Arnold City Council Signals Clear Break in Direction Following Mayor’s Interview
Council members express concern over conflicting messaging while outlining a structured path forward for the city
“I’d describe it as a shift toward discipline… When expectations are defined:
  • how funds are handled
  • how decisions are documented
  • how information is shared
you don’t have to rely on interpretation. You have a system people can trust.”
— Brad Cary, Ward 4

That focus on discipline has also begun to shape how the council is approaching the path forward, as members work to bring different perspectives into a more consistent and structured direction.

In the days following the release of the Missouri State Auditor’s report and a widely discussed interview with Mayor Bill Moritz, several members of the Arnold City Council say the mayor’s comments do not reflect their understanding of what was presented during the council meeting.

In interviews with The Jefferson Review, multiple council members described a clear disconnect between statements made publicly and what they understood to be the direction discussed internally, raising concerns about how information is being communicated to residents.

“It was completely different from what was said Thursday night… we’re all confused.”
— Michael Rethmeyer, Ward 4

For newly elected councilman Matt Saller, the difference was both noticeable and difficult to reconcile.

“After hearing what was said at the council meeting and then seeing the interview, it didn’t really make sense to me. It seemed like a different direction than what was presented before, and that was surprising.”
— Matt Saller, Ward 3

Mayor Pro Tem EJ Fleischman echoed that sentiment, describing the mayor’s comments as unexpected.

“It was definitely a statement that surprised many of us… we didn’t see that coming.”
— EJ Fleischman, Ward 1

Despite those concerns, council members consistently pointed to a shared focus moving forward: restoring trust, improving communication, and creating clearer structure within city operations.

A Mandate for Change

Across interviews, council members made it clear they believe the recent election results reflect a strong message from residents.

“I do not think [the Audit] had anything to do with the election. I think that the people spoke; the people want change.”
— Michael Rethmeyer, Ward 4

That message, they said, carries with it a responsibility to act with clarity and accountability.

“We have to hit things head on. If we don’t, nothing changes.”
— Matt Saller, Ward 3

Saller also emphasized the importance of making city actions understandable to the public.

“I want to ensure that people have a clear understanding of what the city is trying to accomplish. I don’t think people should have to guess what the city is going to do next.”
— Matt Saller, Ward 3

Rebuilding Trust Through Communication

Councilman Tim Seidenstricker, who was returning from assisting a resident with storm debris cleanup, pointed to accessibility and responsiveness as key components of rebuilding trust between the city and its residents.

“Everybody that is currently on the council really cares about the city of Arnold and its future. And I look forward to working with everyone to move us forward.”
— Tim Seidenstricker, Ward 2

He also stressed the importance of learning from past issues as the city moves forward.

“The key is to learn from any mistakes or shortcomings that may have happened in the past.”
— Tim Seidenstricker, Ward 2

A People-First Approach

For Councilman Michael Rethmeyer, rebuilding trust is deeply personal and rooted in how decisions impact residents.

“We can build trust back into some of these folks that have lived in Arnold their whole lives… because I know what it’s like to be them. There’s a lot of love in our city, and I don’t want to let people down.”
— Michael Rethmeyer, Ward 4

He emphasized a people-first approach to decision-making.

“Every decision should be made with humanity in mind. People deserve respect and care—human to human.”
— Michael Rethmeyer, Ward 4

A Shift in Legal Direction

As part of that broader effort to improve structure and accountability, council members pointed to legal representation as an immediate area of focus.

“It was very clear that the council was going to have to have some sort of conversation when it came to our legal representation… it was going to be uncomfortable, but it needed to be done.”
— EJ Fleischman, Ward 1

Fleischman confirmed that the city is already moving in a new direction.

“We are moving forward with a new city attorney.”
— EJ Fleischman, Ward 1

In addition to evaluating outside firms, council members also indicated a willingness to explore alternative approaches, including the possibility of in-house legal representation to improve consistency, accessibility, and long-term cost efficiency.

From Transparency to Structure

While communication concerns were a central theme, Councilman Michael Rother emphasized that transparency must be supported by structure.

“Transparency is another word for open, common-sense leadership. That’s how you build trust.”
— Michael Rother, Ward 2

He noted that gaps in communication can quickly lead to public distrust.

“Without building trust, people are going to start perceiving what they want to perceive… and right now, that perception is negative because they don’t have enough information.”
— Michael Rother, Ward 2

Rother added that addressing those issues requires more than messaging.

“We have to fix what’s broken… if we don’t, it could happen again.”
— Michael Rother, Ward 2

Building Forward

While council members acknowledged differences in how recent events have been communicated, they also pointed to a shared commitment to ensuring those issues are addressed moving forward.

As those conversations have taken shape, Councilman Brad Cary has emerged as a central voice in helping bring structure to the council’s direction, focusing on turning shared concerns into clear and consistent processes.

“A clear plan is one that removes ambiguity… If we put clear financial controls in place, separate roles so there’s no overlap in governance, and establish consistent public reporting, everything becomes easier to manage and easier to explain.”
— Brad Cary, Ward 4

That approach reflects an effort to take the perspectives shared across the council and translate them into a system residents can understand and trust. Cary pointed to the city’s biggest opportunity as strengthening how the city operates at its core.

“The biggest opportunity is to strengthen the foundation. If we improve how we manage funds, how we oversee projects, and how we communicate, we don’t end up in the same position again.”
— Brad Cary, Ward 4

Moving Forward

While the tone of recent conversations has revealed clear differences in perspective, the direction described by council members is increasingly aligned.

There is recognition that rebuilding trust will take time. There is also agreement that it will require more than words, it will require consistent action, clear communication, and systems that residents can understand and rely on.

While recent conversations have revealed clear differences in how events have been understood and communicated, the structure being put in place points toward a more unified direction moving forward.

“Success is when the process is clear enough that it doesn’t need to be defended… when the system itself creates confidence, that’s real progress.”
— Brad Cary, Ward 4

For many on the council, the goal is not just to respond to the audit, but to ensure the conditions that led to it are not repeated.

And while there may be disagreement about how recent events have been communicated, the message about what comes next is far more consistent:
The focus now is on moving Arnold forward with clarity, structure, and accountability.

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