENTS - Liability & Risk (MGI), How Much is too Much? Evaluating Incentives Using a Return on Investment Approach, LAGERs or Opioids 11 a.m. CONCURRENTS - Ethics (MGI), Design-Build for Missouri Cities, Essential Elements of a Successful Investment Program or A Performance Management Process (CCFOA session) Noon Awards Luncheon 2 p.m. CONCURRENTS - Revenue Sources (MGI), Beyond Beauty: How Native Plants Help Missouri's Communities, Interchange Enhancements (tentative) or Innovation Awards 3:30 p.m. CONCURRENTS - Sunshine Law (MGI), Financial Assistance Opportunities from DNR, Fundamentals of Municipal Contracting or Marketing Your Destination 6 p.m. Reception 7 p.m. Annual Banquet Wednesday, September 13 7:30 a.m. Breakfast Buffet - KEYNOTE: Vera Culley, Social Media Coordinator, St. Louis County Police Department
www.mocities.com
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PROFESSIONAL Directory A Marketplace For Products And Services
PLANNING
MARKET ANALYSIS
ARCHITECTURE
ST. LOUIS
WWW.PGAV.COM
KANSAS CITY
ENGINEERS / ARCHITECTS / PLANNERS Family-owned business celebrating 45 years of excellence
Members of: MML ACEC APWA MPRA MCCFOA
Contact: Thomas P. Weis, P.E., President Email: tpw@weisdesigngroup.com Office: 636.207.0832 Fax: 636.207.0328 Visit our website at: www.weisdesigngroup.com
Ellisville
St. Peters
Sauget
Hochschild, Bloom & Company LLP Certified Public Accountants Consultants and Advisors
Governmental Services Financial audits Fraud and forensic accounting Employee benefits Budget assistance Auditing and assurance
Policies and procedures Internal control reviews CAFR consulting Interim support Monthly accounting
Chesterfield (636) 532-9525 Washington (636) 239-4785 www.hbclp.com
SMITH&CO. SERVING MISSOURI MUNICIPALITIES SINCE 1966.
CONSULTING ENGINEERS GEOTECHNICAL DRILLING
AN EMPLOYEE OWNED COMPANY 901 VINE STREET POPLAR BLUFF, MISSOURI (573) 785-9621
www.shsmithco.com
You Could Be Making a Buzz! Contact MML today to be a part of the Professional Services Directory! www.mocities.com Info@mocities.com (573) 635-9134 32 theReview May/June 2017
Water Wastewater Streets/Roads Stormwater Site Plans Bridges
REMEDIATION LAND SURVEYORS Geotechnical Drilling UST’s Airports Industrial Parks
MEMBERS' Notes New officers were sworn in April 2017 at the Southwest City Clerk and Finance Officer Association meeting in Marshfield, Missouri. Pictured are: (l-r) Barb Gollhofer, Assistant City Clerk, Joplin Treasurer; Debbie Cornell, City Clerk, Carterville - Secretary; Sue Hirshey, Village Clerk, Village of Airport Drive – Vice President; Karen Rost, City Clerk, Marshfield – President.
City of Union City Clerk Jonita Copeland and City Administrator Russell Rost
City of Owensville City Clerk Bobbi Limberg and Deputy City Clerk Peggy Farrell.
Christine Cates, assistant city administrator, Blue Springs, received the 2017 Missouri GFOA Excellence in Government Award at the annual meeting held at Lake of the Ozarks in May. The award is sponsored annually by Piper Jaffray. The award is presented to the government finance professional in the state of Missouri who displays the high standards of leadership, professionalism, ethics, and integrity promoted by Missouri GFOA.
Ashley Young, assistant city administrator for Kirksville and Lindsay Leckbee, administrative assistant for Kirksville, attended the Partners In Governance conference in Columbia in April. The focus of the day was transparency in government.
www.mocities.com
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MEMBERS' Notes
APWA Top Ten Public Works Leaders Of The Year
MML Calendar of Events May 24 ����� MML Central Regional Meeting, Centralia 21-28 ����� National Public Works Week
June 8-9 ����� MML Elected Officials Training Conference, Columbia, Missouri 13 ����� Missouri Digital Government Summit, Jefferson City, Missouri 22 ����� MML Policy Committee Meetings, Columbia, Missouri
July
10 ����� MML Innovation Awards Deadline 14-16 ����� Missouri Municipal Attorneys Association Summer Seminar
22 ����� MML Resolution Committee Meeting, Jefferson City, Missouri
20 ����� MML West Gate Civic Leadership Banquet, Blue Springs, Missouri 27 ����� MML Resolutions Committee Meeting, Jefferson City, Missouri
August 1-2 ����� Missouri Water/Wastewater Annual Conference, Columbia, Missouri 18 ����� MML Board of Directors Meeting, Columbia, Missouri 27-28 ����� American Public Works Association Expo, Orlando, Florida
September 10-13 ����� MML 83rd Annual Conference, Osage Beach, Missouri 15 ����� Public Disclosure Ordinance Deadline 27 ����� Missouri Public Utilities Assoc. Annual Meeting, Osage Beach, Missouri
October 22-25 ����� International City Managers Association Annual Conference, San Antonio, Texas Find more events and details on www.mocities.com and in the MML monthly e-newsletter.
MML Monthly News
MML's Latest Member News
Are you receiving MML's monthly e-newsletter? We may not have your direct email, or it may be landing in a junk folder. For the latest grant opportunities, MML announcements, local government events and more, be sure to include your direct email in your MML member profile, and add MML to your safe senders list. Don't miss out!
Watch for the latest member news on the MML website at www.mocities.com. The Latest News section features the latest updates and achievements from member cities. If you have something to submit, please email Lori Noe at Lnoe@ mocities.com!
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Congratulations to Patricia Hilderbrand, P.E., division manager, coordination services, public works dept., Kansas City, Missouri, on being named one of the American Public Works Association's (APWA) Top Ten Public Works Leaders of the Year. These leaders are recognized for contributions to technology or job knowledge, commitment to the profession, professional excellence and service to the community.
Grandview Wins APWA-KC Bets Public Works Project American Public Works Association (APWA)KC Metro Chapter named the Missouri Highway 150 outer roads improvements "Best 2017 Public Works Transportation Project" with a budget of less than $5 million. The project will now compete at the national level.
2017 All-American City Award Finalist
Kansas City, Missouri has been named a 2017 All-America City Award finalist. It is one of 27 cities competing. This year, the National Civic League, that sponsors the award, is working together with the Grade-Level Reading campaign to recognize communities that have made measurable progress for low-income children on the key drivers of early reading success.
Reed Testifies On Unfunded Mandates In Washington D.C. National League of Cities (NLC) Board Member and Kansas City Councilmember Jermaine Reed testified before the U.S. House of Representatives Oversight and Government Reform Committee’s Subcommittee on Intergovernmental Affairs in May. Reed described how unfunded mandates place burdens on local governments and communities. “City leaders are on the front lines of almost every issue — from education to healthcare to the environment — but one of the biggest barriers to our progress is the burden of unfunded mandates,” said Councilmember Reed.
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