Adopted Business Plan FY2023

Adopted Business Plan

St.LouisCounty,Missouri

Prepared by: Division of Performance Management & Budget

HonorableRitaDays, Chair andMembersofthe St.LouisCounty Council LawrenceK. RoosCountyGovernmentBuilding Clayton,Missouri63105

HonorableCouncilMembers:

Likeourresidents, the County isfeelingtheimpactofinflation,supplychaindisruptions, andatightlabormarket onouroperations. These factorsare making the costofproviding existing servicesmore expensive, yetour revenue structure doesnot providethefunding necessarytosupporttheseservices. Wea.re forced torelyuponreservestobridgethisgap,but thiscannotcontinuemuchlonger.

TherecommendedbudgetI submit toyoutodaycontinuestomaintainexistingprograms andservice levelsanddoes notincreaseproperty taxrates. Ourstructuraldeficitcontinuesto growandreservesdwindle.

Inthiscontext, Ihereinoffermyproposedannualbudgetfor thefiscalyearbeginningon January1, 2023, foryourapproval. Inaccordance withArticleVIII, Section8.020ofthe St. LouisCountyCharter, andapplicable statestatutes,I requestappropriationstotaling $1,009,162,901. This budget will allow ustomaintain existing programsandservicelevelsand doesnotincrease property tax rates.

I. Budget Comparison

The Countyprovidesservicesthrough twenty-five separate fundsassummarizedinthe tablebelow. The GeneralRevenueFundis available foranyservice,whereastheothertwentyfour fundsreceive revenues thata.re designated forspecific functions. Therecommendedbudget reflectsanincreaseof$64.0 millionor6.8% from the2022level asamended.

Thebestcomparisonofthe County'sbudget year-over-yearistheopera.tingbudget. The twenty-onefundsthatmake up the operating budget a.retheprimary meansby whichmostofthe financing,acquisition, spending,and servicedeliveryactivitiesoftheCountya.recontrolled. The recommended 2022 opera.ting budget is$757.8million-anincreaseof$41.5millionor 5.8% fromthe2022 adjusted level.

Table 1: Summary of Recommended Appropriations and Tax Rates

Highlights of the recommended 2023 budget include:

• $3.7 million for a pay program benefitting employees not included in a collective bargaining agreement. This provides up to a 4% pay increase beginning mid-year in 2023.

• An increase of $7.5 million or 4.5% for the County Police due to pay increases approved in collective bargaining agreements, lateral pay, shift differential, and paid family leave. The budget does not include $1.95 million in vehicle replacements that was approved as a 2022 supplemental appropriation to meet next year’s manufacturer ordering deadlines.

• Additional funds for the Department of Transportation and Public Works to expand neighborhood services including property maintenance and demolitions ($800,000), install electric vehicle chargers in the Courts Garage ($385,000), support on-call maintenance services for County properties ($900,000), and on-call civil plan review services ($500,000).

• An increase of $6.7 million or 8.7% for the Department of Public Health to provide the appropriations necessary to maintain existing service levels and fully encumber medical service contracts.

• $2.6 million for the Board of Elections budget to replace poll pad hardware and software that is at the end of life.

• $939,445 to fund 16 new corrections officer positions in the Department of Justice Services to provide shift relief and offset overtime expenditures as part of implementing recommendations of the recent operations review of the Department.

• Continuation of funding for 19 new positions for the Prosecuting Attorney authorized by the Council during 2022 ($1.5 million).

• An additional $678,000 (fully reimbursed by the State) for the Family Court to fund services associated with “Raise the Age” legislation.

• A $772,172 or 31.1% increase in the County Council budget due to the addition of 5 new positions, position reclassifications, and new software requested for the Auditor’s Office.

• An increase of $1.8 million or 35.8% for the Office of County Executive budget due to the annualization of position transfers required to comply with a 2022 County Charter amendment. When adjusted for these Charter-required transfers, the Office’s budget increases by $176,649 or 2.7% due to required insurance costs and the 2023 employee pay program.

• Elimination of a one-time appropriation ($6 million) for demolition of the Jamestown Mall. If these funds are not encumbered during 2022, they will need to be reappropriated in 2023.

• An increase of $28.0 million or 50.0% for The Children’s Service Fund to provide sufficient appropriation authority to accommodate an overlap in grant funding cycles.

• A decrease of $12.0 million for the Convention & Recreation Trust Fund due to the elimination of an appropriation for the Hazelwood Ballfields Project and the temporary elimination of debt service appropriations for the 2022 Convention Center bonds due to the use of capitalized interest to pay debt service costs until 2025. The recommended budget includes $500,000 for a feasibility study related to a potential track and field complex.

The recommended budget also includes:

• $206.4 million for mass transit funds which reflect the estimated maximum amount of sales tax revenue that may be distributed to Bi-State Development for public transportation services. Actual distributions of these funds will be based upon the budget you adopt for Bi-State next summer. Appropriations are set at the maximum amount to comply with bond requirements.

• $45.0 million for transportation capital funds to support the five-year capital construction program of the Department of Transportation and Public Works. The 2023 recommended workplan will support $102.3 million of project activity, including $13.7 million of construction work in 2022 and prior year awarded construction projects.

II. Revenues

Revenues in all budgeted funds are projected to be $860.2 million in 2023, an increase of $25.2 million or 3.0% over the revised 2022 estimate In the operating funds, revenues are projected to decrease by $2.2 million or 0.4%.

Highlights of the revenue projection include:

• $26.2 million or 4.3% growth in tax revenues, which account for 75 percent of all revenue collected, including:

o Slight growth in property tax revenues (1.4%). Despite anticipated growth in assessed values through the 2023 reassessment process, Missouri law requires property tax rates to be reduced to offset any revenue growth that would occur due to higher property values.

o Continued growth in sales tax revenue (5.0%). Sales tax revenue has been strong since 2020, and this trend is expected to continue due to consumer demand and higher prices.

o Continued recovery in the Hotel-Motel tax (10% growth) and Casino taxes (3.8%) growth, although both remain below their pre-pandemic highs.

• A $1.0 million or 0.5% decrease in all other revenue sources combined, which account for 25 percent of all revenue collected

This estimate does not include significant revenues that could come to the County in the next year. These include a potential utility gross receipts tax judgement, settlement(s) related to opioid litigation, an agreement on distribution of the NFL settlement, sales of real property, and

Table 2: Summary of Revenue Projections

any additional funds from the American Rescue Plan Act (ARPA) State and Local Fiscal Recovery Fund (SLFRF) that the Council may choose to recover to offset County revenues lost due to the COVID-19 pandemic. These funds would be added to the financial plan when there is a level of certainty associated with them.

III. Financial Plan Challenges

Each fund in the recommended budget has a separately managed financial plan. Two of these funds continue to provide management challenges – the General Revenue Fund and the Health Fund. The General Revenue Fund is estimated to have a structural deficit of $31.4 million (9.0%) in 2022, and $41.3 million (11.5%) in 2023. The Health Fund is estimated to have a structural deficit of $10.5 million (16.8%) in 2022 and $15.8 million (23.1%) in 2023. To preserve existing program and services levels, I propose to cover these deficits by lowering our reserves in these funds.

As you can see from the deficits detailed above, the imbalance between the costs of providing government services to our residents and the amount of revenue provided continues to grow When the one-time federal COVID funds injected into our financial plan in 2021 to keep us afloat for a few years are exhausted, we will be forced to reduce service levels or seek additional revenue.

Sources of new revenue could include a “roll-up” of the property tax rate in evennumbered years, a ballot initiative to increase the property tax rate in any year or revisiting the issue of a use tax to provide revenue for county operations and level the playing field for brickand-mortar retailers in the County. Our reserves are a finite resource that cannot be used indefinitely to balance the budget.

Absent a significant change in our service level or revenue structure, the 2024 recommended budget will look much different from what I propose to you today. I look forward to working with you to address the challenges that lie ahead.

Respectfully submitted,

Attachment

Sam Page County Executive

cc: Kelli Dunaway, Tim Fitch, Shalonda Webb, Lisa Clancy, Ernie Trakas, Mark Harder

Summary of Council Action

Prior to adoption of the 2023 budget, the County Council reduced the County Executive’s recommended budget by $25,040,333 or 2.5% as detailed below:

positions, reduce funding equal to 75% of vacant positions, and increase funding for retirement plan contribution

funding equal to 75% of vacant positions and increase funding for retirement plan contribution

funding equal to 75% of vacant positions and increase funding for retirement plan contribution

funding equal to 75% of vacant positions and increase funding for retirement plan contribution

funding equal to 75% of vacant positions, eliminate funding for vehicle replacements, and increase funding for retirement plan contribution

funding equal to 75% of vacant positions and increase funding for retirement plan contribution

funding for professional services and increase funding for retirement plan contribution

of vacant positions and increase funding for retirement plan contribution

Fund Department/Office Change Impact of Council Action

General Revenue Administration

($746,011) Eliminate 3 new positions, reduce funding equal to 75% of vacant positions, and increase funding for retirement plan contribution

General Revenue Police ($7,011,176) Reduce funding equal to 75% of vacant positions and increase funding for retirement plan contribution

General Revenue Planning

$2,247 Increase funding for retirement plan contribution

General Revenue Transportation & Public Works ($2,945,717) Eliminate funding for vehicle charging infrastructure, eliminate expansion of property maintenance/ demolition activity, reduce funding equal to 75% of vacant positions, and increase funding for retirement plan contribution

General Revenue Revenue ($421,194) Reduce funding equal to 75% of vacant positions and increase funding for retirement plan contribution

General Revenue Justice Services ($3,187,961) Reduce funding equal to 75% of vacant positions and increase funding for retirement plan contribution

General Revenue Human Services ($670,136) Reduce funding equal to 75% of vacant positions and increase funding for retirement plan contribution

Public Health

Reduce funding equal to 75% of vacant positions and increase funding for retirement plan contribution

ST. LOUIS COUNTY EXECUTIVE

CHIEF ADMINSTRATIVE OFFICER

CHIEF COMMUNICATIONS OFFICER

SAM PAGE

Deanna Venker

Doug Moore

PROSECUTING ATTORNEY Wesley Bell

ASSESSOR Jake Zimmerman

St. Louis County Council

Rita Heard Days, Chair

Kelli Dunaway

Tim Fitch

Shalonda D. Webb, Vice‐Chair 4th District

Directors

Karen J. Aroesty* Administration

Eric Fey

Rick Stream

Emily Koenig

Board of Elections (D)

Board of Elections (R)

Children’s Service Fund

Diann L. Valenti County Council

Beth Orwick County Counselor

Rodney Crim Economic Development Partnership

Howard Hayes

Human Services

Charles Henderson Information Technology

Hope Whitehead Judicial Administration

Scott Anders Justice Services

Circuit Court Judges

Thomas C. Albus

John N. Borbonus

Heather R. Cunningham

William M. Corrigan, Jr.

Jason D. Dodson

Margaret T. Donnelly

Joseph S. Dueker

Associate Circuit Court Judges

Lorne J. Baker

Ellen W. Dunne

Mondonna L. Ghasedi

Joseph L. Green

Matthew H. Hearne

Courtney Whiteside Municipal Court

Thomas M. Ott

Parks and Recreation

Jacob W. Trimble* Planning

Col. Kenneth Gregory Police

Timothy M. Weaks Public Administrator

Kate Donaldson* and Dr. Jim Hinrichs*

Erica Savage*

John D. Bales

Stephanie Leon‐Streeter,

PE*

*Acting/Interim

Renée Hardin‐Tammons

Bruce F. Hilton

Kristine Allen Kerr

Virginia W. Lay

Ellen Sue Levy

Brian H. May

Nancy Watkins McLaughlin

Robert Heggie

Megan Julian

John R. Lasater

Julia Pusateri Lasater

Amanda B. McNelley

Division of Performance Management & Budget

Paul Kreidler, PMB Director

Mary Hografe, Budget Manager

Dylan Lenzen, Performance Manager

James Washburn, County Data Officer

Public Health

Revenue

Spirit of St. Louis Airport

Transportation & Public Works

Mary Elizabeth Ott

Ellen H. Ribaudo

Richard M. Stewart

David Lee Vincent

Dean P. Waldemer

Stanley J. Wallach

Joseph L. Walsh, III

Jeffrey P. Medler

John Newsham

Krista S. Peyton

Nicole S. Zellweger

Lydia Boote, Performance Analyst

Luke Ehrenstrom, Budget Analyst

Jason LaBarbera, Budget Analyst

Alex Reichert, Performance Analyst

Sunita Sankpal, Data Analyst

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to St. Louis County, Missouri, for its annual budget for the fiscal year beginning January 1, 2022. To receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device.

This award is valid for a period of one year only. The county believes that this budget and business plan continues to conform to program requirements and it will be submitted to GFOA to determine its eligibility for another award.

READER’S GUIDE

The St. Louis County Business Plan contains a narrative discussion of the county’s financial plan, revenue estimates and department budgets. Each department in the budget is described with narrative, as well as charts and graphs, and the budget is detailed by department, division, and fund.

Business Plan Organization

This business plan begins with an introduction to St. Louis County as well as information on financial policies and how the business plan is developed. This section also contains combined statements of revenues, expenditures and changes, and a long‐term forecast for the General Revenue Fund.

An executive summary provides the reader with a synopsis of the business plan.

The revenue forecast provides information on 2022 and 2023 estimated revenues by fund. Property and sales taxes are highlighted in this section and a description of non‐general funds is provided.

The narrative sections incorporate all funds appropriated to a department. Departments are organized into five program areas:

 Economic Development and Infrastructure

 Health and Well‐Being

 Public Safety

 Recreation and Culture

 General Government

The remaining chapters are devoted to debt management, the Capital Improvement Program, grants, and supplemental information.

The Debt Management chapter summarizes the county’s credit rating, property tax levy, and bonded debt.

The Capital Improvement Program highlights capital projects that are funded in the 2023 budget, as well as those under consideration for funding through 2027.

The Grants chapter details the estimated grant funding received by county departments in 2022 and funding projected for 2023.

The final chapter, Supplemental Information, provides historical tax rate information, a fund dictionary, glossary, and description of acronyms.

Department/Office Narrative Organization

Each narrative within the business plan is structured in the same way. The narrative is a descriptive and visual representation of the department or office’s objectives. The following pages provide a description of each section in the narrative.

The final page of each narrative is a budget summary that is divided into three sections:

 Budget Summaries:

o Program Summary: expenditures and appropriations for the department divided into appropriated divisions and/or programs.

o Expenditure Category Summary: expenditures and appropriations for the entire department divided into personnel, operating, and capital categories.

o Fund Summary: expenditures and appropriations for the entire department divided by fund. Some departments receive appropriations from more than one fund.

 Program Income: revenue generated through department activities.

 Authorized Positions / FTE: summary of positions and full‐time equivalents (FTEs) authorized for the department (all funds).

Data provided in this budget summary is organized by year:

 2019 Actual: total expenditures and encumbrances incurred, revenue received, and total number of positions in the department/division/program during fiscal year 2019.

 2020 Actual: total expenditures and encumbrances incurred, revenue received, and total number of positions in the department/division/program during fiscal year 2020.

 2021 Actual: total expenditures and encumbrances incurred, revenue received, and total number of positions in the department/division/program during fiscal year 2021.

 2022 Adjusted Budget: appropriations, revenue estimates, and positions as of August 2022. This considers transfers into and out of accounts, as well as any supplemental appropriations passed by the County Council.

 2023 Department Request: 2023 appropriation and positions requested by the department and projected program revenue for consideration by the County Executive.

 2023 County Executive Recommended: 2023 appropriation and positions recommended by the County Executive to the County Council along with projected program revenue.

 2023 Council Adopted: 2023 appropriations and positions adopted by the County Council along with projected program revenue.

From Budget Book to Business Plan

In previous years, the Budget Office prepared a line‐item budget, while analysts separately worked with departments to solidify goals and key performance indicators to measure impact. The creation of the Division of Performance Management and Budget married the performance management aspect of county government administration with its financial management. The layout of the 2023 business plan draws a clearer connection between the work that departments do, how those activities are funded, and how effective they are at serving the residents of St. Louis County.

Additionally, in 2022, staff worked with departments and offices across the county to reconsider their performance measures. As a result, many measures were dropped from the Business Plan as they were not being actively used by departments to measure efficiency or effectiveness. Many new measures were identified that stem directly from department priorities and are included in the 2023 Business Plan. Although most of these measures lack data at present, they were retained in the plan to indicate how departments and offices plan to measure success in future years.

2023 Priorities

In addition to reconsidering performance measures, many departments revised or replaced their priorities. These priorities are captured in each departments’ section of the Business Plan, along with a code that ties them back to the County Executive’s Strategic Plan.

As shown in the table below, the County Executive’s strategic priorities fall into three broad categories under the umbrella of “A St. Louis County for Everyone:” health and safety for everyone, opportunity for everyone, and good government for everyone. The first, health and safety for everyone, will be achieved by working to eliminate the Covid‐19 pandemic and opioid epidemic, reducing health disparities within our community, and reforming policing and the criminal justice system.

The second priority, opportunity for everyone, includes providing access to family‐sustaining jobs, promoting inclusive community development, improving quality of life, and rebuilding pride and optimism in the county.

Finally, good government for everyone, focuses internally on county operations to transform the constituent experience, improve the effectiveness of county services, and ensure that those services are as efficient and responsible as possible.

County Executive Strategic Priorities “A St. Louis County for Everyone”

ST. LOUIS COUNTY |2023 Adopted Budget Summary

*To improve comparison on a year‐to ‐year basis, does not includefunding committed in prior budgets but not spent until 2022

ST. LOUIS COUNTY |2023 Adopted Tax Rate Summary

*Rates will be reduced if necessary to comply with State law

INTRODUCTION

ST. LOUIS COUNTY PROFILE

St. Louis County was formed on October 1, 1812 (nine years before Missouri became a state) as one of the counties organized by Governor William Clark out of the five administrative districts of the Upper Louisiana Territory. As originally formed, St. Louis County included the area that is now St. Louis City, St. Louis County, Jefferson County, and Franklin County. In 1818, Franklin and Jefferson Counties were formed out of the original St. Louis County. In 1876, St. Louis City separated from St. Louis County, leaving the county at its present size of 524 square miles. In 1877, the City of Clayton was selected as the county seat.

With a population of 994,020, St. Louis County is the largest county in Missouri containing 16 percent of the state’s population. St. Louis County is the 46th largest county in the United States. St. Louis County is also an important employment center with nearly half of the metropolitan area’s jobs and one quarter of all jobs in Missouri.

Demographics

The county’s nearly 1 million residents live in 88 municipalities and unincorporated areas. The county is comprised of seven Council Districts and has 643,005 registered voters.

Government

Voters select the County Executive and a seven‐person County Council to govern the county and work to provide high quality services to businesses and visitors. The Prosecuting Attorney and Assessor are also elected. Elected officials serve four‐year terms.

Infrastructure

The county maintains the Spirit of St. Louis Airport, approximately 3,169 lane miles of roadway, 674 traffic signals, and 220 vehicle and pedestrian bridges. Visitors and residents alike enjoy 75 county parks, 166 miles of trails, 44 playgrounds, 65 athletic fields, and 7 recreation complexes.

Economy

With a thriving business community and exceptional schools, St. Louis County provides a rich quality of life for its residents. In addition to its acclaimed cultural amenities, the county boasts the highest per capita personal income and educational attainment in Missouri and employs more people than any other county in the state.

St. Louis County’s 88 municipalities have primary responsibility within their jurisdictions for services such as public safety, planning and zoning, local street maintenance and building code enforcement. The unincorporated area, which contains nearly one‐third of the county’s population and one‐third of its area, comes under the direct jurisdiction of county government.

The county’s 24 school districts are independent governmental entities, as are the 25 fire protection districts, which share fire protection responsibilities with 19 municipal fire departments. Special service districts provide sewer, library, junior college, and cultural facilities within the county. Privately owned utilities provide electrical, natural gas, water, and telephone service.

The county operates as a first‐class county of the State of Missouri governed by a charter, originally adopted in 1950. The elected County Executive serves as the chief administrative officer of the county. The legislative body is composed of a seven‐member County Council. The county’s fiscal year begins on January 1st.

The county provides a wide range of services falling within three categories: 1) county‐wide services, which are available on an equal basis to all residents of St. Louis County; 2) services to unincorporated areas; and 3) services to incorporated areas by contractual agreement. The county also owns and operates Spirit of St. Louis Airport as a self‐supporting enterprise. Major services provided by the county include:

 Police protection

 Health care

 Environmental health

 Human services programs

 Public works

 Tax assessment

 Low‐income assistance programs

 Judicial and justice services

 Parks and recreation

 Election administration

 Planning and zoning

ST. LOUIS COUNTY GOVERNMENT: ORGANIZATIONAL CHART

ST. LOUIS COUNTY COUNCIL

District 4 Shalonda D. Webb (D) Vice Chair

District 1 Rita Heard Days (D) Chair

District 2 Kelli Dunaway (D)

District 3 Tim Fitch (R)

District 5 Lisa Clancy (D)

District 6 Ernie Trakas (R)

District 7 Mark A. Harder (R)

Budgetary and Financial Policies and Guidelines

The fiscal year of St. Louis County is the twelve (12) months beginning on the first day of January in each calendar year. Such fiscal year shall constitute the budget and accounting year (301.020 SLCRO 1974 as amended).

Charter Requirements

Pursuant to the St. Louis County Charter, Article VIII, the County Executive must submit a balanced current expense budget to the County Council no later than 90 days prior to the beginning of each fiscal year. The budget must include a complete financial plan for all county funds and activities, including proposed tax rates, an estimate of all income and revenue and all proposed expenditures for current operations, debt service and a capital program.

The annual budget document does not include grant funds, capital projects funds (except the Highway Capital funds), trust and agency funds or special revenue funds that have been authorized by ordinance by the County Council as available and appropriated as received. The fiscal year for these funds is not necessarily the calendar year, nor do the appropriations lapse at the end of each year

The budget document must include, by fund: (a) the estimated income and revenue of the fund for the budget year and (b) the estimated income and revenue of the fund during the fiscal year immediately preceding the budget year. The total expenditure proposed in the budget for each fund shall be no greater than the lesser of (a) and (b), plus any unencumbered cash balance in the fund at the end of the fiscal year immediately preceding the budget year. The County Executive may propose additional expenditures if he also proposes additional income and revenue, but such additional expenditures may not exceed ninety percent of the estimated additional income and revenue to be received from taxes

plus the total estimated additional income and revenue to be received from any other source.

Prior to adoption of the budget, the County Council holds at least one public hearing where interested citizens can comment and ask questions regarding the proposed budget. The proposed budget is available for public inspection on the county’s web site (stlouiscountymo.gov) and at the Division of Performance Management and Budget (PMB) offices once it has been presented to the County Council. The final budget is typically adopted by county ordinance before December 31st If the council fails to adopt the budget by that date, the amounts appropriated for the current fiscal year shall be appropriated for the new fiscal year on a month‐to‐month basis, until the council adopts a budget.

The County Executive and/or the County Council may propose supplemental or emergency appropriations during the year which are approved via ordinance. The County Executive may request County Council approval to transfer appropriations within the same fund and department during the fiscal year.

Every appropriation, except an appropriation from general obligation bonds of the county, shall lapse at the close of the fiscal year to the extent that it has not been expended or encumbered. Any cash surplus in any fund at the end of any fiscal year shall be carried forward and merged with the income of the fund for the succeeding year.

Budget Transfers and Amendments

The budget is a living document which is frequently adjusted to meet the changing demand for services during the fiscal year. Accordingly, budget transfers and amendments are part of a larger on‐going budget monitoring process. Funding issues are addressed as they arise via budget transfers and amendments pursuant to Section 8.050 of the County Charter which states:

Section 8.050. The council may by ordinance during any fiscal year make supplemental or emergency appropriations from available income and reduce or transfer appropriations. The county executive may request transfer of appropriations within any department during any fiscal year. These transfers must be approved by the council. The council shall, by ordinance, establish procedures to efficiently manage budget transfers and council approvals.

Budget transfers allow for an increase or decrease to any appropriation within the same fund and department, provided that total appropriations remain unchanged. Budget transfers are initiated by county departments and are reviewed and approved by the director of the requesting department and the Budget Director (as the County Executive’s designee). The transfer request is then submitted to the County Council for final approval.

Budget amendments allow for any change to appropriations that cannot be accomplished through a budget transfer. These situations include increasing or decreasing the total amount of appropriations and transferring appropriations between departments.

Typically, budget amendments appropriate revenues from a source not anticipated in the budget and received for a specific purpose. The process for obtaining a budget amendment begins with a department director requesting, through a formal letter, that the County Executive pursue legislation to implement the proposal. If the County Executive supports the request, he formally requests legislation from the County Council who considers the specific request through the legislative process. A budget amendment may also be initiated by the County Council itself. If council approves the amendment in the form of an ordinance, and that ordinance is signed by the County Executive, the appropriation changes are made to the proper budgets.

Emergency Fund

As required by Missouri law, St. Louis County’s annual budget shall include an appropriation in an amount not less than three percent of the total estimated general fund revenues in an emergency fund (RSMo 50.540). The County Council may, by resolution at any time upon recommendation of the County Executive, make transfers from the emergency fund appropriation account to any other appropriation account within the General Revenue Fund (302.070 SLCRO 1974 as amended). Transfers from the Emergency Fund may only be made for unforeseen expenses upon approval of the County Council.

Budget Guidelines

The St. Louis County annual budget process is a collaborative effort involving all county departments, PMB, and the County Executive. PMB serves as the link between departments and the County Executive.

Departmental involvement starts early in the process with the development of revenue estimates. Departmental estimates are then combined with PMB’s general revenue estimates. These estimates are added to fund balance estimates to determine the amount of funding available for appropriation. These numbers are monitored and updated throughout the budget process.

Budget guidelines are developed taking County Executive goals and objectives and available funding into consideration. Guidelines that include information for departments on the expected format of their budget requests and standardized costs are then prepared.

All budget requests are returned to PMB where they are reviewed for completeness and adherence to guidelines are then summarized by fund and compared to available funding.

FY23 BUSINESS PLAN DEVELOPMENT CALENDAR

(all dates 2022)

MARCH

11 Munis open for 2023 budget development (Projection #22301)

MAY 6 2022-2027 revenue estimates due

16 Salary and Benefit Projection created (Run #123)

20 First draft of 2023 Financial Plan

31 Department review/update to business plan narrative (mission, core business functions, program descriptions, org charts) complete

JUNE

1 Budget Kickoff Video released (LinkedIn Learning)

24 Small department budgets (see table below) due in Munis and supporting documents (including Capital Improvement Program (CIP) and grants list) submitted to PMB.

JULY (continued)

8 Budget Level 2 (department director) closed

Large department budgets (see table below) due in Munis and supporting documents (including CIP and grants list) submitted to PMB

11-20 Small department budget meetings

AUGUST

8-19 Large department budget meetings

SEPTEMBER

9 Deadline for final budget decisions

30 County Executive’s

Recommended Business Plan submitted to County Council

OCTOBER-NOVEMBER

Council Budget Oversight Committee Hearings

JULY

1 Budget Level 1 (department request) closed

11/22

Council Budget Public Hearing

DECEMBER 20

Council adopts budget

The budget process has been developed to give PMB information regarding a department’s needs, desires, and priorities so that a recommended county budget can be developed that falls within the available funding parameters and the goals and objectives determined by the County Executive. Often this is accomplished by requesting multiple budget scenarios and proper documentation from departments.

Once approved by the County Executive, a recommended budget is submitted to the County Council for their approval. Prior to voting on the recommended budget, the County Council holds a hearing to receive any comments regarding the budget from the public. The council also meets as a Committee of the Whole to hold hearings with all county departments.

The legal level of control at which actual expenditures may not exceed the budget is at the department level within the general funds and at the fund level for all other budgeted fund types.

Financial Policies

The accounting policies of the county conform to Generally Accepted Accounting Principles in the United States of America (GAAP) applicable to governmental entities. The following is a summary of significant accounting policies:

Financial Structure

The county’s financial structure is organized based on funds, each of which is considered a separate accounting entity with self‐balancing accounts that comprise its assets, liabilities, fund balances/net assets, revenues and expenditures, or expenses. Governmental resources are allocated to and accounted for in individual funds based upon the purposes for which they are to be spent and how spending activities are controlled.

The following fund types are used by the county:

Governmental Fund Types

Governmental funds are those through which most governmental functions are financed. The acquisition uses and balances of the county's expendable financial resources and the related liabilities (except those accounted for in proprietary funds) are accounted for through governmental funds. The measurement focus is on determination of and changes in financial position rather than upon net income. The following are the county's budgeted governmental funds:

o General Funds ‐ The general funds are the general operating funds of the county. They are used to account for all financial resources except those required to be accounted for in another fund. The general funds include four separate funds: General Revenue Fund, Special Road & Bridge Fund, Health Fund, and Park Maintenance Fund.

o Special Revenue Funds – Special revenue funds are used to account for specific revenues that are legally restricted to expenditures for specific purposes.

o Debt Service Fund ‐ The Debt Service Fund is used to account for the accumulation of resources for, and the payment of, long‐term debt principal, interest, and related costs.

o Capital Improvement Program Funds –Used to account for revenues and expenses of capital construction programs.

o Proprietary Fund Types

Proprietary funds are used to account for activities that are like those found in the private sector. The measurement focus is on the determination of net income, changes in net assets (or cost recovery), financial position, and cash flows.

The county applies all applicable Governmental Accounting Standards Board (GASB) pronouncements as well as the following private‐sector pronouncements issued on or before November 30, 1989, unless these pronouncements conflict with or contradict GASB pronouncements: Financial Accounting Standards Board (FASB) Statements and Interpretations, Accounting Principles Board (APB) Opinions, and Accounting Research Bulletins (ARBs) of the Committee on Accounting Procedure.

Measurement Focus and Basis of Accounting and Budgeting

Measurement focus refers to when revenues and expenditures or expenses are recognized in the accounts and reported in the basic financial statements. Basis of accounting relates to the timing of the measurements made, regardless of the measurement focus applied.

Governmental fund financial statements are reported using the current financial resources measurement focus and the modified accrual basis of accounting.

Under the modified accrual basis of accounting, revenues are recorded when both measurable and available. The term "available" is defined as collectible within the current period or soon enough thereafter to be used to pay the liabilities of the current period. For the county, “available” is defined as expected to be received within sixty days of fiscal year‐end. Expenditures generally are recorded when a liability is incurred, as under accrual accounting. However, debt service expenditures, as well as expenditures related to compensated absences and claims and judgments, are recorded only when payment is due (i.e., matured).

The county recognizes assets from derived tax revenue transactions (such as sales and utilities gross receipt taxes) in the period when the underlying exchange transaction on which the tax is imposed occurs or when the assets are

received, whichever occurs first. Revenues are recognized, net of estimated refunds and estimated uncollectible amounts, in the same period that the assets are recognized, provided that the underlying exchange transaction has occurred. Resources received in advance are reported as deferred revenues until the period of the exchange.

The county recognizes assets from imposed nonexchange revenue transactions (such as real estate and personal property taxes) in the period when an enforceable legal claim to the assets arises or when the resources are received, whichever occurs first. Revenues are recognized in the period when the resources are required to be used or the first period that use is permitted. The county recognizes revenues from property taxes, net of estimated refunds and estimated uncollectible amounts, in the period for which the taxes are levied. Imposed nonexchange revenues also include permits and court fines and forfeitures.

Intergovernmental revenues, representing grants and assistance received from other governmental units, are generally recognized as revenues in the period when all eligibility requirements, as defined by GASB 33, have been met. Any resources received before eligibility requirements are met are reported as deferred revenues.

Charges for services in the governmental funds are exchange transactions and are therefore not subject to the provisions of GASB 33. They are recognized as revenues when received in cash because they are generally not measurable until received.

Proprietary funds distinguish operating revenues and expenses from non‐operating items. Operating revenues and expenses generally result from providing services and producing and delivering goods in connection with a proprietary fund's principal ongoing operations. Transactions which are capital, financing, or investing related are reported as

non‐operating revenues. Interest expense, financing costs, and miscellaneous expenses are reported as non‐operating expenses.

The budget is prepared in conjunction with the modified accrual accounting policies practiced by St. Louis County.

Encumbrances

Within the governmental funds, fund balance is reserved for outstanding encumbrances, which serves as authorization for expenditures in the subsequent year. Encumbrances will remain in force and will be liquidated under the current year’s budget.

Cash and Investments

The County Treasurer maintains a cash and investment pool that is available for use by all funds, except certain restricted Special Revenue and Agency Funds. Investment income earned on pooled cash and investments is distributed to the appropriate funds based on the average daily balance of the cash and investments of each fund. In addition, cash and investments are separately maintained by other county officials, several of the county's departments, and third‐party trustees and fiscal agents.

Property Taxes

Property taxes are levied annually in October based on the assessed valuation of all real and personal property located in the county as of the previous January 1. The current county tax rate is $0.418 per $100 of assessed valuation for residential real estate. Taxes are billed in November and are due and collectible on December 31. All unpaid taxes become delinquent on January 1 of the following year and attach as an enforceable lien on the property at that date.

Capital Assets

Capital assets include buildings, improvements, equipment, and infrastructure assets (e.g., roads, bridges, and similar items). Capital assets are defined by the county as assets with an estimated useful life greater than one year with an initial, individual cost of $5,000 or more; land improvements with a cost of $5,000 or more; infrastructure (other than roads or bridges) with a cost of $50,000 or more; roads, bridges, and improvements to roads and bridges with a cost of $500,000 or more; and all land.

St. Louis County, Missouri

2023 Financial Organization Chart

ST. LOUIS COUNTY

Notes To 2023 Budget – Fund Analysis

 The 2021 Ending Fund Balance: Budget Basis is generally lower than the fund balance reported in the 2021 Annual Comprehensive Financial Report (ACFR) because it is reduced by existing encumbrance balances and amounts reserved for potential payout of sick and vacation time for future retirees.

 The calculation of the 2022 Estimated Fund Balance Ending can be found in Table I.

 The 2023 Estimated Revenue & Transfers may be different than the amount of estimated income used to calculate the dollars available for appropriation (see the Table I calculation for each fund). Per the County Charter, the amount of income available for appropriation is the lesser of the current year's estimate (2022) or the budgeted year's estimate (2023). This generally has the effect of reducing the amount available to appropriate and therefore the final approved budget.

 The Estimated Fund Balance Ending 2023 does not reflect an estimate of appropriations that remain unspent at the end of the fiscal year. While this varies by fund, the average lapse or “return” for all general funds averaged 8.5% over the past five years. The return in 2023 is expected to be significantly lower due to County Council amendments to the recommended budget.

ST. LOUIS COUNTY, MISSOURI COMBINED STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE

2021 ACTUAL ($ in thousands)

^Beginning/Ending Balance reflects the budget basis, which is generally lower than the fund balance reported in the Annual Comprehensive Financial Report (ACFR) because it is reduced by existing encumbrance balances and amounts reserved for potential payout of sickand vacation time for future retirees.

*Adjustments reflect changes in encumbrances, compensated absence balances, restricted funds, and other misc. adjustments.

ST. LOUIS COUNTY, MISSOURI COMBINED STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE 2022 ESTIMATED ($ in thousands)

*TransfersIn for General Funds include ARPA revenue loss allocations and reimbursements from bond proceeds. Transfers in for Special Revenue Funds include allocations from the Insurance Administration Fund and reimbursements from bond proceeds.

^Highway Capital Funds are adjusted for projects budgeted prior to 2022.

ST. LOUIS COUNTY, MISSOURI COMBINED STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE 2023 BUDGET ($ in thousands)

2022-2027 LONG-TERM FORECAST – GENERAL REVENUE FUND (1010)

Purpose

The purpose of the long‐term forecast is to provide a forward‐looking view of the General Revenue Fund, allowing for evaluation of the long‐term sustainability of the annual budget. The forecast also provides a starting point for future budgetary decision‐making by identifying the balance between potential spending needs and projected revenues.

This long‐range forecast is an important financial planning tool that is updated throughout the year as new information about revenues and spending becomes available. This information is used to:

 Incorporate necessary budget adjustments into long‐range financial projections

 Ensure that both additions and reductions to the budget are sustainable

 Maintain options to deal with unexpected contingencies

 Continue advance planning to anticipate factors affecting revenues and service needs

There are many factors that can impact this forecast, including changes in the real estate market, changes in economic conditions, changes in the costs of goods and services, and unforeseen events such as natural disasters to name a few. Therefore, it is important that this projection be viewed only as an estimate of what the future could look like given what is known today.

Assumptions

Revenue is estimated to decrease by 1.3% in 2022 driven by reductions in licenses and permits, tax collection fees, recording fees, and jail fees. In 2023 revenues are projected to grow by 4.2% driven by additional growth in sales tax revenue.

General Revenue Fund (1010)

Revenues are projected to increase by an average of 1.1% from 2024 through 2027. This forecast is based on the following assumptions:

 Property values will grow, but the county’s revenue will be limited in reassessment years to the prior year’s revenue plus an inflationary adjustment. Any tax rate reductions in reassessment (odd‐numbered) years will not be restored in the subsequent (even‐numbered) year

 Sales tax revenues will grow by 2% per year in 2024‐2027

 All other sources fluctuate minimally each year

 No additional transfers‐in from the American Rescue Plan Act (ARPA) – State and Local Fiscal Recovery Funds are anticipated.

 No settlement revenue (NFL, opioid, or utility gross receipts tax) is included in this forecast.

Expenditures are projected to increase 11.0% in 2022 and an additional 3.4% in 2023. Between 2024 and 2027, spending is estimated to increase an average of 3.0% per year based on the following assumptions:

 Public safety salaries will increase pursuant to ordinance/labor agreements, and the budget will include a merit pay program for other employees each year. The number of funded positions remains unchanged from 2024‐2027.

This forecast does not include the potential cost of addressing or correcting pay issues such as comparison to the market rate, compression, etc.

 Fringe benefit costs increase 4.0% per year to allow for growth in employee retirement and health care costs. This forecast does not include additional retiree cost of living adjustments.

 Costs for purchased services, commodities and supplies, and capital outlays are projected to increase slightly each year

 Projections for the transfer payments category fluctuate to accommodate the number of elections budgeted in each year

Fund Balance / Reserve

Transfers‐in from the federal COVID‐19 relief funds during 2021 ($66.4 million) provided funding for governmental services to continue despite current and projected structural deficits.

The budget is projected to be in a structural deficit position each year moving forward. This will draw fund balance down below the 10% reserve target in 2024 and the budget will no longer be sustainable without significant changes.

EXECUTIVE SUMMARY

REVENUES: WHERE THE MONEY COMES FROM

See the Revenue Forecast chapter of this document for detailed information on revenues

Total revenue in all budgeted funds is projected to be $860.2 million in 2023, an increase of $25.2 million or 3.0% from the 2022 revised estimate of $835.0 million. Revenue from taxes (property, sales, utility gross receipts, casino, emergency telephone, and hotel/motel) account for 74.6% of the total. The remaining 25.4% is composed of revenue generated through program activities, intergovernmental (state/federal) revenue, and other sources. Over half (52.1%) of all revenues collected are received in the general funds, and nearly a quarter (24.8%) are dedicated for transportation purposes. The remaining revenues are received in special revenue, enterprise, debt service, and transportation capital construction funds.

2023 Projected Revenues by Category ($860.2 million)

Highlights of the 2023 revenue projection include:

 Property Tax (+1.4%): anticipating increasing property values resulting from the 2023 reassessment, minor growth is forecasted due to allowances for inflation and new construction authorized in state law.

 Sales Tax (+5.0%): continued revenue growth due to higher prices and consumer demand.

 Hotel/Motel Tax (+10.0%) and Casino Taxes (+3.6%): continued recovery from the pandemic although not yet exceeding pre‐pandemic (2019) highs.

 Federal Housing revenue in the Justice Center to return ($2.1 million) if staffing levels are high enough to open additional pods.

 Fuel sale revenue, primarily at Spirit of St. Louis Airport, to remain high.

The revenue projection does not include other significant sources of revenues that may be received during 2023. These include a judgment related to the utility gross receipts tax, opioid litigation settlements, the NFL settlement, or and sale of county property. These items may be added to available revenues when finalized.

Total Revenue by Category ($ in millions)

The county’s largest sources of revenue are sales tax and property tax. The county’s nine sales taxes produce 53.7% of all projected revenue in the budget while property tax produces another 15.2%. Sales tax revenues are estimated to increase by $30.1 million or 7.3% in 2022 and another $22.0 million or 5.0% in 2023. This projection is intended to be conservative due to the unknown impact inflation and other economic factors. These revenues are closely monitored, and estimates are adjusted throughout the year as new data becomes available.

Projected Sales Tax Revenue

The last time the county’s property tax rate was increased was 1984. The 2023 property tax rate remains unchanged from the 2022 level at 41.8 cents per $100 of assessed valuation for residential real estate. Revenue from property tax is projected to increase by $1.8 million or 1.4% in 2023.

Although taxpayers submit their entire property tax bill to the St. Louis County Collector of Revenue, the county distributes most of this money to other taxing districts, such as schools, municipalities, service, and other taxing districts. In 2021, property taxes supporting county operations and debt service were responsible for 4.7% of the average taxpayer’s bill.

WHERE YOUR PROPERTY TAX DOLLAR GOES

ST. LOUIS COUNTY PROPERTY TAX RATES (RESIDENTIAL REAL ESTATE)

APPROPRIATIONS: WHERE THE MONEY GOES

The 2023 budget for all funds is $984,122,568, an increase of $38,947,325 or 4.1%1. This budget supports all operating departments of the county, highway capital projects, the Spirit of St. Louis Airport, debt service obligations, and distributions to Bi‐State/Metro for public mass transit but does not include grant funds or trust and agency funds which are appropriated when received.

The budget is organized within funds, each of which functions as a separate “checkbook” with various legal and operational requirements. The 2023 budget includes appropriations from 25 funds, with 55.5% coming from the four general funds which are the main operating funds of county government.

The “operating budget” (see table above) is the primary means by which most of the financing, acquisition, spending, and service delivery activities of the county are controlled. The operating budget is $732,730,535, an increase of $16,416,714 or 2.3%. The largest area of spending is Public Safety (36.3%) while the largest type of expenditure is salary and fringe benefits (52.6%) (see charts, below).

The budget for each department/office is discussed below. The budget maintains existing programs and service levels, however there are several changes that impact most departments and offices:

 An increase of $711,000 due to updated costs for retirement, medical insurance, worker’s compensation, and unemployment compensation.

 An increase of $3.7 million will provide for employee pay increases in 2023 except for elected officials and employees covered by collective bargaining agreements (who receive increases per the terms of their agreement).

 An increase of $4.6 million will provide funding required for the county’s insurance program.

1 Discussion of budget changes in this chapter compare the 2023 budget with the 2022 adjusted budget as reported in the line‐item budget book ($945,175,243)

 The County Council reduced the County Executive’s Recommended Budget by $25.0 million. Most of these reductions removed the value of 75% of positions vacant in December 2022.

Operating Budget by Function

General Government

Recreation & Culture

Economic Dev. & Infrastructure

Operating Budget by Category

Capital Outlays

Transfer Payments

Other Expenses

Personal Allowances

Health and Well-Being

Public Safety

POSITIONS

Salaries & Wages

Commodities

Purchsaed Services

Payroll Fringe

The budget funds 4,994 positions or 4,562.3 full‐time equivalents (FTE), a decrease of 52 positions or 35.5 FTEs compared to the 2022 adjusted level.

2023 FTE BY FUNCTIONAL AREA

Economic Development & Infrastructure

Health & Well‐Being

BUDGET SUMMARIES

The following summaries provide an overview of the budget organized by functional area. These functional areas include Economic Development and Infrastructure, Health and Well‐Being, Public Safety, Recreation and Culture, and General Government. More detailed information on each department’s budget, priorities, and performance measurements can be within each department or office’s narrative later in this document.

Economic Development & Infrastructure

St. Louis Economic Development Partnership

The St. Louis Economic Development Partnership is the regional economic development organization which attracts, retains, and facilitates growth of businesses in St. Louis County and City. The Partnership works with economic development partners to help companies of all sizes thrive in the St. Louis region. The Partnership serves as the convener of strategic regional economic development initiatives.

The St. Louis Economic Development Partnership is responsible for the management of:

 Attracting, retaining, and growing businesses and jobs and increasing capital investment

 Advancing community investment, The St. Louis Promise Zone, and redevelopment of strategic real estate assets

 Supporting startups and the entrepreneurial communities and facilitating access to resources

 Accelerating growth of the region’s foreign‐born populations through the Mosaic Project

 Increasing foreign trade and investment

 Facilitating major economic development projects

The 2023 county investment in the Partnership is $4,486,000, an increase of $146,000 or 3.4%. This increase is due to employee pay increases planned for 2023.

Department of Planning

The mission of the Department of Planning is to foster healthy communities by guiding development and reinvestment, developing long‐range plans, promoting citizen engagement, and using data and information technology to guide public policy. Core business functions of the department include the management of:

*Excludes capital projects funded through the Federal Aid Urban Trust Fund and the Transportation Highway Fund. These funds are detailed in the Capital Improvement Program section of this document.

 Administering the Zoning and Subdivision Ordinances

 Preparing community plans, small area studies, and other small geography planning documents

 Preparing the County’s Comprehensive Plan and guiding its implementation

 Monitoring annexations and municipal boundary changes throughout the County

 Processing petitions for changes in zoning and other special procedures as outlined in the Zoning Ordinance

 Site development plan and subdivision plat review

 Staffing of the Planning Commission and Board of Zoning Adjustment

 Subdivision and land disturbance

escrow management

 Home day care licensing

 Outreach and planning in targeted communities

 Corridor and small area/community plans

 Serves as the County’s liaison to the Boundary Commission

 Responding to citizen inquiries

The 2023 budget for the Department of Planning is $970,461, a decrease of $1,266,587 or 56.6%. This decrease is due to the elimination of a one‐time appropriation of $1 million in the 2022 budget to update the county’s comprehensive land use plan.

Spirit of St. Louis Airport

The mission of the Spirit of St. Louis Airport is to provide a safe, efficient, dependable, and attractive first‐class public facility that professionally serves the users and tenants. The airport strives to maintain its role as a major air transportation facility for the St. Louis region while continuing to be a responsive and responsible neighbor to the surrounding community.

Spirit of St. Louis Airport is a Federal Aviation Administration (FAA) Air Carrier Certified Airport and is responsible for the management of:

 A self‐supporting enterprise fund through the sale of jet fuel

 A 7,485‐foot all‐weather runway

 A 5,000‐foot parallel runway

 Precision Instrument Landing System (ILS) approaches

 FAA Control Tower

 24‐hour United States Customs Service

 24‐hour Airport Police Service

 24‐hour Aircraft Rescue Firefighting response service

The 2023 budget for the Spirit of St. Louis Airport is $35,908,120, a decrease of $1,460,029 or 3.9%. This decrease is due to a reduction in the appropriation projected to be necessary for jet fuel in 2023.

Department of Transportation & Public Works

The mission of the Department of Transportation and Public Works is to promote the health, safety and well‐being of St. Louis County residents by providing a transportation system that supports multi‐modes and encourages regional growth and opportunity; enforce internationally accepted building and property maintenance codes reasonably and judiciously for public health, safety and protection; provide

customer friendly building spaces in which to conduct county business; and, support innovative problem solving that enhances public service.

The Department of Transportation & Public Works is responsible for the management of:

 Planning, design, construction, inspection, operation, and maintenance of 3,169 lane‐miles of road

 220 vehicle and pedestrian bridges

 1000+ cross‐road culverts

 1,300 miles of sidewalks

 47 miles of dedicated on‐street bicycle lanes

 12.8 miles of signed bicycle routes

 674 signals and beacons

 250,000 signs

 35 owned buildings (2.9M gross ft2)

 18 building leases (0.3M gross ft2)

 Review of 12,000 plan sets

 Issuance of 57,000 permits

 137,000 construction inspections

 14,800 re‐occupancy inspections

 9,300 property maintenance inspections

 Monitoring of over 1,800 vacant nuisance properties

 Mowing of 3,300 vacant lots

 Capital and operating budget development and oversight

 Supply acquisition and safety training

 Maintenance of 3,628 vehicles, trucks, and engine‐powered equipment

 Maintenance of 2 county‐owned parking garages

 Fuel supply for county vehicles/equipment and municipal fleets by contract

 Contract management of water service line repairs on qualifying residential lines within St. Louis County

 Contract management of sewer lateral line repairs in unincorporated St. Louis County and within municipalities by contract.

The 2023 budget for the department is $108,421,999, an increase of $4,446,276 or 4.3% (not including the Highway Capital Construction Program which is summarized at the end of this chapter). The 2023 budget includes $900,000 to support on‐call maintenance services for County properties, and $500,000 for on‐call civil plan review services. The County Council reduced the department’s budget by $2,945,717 to remove the value of 75% of vacant public works positions ($1,821,490) and to eliminate funding for initiatives to expand neighborhood services ($800,000) and electric vehicle charging infrastructure ($385,000).

Sappington Barracks Road – Full Depth Reclamation

Health & Well‐Being

Children’s Service Fund

The Children’s Service Fund (CSF) works to improve the lives of children, youth, and families in St. Louis County by strategically investing in the creation and maintenance of an integrated system of care that delivers effective and quality mental health and substance use treatment services.

The Fund is responsible for:

 Strategic investments of sales tax revenue

 Ensuring accountability of sales tax revenue through programmatic and financial review of funded agencies

 Evaluating service gaps through community needs assessments, data analysis, and stakeholder engagement

 Developing strategic partnerships with other agencies

 Supporting non‐profit agencies through capacity building and technical assistance

The 2023 budget for the Children’s Service Fund is $83,998,841, an increase of $28,016,946 or 50.0%. This increase will provide the Fund with the appropriation authority necessary to accommodate an overlap in grant funding cycles.

Department of Human Services

The Department of Human Services is committed to providing the support, services, and resources that help individuals of all ages live safely, productively, and independently. The Department is responsible for the management of:

 Providing services for homeless and potentially homeless individuals and families

 Assisting county older residents with maintaining independent living and quality of life

 Providing information, referrals and case management services for veterans and their families

 Providing community‐based intervention, case management, mental health and youth development services for at‐risk children and youth

 Operating a 39‐bed residential domestic violence shelter for abused women and their children

 A full spectrum of employment services for job seekers and employers funded by the Department of Labor (not included in this budget)

 Increasing Sustainable Economic and Housing Options for Marginalized Populations through federally funded programs (not included in this budget)

The 2023 budget for the department is $3,696,125, a decrease of $1,094,359 or 22.8%. The budget maintains existing programs and services. The budget decrease is due to the transfer of non‐merit positions to the budget of the Office of County Executive due to a recent Charter amendment and a County Council amendment to the recommended budget to remove the value of 75% of vacant positions ($681,065).

Public Administrator

The Office of the Public Administrator is established by state law. Upon appointment by the Probate Court, it shall be the duty of the Public Administrator to take into their charge and custody the estates of all deceased persons, the estates of minors and the persons and estates of all incapacitated and disabled persons in St. Louis County as prescribed by law. The office ensures all persons under their guardianship receive a level of care that promotes their dignity.

The Office of Public Administrator is responsible for the management of:

 Guardianship of incapacitated and disabled individuals

 Estate administration services

 Probate assets of deceased persons subject to loss or damage

 Conservatorship of estate and assets of minors

 Conservatorship of estate and assets of disabled and/or incapacitated persons

 Informing the community through internet and personal interaction

The 2023 budget for the Office of the Public Administrator is $770,342, a decrease of $92,458 or 10.7%. The budget includes $30,000 for new estates management software to improve services and replace the current outdated software and was amended by the County Council to remove the value of 75% of vacant positions ($232,981).

Department of Public Health

The Department of Public Health works to promote, protect, and improve the health and environment of the community. The department’s vision is that St. Louis County has health people, a healthy environment, and equitable communities. The department believes in:

 Being a public health leader in the community

 Providing equitable access to services and resources

 Being responsive to the changing needs of the community

 Operating in an ethical, transparent, and fiscally responsible manner

 Serving the community with dignity and respect.

The Department of Public Health is responsible for the management of:

 Assessing the health status of the population and making information available to the public on communicable and chronic diseases, emerging epidemics, and the social and structural determinants of health

 Assessing the environmental status of the community and making information available to the public on conditions that may contribute to health outcomes

 Preparing for emergencies that may affect the health of the public and participating in deploying a trained public health workforce in the event of any emergency, disaster, or epidemic

 Ensuring the effective enforcement of all codes, ordinances, and best practices related to protecting the health of the public

 Ensuring the availability of services, programs, and access to care necessary to the population based on their health needs either through the direct provision of services or through effective community linkages and partnerships

 Controlling or contracting the operation of all direct clinical services provided by the county including medical care, dental care, preventative care, mental and behavioral health, and treatment of infectious diseases

 Informing and educating the population and acting as a community resource on health‐related topics

 Recommending to the governing entities from time to time such policies as will tend to preserve or promote the public health of the county

 Promoting community partnerships and cooperative relationships with neighboring jurisdictions, state and federal agencies, and local and national organizations for the promotion and protections of the public health of the population

The 2023 budget for the Department of Public Health is $77,935,843, an increase of $1,357,885 or 1.8%. The budget includes an increase of $2.6 million in Corrections Medicine for professional medical services. Corrections Medicine has had difficulties recruiting and retaining medical staff due to low‐noncompetitive government wages and a difficult working environment. As a result, this program is transitioning to a contract‐based model for service delivery. By doing so it allows the Corrections Medicine program to provide the minimum level of service to patients in the jail and function 24/7. In addition, there is a $1.4 million increase for contracted professional medical services in the Division of Health Services. This increase is also a result of difficulties hiring medical staff. Furthermore, central service charges increased by $353,000, and insurance increased by $248,387. With changes in the management of animal shelter operations, the Animal Protective Association (APA) partner contract is $3.2 million which will allow APA to take care of animals in the St. Louis County shelter. To offset increases in the budget, the commodities budget was reduced by $707,117 and salaries were reduced by inactivating 75 positions across the department. The recommended budget was amended by the County Council to remove the value of 75% of vacant positions ($5,421,195).

Emergency Communications Commission

The St. Louis County Emergency Communications Commission (ECC) provides a coordinated council of department leaders from public safety agencies and local government entities, with an emphasis on providing interoperable communications that allow firefighters, emergency management services, police, and other groups to better manage incidents by sharing vital information in a rapid fashion.

The Commission is responsible for the management of:

 Countywide interoperable radio communications

 Upgrading 911 communications in the county

 The Emergency Outdoor Warning Siren network

 Management and support of ESInet (emergency services internet protocol network) and MPLS (multiprotocol label switching) networks

The 2023 budget for the Commission is $19,633,996, an increase of $1,668,375 or 9.3%. This increase is due to salary and fringe benefit changes, additional security monitoring services for communications equipment, and increased expenditures for electronic communications maintenance.

Department of Judicial Administration

The Department of Judicial Administration serves the citizens of St. Louis County by providing access to a fair, impartial, prompt, and cost‐effective system of justice that ensures that all are treated with courtesy and dignity, and that fosters the respect and confidence of the public in an independent judicial system. Funding, other than salaries and benefits for judges and Circuit Clerk personnel and costs of the Law Library, is provided by the County as mandated by state law.

The Department of Judicial Administration is responsible for the management of:

 Providing access to justice using jury and bench trials

 Alternative treatment courts to serve veterans, individuals with substance use disorders (including opioid addiction), mental health issues, alcohol‐related driving offenses and domestic violence issues

 Substance Abusing Families Engaged in Treatment and Intervention (SAFETI) Court to provide close monitoring of parents with substance abuse problems who have children involved in the child welfare system

 Execution of court orders for attachment, replevin, levy under general execution, eviction, and garnishment of execution

 Execution of court orders to apprehend and transport alleged mentally ill, dangerous, and/or incompetent persons to and from mental health facilities and court for hearings

 Programs and services to protect children from abuse and neglect

 Programs and services for delinquent youth

 Prosecution of juvenile delinquency matters

 Safe and secure custody of juveniles within the Court’s Juvenile Detention Center

 Multi‐lingual automated assistance and referrals for victims of domestic violence

 Free marriage ceremonies for all couples who come to the courthouse with a St. Louis County marriage license

 Expanded community partnerships to provide support, counseling, and alternatives to detention for court‐involved youth

 The Exchange Center, which provides a safe, secure environment for the transfer and supervision of children in families with court‐ordered visitation

 The Parent Education Program to help adults understand and cope with the impact of separation and divorce on their children

The 2023 budget for the Department of Judicial Administration is $33,433,785, an increase of $1,133,094 or 3.5%. This growth is due merit pay increases, fringe benefit increases, and additional funding from the State of Missouri associated with the “Raise the Age” law.

Department of Justice Services

The mission of the Department of Justice Services is to serve and protect the community by means of a trained and dedicated workforce, and utilizing best practices to provide supervision, rehabilitation, and opportunities in a safe, secure, and humane environment.

The department is responsible for:

 Serving and protecting the community

 Providing custody, supervision, and guidance to those persons who are mandated to county jurisdiction

 Maintaining the highest level of security ensuring the safety of the community, residents, and staff

 Providing a safe, healthy, and humane environment for detainees and staff

 Encouraging detainees to grow academically, physically, socially, and vocationally

 Providing educational, recreational, religious, and vocational programs

 Advancing staff supervision and leadership

 Supporting the return of detainees back into the community

 Performing human resources, fiscal management, accreditation standards, internal affairs, and programs for detainees and those released

 Processing of all arrested persons conveyed to the Intake Center including warrant data, records checks, fingerprinting, mug shots, classifications, and release authorizations

 Supervision of all resident transfers to courts, clinics, hospitals, and state prisons

 Preventing and mitigating the spread of COVID‐19

The 2023 budget for the Department of Justice Services is $28,064,471, an increase of $904,846 or 3.3%. The budget includes $939,445 to fund 16 new corrections officer positions to provide shift relief and reduce overtime expenditures as part of implementing recommendations of the recent operations review of the department. The County Council amended the recommended budget to remove the value of 75% of vacant positions ($3,259,991).

Municipal Court

The Municipal Court seeks to provide impeccable customer service to the citizens of St. Louis County and all that have a need to conduct business with the court. The Court achieves this customer service by resolving all municipal cases in an expedient manner while upholding the integrity of the court, the ordinances of the county, and the laws of the state.

The 2023 budget for the Municipal Court is $1,232,004, a decrease of $812,806 or 39.7%. This decrease is due to the transfer of 8 positions, including all judge positions and other appointed non‐merit

positions, to the County Executive’s Office in accordance with a recent amendment to Section 3.040 of the County Charter. The County Council amended the recommended budget to remove the value of 75% of vacant positions ($262,027).

County Police Department

The mission of the St. Louis County Police Department is to work cooperatively with the public, and within the framework of the Constitution, to enforce the laws, preserve the peace, reduce fear, and provide a safe environment in our neighborhoods.

The department is responsible for the management of:

 Police protection through the patrol of communities and Metro Link Transit services

 Neighborhood police officers and school resource officers supporting the community

 Crisis Intervention Team (CIT) trained officers throughout the department to deescalate mental health crises

 Crisis negotiation team to respond to mental health barricaded subjects to deescalate without SWAT

 Community engagement through youth and diversity and inclusion programs

 Investigation of crimes within St. Louis County

 Crime Laboratory scientific support of criminal investigations

 Collect and disseminate criminal intelligence throughout the region via the St. Louis Fusion Center

 Air patrol though a cooperative agreement with St. Louis Metropolitan Police and St. Charles County Sheriff Departments

 Emergency 911 calls received and dispatched by the Bureau of Communications

 Police recruit training and continuing education for current staff at the County and Municipal Police Academy

 Security services provided to all St. Louis County government buildings

 Response plans for countywide emergency situations with the Office of Emergency Management.

The 2023 budget for the department is $168,906,320, a decrease of $796,006 or 0.5%. The budget includes $7.5 million for pay increases approved in collective bargaining agreements, lateral pay, shift differential, and paid family leave. The budget does not include $1.95 million in vehicle replacements that was requested as a 2022 supplemental appropriation to meet next year’s manufacturer ordering deadlines. The County Council amended the recommended budget to remove the value of 75% of vacant positions ($7,690,568).

Prosecuting Attorney

The Prosecuting Attorney represents the citizens of St. Louis County by fairly and effectively prosecuting cases of alleged violations, by promoting public safety, and by advocating and protecting the rights of victims. The Prosecuting Attorney’s mission is to focus on violent crimes and drug addiction while finding alternatives to incarceration for non‐violent offenses. It is also to assist those encountering the justice system with maintaining employment and keeping families together.

The Prosecuting Attorney is responsible for the management of:

 Warrant application process (to include review and charges)

 Criminal Case Management from inception to closure

 Traffic Case Management from inception to closure

 Alternative Court Management (Drug Court, DWI Court, Mental Health Court, Veteran’s Court)

 Diversion Program Management

 Victim Services Management

 Child Support Services

 Taxes and Bad Check Collection

 Community Engagement

 Grand Jury hearings and administration

 Conviction Incident Review Unit

The 2023 budget for the Prosecuting Attorney is $14,833,051, an increase of $564,924 or 4.0%. The budget includes $1.5 million to continue funding 19 new positions that were authorized by the County Council during 2022. The County Council amended the recommended budget to remove the value of 75% of vacant positions ($1,075,431) and funding for vehicle replacements ($175,002).

(in thousands)

Department of Parks & Recreation

The Department of Parks and Recreation works to provide high quality parks, facilities, and recreation services that enhance residents’ lives through responsible and effective management of resources.

The department is responsible for the management of:

 75 Parks with 12,700 acres

 Seven Recreation Complexes

 Six Historical/Cultural Sites

 166 miles of trails

 65 athletic fields

 44 playgrounds

 78 picnic shelters

 590 acres of lakes

 87 restroom buildings

 More than 400 recreational programs annually

 Citizen Volunteer program

The 2023 budget for the department is $37,413,087, an increase of $601,082 or 1.6%. Highlights of the budget request include $145,000 for pool management fees, $45,000 for a work order program, and $60,000 for synthetic turf field maintenance.

General Government

Department of Administration

The Department of Administration promotes the vision and values of St. Louis County government by facilitating the effective delivery of services and providing leadership and support to county departments while ensuring efficient use of resources for county residents.

The department provides administrative services to all St. Louis County offices and departments as well as the public. These services include the management of:

 Performance Improvement and Tracking

 Procurement

 Minority and Women‐Owned Business Development and Inclusion

 Prevailing Wage Enforcement

 Risk Management and Insurance

 Employee Safety

 Human Resources

 Employee Benefits

 Countywide Training on Bias, Diversity, Equity, and Inclusion

 Fostering Pro‐Equity Policies

 Retirement Plan Administration

 County Financial Investments

 Sales Tax Administration

 Banking Relationships

 Centralized Cashiering

 Records Retention

 Imaging Services

 Mail and Courier Services

 Central Receiving

 County’s Integrated Financial, Procurement, and Human Resources System (CAPS)

 Information Desk Customer Service

 311 Call Center

The 2023 budget for the department is $14,682,858, a decrease of $885,382 or 5.7%. The budget moves, as part of an effort to centralize human resource functions in the County, 17 positions from 6 different departments into the Division of Personnel in Administration. Two new positions (2.0 FTEs) have been added to County Automated Processing Services (CAPS) to provide enterprise resource planning (ERP) support, and 1 new position (1.0 FTE) has been added to Procurement to respond to increased purchasing demand from other departments. Additionally, $240,000 for two new programs, the Center for Mediation and the Institute for Personal & Professional Development, has been included in the budget to expand professional development and provide conflict mediation for all county employees. The request also includes $87,000 to re‐establish the County’s tuition reimbursement program. The County Council amended the recommended budget to remove the value of 75% of vacant positions ($480,369) and the value of three new positions ($299,408).

County Assessor

The County Assessor’s Office seeks to fairly and accurately assess all real and personal property in the county, in accordance with applicable law and professional appraisal practice, and to provide excellent customer service.

The County Assessor is responsible for the management of:

 The accurate and timely classification and valuation of all real property and all tangible personal property in St. Louis County

 The performance of all administrative functions of the two Boards of Equalization

 The review of all petitions for tax‐exemptions of tangible personal property and real property, and submission of recommendations regarding the same to the Boards of Equalization

 The production and updating of official St. Louis County real estate information, including locator maps and maps containing parcel boundary lines

 The maintenance of current and accurate real estate title transfers and related plats, and certificates of value

 Timely, accurate, and customer‐friendly public service by providing property values and reassessment information

The 2023 budget for the County Assessor is $16,815,685, an increase of $1,030,064 or 6.5%. This increase is necessary to adequately fund the office for the 2023 reassessment process.

County Council

The St. Louis County Council seeks to provide the highest standard in transparency in government and enable greater access to government proceedings and records for all St. Louis County citizens. The Council is the elected legislative body of the county and exercises all powers set forth in Article II of the St. Louis County Charter, as well as all other powers set out in laws related to county commissions not superseded by the charter. The Council consists of seven council members representing seven geographic council districts.

The administrative component of the Council includes the offices of County Council Administration, County Clerk, and County Auditor and is responsible for the management of:

 Public records requested by county departments and offices while conducting county business and as requested by the public

 Various petitions that are filed with the County Clerk for appropriate action as prescribed by law

 The recording and live streaming of the weekly Council meetings and Council committee meetings, and subsequent videos for replay on the county website

 Producing and posting notice of all Council meetings and hearings as prescribed by law

 Notary Public commissions for the State of Missouri

 Oaths of office to various board and commission appointees as well as county employees

 The internal audit function of county operations

 The St. Louis County Fraud and Financial Concerns Hotline for anonymous reporting of fraud, waste, mismanagement, or misconduct by employees or residents

 The repository of the permanent record of all ordinances, resolutions, orders, and Council journals

The 2023 budget for the County Council is $2,526,657, an increase of $41,368 or 1.7%. The County Council amended the recommended budget to remove the value of 75% of vacant positions ($204,996) and the value of 5 new positions ($533,935).

County Counselor

The Office of the County Counselor conducts the civil law business of the county, assisting county government in carrying out its policies and operations in an efficient and legally appropriate manner by providing advice and counsel to county departments, offices, boards, commissions, and elected and appointed officials.

The County Counselor is responsible for:

 Representing, in the name and on behalf of the county, all civil suits and other proceedings at law or in equity requisite or necessary to protect the rights and interests of the county and enforcing any and all rights, interests or claims against any and all persons, firms or corporations in whatever court or jurisdiction such action may be necessary.

 Prosecuting all proceedings for the collection of delinquent taxes and licenses of every kind owing to the county and violations of county ordinances.

 Approving as to form all leases, deeds, contracts, bonds, ordinances, rules, regulations, drafts of legislation, and other instruments.

 Providing legal advice and opinions to the council, the County Executive, department heads, elective officials, and to all county boards and commissions, respecting county business.

The 2023 budget for the County Counselor is $5,483,667, a decrease of $3,845 or 0.1%. Changes to the office’s budget include countywide pay and benefit changes and is offset by the 2022 transfer of the County Counselor’s position to the Office of the County Executive budget due to a change in Charter requirements, and a County Council amendment to the recommended budget to eliminate $30,000 for external legal services.

County Executive

The County Executive is the Chief Executive Officer, elected by the voters of St. Louis County to a four‐year term of office, with all executive powers, responsibilities, and duties enumerated within Article III of the St. Louis County Charter, which include directing, coordinating and monitoring the activities of all county administrative units under the County Executive’s control; appointing administrative heads of departments; approving and executing contracts and agreements for the county as authorized; directing the creation of the annual budget; maintaining communications with federal, state and local governments; and directing special projects requiring coordination among county departments.

The 2023 budget for the office is $6,351,412, an increase of $1,372,476 or 27.6%. This increase is due to the annualization of position transfers in accordance with the recently amended Section 3.040 of the St. Louis County Charter, required insurance costs, the 2023 employee pay program, and is partially offset by a County Council amendment to the recommended budget to remove the value of 75% of vacant positions ($429,548).

Board of Elections

The St. Louis County Board of Election Commissioners (BOEC) is a bipartisan, independent body established by the State of Missouri whose mission is to protect the integrity of the voting process by accurately, securely, and efficiently conducting all elections in St. Louis County. The BOEC is responsible for the management of:

 Administering secure and accurate elections in accordance with state and federal laws and regulations

 Processing voter registrations and maintaining a data base of St. Louis County registered voters

 Recruiting and training election judges to staff polling places

 Coordinating access to public and private facilities across St. Louis County to serve as polling places

 Facilitating absentee voting for military and overseas voters, hospitalized persons, nursing home residents, and county voters who cannot vote in person on Election Day

 Providing accurate and timely information to voters and the public through multiple communication methods

 Creating and maintaining maps for townships; municipalities; school, fire, and library districts; and other federal, state, and local jurisdictions

 Verifying voters’ signatures on initiative and referendum petitions

The 2023 budget for the BOEC is $9,478,894, a decrease of $1,421,078 or 13.0%. This decrease is due to a reduction of $3.7 million for state and county election costs which is offset by addition of $2.6 million to replace poll pad hardware and software, employee pay increases, and other operating costs. Also, the County Council amended the recommended budget to remove the value of 75% of vacant positions ($887,434).

Department of Information Technology

The Department of Information Technology (IT) seeks to partner with county departments, offices, agencies, and organizations to determine where and how information technology can be used to improve the services these teams deliver. The department is working to improve communication with residents through web‐based technologies and to provide applications for county departments to create new operational efficiencies and communication improvements. The department will continue to focus on process automation allowing customers to access government services through the county’s websites at their convenience, using any device.

The Department of Information Technology is responsible for the management of:

 County website and internet‐based communications

 Email systems, databases, mapping, and other core applications

 Network and server infrastructure

 PC Support

 Custom applications

 Cybersecurity

 Voice systems and telecommunications infrastructure

 Service Management

The 2023 budget for the department is $11,223,416, a decrease of $543,421 or 4.6%. The budget includes items to support the department’s continuing goal of modernization of communications such as $85,000 for construction costs of a digital public notice display, $30,000 for telephone message management enhancements, and $80,000 for secure employee access to resources on the external CountyNet 2.0 employee portal. The County Council amended the recommended budget to remove the value of 75% of vacant positions ($1,060,448).

Department of Revenue

The mission of the Department of Revenue is to provide quality, customer‐centered information and services to taxpayers, licensees, and document recipients, in addition to obtaining and distributing funding to more than 200 public‐serving agencies improving education, public safety, health, infrastructure and economic growth and opportunity in St. Louis County.

The Department of Revenue is responsible for the management of:

 Property tax billing, collection, and disbursement

 The annual tax sale

 Recording of deeds

 Issuance of marriage licenses

 Issuance of liquor, amusement, and miscellaneous licenses

 Administration of the Trustee Program and Property Owner Advocate Program

 Collection and distribution of convention, tourism, and sports taxes

The 2022 budget for the department is $9,197,532, an increase of $966,557 or 11.7%. The budget includes $350,000 to purchase collection software to automate and streamline tax collection, billing, distribution, tracking, reconciliation, reporting, and analytics for the Collector of Revenue. Other cost increases include salary and fringe benefits due to countywide pay increases, and increased operations

costs associated with the 2023 reassessment cycle. The County Council amended the recommended budget to remove the value of 75% of vacant positions ($432,782).

Miscellaneous

The “Miscellaneous” section includes budgets that are not directly related to county departments. These include:

 Special projects ($596,386) including the county’s contributions to East‐West Gateway, Court Appointed Special Advocates (CASA) of St. Louis, Elmwood Park fire protection, stipends for members of the Transportation Commission, governmental relations consulting, and various countywide memberships.

 Debt service appropriations within the General Revenue Fund ($8,444,581)

 The county’s contribution to support the operations of:

o University of Missouri Extension ($222,922)

o Fire Standards Commission ($27,583)

o Boundary Commission ($250,533)

 Emergency Fund ($6,771,053) – an appropriation equal to three percent of total estimated general income which may be used for unforeseen expenses upon approval of a resolution of the County Council.

 The Debt Service Fund ($6,815,825) – used to make debt service payments on outstanding general obligation bonds for the Courthouse Project

 The Transportation Trust Fund ($48,467,809) – represents estimated sales tax revenue that could be distributed to Bi‐State Development (Metro) for transportation purposes per ordinance

 The Public Mass Transit Fund ($157,895,700) – an appropriation equal to 100% of anticipated public transportation sales tax revenues (Prop M and Prop A) for future distribution for public transportation purposes per ordinance

 The Lambert East Perimeter TIF Fund ($4,774,457) – used to pay debt service costs related to the Lambert Airport Eastern Perimeter Redevelopment Project

 The Northpointe Forest Subdivision NID Fund ($37,045) – used to pay debt service costs associated with the Northpointe Forest Water Project

 The Residential Energy Loan Program Fund ($186,860) – used to pay debt service costs associated with the St. Louis County Sustainable and Verifiable Energy Savings (SAVES™) program

 The Glencullen Subdivision NID Fund ($38,711) – used to pay debt service costs associated with the Glencullen Subdivision Street Improvement Project

 The Convention and Recreation Trust Fund ($6,618,013) – used to fund the county’s debt service requirements for the Cardinals ballpark project, the Creve Coeur Soccer Complex, and the Convention Center Facility Project. This appropriation also includes the required $1.0 million preservation payment for the domed stadium project and $500,000 for a feasibility study related to a potential track and field complex.

Highway Capital Construction Program

The 2023 budget for the Highway Capital Construction Program (CCP) is $45,028,524, a decrease of $334,998 or 0.7%.2 Table A (below) provides a summary of the 2023 work plan and budget. The budget is in accordance with the Department of Transportation & Public Works’ 5‐year Capital Construction Program (CCP). The 2023 CCP will support project activity of $102.3 million, including $13.7 million of construction work on 2022 and prior year awarded construction projects. The 2023 budget will allow the department to commence and continue design, acquire right‐of‐ way, and let construction contracts for system maintenance, traffic safety, pedestrian and bicycle enhancements, and Americans with Disabilities Act (ADA) improvement projects.

Maximizing federal funding opportunities is forcing the department to spend less on maintenance activities on roads (not eligible for federal funding) such as subdivision streets. The department is also spending less on maintenance activity for minor streets and other projects which are not competitive for federal funds. In 2023, the department has budgeted $5 million for subdivision street maintenance countywide despite over $44 million needed to rehabilitate subdivision pavement currently rated in poor condition.

The department is committed to maximizing the impact of every taxpayer dollar and will continue to work to obtain funding from alternative sources for all candidate projects to maximize the ability to provide a safe, flexible, efficient, and well‐maintained transportation system. This includes the utilization of federal funding programs such as the Surface Transportation Program (STP), Congestion Mitigation and Air Quality Program (CMAQ), Transportation Alternatives Program (TAP), and the Highway Bridge Program (HBP) whenever prudent. The department will continue to market the county’s needs to leverage alternative funding.

Despite a transportation work plan of more than $408 million over the next 5 years, there are still hundreds of millions of dollars in needed improvement and enhancements on the road network. The department currently estimates that $267 million is needed to complete the ADA transition plan, which is federally mandated; in addition, it has identified $273 million in pedestrian and bicycle enhancements which would benefit the region and is tens of millions of dollars short annually for basic system maintenance

The department needs additional funding to maintain and enhance the road system. This will require a funding source to be identified and must be coupled with a substantial increase in the department’s

2 The 2023 budget for the Transportation Highway Fund includes an allocation of $22,200,000 from the Transportation Sales Tax.

project development and construction staff to deliver an annual program appropriately sized while continuing to ensure that the county receives quality work and meets Missouri Department of Transportation requirements for projects utilizing federal funds.

*Funding from various grants, municipal partnerships, public/private partnerships, and Traffic Generation Assessment (TGA). Does not include Special Road & Bridge Funds.

**Includes utility adjustments and other miscellaneous project costs

TABLE A: TRANSPORTATION CCP 2023 WORK PLAN FUNDING SUMMARY ($

REVENUE FORECAST

This chapter contains estimates for each of the county’s sources of revenue. Detailed estimates by revenue source and fund summaries are available in the Summary Tables chapter of this document. The methodologies used by the county to project revenues are tailored to each specific source. The county considers current and forecasted economic conditions, historical patterns and cycles, and any other available information when preparing revenue estimates. The Division of Performance Management & Budget prepares estimates for general revenues (property tax, sales tax, etc.) and coordinates revenue surveillance throughout the year. County departments prepare estimates and monitor revenues that are unique to their operations such as fees, fines, rents, etc.

Revenue Overview

Total revenue in all budgeted funds is projected to be $860.2 million in 2023, an increase of $25.2 million or 3.0% from the 2022 revised estimate of $835.0 million. Revenue from taxes (property, sales, utility gross receipts, casino, emergency telephone, and hotel/motel) account for 74.6% of the total. The remaining 25.4% is composed of revenue generated through program activities, intergovernmental (state/federal) revenue, and other sources. Over half (52.1%) of all revenues collected are received in the general funds, and a quarter (24.8%) are dedicated for transportation purposes. The remaining revenues are received in special revenue, enterprise, debt service, and transportation capital construction funds.

2023 Projected Revenues by Category

2023 Projected Revenues by Fund Group

2019-2023 Projected Revenue by Category

Highlights of the 2023 revenue projection include:

 Property Tax (+1.4%): anticipating increasing property values resulting from the 2023 reassessment, minor growth is forecasted due to allowances for inflation and new construction authorized in state law.

 Sales Tax (+5.0%): continued revenue growth due to higher prices and consumer demand.

 Hotel/Motel Tax (+10.0%) and Casino Taxes (+3.6%): continued recovery from the pandemic although not yet exceeding pre‐pandemic (2019) highs.

 Federal Housing revenue in the Justice Center to return ($2.1 million) if staffing levels are high enough to open additional pods.

 Fuel sale revenue, primarily at Spirit of St. Louis Airport, to remain high.

The revenue projection does not include other significant sources of revenues that may be received during 2023. These include a judgment related to the utility gross receipts tax, opioid litigation

settlements, the NFL settlement, or and sale of county property. These items may be added to available revenues when finalized.

Each category of revenue that support county operations is discussed below.

Revenue by Category

Property Taxes

Property tax accounts for 15.2% of total revenue. In the general funds, the main operating funds of county government, property tax provides 27.0% of total revenue. The county levies twenty separate property taxes and deposits the revenue in five funds, including the four general funds and the Debt Service Fund.

Property tax revenues are determined by the assessed value of property (re‐evaluated in odd‐numbered years) and the county’s approved tax rate (set each year). An example of the property tax calculation for residential real estate is shown in Figure 1. Taxes are levied on all taxable real and personal property owned as of January 1st of each year, with tax payments due by December 31st If payment is not made by the deadline, the account becomes delinquent and accrues a penalty of 1% per month.

The St. Louis County Collector of Revenue collects taxes for most taxing districts in the county. A citizen’s property tax bill includes not only county property taxes, but also school district, municipality, service district, and other special district taxes. Although other taxing district’s revenues are collected by the county, they are distributed back to those districts and are not retained by the county. In 2021, property taxes supporting county operations and debt service were responsible for 4.7% of the average taxpayer’s bill.

Figure 1: Tax Calculation Example (Residential Real Estate)

The 2023 proposed property tax rate for St. Louis County remains unchanged from the 2022 level at 41.8 cents per $100 of assessed valuation for residential real estate. The last time the county’s tax rate was increased was 1984.

In the late 2000’s, Missouri law was changed to prevent increases in assessed values during the reassessment process from leading to increased revenue. During reassessment (odd‐numbered) years, if property values increase, the county’s tax rate must be reduced so that property tax revenues do not increase year over year, except for an inflationary allowance. Due to this change, property tax revenues will not increase significantly unless the tax rate is changed.

In even numbered years, the county can increase tax rates up to the tax rate ceilings with a vote of the County Council. If the county chooses to levy a rate lower than the ceiling, the difference is called a “voluntary reduction.” See the chart below for ceilings, voluntary reductions, and levied property tax rates by class of property for 2022. In any year, the tax rates can be increased by a vote of the people.

St. Louis County Property Tax Rates (2022)

Property tax revenue in 2022 is projected to increase by $1.4 million or 1.1%. In 2023, revenues are projected to increase by $1.8 million or 1.4%, pending results of the 2023 property reassessment.

Sales Tax

ST. LOUIS COUNTY PROPERTY TAX RATES (RESIDENTIAL REAL ESTATE)

The county receives revenue from nine separate sales taxes to finance both general government operations as well as specific functions (see summary, below).

In 2022, sales tax revenues are estimated to increase by $30.1 million or 7.3%. In 2023, these revenues are projected to increase by $22.0 million or 5.0%. This projection is intended to be conservative due to the unknown impact of inflation and other economic factors.

Other Taxes

Other Taxes

Other Taxes ($ in millions)

The “Other taxes” group includes the Hotel/Motel tax, utility gross receipts tax, casino taxes, and the emergency telephone tax. Total revenue in this group is estimated to increase $4.0 million or 9.1% in 2022 and $2.5 million or 5.2% in 2023.

 The 3.5% hotel/motel tax is charged on sleeping rooms in the county. These revenues are deposited in the Convention & Recreation Trust Fund and are restricted to support regional convention and tourism activities, mainly debt service on the Cardinals Ballpark, Creve Coeur Soccer Complex, and Convention Center bonds. These revenues are estimated to continue to recover from the pandemic, growing by $2.3 million or 25.0% in 2022 and another $1.2 million or 10.0% in 2023.

 The 5% utility gross receipts tax is charged against the receipts of each public utility (phone, electric, natural gas, and water) derived from servicing the unincorporated area of the county. These revenues are deposited in the General Revenue Fund and are limited to public safety activities. Revenue is estimated to increase by $0.9 million or 3.7% in 2022 and $1.0 million or 3.8% in 2023.

 St. Louis County is the “home dock” community for the River City Casino. The county receives revenue from the Gaming Gross Receipts Tax (2.1% of adjusted gross receipts) and the Admission Tax ($1 per person boarding fee). These revenues are deposited in the General Revenue Fund with gaming gross receipts revenues restricted for public safety uses and admissions tax revenue available for general government operations. These revenues are estimated to continue to recover from the pandemic, growing by $0.7 million or 8.5% in 2022 and $0.3 million or 3.6% in 2023.

 The Emergency Telephone Tax is a 1% tax levied upon the tariffed local service rate. Revenue is deposited in the Emergency Communications Fund and is used to fund a portion of the county’s 911 telephone service. These revenues are projected to be flat in 2022 and 2023.

Assessment & Collection Fees

Assessment and collection fees include revenue received from administrative fees received for collecting taxes (recorded in the General Revenue Fund) and assessing property (recorded in the Assessment Fund). Revenue in this category is estimated to decrease by $6.1 million or 13.9% in 2022 and remain virtually unchanged in 2023 at $37.7 million. Revenue fluctuation in this category is primarily due to the timing of when tax payments are received, and the amount of taxes paid late.

Intergovernmental Revenue

The intergovernmental revenue category is used to record revenue received from local governments, the State of Missouri, and the federal government that are deposited in one of the budgeted funds (many federal grants are deposited in specific grant funds that are appropriated by the Council when they are received). Most of the revenue received is for transportation purposes, including $13.8 million (37.5% of the total) from the County Aid Road Tax (CART) and $13.7 million (37.4% of the total) for federal support of highway capital projects. Overall, intergovernmental revenues are projected to increase by $6.7 million or 24.7% in 2022 due to growth in CART revenue and federal highway funding and another $3.0 million or 8.9% in 2023.

Note: Federal American Rescue Plan Act (ARPA) funds are not included in this amount because they were received in a fund not included in the annual budget presentation (Coronavirus Aid, Relief, and Economic Security (CARES) Fund.

Charges for Services

Charges for services include revenue collected by county departments to offset some or all costs of providing services to the public. These revenues include recording fees, health fees, park and recreation fees, law enforcement service contracts and fees collected for the provision of services at the Justice Center.

Revenue in this category is estimated to decrease by $5.5 million or 10.7% in 2022. This decrease is due a reduction in the amount of recording fees, park and recreation fees, and both federal and state housing revenue (associated with the Justice Center). Revenue is projected to increase by $4.6 million or 10.1% in 2023 due to normalization of recording fees, additional police contract revenue, and an expected increase in federal housing revenue in the Justice Center. See the chart below for further detail.

All Other Sources

Other Sources

“All Other Sources” includes revenues from the licenses & permits, fines & forfeitures, investment earnings, rents & concessions, fees, and other revenue categories as described below. The total combined revenue from these sources is estimated to increase by $16.1 million or 18.7% in 2022 and decrease by $8.7 million or 8.4% in 2023.

 Licenses & permits include revenue received from the purchase of animal licenses, building licenses, building permits, etc. Revenues in this category are estimated to decrease by $1.0 million or 4.9% in 2022 due to a forecasted reduction in building permit revenue as activity normalizes post‐pandemic. Revenue in 2023 is projected to increase by $173,600 or 0.9% due to projected growth in building and mechanical permit revenue

 Revenues in the fines and forfeitures category is estimated to increase by $196,500 or 34.8% in 2022 due to growth in revenue received by the Municipal Court, Department of Judicial Administration, and the Department of Revenue. In 2023, minimal change is expected with growth of $8,800 or 1.2%.

 Revenue in the investment earnings category reflects interest earned on the county’s fund balances and recording of the unrealized gains and losses associated with the county’s investment holdings. The investment earnings category is projected to receive $1.2 million of

revenue in 2023. Strong growth in interest earned will be offset by the recording of unrealized losses associated with investments necessary to comply with accounting standards.

 The rents & concessions category includes revenue from rental of facilities primarily through the Department of Parks and Recreation and Spirit of St. Louis Airport. In 2022, revenue is estimated to increase by $98,200 or 1.7% and in 2023, revenue is projected to increase by $326,800 or 5.7%. Growth in both years is due to increases in revenues from park and recreation facility rentals.

 The fees category includes franchise fees, fees collected from landfills, the Sewer Lateral Program, Water Service Line Program, and court fees and costs. Revenue in this category is estimated to increase by $93,600 or 0.7% in 2022 due to higher revenue from court fees and costs and franchise fees. In 2023, revenue is projected to decrease by $681,000 or 4.7% due to a reduction in franchise fee revenue (which were higher in 2022 due to a timing issue).

 Other revenues include all revenues that were not appropriate to classify in another category. These revenues include fuel sales, overhead charges assessed to funds other than the General Revenue Fund, sale of fixed assets, and other miscellaneous revenues. Revenues in this category are estimated to increase by $7.4 million or 16.1% 2022 and decrease due to revenue from the sale of fuel at Spirit of St. Louis Airport. In 2023, revenues are projected to decrease by $689,400 or 1.3% due to a projected reduction in fuel revenue as prices moderate.

For More Information:

See the following information in the Summary Tables section of this document or, visit the County’s Open Revenues website:

 Table 5: 2022‐2023 Revenue Estimate Summary by Fund

 Table 6: 2017‐2023 Detailed Revenue Estimate: All Budgeted Funds

FINANCIAL SUMMARIES

This chapter contains the following financial summary tables:

 Table 1: 2023 Financial Plan Calculations

 Table 2: 2023 Appropriations by Fund and Department

 Table 3: 2023 Appropriations by Fund and Category

 Table 4: 2021‐2023 Position Summary

 Table 5: 2022‐2023 Revenue Estimate Summary by Fund

 Table 6: 2017‐2023 Detailed Revenue Estimate: All Budgeted Funds

 Table 7: 2022‐2027 Public Safety Sales Tax Estimates

Table I: 2023 Financial Plan Calculations

*The County Charter provides that the budget for each fund shall be limited to the lesser of estiamted revenue for the budget year and the current year, plus any unencumbered cash balance in the fund at the end of the current year

^Fund Balance adjustments to Highway Capital Construction Funds in 2022 reflects projects budgeted in prior years

Table 2: 2023 Appropriations by Fund and Department/Office

Table 3: 2023 Appropriations by Fund and Category

Table 4: 2021

‐2023 Position Summary

Table 5: 2022

‐2023 Revenue Estimate Summary by Fund

6: 2017‐2023 Detailed Revenue Estimate: All Budgeted Funds

ACTUALACTUALACTUALACTUALACTUALACTUALACTUALESTIMATEDPROJECTED

Table 7: Public Safety Sales Tax Estimates

Economic Development & Infrastructure

*Excludes capital projects funded through the Federal Aid Urban Trust Fund and the Transportation Highway Fund. These funds are detailed in the Capital Improvement Program section of this document.

St. Louis Economic Development Partnership

Rodney Crim, CEO and President

ADOPTED FY23 BUDGET

$4,486,000

DEPARTMENT MISSION

FULL TIME EQUIVALENTS

St. Louis Economic Development Partnership (SLEDP) is the regional economic development organization which attracts, retains, and facilitates growth of businesses in St. Louis County and City. The Partnership works with economic development partners to help companies of all sizes thrive in the St. Louis region. The Partnership serves as a convener and partner on strategic regional economic development initiatives.

BUDGET OVERVIEW

The 2023 adopted budget for the St. Louis Economic Development Partnership is $4,486,000. This budget includes $146,000 in funding for a 4% merit raise program for SLEDP employees. SLEDP continues to effectively manage the organization’s costs while also continuing to deliver services that increase business investment and jobs, assist small businesses, and increase innovation. Additionally, the Partnership works collaboratively with partners within the region to attract resources and provide comprehensive economic development opportunities within St. Louis County.

In 2022, the St. Louis Economic Development Partnership facilitated and partnered with other organizations to address illegal dumping in Kinloch and Wellston. Addressing these issues and participating in planning efforts is helping prepare these cities as well as others for economic development opportunities. SLEDP has assisted projects in St. Louis County areas to create economic development opportunities, including Jamestown Mall and environmental remediation projects.

The St. Louis Economic Development Partnership has been active in 2022 in partnering with other organizations to develop comprehensive proposals to go after federal grant opportunities that will benefit St. Louis County and the St. Louis region. This has resulted in more small business lending capacity, improvements to our owned and managed business incubators in four geographic areas and the 39 North AgTech Innovation District of St. Louis County. The Partnership is addressing infrastructure improvements to generate safe streets and economic development opportunities. SLEDP participated on the core team that established an agreement with Lufthansa to provide direct nonstop service to Europe. The inaugural flight on June 1, 2022, ended a 20‐year history of no direct flights from St. Louis to Europe by a mainline carrier. The economic benefits of these direct flights to Europe include retaining our existing companies and attracting new companies, employees, visitors, and investments that are estimated to generate $50‐$100 million to the regional economy.

From local communities to the international markets, The St. Louis Economic Development Partnership is stimulating economic development.

CORE BUSINESS FUNCTIONS

St. Louis Economic Development Partnership is responsible for the management of:

→ Attracting, retaining, and growing businesses and jobs and increasing capital investment

→ Advancing community investment, the St. Louis Promise Zone, and redevelopment of strategic real estate assets

→ Supporting startups and the entrepreneurial communities and facilitating access to resources

→ Accelerating growth of the region’s foreign‐born populations through the Mosaic Project

→ Increasing foreign trade and investment

→ Facilitating major economic development projects

PROGRAM DESCRIPTIONS

Business Development & Business Lending

The Business Development (BD) division works effectively with economic development partners including St. Louis Development Corporation (SLDC), Greater St. Louis Inc., Missouri Partnership, and Missouri Department of Economic Development (MODED) to attract, retain, and grow businesses in St. Louis County and St. Louis City. In the first eight months of FY22, the BD division has announced projects that total $151.6 million in investment, bringing 604 new jobs to St. Louis and retaining 370 jobs. A few significant projects include:

 Alcatraz Trucking: 25 new jobs / 14 existing jobs retained / $4.7 million investment /company expanded its current headquarters by building a new HQ office building and service center site, / located in Green Park

 Business Retention project: 100 new jobs/ 750 existing jobs/ $40 M investment/ located in Creve Coeur

 Pfizer: 70 new jobs / Approximately 750 colleagues and contractors retained / $42.9 million investment / 37,000 sq feet new expansion for an approximate 12% increase in size of the current Research and Development Facility in Chesterfield, MO

 New Market Tax Credits: Heartland Regional Investment Fund received an allocation in 2021 of $50M / 4 current projects / leveraged investment $60M / 410 new jobs

The Business Lending division offers Small Business Administration (SBA) 504 loans, various commercial revolving loan funds, and industrial revenue bonds. These funds can be used for various items including working capital, equipment, and inventory in addition to purchasing real estate and equipment for both existing and new businesses.

The amount funded in St. Louis County and City to date for fiscal year 2022 was $4,204,000 in SBA loans, $3,143,700 in Revolving Loan Fund (RLF) loans, and $12,221,000 in Industrial Development Authority (IDA) bonds, totaling $19,568,700 across all programs through 24 total loans, a strong increase of loans when compared to prior years. A few highlighted loans include:

 Integrity Web Consulting, Inc. – Integrity Web Consulting is a web design firm that works with clients all around the world ranging from large firms to start‐ups. Integrity utilized an SBA 504 loan to purchase the top two floors of the historic Tivoli Theatre in the Delmar Loop, which supported the creation of an additional 10 jobs at the firm.

 Flex Training & Conditioning – Flex Training & Conditioning is a fitness, wellness, and training company that has been expanding from training at other’s gyms to needing their own location to manage an expanding client base. The business utilized a U.S. Economic Development Administration (EDA) loan in order to purchase equipment and utilize working capital to expand to their first physical location in Earth City, MO.

 Steve Schmitt Kia – Having purchased the Kia dealership located in Florissant in February 2019, the Steve Schmitt family of car dealerships, which has been operating in Illinois since 1969, expanded to their first location in Missouri. Utilizing an SBA 504 loan, they purchased the property they were leasing, which improved their cash flow, which resulted in an expansion of car service operations and creation 14 new jobs.

Community Investment and Real Estate

The Community Investment and Real Estate (CI&RE) division manages the federally designated Promise Zone for St. Louis County and City. Promise Zone staff work alongside regional leaders to improve economic activity, health and wellness, educational outcomes, workforce readiness, and sustainable communities in economically distressed areas of North County and North City.

The team coordinates tools and resources for business and community development in North County and the Promise Zone including site selection, brownfield site assessment grants and the brownfield revolving loan fund, Promise Zone AmeriCorps Vista Program, community engagement, government relations, and workforce development.

A few significant highlights include:

 West Florissant Great Streets – worked with County Transportation on $18.2 million RAISE Grant to fund a significant portion of the West Florissant Great Streets (WFGS) project.

 Brownfield Program ‐ The Environmental Protection Agency (EPA) awarded LCRA $1.9 million to continue the cleanup of contaminated brownfield sites. The LCRA’s Brownfield Revolving Loan Fund Program has committed more than $1 million to brownfield cleanup projects, leveraging more than $24 million in investment. Projects include Heege Neighborhood Retail Center, Lemay riverfront, and former River Roads Mall in Jennings. Two sites currently undergoing cleanup efforts are 9844 and 9846 West Florissant Avenue in Dellwood, these will become the Urban League Plaza, a new 13,500 square foot multi‐use facility. This commercial center will serve as an incubator for new businesses, a home for established and committed partners, and a community service center for area families.

 Build Healthy Partners Network Grant ‐ Worked with Spanish Lake CDC to secure a $40,000 national planning and technical assistance grant focused on launching the STL County Northeast Corridor Investment Initiative (NECII). The NECII is a new community‐based initiative coordinating the development efforts of Spanish Lake, Glasgow Village, and Castle Point.

 Castle Point Cleanup ‐ Partnered with the Urban League, Regional Business Council, elected officials, St. Louis County Problem Property Unit, and other community partners to clean up and build up Castle Point. Over 100 volunteers cleaned and cleared 30 vacant lots in the neighborhood. The group worked to cut down overgrown greenery, remove debris, collect trash, and move eight cubic yards of mulch to the garden at the Community Empowerment Center.

The Real Estate Division helps manage four incubators, manages the MET Center workforce facility, as well as provides support staff to the LCRA and St. Louis County Port Authority.

Some division highlights include:

 Received a grant through Missouri Department of Conservation for illegally dumped tires clean‐up in the City of Kinloch.

 Received a CDBG grant for removal of uninhabitable residential housing in Lulu Heights in Wellston.

 Ongoing maintenance of LCRA properties.

 Working with the City of Wellston to establish a Mow to Own Program within the context of a land use plan.

 R&R project – Redevelopment of 10148 West Florissant Avenue ‐ Old Springwood Plaza Missouri Development Finance Board – LCRA applicant.

 Completion of Olive and Lindbergh interchange – Partnering with City of Creve Coeur and Missouri Department of Transportation.

 Partnering with Great Rivers Greenway on Greenways in the City of Wellston and City of Creve Coeur as part of the 39N District.

Defense/Advanced Manufacturing Initiatives

The St. Louis Economic Development Partnership coordinates and facilitates the Regional Advanced Manufacturing Partnership (RAMP) group. Initiated as a grant‐funded project of the Office of Economic Adjustment (OEA) of the U.S. Department of Defense, the RAMP group convenes a broad spectrum of regional leaders to focus attention on creating a regional ecosystem for advanced manufacturing. The Partnership, in collaboration with Greater St. Louis Inc., Boeing and other key stakeholders is in the process of establishing the Advanced Manufacturing Innovation Center (AMICSTL) to create a more diversified and resilient advanced manufacturing sector to ensure long‐term regional economic vitality while also leveraging existing robust regional aerospace and automotive manufacturing sectors and expertise. AMICSTL will ensure a more resilient regional defense sector supply chain. In August 2022, The Boeing Company made a $5 million grant to support the AMICSTL, and in September 2022, the Partnership, in conjunction with Greater St. Louis, Inc. won a national competition (Economic Development Administration’s Build Back Better Regional Challenge). Out of 529 original applicants, St. Louis was one of 21 regions to receive funding. Various organizations within the region were awarded grants totaling $25 million that will be used to assist regional AMIC projects. Over the next four years AMIC will connect to our established sectors including aerospace, automotive, bioscience, AgTech and other emerging sectors.

Major Projects & 39 North (39N)

The Major Projects/39 North division was established to manage the 39 North Master Plan, which was funded by a $500,000 grant from the U.S. Department of Commerce. The plan created a vision for an innovation district in St. Louis County that is uniquely positioned to advance the region’s global leadership in plant and life sciences. The district is geared toward lifestyle preferences often sought by highly skilled employees, including mixed retail, residential, and office space connected by walking and biking trails and green space.

The 600‐acre innovation district is anchored by the Donald Danforth Plant Science Center, BRDG Park, the Helix Incubator, Bayer Crop Science, and the Yield Lab. The 39 North Master Plan has five transformative goals: strengthen corridors and establish new traffic patterns; connect assets and opportunity sites; establish a cohesive development framework; create a mixed‐use center of activity; and communicate the district.

To date, $10.4 million of a mix of federal, state, and local transportation dollars have been secured to plan and build the priority infrastructure projects, and for marketing efforts to communicate about the district.

The Olive/Lindbergh interchange expected completion date is July 2022. SLEDP is partnering with the City of Creve Coeur, Green River Greenways, the Danforth Plant Science Center, and other partners on the Old Olive Great Streets Project and the 39N Greenway.

St. Louis Mosaic Project

The St. Louis Mosaic Project is a regional initiative that aims to be a cultural mosaic to help immigrants integrate into the region. Mosaic’s mission is to amplify the many ways that St. Louis is welcoming to foreign‐born individuals who re‐locate here for employment, educational, or other opportunities. Mosaic’s current goals are to continue to transform St. Louis into the fastest‐growing major U.S. metro area for immigration by 2025 and add 25,000 foreign‐born people to the region by the year 2025 against the base in 2016. With lowered immigration and refugee opportunities in the prior federal administration coupled with travel restrictions due to COVID‐19, the past year saw few arrivals. The new federal administration took office in January 2021 and immigration policies have been slow to open and remove backlogs. We anticipate at least 1,000 arrivals in 2022 through Afghan refugees as well as an additional 1,000 international students for a total of 2,000.

The Mosaic Project’s programs include: 910 Mosaic Ambassadors; 108 Mosaic Ambassador schools; 49 Mosaic Ambassador companies; Professional Connector, which to‐date has assisted close to 360 work‐authorized, foreign‐born individuals in St. Louis find employment or make a career change; Global Talent Hiring to assist career advisors at 17

area universities in preparing international students with interview and career skills; International Spouse Meet‐Up Group, which connects more than 675+ international spouses as well as the International Mentoring Program which connects 195 local women with 195 international women, mostly from the region's largest companies and universities; entrepreneur support assisting 100+ immigrant entrepreneurs to‐date, connecting to the region’s ecosystem of financial and business support; assists in getting business grants and economic assistance to immigrant and ethnic businesses through the various ethnic chambers; helping Afghan and Ukrainian newcomers with job networking plus connections to resources and working with St. Louis County and a group of immigrant leaders for language access for COVID‐19 vaccinations, transit access information, safe family living, and other key information.

World Trade Center St. Louis (WTC)

For more than 25 years, as the international division of the St. Louis Economic Development Partnership, World Trade Center St. Louis (WTC) has supported growth for the region’s businesses as well as ensuring St. Louis companies are represented in an increasingly global marketplace. From customized market research to trade training, hosting inbound and outbound delegations, and managing St. Louis’ Foreign Trade Zone, Mosaic Project, Sister Cities organizations, and EB‐5 Regional Center, WTC brings together a strong system of business and government agencies to support trade and investment and enhance St. Louis’ global connectivity.

WTC trade and investment goals include increasing the number of exporting companies by 10% by 2025 and adding 5,000 regional jobs tied to foreign investment by 2025. WTC leads ecosystem support between local companies and partners to facilitate export growth while also expanding the St. Louis region’s economic base by attracting and retaining global investment.

St. Louis connects to the world with new non‐stop flights to Frankfurt, Germany. Regional collaboration, led by SLEDP, Greater St. Louis Inc., St. Louis Lambert International Airport and World Trade Center St. Louis reached an agreement with Lufthansa. WTC organized a trade mission of 32 local civic, economic development and business leaders to Germany on the inaugural Lufthansa June 1, 2022 flight.

Additional accomplishments include hosting 17 trade and foreign investment seminars with more than 650 attendees. WTCSTL and partners facilitated 65 business retention and expansion meetings with a strong focus on developing access to new international markets and supporting foreign‐owned companies with local operations.

Strategic Initiatives

The Strategic Initiatives division worked with our regional partners to create and manage a five‐year St. Louis County‐City Comprehensive Economic Development Strategy (CEDS). The division will begin updating the previous CEDS in the near future. The division also helps identify and facilitate grant opportunities and led the efforts to reaccredit the Partnership with the Accredited Economic Development Organization (AEDO), an international accreditation certification of the International Economic Development Council. This division also led the effort to update the Partnership’s five‐year strategic plan for the organization, resulting in a new focus on increasing services to small businesses and planning‐related support to municipalities and unincorporated St. Louis County.

STRATEGIC PRIORITIES AND PERFORMANCE METRICS

 Grow/retain jobs and increase capital investment (O ‐ Family‐Sustaining Jobs)

 Support startups and the entrepreneurial community (O ‐ Family‐Sustaining Jobs)

 Advance community investment and redevelopment of strategic real estate assets (O ‐ Family‐Sustaining Jobs)

 Accelerate growth of the region’s foreign‐born populations (O ‐ Family‐Sustaining Jobs)

 Increase foreign trade and investment (O ‐ Family‐Sustaining Jobs)

BUDGET SUMMARY

Department of Planning

Jacob W. Trimble, AICP, Acting Director

ADOPTED FY23 BUDGET

$970,461

DEPARTMENT MISSION

FULL TIME EQUIVALENTS

11.4

The mission of the Department of Planning is to foster healthy communities by guiding development and reinvestment, developing long‐range plans, promoting citizen engagement, and using data and information technology to guide public policy.

BUDGET OVERVIEW

The 2023 adopted budget for the Department of Planning is $970,641, a decrease of $1,266,587 or 56.6 percent from the 2022 adjusted budget of $2,237,048. Personnel costs comprise 86.8 percent of the budget for 14 positions (11.4 full time equivalents). Operating expenses account for the 13.2 percent of the budget.

SIGNIFICANT CHANGES

The 2023 adopted budget does not include one‐time funding of $1 million that was allocated for a comprehensive land use plan in 2022.

The County Council increased the Planning Department’s budget by $2,247 (0.2%) compared to the County Executive’s recommendation due to an increase in the retirement fringe benefit rate.

CORE BUSINESS FUNCTIONS

The Department of Planning is responsible for the management of:

→ Administering the Zoning and Subdivision Ordinances

→ Preparing community plans, small area studies, and other small geography planning documents

→ Preparing the County’s Comprehensive Plan and guiding its implementation

→ Monitoring annexations and municipal boundary changes throughout the County

→ Processing petitions for changes in zoning and other special procedures as outlined in the Zoning Ordinance

→ Site Development Plan and Subdivision Plat review

→ Staffing of the Planning Commission and Board of Zoning Adjustment

→ Subdivision and land disturbance escrow management

→ Home day care licensing

→ Outreach and planning in targeted communities

→ Serves as the county’s liaison to the Boundary Commission

→ Responding to citizen inquiries

STRATEGIC PRIORITIES AND PERFORMANCE METRICS

 Assess boundary issues advocating for unincorporated St. Louis County with the Boundary Commission (GG –Constituent Experience)

 Improve the quality of customer service, information sharing and public engagement in our planning, development, and funding review processes by using tools such as infographics, web‐based platforms, social media, and IT systems (GG – Constituent Experience)

 Promote housing and neighborhood options for all by developing attractive neighborhoods and improving the ability of residents to age in place (O – Improve Quality of Life)

 Reinvest in places and spaces by supporting redevelopment of obsolete commercial areas, creating safe communities with access to goods and services (O – Inclusive Development)

 Promote sustainable development of the county by researching land‐use best practices from around the nation and implementing regulations to reduce climate and other environmental impacts (O – Improve Quality of Life)

ORGANIZATIONAL CHART

Spirit of St. Louis Airport

John D. Bales, Director

ADOPTED FY23 BUDGET

$35,908,120 FULL TIME EQUIVALENTS 17.0

AIRPORT MISSION

The mission of the Spirit of St. Louis Airport is to provide a safe, efficient, dependable, and attractive first‐class public facility that professionally serves the users and tenants. The airport strives to maintain its role as a major air transportation facility for the St. Louis region, while continuing to be a responsive and responsible neighbor to the surrounding community.

BUDGET OVERVIEW

The 2023 adopted budget for Spirit Airport is $35,908,120 a decrease of $1,460,029, or 3.9 percent from the 2022 adjusted budget of $37,368,149. Personnel costs comprise 3.8 percent of the budget for 24 positions (17.0 full time equivalents). Operating expenses account for 94.2 percent and capital expenses account for 2.0 percent of the budget.

CORE BUSINESS FUNCTIONS

Spirit of St. Louis Airport is Federal Aviation Administration (FAA) Air Carrier Certificated Airport and is responsible for the management of:

→ A self‐supporting enterprise fund through the sale of jet fuel

→ A 7,485‐foot all‐weather runway

→ A 5,000‐foot parallel runway

→ Precision Instrument Landing System (ILS) approaches

→ FAA Control Tower

→ 24‐hour United States Customs Service

→ 24‐hour Airport Police Service

→ 24‐hour Aircraft Rescue Firefighting response service

STRATEGIC PRIORITIES AND PERFORMANCE METRICS

 Increase flight traffic and fuel sales (GG – Efficient and Responsible)

 Continue a land acquisition program to convert properties currently under 99‐year lease to fee simple (GG –Improve Effectiveness)

 Develop and lease available airport real estate, with increased promotion and marketing, providing increased revenues and economic development opportunities for St. Louis County (O – Inclusive Development)

 Increase public relations activities to educate the community of the great asset that the Spirit of St. Louis Airport is for St. Louis County and the region (O – Rebuild Pride and Optimism)

Note: an “x” included in a performance metric data field means that data has not historically been reported. The 2023 business plan includes many new performance metrics where the department will capture and report data going forward.

ORGANIZATIONAL CHART

Department of Transportation & Public Works

Stephanie Leon Streeter, P.E., Acting Director

ADOPTED FY23 BUDGET

$108,421,999

DEPARTMENT MISSION

FULL TIME EQUIVALENTS 713.8

To promote the health, safety, and well‐being of St. Louis County residents by providing a transportation system that supports multi‐modes and encourages regional growth and opportunity; enforce internationally accepted building and property maintenance codes reasonably and judiciously for public health, safety and protection; provide customer friendly building spaces in which to conduct county business; and support innovative problem solving that enhances public service.

BUDGET OVERVIEW

The 2023 adopted budget for the department of Transportation & Public Works is $108,421,999, an increase of $4,446,276 or 4.3 percent from the 2022 adjusted budget of $103,975,724. Personnel costs comprise 53.7 percent of the budget for 724 positions (713.8 full time equivalents). Operating expenses account for the 41.8 percent and capital expenses account for 4.5 percent of the budget.

SIGNIFICANT CHANGES

The 2023 adopted budget includes $900,000 to support on‐call maintenance services for County properties and $500,000 for on‐call civil plan review services.

The County Council reduced the Department of Transportation and Public Works budget by $2,945,717 (2.6%) compared to the County Executive’s recommendation to remove the value of 75% of vacant positions and eliminate funding for an expansion of neighborhood services and electric vehicle charging infrastructure.

CORE BUSINESS FUNCTIONS

The Department of Transportation & Public Works is responsible for the management of:

→ Planning, design, construction, inspection, operation, and maintenance of 3,169 lane‐miles of road

→ 220 vehicle and pedestrian bridges

→ 1000+ crossroad culverts

→ 1,300 miles of sidewalks

→ 47 miles of dedicated on‐street bicycle lanes

→ 12.8 miles of signed bicycle routes

→ 674 signals and beacons

→ 250,000 signs

→ 35 owned buildings (2.9M gross ft2)

→ 18 building leases (0.3M gross ft2)

→ Review of 12,000 plan sets

→ Issuance of 57,000 permits

→ 137,000 construction inspections

→ 14,800 re‐occupancy inspections

→ 9,300 property maintenance inspections

PROGRAM DESCRIPTIONS

Project Development

→ Monitoring of over 1,800 vacant nuisance properties

→ Mowing of 3,300 vacant lots

→ Capital and operating budget development and oversight

→ Supply acquisition and safety training

→ Maintenance of 3,628 vehicles, trucks, and engine‐powered equipment

→ Maintenance of 2 county‐owned parking garages

→ Fuel supply for county vehicles/equipment and municipal fleets by contract

→ Contract management of water service line repairs on qualifying residential lines within St. Louis County

→ Contract management of sewer lateral line repairs in unincorporated St Louis County and within municipalities by contract

In 2020, the Division of Project Development was formed by the merge of the Planning & Programming and Design divisions. The merger offers streamlined project delivery service from project inception to bidding. The division compiles road, traffic signal, intersection, bridge, bicycle, sidewalk, ADA and rehabilitation needs and performs needed analysis to develop a fiscally responsible five‐year Transportation Capital Construction Program. Utilizing both in‐house staff and contracted professional services, the division will plan and design both capital improvement and maintenance projects. The division applies current federal, state and county standards as well as context sensitive design methodology to plan and design future projects. The division coordinates with the Minority and Women Business Enterprise (M/WBE) Program on participation goals for professional service and construction contracts and oversees the contract procurement process for contracted services. Frequently, the division secures alternative funding from innovative finance sources, federal and state programs and partnerships with key stakeholders to advance projects and programs. The division also acquires right‐of‐way and handles real estate transactions to accommodate project buildout utilizing both staff and contracted services. Public input is important in the project process, so this division also holds public forums/informational open houses and uses area engineers as liaisons between the department, St. Louis County residents and other agencies to understand and address community issues. In addition to traditional project

development services, the division’s bridge inspection team performs approximately 400 bridge inspections and 150 culvert inspections annually.

Note: Site/construction plans, Special Use Permits and flood plain studies pertaining to work in unincorporated St. Louis County or that involves St. Louis County right‐of‐way within municipal boundaries, are reviewed by Civil Plan Review in the Division of Code Enforcement.

Strategic Priorities and Performance Metrics:

 Priority 1 (TP1.1): Maintain infrastructure in fair or better condition (Pavement Condition Rating [PCR] 5‐10) (GG – Efficient and Responsible)

 Priority 2 (TP1.2): Improve transportation infrastructure through the design and implementation of capital improvement projects (GG – Efficient and Responsible)

 Priority 3 (TP1.3): Secure alternative funding (O – Improve Quality of Life)

Note: an “x” included in a performance metric data field means that data has not historically been reported. The 2023 Business Plan includes many new performance metrics where the department will capture and report data going forward.

Construction

The Construction Division inspects and oversees contract construction and preservation work performed within St. Louis County right‐of‐way and right‐of‐way improvements performed by subdivision and commercial developers. The division performs field surveys and operates a Materials Testing Laboratory accredited by the American Association of State Highway and Transportation Officials (AASHTO) to ensure that the expenditure of public monies on new construction projects and the rehabilitation of existing county‐maintained roads results in a quality transportation system. The division performs research, testing and analysis of materials incorporated into roadway construction contracts and right‐of‐way improvements, and provides materials testing services to other divisions, departments, and municipalities. Construction staff also works with the M/WBE Program Office to assure contract provisions are being met. The division performs project survey layout work, benchmark and right‐of‐way monument preservation and provides survey work for other county departments. The Construction Division also enforces St. Louis County’s Land Disturbance Code for residential properties.

Strategic Priorities and Performance Metrics:

 Priority 1 (TP2.1): Administer quality road and bridge construction with a delivery emphasizing overall value and safety for the customers (GG ‐ Efficient and Responsible)

Operations

The Operations Division lays asphalt, pours concrete, replaces culverts, fills potholes, mows grass, plows snow, spreads salt, removes pavement debris, repairs sidewalks and driveway approaches, repairs bridge decks, sweeps roads, removes trees and tree branches, cleans up litter, removes dead animals from the road and right‐of‐way, and performs many other tasks directly related to providing a safe, obstruction and hazard free road system. The division manufactures and installs street signs, maintains traffic signals, stripes pavement, conducts traffic studies and runs state‐of‐the‐art traffic operations from the Traffic Operations Building (TOB) featuring a traffic signal control room, enabling signal system integration with MoDOT’s system, remote signal control in real‐time and traffic monitoring.

Strategic Priorities and Performance Metrics:

 Priority 1 (TP3.1): Maintain public safety and mobility through active snow removal activities (GG ‐ Efficient and Responsible)

 Priority 2 (TP3.2): Actively resolve citizen service requests in a timely manner (GG ‐ Constituent Experience)

Performance Metric:

TP3.2: Customer Survey results x x x x

Fleet Management/Garage

The Fleet Management/Parking Garage Division provides cradle‐to‐grave services for 3,628 motor vehicles and other engine‐powered machinery owned by St. Louis County, including acquisition, vehicle registration, preventative maintenance, repair service, emissions testing, fueling, and disposal via public auctions. The division operates two county‐owned parking facilities in the City of Clayton providing 2,254 parking spaces for both employees and the public as well as parking by lease contract. Division staff operate the county’s vehicle pool, dispenses 1.3 million gallons of fuel annually from 8 fuel sites located throughout the county and provides mechanic and fuel services under contract to municipalities.

Strategic Priorities and Performance Metrics:

 Priority 1 (TP4.1): Complete all preventative fleet maintenance actions on schedule (GG ‐ Efficient and Responsible)

Performance Metric:

Administrative Services

The Administrative Services Division provides administrative, fiscal and personnel services. The division maintains department records, manages payroll and benefits, recruitment, and job classification evaluation, assists in disaster recovery coordination, oversees supply issuance, and manages the department’s safety program. Division staff also oversees the county’s Water Service and Sewer Lateral Line Repair programs through which approximately 650 residential water service line repairs are performed annually throughout the county, and approximately 1,200 sewer lateral repairs are performed annually in unincorporated St. Louis County and in 12 contract municipalities.

Strategic Priorities and Performance Metrics:

 Priority 1 (TP7.1): Improve staff recruitment and retention (GG ‐ Efficient and Responsible)

 Priority 2 (TP7.2): Provide responsive sewer lateral and water service program support to customers (GG ‐  Efficient and Responsible)

Code Enforcement

The Code Enforcement Division reviews plans, issues permits, and conducts inspections related to the enforcement of land disturbance, building, mechanical, electrical, plumbing, commercial and residential property maintenance, zoning, and public safety‐related codes throughout unincorporated St. Louis County and for municipalities that contract with St. Louis County. The division handles licensing of the mechanical, electrical and plumbing disciplines. Re‐occupancy inspections occur on single‐family homes and apartments (in unincorporated St. Louis County and in 10 municipalities by contract) every year. The division also issues permits for work being completed on St. Louis County’s Transportation System. The Business Assistance Center (BAC) within the Code Enforcement Division assists new and expanding businesses in navigating St. Louis County’s plan review, permitting, inspection and licensing processes, identifies and addresses potential pitfalls beforehand through pre‐design project meetings and acts as a liaison between county departments and business owners throughout their project’s life.

Strategic Priorities and Performance Metrics:

 Priority 1 (TP6.1): Actively investigate and respond to property maintenance complaints (GG ‐ Improve Effectiveness)

investigate and respond to property maintenance complaints – Target: 10 working days

Facilities Management

The Facilities Management Division prepares the five‐year Capital Improvement Program for facility assets. The division identifies short‐term and long‐term needs and priorities related to buildings and systems. Both basic facilities capital and maintenance projects as well as complex building projects are designed within this Division. Complex building project construction is performed by contractors while maintenance projects are completed by in‐house staff. Staff works with the county’s Procurement section to bid out work or select winning proposals that also follow County diversity requirements to complete projects to be performed by private contractors.

The division operates and maintains 53 buildings/facilities owned or leased by St. Louis County. Encompassing 3.2 million gross square feet, these facilities are located throughout the county and include office buildings, the County Justice Center, the County Courthouse, public health clinics, police precincts, parking garages, and a morgue. The division performs maintenance, repair and minor construction including heating, ventilation and air conditioning, electrical, plumbing, carpentry and sheet metal work. Specialty service contractors are used to assist in troubleshooting and repairing major systems and equipment. Janitorial work is accomplished primarily through service contracts.

Strategic Priorities and Performance Metrics:

 Priority 1 (TP5.1): Maintain average facility condition across all owned facilities at fair or better rating (GG ‐

Efficient and Responsible)

 Priority 2 (TP5.2): Support the use of alternative power and efficiency options (GG ‐ Efficient and Responsible)

 Priority 3 (TP5.3): Maintain fair or better occupant ratings of facility cleanliness and thermal comfort (GG ‐

Efficient and Responsible)

ORGANIZATIONAL CHART

St. Louis County Executive

Chief Administrative Officer

Director of Transportation & Public Works

Deputy Director of Transportation & Public Works

Fleet

Administration

Garage Operations

Fiscal Services

Fleet Operations

Safety Administration

Project Development

Transportation Planning

Estimating and Design

Code Enforcement

Building/MEP Permit/Plan Review/ Inspections

Property Maintenance & Re‐Occupancy

Personnel

Public Information

Telephone/Mail Room/Central File/Microfilm

Water Service & Sewer Lateral Repair Program

Property Acquisition

Transportation (SUP) Permitting & Plan Review

Bridge Inspection

Flood Plain & Land Disturbance

Facilities Management

Building Maintenance

Building/System Planning, Design & Construction

Facility Leases

Construction

Operations

Construction Inspection Materials Lab

Transportation System Maintenance

Traffic Operations

Surveying

Traffic Studies

Signs, Signals, & Striping

BUDGET SUMMARY

Health & Well‐Being

St. Louis County Children’s Service Fund

Emily Koenig, Executive Director

$83,998,841 FULL TIME EQUIVALENTS

ADOPTED FY23 BUDGET

25.5

FUND MISSION

The mission of the Children’s Service Fund (CSF) is to improve the lives of children, youth, and families in St. Louis County by strategically investing in the creation and maintenance of an integrated system of care that delivers effective and quality mental health and substance use treatment services.

BUDGET OVERVIEW

The 2023 adopted budget for CSF is $83,998,841, an increase of $28,016,946 or 50.0 percent from the 2022 adjusted budget of $55,981,895. Personnel costs comprise 3.0 percent of the budget for 27 positions (25.5 full time equivalents). Programmatic investments in the community account for the remaining 97.0 percent of the budget.

SIGNIFICANT CHANGES

The 2023 adopted budget includes an increase of $28.0 million for the Children’s Service Fund to provide sufficient appropriation authority to accommodate an overlap in grant funding cycles.

CORE BUSINESS FUNCTIONS

The St. Louis County Children’s Service Fund is responsible for:

→ Strategic investments of sales tax revenue

→ Ensuring accountability of sales tax revenue through programmatic and financial reviews of funded agencies

→ Evaluating service gaps through community needs assessments, data analysis, and stakeholder engagement

→ Developing strategic partnerships with other agencies

→ Supporting non‐profit agencies through capacity building and technical assistance

STRATEGIC PRIORITIES AND PERFORMANCE METRICS

Late in 2018, CSF began to develop a comprehensive three‐year strategic plan, incorporating internal and external stakeholder feedback at key points. CSF’s plan is ambitious and represents a major shift towards reconnecting with the community, use of data to drive decision‐making, elevating awareness of children’s issues and further aligning with other regional entities to ensure community impact is maximized and moving toward equitable service provision in schools and throughout the region. Starting January 1, 2020, the CSF staff and board started working through tactics to achieve the objectives and goals presented below.

Though the COVID‐19 pandemic hindered CSF’s ability to begin work on several planned initiatives as the organization was called to shift to disaster response and relief, key discussions continued to take place. CSF looks forward to 2023 to resume key activities that will help the organization fulfill key objectives and move the strategic plan forward. Below, find the overarching strategic priorities of CSF.

 Leadership: Champion a community‐level children’s behavioral health investment and policy agenda grounded in a population health approach with equity as a central tenet (HS – Reduce Health Disparities)

 Impact: Develop, adapt, and promote an impact framework that supports regular assessment of performance results and informs improvement opportunities (O – Improve Effectiveness)

 Community: Cultivate a climate of trust, transparency, coordination, partnership, and inclusivity with stakeholders (O – Rebuild Pride and Optimism)

 Alignment: Align with existing initiatives and promote operational practices that maximize existing resources and introduce efficiency (O – Ensure Services are Efficient and Responsible)

 Internal Capacity Building: Strengthen CSF’s organizational infrastructure to enable the organization to serve as a leader in child and youth behavioral health (O – Improve Effectiveness)

A key component of CSF’s 2020‐2023 strategic plan is enhancing CSF’s operational efficiency which includes the development of key organizational performance measures. Compared to other county departments, CSF is a relatively young organization. Previously developed performance measures are no longer relevant as key processes, procedures, and policies have evolved over time in addition to the adoption adopting of a new strategic plan.

In addition to key organizational performance measures, in 2019 CSF adopted new standardized outcomes to measure the impact of our funded partners in alignment with St. Louis MHB and United Way of Greater St. Louis with the goal of showing regional impact of services for children and youth. Below is a list of outcomes from CSF’s funded partners.

ORGANIZATIONAL CHART

Department of Human Services

ADOPTED FY23 BUDGET

$3,696,125 FULL TIME EQUIVALENTS

64.0

DEPARTMENT MISSION

The Department of Human Services is committed to providing the support, services, and resources that help individuals of all ages live safely, productively, and independently.

BUDGET OVERVIEW

The 2023 adopted budget for the Department of Human Services is $3,696,125, a decrease of $1,094,359, or 22.8 percent from the 2022 adjusted budget amount of $4,790,484. Personnel costs comprise 97.5 percent of the budget for 75 positions (64.0 full time equivalents). Operating expenses account for 2.4 percent and capital expenses account for 0.1 percent of the budget.

SIGNIFICANT CHANGES

The County Council reduced the department’s budget by $670,136 (18.1%) compared to the County Executive’s recommendation to remove the value of 75% of vacant positions.

CORE BUSINESS FUNCTIONS

The Department of Human Services is responsible for the management of:

→ Providing services for homeless and potentially homeless individuals and families

→ Assisting county older residents with maintaining independent living and quality of life

→ Providing information, referrals and case management services for veterans and their families

→ Providing community‐based intervention, case management, mental health and youth development services for at‐risk children and youth

→ Operating a 39‐bed residential domestic violence shelter for abused women and their children.

→ A full spectrum of employment services for job seekers and employers funded by the Department of Labor (not included in this budget)

→ Increasing Sustainable Economic and Housing Options for Marginalized Populations through federally funded programs (not included in this budget)

Howard Hayes, Director

PROGRAM DESCRIPTIONS

Office of Family & Community Services and Homeless Service Program

2023 ALLOCATION OF RESOURCES

This division provides and administers a wide array of programs for children and youth, older adults, Veterans, and homeless families. Services include: Doors To Success, a comprehensive education and living skills program for youth who have dropped out of school; the Summer Food Program, providing breakfast and lunch for low‐income children when school is not in session and in areas of food insecurity; Supportive Services, Housing, Tax Assistance for older adults; Medical Transportation for older adults and veterans; and Benefits Advocacy for veterans and their families.

The Homeless Services Program Division administers and facilitates Prevention, Rapid Re‐Housing, Emergency Shelter, Street Outreach, and Housing Assistance for homeless and at‐risk families, counseling, case management and resource assistance for all target populations. Impact of the work performed is magnified through partnerships represented via the Saint Louis County Continuum of Care, a greater than fifty‐member body of organizations addressing housing instability in the region.

Strategic Priorities and Performance Metrics:

 Priority 1 (DHS4.1): Increase availability of activities for youth after‐school, on weekends and during summer breaks (HS – Reduce Health Disparities)

 Priority 2 (DHS4.2): Increase graduation rates for disadvantaged or disconnected youth (HS – Reduce Health Disparities)

 Priority 3 (DHS4.3): Increase rates of enrollment and completion of secondary education and credentialing of young adults (O – Family‐Sustaining Jobs)

 Priority 4 (DHS4.4): Expansion of accessible comprehensive services for at‐risk youth (HS – Reduce Health Disparities)

 Priority 1 (DHS5.1): Facilitating older adults being able to receive refunds/rebates they are entitled to and file required Federal and State tax forms (O – Improve Quality of Life)

 Priority 1 (DHS6.1): Prevent households from being evicted (O – Improve Quality of Life)

 Priority 2 (DHS6.2): Provide Housing Stability Services (O – Improve Quality of Life)

 Priority 3 (DHS6.3): Prevent Utility service disconnection (O – Improve Quality of Life)

 Priority 1 (DHS7.1): Effectively Utilize the Veteran Service Officer position(s) to obtain eligible compensation and benefits for our veteran population (O – Improve Quality of Life)

How much did we do? (Quantity)

Note: an “x” included in a performance metric data field means that data has not historically been reported. The 2023 business plan includes many new performance metrics where the department will capture and report data going forward.

Women and Children Services

The Women and Children’s Services Division operates the 39 bed Kathy J. Weinman Domestic Violence Shelter for women and children who have been victims of intimate partner violence. The Weinman Shelter offers women and their children a full range of services. These include case management, individual/family therapy, support and educational groups for women, children and teens, financial literacy classes, court and housing advocacy and accompaniment, nutrition classes, parenting and life skills classes, trauma awareness, follow‐up programming, referrals and advocacy for other resources, i.e. legal services, employment and housing assistance, victims of crime services, substance abuse, health/medical services, and psychiatric/mental health services. These are some of the most vulnerable and marginalized individuals in and around the St. Louis County area with an average annual income of approximately $5,164.

Strategic Priorities and Performance Metrics:

 Priority 1 (DHS2.1): Decrease homelessness due to intimate partner domestic violence by providing safe shelter (HS – Reduce Health Disparities)

 Priority 2 (DHS2.2): Increase survivors’ opportunities to obtain independent, stable, and sustainable housing (O –Improve Quality of Life)

How well did we do it? (Quality)

% of Bed Space utilization

Is anyone better off? (Effectiveness)

DHS2.1: Client survey results

DHS2.2: # of clients who transitioned from the shelter into their own stable and sustainable housing

Administration

The Administration Division provides support services through the following sections: Director’s Office, Personnel, Financial and Information Technology for all program divisions.

Workforce Development (not included in this budget)

The Workforce Division is responsible for providing services that promote economic well‐being for residents of St. Louis County. Workforce Development accomplishes this by offering targeted services to youth and adults with an emphasis on ensuring connections to job opportunities and training programs that assist them in developing marketable skills. More specifically, the services available to job seekers include job search activities, workshops such as interviewing preparation, basic computer skills, resume development, career networking, career assessment and career planning. Programs are designed to enhance and improve the economic prosperity of individuals while also meeting the needs of local industry. Workforce Development has a sector‐based strategy that is designed to create pathways to employment in high growth and high demand industries that give St. Louis County a competitive edge. The division partners with local employers, hosting hiring events at the Missouri Job Centers located in St. Louis County, and helping those companies identify talent for open positions. Workforce Development aspires to support the broader goal of the department in helping individuals of all ages live safely, productively, and independently through sustainable employment.

Strategic Priorities and Performance Metrics:

 Priority 1 (DHS3.1): Provide wage‐sustainable employment opportunities for all job seekers (O – Family‐Sustaining Jobs)

 Priority 2 (DHS3.2): Cultivate measurable skills gained and successful credential attainment for those pursuing training (O – Family‐Sustaining Jobs)

Is anyone better off? (Effectiveness)

utilizing their newly

Office of Community Development (not included in this budget)

The Office of Community Development (OCD) strives to revitalize and sustain communities by providing affordable housing and alleviating poverty and blight. OCD accomplishes its goals by administering three federally funded programs: The Community Development Block Grant (CDBG) Program, the Home Investment Partnerships (HOME) Program, and the Lead Hazard Control Program. By partnering with a variety of municipal and nonprofit stakeholders, OCD plans and oversees projects such as streetscape improvements, home repairs, construction of affordable housing, infrastructure improvements, down payment assistance, and lead paint remediation. These efforts allow OCD to continue its vision of healthy, sustainable mixed‐income communities throughout St. Louis County.

 Priority 1 (DHS1.1): HOME – Significantly increase the ability of low‐ and moderate‐income first‐time homebuyers to purchase a home (O – Improve Quality of Life)

 Priority 2 (DHS1.2): Assist low‐ and moderate‐income homebuyers with home repairs to maintain minimum housing code standards and address accessibility and safety issues (O – Improve Quality of Life)

ORGANIZATIONAL CHART

County Executive

Chief Administrative Officer

Director of Human Services

Executive Secretary Deputy Director

Public Information Manager

Human Resources Administrator

County Housing Officer

Affordable Housing

Homeless Services Program

Office of Family and Community Service

County Older Resident Program

County Youth Programs

County Veterans Program

Financial Services

All Grants, Stimulus Funds & General Fund

Grant Oversight for Fiscal Compliance

Information Systems Coordinator

Budgeting & Financial Analysis

Fiscal Monitoring

Public Information Officer

Office of Community Development

Community Development

Home Program

Home Improvement Program

Neighborhood Stabilization

Workforce Development

Job Center Formula Grants

National Emergency Grants

On‐The‐Job Training Grant

Business Services Group

Timothy M. Weaks, Public Administrator

ADOPTED FY23 BUDGET

$770,342

OFFICE MISSION

FULL TIME EQUIVALENTS

9.3

The Office of the Public Administrator is established by state law. Upon appointment by the Probate Court, it shall be the duty of the Public Administrator to take into his or her charge and custody the estates of deceased persons, the estates of all minors, and the persons and estates of all incapacitated and disabled persons in St. Louis County as prescribed by law. The office ensures all persons under their guardianship receive a level of care that promotes their dignity.

BUDGET OVERVIEW

The 2023 adopted budget for the Office of the Public Administrator is $770,342, a decrease of $92,458 or 10.7 percent from the 2022 adjusted budget of $862,800. Personnel cost comprise 85.7 percent of the budget for 10 positions (9.3 full time equivalents). Operating costs comprise the remaining 14.3 percent of the budget.

SIGNIFICANT CHANGES

The 2023 adopted budget includes $30,000 for new estates management software to improve services and replace the current outdated software.

The County Council reduced the Public Administrator’s budget by $230,561 (23.0%) compared to the County Executive’s recommendation to remove the value of 75% of vacant positions.

CORE BUSINESS FUNCTIONS

The Office of the Public Administrator is responsible for the management of:

→ Guardianship of incapacitated and disabled individuals

→ Estate administration services

→ Probate assets of deceased persons subject to loss or damage

→ Conservatorship of estate and assets of minors

→ Conservatorship of estate and assets of disabled and/or incapacitated persons

→ Informing the community through personal interaction

Public Administrator

STRATEGIC PRIORITIES

 Provide superior and effective service to the estates under the Public Administrator’s care (GG ‐ Improve Effectiveness)

 Find and provide ways to inform and educate the public regarding the role of the Public Administrator (GG ‐  Constituent Experience)

 Improve regional relationships and share ideas through networking and involvement with Missouri Association of Public Administrators (GG ‐ Efficient and Responsible)

ORGANIZATIONAL CHART

Public Administrator

Chief Deputy Public Administrator Deputy Public Administrators

Attorney for Public Administrator Office Manager

Receptionist

Settlement Clerk

Bookkeeper

Note: The Public Administrator is appointed to a four‐year term by the St. Louis County Circuit Court

Department of Public Health

Kate Donaldson, MPH and Dr. James Hinrichs, MD (Acting Co‐Directors)

ADOPTED FY23 BUDGET

$80,417,843

DEPARTMENT MISSION

FULL TIME EQUIVALENTS 525.0

The mission of the St. Louis County Department of Public Health (DPH) is to promote, protect, and improve the health and environment of the community. The department’s vision is that St. Louis County has healthy people, a healthy environment, and equitable communities.

The department believes in:

 Being a public health leader in the community

 Providing equitable access to services and resources

 Being responsive to the changing needs of the community

 Operating in an ethnical, transparent, and fiscally responsible manner

 Serving the community with dignity and respect

BUDGET OVERVIEW

The 2023 adopted budget for the Department of Public Health is $80,417,843, a decrease of $1,316,635 or 1.7 percent from the 2022 adjusted budget of $79,101,208. Personnel costs comprise 49.9 percent of the budget for 551 positions (525.0 full time equivalents). Operating expenses account for the 49.5 percent and capital expenses account for 0.6 percent of the budget.

SIGNIFICIANT CHANGES

The 2023 adopted budget includes an increase of $2.6 million in Corrections Medicine for professional medical services. Corrections Medicine has had difficulties recruiting and retaining medical staff due to low‐noncompetitive government wages and a difficult working environment. As a result, this program is transitioning to a contract‐based model for service delivery. By doing so it allows the Corrections Medicine program to provide the minimum level of service to patients in the jail and function 24/7. In addition, there is a $1.4 million increase for contracted professional medical services in the Division of Health Services. This increase is also a result of difficulties hiring medical staff. Furthermore, central service charges increased by $353,000, and insurance increased by $248,387. With changes in the management of animal shelter operations, the Animal Protective Association (APA) partner contract is $3.2 million which will allow APA to take care of animals in the St. Louis County shelter. To offset increases in the budget, the commodities budget was reduced by $707,117 and salaries were reduced by inactivating 75 positions across the department.

The County Council reduced the department’s budget by $5,293,043 (6.2%) compared to the County Executive’s recommendation to remove the value of 75% of vacant positions.

CORE BUSINESS FUNCTIONS

The Department of Public Health is responsible for the management of:

→ Assessing the health status of the population and making information available to the public on communicable and chronic diseases, emerging epidemics, and the social and structural determinants of health

→ Assessing the environmental status of the community and making information available to the public on conditions that may contribute to health outcomes

→ Preparing for emergencies that may affect the health of the public and participating in deploying a trained public health workforce in the event of any emergency, disaster, or epidemic

→ Ensuring the effective enforcement of all codes, ordinances, and best practices related to protecting the health of the public

→ Ensuring the availability of services, programs, and access to care necessary to the population based on their health needs either through the direct provision of services or through effective community linkages and partnerships

→ Controlling or contracting the operation of all direct clinical services provided by the county including medical care, dental care, preventative care, mental and behavioral health, and treatment of infectious diseases

→ Informing and educating the population and acting as a community resource on health‐related topics

→ Recommending to the governing entities from time to time such policies as will tend to preserve or promote the public health of the county

→ Promoting community partnerships and cooperative relationships with neighboring jurisdictions, state and federal agencies, and local and national organizations for the promotion and protections of the public health of the population

PROGRAM DESCRIPTIONS

Administration

Administration is responsible for the high‐level operations and policies of the department. This division supports many of the constituent functions across DPH’s many programs and DPH’s many constituent‐facing access points. Additionally, this division is responsible for DPH‐specific personnel needs, such as clinical placements for practicum students and accreditation requirements. This division includes several offices to accomplish our work.

Office of Communications

This team centralizes DPH’s communications to the public and the media, through traditional media, social media, and educational campaigns.

Office of Strategy and Quality Management

2023 ALLOCATION OF RESOURCES

This staff is responsible for the long‐term strategic planning, accreditation, workforce investment, and many of the grant‐writing functions of the department. This office also coordinates with other offices and divisions in the department to identify performance management metrics, monitor clinical metrics, and identify opportunities for efficiencies and division and departmental improvements.

Strategic Priorities and Performance Metrics:

 Decrease staff turnover rate to 20% for 2022 (GG –

Improve Effectiveness)

Performance Metric: 2020 2021 2022 2023

Staff turnover % rate (excludes temp and seasonal turnover) x 27% 20% 20%

Note: an “x” included in a performance metric data field means that data has not historically been reported. The 2023 business plan includes many new performance metrics where the department will capture and report data going forward.

Fiscal Services

Fiscal Services provides accounting and financial support to the divisions and programs operated by the department. Financial support includes budgeting, accounting, grant management, reporting, and program compliance. Accounting activities include accounts receivable and payable, invoicing, check processing, purchase requisitions, financial statements, patient accounts, and budget presentations. The offices of Vital Records, Facilities Management, and Contracts, Grants, and Legislative Affairs are located under Fiscal Services as well. Fiscal Administrators are responsible for all DPH financial matters, and monitor the department’s compliance with county policies, administrative regulations, and the requirements of state and federal agencies.

Health Promotion & Public Health Research

This division works to address all chronic disease surveillance and prevention issues and integrate health promotion messages throughout all aspects of the division’s work. Behavioral health and health equity are two significant department concentrations. This division is also responsible for developing policies, plans, and interventions in close collaboration with partner agencies and academia, activating county resident participation by lifting community voice to drive community engagement strategies. The St. Louis County PDMP, Opioid and Overdose Action Plan, Violence Prevention Action Plan, and department‐wide scientific support for chronic disease, substance use, and mental health surveillance and prevention efforts are all critical functions of this division. In 2022, this division coordinated updates to the Community Health Assessment (CHA), the Community Health Improvement Plan (CHIP), DPH’s strategic plan, and initiated support for the Public Health Accreditation Board (PHAB) reaccreditation process using an equity and social determinants of health lens.

The Public Health Nursing (PHN) Program is a community‐based program that promotes healthy behaviors and disease prevention. Due to its cross‐functional collaboration, the PHN program transitioned under the Division of Health Promotion and Public Health Research umbrella. This transition provides deeper community relationships and interactions related to public health by providing nursing and home visiting services.

Strategic Priorities and Performance Metrics:

 Increase the number of Health education community engagement events to an average of 8 per month (HS –Reduce Health Disparities)

 Increase Narcan units distributed to the community (HS – Curb Opioid Epidemic)

Communicable Disease Response (CDR)

This division detects, manages, and responds to communicable diseases and other public health threats in St. Louis County. The programs under this division are the Sexually Transmitted Infection (STI) program, Emerging Infection

Response (i.e., COVID‐19 and Monkeypox) Case Investigators and Contract Tracers, the Tuberculosis program, and the Hepatitis programs:

STI Program

The STI program, located at the North Central Community Health Center, is one of the region’s only safety net providers of comprehensive STI testing and treatment services for underinsured and uninsured residents. The clinic screens patients for all STIs including chlamydia, gonorrhea, syphilis, and HIV and sees between 4,000 and 8,000 visits per year.

The STI program is essential in the effort to reduce STI infection and transmission in the region and increase the accessibility of free and low‐cost sexual health resources for residents of St. Louis County.

Emerging Infections Case Investigators and Contact Tracing

The Emerging Infections Case Investigation and Contact Tracing team plays a key role in minimizing the spread of COVID‐19 and Monkeypox in St. Louis County by reaching out to residents that have tested positive for COVID‐19 or Monkeypox, conducting an investigation, and ensuring that they follow the proper isolation protocols. In addition, the contact tracing team reaches out to possible contacts of those who have contracted COVID‐19 or Monkeypox, educates them on quarantine protocol, and enrolls them in a monitoring program for symptoms to prevent further infection and transmission.

Tuberculosis

The Tuberculosis (TB) program treats nearly all cases of active TB in St. Louis County. The program monitors and ensures adherence to the treatment regimen and conduct contact investigations to prevent spread. In addition, this program serves as the foremost source of knowledge on TB in the region and collaborates with the local healthcare community to educate and screen the public to prevent TB infection and transmission.

Hepatitis

The Hepatitis program works with at‐risk residents to ensure testing, vaccination, education, and referral to care. The program also provides case management services for pregnant females infected with Hepatitis B virus and ensures healthy outcomes for their babies.

Communicable Disease Prevention (CDP)

The programs under this division include Animal Care and Control (ACC), Vector‐borne Disease Prevention (VDP), Emergency Preparedness (EP), Communicable Disease Nursing, and Communicable Disease Epidemiology.

Animal Care and Control (ACC)

ACC is responsible for protecting the health and welfare of people and animals in St Louis County. This is accomplished by: controlling populations of stray and feral animals; enforcing county ordinances; education outreach for responsible pet acquisition and ownership, including abidance to relevant county ordinances; promoting adoption or rescue of as many animals under care as possible; and providing exemplary care for animals housed at the shelter.

Vector-borne Disease Prevention

Vector‐borne Disease Prevention (VDP) is responsible for the prevention and control of 11 different vector borne diseases in St Louis County, through field surveillance, evidence‐based larval and adult mosquito abatement, tick surveillance and abatement, arboviral disease testing, pesticide resistance monitoring, rodent abatement. VDP also provides critical public education on reduction of risk factors for mosquito breeding and other pest proliferation on private property. Finally, VDP plays an integral role in disaster mitigation and recovery during flooding events.

Emergency Preparedness

Emergency Preparedness (EP) is responsible for strategic directions and implementations of EP efforts across DPH, including drills and other preparedness exercises and training, and inventory management of emergency supplies. EP also coordinates and collaborates with other emergency preparedness agencies in the St. Louis region, including the

Office of Emergency Management, SEMA, and FEMA to provide subject matter expertise on emergency plans and during emergencies; building resilient communities through engagement and training; planning and implementation of regional exercises.

Communicable Disease Nursing

The Communicable Disease Nursing team is a dedicated team of communicable disease experts investigates all cases of reportable conditions and diseases in St. Louis County. Their investigation is the first line of defense to detect and contain cases of communicable diseases like E‐coli, rabies, and measles, and prevent them from becoming a large outbreak in the community. Therefore, they play a key role in the early detection of dangerous public health threats and ensure reduced morbidity and mortality.

Communicable Disease Epidemiology

Communicable Disease Epidemiology is responsible for surveillance of communicable diseases, including curation and interpretation of data for internal DPH reports, policy development, program evaluation, quality assurance, and public‐facing dashboards. It provides support to other programs within DPH, in the form of collection and analyses of data in areas other than communicable diseases, and provision of technical expertise for architecture of tools for contact tracing and monitoring. Communicable Disease Epidemiology is also widely engaged in local and national community partnerships key to evidence‐based public health practice, from the Academic Health Department, the Saint Louis Areas Regional Response System (STARRS), and the National Association of County Health Officials (NACCHO), on which staff serves in five different workgroups (Epidemiology, Injury Prevention, Immunizations, Surge Management, and HIV, STI, and Hepatitis).

Environmental Health Services

Air and Waste Management

This team provides waste reduction education and enforcement of codes related to solid waste and air pollution through permit writing, inspection, and complaint investigation. This branch also manages the residential waste hauler contracts for unincorporated St. Louis County.

Food and Environmental

This team provides inspections of food establishments, tobacco and kratom retailers, body art, onsite sewage, and public water recreation facilities.

Environmental Health Laboratories

Staff in the labs evaluate air, water, soil, and dust samples for levels of environmental toxins known to cause harm to human health for which county, state, and federal government have set a maximum contaminant level, test building materials to determine asbestos content, and conduct clinical blood lead and sexually transmitted illness testing.

Healthy Homes

This team provides in home education and assessments for asthma and lead and conducts lodging and childcare facility inspections.

Strategic Priorities and Performance Metrics:

 Increase the percentage of Waste Field Services concerns resolved within 72 business hours to 90% in Q4 2022 (GG – Improve Effectiveness)

 By the end of 2022, 100% of the food establishments have at least one routine inspection, 50% inspected according to risk level (12.5% quarterly) (HS – Reduce Health Disparities)

The Office of the Medical Examiner

In Missouri, the authority and responsibilities of medical examiners are mandated by statute. The Office of the Medical Examiner is charged with determining the cause and manner of death in all sudden, unexpected, traumatic, and suspicious deaths that occur in St. Louis County.

The number of deaths requiring investigation by the Office of the Medical Examiner continues to increase. Homicides and drug‐related death continue a steady climb year‐over‐year. The increase in cases this office is responsible for have continued to strain the systems, staff, and supports in place to successfully complete the essential work of the office.

The Medical Examiner’s Office also shares appropriate information with other organizations working to improve and save lives. The data collected in the course of the investigation of deaths that fall within the Medical Examiner’s jurisdiction is available to provide on‐going surveillance, documentation and monitoring, identification of changes and trends, and to inform public health approaches and other local, state, and federal agencies, and the public.

Clinical Services

DPH provides direct clinical services in a primary care interdisciplinary care model across three outpatient locations and a jail medical practice. The clinics were recognized federally as a Patient‐Centered Medical Home (PCMH) in 2020. The PCMH designation aligns with the division’s continued development and implementation of programs that integrate comprehensive interdisciplinary services (nutrition, pharmacy, social services, mental health, substance abuse) into the primary care delivery model. Clinical services provided around 73,000 clinical encounters to around 36,000 individuals in 2019. In the 2020, the division provided comprehensive COVID‐19 clinical care, including over 31,000 COVID‐19 tests for county residents. The Corrections Medicine practice has continued to update and innovate its service delivery model to adapt to the changing care needs of incarcerated patients, including increasing 24/7 coverage models, adding paramedics and EMTs to the care team, and providing substance use clinical services including medication assisted treatment for opioid use disorder.

Strategic Priorities and Performance Metrics:

 Increase the number of clinic visits per quarter (HS – Reduce Health Disparities)

Performance Metric:

Average quarterly # of clinic visits

*This number is low because of staffing/turnover, specifically among Health Center Providers.

CHAPTER SUMMARY

Public Safety

Emergency Communications Commission

Chief Greg Brown, Chairman and Mike Clouse, Director

ADOPTED

FY23 BUDGET

$19,633,996

COMMISSION MISSION

FULL TIME EQUIVALENTS

14.5

The St. Louis County Emergency Communications Commission (ECC) provides a coordinated council of department leaders from public safety agencies and local government entities, with an emphasis on providing interoperable communications that allow firefighters, emergency management services, police, and other groups to better manage incidents by sharing vital information in a rapid fashion.

The Emergency Communications Fund was created in 2010 to record revenues received from the countywide 0.10% sales tax approved by St. Louis County voters on November 3, 2009. Revenues from this tax shall be used to establish, operate, and maintain an emergency communications system within the county.

BUDGET OVERVIEW

The 2023 adopted budget for the Emergency Communications Commission is $19,633,996, an increase of $1,668,375 or 9.3 percent from the 2022 adjusted budget of $17,965,621. Personnel costs comprise 7.9 percent of the budget for 15 positions (14.5 full time equivalents). Operating expenses account for 91.0 percent and capital expenses account for 1.1 percent of the budget.

SIGNIFICANT CHANGES

The 2023 adopted budget includes an increase of $1.7 million for the Commission. The primary drivers for this include salary increases for employees, additional security monitoring services for communications equipment, and increased expenditures on electronic communications maintenance.

CORE BUSINESS FUNCTIONS

The Emergency Communications Commission is responsible for the management of:

→ Countywide interoperable radio communications

→ Upgrading 911 communications in the county

→ The Emergency Outdoor Warning Siren network

→ Management and support of ESInet (emergency services internet protocol network) and MPLS (multiprotocol label switching) networks

STRATEGIC PRIORITIES

 Complete deployment and testing of the Next Generation “9‐1‐1” system for all Public Safety Answering Points (PSAPs) throughout the county (GG ‐ Efficient and Responsible)

 Implementation of Phase 2 of a 2‐phase plan to move currently leased data circuits from commercial carriers to a ECC owned Private MPLS network (GG ‐ Efficient and Responsible)

 Consolidation of ECC services onto the ESInet to reduce circuit cost (GG ‐ Efficient and Responsible)

 Work with Radio System Vendor to assist all county public safety agencies in the procurement of replacement radios, to include both purchase and lease options with multiple year maintenance support plan. (GG ‐ Efficient and Responsible)

ORGANIZATIONAL CHART

BUDGET SUMMARY

Department of Judicial Administration

Hope Whitehead, Director

ADOPTED FY23 BUDGET

$33,433,785

DEPARTMENT MISSION

FULL TIME EQUIVALENTS

368.4

The Department of Judicial Administration serves the citizens of St. Louis County by providing access to a fair, impartial, prompt, and cost‐effective system of justice that ensures that all are treated with courtesy and dignity, and that fosters the respect and confidence of the public in an independent judicial system.

BUDGET OVERVIEW

The 2023 adopted budget for the Department of Judicial Administration is $33,433,785, an increase of $1,133,094 or 3.5 percent from the 2022 adjusted budget of $32,300,691. Personnel costs comprise 80.7 percent of the budget for 407 positions (368.4 full time equivalents). Operating and capital expenses account for the remaining 19.3 percent of the budget.

SIGNIFICANT CHANGES

The 2023 adopted budget includes an additional $678,000 (fully reimbursed by the State) to provide Family Court services associated with “Raise the Age” law.

CORE BUSINESS FUNCTIONS

The Department of Judicial Administration is responsible for the management of:

→ Providing access to justice using jury and bench trials

→ Alternative treatment courts to serve veterans, individuals with substance use disorders (including opioid addiction), mental health issues, alcohol‐related driving offenses and domestic violence issues

→ Substance Abusing Families Engaged in Treatment and Intervention (SAFETI) Court to provide close monitoring of parents with substance abuse problems who have children involved in the child welfare system

→ Execution of court orders for attachment, replevin, levy under general execution, eviction, and garnishment of execution

→ Execution of court orders to apprehend and transport alleged mentally ill, dangerous, and/or incompetent persons to and from mental health facilities and court for hearings

→ Programs and services to protect children from abuse and neglect

→ Programs and services for delinquent youth

→ Prosecution of juvenile delinquency matters

→ Safe and secure custody of juveniles within the Court’s Juvenile Detention Center

→ Multi‐lingual automated assistance and referrals for victims of domestic violence

→ Free marriage ceremonies for all couples who come to the courthouse with a St. Louis County marriage license

→ Expanded community partnerships to provide support, counseling, and alternatives to detention for court‐involved youth

→ The Exchange Center, which provides a safe, secure environment for the transfer and supervision of children in families with court‐ordered visitation

→ The Parent Education Program to help adults understand and cope with the impact of separation and divorce on their children

PROGRAMS & SERVICES Family Court

In 1993, several judicial divisions of the St. Louis County Circuit Court were consolidated into the Family Court of St. Louis County under the direction of an Administrative Judge. Judges and commissioners assigned to these divisions exclusively hear cases involving children and families. Their training and experience equip them to deal with all types of family issues.

The Family Court operates under the principle of “One Family – One Judge.” All matters involving a particular family are assigned to the same judge or commissioner whenever possible, bringing increased continuity and consistency to the judicial process.

The Family Court has sole authority to hear a variety of cases including domestic relations actions, motions to modify, adult abuse cases and juvenile proceedings. In addition, the court handles some matters referred from other non‐Family Court divisions such as guardianships transferred from the Probate Division.

2023 ALLOCATION OF RESOURCES

In addition to hearing cases, the Family Court provides numerous support services for juveniles and adults who come to the attention of the Court. Individual and group counseling, probationary services, mediation, parent education classes and restitution programs are among the many programs offered on a sliding payment scale or free of charge.

Judicial Administration

Judicial Administration appropriates funds for the following activities:

Court en Banc

The Circuit Court en Banc consists of all the judges of the 21st Judicial Circuit Court of Missouri acting collectively. Every two years, the Court en Banc votes to select one of its members to serve as Presiding Judge. The Court en Banc determines questions of policy for the Court and promulgates court rules. Each judge of the Court is assigned one or more dockets of cases. Staff assists the Court with administrative and clerical matters, including the calling of jurors.

Alternative Treatment Courts

Alternative Treatment Courts operate under the auspices of the Circuit Court and include separate dockets for Drug Treatment, DWI Treatment, Veterans Treatment, Domestic Violence and Mental Health Treatment. Alternative treatment courts were developed as alternatives to incarceration for nonviolent criminal defendants. Treatment courts strive to strike an appropriate balance between the need to protect community safety and the need to improve the health and well‐being of defendants and their families. These courts offer highly structured, supervised, progressive

treatment services while holding individuals accountable for their actions. Clients are subject to frequent, random drug and alcohol testing and are required to appear in court for the judge to review their progress. Clients receive awards and incentives for doing well and sanctions for not fulfilling their obligations.

The St. Louis County Circuit Court is proud to have developed the first Civil Domestic Violence (DV) Court in the State of Missouri. This project has grown to provide comprehensive services whose primary goals are to enhance the safety of victims of domestic violence, hold persons who batter and abuse their intimate partners accountable for their behavior and establish a coordinated community response to domestic violence from the justice system and partner agencies.

Approximately 4,000 adult abuse cases involving intimate partners come before the court each year when persons seek civil Orders of Protection. Victims of domestic violence receive advocacy services from the time they file their petitions through the post‐resolution phases of their cases. Abusers must complete batterer intervention programs, mental health services, substance abuse treatment and in some cases surrender their firearms. Criminal contempt dockets are conducted to hold accountable persons who violate their court orders.

Sheriff’s Department

The St. Louis County Sheriff’s Department performs multiple court support functions. It serves court papers including writs of execution, levy, possession, and replevin; evictions; assists in transporting individuals involuntarily committed to mental health facilities and enforces court orders including orders of protection. The Department assigns bailiffs to provide security in each division of the Court and maintain order and decorum in the courtrooms.

Circuit Clerk

The Circuit Clerk plans, assigns, coordinates, administers, and supervises more than 225 state and county employees who provide clerical and administrative support to the 21st Judicial Circuit. Their duties are to:

• File, maintain and docket court cases and records

• Develop, revise, and maintain information systems for the Court

• Assess, collect, account, and disburse court costs and fees

• Record monies deposited into the registry of the Court

• Prepare reports as required by the Supreme Court and Circuit Court pertaining to cases filed and heard in the circuit

STRATEGIC PRIORITIES AND PERFORMANCE METRICS

 Expansion of treatment courts: Allow for alternative treatment of individuals with additions and mental health issues (HS ‐ Reform Criminal Justice)

 Serve the public and foster a professional, accessible judicial environment, treating all individuals with dignity, respect, honesty, and fairness with a diverse population (GG ‐ Constituent Experience)

 Preserve the integrity of traditional court practices and procedures, while using alternative courts to enhance delivery of justice to the public (HS ‐ Reform Criminal Justice)

 Comply with the directives of the Missouri Supreme Court and the General Assembly of the State of Missouri for the disposition of designated cases within established time standards (GG ‐ Efficient and Responsible)

 Measure and communicate information regarding the operation and performance of the court with full transparency and accessibility (GG ‐ Efficient and Responsible)

 Respect the interests of the taxpayers of St. Louis County and the State of Missouri by continuously seeking cost‐effective methods to improve the delivery of justice services to the public (GG ‐ Efficient and Responsible)

 Expansion of services to older youth from the Raise the Age Legislation (GG ‐ Improve Effectiveness)

 Seek additional resources for satellite courts in underserved areas of St. Louis County (GG ‐ Constituent Experience)

ORGANIZATIONAL CHART

Historical data has been adjusted to reflect the creation of the "Judicial Administration" division in 2019

Department of Justice Services

Scott Anders, Director

ADOPTED FY23 BUDGET

$28,064,471

DEPARTMENT MISSION

FULL TIME EQUIVALENTS

344.4

The mission of the Department of Justice Services is to serve and protect the community by means of a trained and dedicated workforce, and utilizing best practices to provide supervision, rehabilitation, and opportunities in a safe, secure, and humane environment.

BUDGET OVERVIEW

The 2023 adopted budget for the Department of Justice Services is $28,064,471, an increase of $904,846, or a 3.3 percent from the 2022 adjusted budget of $27,159,625. Personnel costs comprise 81.8 percent of the budget for 363 positions (344.4 full time equivalents). Operating expenses account for 17.3 percent of the adopted budget. Capital expenses account for 0.9 percent of the budget.

SIGNIFICANT CHANGES

The 2023 adopted budget includes $939,445 to fund 16 new corrections officer positions to provide shift relief and reduce overtime expenditures as part of implementing recommendations of the recent operations review of the department.

The County Council reduced the department’s budget by $3,187,961 (10.2%) compared to the County Executive’s recommendation to remove the value of 75% of vacant positions.

CORE BUSINESS FUNCTIONS

The Department of Justice Services is responsible for:

→ Serving and protecting the community

→ Providing custody, supervision, and guidance to those persons who are mandated to county jurisdiction

→ Maintaining the highest level of security ensuring the safety of the community, residents, and staff

→ Providing a safe, healthy, and humane environment for detainees and staff

→ Encouraging detainees to grow academically, physically, socially, and vocationally

→ Providing educational, recreational, religious, and vocational programs

→ Advancing staff supervision and leadership

→ Supporting the return of detainees back into the community

→ Performing human resources, fiscal management, accreditation standards, internal affairs, and programs for detainees and those released

→ Processing of all arrested persons conveyed to the Intake Center including warrant data, records checks, fingerprinting, mug shots, classifications, and release authorizations

→

Supervision of all resident transfers to courts, clinics, hospitals, and state prisons

→ Preventing and mitigating the spread of COVID‐19

PROGRAM DESCRIPTIONS

Administration

Administration is the division responsible for the overall management and support functions of the department. Included in this are Human Resources, Purchasing, Accounting, Information Technology, Training and Accreditation. All new Corrections Officers complete the Corrections Academy, and current staff are offered leadership development. The St. Louis County Jail was reaccredited by the American Correctional Association (ACA) in 2022 and remains the only accredited jail in the State of Missouri.

Strategic Priorities and Performance Metrics:

 Priority 1 (JS1.1): Increase training (HS – Reform Criminal Justice)

 Priority 2 (JS1.2): Increase the number of qualified applicants for promotion (GG – Improve Effectiveness)

Note: an “x” included in a performance metric data field means that data has not historically been reported. The

business plan includes many new performance metrics where the department will capture and report data going forward.

Community Corrections and Reentry Programs

The COVID‐19 pandemic was met with a plan of action by Justice Services and Department of Public Health. This plan included not allowing mass gatherings, quarantining new admissions for 10 days, eliminating participation with volunteers, and cancelling programing and visits. This approach was widely successful at keeping COVID at low levels in the jail. Now that the virus is coming under control, the goal is to prioritize vaccines for every detainee willing to receive them Those who are vaccinated will be prioritized for programming. Visitation is nearly back to normal. An additional goal is to bring back more volunteers for educational and vocational instructions, in order to meet and exceed what was offered pre‐pandemic. The Choices drug and alcohol treatment program restarted in December of 2021 with a combination of County and grant‐funded positions. Community Corrections will continue to be an extremely important part of operations, and additional community partners and grant opportunities will be sought after.

Strategic Priorities and Performance Metrics:

 Priority 1 (JS3.1): Focus re‐entry planning on barriers and resources starting at intake (HS – Reform Criminal Justice)

 Priority 2 (JS3.2): Reduce recidivism and return to custody (HS – Reform Criminal Justice)

 Priority 1 (JS4.1): Provide evidence‐based programs (GG – Improve Effectiveness)

 Priority 2 (JS4.2): Maintain statistics on all programs (GG – Improve Effectiveness)

Is anyone better off? (Effectiveness)

JS3.1, JS3.2, and JS4.1: Recidivism rate

Justice Services residents who return to custody within 3 years

Intake and Support Services

The Intake Service Center (ISC) is located on the first floor of the Justice Center and is responsible for the processing of new arrestees. ISC Officers create arrest records, conduct wanted and record checks, fingerprint and photograph arrestees and provide other record keeping services. The photographing of arrestees is done via Inmate Recognition Identification System (IRIS), a video imaging system that enables corrections and law enforcement officials to instantly view photos of arrestees on a computer screen from off‐site locations. The division obtains key information from residents through the classification process to ensure appropriate housing, custody, medical needs, and compliance with national Prison Rape Elimination Act (PREA) standards.

Housing Security

The Housing Security division is responsible for the safe, secure, and humane housing of residents of the Jail. Residents in general population of the County Jail are housed on floors four through seven of the Justice Center. There are four housing units on each floor with 48 cells in each pod. One‐third of the cells are double bunked for a total capacity of 64 residents per pod and 256 residents per floor. A direct supervision management philosophy is utilized in the general population housing areas. Corrections Officers are stationed inside the housing pods enabling officers to take a proactive role in controlling behavior and minimizing tension. Residents may also be housed in the infirmary on the third floor. Sixteen beds are available for residents with mental health problems and 11 beds are used for residents with medical problems for a total capacity of 27 beds in the infirmary. A portion of the resident population is housed in special management housing units on the eighth floor. This would include residents needing disciplinary segregation or administrative segregation such as protective custody or behavior risks. Special management housing consists of three 48‐cell pods divided into three 16‐cell sub pods for a total capacity of 144 beds. Indirect supervision techniques are used in this area with Corrections Officers located in secure control booths and patrolling the single cell units. Housing Security Staff consists of the ranks of Officers, Sergeants, Lieutenants, Captains and Majors, as a structure which is best suited for a corrections setting.

Strategic Priorities and Performance Metrics:

 Priority 1 (JS2.1): Reinforce Justice Center Resident positive behavior (GG – Efficient and Responsible)

Special Operations and Transportation

The Special Operations and Transportation division was established to ensure appropriate supervision of resident transportation to court hearings, clinics, hospitals, and state prisons. The division oversees all aspects of emergency preparedness for the jail, especially the Special Emergency Response Team which is tasked with disruptive resident behavior, riots, and medical emergencies. They also supervise fleet operations, Armory, and Tactical Response.

ORGANIZATIONAL CHART

Municipal Court

Courtney Whiteside, Director

ADOPTED FY23 BUDGET

$1,232,004

DEPARTMENT MISSION

FULL TIME EQUIVALENTS

22.0

The Municipal Court’s mission is to provide impeccable customer service to the citizens of St. Louis County and all that have a need to conduct business with the court. The Municipal Court achieves this excellent customer service by resolving all municipal cases in an expedient manner while upholding the integrity of the court, the ordinances of the county, and the laws of the state.

BUDGET OVERVIEW

The 2023 adopted budget for the Municipal Court is $1,232,004, a decrease of $812,806 or 39.7 percent from the 2022 adjusted budget of $2,044,810. Personnel costs comprise 80.9 percent of the budget for 22 positions (22.0 full time equivalents). Operating expenses account for 19.1 percent of the budget.

SIGNIFICANT CHANGES

The 2023 adopted budget moves 9 positions (9.0 FTEs), including all judge positions and other appointed non‐merit positions, to the County Executive’s Office in accordance with recently amended Section 3.040 of the St. Louis County Charter. As the Court continues to adapt to the lasting effects of COVID‐19, state and local legislative changes, and internal reforms, fines and fees collected are expected to stay below pre‐COVID and pre‐reform levels.

The County Council reduced the Municipal Court’s budget by $258,607 (17.3%) compared to the County Executive’s recommendation to remove the value of 75% of vacant positions.

CORE BUSINESS FUNCTIONS

The Municipal Court is responsible for the management of:

→ Providing a safe place for the peaceable resolution to a dispute

→ Ensuring fair and unbiased justice is carried out in all cases

→ Adjudicating cases between parties where the defendant is accused of violating a local county ordinance or that of a municipality contracted with the court for court services

→ Maintaining a complete and accurate record of events in all cases

→ Collection of lawfully assessed court fines and costs

STRATEGIC PRIORITIES AND PERFORMANCE METRICS

Case Management

 Priority 1 (MC1.1): Provide a fair and unbiased court environment (HS ‐ Reform Criminal Justice)

 Priority 2 (MC1.2): Eliminate undue delays in the court’s processes (GG ‐ Constituent Experience)

 Priority 3 (MC1.3): Eliminate any unnecessary backlog of court cases (GG ‐ Constituent Experience)

% of cases disposed within 90 days or 3 court dates

% of cases filed in a year are disposed in the same year

Average age of active pending caseload

Note: an “x” included in a performance metric data field means that data has not historically been reported. The 2023 business plan includes many new performance metrics where the department will capture and report data going forward.

Specialty Courts

 Priority 1 (MC2.1): Implement evidence‐based best practices to maximize program completion rate and reduce recidivism (GG ‐ Improve Effectiveness)

 Priority 2 (MC2.2): Expand available services and treatment options (HS ‐ Reform Criminal Justice)

 Priority 3 (MC2.3): Education on trauma‐centered approaches (GG ‐ Improve Effectiveness)

 Priority 4 (MC2.4): Implement a holistic approach to addressing domestic violence situations (HS ‐ Reform Criminal Justice)

Municipal Court Administration

 Priority 1 (MC3.1): Create accountability through a judicial structure (GG ‐ Improve Effectiveness)

 Priority 2 (MC3.2): Staff effectively and promote succession planning (GG ‐ Improve Effectiveness)

 Priority 3 (MC3.3): Staff education (GG ‐ Improve Effectiveness)

County Police

Lt. Colonel Kenneth Gregory, Chief of Police

ADOPTED FY23 BUDGET

$168,906,320

DEPARTMENT MISSION

FULL TIME EQUIVALENTS

1,265.7

The mission of the St. Louis County Police Department is to work cooperatively with the public and within the framework of the Constitution, to enforce the laws, preserve the peace, reduce fear, and provide a safe environment in our neighborhoods.

BUDGET OVERVIEW

The 2023 adopted budget for the County Police Department is $168,906,320, a decrease of $796,006 or 0.5 percent from the 2022 adjusted budget of $169,702,326. Personnel costs comprise 82.8 percent of the budget for 1,288 positions (1,265.7 full time equivalents). Operating expenses account for 16.8 percent and capital expenses account for 0.4 percent of the budget.

SIGNIFICANT CHANGES

The 2023 adopted budget includes $6.8 million for pay increases approved in collective bargaining agreements, lateral pay, shift differential, and paid family leave. The budget does not include $1.95 million in vehicle replacements that was requested as a 2022 supplemental appropriation to meet next year’s manufacturer ordering deadlines.

The County Council reduced the County Police Department’s budget by $7,011,176 (4.0%) compared to the County Executive’s recommendation to remove the value of 75% of vacant positions.

CORE BUSINESS FUNCTIONS

The St. Louis County Police Department is responsible for the management of:

→ Police protection through the patrol of communities and Metro Link Transit services

→ Neighborhood police officers and school resource officers supporting the community

→ Crisis Intervention Team (CIT) trained officers throughout the department to deescalate mental health crises

→ Crisis negotiation team to respond to mental health barricaded subjects to deescalate without SWAT

→ Community engagement through youth and diversity and inclusion programs

→ Investigation of crimes within St. Louis County

→ Crime Laboratory scientific support of criminal investigations

→ Collect and disseminate criminal intelligence throughout the region via the St. Louis Fusion Center

→ Air patrol though a cooperative agreement with St. Louis Metropolitan Police and St. Charles County Sheriff Departments

→ Emergency 911 calls received and dispatched by the Bureau of Communications

→ Police recruit training and continuing education for current staff at the County and Municipal Police Academy

→ Security services provided to all St. Louis County government buildings

→ Response plans for countywide emergency situations with the Office of Emergency Management

PROGRAM DESCRIPTIONS

Division of Patrol

The Division of Patrol is responsible for responding to calls for service. This division is comprised of the eight patrol precincts, located throughout St. Louis County, whose personnel respond to emergency and non‐emergency calls for service, provide traffic enforcement, and present a visible deterrent to crime while patrolling neighborhoods and businesses. Using Neighborhood Policing Officers assigned to the precincts, a partnership is established between the department and the communities it serves. These partnerships, supported by various community policing initiatives, help strengthen community commitment and participation in crime prevention and reduction strategies.

Division of Special Operations

2023

OF RESOURCES

The Division of Special Operations is responsible for assisting the precincts with combating criminal activity through specialized resources of the department. These include support from the following units: Tactical Operations, Metro Air Support, Canine Unit, Special Response Unit, Bureau of Transit Police, and the Highway Safety Unit.

Division of Criminal Investigation

The Division of Criminal Investigation is responsible for investigating criminal activity. It includes specialized bureaus assigned to identify, investigate, and dismantle drug trafficking organizations; investigate crimes against persons; investigate crimes against property; process crime scenes; analyze forensic and fingerprint evidence and transport prisoners.

Division of Operational Support

The Division of Operational Support is responsible for providing technical and administrative support to the department. The most evident service to citizens is the Bureau of Communications, which receives and responds to 911 calls for service. It also includes the Office of Emergency Management, Emergency Communications Network and Record Room Unit. This division also includes the Bureau of Security Services which provides security for various St. Louis County buildings.

Division of Human Resources

The Division of Human Resources includes the Personnel Services Unit, the County and Municipal Police Academy, and the Wellness Unit. The focus of this division is on recruiting, background investigations, hiring and all personnel services for current employees. This division also includes the Bureau of Community Engagement which was created to work

with employees and community stakeholders to address issues affecting the well‐being of all. It includes the Diversity and Inclusion Unit and the Community Outreach Unit.

Administration

The Office of the Chief includes units that answer directly to the Chief or Deputy Chief. This includes the Bureau of Professional Standards, Bureau of Research and Analysis, Fiscal Services Unit, and the Public Information Unit. The Intelligence Operations Bureau supports the Criminal Intelligence Unit, St. Louis Fusion Center, and the Regional Information and Intelligence Center. This Office is responsible for the oversight of all Police Department activity.

STRATEGIC PRIORITIES AND PERFORMANCE METRICS

 Reduce Crime, Victimization and Harm (HS ‐ Reform Policing)

 Increase Organizational Accountability (GG ‐ Improve Effectiveness)

 Increase Organizational Capacity (GG ‐ Improve Effectiveness)

 Leverage Technology (GG ‐ Efficient and Responsible)

Prosecuting Attorney

Wesley Bell, Prosecuting Attorney

$14,833,051 FULL TIME EQUIVALENTS

ADOPTED FY23 BUDGET

142.6

OFFICE MISSION

The Prosecuting Attorney represents the citizens of St. Louis County by fairly and effectively prosecuting cases of alleged violations, by promoting public safety, and by advocating and protecting the rights of victims. The Prosecuting Attorney’s mission is to focus on violent crimes and drug addiction while finding alternatives to incarceration for non‐violent offenses. It is also to assist those encountering the justice system with maintaining employment and keeping families together.

BUDGET OVERVIEW

The 2023 adopted budget for the Prosecuting Attorney is $14,833,051, an increase of $564,924 or 4.0 percent from the 2022 adjusted budget of $14,268,127. Personnel costs comprise 89.6 percent of the budget for 144 positions (142.6 full time equivalents). Operating expenses account for the 10.4 percent of the budget.

SIGNIFICANT CHANGES

The County Council reduced the department’s budget by $1,207,481 (7.5%) compared to the County Executive’s recommendation to remove the value of 75% of vacant positions and eliminate funding for vehicle replacements.

CORE BUSINESS FUNCTIONS

The Prosecuting Attorney is responsible for the management of:

→ Warrant application process (to include review and charges)

→ Criminal Case Management from inception to closure

→ Traffic Case Management from inception to closure

→ Alternative Court Management (Drug Court, DWI Court, Mental Health Court, Veteran’s Court)

→ Diversion Program Management

→ Victim Services Management

→ Child Support Services

→ Taxes and Bad Check Collection

→ Community Engagement

→ Grand Jury hearings and administration

→ Conviction Incident Review Unit

PROGRAM DESCRIPTIONS

Deferred Prosecution/Diversion

The Deferred Prosecution/Diversion division seeks to address low level non‐violent offenders suffering from drug addiction and issues relating to mental health. Rather than focus solely on conviction and incarceration, which lead to unemployment and tear families and communities apart, this division seeks to provide treatment and employment to individuals in need, primarily with little or no additional cost to taxpayers. If individuals in the program successfully complete the supervised program, they will not have a criminal conviction on their record.

Criminal Division

The Criminal Division prosecutes criminal traffic, misdemeanor, and felony cases. The felony cases enter the division through the warrant office and proceed through the Associate Circuit Trial Staff or the Grand Jury to the Circuit Trial Staff for prosecution. Attorneys, investigators, and support personnel staff the criminal division. This division is particularly focused on addressing violent crime and drug addiction.

Community Engagement

The Community Engagement Division is managed by a former police officer from the St Louis County region. Until this placement, the residents of St. Louis County did not have a sufficient understanding of the office nor were they able to interact with the office in an open and productive manner. The Community Engagement Director has immersed himself in our community, reaching out to many different neighborhoods and participating with community events to bring awareness about this office’s role in the community.

Civil Division

The Civil Division collects child support, delinquent taxes, and bad checks. The division also files and handles asset forfeiture suits.

Victim Services Division

The Victim Services Division provides services to victims, including emotional support and crisis intervention, referrals to agencies, and informs victims about court hearings, orders of protection, victim impact statements and victim crime compensation. Advocates accompany victims to hearings and offer the use of victim accommodations in the courthouse.

Conviction Incident Review Unit

The Conviction and Incident Review Unit is an independent office within the St. Louis County Prosecuting Attorney’s Office, which investigates claims of innocence to determine whether there is compelling evidence that the convicted defendant was not the person who committed the offense of conviction, and to use available measures to right those wrongs. The unit also deals with cases alleging excessive force by law enforcement, public corruption, and official misconduct.

STRATEGIC PRIORITIES AND PERFORMANCE METRICS

 Successfully prosecute criminal cases investigated in St. Louis County (HS – Reform Criminal Justice)

 Advance and protect rights of victims, treating them with the dignity, respect, and compassion they deserve (O –Ensure Services are Efficient and Responsible)

 Engage with the community openly and transparently (O – Ensure Services are Efficient and Responsible)

 Effectively address violent crime, drug addiction and mental health (HS – Reform Criminal Justice)

 Sufficiently staff the office and warrant office (O – Improve Effectiveness)

 Advance and protect the rights of children by collecting child support through the civil contempt system (HS –Reform Criminal Justice)

 Promote the public welfare with respect to non‐violent offenses by focusing on individuals maintaining employment, mental health, drug addiction and alternatives to incarceration (HS – Reform Criminal Justice)

 Modernize and staff the office to effectively address our priorities (O – Improve Effectiveness)

 Address cases involving those wrongly prosecuted, police and official misconduct and public corruption (HS –Reform Policing)

ORGANIZATIONAL CHART

* The Conviction Incident Review Unit is its own independent unit and operates under and reports solely to the Prosecuting Attorney.

CHAPTER SUMMARY

Recreation & Culture

(in thousands)

Highway Capital Program Health & Well‐Being

Public Safety

Recreation & Culture

General Government

Economic Development & Infrastructure

Parks & Recreation

Department of Parks & Recreation

Thomas Ott, Director

ADOPTED FY23 BUDGET

$37,413,087

DEPARTMENT MISSION

FULL TIME EQUIVALENTS

343.7

The Department of Parks and Recreation provides high quality parks, facilities, and recreation services that enhance residents’ lives through responsible and effective management of resources.

BUDGET OVERVIEW

The adopted budget for the Department of Parks and Recreation is $37,413,087, an increase of $601,082 or 1.6 percent from the 2022 adjusted budget of $36,812,004. Personnel costs comprise 55.4 percent of the budget for 577 positions (343.7 full time equivalents). Operating expenses account for 37.2 percent and capital expenses account for 7.4 percent of the budget.

SIGNIFICANT CHANGES

The 2023 adopted budget for the Department of Parks and Recreation includes $145,000 for pool management fees and $45,000 for a work order program. The Creve Coeur Soccer Complex budget includes $60,000 for synthetic turf field maintenance due to the significant amount of play.

CORE BUSINESS FUNCTIONS

The Department of Parks & Recreation is responsible for the management of:

→ 75 Parks with 12,700 acres

→ Seven Recreation Complexes

→ Six Historical/Cultural Sites

→ 166 miles of trails

→ 65 athletic fields

→ 44 playgrounds

→ 78 picnic shelters

→ 590 acres of lakes

→ 87 restroom buildings

→ 400 plus recreational programs annually

→ Citizen Volunteer program

PROGRAM DESCRIPTIONS

Administration

The Administration Division provides support for all the departments financial and personnel functions through effective leadership and fiscal management as well as guiding information technologies, leases and marketing of programs and facilities within the department. The tracking of all purchases, invoices, submission of bid documents, human resources, revenue, and payroll are only some of the supportive functions of this division.

Strategic Priorities and Performance Metrics:

 Priority 1 (PR5.1): Provide a responsible, cost‐effective, and valuable service to the public (GG ‐ Efficient and Responsible)

 Priority 2 (PR5.2): Reduce vacancy rate for Park Personnel (GG ‐ Improve Effectiveness)

 Priority 3 (PR5.3): Provide a safe working environment (GG ‐ Improve Effectiveness)

 Priority 4 (PR5.4): Effectively communicate Parks and Recreation programming to the public (GG ‐ Efficient and Responsible)

Note: an “x” included in a performance metric data field means that data has not historically been reported. The 2023 business plan includes many new performance metrics where the department will capture and report data going forward.

Rangers

Park Rangers are responsible for visitor and resource protection, interpretive programming, and public relations. They provide public safety for park visitors through patrols on foot, ATV, or bicycle, answering complaints, issuing summonses for county ordinance violations, traffic citations and investigating incidents within the parks system. Park rangers prepare and present a wide variety of educational and recreational programs to enhance the public’s enjoyment of the resources that St. Louis County provides. They also support numerous department wide special events by providing security and traffic control for large numbers of attendees.

Strategic Priorities and Performance Metrics:

 Priority 1 (PR4.1): Providing a welcome, safe, and secure recreational experience (O ‐ Improve Quality of Life)

Park Operations

The Park Operations Division operates, repairs, and maintains outdoor facilities (playgrounds, shelters, restrooms, athletic fields, etc.) and all grounds maintenance (prairies, trails, lakes, roads, parking lots, invasive species, etc.) of county parks divided into three geographic areas (North, Central/West and South) to ensure availability and safety for park visitors.

Strategic Priorities and Performance Metrics:

 Priority 1 (PR1.1): Improve satisfaction of park users (O ‐ Improve Quality of Life)

 Priority 2 (PR1.2): Increase the # of park and trail users (O ‐ Improve Quality of Life)

*Data used from Creve Coeur, Spanish Lake, and Bella Fountaine Parks

**Data used from Suson, Tilles, and Lone Elk Parks

Recreation Services

The Recreation Services Division manages all recreation complexes, historical/cultural sites, museum collections and the special usage of all county parks’ outdoor facilities and grounds. The division also operates and manages indoor facilities, recreation programs and cultural events and letters of agreement with outside organizations holding their events in the parks. The division is responsible for the management of volunteer, friends, and partnership programs.

Strategic Priorities and Performance Metrics:

 Priority 1 (PR2.1): Provide quality programs for a wide variety of people (GG ‐ Improve Effectiveness)

 Priority 2 (PR2.2): Reduce operational costs through the use of volunteers (GG ‐ Efficient and Responsible)

PR2.2: $ saved through use of volunteers ($ in millions)* $1.4 $1.9 $2.2 $2.6

*Volunteer value per hour from The Independent Sector; 2020: $27.20 value per hour, 2021: $28.54 value per hour, 2022: $29.95 value per hour, 2023: $31.42 value per hour.

Creve Coeur Park Soccer Complex

Creve Coeur Park Soccer Complex contains 13 synthetic turf fields, a “super pitch” natural grass playing space and a stand‐alone championship field with permanent bleacher seating. In addition to the fields, the complex affords visitors ample concessions, restrooms, and lighted parking areas throughout. St. Louis County’s central location within the Midwest region has made Creve Coeur Park Soccer Complex a convenient destination for athletes and families from across the country. The complex regularly sees close to a million visitors a year as it is the site of more than 25‐plus event weekends each year and the primary training home for numerous area youth soccer clubs.

In the summer of 2023, US Youth Soccer will bring its Midwest Regional Championships to St. Louis County. The five‐day event, which will consist of teams from 13 states, is expected to generate millions of dollars in economic activity for the area. Besides soccer, the facility is able to accommodate other sports such as lacrosse, flag football, American football, ultimate frisbee, and other related activities.

Design & Development Group

The parks professional design staff plans, designs, and manages delivery of capital improvements, including facility upgrades and renovations. The group reviews and issues land use agreements and easements and assists with regulatory compliance and permitting. The primary function of this group is to manage all the capital improvement projects within the Parks Department and provide technical support to park staff and trades sections.

Strategic Priorities and Performance Metrics:

 Priority 1 (PR3.1): Fund the renovations identified in the Vision 2030 Master Plan (GG ‐ Efficient and Responsible)

ORGANIZATIONAL CHART

CHAPTER SUMMARY

Department of Administration

Karen J. Aroesty, Acting Director

ADOPTED FY23 BUDGET

$14,682,858

DEPARTMENT MISSION

FULL TIME EQUIVALENTS

138.3

The Department of Administration promotes the vision and values of St. Louis County government by facilitating the effective delivery of services and providing leadership and support to county departments while ensuring efficient use of resources for county residents.

BUDGET OVERVIEW

The 2023 adopted budget for the Department of Administration is $14,682,858, a decrease of $885,382 or 5.7 percent from the 2022 adjusted budget of $15,568,240. Personnel costs comprise 75.2 percent of the budget for 140 positions (138.3 full time equivalents). Operating expenses account for 24.7 percent and capital expenses account for 0.1 percent of the budget.

SIGNIFICANT CHANGES

The 2023 adopted budget moves, as part of an effort to centralize human resource functions in the County, 17 positions from 6 different departments into the Division of Personnel in Administration. Two new positions (2.0 FTEs) have been added to County Automated Processing Services (CAPS) to provide enterprise resource planning (ERP) support, and 1 new position (1.0 FTE) has been added to Procurement to respond to increased purchasing demand from other departments.

Additionally, $240,000 for two new programs, the Center for Mediation and the Institute for Personal & Professional Development, has been included in the budget to expand professional development and provide conflict mediation for all county employees. The request also includes $87,000 to re‐establish the County’s tuition reimbursement program.

The County Council reduced the Department of Administration’s budget by $746,011 (4.8%) compared to the County Executive’s recommendation to remove the value of 75% of vacant positions and 3 new positions.

PROGRAM DESCRIPTIONS

Fiscal Management

Fiscal Management is responsible for countywide financial reporting, publication of annual financial reports and coordination of audits. The division also oversees payroll, accounting functions, and grant management and compliance.

Strategic Priorities and Performance Metrics:

 Priority 1 (AD3.1): Provide guidance and research to departments/offices on how to effectively and efficiently manage grant funds and ensure overall grant compliance (GG ‐ Efficient and Responsible)

 Priority 2 (AD3.2): Create financial accountability and transparency to our citizens by providing efficient central accounting services (GG ‐ Constituent Experience)

 Priority 3 (AD3.3): Provide accurate and timely payments that exceed regulatory guidelines (GG ‐ Efficient and Responsible)

2023 ALLOCATION OF RESOURCES

% of vendor invoices approved and paid within 4 business days

Internal services survey results (of county staff that manage grant funds)

website

Note: an “x” included in a performance metric data field means that data has not historically been reported. The

business plan includes many new performance metrics where the department will capture and report data going forward.

Performance Management and Budget

Performance Management and Budget handles budget development and supervision of the county budget, bond issuance and compliance, debt management, performance improvement and tracking. The division also supports data research, development, and presentation internally and for county residents.

Strategic Priorities and Performance Metrics:

 Priority 1 (AD1.1): Develop a culture of data‐informed decision making and continuous improvement, resulting in more efficient and effective services (GG ‐ Improve Effectiveness)

 Priority 2 (AD1.2): Lead the county’s budget and financial plan development, execution, and monitoring activities (GG ‐ Improve Effectiveness)

 Priority 3 (AD1.3): Improve data governance and transparency across St. Louis County (GG ‐ Improve Effectiveness)

Procurement supports purchasing county‐wide, administers the Office of Minority/ Women‐Owned Business development and enforces prevailing wage standards.

Priorities and Performance Metrics:

 Priority 1 (AD9.1): Develop processes and structures to make purchasing goods and services for the county efficient, understandable, and accurate for both end‐users and vendors (GG ‐ Efficient and Responsible)

 Priority 2 (AD9.2): Minimize paperwork and streamline online access to required forms (GG ‐ Constituent Experience)

Risk Management and Insurance oversees all issues of employee safety including education and response to occurrences/events that may involve county residents.

 Priority 1 (AD4.1): Provide education, reminders, and assistance to departments to increase health and workplace safety and prevent incidents (GG ‐ Efficient and Responsible)

 Priority 2 (AD4.2): Streamline risk management reporting and investigation process to mitigate high financial impact (GG ‐ Improve Effectiveness)

work per 1,000

costs incurred from workers comp claims (lost time, medical and/or lump sum payments)

$ paid out in for injuries at work – lost time and/or lump sum

$ paid out for medical only

Personnel

The Personnel division engages on all human relations issues for County staff including benefits, retirement plans, EEO matters and countywide education on personal and professional development with a goal to foster belonging, justice, and equity.

Strategic

 Priority 1 (AD10.1): Transform Human Resources (HR) to optimize processes, improve service quality, reduce costs, and increase employee satisfaction (GG ‐ Improve Effectiveness)

 Priority 2 (AD10.2): Cultivate a positive, fulfilling, and engaging employee experience (GG ‐ Improve Effectiveness)

directly impacted by the HR

Treasury

The Office of the Treasurer oversees financial investments for the County, the administration of municipal sales taxes, county banking relationships and cashiering staff.

 Priority 1 (AD2.1): Maintain the highest of fiduciary obligations in the management of cash and all financial systems with significant attention towards early warning systems that could indicate any financial irregularity countywide (GG ‐ Efficient and Responsible)

 Priority 2 (AD2.2): Develop high‐quality cash control and management processes with targeted education across county departments (GG ‐ Efficient and Responsible)

 Priority 3 (AD2.3): Build capacity to better operate as the fiduciary agent between St. Louis County and municipalities (GG ‐ Efficient and Responsible)

 Priority 4 (AD2.4): Create an accessible payment process focused on easy customer interaction for Sunshine requests (GG ‐ Efficient and Responsible)

AD2.2: End user survey (assessed through an internal services survey)

AD2.4: Reduction of manual payment entries

Records Management

The Records Center provides archiving and destruction, imaging services and document management for all county departments in accordance with state statutes and county ordinances.

Strategic Priorities and Performance Metrics:

 Priority 1 (AD7.1): Maintain a high standard of record and document retention to increase records management efficiency and create a positive environmental impact (GG ‐ Efficient and Responsible)

 Priority 2 (AD7.2): Improve the ease of accessibility and transparency for staff and residents (GG ‐ Constituent Experience)

Recycled # of boxes

completed document requests from departments

completed sunshine request documents

General Services

General Services oversees all mail and courier services, including Central Receiving for distribution to all county facilities.

Strategic Priorities and Performance Metrics:

 Priority 1 (AD8.1): Provide consistent and accurate services to county government offices with a high level of staff professionalism (GG ‐ Efficient and Responsible)

CAPS (County Administrative Processing System)

CAPS handles integrated electronic financial, procurement and HR systems including support services for all county staff.

Strategic Priorities and Performance Metrics:

 Priority 1 (AD5.1): Provide strong management, maintenance, education, and support of the financial and human resources needs for the county (GG ‐ Efficient and Responsible)

 Priority 2 (AD5.2): Modernize systems and innovate structural approaches (GG ‐ Efficient and Responsible)

ERP system

Customer Service 311

Customer Service 311 is the central information hub for county residents to receive answers to general questions as well as connections to county departments for more specific needs.

Strategic Priorities and Performance Metrics:

 Priority 1 (AD6.1) Consistently provide a reliable, accessible, and citizen‐focused customer service experience to exceed citizen’s expectations (GG ‐ Efficient and Responsible)

ORGANIZATIONAL CHART

County Executive Chief Administrative Officer

Director of Administration

Deputy Director of Administration

CAPS Treasury

Customer Service Risk Management

Fiscal Management General Services

Performance Management and Budget Personnel

Records Center Procurement

M/WBE Program

Prevailing Wage Enforcement

County Assessor

ADOPTED FY23 BUDGET

$16,815,685

OFFICE MISSION

FULL TIME EQUIVALENTS

172.8

The mission of the Assessor’s Office is to fairly and accurately assess all real and personal property in the county, in accordance with applicable law and professional appraisal practice, and to provide excellent customer service.

BUDGET OVERVIEW

The 2023 adopted budget for the Assessor’s Office is $16,815,685, an increase of $1,030,064 or 6.5 percent from the 2022 adjusted budget of $15,785,621. Personnel costs comprise 72.7 percent of the budget for 194 positions (172.8 full time equivalents). Operating expenses account for 27.0 percent and capital expenses account for 0.3 percent of the budget.

CORE BUSINESS FUNCTIONS

The Assessor is responsible for:

→ The accurate and timely classification and valuations of all real property and all tangible personal property in St. Louis County

→ The performance of all administrative functions of the two Boards of Equalization

→ The review of all petitions for tax‐exemptions of tangible personal property and real property, and submission of recommendations regarding the same to the Boards of Equalization

→ The production and updating of official St. Louis County real estate information, including locator maps and maps containing parcel boundary lines

→ The maintenance of current records regarding real estate title transfers and related plats, and certificates of value

→ Timely, accurate and customer‐friendly public service by providing property values and reassessment information

PROGRAM DESCRIPTIONS

Real Property

The Real Property Division is responsible for establishing the fair market value of approximately 400,000 residential and commercial real estate tax parcels. Missouri law requires that real estate be reassessed every two years (in odd‐numbered calendar years). To ensure that county records accurately reflect the value of a property, appraisers physically inspect every residential property whose value increases by more than 15 percent from the prior

Jake Zimmerman, County Assessor

reassessment. Additionally, every parcel of real property receives a physical inspection at least once every six years, and appraisers physically re‐inspect any property if a request is made by the property owner.

Personal Property

The Personal Property Division is responsible for annually establishing the fair market value of all tangible personal property. For individuals, personal property includes approximately 920,000 vehicles of all types, including automobiles, motorcycles, campers, trailers, boats, personal aircraft, and off‐road vehicles; it also includes livestock and agricultural equipment. For the approximately 560,000 accounts of all types, personal property includes all tangible personal property, and equipment located in St. Louis County on January 1. All valuation is in accordance with the requirements of Missouri law:

 Values for vehicles and most other types of personal property are set according to the National Automobile Dealers Association (NADA) and similar guidelines

 Livestock and agricultural crop values are based on schedules issued by the State Tax Commission (STC)

 Tangible personal property is classified by type and original costs, and are depreciated in accordance with statutory schedules based on Internal Revenue Service Recovery Tables

Administrative Services

The Administrative Services Division is responsible for managing the systems, applications, and data bases necessary for assessment and taxing functions. The services provided include the following:

 Maintaining “base‐line” information used to produce maps and other vital assessment applications such as aerial imagery, addresses, and parcel and taxing district boundaries;

 Producing and updating St. Louis County real estate information, including locator maps and all maps containing parcel boundary lines;

 Maintaining current and accurate records regarding real estate title transfers, and related plats and certificates of value;

 Performing clerical functions essential for assessment including data entry, document scanning, and maintenance of accurate records of various types

Boards of Equalization

In 2021, a second Board of Equalization was created. At the direction of the Boards’ members, the Assessor’s Office now provides a full range of year‐round administrative support to both boards. This is necessary for the fair and efficient functioning of the boards. The boards are independent bodies, appointed by the County Executive, approved by the County Council, and report directly to the Director of Revenue.

Fiscal year 2023 is a reassessment year. The staff anticipates handling approximately 25,000 appeals of all types to the Boards.

STRATEGIC PRIORITIES AND PERFORMANCE METRICS

 Continuously improve the accuracy of property valuation (GG – Efficient and Responsible)

 Continue converting critical functions to a completely paperless process (GG – Constituent Experience)

 Upgrade public data portals and promote public use of the same (GG – Constituent Experience)

 Provide enhanced training to appraisal professionals and other staff (GG – Improve Effectiveness)

Achieve a Coefficient of Dispersion of 15% or less as a measure of the accuracy of valuations as determined by the State Tax Commission*

*Each reassessment year (every odd‐numbered calendar year), the State Tax Commission (STC) employs ratio studies to measure the accuracy of assessed values set by each county assessor’s office in Missouri. The International Association of Assessing Officers – an international professional organization that sets standards for assessment methodology – has established a 15% coefficient of dispersion (COD) as the threshold standard for ratio study results; numbers higher than 15% are considered less accurate while those lower than 15% are considered more accurate.

ORGANIZATIONAL CHART

County Council

ADOPTED FY23 BUDGET

$2,526,657 FULL TIME EQUIVALENTS

34.0

OFFICE MISSION

The mission of the St. Louis County Council is to provide the highest standard of transparency in government and enable greater access to government proceedings and records for all St. Louis County citizens. The St. Louis County Council is the elected legislative body of the county and exercises all powers as set forth in Article II of the St. Louis County Charter, as well as all other powers set out in laws related to county commissions not superseded by the Charter. The administrative component of the County Council includes the offices of County Council Administration, County Clerk, and County Auditor.

BUDGET OVERVIEW

The 2023 adopted budget for the County Council is $2,526,657, an increase of $41,368 or 1.7 percent from the 2022 adjusted budget of $2,485,289. Personnel costs comprise 80.3 percent of the budget for 34 positions (34.0 full time equivalents). Operating expenses account for 19.2 percent and capital expenses account for 0.6 percent of the budget.

SIGNIFICANT CHANGES

The 2023 adopted budget includes an increase in the County Council budget due to new software for the Auditor’s Office. The County Council reduced their budget by $730,804 (22.4%) compared to the County Executive’s recommendation.

CORE BUSINESS FUNCTIONS

The County Council office is responsible for the management of:

→ Public records requested by county departments while conducting county business and as requested by the public

→ Various petitions that are filed with the County Clerk for appropriate action as prescribed by law

→ The recording and live streaming of the weekly Council meetings and Council committee meetings, and subsequent videos for replay on the county website

→ Producing and posting notice of all Council meetings and hearings as prescribed by law

→ Notary Public commissions for the State of Missouri

→ Oaths of office to various board and commission appointees as well as county employees

→ The internal audit function of county operations

→ St. Louis County Fraud and Financial Concerns Hotline for anonymous reporting of fraud, waste, mismanagement, or misconduct by employees and residents

→ The repository of the permanent record of all ordinances, resolutions, orders, and Council agendas and journals

Diann L. Valenti, Administrative Director

PROGRAM DESCRIPTIONS

County Council Administration

The County Council appoints the Administrative Director/County Clerk and Budget Policy Coordinator for the office. The Administration assists the Council to perform its legislative duties in county government and is a resource for detailed records regarding Council business for the citizens of St. Louis County and county departments.

County Clerk

2023 ALLOCATION OF RESOURCES

The County Clerk’s Office, under the direction of the Council Administrative Director/County Clerk and the Chief Deputy County Clerk, prepares the agendas and journals for the County Council, curates the repository of the permanent records of County Council business and those as prescribed by county ordinance and Missouri state statutes. The office also provides copies of ordinances and other records requested by the public and other governmental entities, and performs other duties as prescribed by county ordinances and Missouri state statutes.

County Auditor

The County Auditor is appointed by the County Council. The Auditor’s Office provides an independent, objective internal audit function, designed to add value and improve county operations by evaluating and improving the effectiveness of risk management, internal controls, and governance processes. The Auditor’s office assists and partners with the external independent auditors in the performance of evaluating St. Louis County’s financial statements and other audit activities. The Auditor’s office also manages the St. Louis County Fraud and Financial Concerns Hotline which allows employees and residents to anonymously report fraud, waste, mismanagement, or misconduct.

STRATEGIC PRIORITIES AND PERFORMANCE METRICS

 Provide administrative support to the Council members, professional and timely assistance to county departments, and excellent customer service to the public (GG – Efficient and Responsible)

 Administer Notary Public commissions and renewals, oaths of office for Boards and Commission appointments, and to various county employees (GG – Efficient and Responsible)

 Curate the repository of the permanent record of all ordinances, resolutions, and orders, provide copies of ordinances and other records requested by the public and other governmental entities (GG – Efficient and Responsible)

 Provide timely response to requests for records in full compliance with the Missouri Sunshine Law and all other applicable statutes and ordinances (GG – Efficient and Responsible)

 Continue implementation of automated processes to expand and improve internal efficiencies and external access and transparency (GG – Efficient and Responsible)

 Provide quality video streaming and recordings of all Council meetings for viewing by the public (GG – Efficient and Responsible)

Note: an “x” included in a performance metric data field means that data has not historically been reported. The 2023 business plan includes many new performance metrics where the department will capture and report data going forward.

ORGANIZATIONAL CHART

Council Administrative Assistants

Administrative Director and County Clerk

Chief Deputy County Clerk

County Council Members (7 districts)

Budget Policy Director

Council Support Staff IT Business Manager

Deputy County Clerks

County Auditor

Executive Assistant Audit Manager

Internal Auditors

SUMMARY

County Counselor

Beth Orwick, County Counselor

ADOPTED FY23 BUDGET

$5,483,667

OFFICE MISSION

FULL TIME EQUIVALENTS

42.5

The Office of the County Counselor conducts the civil law business of the county, assisting county government in carrying out its policies and operations in an efficient and legally appropriate manner by providing advice, counsel and representation to county departments, offices, boards, commissions and elected and appointed officials.

BUDGET OVERVIEW

The 2023 adopted budget for the Office of the County Counselor is $5,483,667, a decrease of $3,845 or 0.1 percent from the 2022 adjusted budget of $5,487,512. Personnel costs comprise 89.4 percent of the budget for 44 positions (42.5 full time equivalents). Operating expenses account for 10.6 percent of the budget.

SIGNIFICANT CHANGES

The County Council reduced the County Counselor’s budget by $15,320 (0.3%) compared to the County Executive’s recommendation.

CORE BUSINESS FUNCTIONS

The County Counselor is responsible for:

→ Representing, in the name and on behalf of the county, all civil suits and other proceedings at law or in equity requisite or necessary to protect the rights and interests of the county and enforcing any and all rights, interests or claims against any and all persons, firms or corporations in whatever court or jurisdiction such action may be necessary.

→ Prosecuting all proceedings for the collection of delinquent taxes and licenses of every kind owing to the county and violations of county ordinances including a focus on problem properties.

→ Approving as to form all leases, deeds, contracts, bonds, ordinances, rules, regulations, drafts of legislation, and other instruments.

→ Providing legal advice and opinions to the council, the County Executive, department heads, elective officials, and to all county boards and commissions, respecting county business.

STRATEGIC PRIORITIES AND PERFORMANCE METRICS

 Improve efficiency and continuity of service with technology, including our case management system and e‐Discovery system (GG ‐ Efficient and Responsible)

 Fully staff the department to increase the efficiency of services offered to county departments and offices (GG ‐  Improve

ORGANIZATIONAL CHART

County Executive

Sam Page, County Executive

ADOPTED FY23 BUDGET

$6,351,412

OFFICE MISSION

FULL TIME EQUIVALENTS

51.5

The County Executive is the Chief Executive Officer, elected by the voters of St. Louis County to a four‐year term of office, with all executive powers, responsibilities, and duties enumerated within Article III of the St. Louis County Charter, which include directing, coordinating and monitoring the activities of all county administrative units under the County Executive’s control; appointing administrative heads of departments; approving and executing contracts and agreements for the county as authorized; directing the creation of the annual budget; maintaining communications with federal, state and local governments; and directing special projects requiring coordination among county departments.

BUDGET OVERVIEW

The 2023 adopted budget for the Office of the County Executive is $6,351,412, an increase of $1,372,476 or 27.6 percent from the 2022 adjusted budget of $4,978,936. Personnel costs comprise 92.9 percent of the budget for 53 positions (51.5 full time equivalents). Operating expenses account for the 7.1 percent of the budget.

SIGNIFICANT CHANGES

The 2023 adopted budget increase for the Office of County Executive budget is due to the annualization of position transfers in accordance with the recently amended Section 3.040 of the St. Louis County Charter. When adjusted for these charter‐required transfers, the office’s budget increases by $176,649 or 2.7% due to required insurance costs and the 2023 employee pay program.

The County Council reduced the department’s budget by $411,391 (6.1%) compared to the County Executive’s recommendation to remove the value of 75% of vacant positions

CORE BUSINESS FUNCTIONS

The St. Louis County Executive is responsible for the management of:

→ The proper and efficient administration of the county

→ Appointing department directors and members of boards and commissions

→ Employing experts and consultants in connection with any of the functions of the county

→ Coordinating and supervising the work of the departments and agencies of the county to promote efficiency and economic growth

→ Executing and enforcing the provisions of the County Charter, the laws of the State of Missouri pertaining to the government of the county, and the ordinances, resolutions, orders, and policies of the council and seeing that all contracts with the county are faithfully performed

→ Attending regular meetings of the County Council and participating in discussions without vote

→ Recommendations to the council to improve the county government and the general well‐being of the people and submitting to the council an annual report of the affairs of the county

→ Promoting and encouraging cooperative relationships between the county and the political subdivisions within the county in matters relating to land use planning, public health, sewers, parks, safety, public welfare, and all other governmental functions in which the people of St. Louis County could gain through better cooperative arrangements

→ Examining any payroll, account, demand or claim against the county and having access to all county books, records and papers kept by county officers and employees

→ Representing the county and performing other duties per the County Charter

→ Establishing by executive order from time‐to‐time systems of administrative organization in the departments

→ Submitting to the council for approval by ordinance an annual balanced budget

→ Transforming County Government by improving constituent experience through increasing channels, access to data, and backend process that answer constituent questions

→ Redesigning shared services structure and operating model to drive efficiency and effectiveness throughout county government

→ Developing modern workspaces and optimize use of real estate

→ Increasing constituent services by optimizing the Community Outreach team to increase access to information, provide feedback and improve communications

PROGRAMS & SERVICES Communications

The Communications staff are responsible for messaging on behalf of St. Louis County internally and externally. The Communication staff create and disseminate timely and accurate messages within the community by working closely with Department Directors to elevate the work of St. Louis County.

Community Outreach

The Outreach Team leads the planning and execution of engagement and outreach actions and activities with the St. Louis County community. The team manages the umbrella engagement of stakeholders (both internally and externally) in opportunities to support the St. Louis County’s goals. The team designs and activates programming with organizations like affinity groups, churches, seniors, disability groups, culturally diverse groups, and labor unions. The goal is to provide access to resources to improve the quality of life and empower St. Louis County residents. The Outreach Team uses community input and feedback to inform decisions as appropriate. Additionally, the guidance in the development of rules, policies, and procedures of the Minority and Women Owned Business (MWBE) program, as well as Business Advisory Council, is a critical function of this team.

Department Directors

Department Directors represent the senior staff of the operating departments which are a cohesive body, aligned and resourced to accomplish the County Executive’s goals. The staff are change agents, driving operational transformation aimed at improving customer service, maximizing operational efficiency and cost‐effectiveness, and fostering employee workplace satisfaction.

Policy

The Policy staff lead the advancement of the County Executive’s policy priorities by delivering an integrated approach to policy development and external engagement. The staff are engaged with government relations, regulatory affairs, board and commissions and public policy operations. They conduct research and assist with key policy initiatives and writing reports and briefing materials.

STRATEGIC PRIORITIES

 Provide programmatic and administrative support for the STL CARES Initiative including the Public Health Response, Humanitarian Relief, and Economic Recovery, funded by the Coronavirus Aid, Relief, and Economic Security (CARES) Act in response to global COVID‐19 pandemic (HS – Eliminate COVID‐19)

 Continue efforts of the Opioid Task Force including the St. Louis County Prescription Drug Monitoring Program and the county’s Opioid Action Plan by bringing new initiatives and programs to curb the growing abuse of opioids and deaths related to this epidemic. One example is increasing the availability of naloxone (commonly distributed under the brand name Narcan®) to the public. Naloxone will be available free of charge to the public and community groups at the John C. Murphy Health Center during regular business hours (HS – Curb Opioid Epidemic)

 Create and implement an Equity Agenda, a collaboration with community partners and stakeholders, with the goal to improve policies and programs for low‐income residents (HS – Reduce Health Disparities)

 Implement plan recommended by the county’s Economic Rescue Team for stabilizing the local economy, adopting new laws and policies to create a resilient economic recovery for St. Louis County in response to the economic impact of the global COVID‐19 pandemic (O – Rebuild Pride and Optimism)

ORGANIZATIONAL CHART

Board of Election Commissioners

Eric Fey, Director and Rick Stream, Director

ADOPTED FY23 BUDGET

$9,478,894 FULL TIME EQUIVALENTS 78.1

BOARD MISSION

The St. Louis County Board of Election Commissioners (BOEC) is a bipartisan, independent body established by the State of Missouri, whose mission is to protect the integrity of the voting process by accurately, securely, and efficiently conducting all elections in St. Louis County.

BUDGET OVERVIEW

The 2023 adopted budget for the Board of Election Commissioners is $9,478,894, a decrease of $1,421,078 or 13.0 percent from the 2022 adjusted budget of $10,899,973. Personnel costs comprise 51.3 percent of the budget for 99 positions (78.1 full time equivalents). Operating expenses account for 48.7 percent of the budget.

SIGNIFICANT CHANGES

The 2023 adopted budget includes an increase of $2.6 million to replace poll pad hardware and software that is end of life. In addition, a decrease of $3.7 million is due to state and county election costs, as there will be no scheduled state or county elections in 2023.

The County Council reduced the department’s budget by $871,875 (8.4%) compared to the County Executive’s recommendation to remove the value of 75% of vacant positions.

CORE BUSINESS FUNCTIONS

The Board of Election Commissioners is responsible for the management of:

→ Administering secure and accurate elections in accordance with state and federal laws and regulations

→ Processing voter registrations and maintaining a database of St. Louis County registered voters

→ Recruiting and training election judges to staff polling places

→ Coordinating access to public and private facilities across St. Louis County to serve as polling places

→ Facilitating absentee voting for military and overseas voters, hospitalized persons, nursing home residents, and county voters who cannot vote in person on Election Day

→ Providing accurate and timely information to voters and the public through multiple communication methods

→ Creating and maintaining maps for townships, municipalities, school, fire, and library districts, and other federal, state, and local jurisdictions

→ Verifying voters’ signatures on initiative and referendum petitions

PROGRAMS AND SERVICES

Election Administration

2023 ALLOCATION OF RESOURCES

The Board of Election Commissioners (BOEC) administers elections for Missouri’s largest electorate and most complex jurisdiction, with more than 700,000 registered voters and 324 separate voting jurisdictions. Missouri state law provides that elections may be held in the months of February, March, April, August, and November on the first Tuesday after the first Monday except for March. The BOEC uses electronic poll books and state of the art voting equipment with on‐demand paper ballots which give St. Louis County voters the choice to vote at any polling place in the county. The BOEC strives to leverage technology and innovation to improve the voting experience and uses a variety of digital and software solutions to enhance performance and efficiencies. By law, the BOEC is required to account for all costs for a given election and charge proportionally to participating entities based on the number of registered voters.

Voter Registrations and Mailing Lists

New voter registrations and updates to existing registrations, such as name and address changes, are processed through the BOEC office. The BOEC partners with municipalities, local libraries, high schools, social service organizations, and Missouri Department of Revenue license offices to provide voter registration services. All registrations must be complete within seven days of receiving the application. As of April 2022, there were 735,527 registered voters in St. Louis County. The names and addresses of registered voters in any given district in St. Louis County can be obtained upon request. These lists are available at cost in either electronic or paper format.

Election Judge Recruitment and Training

Election judges play a critical role in the election process and the BOEC employs considerable effort in their recruitment, training, and management. Any given election may employ 1,400 – 2,800 election workers to staff 200 or more polling places. Election judges are paid, must take training courses, and are required to pass a competency test. Training is offered in a variety of ways, including in‐person and virtually. In the last general election year, the BOEC trained over 7,600 election workers. To manage this large workforce, the BOEC uses poll worker management software for communication and contacts, payroll, and worker access to training materials and videos.

Election Day Polling Places

The BOEC is responsible for securing the use of public and private facilities to provide an average of 230 polling places for a countywide election. Under Missouri law, tax‐supported buildings must be made available as polling places and the rental of private facilities is also allowable. Given the size and diversity of St. Louis County, the BOEC uses technology to survey, assess, document, and manage all these facilities, including the use of geo‐spatial and poll location management software. Additionally, St. Louis County voters can enter their address on the BOEC website and look up nearby polling places and their sample ballot. In a recent innovation, BOEC staff created a Line Tracker app to allow voters to see how many people are in line at each polling place throughout the day during an election.

Absentee Voting

In Missouri, voters who are unable get to their polling place on Election Day may vote absentee, in person or by mail, if they have a valid reason under the law. The BOEC facilitates absentee voting for military and overseas voters, and administers absentee for hospitalized persons, nursing home residents, and county voters who cannot vote in person on Election Day.

Military and Overseas Voters

Overseas voters, also called covered voters, have the option of registering to vote and/or requesting an absentee ballot for all elections. The covered voter needs to either complete a Federal Post Card Application (FPCA) or complete a registration application through the Secretary of State LiveBallot Portal. All applications received from a covered voter must be processed within two business days. Covered voters can request an absentee ballot until 5:00 pm the Friday before the election. The office must receive delivery of all electronic ballots from voters located in a hostile environment by 7:00 pm the night of the election (Portal, fax, or email). All mailed ballots must be postmarked by 12:01 am the day of the election and arrive in the elections office by noon the Friday following the election.

In Person and By Mail

Any voter that is unable to vote on Election Day with a valid excuse under Missouri law may request an absentee ballot at no cost to the voter. By law, absentee voting begins six weeks prior to an election and ends at 5 pm prior to Election Day. Voters may vote in person at the BOEC headquarters in St. Ann or at a satellite site, typically located in north, south, west, and central county. Voters may also drop off their ballot or mail their ballot to the BOEC after marking and inserting it in a signed and completed affidavit envelope. Under Missouri law, absentee ballots cannot be opened until five days prior to the election and are not tabulated until polls close on Election Day at 7 pm.

Communications

Communications play a vital role in educating voters and keeping the public informed of elections and voting processes. The BOEC uses multiple digital platforms, such as Twitter and Facebook, as well as traditional direct mailings and printed publications and materials to provide accurate, timely, and relevant information. The website, stlouiscountymovotes.gov, is a comprehensive resource for the public that includes election results, forms, maps, polling place information, and interactive lookups for voters.

Maps

The BOEC uses geographic information system (GIS) tools to create maps, as well as to gather, manage, and analyze data. Maps are available to the public for a variety of St. Louis County’s districts including congressional, state senate and representative, school, library, and fire, municipalities, townships, and other political jurisdictions. District maps are available in a variety of sizes for a nominal fee.

Initiative and Referendum Petitions

All petitions which involve districts in St. Louis County must be processed by the BOEC office. Staff must determine the validity of each signature submitted. The number of signatures on a petition may range from a few hundred on the local level to over 80,000 signatures on a statewide petition.

STRATEGIC PRIORITIES AND PERFORMANCE METRICS

 Inform and educate voters and the public by providing accurate, timely, and relevant communications (O –Constituent Experience)

 Attract, retain, and develop a talented workforce capable of delivering elections services at the highest professional standards (O – Improve Effectiveness)

 Modernize and streamline elections operations, especially manual processes, through continuous improvement, innovation, and technology (O – Efficient and Responsible)

 Maximize the use of BOEC’s voting equipment and technology to enhance and improve voter experiences (O –Constituent Experience)

Department of Information Technology

Charles Henderson, Chief Information Officer

ADOPTED FY23 BUDGET

$11,223,416

DEPARTMENT MISSION

FULL TIME EQUIVALENTS

60.5

The mission of the Department of Information Technology (IT) is to partner with county departments, offices, agencies, and organizations to determine where and how information technology can be used to improve the services these teams deliver. The department is working to improve communication with residents through web‐based technologies and to provide applications for county departments to create new operational efficiencies and communication improvements. The department will continue to focus on process automation allowing customers to access government services through the county’s websites at their convenience, using any device.

BUDGET OVERVIEW

The 2023 adopted budget for the Department of Information Technology is $11,223,416, a decrease of $543,421or 4.6 percent from the 2022 adjusted budget of $11,766,837. Personnel costs comprise 48.4 percent of the budget for 62 positions (60.5 full time equivalents). Operating expenses account for the 51.6 percent of the budget.

SIGNIFICANT CHANGES

The adopted budget includes items to support the department’s continuing goal of modernization of communications such as $85,000 for construction costs of a digital public notice display, $30,000 for telephone message management enhancements, $80,000 for secure employee access to resources on the external CountyNet 2.0 employee portal. Additionally, the budget includes contractual pricing increases.

The County Council reduced the department’s budget by $1,041,303 (8.5%) compared to the County Executive’s recommendation to remove the value of 75% of vacant positions.

CORE BUSINESS FUNCTIONS

The Department of Information Technology is responsible for the management of:

→ County website and internet‐based communications

→ Email systems, databases, mapping, and other core applications

→ Network and server infrastructure

→ PC support

→ Custom applications

→ Cybersecurity

PROGRAMS AND SERVICES

Geospatial

Enterprise GIS manages the St. Louis County Geographic Information System (STLCGIS). St. Louis County’s cooperative, multi‐department, GIS approach allows IT to focus on the specifics of the enterprise approach to GIS. It provides efficient, high‐quality GIS leadership, coordination, infrastructure, and services to meet the business needs of our customers and clients in St Louis County Government.

Service Management / Automation

Service Management and Automation offers digital management services that provide online access to critical services both internally and externally. This offering also allows for enhanced process automation, allowing for efficient processing of customer requests both internally and externally. In addition, it connects all the processes to the county’s web presence allowing for multiple connection points for customers to engage in these services.

Remote Work Force Support / Hybrid Conference Rooms / WebEx Events

Remote Work Force Support provides technical support for a secure remote workforce for St. Louis County as well as hybrid conference rooms supporting both remote workers and in person collaboration. It offers a secure remote public meeting services via scheduled WebEx Events ensuring no interruptions of critical public communications on the operations of county government.

Application Development

Application Development is a team of software development professionals who create stunning modern, mobile first applications for operating systems or devices. In addition, they oversee the entire life cycle of a software application. The team designs and creates application code and tests the product for functionality and errors. In addition, the team must ensure other requirements are met, such as performance and security as well pieces of project management discipline.

Web Development

The Web Development Team is responsible for the coding, design and layout of the county's public facing website according to the county's standards and specifications. The team takes into consideration user experience and function, with a focus toward mobile first approach in both graphic design and user experience.

Business Analysis

Business Analysts engage with county leaders and users to understand how data‐driven changes to processes, products, services, software, and hardware can improve efficiencies and add value. They must articulate those ideas and are responsible for bridging the gap between IT, county departments and offices. The Business Analysts use data analytics to assess processes, determine requirements, deliver data‐driven recommendations and reports to leadership and development teams.

Application Management

Application Managers oversee software applications as well as software and system upgrades. They plan out which software applications are needed for smooth operations and supervise the installation and daily maintenance of those applications, as well as the associated network and hardware installations. They are responsible for the access and education of enterprise‐wide systems and ensuring that those systems remain current and add value to the county. In addition, they provide no/low code implementation of solutions via the configurations of the various applications in place.

Infrastructure

The Infrastructure Team is responsible for managing the back‐end computing environment for the county. This includes on premises servers and associated hardware, as well as cloud services which allows departmental, enterprise, and vendor solutions to operate on our network. The team is responsible for several county‐wide enterprise systems such as data backups, software delivery, email, collaboration, and management systems that allow us to manage the workstation and server environments. The team also provides Tier 3 problem resolution support for all county users and after hours on call support.

Desktop Support

The Desktop Support Team is responsible for Tier 1 and Tier 2 problem resolution for all county users. The Help Desk is the first line resolution for technical support. The Help Desk provides technical assistance and support for incoming phone calls and emails related to computers systems, software, and hardware. The team is responsible for computer hardware maintenance and repair and software systems support. Services include technical support in the diagnosis and resolution of complex software and hardware incidents, requests, and problems. Additionally, the team builds and deploys all new computer systems and is responsible for network cable terminations.

Information Security

The Information Security Team is charged with implementing technology and training needed to protect county government from hackers, malware, and other cyber threats. The team is responsible for reviewing data transmission and storage to verify technology and processes meet the regulations the county is required to adhere to. Information Security is the cornerstone of the county’s IT enterprise. Using the National Institute of Standards and Technology (NIST) cybersecurity framework as a guide, the county rebuilt its program over the past four years to address security gaps in all IT disciplines. Additionally, the Information Security team is responsible for the implementation and management of effectively administering the Cybersecurity Framework (CSF) security practices along with adherence to regulatory compliance requirements.

Network

The Network Team is contracted to Regional Justice Information Services (REJIS) and maintains the county’s enterprise networking infrastructure. The team ensures stable connectivity between the county’s disparate systems, locations, and remote connectivity. The team also provides Tier 3 support for all county users and after hours on call support.

Telecommunications

The Telecommunications Team oversees all aspects of telecommunications which includes the enterprise Voice over Internet Protocol (VoIP) telephone systems, cell phone management, Call Center management, wide area network circuits, telecom circuits and billing. The team also provides Tier 1 – Tier 3 telecom support for all county users and after hours on call support.

STRATEGIC PRIORITIES AND PERFORMANCE METRICS

 Priority 1 (IT1.1): Reduce the likelihood of an attack penetrating layered defenses (GG – Efficient and Responsible)

 Priority 2 (IT1.2): Minimize the possible damage done by a successful attack (GG – Efficient and Responsible)

 Priority 3 (IT1.3): Be able to rapidly recover from an attack (GG – Efficient and Responsible)

 Priority 1 (IT2.1): Improve resident and employee experience when consuming county services (GG ‐ Efficient and Responsible)

 Priority 2 (IT2.2): Build capacity to track and generate metrics on all interactions. (GG – Improve Effectiveness)

 Priority 3 (IT2.3): Develop the ability to push knowledge and self‐service to reduce wait times and employee workload. (GG – Improve Effectiveness)

 Priority 4 (IT2.4): Provide high quality internal customer service. (GG – Constituent Experience)

 Priority 1 (IT3.1): Eliminate or replace hardware and software that introduces risks for support and security as well as systems that do not provide the functionality or data needed by the business unit (GG – Efficient and Responsible)

 Priority 2 (IT3.2): Make data contained in old systems available and accessible to other applications and dashboards (GG – Improve Effectiveness)

 Priority 1 (IT4.1): Map, analyze, optimize, and automate the most time‐intensive processes (GG – Improve Effectiveness)

How well did we do? (Quality)

Is anyone better off? (Effectiveness)

Note: an “x” included in a performance metric data field means that data has not historically been reported. The 2023 business plan includes many new performance metrics where the department will capture and report data going forward.

ORGANIZATIONAL CHART

County Executive

Chief Administrative Officer

Chief Information Officer

Chief Technology Officer (Deputy Director) Application and Web Development IT Finance

Business Analysis Application Management

Chief Operating Officer (Deputy Director) Infrastructure Desktop Security

WAN/Telecomm

Department of Revenue

Erica Savage, Acting Director

ADOPTED FY23 BUDGET

$9,197,532

DEPARTMENT MISSION

FULL TIME EQUIVALENTS

114.5

The mission of the Department of Revenue is to provide quality, customer‐centered information and services to taxpayers, licensees, and document recipients, in addition to obtaining and distributing funding to more than 200 public‐serving agencies improving education, public safety, health, infrastructure and economic growth and opportunity in St. Louis County

BUDGET OVERVIEW

The 2023 adopted budget for the Department of Revenue is $9,197,532, an increase of $966,577 or 11.7 percent from the 2022 adjusted budget of $8,230,955. Personnel costs comprise 59.1 percent of the budget for 124 positions (114.5 full time equivalents), and operating expenses account for 40.9 percent of the budget.

SIGNIFICANT CHANGES

The 2023 adopted budget includes new collection software to automate and streamline tax collection, billing, distribution, tracking, reconciliation, reporting, and analytics for the Collector of Revenue. Other budget increases are due to the countywide merit pay program and increased operating costs that occur because 2023 is a reassessment year.

The County Council reduced the department’s budget by $421,194 (4.4%) compared to the County Executive’s recommendation to remove the value of 75% of vacant positions.

CORE BUSINESS FUNCTIONS

The Department of Revenue is responsible for the management of:

→ Property tax billing, collection, and disbursement

→ The annual tax sale

→ Recording of deeds

→ Issuance of marriage licenses

→ Issuance of liquor, amusement, and miscellaneous licenses

→ Administration of the Trustee Program and Property Owner Advocate Program

→ Collection and distribution of convention, tourism, and sports taxes

PROGRAM DESCRIPTIONS

Collection Division

2023 ALLOCATION OF RESOURCES

The Collection Division calculates, bills, and disburses more than $2 billion personal property, real estate property and railroad and utility taxes on behalf of more than 200 taxing authorities located in St. Louis County. The division delivers a centralized process that efficiently manages the receipt and distribution of funds. The division provides accurate and timely tax billing, processes and distributes tax collections and fees to school districts, municipalities, and other taxing authorities. The division collects sewer lateral and nuisance fees and conducts the annual tax sale. The division similarly facilitates sales, transfers of Post Third Sale Properties and provides personal property declarations services to property owners who want to change their address or update their personal property ownership status.

Strategic Priorities and Performance Metrics:

 Priority 1 (RV1.1): Streamline and simplify processes to serve taxpayers better (GG – Efficient and Responsible)

 Priority 2 (RV1.2): Efficiently and expeditiously manage the collection and disbursement of revenue (GG –Efficient and Responsible)

 Priority 3 (RV1.3): Improve amount of tax payments received (GG – Improve Effectiveness)

Note: an “x” included in a performance metric data field means that data has not historically been reported. The 2023 business plan includes many new performance metrics where the department will capture and report data going forward.

Recorder of Deeds Division

The Recorder of Deeds is responsible for records and file documents affecting real property, subdivision plats, federal and state tax liens, and other legal documents. The division records and files military discharge documents, provide copies of deeds as requested, issue and provide official copies of marriage licenses. The division also offers the Property Fraud Alert program free of charge.

Strategic Priorities and Performance Metrics:

 Priority 1 (RV2.1): Improve document preservation process (GG – Efficient and Responsible)

 Priority 2 (RV2.2): Enhance Recorder of Deeds’ software platforms (GG –

anyone better off? (Effectiveness)

Licensing Office

The Licensing Division issues various licenses for unincorporated St. Louis County areas, including a vast variety of amusement and miscellaneous licenses. The division issues liquor licenses for both unincorporated and incorporated areas and collect and distribute convention, tourism, and sports taxes. Strategic Priorities and Performance Metrics:

 Priority 1 (RV3.1): Restructuring of Licensing Office (GG – Improve Effectiveness)

 Priority 2 (RV3.2): Increase online offerings for licensing services (GG – Improve Effectiveness)

 Priority 3 (RV3.3): Increase the collection of hotel taxes and gross receipts (GG – Improve Effectiveness)

Is anyone better off? (Effectiveness)

Ratio of online license applications to in person/manual license

Quality Improvement Office

The Quality Improvement office is responsible for driving the efficiency, effectiveness, and growth of the Department of Revenue. The Quality Improvement team works with each division to identify key performance indicators, benchmarks, and goals. The team also manages the collection and reporting of data and outcomes.

Director’s Office

The Director’s Office includes the Trustee Office, Quality Improvement and Custodian of Records. The office supervises the Collection, Recorder of Deeds, and Licensing Divisions, provide comprehensive personnel and payroll services for both the Department of Revenue. They administer the Property Owner Advocate Program and compensate of the Board of Equalization (BOE) members, hearing officers and attorney. The Director of Revenue serves as the Trustee for delinquent tax properties that remain unsold after three consecutive years of being offered in the annual public auction. These properties are available for purchase from the Director’s Office. They also provide accurate up‐to‐date information for all divisions to the public via website, signage, and brochures. The Office Service Coordinator serves as the Custodian of Records for the Department.

Strategic Priorities and Performance Metrics:

 Priority 1 (RV4.1): Restructure the department to hire, retain, and celebrate talent (GG – Improve Effectiveness)

 Priority 2 (RV4.2): Advance data access, usability, and analytics to inform decision making (GG – Efficient and Responsible)

ORGANIZATIONAL CHART

County Executive Chief Administrative Officer

Director of Revenue

Deputy Director of Revenue

Board of Equalization

Recorder of Deeds Licensing

Collection Division

Quality Improvement

Miscellaneous

ADOPTED FY23 BUDGET

$241,147,478

FULL TIME EQUIVALENTS 3.0

This section includes funding for the following activities which are not assigned to a specific county department/office:

University of Missouri Extension Center (General Revenue Fund)

The mission of the University of Missouri Extension is to improve Missourians’ lives by addressing their highest priorities through the application of research‐based education and resources. The Extension provides programs in business development, horticulture, labor education, leadership training, workforce development, nutrition and health education, financial education, etc. St. Louis County’s funding is used to provide three support personnel and related expenses. The 2023 budget for the Extension is $222,922.

Special Projects (General Revenue Fund)

This division of the budget includes funding to support the county’s interest in various organizations, agencies, and activities. The 2023 budget includes:

 East‐West Gateway Council of Governments ($125,000)

The Council is an area‐wide planning agency which reviews requests for federal funds to be channeled into the metropolitan area.

 Court Appointed Special Advocates (CASA) of St. Louis ($133,636)

Voices for Children advocates for abused and neglected children in need of safe, permanent homes through highly trained volunteers appointed by the Family Court.

 Elmwood Park Fire Protection ($130,000)

Provides funding for fire protection services in Elmwood Park via agreement with the City of Olivette.

 Transportation Commission ($12,000)

Provides monthly stipends to members of the Transportation Commission.

 Governmental Relations Consulting ($150,000)

Provides funding for a professional services contract to represent the county’s interests.

 Memberships ($45,750)

Provides funding for countywide memberships, including the Missouri Association of Counties, National Association of Counties, Urban Sustainability Director’s Network, and International Council for Local Environment Initiative.

Debt Service (General Revenue Fund)

This division of the budget includes appropriations necessary to make required debt service payments on special obligation bonds and tax anticipation notes. For more information on the county’s outstanding debt, please see the Debt Management chapter of this document. The 2023 budget from the General Revenue Fund for debt service purposes is $8,444,581.

Fire Standards Commission (General Revenue Fund)

The Fire Standards Commission establishes and provides minimum training and educational standards for firefighters, as mandated by the St. Louis County Charter. The commission also issues regulations for any person performing the duties of a firefighter for any municipality, fire protection district, or other public agency in St. Louis County. The 2023 budget for the Commission is $27,583.

Boundary Commission (General Revenue Fund)

The Boundary Commission is an independent commission established by state law which reviews proposed changes to boundaries of incorporated and unincorporated areas in St. Louis County. The Commission is a separate entity and is not a part of St. Louis County government. However, the county is statutorily responsible for providing reasonable and necessary operational funding for the commission. The 2023 budget for the Commission is $250,533.

Emergency Fund (General Revenue Fund)

The Emergency “Fund” is a division of the budget used to set aside an amount not less than three percent of total estimated general income pursuant to Missouri statute. The County Council may, by resolution at any time upon recommendation of the County Executive, make transfers from the emergency fund appropriation account to any other appropriation account within the General Revenue Fund. Transfers may only be made for unforeseen emergencies and upon unanimous vote of the County Council. The 2023 appropriation for the Emergency Fund is $6,771,053.

Debt Service Fund (1110)

This fund receives revenues from a 1.9‐cent property tax levy (per $100 of assessed valuation). Funds are used to make required debt service payments on general obligation bonds (Courthouse Project). The 2023 appropriation for the fund is $6,815,825.

Transportation Trust Fund (5600)

This fund receives revenue from a half‐cent sales tax to be used for transportation purposes. The appropriation of $48,467,809 represents estimated sales tax revenue that could be distributed to Bi‐State Development (Metro). The remaining funds are allocated between county transportation operations and the highway capital construction program. Distributions beyond June 30, 2023 will be based upon County Council approval of a fiscal year 2024 (July‐June) budget for Bi‐State.

Public Mass Transit Fund (5620)

This fund receives revenue from a quarter‐cent sales tax (Prop M) and a half‐cent sales tax (Prop A) to be used for transportation purposes. The appropriation of $157,895,700 represents 100% of estimated sales tax revenue for future distribution to Bi‐State Development (Metro). Distributions beyond June 30, 2023 will be based upon County Council approval of a fiscal year 2024 (July‐June) budget for Bi‐State.

Lambert East Perimeter TIF Fund (5670)

This fund receives revenue associated with the Lambert Airport Eastern Perimeter Redevelopment Project. The 2023 budget of $4,774,457 will be used to pay debt service costs (Series 2011A and Series 2021D/E).

Northpointe Forest Subdivision NID Fund (5840)

This fund receives revenue from a special assessment to the property owners of the Northpointe Forest Subdivision. The 2023 budget of $37,045 will be used to pay debt service costs of the Northpointe Forest Water Project (Series 2009 A/B).

Residential Energy Loan Program Fund (5860)

This fund receives revenue from the repayment of loans from the St. Louis County Sustainable and Verifiable Energy Savings (SAVES™) Program, which financed residential energy efficiency and solar energy projects. This program is no longer accepting applications for new loans. The 2023 appropriation of $186,860 will be used to pay debt service costs for the program (Series 2011 A/B).

Glencullen Subdivision NID Fund (5910)

This fund receives revenue from a special assessment to property owners in the Glencullen Subdivision. The 2023 budget of $38,711 will be used to pay debt service costs associated with the Glencullen Subdivision Street Improvement Project (Series 2019).

Convention & Recreation Trust Fund (8630)

This fund is used to record revenue received from a 3.5% hotel‐motel tax used to fund debt service payments for the St. Louis Cardinals Ballpark Site and Ballpark Project (Series 2021), the Creve Coeur Soccer Complex (Series 2016 A/B), and the Convention Center Facility Project (Series 2022A). The fund will also pay a $1 million preservation payment related to the Domed Stadium project in 2023, and a final payment of $500,000 in 2024. The 2023 budget for the fund is $6,618,013 which includes $500,000 for a feasibility study related to a potential track and field complex.

DEBT MANAGEMENT

St. Louis County issues debt to fund capital improvements, achieve savings through refinancing and manage short‐term cash flow requirements. Instruments used include general obligation bonds, special obligation bonds, lease revenue bonds, and tax anticipation notes. On December 31, 2022, the county will have $476.1 million in principal outstanding.

Ratings issued for other debt types (special obligation bonds, tax anticipation notes, etc.) depend upon the details of each issue, however a recent special obligation issue was rated as AA, stable outlook.

GENERAL OBLIGATION BONDS

General obligation bonds are issued upon voter approval of specific purposes/projects and amounts. These bonds are backed by the full faith and credit of the county and are repaid by a dedicated property tax levy.

The Debt Service Fund is used to account for the redemption of general obligation bonds and payments of interest as well as fees payable to the banks involved as agents for the bondholders.

The county is currently rated as a AAA issuer for general obligation bonds by Moody’s and Fitch Ratings, and as an AA+ issuer by S&P Global Ratings. This rating reflects the county’s substantial tax base and role as the economic development hub for eastern Missouri and the St. Louis region, the long trend of healthy reserves and strong financial management, and low debt position.

The county has no new general obligation debt issues planned at this time.

DEBT SERVICE REQUIREMENTS BY YEAR ($ IN MILLIONS)

Very Low Bonded Debt

St. Louis County’s net bonded general obligation debt currently stands at 1.4% of the allowable limit. The county is limited by Sections 108.010 and 108.020 of the Missouri Revised Statutes to 10% of the assessed value of taxable tangible property. As of December 31, 2022, the county’s net bonded debt amounts to 0.14% of assessed value (AV), or $42.85 per capita.

Property Tax Levy

(Per $100 of assessed value)

The 2023 adopted property tax levy for the Debt Service Fund remains level at 1.9 cents.

Legal Debt Margin as of 12/31/2022 (General Obligation Debt)

Assessed value $30,442,002,240

Limit of bonded indebtedness (10% of AV) $3,044,200,224

Bonded indebtedness (principal)$64,395,000

Less amount available in Debt Service Fund est. 12/31/22 (21,666,182)

Net Bonded Debt applicable to debt limit $42,728,818

Percent of Debt Limit1.40%

Legal Debt Margin$3,044,200,224

NET BONDED DEBT AS A PERCENTAGE OF ASSESSED VALUE

SPECIAL OBLIGATION BONDS

Special obligation bonds do not require voter approval and are secured by the county’s pledge to annually appropriate sufficient funds for debt service.

There are 16 series of special obligation bonds currently outstanding which are serviced by appropriations in annually budgeted funds,

summarized below. The debt service payments for these bonds are included in the operating budget of the relevant funds. Outstanding principal as of 12/31/2022 is $363.6 million.

The County has no additional special obligation bond issued planned at this time.

LEASE REVENUE BONDS

The county has one series of annual appropriation lease revenue bonds outstanding.

OTHER DEBT

The county has four additional transactions that do not fit into the categories listed above (excluding equipment financing agreements)

TAX ANTICIPATION NOTES

From time to time, the county issues short‐term Tax Anticipation Notes (TANs) for cash flow purposes. In April 2021, the county issued two series of Special Obligation Notes (Tax Anticipation), Series 2021 and Series 2022. These notes are authorized for the purpose of providing funds to pay and discharge the expenses and obligations properly payable from the General Funds in fiscal years 2021 and 2022, and to pay the costs of issuing the notes. The notes are issued in an amount not to exceed $95.0 million in the aggregate, and in an amount outstanding at any one time not to exceed $55.0 million.

The legislation authorizing this issue (Ordinance 28,037) requires the budget to include “…an

appropriation of the amount necessary (after taking into account any moneys legally available for such purpose) to pay debt service on the Notes in the next succeeding Fiscal Year, and (ii) to take such further action (or cause the same action to be taken) as may be necessary or desirable to assure the availability of moneys appropriated to pay such debt service on the Notes in the next succeeding Fiscal Year.”

The last TAN borrowing was repaid in December 2021 and there is no balance outstanding. The county will determine if a new TAN program is necessary for 2023.

CAPITAL IMPROVEMENT PROGRAM

The county’s Capital Improvement Program (CIP) details capital projects included in the 2023 budget as well as those under consideration for funding each year through 2027.

The first year of the CIP is included in the budget unless supported by bond proceeds, grants, another funding source not included in the annual budget submitted to Council. The remaining four years of the CIP lists the capital projects identified for implementation and their estimated cost. Each year, the list of projects is reviewed for need and cost. The CIP is not a commitment of funds for future years.

CIP PLANNING CYCLE

The development of the CIP is a continuous process which attempts to compile, review, analyze, and justify information from numerous sources to forecast future capital needs. County departments are constantly working to identify, evaluate, and prioritize projects within the constraints of available funding.

In June, the Division of Performance Management and Budget provides departments with instructions on submitting their CIP proposals for the next five‐year period. Proposals must be submitted by departments in June/July and are reviewed and summarized for consideration by the County Executive. Final funding recommendations are submitted to County Council through the County Executive’s recommended budget.

Project Prioritization

Capital projects are prioritized in different ways, depending upon the specific needs of a department and the source(s) of available funding. The following describes how projects within the Department of Transportation & Public Works are prioritized.

 Transportation Projects

Projects typically address a safety, congestion, maintenance, multimodal or access need. Once a potential project is identified by staff, via programmed maintenance, public input, at the request of the County Council, or some other avenue, the department gathers data on the issue which may include current and future land use, the number and severity of accidents, topography, number of access points, type of access, existing traffic volume, condition ratings, anticipated future traffic demand, relationship with and integration of multiple modes, and coordination with county, department strategic initiatives, and funding opportunities. This data is evaluated and where possible

“weighted’ to sufficiently compare competing needs. Many projects address a combination of needs.

For complex projects, the department develops a concept plan and cost estimates. For jobs that are typical road rehabilitation in scope, cost estimates are generated from historic bid data. The department determines if funding exists to advance a project

Villa Dorado Culvert Project

further in the project development stage of design. Through various means, the department will engage interested stakeholders including the appropriate council member. In instances where the project includes extensive property acquisition or impact to residences, businesses, and parkland, or involves new concepts that may alter travel patterns or mode choice, the department will engage the public for feedback If funding is available through outside partners who have a mutual interest in a project (Missouri Department of Transportation, municipalities, Metro/Bi‐State, etc.), a project could be moved to a higher priority status.

For maintenance projects such as County Road System (CRS) concrete replacement or Arterial Road System (ARS) infrastructure projects, road ratings show which roads need to be included in the 5‐year plan. Road ratings will determine which roads are selected for inclusion in the Capital Program. It is more likely that roadways with a lower pavement condition rating will be considered for preservation treatments as appropriate and as funding allows.

 Public Works Projects

County facility capital projects typically address safety issues, equipment or structural deterioration, equipment upgrades, or space requirements. Potential projects are identified by facility experts, department directors, or tenants. The department evaluates options to address the issue and estimates the project cost.

Projects are not prioritized using a formal scoring system – they are ranked based on the impact on safety and environmental quality for visitors and employees. This includes access to

facilities for all and attention to deteriorating structural elements. Deteriorated equipment and weatherproofing of facilities are the next focus as the failure of these items can cause valuable equipment, records, and workspace to be compromised. When multiple projects of similar priority are being compared and limited funding will not allow all projects to move forward, the department favors projects which affect the greatest number of people and protect the most valuable resources.

PROJECT FUNDING

Capital projects may be funded through annual appropriations, master lease financing, general obligation bonds, certificates of participation, special obligation bonds, or other financing tools. The decision to use a specific method is made depending upon the size, cost, and useful life of the project, coupled with available funding and debt capacity. Following is a description of available financing options:

 Annual Appropriation

Projects may be financed through an appropriation within the operating budget of the user department.

 Master Lease Program

A master lease program can fund capital projects with a useful life between three and ten years. The county contracts with a

Scoreboard installation – Creve Coeur Soccer Complex

vendor to provide project financing with annual principal and interest payments budgeted in the operating budget of the user department. The county does not have an active master lease program currently.

 Certificates of Participation (COPs)

COPs are financing arrangements where an individual or entity purchases a share of the lease revenues of an agreement made by the county, rather than the bond being secured by those revenues. The county has no active COPs currently.

 Special Obligation Bonds

Special obligation bonds are bonds where an investor’s sole security is the county’s promise to make annual principal and interest payments. All outstanding special obligation bonds are summarized in the debt management chapter of this document.

 General Obligation Bonds

General obligation bonds are bonds backed by the taxing power of St. Louis County. All outstanding general obligation bonds are summarized in the debt management chapter of this document.

2023 CAPITAL IMPROVEMENT BUDGET

The 2023 capital improvement program budget includes $68.5 million in capital project funding. All projects are summarized on the following pages. Note that this includes $8.6 million in project financing provided by bond proceeds, grants, other third‐party sources. These moneys are held in funds not included in this presentation. 

Operating Budget

The 2023 operating budget includes $14.9 million in appropriations for capital improvement projects (this excludes projects funded by bond proceeds, grants, and other third‐party sources.)

 Transportation Capital Budget

The 2023 budget for the Transportation Capital Construction Program (CCP) is $45.0 million, an increase of $4.1 million or 10.1% compared to the 2022

Taxiway Alpha Pavement Rehabilitation Project – Spirit of St. Louis Airport

revised budget. The 2023 CCP is appropriated from the following funds1:

o Federal Aid Urban Trust fund

(5080): $19,685,722

o Transportation Highway Fund

(5590): $25,342,802

Table A provides a summary of the 2023 work plan and budget. The budget is in accordance with the Department of Transportation & Public Works’ 5‐year CCP. The 2023 CCP will support project activity of $102.3 million, including $13.7 million of construction work on 2022 and prior year awarded construction projects. The 2023 budget will allow the department to commence and continue design, acquire right‐of‐ way, and let construction contracts for system maintenance, traffic safety, pedestrian and bicycle enhancements, and Americans with Disabilities Act (ADA) improvement projects.

The 2023 CCP supports the County Executive’s strategic priority of rebuilding infrastructure by including projects and programs the rehabilitate aging infrastructure while enhancing

mobility and connectivity throughout the county. These projects and programs include arterial road maintenance, collector road maintenance, subdivision street maintenance, Complete Streets improvements related to sidewalks, trails, bicycling and transit, as well as ongoing efforts to improve ADA compliance within the county’s right‐of‐way.

Maximizing federal funding opportunities is forcing the department to spend less on maintenance activities on roads (not eligible for federal funding) such as subdivision streets. The department is also spending less on maintenance activity for minor streets and other projects which are not competitive for federal funds. In 2023, the department has budgeted $5 million for subdivision street maintenance countywide despite over $44 million needed to rehabilitate subdivision pavement currently rated in poor condition.

The department is committed to maximizing the impact of every

**Includes

1 The Transportation CCP budget includes an allocation of $22.2 million from the ½‐cent Transportation Sales Tax.

TABLE A: TRANSPORTATION CCP 2023 WORK PLAN FUNDING SUMMARY ($

*Funding from various grants, municipal partnerships, public/private partnerships, and Traffic Generation Assessment (TGA). Does not include Special Road & Bridge Funds.

utility adjustments and other miscellaneous project costs

taxpayer dollar and will continue to work to obtain funding from alternative sources for all candidate projects to maximize the ability to provide a safe, flexible, efficient, and well‐maintained transportation system. This includes the utilization of federal funding programs such as the Surface Transportation Program (STP), Congestion Mitigation and Air Quality Program (CMAQ), Transportation Alternatives Program (TAP), and the Highway Bridge Program (HBP) whenever prudent. The department will continue to market the county’s needs to leverage alternative funding.

Despite a transportation work plan of more than $408 million over the next 5 years, there are still hundreds of millions of dollars in needed improvement and enhancements on the road network. The department currently estimates that $267 million is needed to complete the ADA transition plan, which is federally mandated; in

addition, it has identified $273 million in pedestrian and bicycle enhancements which would benefit the region and is tens of millions of dollars short annually for basic system maintenance.

The department needs additional funding to maintain and enhance the road system. This will require a funding source to be identified and must be coupled with a substantial increase in the department’s project development and construction staff to deliver an annual program appropriately sized while continuing to ensure that the county receives quality work and meets Missouri Department of Transportation requirements for projects utilizing federal funds.

TRANSPORTATION CAPITAL CONSTRUCTION PROGRAM (CCP)

2023 Transportation Capital Construction Program

2023 Transportation Capital Construction Program

Capital Construction Program Appropriation Request ‐ 2023

Capital Construction Program Appropriation Request ‐ 2023

DEPARTMENT OF TRANSPORTATION

5-YEAR CAPITAL PLAN

DEPARTMENT OF TRANSPORTATION

5-YEAR CAPITAL PLAN

CAPITAL IMPROVEMENTS BY FACILITY AND YEAR (2023‐2027)

Unknown cost for trail maintenance dependent on trail design and maintenance agreement with GRG. GRG is looking at two phases. 2022‐2023 Alignment

Old siding in disrepair and if not replaced could lead to structural damages that cost more

electronic poll books are reaching end of life and current contract with vendor will expire in 2023. Purchase will include poll books (Ipads), software, new multi‐device manager, and various accessories required for the new equipment.

(1.5)Connect existing restrooms to MSD for more sanitary discarding of waste. Design 2020‐21. Construct 2023.

feasibility

an alternate boat launch area for sailboats that works with prevailing winds. Preferred launch

lower docks on east side of lake.

Determine feasibility of beach area improvements including white sand, concessions for chairs, umbrellas, snacks or even meals like the boathouse

Unknown cost for trail maintenance‐dependent on trail design and maintenance agreement with Great Rivers Greenway (1st year: $250K; 2nd year: $2,000K; 3rd year: $2,000K) Site control issues ‐ conceptual idea

donation to install 3 exercise pods along trail around lake done in 2020. Adding 2 more in 2022.

is on historical registry look for grants to perform structural repairs to stone buildings, stone walkways and Grand

Rivers Greenway funding development for new Greenway trail from Alabama Bridge to Pinnacle ‐ connection through Lemay Park. Additional trail maintenance required for the County's portion of the trail‐County's portion unknown at this time. Construction completed to Broadway. Broadway to River City Casino on hold due to MSD work

Federal Grant. Parks pays upfront. Cost is reimbursed afterwards. Replace fitness equipment safety surface and shade

we have some redundancy w/two central plant chillers, if both were to be out of commission, we would want to be ready to connect a rented chiller and provide temporary AC to the Courts,

interpretive signage along trail and upgrade existing interpretive signage

Unknown cost for trail maintenance‐dependent on trail design and maintenance agreement with Great Rivers Greenway (1st year: $100K; 2nd year: $200K; 3rd year: $200K; 4th year: $5,000K) River

GRANTS

St. Louis County receives grants from state, federal, and other organizations to fund specific activities, such as policing, victim advocacy in the courts, nutrition programs, public health programs, and job training programs.

The amounts detailed on the following pages represent the most current estimates of grant funding to be received by County departments during 2022 and 2023. If awarded, most of these grants will be received and appropriated by ordinance and administered through funds that are not included in the annual budget process.

2022‐2023 Projected Grant Funding by Department ($ in thousands)

2023 Projected Grant Funding by Receiving Department

2023 Projected Grant Funding by Source

2022 Estimated and 2023 Projected Grant Funding

Spirit of St. Louis Airport Acquire Land currently under 99‐year lease to convert to fee simple

Spirit of St. Louis Airport Acquire Land currently under 99‐year lease to convert to fee simple.

Department of Agriculture via Missouri Departm ent of Health and Senior Services

Grant funding (representing 90% of total project cost) from MoDOT and Federal pass‐through; County funding 10% of projectcost

Grant funding (representing 90% of total project cost) from MoDOT and Federal pass‐through; County funding 10% of projectcost

Spirit of St. Louis Airport Airport Operations and Maintenance 2021 Coronavirus Response and Relief Supplemental Appropriations Act grant funding (representing 100%) from MoDOT and FAA Federal pass‐through

Spirit of St. Louis Airport Taxiway Alpha Pavement

Spirit of St. Louis Airport Taxiway Alpha Pavement Rehabilitation ‐

and Construction

Grant funding (representing 90% of total project cost) from MoDOT and Federal pass‐through; County funding 10% of projectcost

Grant funding (representing 90% of total project cost) from MoDOT and Federal pass‐through; County funding 10% of project cost.

SUPPLEMENTAL INFORMATION

This section contains the following information:

 Property Tax Rates – Direct and Overlapping Governments

 St. Louis County Tax Rate History

 Fund Dictionary

 Boards & Commissions

 Glossary & Acronyms

ST. LOUIS COUNTY, MISSOURI

PROPERTY TAX RATES  ‐  DIRECT AND OVERLAPPING GOVERNMENTS (rate per $100 of assessed value)

Overlapping Average Tax Rates

Notes:

‐ Service Districts include fire, light, and sewer.

‐ Other includes Special School District, Community College, Zoo Museum District, Sheltered Workshop, Library Districts and State of Missouri.

ST. LOUIS COUNTY, MISSOURI PROPERTY TAX RATES*

*Reflects the rate for residential real estate from 2015 ‐forward. Different rates have been levied for each class of property since this time.

**Adopted rates

FUND DICTIONARY

The county’s financial structure is organized based on funds, each of which is considered a separate accounting entity with self‐balancing accounts that comprise its assets, liabilities, fund balances/net assets, revenues and expenditures, or expenses. Governmental resources are allocated to and accounted for in individual funds based upon the purposes for which they are to be spent and how spending activities are controlled.

The funds included in this budget document are listed below.

General Funds 1010 General Revenue Account for general governmental and administrative expenses, Police, Justice Services, Judicial Administration, and Human Services.

General Funds 1020 Special Road & Bridge Account for repairs and maintenance of county roads performed by the Department of Transportation.

General Funds 1030 Health Account for health inspections, pollution monitoring, clinical, and other services delivered by the Department of Public Health.

General Funds 1050 Park Maintenance Account for health inspections, pollution monitoring, clinical, and other services delivered by the Department of Public Health.

Special Revenue Funds

Special Revenue Funds

Special Revenue Funds

5300 St. Louis County & Municipal Police Academy

5570 Assessment

5580

Special Revenue Funds

Record revenues and expenditures of the Police Academy for specialized police training for county and municipal participants.

Record the revenues and expenditures of the County Assessor as required under Section 137.750 RSMo.

Sewer Lateral Account for revenue from sewer lateral fees imposed on all residential property located within unincorporated St. Louis County having six or less dwelling units to fund repairs of defective lateral sewer service lines.

5670 Lambert East Perimeter TIF

Receives payments in lieu of taxes (PILOTs) and economic activity taxes (EATS) associated with the Lambert Airport Eastern Perimeter Redevelopment Project. Funds are used to pay debt service costs associated with taxable annual appropriation‐supported tax increment revenue bonds (Series 2011A) and special obligation bonds (Series 2015A/B).

Special Revenue Funds

5710 Record Preservation

Records storage, microfilming, and preservation funded from a portion of fees collected by the Recorder of Deeds on all recorded instruments.

Special Revenue Funds

5740 Police Air Support Program

Purpose

Record receipts and disbursements for the St. Louis County Police Air Support Program which provides aerial law enforcement support for the entire St. Louis region. St. Louis City and St. Charles County also participate in the program.

Special Revenue Funds

Special Revenue Funds

Special Revenue Funds

5800 Emergency Communications

5830 County Sheriff Revolving

5840 Northpointe Forest Subdivision NID

Record receipts from the one‐tenth cent sales tax for emergency communications initiatives and the 1% emergency telephone tax along with related disbursements, including debt service.

Record revenues and expenses of the Police Department’s concealed carry permit activity.

Record revenues from a special assessment to property owners of the Northpointe Forest Subdivision and associated debt service costs of the Northpointe Forest Water Project (Series 2009 A/B). The project consists of a water main extension to serve the residents of the subdivision.

Special Revenue Funds

5860 Residential Energy Efficiency Loan Program

Record revenue from the repayment of loans from the St. Louis County SAVES™ (Sustainable and Verifiable Energy Savings) Program, and pay costs related to taxable special obligation bonds issued in 2011 to finance the program (Series 2011 A/B).

Special Revenue Funds

Special Revenue Funds

5900 Children’s Service

5910 Glencullen Subdivision NID

Record receipts from the quarter‐cent sales tax for children’s services. Funds are used for programs to protect the well‐being and safety of children and youth 19 years of age and less.

Record revenues from a special assessment to property owners in the Glencullen Subdivision and associated debt service costs of the Glencullen Subdivision Street Improvements Project. The project consists of the reconstruction and replacement of private streets, sidewalks, drive approaches and related street improvements within the District.

Special Revenue Funds

8630 Convention & Recreation Trust

Record a 3.5% sales tax on the sales and charges for hotel and motel rooms within St. Louis County. Deposited funds are disbursed subject to annual appropriations to the St. Louis Regional Convention and Sports Complex Authority to pay the county share of the development of a multi‐purpose convention, exhibition, and sports facility, as well as debt service on taxable St. Louis Cardinals Ballpark Project Refunding Bonds (Series 2012) and Soccer Complex bonds (Series 2016 A/B).

Fund Group Fund # Fund Name

Special Revenue Funds

Special Revenue Funds

Purpose

8640 Water Service Line Record water service line fees imposed on all residential property located within unincorporated St. Louis County having six or less dwelling units, to fund repairs of defective water service lines.

8650 Solid Waste Management record annual license fees and surcharges on waste deposited at sanitary and demolition landfills. Funds are used to finance recycling and solid waste programs administered by the Department of Public Health.

Debt Service Funds 1110 Debt Service Account for property tax received to pay required debt service costs on general obligation bonds (Court building project)

Enterprise Funds 1100 Spirit of St. Louis Airport Account for activity at Spirit Airport, which serves as the prime reliever airport for the St. Louis metropolitan area.

Miscellaneous Funds 5600 Transportation Trust Record sales tax revenue and expenditures for transportation purposes.

Miscellaneous Funds 5620 Public Mass Transit Account for revenue from the quarter‐cent and half‐cent mass transit sales taxes, and expenditures for public transportation purposes (typically operations and capital development costs of Bi‐State Development/Metro)

Highway Capital Funds 5080 Federal Aid Urban Trust Account for the financial management of construction, reconstruction, and repair of roadways. The primary source of funding is the County Aid Road Tax (CART) which is distributed by the State of Missouri via formula.

Highway Capital Funds 5590 Transportation Highway Account for the financial management of construction, reconstruction, and repair of roadways. The source of funding is the half‐cent transportation sales tax.

BOARDS & COMMISSIONS

St. Louis County interacts with numerous boards and commissions in the fulfillment of its duties as listed below. More information on each board can be found on the county’s web site at: boards.stlouisco.com.

Aging Ahead

Air Pollution Appeal Board

Animal Care & Control Advisory Board

Bi‐State Development Agency (Metro)

Board of Electrical Examiners

Board of Equalization

Board of Examiners for Mechanical Licensing

Board of Freeholders

Board of Plumbing Examiners

Board of Police Commissioners

Board of Zoning Adjustment

Boundary Commission

Building Code Review Committee

Building Commission and Board of Building Appeals

Business Advisory Council

Civil Service Commission

Commission On Disabilities

Community Improvement District's (CID)

East‐West Gateway Council of Governments

Board of Directors

Electrical Code Review Committee

Emergency Communications Commission

Fire Standards Commission

Fund Investment Advisory Committee

Health and Hospital Advisory Board (County Health Advisory Board)

Historic Building Commission

Housing Resources Commission

Human Relations Commission

Industrial Development Authority Board

Justice Services Advisory Board

Land Clearance for Redevelopment Authority

Local Emergency Planning Committee

Mechanical Code Review Committee

Metropolitan Park and Recreation District Board Of Directors (Great Rivers Greenway)

Metropolitan St. Louis Sewer District (MSD)

Metropolitan Taxicab Commission

Metropolitan Zoological Park and Museum District Board

Parks And Recreation Advisory Board

Planning Commission

Plumbing Code Review Committee

Port Authority Board of Commissioners

Productive Living Board

Regional Arts Commission

Regional Convention & Sports Complex Authority

Regional Convention & Visitors Commission

Regional Justice Information Service Commission (REJIS)

Restaurant Commission

Retirement Board of Trustees

St. Louis Airport Commission

St. Louis County Children's Service Fund Board

St. Louis County Clean Energy Development Board (PACE)

St. Louis County Clinical Consumer Majority Board

St. Louis County Council Bipartisan Reapportionment Commission

St. Louis County Housing Authority Commission

St. Louis County Library Board

St. Louis County Municipal Court Judges

St. Louis County Older Adult Commission

St. Louis County Public Transportation Commission

St. Louis County Workforce Development Board

St. Louis County Youth Advisory Council

St. Louis Economic Development Partnership

St. Louis Regional Health Commission

St. Louis‐Jefferson Solid Waste Management District

Tax Increment Financing Commission of St. Louis County

Waste Management Commission

World Trade Center ‐ St. Louis

Zoo‐Museum District ‐ Art Museum Subdistrict Board of Commissioners

Zoo‐Museum District ‐ Botanical Garden Subdistrict Board of Commissioners

Zoo‐Museum District ‐ Missouri History Museum Subdistrict Board of Commissioners

Zoo‐Museum District ‐ St. Louis Science Center Subdistrict Board of Commissioners

GLOSSARY & ACRONYMS

Glossary

Account Number ‐ A numerical code identifying revenues and expenditures by fund, department, activity, type, and object.

Accrual ‐ Accrual accounting/budgeting refers to a method of accounting/budgeting in which revenues are recorded when earned and expenditures are recorded when goods are received or services are performed, even though the actual receipts and disbursements of cash may occur, in whole or in part, in a different fiscal period.

Adopted Budget ‐ Also known as “Final Budget”, refers to appropriations as originally approved by the County Council at the beginning of the year and to the budget document which consolidates all beginning‐of‐the‐year operating appropriations.

Ad Valorem Tax ‐ Commonly referred to as property taxes, these taxes are levied on both real and personal property according to the property’s assessed valuation and the tax rate.

Annual Budget ‐ A budget applicable to a single fiscal year.

Annual Comprehensive Financial Report ‐ An official annual report which presents the status of the county’s finances in a standardized report. The ACFR is organized by fund and contains two basic types of information: (1) a balance sheet that compares assets with liabilities and fund balance, and (2) an operating statement that compares revenues and expenditures.

Appropriation ‐ A specific amount of money authorized by the County Council to a specified unit of county government to make expenditures and to incur encumbrances for

specific purposes. Appropriations expire at the end of the fiscal year.

Assessed Value ‐ A value set on real estate or other property as a basis for levying taxes. The assessed value is set by the County Assessor, who is charged with determining the taxable value of property according to a formula set by the State of Missouri.

Assessment – (1) the process of making the official valuation of property for purposes of taxation. (2) The valuation placed upon property because of this process.

Balanced Budget ‐ A balanced budget is one in which the available revenues and appropriated fund balances equal estimated expenditures for a fiscal year.

Bond ‐ A contract to pay a specified sum on money (the principal or face value) at a specified future date (maturity) plus interest paid at an agreed percentage of the principal.

Budget ‐ A financial plan, including proposed expenditures and estimated revenues, for a given period.

Budget Calendar ‐ A schedule of key dates which the county follows in the preparation, adoption, and administration of the budget.

Budget Document ‐ The instrument used by the County Executive to present a comprehensive financial program to the County Council.

Budget Message ‐ The opening section of the budget which provides County Council and the public with a summary of the most important aspects of the budget, changes from previous fiscal years, and recommendations regarding the county’s financial policy for the upcoming fiscal year.

Budgetary Control ‐ The control or management of a government or enterprise in accordance with an approved budget that keeps expenditures within the limitations of available appropriations and revenues.

Capital Asset ‐ An expenditure for an item with a value of $500 or more and that has an expected life of more than one (1) year. Capital items include real property, office equipment, furnishings, and vehicles.

Capital Expenditure ‐ A direct expenditure that results in or contributes to the acquisition or construction of a capital asset. The expenditure may be for new construction, addition, replacement, or renovations to buildings that increase their value, or major alteration of a capital asset. Capital assets include land, infrastructure, buildings, equipment, vehicles, and other tangible and intangible assets that have useful lives longer than one year.

Capital Improvement Program (CIP) ‐ A plan for capital expenditures to be incurred each year over a fixed period of years to meet capital needs arising from the long‐term work program or other capital needs. The CIP sets forth each project or other contemplated expenditures in which the government is to have a part and specifies the resources estimated to be available to finance the projected expenditures.

Certificate of Participation (COP) ‐ a security created as part of a lease‐purchase agreement. The lender, the holder of the certificate, owns a right to participate in periodic lease payments (interest and return of principal) as they are paid.

Chart of Accounts ‐ A listing and description of all county revenue and expenditure accounts.

Debt Service Fund ‐ A fund used to account for accumulation of resources for, and the payment of, general long‐term debt principal and interest payments on a bond issue.

Deficit – An excess of expenditures over revenues or expenses over income.

Department ‐ The primary organizational unit in St. Louis County. Each department is managed by a director. Departments are generally composed of divisions and programs which share a common purpose, or which perform similar duties.

Distinguished Budget Presentation Program ‐ A voluntary program administered by the Government Finance Officers Association to encourage governments to publish efficiently organized and easily readable budget documents.

Encumbrance ‐ An obligation incurred in the form of purchase orders, contracts, and similar items that will become payable when the goods are delivered, or the services rendered. An encumbrance is an obligation of funding for an anticipated expenditure prior to actual payment for an item.

Enterprise Fund ‐ Funds to account for operations that are financed and operated in a manner like private business enterprises. An enterprise fund is a self‐supporting fund designed to account for activities supported by user charges. The Spirit of St. Louis Airport Fund is an enterprise fund.

Enterprise Resource Planning (ERP) System ‐  A suite of computer applications designed to organize and administer processes in a systematic way across many areas of an organization to improve business processes and ultimately improve the information and services delivered to customers. The county’s ERP system, currently under design work, is known as the County Administrative Processing System (CAPS).

Expenditure ‐ The disbursement of appropriated funds to purchase goods and/or services.

Fair Labor Standards Act (FLSA) ‐ Federal legislation regulating minimum wage, overtime, record keeping, child labor standards and prohibiting sexual discrimination in pay. 1985 amendments applied FLSA to state and local governments.

Fees – see “User Fee”

Final Budget – see “Adopted Budget”

Fiscal Year ‐ In St. Louis County, the twelve months beginning on January 1 and ending the following December 31. (The State of Missouri’s fiscal year begins on July 1. The federal government’s fiscal year begins October 1).

Fringe Benefits ‐ Fringe benefits include St. Louis County’s contribution to Social Security, Retirement Plan, Unemployment Compensation, Workmen’s Compensation, Hospital Insurance, Long Term Disability and Life Insurance.

Full‐Time Equivalent (FTE) ‐ A part‐time position converted to the decimal equivalent of a full‐time position based upon 2,080 hours worked per year (40 hours per week). For example, a part‐time employee working 20 hours per week (1,040 hours per year) is the equivalent of 0.5 of a full‐time employee, or 0.5 FTE. A full‐time employee working 2,080 hours per year is 1.0 FTE.

Fund ‐ An accounting device established to control the receipt and disbursement of income from sources set aside to support specific activities or attain certain objectives.

Fund Balance ‐ Fund balance represents the amount of money remaining in a fund after all expenses and liabilities have been accounted for. This balance is available for use in future years.

General Revenues ‐ All revenues are general revenues unless they are required to be reported as program revenues. All taxes, even those that are levied for a specific purpose are general revenues. All other non‐tax revenues (including interest, grants, and contributions) that do not meet the criteria to be reported as program revenues should be reported as general revenues.

Generally Accepted Accounting Principles (GAAP) ‐ Uniform minimum standards and guidelines for financial accounting and reporting. They govern the form and content of the financial statements of an entity GAAP encompass the practice at a particular time; they include not only broad guidelines of general application, but also detailed practices and procedures. GAAP provide a standard by which to measure financial presentations. The primary authoritative body on the application of GAAP to state and local governments is the GASB.

General Obligation Bond ‐ Bonds for which the full faith and credit of the county are pledged.

General Revenue Fund ‐ A fund created to account for all financial resources for the general operating revenue and expenditures of the county.

Governmental Accounting Standards Board (GASB) ‐ A private, non‐governmental organization which is currently the source of generally accepted accounting principles (GAAP) used by state and local governments in the United States. It is a private, non‐governmental organization. The GASB has issued Statements, Interpretations, Technical Bulletins, and Concept Statements defining GAAP for state and local governments since 1984.

Governmental Fund – Funds through which most governmental functions are financed. The acquisition, uses, and balances of the county’s expendable financial resources and the related liabilities (except for those accounted for in proprietary funds) are accounted for through governmental funds. The measurement focus is on determination of and changes in financial position rather than upon net income.

Grant ‐ A contribution of assets (usually cash) by one governmental unit or other organization to another. Typically, these contributions are made to local governments from the state and federal governments. Grants are usually made for specific purposes.

Intergovernmental Revenues ‐ Revenue collected primarily from state or federal governments as grants, shared revenue, payments in lieu of taxes, or reimbursement for government services.

Levy ‐ The total amount of taxes, special assessments or service charges imposed by a government.

Master Lease ‐ a program of financing which allows the county to pay for the costs of major capital assets over the life of the asset, rather than all in one year, supplementing the county’s needs to complete a variety of major projects.

Modified Accrual Basis of Accounting – An accounting method that combines accrual‐basis accounting with cash‐basis accounting. Modified accrual accounting recognizes revenues when they become available and measurable and, with a few exceptions, recognizes expenditures when liabilities are incurred. This system divides available funds into separate entities within the organization to ensure that the money is being spent where it was intended.

Municipal ‐ In its broadest sense, an adjective denoting the state and all subordinate units of government. In a more restricted sense, an adjective denoting a city or village as opposed to other local governments.

Operating Budget ‐ Plans of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing, acquisition, spending and service delivery activities of a government are controlled.

Ordinance ‐ A formal legislative enactment by the County Council.

Personal Property ‐ Property, other than real estate identified for purposes of taxation, including personally owned items, as well as corporate and business equipment or property. Examples include automobiles, motorcycles, boats, and trailers.

Position ‐ A group of duties and responsibilities, as prescribed by an office or department, to be performed by a person on a full‐time or part‐time basis.

Program – An organized set of activities directed toward a common purpose or goal, undertaken or proposed by a department to carry out its mission.

Program Revenues ‐ Revenues derived directly from a program itself. Program revenues reduce the net cost of functions to be financed from governments’ general revenues. Program revenues are further divided between charges for services and program‐specific grants and contributions (operating and capital).

Property Tax ‐ A tax levied on the assessed value of real and personal property. This tax is also known as an ad valorem tax.

Proprietary Funds – funds used to account for activities that are like those found in the private sector. The measurement focus is on the determination of net income, changes in net assets (or cost recovery), financial position, and cash flows.

Recommended Budget ‐ A plan of financial operations submitted by the County Executive to the County Council. This plan reflects estimated revenues, expenditures, transfers, and department goals and objectives.

Real Property ‐ Real estate, including land and improvements (buildings, fences, pavements, etc.) classified for purposes of assessment.

Resolution ‐ An informal statement of policy by the County Council.

Revenue ‐ Monies received from all sources (with exception of fund balances) that will be used to fund expenditures in a fiscal year.

Sales Tax ‐ Tax imposed on the taxable sales of all final goods.

Sewer Lateral Program ‐ Approved by a general election on April 6, 1999. The taxpayers/voters agreed to pay $28.00 per property per year to fund a program to defray the cost of repairs to their privately owned sewer laterals.

Special Revenue Funds ‐ Funds used to account for the proceeds of specific revenue sources (other than expendable trusts or major capital projects) that are legally restricted to expenditure for specific purposes. GAAP only requires the use of special revenue funds when legally mandated.

Supplemental Appropriation Ordinance – An ordinance appropriating funds in addition to those in the adopted budget. Supplemental appropriations provide additional budget authority beyond the original estimates for programs or activities (including new programs authorized after the date of the adopted

budget) in cases where the need for funds is too urgent to be postponed until enactment of the next regular budget ordinance.

Taxes ‐ Compulsory charges levied by a government to finance services performed for the common benefit.

Tax Increment Financing (TIF) ‐ A tool used to increase real property values through the physical improvement of a specific redevelopment area as authorized by Missouri Statute (RSMo. 99,800 – 99,865).

Transfer ‐ Movement of monies from one fund, activity, department, or account to another. This includes budgetary funds and/or movement of assets.

Trust Fund ‐ Funds used to account for assets held by a government in a trustee capacity for individuals, private organizations, other governments and/or other funds.

Unappropriated Fund Balance – Monies not appropriated or committed to a specific program or purpose.

User Fees ‐ Charge for expenses incurred when services are provided to an individual or groups and not the community at large. Major types of user fees include business and non‐business licenses and fees.

Acronyms

(underlined acronyms are defined in the glossary)

AARP – organization formerly known as the American Association of Retired Persons

AASHTO – American Association of State Highway and Transportation Officials

ACSP – Alternative Services Program (Department of Justice Services)

ADA – Americans with Disabilities Act

APB – Accounting Principles Board

ARBs – Accounting Research Bulletins

ARPA – American Rescue Plan Act of 2021

ARRA – American Recovery and Reinvestment Act

ARS – Arterial Road System

AV – Assessed Value

BAC – Business Assistance Center

BJA – Bureau of Justice Assistance

BOE – Board of Equalization

BOEC – Board of Elections Commissioners

CAFR – Comprehensive Annual Financial Report

CAPS – County Administrative Processing System

CARES – Coronavirus Aid, Relief, and Economic Security

CARF – Commission on Accreditation of Rehabilitation Facilities

CART – County Aid Road Tax

CASA – Court Appointed Special Advocates

CIP – Capital Improvement Program

CCP – (Transportation) Capital Construction Program

CDBG – Community Development Block Grant

CDC – Centers for Disease Control

CEO – Chief Executive Officer

CID ‐ Community Improvement District

CMAQ – Congestion Mitigation and Air Quality Program

COD – Coefficient of Dispersion

COO – Chief Operating Officer

COP – Certificate of Participation

COVID‐19 – Coronavirus Disease 2019

CPA – Certified Public Accountant

CRF – Coronavirus Relief Fund

CRS – County Road System

CSF – Children’s Service Fund

CYP – County Youth Program

DEIS – Draft Environmental Impact Statement

DHS – Department of Human Services

DJS – Department of Justice Services

DNA – Deoxyribonucleic Acid

DOL – Department of Labor or Determination of Liability

DVSS – Domestic Violence Shelters and Services

DWI – Driving While Intoxicated

EATS – Economic Activity Taxes

ECC – Emergency Communications Commission

EHD – Electronic Home Detention

EIR – Entrepreneur in Residence

EIS – Environmental Impact Statement

EOC – Emergency Operations Center

ERP – Enterprise Resource Planning System

ESInet – Emergency Services IP Network

FAA – Federal Aviation Administration

FASB – Financial Accounting Standards Board

FTE – Full‐Time Equivalent

FY – Fiscal Year

GAAP – Generally Accepted Accounting Principles

GASB – Governmental Accounting Standards Board

GED – General Education Development

GFOA – Government Finance Officers Association

GIS – Geographic Information System

GO – General Obligation

GRG – Great Rivers Greenway

HBP – Highway Bridge Program

HOME – Home Investment Partnership Program

HUD – U.S. Department of Housing and Urban Development

HVAC – Heating, Ventilation, and Air Conditioning system

IAAO – International Association of Assessing Officers

ILS – Instrument Landing System

IP – Internet Protocol

IRS‐MACRS – Internal Revenue Service ‐  Modified Accelerated Cost Recovery System

ISO – Insurance Services Office

IT – Information Technology

ITS – Intelligent Transportation System

JAG – Justice Assistance Grant

JDAI – Juvenile Detention Alternatives Initiative

LED – Light Emitting Diode

M&M – Merchants and Manufacturers

MCSAP – Motor Carrier Safety Assistance Program

MCVR – Missouri Centralized Voter Registration

MDHSS – Missouri Department of Health and Senior Services

MDPS – Missouri Department of Public Safety

MET (Center) – Metropolitan Education and Training

MoDOT – Missouri Department of Transportation

MOVANS – Missouri Victim Automated Notification System

MPLS – Multiprotocol Label Switching (networks)

MSD – Metropolitan St. Louis Sewer District

MWBE – Minority/Women‐owned Business Enterprises

NFL – National Football League

NID – Neighborhood Improvement District

NSP – Neighborhood Stabilization Program

OSCA – Office of State Court Administrator

PILOTS – Payments in Lieu of Taxes

PMB – Division of Performance Management & Budget

PSAP – Public Safety Answering Point

PY – Program Year

REJIS – Regional Justice Information System

RFP – Request for Proposals

RIS – Revenue Information Services (Department of Revenue – formerly Land Information Services)

RSAT – Residential Substance Abuse Treatment

RSMo – Revised Statutes of Missouri

SAVES – Sustainable and Verifiable Energy Savings

SBA – Small Business Administration

SCRAM – Secure Continuous Remote Alcohol Monitoring

SLCRO – St. Louis County Revised Ordinances

SLEDP – St. Louis Economic Development Partnership

SLFRF – (Coronavirus) State and Local Fiscal Recovery Funds

STC – State Tax Commission

STP – Surface Transportation Program

TAN – Tax Anticipation Notes

TANF – Temporary Assistance for Needy Families

TAP – Transportation Alternatives Program

TCM – Tyler Content Manager

TIF – Tax Increment Financing

TIP – Transportation Improvement Plan

TGA – Traffic Generation Assessment

TOB – Traffic Operations Building

TTY – Text Telephone

UMSL – University of Missouri St. Louis

VAWA – Violence Against Women Act

VOCA – Victims of Crime Act

WOIA – Workforce Investment Opportunity Act