2021 Annual Report by STLCOGOV

2021

LETTER FROM THE COUNTY EXECUTIVE

Annual Report ST. LOUIS COUNTY

COVID-19 RESPONSE

DEPARTMENTAL REPORTS

Letter from the County

JUSTICE SERVICES

CONTENTS

Executive

COVID-19 Response

MUNICIPAL COURT

Departmental Reports

47 PARKS AND RECREATION

Highlights

PLANNING

ADMINISTRATION

POLICE

COUNTY COUNSELOR'S

PUBLIC HEALTH

OFFICE

24 HUMAN SERVICES

81 PUBLIC WORKS/TRANSPORTATION

INFORMATION

REVENUE

TECHNOLOGY

ST. LOUIS COUNTY

SPIRIT OF ST. LOUIS

CIRCUIT COURT

AIRPORT

96 ST. LOUIS ECONOMIC DEVELOPMENT PARTNERSHIP

Letter from the County Executive DEAR ST. LOUIS COUNTY RESIDENTS,

Throughout 2021, St. Louis County Government proved its resilience in standing up to the ongoing challenges presented by the COVID-19 pandemic, continuing to find innovative ways to serve our community safely. Early last year, the County began administering an effective shield against the virus with the first COVID-19 vaccine, at times vaccinating up to 18,000 people in a single week. In conjunction with protective measures that we enacted based on the advice of health experts, the vaccine let the County fully reopen and begin to recover. (The response to COVID-19 remained our priority last year, and a detailed account of the Department of Public Health’s outstanding work on this front is included in this report.) Advances notwithstanding, the pandemic continued to take a grim toll on the County. We lost more than 3,000 of our residents to this virus. Livelihoods also fell victim to the pandemic. Through federal relief funds, we were able to provide millions of dollars in grants to small businesses to assist in the recovery. The year did bring some promising economic news for the region with the announcement of the first non-stop flights to Europe in nearly 20 years and a $790 million settlement from the Rams lawsuit. Millions of dollars in American Rescue Plan Act (“ARPA”) and Coronavirus Aid, Relief, and Economic Security Act (“CARES Act”) funds will help us build and rebuild roads and bridges and create hundreds of jobs in the process. The St. Louis region welcomed the first influx of Afghan refugees, who offer a tremendous amount of skill, talent and culture that will enhance and enrich our community. Despite daunting obstacles, St. Louis County remained the most powerful economic engine in Missouri, accounting for 21 percent of the 218,000 new jobs created in the entire state last year. Regardless of the challenges ahead, County government will continue to remain fiscally responsible as our employees carry on with the hard work of meeting the needs of constituents, especially those among us who require the most help. This report details the excellent work of our dedicated County employees in 2021.

Sincerely,

Dr. Sam Page St. Louis County Executive

COVID-19 Response

As 2021 dawned, St. Louis County’s government entered the second year of the COVID-19 pandemic with a clear focus: doing whatever was necessary to help the County heal and recover. Under the leadership of County Executive Dr. Sam Page, County government had already dramatically reshaped itself in 2020 to face the crisis, save lives, help residents meet their basic needs, and foster economic recovery. And as 2021 began, the County obtained a powerful new weapon to wield against the pandemic’s threat – the first COVID-19 vaccine. The County’s Department of Public Health (DPH) sprang into action, rushing the first batch of available doses to our most vulnerable residents. With equity as a driving focus, DPH created a system of administering the life-saving vaccines amid crushing public demand for them. As the state of Missouri changed vaccine eligibility over time, DPH adjusted and expanded its systems to ensure that the highest number of people would receive vaccines as efficiently and safely as possible. Early in the year, residents flooded vaccination sites. At times, DPH and its partners were administering as many as 18,000 doses in a single week. But Dr. Page knew that not everyone could take time off from work and drive across the County to stand in a line to get vaccinated. He also recognized that historic disparities in access to healthcare and economic opportunity would pose significant barriers to vaccination for many. 2

Therefore, even as DPH was meeting the initial burst of high demand for vaccinations, the department launched an intense, ongoing effort to bring the vaccine to the vulnerable. First, DPH made sure that North St. Louis County, home to some of our most vulnerable neighborhoods, would get more vaccination sites than other areas. That’s why places like DPH’S North Central Health Clinic, the University of Missouri St. Louis, and the St. Louis Community College - Florissant Valley were among our early vaccination locations. DPH also established partnerships with fire districts and emergency medical services to help vulnerable residents – an effort that resulted in the state’s first vaccination program serving the homebound. Through that initiative, more than 1,260 homebound residents and their caregivers were vaccinated. The DPH partnership with fire and EMS also filled in gaps in the state’s program to vaccinate residents of long-term care facilities, resulting in nearly 700 more individuals getting vaccines. Our Fire and EMS partners also brought thousands of additional DPH vaccine doses out to neighborhoods throughout the year. And DPH partnered with the County Department of Human Services to vaccinate unhoused residents. The County’s efforts to bring vaccines to neighborhoods didn’t end there. Under Dr. Page’s direction, DPH worked hard to forge partnerships with people and organizations that had already earned community trust – and sought to leverage that trust to encourage and administer vaccinations. DPH set up stakeholder groups made up of North and South County residents who provided valuable insights and assistance in reaching their communities.

68% RESIDENTS 18+ FULLY

1 IN 4 RESIDENTS RECEIVED A

VACCINATED BY END OF 2021

BOOSTER BY END OF 2021

The County’s efforts to bring vaccines to neighborhoods didn’t end there. Under Dr. Page’s direction, DPH worked hard to forge partnerships with people and organizations that had already earned community trust – and sought to leverage that trust to encourage and administer vaccinations. DPH set up stakeholder groups made up of North and South County residents who provided valuable insights and assistance in reaching their communities. The department also partnered with churches, synagogues, mosques, and temples across the County to arrange and support vaccination clinics in many neighborhoods. DPH organized and hosted virtual town hall meetings that brought religious leaders and medical experts together to talk about the importance of vaccinations. In addition, DPH’s outreach teams visited more than 50 barbershops and beauty salons across North County, where residents gather and share fellowship as well as information, to encourage vaccinations. DPH brought flyers, posters, masks, and other materials for the businesses to share with their clients. Some of those small businesses ended up hosting vaccination clinics. Through these and other partnerships, DPH was able to administer more than 5,000 doses at 352 separate vaccination events. Of special note is the partnership DPH established with the St. Louis County Library. The library system readily agreed to deepen its community services to include a regular cadence of DPH vaccination clinics in four library branch locations, making it even easier for residents to find a place to get vaccinated. As a result of that partnership, more than 3,000 more vaccine doses were administered at library branches. Also, pursuant to County Council action, DPH launched a gift-card vaccine incentive program in 2021 in which residents who began their vaccination process on or after Sept. 25 were eligible to receive $150 in grocery and gasoline gift cards after they had been fully vaccinated. By the end of the year, DPH had mailed gift cards to 1,767 eligible County residents who had been fully vaccinated – many of them in our most vulnerable areas.

As the year progressed, it became increasingly clear that while the County had removed obstacles allowing thousands of residents to get vaccinated, hesitancy and even opposition to vaccines remained problematic. Disinformation about the vaccines was on the rise, calling for a fact-based response. St. Louis County rose to that challenge by producing dozens of videos, social media graphics, radio and television commercials, newspaper advertisements, billboards, and other communication products aimed at fighting myths with facts, arming residents with the information they deserved. The campaign included creation of a new website, ReviveSTL.com, that served as the primary way for residents to learn about and arrange for vaccinations as well as testing and other crucial services. The website alone attracted 185,000 unique visitors last year, and some 44,000 of them clicked through to make an appointment for a vaccination. The campaign’s digital advertising, which featured local faces and voices, was viewed 57 million times over the course of the year. The results of St. Louis County’s comprehensive, fact-based efforts to vaccinate residents achieved substantial success. DPH and its partners administered 181,546 doses of COVID-19 vaccine in 2021. Thanks to this initiative, along with parallel efforts made by County hospitals, non-profit health organizations, and other partners, more than 59 percent of the County’s eligible residents had been fully vaccinated by year’s end – including many children, who couldn’t be vaccinated until late in the year. Of note: More than 68 percent of residents aged 18 and older were fully vaccinated by the end of 2021. These vaccination figures put St. Louis County near the top of the state in terms of vaccination percentage. And by year’s end, about one in four County residents had already received a booster shot.

But as Dr. Page said throughout the year, vaccines are far from the only tool we must fight back against COVID-19. Following the advice of health experts in DPH as well as the Pandemic Task Force, Dr. Page consistently supported protocols to keep the public safe throughout 2021. These protocols included following Centers for Disease Control recommendations in enacting a mask mandate that required anyone in places of public accommodation indoors to wear a mask. The measure was strongly backed by the medical community as well as thousands of residents across the County who understood that masks are proven to reduce COVID-19 transmission. Under Dr. Page’s leadership, DPH continued to require isolation for anyone who tested positive for the virus and quarantine for those who have close contact with someone who has it. These measures help limit the spread, and they proved even more crucial as the highly infectious Omicron variant of the disease spread through the region near the end of the year. DPH also continued its close collaboration with County schools, helping them to enact safe practices allowing students to remain in the classroom. As St. Louis County moves into 2022, its residents can rest assured that County Executive Dr. Sam Page will continue to protect them from COVID-19 while doing all in his power to hasten full recovery and a return to normal.

Departmental Reports

HIGHLIGHTS St. Louis County government began cautiously returning to a normal business regimen in 2021 as vaccinations against COVID-19 ramped up resistance and optimism even as the disease counterattacked with highly contagious variants called “Delta” and “Omicron” Many employees who had begun working remotely in March of 2020 returned last year to an office routine that had become more flexible in response to the ongoing health crisis. When pandemic spikes and variants triggered absences and work-from-home stints in 2021, the County’s Internet Technology staff provided key hardware and software enhancements that enabled staff to keep County government running efficiently. Meanwhile, the demands of constituents remained high. And County employees met those demands on all governmental fronts – from roadway improvements and repairs to park maintenance and software application installations that allowed the public to safely and conveniently take remote/mobile advantage of numerous essential governmental services. 7

124,030 aircraft operations at Spirit of St. Louis Airport

16,800 tons of road salt spread by Transportation during 8 snow & ice storms

$27M distributed in rental, mortgage, and utility assistance.

170 residents received CDL through the County's Workforce Development program.

12,700 County park acres meticulously maintained.

A couple of St. Louis County factoids illustrate just how quickly public demand rebounded in 2021: Spirit of St. Louis Airport recorded 124,030 aircraft operations last year, making it the busiest since 2007. And Spirit sold 6.87 million gallons of aviation fuel products in 2021, 2 million more than in 2020. Other Departments submitted similarly impressive reports for 2021. The Department of Transportation and Public Works (TPW) placed 12,271 tons of asphalt; poured 6,722 cubic yards of concrete on County roads, sidewalks, and driveways; applied 2,119 lane-miles of lane-line striping; mowed 1,355 acres of grass; crack-sealed 73 lane-miles of County roads; replaced and installed 11,754 street signs; and used street sweepers to clean 2,191 miles of gutter line. That work was in addition to the 16,800 tons of salt that TPW spread over the course of eight snow and ice storms, much of it in the middle of the night to ensure that commuters woke to safe roadways. Meanwhile, the Planning Department carried on without missing a beat when three long-time staffers in the office retired and took more than 100 years of combined experience with them. At the same time, Human Services continued to help the most vulnerable among us. The department facilitated the distribution of over $27 million in rental, mortgage, and utility assistance through the Emergency Rental Assistance Program (ERAP). The average application processing time for ERAP applications was just nine days. Also, DHS partnered with the St. Louis County Library system and other local agencies in helping clients complete applications. Human Services also continued operating job centers and job fairs, providing thousands of residents with the training, connections, and opportunities vital to ongoing economic recovery.

Among those who gained valuable job skills through St. Louis County government in 2021 were 278 constituents enrolled in specialized, skill-based training programs where starting salaries were as high as $20 an hour. Also, in response to the national supply chain crisis, DHS expanded its truck driving training program. By year’s end, more than 170 residents had received Commercial Drivers Licenses through the program. The Department of Public Health maintained its mission on multiple fronts in 2021 to keep the County one of the best places in the country to live, work or visit. DPH staff who were not fighting the pandemic were sheltering animals, operating clinics, extending the gift of life in the form of Narcan to those in the death-grip of addiction, and performing other key acts of public service. Along those lines, DPH worked with Justice Services in 2021 to lay the groundwork for the recently approved policy in which all those released from the County jail are provided with Narcan, which reverses opioid overdoses. More than just handing out doses of medicine, this new Justice Services program is using a $516,000 federal grant to hire a full-time case manager, a part-time law clerk at the jail, and to cover the $200,000 cost of 3,000 Narcan kits. Particularly noteworthy: not a single resident of the County jail has died of COVID-19 or has needed to be hospitalized due to the virus. In the same worthy public service vein, the Municipal Court in 2021 reimagined one of its “specialty courts,” Mental Health Court, and rebranded it as the Co-Occurring Court, serving those in the judicial system grappling with substance abuse and/or mental illness issues.

124,030 aircraft operations at Spirit of St. Louis Airport

16,800 tons of road salt spread by Transportation during 8 snow & ice storms

$27M distributed in rental, mortgage, and utility assistance.

170 residents received CDL through the County's Workforce Development program.

12,700 County park acres meticulously maintained.

Some additional outstanding Departmental facts and figures: The Administration Department’s General Services Division processed 611,279 pieces of outgoing U.S. mail and approximately 18,000 internal pieces of mail during 2021. This division’s courier services - responsible for transporting interoffice mail, office supplies, medical supplies, blood, and lead samples, and more to over 80 locations throughout the County - received and unloaded 1,974 shipments containing 23,601 parcels in 2021, and made 6,806 deliveries within the Clayton government complex. Despite the continuing threat of COVID-19, the County Circuit Court system focused on restoring in-person services while balancing the need for masks and social distancing. In April, the court resumed jury trials. By year’s end, it had safely held 51 civil and/or criminal jury trials with hundreds of jurors moving into and out of the courthouse. The Counselor’s Office, with the support of the County Executive and the County Council, added five attorneys to staff. As a result of the additional attorneys, the Counselor’s Office has been able to renew its focus on problem properties and community improvement. The Revenue Department added a quality improvement team in 2021 to help expand and improve customer service. The department also implemented payment kiosks in building lobbies to provide additional convenient options to customers. Revenue also improved efficiency of tax payments by fully utilizing a banking app, CheckAlt, which processes payments electronically, eliminating the need to manually handle thousands of paper checks received in the mail. The demands of Mother Nature, a constituency unto itself, continued unabated during the pandemic. And the Parks Department kept pace, ensuring that the 12,700 acres spread over 75 County parks were meticulously maintained in keeping with their status as beloved regional attractions. Parks staff also made sure that all recreation facilities remained clean, open, and available to the public during the pandemic. The Police Department again distinguished itself in protecting the public. The department conducted 66 homicide investigations in 2021, clearing an incredible total of 96 percent. Also last year, County police handled 1,561 aggravated assaults, 61 arsons, 1,652 motor vehicle thefts, and 1,273 thefts of motor vehicle parts and accessories. The high level at which County departments functioned in 2021 as the scourge of COVID-19 continued to loom over our region bodes well for the entire region’s future, regardless of any obstacles that may arise along the way. The following section details the many accomplishments of County departments and their employees in 2021. 10

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 prudent use of resources for the constituents of the County. Work and project highlights of the divisions of the department in 2021 included:

Personnel Recognizing its most valuable assets, the County implemented a merit salary increase program for the first time in 10 years. Merit dates for all permanent employees were moved to a single date and staff received performance evaluations culminating with a merit increase in June. Moving forward, evaluations will occur annually with scheduled quarterly check-ins. In addition to merit increases, the County continued its implementation of an increased minimum wage for all full-time permanent employees. The Division of Personnel developed and implemented a County Merit System Employee COVID-19 Vaccination Policy. Staff worked with the IT Department to stand up an attestation portal and worked closely with the Department of Public Health to provide weekly saliva test kits for employees who chose not to be vaccinated. Staff worked with the Performance Management and Budget Division to develop a dashboard for departmental management of vaccinations and regular testing. The division participated in the hiring and/or promotion of 1,033 merit employees during 2021. The Division of Personnel established the position of Deputy Director of Human Resources and successfully filled the position. 11

Records Center The Records Center worked with departments and updated 35 record retention schedules in 2021. These schedules serve as the policy and procedures for the minimum amount of time that records need to be retained and to ensure compliance with state and local records retention requirements. Over 450,000 documents were digitally scanned in the Imaging Services Lab. These documents have either permanent or long-term retention requirements, and the digital images provide instant desktop access to departmental users, and ensure long-term accessibility as well as efficient retrieval by multiple users. About 3,000 records were retrieved and processed for requesting departments. In addition, over 1,600 records were retrieved, processed, and refiled in response to requests from various County departments. Requests are processed by using automated software and barcode technology and sent to requestors within two or fewer business days. Long-term records for departments will be available for retrieval via the user’s desktop. The Records Center approved over 2,000 cubic feet of record transfers from departments to be maintained at the Center. Eight Record Retention Schedules were updated for various departments. These schedules serve as policy for the minimum amount of time that records need to be retained and to ensure compliance with state and local records retention requirements.

450,000 documents digitally scanned in the Imaging Services Lab.

Diversity, Equity, and Inclusion The Diversity Equity and Inclusion Division is actively developing the St. Louis County Equity Plan. In collaboration with the Human Relations Commission, the division created a series of public meetings in 2021 that allowed for public input and guidance for an equity plan. The following were meetings in the series: Building Equity in Government Building Equity in Healthcare Building Equity in Policing and Fire Service Building Equity in Housing Building Equity in Education Building Equity in the Community A Welcoming Plan as Equity in Action St. Louis County as a Change Agent The division secured a $15,000 grant for Bias Management Training for the Police Department and continues to seek out opportunities for diversity, equity, and inclusion training for County departments. The division has led LinkedIn Learning sessions that help County staff address difficult situations at work and at home and help attendees develop emotionally and professionally. These learning opportunities have led to better relationships between staff and the citizens we serve. The division has served the community through participation in public events hosted by local organizations, including the NAACP and Urban League, distributing food, and increasing vaccine awareness. Working with the Cultural Review Committee, the division continues to make known why it is imperative to identify, address and check biases and communicate across cultures effectively. It is a goal of the division to develop a workplace that meets the needs of every individual, includes all people, and establishes a climate and environment where people feel they belong. The Diversity Equity and Inclusion Division continues collaborating with the Police Department in the creation of a long-term bias management training program. And staff is creating an eight-week training series at the request of the Department of Administration.

Customer Service The 311 Customer Service Division expanded to the Northwest Crossings site in January of 2021. Two representatives from the division provide in-person services to our citizens mirroring those provided in Clayton. Staff are on hand to offer guidance and answer questions, and their presence has been well received. Customer service staff provided in-person services to over 30,000 citizens in Clayton and over 26,000 at Northwest Crossings in 2021. In addition, they answered over 46,000 phone calls and more than 2,000 emails. In July, Bernard, the County’s website chatbot, made its public debut. Recently, the Customer Service team began the conversion of unused space on the street level in the L.K. Roos Administration Building to a mini-resource center. This center provides access to the Recorder of Deed’s microfiche machine and to a secure computer allowing citizens to research and access County information. Staff provided services to 20,214 citizens in Clayton and 18,416 at Northwest Crossings. During the busy season, the division welcomed Special School District (Student Prep) students, who greeted citizens and provided direction for business transactions.

56,000

46,000

2,000

residents helped by Customer Service in person.

phone calls answered by Customer Service.

emails answered by Customer Service.

Performance Management and Budget The Division of Performance Management and Budget (PMB) was essential in final passage of the 2022 budget totaling $889,986,658. Budget staff continues the development of employee trainings for the Munis Budgeting functions. Trainings will consist of videos and written materials to educate the employees who are responsible for such tasks. The training will provide the knowledge and understanding of Munis mechanics coupled with county requirements and will lead our departments and offices into a better understanding of their appropriations. PMB was successful in maintaining the County’s AAA bond rating and successfully completed bond sales to refund $132.9 million of existing debt and issue $37.9 million of new debt. The refinancing produced a total debt service savings of $21.6 million for County taxpayers. The division was presented the Government Finance Officers Association’s Annual Distinguished Budget Presentation Award for fiscal year 2021, marking the 16th consecutive year the County has received this honor. The data team began the countywide implementation of Tableau, a visual analytics software application, that provides dashboard visualizations and infographics for use by County departments. PMB successfully recruited for positions on the Budget, Performance, and Data teams in 2021. PMB hired a total of six staff during this year, resulting in a fully staffed division except for one Data Analyst position. Staff is implementing a new performance management program by working with departments to craft meaningful performance metrics. The team designed and assisted with the launch of the County Executive’s strategic plan website in conjunction with the Department of Information Technology and aligned the goals of County departments to those of the strategic plan. The team worked closely with the Division of Personnel throughout the implementation of the merit pay increase, and hosted five Q&A sessions for employees, managers, and appointing authorities. The Data Team created an interactive dashboard to share results of the 2021 employee survey as well as a 500-page report outlining topline findings and detailed data for each question of the survey. A dashboard was created to allow appointing authorities to view the status of employee compliance with the St. Louis County Merit System Employee Vaccination Policy. Data is updated daily with new inputs from employees.

$889,986,658 County budget for 2022

Fiscal Management Integral to the County’s COVID-19 response, the Fiscal Management Division provided compliance and expenditure reporting of funding received from the U.S. Treasury and U.S. Department of Homeland Security, including: COVID-19 Relief Cycle (CRF) 3 and 4 reporting on County-wide CRF obligations and expenditures totaling $173.4 million. The County’s 2020 Annual Comprehensive Financial Report (ACFR) was finalized on June 29, and properly filed with the Missouri State Auditor’s Office and the Municipal Securities Rulemaking Board that same day. An electronic version of the report was posted and available for download from the County website on June 30. The County received an unqualified opinion from its independent auditors, Sikich, LLP, that our financial statements present fairly, in all material respects, the financial position and respective changes in financial position of the County and its component units. The division successfully coordinated the annual completion of the Internal Control Self-Assessment Questionnaire (ICSAQ) by County departments. The ICSAQ was developed by Fiscal Management as a tool for departments to identify opportunities for increased effectiveness and efficiency, possible weaknesses in internal control, or possible non-compliance with County policies, federal laws, regulations, and program compliance. This marks the second year of its use. Fiscal management has completed its review and closeout of funds and accounts related to Parks and Health projects and several older capital project funds that had become dormant. Funds and accounts for highway-related projects continued to be under review. Provided guidance to County departments on what expenditures are eligible costs under ARPA Coronavirus State and Local Fiscal Recovery Funds (SLFRF) funding. Reviewed department-prepared reporting templates to request use of ARPA SLFRF account strings.

General Services The General Services Division processed 611,279 pieces of outgoing U.S. mail and approximately 18,000 internal interoffice pieces of mail during 2021. All outgoing mail is processed the same day and interoffice mail is delivered the same day within the Clayton government center and the following day to satellite offices. Courier services is responsible for transporting interoffice mail, office supplies, medical supplies, blood, and lead samples, and more to over 80 locations throughout the County. Deliveries are made daily and over 75,000 miles have been logged in 2021 with no vehicle accidents or work-related injuries. The receiving and dock staff received and unloaded 1,974 shipments containing 23,601 parcels in 2021 and made 6,806 deliveries within the Clayton government complex.

611,279

18,000

75,000

pieces of outgoing U.S. mail handled.

interoffice pieces of mail delivered.

miles logged for deliveries across 80 County locations.

The division collects County personal and surplus property for disposal and repurposing. In 2021 the division collected approximately 4,800 pieces of property, including office furniture, file cabinets, desks, and computer-related items. General Services is handling the distribution and collection of COVID-19 test kits throughout all County departments. Completed test kits are then couriered to the John C. Murphy (JCM) Health Center.

Treasury The Treasurer’s Office hired a new Treasurer this year after a position vacancy of over a year. During 2021, Treasurer staff responded to over 2,150 service calls, successfully processed 27,764 transactions totaling over $29 million at the North and South satellite locations and processed over 1,758 check and electronic payments totaling over $318 million dollars in Clayton. Staff processed about 25 escrow and letter of credit releases and extensions each month during 2021. The division successfully reconciled an average of over 400 County transactions with the bank each month. And it calculated and distributed an average of over $16 million of sales tax funds each month to 89 entities including municipalities, Bi-State Fund, Metro Parks and TIF entities. The Treasurer’s office also calculated and distributed earned and accrued interest across 336 County funds 17

21,764

$29M

Treasury transactions.

payments accepted by the Treasury.

During the six-month period ended on June 30, the Treasury office managed an average investment portfolio of over $7,400,000 with an average return of .97 percent. On average, the return from the internally managed portfolio was 83 basis points higher than the .14 percent average return on two-year treasuries and 57 basis points higher than the state benchmark average return for the last six months. During the three-month period ended on September 30, the Treasury office managed an average investment portfolio of over $817 million dollars with an average return of .82 percent. The division made 47 trades during this period for a total reinvestment of $215 million. On average, the return from the internally managed portfolio was 64 basis points higher than the average return on two-year treasuries and 46 basis points higher than the state benchmark average return for the last six months. During the three-month period ending on December 31, the Treasury office managed an average investment portfolio of $798 million with an average return of .87 percent. Investments averaged a return over 1.52 percent for the year which is significantly greater than benchmark returns between .21 percent and .36 percent for the year. The division made 18 trades during this period for a total reinvestment of $56 million. On average, the return from the internally managed portfolio was 124 basis points higher than the average return on two-year treasuries and 116 basis points higher than the state benchmark average return for the twelve months ended December 31.

Risk Management The Division of Risk Management continues to look for ways to streamline loss control County-wide. Loss control includes standardized safety policies, procedures, as well as training. It also includes mitigation of claims prior to and after litigation begins. The division reviewed over 400 workers compensation claims and closed more than 200 this year. Of over 660 incidents reported in liability, lawsuits vehicle accidents, and property damage, over 500 have been closed. Risk Management continues to develop a standardized claim tracking procedure which will allow staff to review claim reserves and strategy with the County Counselor’s Office. Risk Management is in the process of implementing a web-based reporting system (for non-workers compensation claims) for all departments, as well as online training modules for general safety, defensive driving, procedures for investigation of an incident, and other issues. 18

CAPS (County Administrative Processing Systems) The CAPS Division, responsible for managing the County’s Enterprise Resource Planning (ERP) system, upgraded the Munis, Tyler Cashiering, and Tyler Content Management systems in October. The Parks Department went live on the NOVAtime management system in 2021. Work began on the purchase and implementation of the Tyler Munis Employee Expense module as well as interfaces between Tyler Cashiering and the third-party systems of Fidlar Technologies, Accela DPH, Accela Public Works, and PDI/Fuel Tax. CAPS is continuing the process of converting Crystal Reports-designed reports to SQL Service Reporting Studio-designed reports as Tyler, the ERP vendor, phases out Crystal Reports support. Several CAPS staff attended the Tyler Connect 2021 virtual conference and PACE Day trainings sessions on Ready Forms, Work Orders, Project & Grant Accounting, Cash Management, and Performance Management & Evaluations. The team worked with the Treasury Division to review a centralized payments gateway and processor for County online payments in the hopes of realizing savings County-wide.

Procurement The Procurement Division hired a Procurement Director, a position that had been vacant for over a year, and fully staffed the Minority- and Women-Owned Business Enterprises Program (M/WBE Program) for the first time since creation of the program in 2018. The Procurement Division continues to support County departments through emergency procurements related to the COVID-19 pandemic and held the first of several scheduled procurement trainings for all County staff. The division established and commenced quarterly meetings of the Purchasing Policy Committee and Business Advisory Council. Staff drafted and submitted to County Council M/WBE Program Rules as required per ordinance. The rules define the M/WBE Program processes and procedures and provide a mechanism for evaluating contract compliance and assessing liquidated damages. Upon approval by the Council, the rules were published on the County website and presented to community contractors. The Procurement Director held a series of virtual meetings for all County employees, covering such topics as preparing a scope of work, and a walk-through of basic procurement processes. Two internal employees were promoted to the Procurement Manager and Office Supervisor roles. The request for proposals (RFP) templates have been re-written and are more concise and direct, allowing for better understanding for both internal and external users. In addition, the Procurement Department has established a collaborative relationship with counterparts in the City of St. Louis and has issued the first of several planned joint solicitations, in which the two entities will work together to contract with a single entity that will provide service to the entire region.

COUNTY COUNSELOR

The County Counselor is the County’s Attorney and Counselor at Law. The office has charge of and conducts all the civil law business of the county, its departments, divisions, offices, officers, boards, and commissions. Highlights from the Counselor's Office in 2021 included:

Personnel The Counselor’s Office engaged in a dialogue about appropriate staffing and resources with the County Executive and the County Council. The department asked the Council to fund additional attorney positions with the goal of increasing our bandwidth and expertise. With the support of the County Executive and the County Council, the office added five attorneys to staff. As a result of the additional attorneys, we have been able to have an attorney dedicated to problem properties and community improvement. This attorney, along with two others, attends bi-weekly meetings of the Community Improvement task force. We have also been able to shift an attorney’s responsibilities so that it has a manager who is able to focus on community engagement and professional development, in addition to her other responsibilities. The additional attorneys have also taken on many assignments and cases, including transactional, administrative, pre-litigation and litigation matters. The department hired an office manager and an additional paralegal, enabling attorneys to more efficiently handle the pressing legal business of the County. We shifted responsibilities among managers to best address the current needs of the County and the office. This has allowed the administrative law manager to spearhead a complete reorganization of the files stored by the office and implement the case management system. 20

Additionally, after having had only a part-time/intermittent employee managing municipal court prosecutors, we shifted responsibilities within the department and now have a full-time attorney managing the municipal court prosecutors, including the many matters those attorneys handle, namely municipal court prosecutions, mental health matters, expungements, involuntary commitments, concealed carry litigation and sex offender registry litigation. The attorney managing the municipal court matters has also been responsible for the implementation of Show Me Courts and the prosecutors’ module as it applies to the office. He also is the department’s liaison to weekly meetings held by the Circuit Court. The Counselor’s Office began attending these meetings in 2020 and it became a responsibility of this attorney in 2021. This manager also provides training to the attorneys on his team – many of whom are new to the legal profession and to the practice of civil law. This manager is also instrumental to the office’s focus on problem property/community improvement matters and he supervises the new attorney referenced above. During this past year, the office reformulated its goals regarding employee attraction, employee education and employee retention. It took a multi-prong approach: 1) to raise the office’s profile in the legal community to aid in recruitment and to ensure information about opportunities in the office are communicated to as wide and diverse a pool of potential candidates as possible; 2) to identify relevant professional development and educational opportunities for the department’s attorneys, including those that will impose no or little financial burden on the office, such as by saving thousands of dollars by having the County’s own attorneys create continuing legal education programs; 3) to learn about leadership development opportunities offered within the legal communities, bring that information back to the department’s attorneys, and encourage them to integrate such opportunities into their professional lives; 4) to ensure that attorneys who wish to connect with the larger legal community, including forming collegial relationships with actual or potential opposing counsel and members of the bench outside of the courtroom setting, feel supported in such efforts; and 5) to gather information to assist the office, as an employer, in staying well-informed about trends, developments, issues within the profession and the law schools, including but not limited to employment trends and current information about lawyer wellness and work-life harmony.

Technology Over the past year, the Counselor’s Office has made great strides in process improvement and use of technology. This past year, we purchased and are in the process of implementing LegalFiles, our primary case management system. This system will allow the office to mine data, structure workflow, efficiently manage files and increase organization. It will reduce the need for storage retention and paper files in the office and at the records center. This system will also allow the department to partner with the Assessor’s office in a collaborative manner using technology to increase the efficiencies of both offices. 21

As the office implements both LegalFiles and the new prosecutor’s module (as a part of Show Me Courts) case management systems, it will be phasing out the need for paper files and storage. The current hard copy records management system, and the DL program, will become obsolete and unnecessary. These case management systems will also allow the office to meet the goals of the IT department by reducing the need for records maintenance on current drives. The expense and upkeep costs of the two case management systems is not only necessary to support the proper functioning of the Counselor’s Office, but will allow the office to gain workflow efficiencies, employee efficiencies and cost savings related to physical storage, electronic storage, and office space. Addition and implementation of the LegalFiles case management system and the PAMS system for municipal matters, both will increase our efficiency and organization.

Diversity, Equity, and Inclusion During this past year, the office has increased its community collaboration. We cohosted a seminar, along with the Mound City Bar Association, providing training to law firms and solo practitioners for those entities to become a certified M/WBE. It has organized and hosted several continuing legal education seminars for the attorneys in the office and other public governmental offices throughout Missouri. It also retained the services of Colette Holt and Associates to provide training and education to the attorneys in the office about procurement and contracting as it relates to minority participation goals, what that means and the legal support necessary prior to the implementation of an M/WBE program for such programs to be held constitutional. The completion of the M/WBE Program Policies and Rules was another accomplishment shared by the Counselor’s Office and the Department of Administration. The office continued to work with the M/WBE Program and Procurement team on a regular basis to support the program and address matters that arise.

Pandemic Response The office has continued to play a key role in matters relating to federal funding received in response to the COVID-19 pandemic including: CARES Act work by reviewing proposed expenditures, working with CARES Program team through compliance review, including legal guidance for addressing non-compliant recipients of CARES funding through County programs; Emergency Rental Assistance by providing legal guidance regarding requirements for use of the federal funding for emergency rental assistance programs; and, ARPA by providing legal guidance regarding requirements for use of ARPA funds and reviewed proposed expenditures. For all programs, the office has tracked applicable regulations and guidance to keep current because the federal government continues to issue revised guidance. The Counselor’s Office has also participated with Department of Transportation and Public Works in multiple steps in road project processes after many of the projects were delayed due to the pandemic.

Work Product The Counselor’s Office has issued numerous legal opinions, at one point averaging one every 1.5 workdays. It has drafted and reviewed hundreds of pieces of legislative items and advised and counseled the legislative branch on numerous matters. (In 2021, the office prepared 760 pieces of legislation, including 437 bills, 20 sub bills, 181 resolutions and 122 prepared orders.) It drafted or reviewed and approved for legal sufficiency thousands of contracts. It also handled thousands of court and administrative matters, including at the state and federal courts, the Division of Worker’s Compensation, the Division of Employment Security, the Board of Equalization, the State Tax Commission, the Civil Service Commission, the Equal Employment Opportunity Commission, and the Missouri Commission on Human Rights.

760

181

pieces of legislation prepared.

resolutions prepared.

HUMAN SERVICES The St. Louis County Department of Human Services is committed to providing the support, service and resources that help individuals of all ages live safely, productively, and independently. The department’s work last year included:

Job Services From Job Centers to Job Fairs, St. Louis County Department of Human Services (DHS) provided training, connections, and opportunities to thousands of residents in 2021. Our job centers averaged thousands of client visits per month (2,575 in September alone). These facilities provide a range of services, including performing required identification verifications, conducting job searches, and conducting enrollment in skills-based training programs. St. Louis County has hosted over 200 hiring events across a variety of industries. More than 600 job seekers participated in these events, with many of the available jobs offering wages between $15 and $18 an hour. Some of the employer partners who worked with the County to provide job opportunities included St. Luke’s Hospital, Build-A-Bear Workshop, McKesson, Hollywood Casino and Hotel, Charter Communications, Bi-State Development, Amazon Logistics, H&R Block, and Delmar Gardens. St. Louis County enrolled 278 constituents in skill-based training programs, including in a medical assistant apprenticeship and Incumbent Worker Training programs in conjunction with Washington University; wages for these jobs started at between $14 and $20 an hour. Other programs included training for certified nursing assistants, and in information technology skills. Meanwhile, more than 170 residents received Commercial Drivers Licenses in 2021 through the County’s truck driving training program. This program was expanded this year in recognition of our nation’s supply chain crisis. 24

In a newly formed partnership with a major employer, the County collaborated with Accenture Federal Services to provide a unique work experience program that allows individuals to get paid $15 an hour while they are trained on some essential IT related skills that will prepare them for success in the industry. Candidates started an inaugural 12-week session in October, funded by federal dollars, and received training and work experience in one of the following areas: custom development, digital platforms, infrastructure, program management, and technical support. The County participated in a new work-based learning program: incumbent worker training. We worked closely with employers to identify existing workers at their companies who could benefit from additional skill development and, in collaboration with that employer, funded training so that those candidates gained new skills, a promotional opportunity, and an increase in pay. In October, the Northwest Crossings Job Center partnered with Missouri’s Department of Higher Education and Workforce Development to implement new strategies for improving workforce program enrollment processes and career services for customers visiting the Job Center. In this pilot, team members followed a detailed process to streamline the enrollment completion time and build the proper foundation for successful resume development as a critical career service. Staff assisted more than 150 participants over six weeks.

278

200

residents enrolled in skill-based training programs.

hiring events hosted by St. Louis County.

In 2021, the County solidified a partnership with the St. Louis Anchor Action Network, a collection of institutions and community-based partners committed “to increase employment, income, and wealth within a majority Black and Brown communities facing high poverty rates that cut across St. Louis City and County.” Participating network partners include BJC Healthcare, Edward Jones, Mercy, the St. Louis Zoo, the University of Missouri St. Louis, and Washington University, to name a few. The DHS Workforce Development Division is working with these partners to recruit candidates for open positions, provide career services in advance of participation in scheduled hiring events, and leverage the full resources of the Job Centers located across the County to support the successful implementation of this initiative.

Housing Help St. Louis County provided over $27 million in Rental, Mortgage and Utility assistance through the Emergency Rental Assistance Program (ERAP). The average application processing time was nine days. Also, DHS continued to partner with the St. Louis County Library system and local agencies to provide on-site assistance/case management to clients in completing the ERAP application. DHS established a new partnership with Covenant House through the Emergency Solution Grant (ESG) CV-1 funds to increase Emergency Shelter Capacity for County youth. In addition, the department partnered with the Missouri Department of Social Services Children's Division to distribute Youth Independence Vouchers that provide stable housing for youth aging out of foster care. The Department signed a Memorandum of Understanding with the Housing Authority of St. Louis County for the issuance of 149 emergency vouchers. These vouchers allowed us to serve 100 percent of the chronically homeless in the County and devote more local resources to homeless prevention to reduce the number of those who might otherwise enter the homeless network. This initiative is funded by the U.S. Department of Housing and Urban Development. The St. Louis County Continuum of Care (CoC) expanded its use of social media to increase visibility and educate people about the work being done in the County to end homelessness.

DHS and Legal Services of Eastern Missouri partnered to provide Legal Advocacy services to clients facing eviction, including assistance with legal fees, rent arrears, and housing stability for those at risk of eviction action or homelessness. DHS served 192 unhoused persons in the St. Louis County Overflow Program. No person who participated in the program was discharged to homelessness. St. Louis County Warming Shelter served scores of individuals and there were no reports of any fatalities in the County in 2021 due to lack of housing during inclement weather. St. Louis County served 30 unhoused persons in COVID-19 quarantine and isolation. This prevented further exposure to the COVID-19 virus amongst the unhoused community.

Veterans Services The St. Louis County Veterans Program, in partnership with the Missouri Veterans Commission, provides a range of services, including: Burial assistance. Assistance with Certificates of Discharge and Discharge Upgrade Information. Benefits guidance in conjunction with the VA Regional Benefits Office. DEERS (Defense Enrollment Eligibility Reporting System) assistance. DEERS is a computerized database for service members, military retirees, 100 percent VA Disabled Veterans, dependents, Department of Defense active contractors and others worldwide who are entitled. Legal Issues. Tax preparation assistance. Housing assistance. Rental and utility assistance. Transportation Assistance (to and from medical appointments with the VA). Meal distribution.

County Older Resident Program (CORP) Over 2,000 calls to older residents to check on their well-being. 2,000 units of case manager work to address complex issues. 900 referrals for reliable and trustworthy home repair workers. 220 repairs made to residences. 242 deliveries of food and other essential items. 116 families in need received holiday presents through the Adopt-A-Family program. Worked with the Department of Public Health to coordinate pre-registering people 60 and older without internet access to receive COVID-19 vaccine. Over 5,300 calls were made. Contacted people 60 and older without internet access to schedule appointments to receive COVID-19 vaccine. Almost 500 appointments were scheduled for people who were still in need of a vaccine.

Over 1,100 federal/state tax returns were filed for people 60 and older. Over 421 Missouri Property Tax Credit Claim forms were prepared, with over $279,270 being refunded to low-income older adults. This was all done following public health and IRS guidelines. 646 transportations to medical appointments. Registered 17 low income, older adults in the Metropolitan St. Louis Sewer District Customer Assistance Program to receive a 50 percent reduction in their monthly sewer bill. In September, the program resumed providing transportation services, which had been suspended during the pandemic.

County Youth Program (CYO) The CYP carried on its legacy of addressing food insecurity in the County in 2021 as it operated the North County meal distribution site at the Center for Youth on the Rise as well as adding an additional South County meal distribution site at The Rock Church in South St. Louis County. Over 12,000 meals that included fresh produce were provided. The Office of Family and Community Services identified a need for purchasing an electronic software system, FAMCare, for case management services. The purchase of this software proved critical in improving efficiency of staff; eliminating redundant data entry; auto-generating invoices and performance reports; and monitoring client outcomes and program performance. The software was used to enhance the performance of the CYP, CORP, and Veterans Programs. Additionally, this software meets the quality improvement requirements that are critical to maintaining accreditation. In 2021, CYP gave out more than 20,000 masks as part of a continued effort to ensure County residents are protected. CYP in Partnership with the Parkway School District continued to provide HISET (formally GED) instruction, with a daily average of 5 students.

Community Development Block Grant (CDBG) The federally funded Community Development Block Grant (CDBG) Program provides annual funding on a formula basis to entitled cities and counties to develop viable urban communities. The program provides decent housing and a suitable living environment and expands economic opportunities principally for low- to moderateincome persons. St. Louis County’s FY2021 allocation of CDBG funds was $5,743,588. CDBG funds were awarded to 1) municipalities to undertake eligible activities such as street and sidewalk improvements, demolition of dangerous structures, ADA enhancements, park improvements, home repairs, public services and more; and 2) nonprofits and local governments through the Notice of Funding Availability (NOFA), a competitive application process. All activities funded by CDBG must meet at least one of the following national objectives: Primarily benefit low- and moderate-income residents. Eliminate slums and blight. Address an urgent community need.

Breaking Down Housing Barriers The St. Louis County HOME Investment Partnerships Program (HOME) is the largest federal block grant awarded to state and local governments designed exclusively to create affordable housing for lower-income households. St. Louis County’s FY2021 allocation of HOME funds were $3,663,948. However, an additional $13 million in ARPA funds were also allocated to this program in 2021. HOME funds are typically used for: 1) housing production program for the acquisition, rehabilitation and/or construction of new affordable housing units; 2) down payment assistance program to provide down payment and closing cost assistance to income-qualified first-time homebuyers; and 3) Community Housing Development Organization (CHDO) operating support for those organizations using HOME funds to partially finance the rehabilitation and/or construction of new affordable housing. The intent of the HOME Program is to: Provide decent and affordable housing to lower-income households. Expand the capacity of nonprofit housing providers. Strengthen the ability of state and local governments to provide housing. Leverage private-sector participation.

$16.6M+ allocated in federal funds to create affordable housing for lower-income households.

Lead Hazard Control Grant Program Since the first Lead Paint Hazard Control Grant in 1995, St. Louis County’s Lead Hazard Control and Healthy Homes Program has made over 1,700 homes “lead safe.” In December 2018, St. Louis County was awarded its eighth Lead Hazard Control Grant. The $2.6 million grant was officially released in July 2019 and began serving the 200 homes as specified in the grant. The grant has provided lead and healthy homes education to over 7,000 residents of St. Louis County, and provided 20 homes with health and safety related repairs in addition to the lead hazard control improvements.

Shelter for Women and Children The Kathy J. Weinman Shelter for Victims of Domestic Violence, Inc., continued its mission to help vulnerable women and children during the pandemic. In 2021, the County-operated shelter served 202 women and children. Total safe bed nights provided were 9,352, in addition to more than 2,108 case management hours provided, and 712 crisis hotline calls answered. In 2021, the Weinman Shelter helped 31 women transition to permanent or transitional housing. Other notable initiatives/accomplishments at the Weinman Shelter in 2021 included: The creation of a new telehealth and remote learning program that allows clients to access case managers/therapists as well as educational/life skill class materials via tablets and laptops when in-person attendance is not available or conducive. In addition, laptops and tablets were purchased by funds made available from the CARES Act Fund and the Domestic Violence Shelters and Services (DVSS) and Victims of Crime Act (VOCA) Grant funds. Weinman personnel participated in a new community collaborative with other domestic violence shelters in the City of St. Louis City and in St. Louis County focused on providing trauma-informed care training to staff members. For the ninth year, Weinman staff participated in an impact panel that speaks to individuals charged with assault and domestic violence to demonstrate the impact actions and behaviors have on the community.

Weinman shelter began working with Legal Services of Eastern Missouri and its new Equal Justice Fellow, starting legal clinics for survivors of domestic violence in family law cases. The emphasis was on working with survivors of color. “Welcome Kits” began being provided to new clients as they arrived for shelter. The welcome kits included a journal, pen, various hygiene supplies and a new client manual. The Weinman Shelter is currently undergoing beautification work. To create a more comfortable, warm, and welcoming environment the shelter is painting the kitchen, dining room, residential hallways and individual rooms and group therapy rooms. A mural is in progress to be painted along the main hallway. Each client room will get new furnishings. And new, inspirational wall art is being installed in the main and residential hallways, group rooms and dining room. To increase public awareness of the services that Kathy J. Weinman shelter provides, various marketing initiatives were implemented in 2021, including: Metro Bus and Metro Link train exterior wraps and interior advertisements. Metro Bus shelter advertisements. Newspaper advertisements. Continued usage of newly created shelter website, which garnered approximately 275 inquiries/visits from the community.

INFORMATION TECHNOLOGY The St. Louis County Department of Information Technology partners with County Departments to improve services through the use of modern Information Technologies, making data-based decisions and providing a customer-centric service to all County employees and residents. The department’s accomplishments in 2021 included: Cybersecurity Enhancements Establishing secure and easily retrievable backups is one of the most important aspects of cybersecurity as this allows a system to rapidly recover from attacks. In 2021, the County went live with a cloud-based backup and recovery solution which drastically improved our ability to recover.

Change to DOT-GOV In 2021, IT completed the process of moving the County from using a dot-com to a dot-gov domain name with inclusion of a change in email domain name. The dot-gov domain is only available to a government that requests it from the federal government. While anyone can purchase a dot-com or other domain name, residents can rest assured that a message from our dot-gov email addresses or websites that use our dot-gov address are truly government entities and not someone claiming to be a government entity.

End Point Protection Enhancements County implemented a cloud-based enhancement which improved security of our personal computers both behind and outside of the protection of the County’s new firewalls.

Firewalls IT continued its work toward completely replacing existing firewalls with new ones. The old firewall infrastructure was not capable of providing the information and additional layers of security needed to deal with the current threats against governments by cybercriminals and hackers. 34

Web Based and Communications Improvements The previous Boards and Commissions application was unable to efficiently take applications on-line and track them, and it did not provide the level of desired transparency on the compositions of boards. The redesigned Boards and Commission application corrected both deficiencies. A chatbot named “Bernard” was added to our website in early summer. About 1,000 people a week talk to our chatbot. Most of the traffic occurs in the evenings and on weekends when County staff is unavailable. Bernard has a 75 percent correct answer rate on questions posed to it. IT is working with departments to expand the range of information that Bernard has and make it easier for Bernard to answer residents’ questions.

Data Visualization To enhance transparency in County government, IT deployed a data visualization platform called Tableau that is designed to produce dashboards and graphics for nonspatial information. This tool is now in the hands of the County data team.

Operational Improvements In the first half of 2021, IT completed the insources of roles in desktop support/helpdesk team and our Server storage team. By eliminating the additional fees paid to contracting firms, IT was able to hire an additional three staff members allowing the department to provide better service and complete more projects. The IT department routinely audits our invoices to ensure that they are accurate, and IT is only spending money on services and products that are requested or desired. To date, $175,000 in unnecessary spending has been eliminated and those funds were returned to departments that had been previously paid it. IT launched an application named “RITE-ITSM” to serve as our service management process standard platform. The initial implementation allowed IT to redirect $98,000 a year away from a purchased service to other activities. By building the platform ourselves, we can customize and add to it, in the process saving hundreds of thousands of dollars. Implemented “Tech Debt,” the elimination or replacement of technology that is simply too old to perform the functions needed for departments or agencies to operate effectively. Upgraded Accela application used for permitting. The app was out of date and unable to handle the modernization needs being requested. In partnership with the Department of Transportation and Public Works, IT developed a three-stage modernization plan, with the final upgrade scheduled to be completed in 2023. IT upgraded the County’s existing web-based authentication platform to prepare for new solutions such as multi-factor access on web-based employee portals. As the demands on the County’s network steadily increased, it became necessary to replace core switches. The old switches were too out-of-date to effectively handle all the new traffic being added. (A core switch is where most of the traffic on the network passes through.) 35

In switching from an appliance (dedicated computer hardware) solution to a webservice, we can more reliably store emails that are archived for 11 years. We are also now able to perform legal hold searches. Eliminated Citrix Virtual Desktop services (cost reduction) from our environment. Eliminated 95 percent of all out-of-date operating systems (Windows 7 and earlier), a key to enhancing cybersecurity. In-sourced server support allowing us to provide superior support for a lower cost. Implemented new conferencing technology in the Council chambers to allow for hybrid council sessions. Implemented three hybrid conference rooms in the Department of Health. Upgraded our enterprise certificate authority environment. Eliminated Blackberry from all users who did not need it. Implemented a new forms and workflow application that will be the basis for process automation. Upgraded our email system. Replaced the phone system with a modern cloud-based solution. Implemented improved search capabilities in our website with an improved search engine that allows the searching of related applications. Improved the Department of Revenue website to make it easier for our residents to do business with us on-line. This version is mobile friendly. Deployed a new internal productivity solution for the requesting of purchasing new computers and performing office moves. Installed Brightsign implementation on public information screens in Clayton.

Awards IT won a national government award for an informative and usable website. IT also garnered, in cooperation with the County Executive’s office, Customer Service and Public Works, a national award for customer service.

ST. LOUIS COUNTY CIRCUIT COURT The St. Louis County Department of Judicial Administration/Circuit Court serves the citizens of the County by providing access to a fair, impartial, prompt, and cost-effective system of justice that ensures all are treated with courtesy and dignity, and that fosters the respect and confidence of the public in an independent judicial system. Highlights of Circuit Court accomplishments in 2021 included: Improving Workforce When the court ended remote work during the first quarter of 2021, its workforce was significantly impacted. Conditions demanded an adjustment to this environment and deployment of efficient hiring practices. These changes included: A renewed focus on recruitment and advertising including the use of career fairs (both virtual and on-site). Review of hiring processes to streamline interviews and expedite offers. Analysis of temporary staff utilization and an exploration of temporary-topermanent employment status conversions. Creation of a peer referral recognition program to incentivize staff to refer workers. Increased social media presence and partnerships with local colleges to refer students. Evaluation of salaries and use of state reimbursement funds and merit increases to raise the pay of long-term staff and attract new applicants. While this process has proven very successful for County employees, pay for state employees in the Courts system continues to lag relative to their County counterparts. Enhancing salaries of state workers will be a primary focus for 2022.

Embracing Virtual Work Opportunities Courts staff learned during the pandemic that the public appreciates an efficient virtual experience. Many court proceedings have thrived with virtual appearances. Working landlords, working tenants, working parents, working victims, working witnesses and multi-tasking attorneys have enthusiastically embraced virtual hearings. As a result, the court has invested time and resources in IT functionality. Enhancements have included: 37

Installation of infrastructure in all Circuit and Associate level courtrooms to allow for real-time video and audio streaming to any network location internally. The system also allows for the capture of video feeds and to transmit them to a YouTube channel. To minimize costs, Courts installed the wiring infrastructure and configured the audio allowing movement of cameras to any location as needed. The system has the capability of operating up to five locations simultaneously. The cameras provide video streaming at a resolution of 1080p at 60fps with a 20x zoom. A minimum of two cameras per location are run for different viewing angles, with a third camera used for evidence. Cameras can be controlled remotely from inside the courtroom or multiple courtrooms can be monitored and controlled from a single remote location. This configuration has allowed the Courts to implement this technology throughout the courthouse with the flexibility to implement on short notice and adapt to a variety of needs. This technology was on full display during the high-profile plea in the Catholic Supply store murder trial. The plea and witness testimony took place in one courtroom while the media and the public watched a live stream in two other courtrooms. Most of these technology improvements came from funds through the CARES Act and residuals due to decreased jury trial expenditures.

Circuit Clerks Office The office is seeking ways to make the court paperless. While eFiling for attorneys began in 2014, until the pandemic the office did not contemplate a paperless system for litigants. In the first quarter of 2021, the Circuit Clerk implemented additional methods for self-represented litigants to access the court and the Circuit Clerk’s office without having to come to the courts building. A specific facsimile number was activated (314-615-8739) for purposes of accepting self-represented litigants’ pleadings containing 10 pages or less. In addition, a single email address was created (21mypleadings@courts.mo.gov). Self-represented litigants can email pleadings to this specific email address, which is monitored throughout the day and distributed to the appropriate departments. The traditional mailing of pleadings through the U.S. Mail is still acceptable, as well as the traditional visit to the court’s building for filing pleadings in person. All these services are only available to self-represented litigants. Attorneys are still required to utilize the Missouri Supreme Court’s mandated eFiling system to file pleadings with the Circuit Clerk’s office. Efforts are underway through the Office of State Court Administrator to expand the ability to eFile to selfrepresented litigants.

Sheriff's Office While in-person proceedings were on hold, the Sheriff’s office focused on training and upgrading its security protocols. The office provided enhanced professional training opportunities at low or no cost, division wide, i.e., civil process training, deescalation training, cardiopulmonary resuscitation, and automated external defibrillator (CPR/AED). Mandatory CPR/AED training was completed by all current 41 bailiff employees. On June 23, 2021 employees put this medical training to good use when Judge Vincent had a medical episode on the bench. Their recognition of the severity of the medical emergency, and their quick response led to a positive outcome. The Sheriff’s office has also developed and implemented safety and security procedures for all new judicial officers being appointed to the bench. These procedures were created through a collaboration with the St. Louis County Bureau of Security Services, the St. Louis County Police Intelligence unit, and other law enforcement agencies, which also assisted with the investigation of numerous threats to the judiciary during 2021.

Family Court St. Louis County is one of the few jurisdictions in the country with a comprehensive domestic violence court (DV Court). In the 1990s, many jurisdictions began to create specialized domestic violence courts for judges to ensure follow-through on cases, aid domestic violence victims with the assistance of social service agencies and to hold those who commit crimes accountable. By specializing in domestic violence offenses, these courts aim to process cases more efficiently and deliver more consistent rulings utilizing the domestic violence statutes. In 2020, the DV Court was awarded a Mentor Court grant from the Department of Justice Office of Violence Against Women (OVW) in the amount of $150,000. This grant allowed the DV Court to provide technical assistance to other developing Domestic Violence Courts around the country through 2022. The County’s DV Court is now recognized nationally as a mentor and model for such courts. The funds have provided for a DV Court Grant Coordinator, training materials, travel for staff to visit other developing courts and for other court staff to visit the County’s model DV Court. In September, the DV Court was assigned three mentee courts: Lincoln County, Missouri; Bexar County, Texas; and the Family Court for the State of Delaware. In July, the Circuit Court held a virtual DV Court Open House for the jurisdictions in Missouri interested in developing their own specialized DV Court and learning about the County’s programs. As the pandemic eases, the Circuit Court hopes to bring in assigned mentee court staff and judiciary to observe the County Circuit Court dockets and meet staff in person and to visit their courts to provide feedback on their developing programs. The Circuit Court has also developed training materials that describe its policies and procedures and is developing training videos to share with other courts due to pandemic travel limitations. 39

Juvenile Office and Detention Center Throughout 2021, the Juvenile Office has been focused on preparation to enforce two new mandates: Raise the Age (RTA) where juveniles will now include 17-year-olds; and a federal requirement that a juvenile detention center house all certified youth until they are convicted in an adult court or they reach age 18. Both mandates will significantly increase the population of the Court’s detention center. Although not fully enacted, RTA has already increased the juvenile population by 25 percent. The juvenile office is preparing the detention center for this expansion by increasing its workforce with more deputy juvenile officers, therapists, and attorneys. In addition to the detention facility, the Juvenile Office has redirected internal resources and expanded services to include more diversionary services. Diversion programming is designed to reduce the risk of criminal socialization and juvenile justice involvement; provide positive role models and peers; provide alternative or restorative discipline options; improve school engagement; and increase overall youth functioning. Thus, the Circuit Court has a team of Deputy Juvenile Officers (DJOs) that focuses on providing diversion services by embedding DJOs in middle schools and high schools to focus on intervening with youth prior to their being involved with the St. Louis County Juvenile Office. The Court’s primary goal is to collaborate with a school to reduce referrals to the Juvenile Office. It is hoped that by having a representative from the St. Louis County Juvenile Office physically present to provide additional support, answer questions, provide juvenile justice system related information to school staff, students, and parents, as well as offer alternative responses to behavioral concerns, the number of discipline and Juvenile Office referrals will be reduced.

Public Resource Center Increasingly, litigants are choosing to represent themselves in a variety of civil actions including divorce, landlord/tenant, and small claims court cases. While court personnel are prohibited from providing legal advice, they can provide legal information to enhance a litigant’s understanding of the law and provide convenient access to justice. To this end, the Courts are in the process of creating a self-help department within the court system. The system will pool representatives from the various civil departments to serve as informational specialists. Circuit Courts are revamping its forms to make them more user friendly to pro se litigants and are collecting pamphlets and installing computer stations for research. The expectation is that consolidating these resources in one location will provide pro se litigants with the information they need to represent themselves in court in a convenient and thorough manner.

JUSTICE SERVICES St. Louis County Department of Justice Services is responsible for the overall management, operation, and security of the St. Louis County Jail. The department provides secure custody and supervision to incarcerated individuals through direct supervision. It is also responsible for the necessary guidance for individuals to improve their lives before reentering the community. System and Service Improvements The staff of the jail have responded to the Director’s challenge to transform the Justice Center into one of the most compassionate corrections facilities in the country. The use of force utilized in the jail, including utilization of Tasers, pepper spray, or a restraint chair, decreased by 60 percent in 2021. The jail continues to be a national model for preventing the spread of COVID-19. The jail frequently has experienced a rate of less than one percent positive within the jail population. There has not been a single hospitalization or death related to COVID-19 during the entire pandemic. Justice Services obtained a new communications vendor for the detainees of the jail. The previous system had been in place since 2007 and had not undergone an update since being installed. The new system utilizes significantly superior technology, including a video system and access to a law library. Additionally, charges for calls to the residents of the facility cost a fraction of what they had been under the previous contractor. Video visitation was installed to allow for residents and family to have virtual visits rather than having to travel to Clayton. This has been very beneficial for both detainees and their families, allowing them to stay connected during the pandemic. Justice Services has been approved to purchase via the CARES act funding five additional padded cells that will help in managing residents with mental and behavioral issues.

The Department’s Community Corrections division secured grant funding that offers financial assistance to qualifying subjects who are approved for electronic home monitoring by the courts but would otherwise have remained jailed due to equipment cost constraints. Justice Services partnered with St. Louis University to offer virtual job interviews to residents set for transitioning back into the community. All residents were provided tablets which has given better access to regular contact with family, vocational /educational training, and library access. The County purchased a mail scanner to help detect and prevent illegal contraband from entering the facility via U.S. mail Pay increases for nonexempt and uniform staff was successfully passed and approved by the County Council and the Civil Service Commission. Longevity pay for all staff was also passed and approved. All DJS security staff received NARCAN training from the department of health and will be equipped to carry NARCAN for emergency use inside the facility. Successfully completed work on the BJS Innovations Supervision grant which will conclude with dispensing of 3000 doses of Narcan to individuals upon release. Successfully partnered with the County Prosecuting Attorney’s Office in developing the Prosecution Diversion Program and are currently supervising 140 cases. Developed a Zoom presentation to continue delivering services such as the DWI Victim Impact Panel and Domestic Victim Impact Panel, which are the only classes of their kind offered in the region. The jail held several tournaments and contests for residents, including in chess and poetry composition. Prizes were awarded for first, second and third place winners in each category.

Working to Reduce Jail Population Dr. Beth Huebner joined the Advisory Board for Justice Services. Dr. Huebner is a professor in the Department of Criminology and Criminal Justice at the University of Missouri-St. Louis. Her principal research interests include the collateral consequences of incarceration, racial and gender disparities in the criminal justice system, and public policy. She is currently serving as principal investigator for the St. Louis County MacArthur Safety + Justice Challenge which is tasked with reducing the jail population in St. Louis County through systems reform. Began the new DJS-GPS Monitoring Program and have successfully had 10 individuals released from custody and placed onto the program. The County continues to benefit from a McArthur grant aimed at reducing the jail population by discharging low-risk detainees who can be safely supervised in the community. The average daily jail population is lower by about 200 people due to the efforts of those associated with this grant. Team members include prosecutors, defense attorneys, jail staff, and community partners.

Training and Education Programs There has been joint training between the Justice Services Special Operation Division and the St Louis County Tactical Team on the potential of unrest in the jail to include hostage and a mass refusal of detainees to lockdown. This proactive approach of preparation also includes our current de-escalation protocols. We have started to allow programming to take place which has been on pause for over a year due to COVID-19. Through a survey, we allowed the residents to give input on what programs they would like and benefit most from. Most of the residents selected anger management classes which we were able to implement on three floors. In collaboration with the Department of Public Health, volunteers, and jail Chaplain Ted Winters, this program got up and running last year. Justice Services has offered food service training that provides certification to residents who work in the food services area through our food service contractor (Trinity). This valuable training can be put to good use by the residents when released back into the community. 43

The Justice Center is working with jail staff from St Charles County, the City of St. Louis, and Jefferson County to coordinate a region-wide critical response training. Volunteer Programs and Choices Programs restarted in late 2021 after 20-month hiatus.

Hiring Efforts Justice Services hosted several onsite hiring and open house application events that allowed for potential applicants to apply, tour the facility, interview, and test all in one day. These events have allowed Justice Services to hire much-needed staff at a quicker pace than usual. The Corrections Officer position for Justice Services has been approved for an apprenticeship through the U.S. Department of Labor, which will provide incentives.

MUNICIPAL COURT The St. Louis County Municipal Court adjudicates county ordinance violations including driving under the influence; assault; domestic violence; traffic; health; housing; and zoning. Highlights of the departments work in 2021 included:

Reimagining Mental Health Court The County’s Municipal Court system reimagined the existing specialty Mental Health Court and rebranded it as the Co-Occurring Court serving those in the judicial system that suffer from mental illness and related substance abuse issues. The improvements to the program open the door to the possible addition of additional specialty courts and was made available to defendants on January 1, 2022. The new program will soon be available to all County municipalities.

New Case Management The court switched to a new case management system, a move expected to save the County almost $200,000 per year. The new system is owned, developed, and managed by the state judiciary at no software cost to St. Louis County. The new system allows the Municipal Court to utilize case.net for all cases, mirroring all other courts in the state and increasing transparency in case management. The new system has also proven more convenient for attorneys. All told, the court personnel transferred about 8,000 cases into the SMC system. Meanwhile, self-represented litigants will still be able to file using in-person interactions, fax, mail, and email.

Managing Court Finances The court implemented a new financial management system whereby it collects assessed fines and costs, manages its own bank account, reconciles said account, and performs month-end accounting procedures. Last year, Municipal Courts opened a court bank account for the collection and disbursement of collected funds monthly. By taking back the management of court finances, the court will be able to accept payments during night court sessions while also continuing to accept payments electronically and by mail. The court also acquired the services of a third-party credit card vendor under the state judiciary contract at no cost to the court. 45

Drafting Legislation The Municipal Courts began working with staff from the County Executive’s office on a plan to propose legislation to allow the municipal court to offer court services and access to specialty courts to all municipalities in the County.

Budget Request Together with the County Executive’s leadership, a proposed court expansion plan was included in the recommended budget to further address the court’s backlog, add available services and specialty courts, and organize the County’s judicial partners into a structure that supports the vision and direction of the court towards transparency and unbiased administration of justice.

PARKS & RECREATION The St. Louis County Department of Parks and Recreation provides highquality parks, facilities, and recreation services that enhance residents’ lives through responsible and effective management of resources. The department’s accomplishments in 2021 included:

Parks Operations/Maintenance In addition to work performed in County Parks, Parks Operations/Maintenance Crews also helped other departments throughout the County. Their work consisted of but was not limited to:

4,290 Picnic site/shelter reservations

795 Campsite reservations

76,689 Athletic field attendance

45,284 Acres mowed & leaves mulched

5,140 Restrooms cleaned/sanitized

4,365 Shelters prepared for use

8,684 Miles of asphalt trails maintained

36,688 55-gallon drums of trash removed

1,360 Playground inspections completed

$16,460 Made from coin operated feed machine at Suson Farm

150 reservations at busiest shelter: Tremayne at Creve Coeur Park

Recreation Services Hired two new Complex Managers (Pavilion at Lemay and Affton Community Center) and three new recreation supervisors.

Call Center Data Calls Received: 16,751 Calls Answered: 15,625 Answer Rate: 93.28 percent

Winter Wonderland Walk (tickets sold): 26,079 Carriage Rides (participants): 21,301 Drive Through (vehicles): 18,652

Recreation Programs # of programs: 1,188 Total program attendance: 63,475

Volunteers Hours donated: 67,302 Wage Value ($28.54/hr.): $1,920,799 Eagle Scout Projects completed: 6

Land Acquisition In the spring of 2020, the park department was approached about a 155-acre donation of land adjoining Greensfelder Park. Park department leadership worked with The Conservation Fund, Wyman Center, Open Space Council, the Missouri Department of Conservation, and the Mysun Foundation to make this happen. The land was transferred to St. Louis County in June of 2021 with a formal dedication that took place on June 24 with the County Executive and the organizations mentioned above.

Environmental/Natural Resource and Horticultural Work Partnered with the Missouri Prairie Foundation to establish 40 acres of prairie on Creve Coeur lake front which will include prairie, wetlands, and a walking trail with an environmental education component. Site preparation work started in late spring. Developed natural resource management plans for the following parks: Cliff Cave, Lone Elk, West Tyson, Greensfelder, Queeny, Faust, Creve Coeur, Little Creve Coeur, Spanish Lake, Sioux Passage, St. Vincent, and Fort Bellefontaine. Brought back the Catch and Keep program at Lone Elk Park. This program removed approximately 1000 fish from the lake over 13 sessions. This may have prevented a fish kill and possible bad publicity. The low water conditions at Lone Elk Lake were caused by the reappearance of a large sinkhole. We had previously done a similar program in 2016 when the sinkhole first appeared.

110 flower and garden beds, in 14 parks, are maintained on a regular basis by horticulture staff. Activities would include planting, weeding, mulching, trimming, edging, and watering. During the summer heatwaves, additional time was spent watering plants to make sure they survived. Managed park/facility sites include Jefferson Barracks, Cliff Cave, Bee Tree, South County Complex, North County Complex, Bissell House, Creve Coeur, Tilles, Affton Community Center, Queeny, Faust, Lemay Pavilion, Greensfelder Recreation Center, and Display Windows in Clayton. 18 weddings were hosted at these sites. Special care was taken to make sure the sites were attractive and well maintained for each wedding event.

Special Projects/Events Re-dedicated a shelter to be “The Buffalo Soldiers Shelter” in honor of the African American 9th and 10th Cavalry units along with the 24th Infantry, all of which were organized at Jefferson Barracks. Launched the Interfaith Community Outreach Program. The interfaith group consisted of Parkway United Church of Christ, Congregation Shaare Emeth, and the Turkish Association of Missouri. The first workday included clearing honeysuckle at Queeny Park and a kosher marshmallow roast. With the help from the carpenter’s department and park staff, five interpretive signs for Mallard Lake Pollinator Gardens at Creve Coeur were installed. Partners for the Pollinator Garden Project included: St. Louis Audubon Society Open Space Council, Wild Ones, Forest ReLeaf, Fish & Wildlife Service, Master Naturalist, and the Missouri Department of Conservation.

At Creve Coeur Soccer Park Hosted a “Keeper Wars” goalkeeping event that serves as a national qualifying event for goalkeepers to earn the opportunity to compete at the year-end national event in conjunction with Missouri Youth Soccer and U.S. Youth Soccer. Goalkeepers from numerous Midwestern states competed in this July 3-4 event. At Faust Park, African American Schoolhouse No. 4 was donated after many years. The one-room school has been tagged, taken down and is awaiting reconstruction in the park’s History Village. Architectural drawings are complete and in the pipeline to Clayton and Chesterfield. Replacement logs are being sourced and it is hoped work can begin soon on rebuilding.

Also, at Faust Park, new opportunities were planned and implemented for our visitors to enjoy. Using cattail reeds, a school group helped with the repair of our Native American hut, band concerts were held, and a program for Girl Scouts earning their “Playing the Past” badge was conducted. Our maintenance crew graded and cleared an area providing an overlook of the Missouri River. Historically accurate farm implements were made for the history programs. In honor of Missouri’s bicentennial, Thornhill hosted an old-fashioned ice cream social with demonstrations of log splitting and hewing, Missouri state symbols, schooling about Missouri’s borders and name, and the opportunity to crank an oldfashioned ice cream churn. A large photo stand-in was painted of a Regency-era lady and gentleman with which visitors could have their photograph taken. Thornhill, home of Missouri’s second governor, hosted the visit of our state’s 57th Governor, Mike Parson. Governor Parson is the first Missouri governor to visit the site in 200 years. A tour of the house was given, gifts presented, and speeches made at the patriotically adorned house.

Managed Deer Hunts took place in Jefferson Barracks, Greensfelder, Queeny and Creve Coeur County parks from November 1-30. There were 30 permitted hunters in each park. Rangers monitored each hunt site and recorded 516 “hunter trips” in assigned parks. (A “hunter trip” equals the number of times a hunter was seen in the park with the same hunter possibly being seen multiple times). There were 17 occurrences in which park ranger were requested to escort hunters to their deer for retrieval. The rangers had one incident where they reported a permitted hunter to the Missouri Department of Conservation Agent. There were 390 citizen contacts regarding the hunt, all either asking questions or providing positive comments regarding the hunt. The managed deer hunts ran smoothly, with many positive public interactions.

PARK

DOE

BUTTON BUCK

ANTLERED BUCK

TOTAL

Creve Coeur

Greensfelder

Jefferson Barracks

Queeny

TOTAL

110

165

34,809 Affton Community Center total attendance

16,793

113,958

Greendsfelder Recreation Complex total attendance

Pavilion at Lemay total attendance

69,847

49,186

52,133

North County Recreation Complex total attendance

St. Vincent Community Center total attendance

Wayne C. Kennedy Recreation Complex total attendance

316,358 335,000 Laumeier Sculpture Park total attendance

2,475 General Daniel Bissell House total attendance

3,860

Jefferson Barracks Historic Site total attendance

389,254

Fort Bellefontaine total attendance

17,000+

Faust Park total attendance

hours of soccer at Creve Coeur Park Soccer Complex

1.09M+ Creve Coeur Park Soccer Complex total attendance 55

Laumeier After Dark event More than 10,000 attendees

JB Blast More than 25,000 attendees

Faust Park Concerts 14 concerts hosted 29,642 attendees

U.S Youth Soccer Midwest Regional Championship More than 4,000 athlete participants

Park Ranger Patrol Stats Radio Calls: 677 On View Assignments: 1,567 Reports: 48 Summons/Citations: 535 Warnings: 3,423

Bank Deposits: 1,140 Park checks: 8,805 Gates locked: 8,824 Restrooms locked: 9,177

Park Ranger Supported Programs & Events 2021 Total Number of Programs/Events: 258 2021 Total Attendance Programs/Event: 221,899 Total Number of Ranger Programs: 201 Total Attendance at Ranger Programs: 2,909 Total Number of Events: 57 Total Attendance Events Alone: 218,990

Fiscal Notes 949 purchasing card transactions totaling $770,609. 469 purchase orders totaling $15,083,524.

Design & Development Group Projects The Park Department continues to maintain the existing infrastructure by renovating or replacing the park facilities. The Design and Development Group oversees the design and contract construction projects. The following is the breakdown of the contracts from 2021: Complete prior year construction projects: 1 Construction projects bid: 10 Construction contracts started: 8 Complete same-year construction projects: 3 Complete prior year design projects: 3 Design contracts started: 10 Design contracts completed: 7 Permits secured: 5 In-house conceptual designs completed: 4

PLANNING The Planning Department reviews plans and plats affecting land in unincorporated St. Louis County. These may include new projects that require rezoning or re-subdividing or just redevelopment of an existing property. The department staffs the Planning Commission and Board of Zoning Adjustment and is the County’s liaison to the Boundary Commission. Throughout the year, the Department of Planning reviewed and/or approved the following:

Site development plans

Petitions for a change in zoning or special procedure heard at public hearings by Planning Commission

Major land disturbance escrows were established.

103

Requests for variance from the zoning ordinance heard by Board of Zoning Adjustment

Subdivision plats were recorded.

Notable Accomplishments and Work Product Department undertook reorganization, including multiple job reclassifications, to align staffing with budgeting and Department/County goals. This reorganization was brought on by the retirement of two Department employees who had more than 60 years of combined service. A third staff member who had served for almost four decades retired in August. This led to the loss of staff who had served the County for a combined period of more than 100 years and necessitated the hiring of two new planners. The Department was a key stakeholder/core team member during the planning process for the Department of Transportation and Public Works Action Plan for Walking and Biking. The Planning Commission heard scores of requests for changes in zoning or special procedures, two of which were of regional importance: prepared petition for presentation to County Council to permit the St. Louis Zoo’s WildCare Park, a new 400+ acre conservation and tourism anchor in Spanish Lake; and prepared petition to redevelop the former MetLife Campus on Tesson Ferry Road into a 100-acre mixeduse development with single-family, multiple-family, and commercial uses. Onboarded a new member of the Board of Zoning Adjustment. The Department collaborated with the Spanish Lake Community Development Corporation on the Spanish Lake Town Center Plan, including two open houses. The Department undertook systemic process mapping and improvement for Planning Commission items. Office Services Specialist staff member was recategorized as a Planning Technician to streamline Planning Commission technical processes.

Improvements in Customer Service Updated Planning Department webpage, a massive improvement over the old website. Updated reception message to better direct calls to the appropriate party. Implemented iCompass meeting software to support connectivity between staff, boards, the Planning Commission and Board of Zoning Adjustment.

Equipment Upgrades All staff workstations were outfitted with a new laptop, wireless keyboard, and mouse, docking station and USB webcam largely funded through the CARES Act. These tools permitted the quick transition to virtual and remote meetings. Planning staff began using Bluebeam software to review site development plans and subdivision plats electronically. New large format scanner was delivered to easily digitize large paper documents. Adoption of Office 365 for security and efficiency.

Efficiency Improvements Utilized 5S (for “Sort, Set in Order, Shine, Standardize, Sustain”) techniques for space improvement of the 5th Floor Library which is used by staff from Department of Transportation and Public Works, Planning, and Parks departments for collaborative meetings and research. Staff gained a leadership role – vice-chair - on the new Data Governance Committee.

POLICE The St. Louis County Police Department exists to serve the community by protecting life and property; by preventing crime; by enforcing the laws; and by maintaining order for all people. Notable achievements by the department in 2021 included:

By the Numbers The Bureau of Crimes Against Persons handled a total of 66 homicide investigations in 2021; this is a decrease by five from 2020. Of that total, 55 homicides were in the unincorporated areas of St. Louis County and the municipalities for which our department provides full services. Eleven homicides were handled in assistance with our municipal partners. The clearance rate for these crimes was approximately 96 percent. (These numbers are not representative of those incidents handled by municipal police departments within St. Louis County.) The Department handled 1,561 aggravated assaults in 2021. The total was 1,635 in 2020. Robberies were down to 286 in 2021 from 337 in 2020. Arson was down to 61 incidents in 2021 compared to 66 in 2020. Motor vehicle thefts numbered 1,652 in 2021 compared to 1,693 in 2020. Theft of motor vehicle parts or accessories was 1,273 in 2021, a large increase over the 938 incidents in 2020. (Those crimes represent numbers of only the unincorporated areas of St. Louis Clearance rate for homicides handled County and the municipalities for which our Department by Bureau of Crimes provides full services. These figures do not include Against Persons incidents handled by municipal police departments within St. Louis County.)

96%

Teneo Report The department continued to regularly engage with consultants from the Teneo company to evaluate and implement recommendations. The Bureau of Research and Analysis will be creating progress reports to show measurable steps being taken towards enhancement of the department’s operations and services.

New Wellness Unit The Wellness Unit is responsible for ensuring the mental, physical, and emotional health of department employees. To those ends, the unit identifies resources for employees, assists those that are in crisis, and facilitates training, educational seminars, and workshops. The unit manages all department "help services," including the Peer Support Program, Police Chaplain Program, and psychological services. These programs and services are available to all commissioned and professional staff employees, as well as their family members.

Appointment of Homeless Outreach Officer In conjunction with the department’s Homeless Outreach Program, this officer will work to help unhoused individuals by identifying underlying problems and providing direction to services and resources.

Participation in ABLE Project Backed by prominent civil rights and law enforcement leaders, the evidence-based, field-tested ABLE (Active Bystandership for Law Enforcement) Project was developed by Georgetown Law School’s Innovative Policing Program in collaboration with the global law firm Sheppard Mullin LLP to provide practical active strategies and tactics to law enforcement officers to prevent misconduct, reduce officer mistakes, and promote health and wellness.

Groundbreaking for Training Scenario House This new facility at the St. Louis County and Municipal Police Academy, established with funding from the St. Louis Police Foundation, will provide training that more accurately depicts safety concerns when officers enter a residence.

Website Rebuild The department’s website was rebuilt and launched as a response to a change in service provider. Its format is aligned with the rest of St. Louis County Government. Careful consideration was paid to make it as user-friendly and accessible as possible. It will continue to house all non-sensitive policies and procedures. The website provides convenient access to annual reports, frequently asked questions, and portals to initiate complaints and/or to commend officers.

COVID-19 Cases In 2021, 377 total individuals in the Department had tested positive for COVID-19. The department employed a proactive approach in educating and mitigating the negative effects of the global pandemic, with the result that there was no interruption or reduction in services, and no calls went unanswered.

Medal of Valor Awards Three members of the St. Louis County Police Department were awarded the Medal of Valor in 2021: PO Stan Dooley, PO Adam Moisson, and Det. Christopher Douglas. The Medal of Valor represents the highest award our community can bestow upon the men and women who protect us and our property through the conscientious enforcement of our laws.

Equity in Hiring Recruitment efforts in 2021 were focused on minorities and women (In 2020, approximately 54 of 120 new hires were females. Approximately 20 percent of new hires were minorities.) In the short term, the department utilized paid advertisements in mediums focused on minority and female audiences, including an advertisement in The Chinese Journal. A Women in Policing recruiting event was held at the St. Louis County and Municipal Police Academy; 24 women interested in a career in law enforcement attended the event, along with 23 female captains, lieutenants, sergeants, officers, and detectives.

Initiatives and Campaigns The Police Department participated in numerous campaigns on a national, state, and local level. They included: St. Patrick’s Day DWI Enforcement Campaign (March), Telecommunicators Week (April), Regional Transit Task Force Bicycle Helmet Giveaway (April), Youth Alcohol Enforcement Campaign (April into May), Click it or Ticket (May), and Flags of Valor (June and September).

Police Athletic League (PAL) In addition to conducting daily virtual education and interaction sessions with youths, PAL officers took a group of 10 kids to Nashville for college tours in March. In June, they took a group of 21 kids to Disney World/Atlanta with funding from the Reconciliation and Empowerment to Support Tolerance and Race Equity (RESTORE) grant. PAL took area field trips to the City Museum, the Zoo, escape rooms, go kart tracks, ziplining courses, movies, bowling alleys, and ropes courses, in addition to regular activities such as golfing, swimming, playing chess, hiking, fishing, bike riding, and gym activities.

Town Hall Meeting In November, the department participated in a town hall meeting on public safety at the North County Precinct. The event included St. Louis County Councilwoman Shalonda Webb as well as representation from the Department of Transportation and Public Works, the County Counselor’s Office, local clergy, and the St. Louis County Prosecuting Attorney’s office.

Community Outreach Unit (COU) The unit’s focus in 2021 was on North St. Louis County. In the Castlepoint area, it coordinated a camp for youths, organized a community event celebrating Juneteenth, and conducted “walk-n-talks” throughout neighborhoods. The unit participated in several cleanups in North County and assisted in a home cleanup in Dellwood for elderly residents. Furthermore, unit members volunteered at the Diaper Bank in March where they bundled over 20,000 diapers for community partners and at Alternatives to Living in Violent Environments (ALIVE) support event in April. In June, they assembled and coordinated the delivery of “synapsory” kits to be placed in all precinct units (These kits are to be used to de-escalate and calm youths experiencing a mental health crisis.) In June, they organized and participated in a collaboration with the St. Louis Chess Club for area youths in the city of Jennings. They have furthered the Career and Pathways Through Law Enforcement (CAPLE) program with events at the police academy for students and worked with the Police Explorers to donate clothes to military veterans.

Furthermore, they have also created an "Ethical Landlords" group in which Community Outreach Unit Officers provide tenants and landlords valuable information and/or resources to ensure a better quality of life and living conditions. Meanwhile, the department’s Bureau of Community Engagement, which consists of the COU and the Diversity and Inclusion Unit, held numerous events throughout the County, including youth camps, soccer camps, a Cops and Kids Basketball event, a veterans clothing giveaway, job shadowing events, and two residential cleanup projects. In November, the Community Outreach Unit participated in the “Do the Right Thing Ceremony,” assisted the North County Precinct with an Explorer Recruitment event, attended three “Coffee with a Cop” events, participated in a clean-up in Castle Point, attended the North County Precinct Town Hall, and participated in two turkey giveaways. In December, the Community Outreach Unit participated in the Second Annual Blake Snyder Memorial Community Coat Drive & Giveaway, attended the North and South Technical Law Enforcement Advisory Board meeting, hosted a Skate with a PAL event, and participated in several toy giveaways.

Public Information Office Activities The office strived to inform the public through a variety of mediums and to remain accessible to stakeholders. The office issued 72 official press releases and assisted the media in scores of endeavors. The Public Information Office grew the department’s reach on social media and actively engaged citizens through it. The department's Facebook page has about 105,000 followers, Twitter has about 70,000 followers, Instagram has over 17,000 followers, and YouTube has over 3,100 subscribers. Additionally, the department has reached over 269,000 members via the NextDoor app. The office is authoring a crisis communications plan, as recommended by the Teneo group. It will serve as a template that can be applied to incidents that include but are not limited to critical incidents involving an officer, including the use of deadly force; acts of terrorism; active shooter or mass casualty incidents; HAZMAT events; significant incidents in/around a school, place of worship, or public transportation; significant natural events (floods, tornados, fires, earthquakes); protests/demonstrations; civil unrest/riots; in-custody deaths; and personnel issues. The office is working with the Bureau of Crimes Against Persons, the Camera Systems Unit, and the Bureau of Research and Analysis to update the department’s release of body- and dash-cam footage pertaining to officerinvolved critical incidents. This approach will incorporate best practices and is designed to balance the public’s right to know with the suspect’s right to a fair trial and privacy/safety concerns of the parties involved. The Board of Police Commissioners, the Chief of Police, and Teneo have identified this as a priority. In November, the St. Louis County Police Department hosted a joint press conference with the St. Louis Metropolitan Police Department; St. Charles County Police Department; several area municipalities; the St. Louis County Prosecuting Attorney’s Office; St. Charles County Prosecuting Attorney’s Office;, St. Louis County Councilmen Mark Harder and Tim Fitch, and Councilwoman Chair Rita Days; St. Charles County Council members; and Missouri State Representative Jim Murphy regarding an influx of property crimes including motor vehicle break-ins, catalytic converter thefts, and motor vehicle thefts. The press conference was also utilized to promote proposed legislation by County Council members in support of police efforts in resolving these property crimes.

Bureau of Communications The Bureau handled 743,226 total radio calls for service for 2021 230,672 calls were initiated from phone calls from the public 327,779 calls were initiated by officers An additional 184,775 were for assists. (In 2020, the Bureau of Communications handled 747,987 radio calls.) 69

PUBLIC HEALTH The St. Louis County Department of Public Health (DPH) strives to keep the County one of the best places in the country to live, work or visit. The department accomplishes this through the regular assessment of the health and environment of the County and by responding with sound policies that help assure the availability of high-quality public health services for everyone. COVID-19 Vaccinations DPH began providing COVID-19 vaccinations according to the state’s tiers in January of 2021. DPH quickly launched vaccination sites, registration processes, educational efforts, and new partnerships throughout the year to support the broader mission of making sure that County residents were able to access vaccinations.

EMS Partnerships DPH has worked with several fire and emergency medical service (EMS) districts to provide capacity and accessible locations for vaccination. The department manages the scheduling of appointments and distribution of vaccine for all partner sites. The department also staffs vaccination at all its clinics including the corrections center and any mass vaccination clinics. Participating EMS districts include Affton, Eureka, Maplewood, Mehlville, Metro North, Pattonville, and Richmond Heights.

68% Residents 18+ fully vaccinated by end of 2021

Vaccinating the Vulnerable DPH partnered with the Department of Human Services (DHS) to provide vaccination opportunities and education at shelters for unhoused people throughout the County. Shelter staff and DHS clients were provided the opportunity to receive vaccinations onsite, and DPH staff return monthly to administer vaccines.

Long-Term Care Facilities DPH has worked with EMS partners and long-term care facilities across the region to provide vaccinations throughout 2021. Through these partnerships, DPH has vaccinated hundreds of individuals residing in long-term care facilities across the County.

Homebound Patients DPH was the first health department in Missouri to offer vaccinations to homebound residents. Utilizing a partnership with nursing students and EMS partners, over 1,200 residents were vaccinated through this innovative program.

Stakeholder Groups DPH convened key stakeholder groups in North County and South County to develop vaccination messaging, address vaccine accessibility and hesitancy, and develop community clinics in partnership with stakeholders. DPH has also linked health educators with a wide range of community organizations, congregations, and nonprofits to educate about the vaccine.

Corrections Medicine DPH also provided medical services to residents and staff at the Buzz Westfall Justice Center through its Corrections Medicine division. Together with Justice Center staff, Corrections Medicine enacted strict protocols to reduce the pandemic’s spread. Out of 10,812 COVID-19 tests conducted in 2021, only 176 patients tested positive – a 1.6 percent positivity rate. That record is even more impressive in light of the extremely high rates of COVID-19 in the community during much of the year.

Mass Vaccination Clinics DPH worked with its partners to open and manage a number of mass vaccination sites during the peak period of vaccinations including UMSL, Florissant Valley Community College, Queeny Park, and the Kennedy Center. DPH staff and partners reached a peak of vaccinations during April with a volume of 16,000-18,000 vaccinations per week.

16,000-18,000 Volume of vaccinations administered by DPH in April 2021

Reducing Vaccination Barriers Alongside mass vaccination events and the operation of vaccination clinics at the three DPH clinics and corrections medicine, DPH has organized and collaborated with community partners, emergency medical services, businesses, and schools to host neighborhood vaccination clinics. These neighborhood clinics have focused on reaching residents where they live and work to reduce barriers to vaccination and utilize trusted spaces and voices to increase vaccination uptake. Locations have included Bellefontaine Neighbors Community Center, the Brentwood Recreation Center, Bridgeton Recreation Center, Loaves & Fishes, Congregation Shaare Emeth, Shalom Church, and substance use treatment centers.

Vaccination Incentives DPH received ARPA funding from the County Council to purchase gift cards, which served as vaccine incentives. DPH partnered with DHS to procure and distribute gift cards from a range of businesses. DPH is also working to purchase additional incentives, ranging from back-to-school supplies, promotional materials, and other business engagement.

Barbershops and Beauty Salons DPH partnered with North County barbershops and beauty salons to deliver information about the COVID-19 vaccine, as part of our initiative called #SleevesUpSTL. DPH invited more than 50 North County businesses to work with County health officials to ensure that their customers had an accurate understanding of the vaccine. DPH provided posters, flyers, and other materials that shop owners could use to talk to their clients about getting the COVID-19 vaccine.

Pandemic Communications The DPH Office of Communications has produced and distributed dozens of videos and social media graphics to communicate directly with our population, spreading the word about safe behavior, the need to get vaccinated and science-based information about the vaccines. The office also arranged and conducted dozens of media interviews on topics related to vaccinations, COVID-19 transmission, and expert advice on how to stay safe. DPH has retained consultants to help coordinate communication efforts and spent about $1 million of advertising in the County to reduce vaccine hesitancy. DPH also closely coordinated with the County Executive’s Office on messaging to reduce vaccine hesitancy. The Office of Communications is actively supporting our community outreach teams in drawing attention and coverage to vaccination events.

Additional COVID-19 Responses In addition to focusing on vaccination efforts, DPH continued to conduct COVID-19 prevention and mitigation activities, including: Case investigation: contacted people who have tested positive for COVID-19 to understand disease transmission, offer resources, instruct on isolation protocols, and identify contacts at risk of developing the illness. Diagnostic testing: provided free testing at DPH community clinics with no restrictions based on presence of symptoms or contact with a case. DPH worked hard to increase its own lab capacity at John C. Murphy and the North Central Community Health clinics to help process lab samples. Community engagement and education: DPH continued to provide consultation with stakeholder groups including school superintendents, North County and South County stakeholder groups, restaurant leaders, youth sports stakeholders, and others. Additionally, DPH continued to provide educational information on COVID-19 prevention. Personal Protective Equipment (PPE) distribution: DPH concluded most of its PPE distribution in early 2021. DPH distributed over 4.5 million masks to over 46 unique zip codes. Provided up-to-date data on stlcorona.com.

Federally Qualified Health Center (FQHC) Look-alike Update DPH continued to progress towards designation as an FQHC look-alike. With Council’s approval, DPH procured the services of a consultant to ensure compliance with all standards required for successful application to the program. Securing designation will allow DPH’s community clinics to offer quality patient care in a more fiscally sustainable manner by subsidizing the cost of medications, conferring eligibility for enhanced public insurance reimbursement, and allowing DPH to apply to receive National Health Service Corps (NHSC) personnel. DPH has also initiated the legislative process to establish a consumer-majority clinical oversight board. Section 4.130 subsection 10 permits the director of the department to “if authorized by ordinance, form a clinical services board to provide oversight and governance for clinical operations and establish appropriate clinical leadership positions.” Most of this board will be composed of patients who use DPH clinical services.

Opioid Crisis and Action Plan Update St. Louis County launched the first and only locally based Prescription Drug Monitoring Program (PDMP) in 2017. On May 12, 2021, the Missouri Legislature passed SB63, which modified provisions related to monitoring certain controlled substances. Governor Parson signed this legislation, allowing Missouri to establish a statewide PDMP. The St. Louis County PDMP will continue to operate until a statewide program is available for utilization by healthcare providers; staff are preparing for that transition. The St. Louis County PDMP currently covers 85 percent of the Missouri population and 94 percent of healthcare providers.

DPH has continued to provide additional system-level enhancements to the PDMP to increase user-friendliness for healthcare providers and ultimately improve patient care. Clinical Alerts are available within the PDMP to prompt supportive conversations between providers and patients, creating an opportunity to intervene early and prevent overdoses or substance use disorders from forming. The PDMP is currently connected to 20 states via interstate data-sharing partnerships and continues to securely integrate with electronic health records of health systems and pharmacies. The St. Louis County PDMP is modeled from evidence-based best practices and prioritizes the privacy, security, and well-being of patients.

Narcan Expansion Harm reduction is a key strategy within the Opioid Action Plan. Narcan is available at all three DPH clinics and is now also available by mail to increase accessibility and ensure that all County residents can receive this life-saving medication. The first half of 2021 saw a 100 percent increase in Narcan kits distributed from the previous year's total.

Animal Care and Control (ACC) Activities DPH continued to prioritize positive outcomes for animals at ACC and across St. Louis County broadly. DPH and ACC leadership engaged with the ACC Advisory Board to explore responsible pet ownership practices and education. Throughout 2021, ACC’s Live Release Rate (LRR) was over 90 percent, and in many months, well over that percentage. This consistent dedication to positive outcomes for animals meant that ACC was at a no-kill status. ACC also launched an important partnership with the Bissel Foundation, which sponsored “Empty the Shelter” events. During these events, ACC’s adoption fee was reduced and for every animal adopted, ACC received a donation from the Bissel Foundation. Additionally, the County Council held multiple committee hearings on the topic of ACC. DPH continued to educate the Council on ACC operations, further explained ACC’s progress in operationalizing the audit, and the many other activities ACC supports. 77

DPH Advisory Board Update DPH’s Advisory Board was fully confirmed by the County Council and continued to meet on a regular basis to discuss operational updates and other issues. The Advisory Board also worked on a joint meet-and-greet with the City of St. Louis Health Advisory Board.

Improvements to North Central Community Health Clinic (NCCHC) NCCHC provides a range of clinical services to over 10,000 patients and receives over 22,000 visits a year. Located in Pine Lawn, this clinic provides necessary services, such as Sexually Transmitted Infections (STI) testing, health education classes, Women, Infants and Children (WIC) services, and others; last year, there was significant structural issues with the building. DPH had to repair the parking lot, the heating, ventilation, and air conditioning system, and roof. DPH is working with the Department of Transportation and Public Works to identify a long-term solution with the potential for funding from the County Council so that DPH can improve and expand the critical services provided at NCCHC.

Resiliency in Communities After Stress and Trauma (ReCAST) In the fifth and final year of the St. Louis ReCAST grant, the initiative continued to advance community well-being by focusing on four areas of sustainability: 1) Economic Mobility, 2) Organization and Network, 3) Participatory Budgeting and 4) System Connections. In 2021, participatory budgeting accounted for $180,000 of the $420,000 awarded to fund community projects and over 100 residents and stakeholders participated in virtual events focused on these topics. St. Louis ReCAST has garnered national attention as well. The Prevention Institute (PI), a national non-profit which promotes equitable and community-based health policy, recently featured St. Louis ReCAST in a new two-minute video. The Institute spotlighted how St. Louis ReCAST, Healing City Baltimore, and Heal San Francisco are building healthier communities during the COVID-19 pandemic. Additionally, the team presented about the role participatory budgeting played in connecting communities and addressing public health at the International Association of Public Participation and the American Public Health Association conferences. 78

Community Health Workers (CHW) for Regional COVID-19 Response & Resilient Communities DPH was awarded a $4.7 million grant from the CDC; this grant allows the department to deepen authentic community engagement, advocate for structural changes, enhance and sustain partnerships, and bolster the power and impact CHWs to build a more resilient community. DPH is using these funds to hire additional CHWs, who will be focused on broadening access to clinical treatment of high-risk, under-served, and vulnerable populations, with a particular focus on populations that have been hardest hit by COVID19. DPH was proud to partner with the following agencies for this grant: The St. Louis Community Health Worker Coalition The University of Missouri St. Louis Community Innovation and Action Center The Integrated Health Network Beyond Housing The City of St. Louis Department of Health

Missouri Public Health Nursing Leadership Award DPH’s Manager of Communicable Disease Control Services, Jenelle Leighton, was named a recipient of the 2021 Missouri Public Health Nursing Leadership. Jenelle is an expert on communicable disease control was instrumental in the County’s COVID-19 response. She has served DPH for more than two decades.

Strategic Plan Re-Engagement In 2019-2020, DPH staff met and developed our 2020-2025 Strategic Plan. Because of the subsequent COVID-19 pandemic, formal implementation was delayed until 2021. The Office of Strategy and Planning is currently refreshing the plan and beginning formal implementation. The plan aligns with the priorities outlined in the County Executive’s Strategic Plan.

Technology/Informatics Updates After rapidly designing and scaling a tool for conducting case investigation, contact tracing, and then scheduling and tracking vaccinations, the department began the process of designing formal data management tools to formalize its vaccine management and case investigation and contact tracing systems moving forward.

Health Equity Initiatives In addition to the development of a Health Equity Coordinator position, the DPH’s Health Equity Committee has worked throughout the pandemic to develop digital versions of its trainings to continue to connect with and educate staff.

TRANSPORTATION/PUBLIC WORKS The Department of Transportation and Public Works is dedicated to promoting the health, safety, and well-being of St. Louis County residents through an exceptional transportation system, reasonable application of accepted building and property maintenance codes, accommodating building spaces and enhanced public service. The department’s achievements in 2021 included: Maintaining the County's Fleet of Vehicles The Transportation section fleet division is responsible for the repair and maintenance of the County’s fleet of motorized vehicles, motorized equipment, vehicle procurement, vehicle and equipment liquidation, parking garages, and fueling stations, serving the needs of all County departments. In 2021, the fleet division maintained over 3,600 vehicles and equipment items; led an average of 19 fleet technicians to complete over 30,000 individual repairs on 11,047 work-orders; validated $1.9 million in parts acquisitions; managed and dispatched 39 pool vehicles over 78,000 miles reducing the need for departments to purchase a dedicated vehicle. The section’s work enabled County departments to travel a total of 15,339,001 miles in 2021. The fleet division saved $25,000 by using its own engineers instead of hiring a thirdparty engineering firm to certify the Spill Prevention Control and Countermeasures Plans (SPCC) for above-ground bulk oil tanks located at Transportation Districts 3, 4, and 5. The fleet division managed the County’s vehicle and equipment acquisitions; reduced administrative burden by taking advantage of state and other cooperative contracts; authored 100 vehicle and equipment specifications; performed extensive market research; coordinated with department representatives; and purchased 160 vehicles and 38 equipment items for County departments 81

$924,889 Generated from the sale of outdated County fleet vehicles.

Despite the pandemic, the Department of Transportation and Public Works generated over $924,889 for the County by selling outdated fleet vehicles and equipment via online auctions. The sales marked the first such virtual auction events for the County. The fleet division managed the cleanliness, authorizations, parking assignments, payments, snow removal, and operations of 2,542 parking spaces in two County-owned garages and one leased parking garage; surveyed area garages to set annual parking rates; managed parking access and revenue control system; processed 299 parking applications; provided parking spaces for over 300,000 parkers to include the public, and over 1,395 Clayton complex employees. The fleet division used leftover bond funding to replace the more than 20-year-old parking gates at the Circuit Courts garage and three aging floor scrubber/sweepers. The new gates improve the appearance of the garage entrances and use more reliable technology. The new sweeper/scrubbers enabled personnel to restart cleaning schedules in the Courts and Shaw Park Drive parking garages, significantly enhancing their cleanliness and appearance. The fleet division also ensured an uninterrupted fuel supply for daily operations, emergency response, and key infrastructure. This was accomplished by managing fuel billing and fuel storage compliance; maintaining eight fuel dispensing sites, and 21 underground fuel and waste oil storage tanks with a total capacity of 218,000 gallons; complying with Department of Natural Resources and Missouri Petroleum Storage Insurance Tank Fund policies, maintenance, and inspection requirements; dispensing 1,287,735 gallons of fuel at stable prices for County departments and eight municipalities; and sustaining an average of 20 percent lower fuel costs to the County and 30- to 60-day stabilized monthly fuel prices. The fleet division completed the fuel tank replacement project at the Police Academy. Fleet personnel researched and installed an “off the shelf” pre-made canopy saving more than $10,000 on the cost of rebuilding the existing structure. 82

Maintain and Enhance County Facilities The Public Works section facilities division completed 20,126 building maintenance work orders; bid numerous contracts for design; repair and improvements to County facilities; facilitated departmental staff relocations; managed property issues; and completed many important facility projects. The facilities division procured architectural and engineering services utilizing the Qualifications Based Selection Process to facilitate the design of needed improvements. Architectural and Engineering Consultants were hired to inspect and provide repair documents for the courts' garage; develop a facilities master plan aimed at reducing office space footprint and expenses; design a multimedia center for the Department of Public Health; design improvements for the interior of the Circuit Courts building; design improvements necessary to relocate the police fingerprint lab; design for major repairs to the water and sewer systems serving the police crime lab; design renovation of the L.K. Roos Administration building concourse for County IT; design five padded cells at the Justice Center; assess ADA accessibility issues in the County Council chambers; design equipment sheds for the Transportation Traffic Operations Building and Districts 1,3,4 and 5; design building envelope restoration for the police headquarters and police and fire academy facilities; design a wash bay for the fleet division; design structural corrosion control repairs for Transportation Districts 3 and 4; and design for smaller-scale improvements at multiple locations. The facilities division completed several designs including space plans for the Public Defender and Prosecuting Attorney in the Justice Center; a Board of Equalization Hearing Room in the Crestwood Assessor Office; the West Satellite Office consolidation; electronic court kiosks and other miscellaneous Circuit Court services in the Northwest Crossings satellite office; and renovation of the L.K. Roos Administration building’s fifth and seventh floors. The facilities division located and test-fitted leased space for police property control, at the Second Precinct, and the real-time crime center.

20,216 Maintenance orders completed

The facilities division also completed numerous projects in 2021. Of particular note, the department completed flooring replacement in the Justice Center kitchen; replacement of insulation and electrical heat tracing on sanitary waste piping in Level P2 of the Circuit Courts garage; installation of Heating, Ventilation and Air Conditioning (HVAC) air ionization equipment in the justice center to sterilize against the COVID-19 virus; installation of a large industrial power washer in the wash bay of Transportation District 2; construction of a dirt shed at Transportation District 3; renovation of the L.K. Roos Administration’s fifth floor and subsequent relocation of the Parks Department to that floor; cleaned and tested the Clayton campus main electrical switchgear and enrolled in the Ameren Demand Response program designed to ease stress on the local electrical grid.

Maintain and Enhance the Transportation Network The Transportation section provides for maintenance of the county transportation network utilizing a combination of County staff and contracted services. These responsibilities include permitting of work performed on County rights-of-way; generating pavement ratings; securing project funding; acquisition of property rights; maintenance and enhancement of the road network; pedestrian facilities; traffic signals, bridges, and culverts; and procurement of engineering services and construction contracts. The Transportation section’s Civil Plan Review team issued 1,937 Special Use Permits for 2,767 work locations in County road rights-of-way in 2021. In coordination, the project development division reviewed seven traffic impact studies and eight sight distance studies related to private development permitting activities.

The Transportation Operations Division stats: Placed 12,271 tons of asphalt Poured 6,722 cubic yards of concrete on County roads, sidewalks, and driveways Applied 2,119 lane-miles of lane-line striping Mowed 1,355 acres of grass Crack sealed 73 lane-miles of County roads Replaced and installed 11,754 street signs Used street sweepers to clean 2,191 miles of gutter line Staff responded to 4,502 citizen requests for service across our roadway system

During the 2020 – 2021 winter season, the Transportation section Operations Division responded to eight winter storms. During those storms, staff spread 16,800 tons of salt to melt snow and ice on County roads.

The Transportation section’s project development division successfully secured over $10 million in federal funding participation as part of the 2022 – 2025 TIP programs. The TIP program funding will enable the County to perform pavement repairs, resurfacing, and Americans with Disability Act (ADA) related upgrades to Baumgartner Road from Telegraph Road to Old Baumgartner Road; Charbonier Road from Howdershell/Shackelford Road to Lindbergh Boulevard; Bennington Place from Marine Avenue to Fee Fee Road; Dorsett Road from Progress Parkway to Old Dorsett Road; Hanley Road – Laclede Station Road from Manchester Road to Newport Avenue; Laclede Station Road from Weil Avenue to Watson Road. The project development division secured a federal Rebuilding American Infrastructure with Sustainability and Equity (RAISE) grant for $18.2 million for the West Florissant Great Streets project; total project cost is $33 million. The West Florissant Great Streets project will reconstruct approximately 1.5 miles of West Florissant Avenue, a principal arterial in the Greater St. Louis area, from Stein Road to Ferguson Avenue, through the towns of Dellwood and Ferguson. The project includes a new shared-use path, upgrades to transit stops, new traffic signals, medians, modified property access, new crosswalks, and improved ADA-compliant sidewalks. The project will also relocate and add additional bus stops, pedestrian wayfinding, and create new greenspace and landscaping. Pedestrianscale lighting will also be included. The project development division also procured engineering services utilizing the Qualifications Based Selection Process to facilitate the design of eight upcoming federally funded projects as part of the 2021-2024 Transportation Improvement Program (TIP), totaling $20 million of total project costs for all phases. These projects will be built in 2024 and 2025.

Six of these engineering services contracts will enable the County to perform pavement repairs, resurfacing, and ADA related upgrades to Woodson Road from Kempland Avenue to Brown Road; Olive Boulevard from Ferguson Avenue to the St. Louis City Limits; North Hanley Road from Natural Bridge Road to Interstate 70; West Florissant Avenue from Lucas-Hunt Road to Solway Avenue; Lackland Road from Craig Road to west of Concourse Drive; Sulphur Spring Road from Manchester Road to Big Bend Road. In addition to these resurfacing projects, engineering services were also procured to construct new sidewalks along Old Jamestown Road from Hazelwood Central Middle School to Jamestown Elementary School and to reconstruct the Reavis Barracks Road Bridge and provide for additional transformative upgrades to the adjacent trail and intersection with Green Park Road. Consulting engineering services have also been procured for the replacement of seven small culverts located throughout the County; this project will utilize County funding in lieu of federal funding. The project development division acquired 196 parcels of land for scheduled and future improvement projects, worked on 23 improvement projects and completed 225 appraisal reviews, pulled 542 property deeds for current and future improvement project from the recorder of deeds office, and pulled 98 subdivision plats for current and future improvement projects. The project development division bid just over $15 million in major transportation projects and pavement maintenance programs, including nearly $1 million in signal improvements, $3.8 million in bridge and culvert repairs, and $7.5 million in concrete replacement and pavement rehabilitation on the County road network. Transportation section’s construction division completed seven projects representing $11.1 million in road and bridge improvements throughout the County and performed $14.6 million in construction in 2021. In addition, the construction division’s materials testing lab performed over $41,000 in reimbursable testing services under the municipal testing program.

Enhanced Pedestrian and Cycling Systems In May, the Department of Transportation and Public Works published the Action Plan for Walking and Biking to create safe and equitable multi-modal transportation opportunities for all citizens of St. Louis County. The department reached out to citizens to get their feedback throughout all stages of implementation and continue to do so.

Intergovernmental Collaboration The department has been actively coordinating with Great Rivers Greenway (GRG) on multiple overlapping projects. These coordinated efforts will not only reduce construction activity impacts, but will also help to ensure the best possible expenditures of public tax dollars. County project on Ferguson Ave (Page Avenue to St. Charles Rock Road) coincides with GRG’s St. Vincent Greenway for roughly half of the limits of the County project. County project on Paul Avenue/Elizabeth Avenue (Bermuda to Chambers) coincides with GRG’s Maline Greenway for several hundred feet, with two County traffic signals and a railroad overpass. County project on Vernon Avenue (Midland Boulevard to the city limits of St. Louis) coincides with GRG’s Centennial Greenway for most of the length of the project. The County project will introduce some lane reconfiguration, opening space with existing right of way for the trail. GRG is highly enthusiastic about the project, to the extent that it is attempting to move the project from the planning stage to have it constructed with our Vernon Avenue project (pending final board approval).

Transparency The department’s public information bureau responded to approximately 250 email and phone requests for information and/or requests for assistance from the public. Inquiry topics were diverse and included dilapidated properties; defective water main service; potholes; major road construction; renters' complaints; snow plowing; residential and commercial code requirements; defective sidewalks; emergency road closures; and road obstructions. Every Wednesday afternoon, the bureau participated in the St. Louis Post Dispatch's "Road Crew" chat, and fielded hundreds of questions from the traveling public on a wide range of issues relating to the Department of Transportation and its 3,200 lane-mile system of streets and roads. Additionally, the bureau issued many dozens of tweets on the department’s Twitter account. These tweets enabled us to share time-sensitive information with the public regarding emergency closures, road re-openings, winter storm response, and other timely matters. In addition, the Transportation section’s Area Engineers responded to, and coordinated with citizens, and political appointees from various agencies regarding all aspects of the County roadway system. In 2021, the Area Engineers attended 259 meetings and answered over 2,170 phone calls and email inquiries. 88

Water Line and Sewer Lateral Program The Water Service Line Repair Program processed 609 residential water line applications in 2021. The program facilitated 120 emergency repairs during the year ensuring that citizens received a high level of service by reacting quickly to the property having a leak or no water to the structure. The program funded $1,330,547 in repairs on residential water service lines, helping to stabilize neighborhoods. The Sewer Lateral Repair Program processed 1,207 residential sewer lateral repair applications in 2021. The Sewer program repaired 351 emergency sewer repairs during the year. The program strived to give the citizens a high level of service while bidding out most of these projects to ensure fund stability. The program funded $2,932,408 in repairs to defective sewer laterals in the unincorporated areas of the county. The sewer program also facilitated the contract and bidding for 12 contracted municipalities.

Code Enforcement Activities The Public Works section code enforcement division reviewed plans, issued permits, and conducted 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. The division also provides these full/partial services to 80 of the 88 municipalities within the County. The division also handled licensing of the mechanical, electrical, and plumbing disciplines. Staff performed approximately 11,689 inspections of residential properties on both a proactive and reactive basis. In addition to enforcing the county’s Property Maintenance and Housing Code, personnel performed over10,600 re-occupancy inspections of singlefamily homes and apartments (in unincorporated St. Louis County and 10 municipalities by contract). They monitored over 2,000 vacant nuisance properties and, with the Nuisance Abatement Team, cleaned and mowed more than 5,873 vacant lots. The Business Assistance Center (BAC) within the code enforcement division assisted new and expanding businesses in navigating the County’s plan review, permitting, inspection and licensing processes. BAC identified and addressed potential pitfalls through predesign project meetings and acted as a liaison between County departments and business owners throughout the duration of a project. Civil Plan Review team conducted reviews of site/construction plans, special use permits and flood plain studies pertaining to work in unincorporated St. Louis County or work that involved County right-of-way within municipal boundaries.

Upgrading Permit System The Department of Transportation and Public Works collaborated with the County’s IT Department to upgrade the Accela permitting system. Accela is a software solution that has provided plan review, permitting, and inspection information through automated applications. The system also includes a public access portal that allows customers to track and manage permit applications. The departments are now working to complete these enhancements to the Accela system, to ensure that Accela can continue to meet plan review and permitting requirements while also providing a foundation to support the electronic plan review plug-in scheduled to be completed in 2022.

REVENUE The Department of Revenue provides quality, customer-centered information and services to taxpayers, licensees, and document recipients. The Department obtains and distributes funding to more than 200 public-serving agencies in support of education, public safety, health, infrastructure and economic growth and opportunity in St. Louis County. Highlights from the department in 2021 included: Departmental Initiatives Implemented ongoing professional development to provide for better customer service and a superior staff experience within the department. Added a quality improvement team to help expand our customer service and enhance positive staff experiences. Improved working relationships by facilitating increased collaboration among leadership and staff. Entered partnerships with the Missouri Department of Revenue and numerous counties throughout the state to facilitate communication and allow for more consistency in processes. These partnerships will benefit residents in the County and beyond. Implemented payment kiosks in building lobbies to provide additional options to customers. Improved efficiency of tax payments by fully utilizing CheckAlt banking program, which processes taxpayer payments electronically rather than manually processing thousands of paper checks received in the mail. Enhanced our current data outputs/outcomes to ensure consistent measurement. Developed a process to ensure that the Revenue website contains correct and updated information.

Collector of Revenue Service Enhancements Enhanced efficiency and eliminated many payment scan rejects by utilizing the new Tax Bill scan line. Reassigned workflows and staffing for additional busy season coverage at the satellite offices and in Clayton to accommodate increased inbound customer volume, and improve coverage due to COVID-19 related staff shortages. Redesigned traffic flow in the Clayton lobby and the satellite offices to ensure a better customer experience. This included having line managers, and kiosk workers on hand to assist constituents by answering questions and directing them to the correct line.

Licensing Office Enhancements Successfully re-routed customer in-person services/electronic services. Provided framework for future adoption of online application for payment services. Assisted with providing, license depositions for new customer service portal. Assisted the County Counselor’s Office in clearing up past court filings related to filing of collected and uncollected hotel taxes. Adapted to new security measures for delivering daily deposits to the treasurer’s office.

Recorder of Deeds Enhancements Created a Chief Deputy of Recorder position to help provide better services to customers and staff. Restructured the Recorder’s Office to better utilize resources. Completed a technology audit that revealed inefficiencies that will be addressed in the first quarter of 2022.

Collector Staff Work The collector staff in Clayton and at the satellite offices served a combined total of 64,156 customers, and the back tax department returned 259 properties to the tax rolls via the post third sale and trustee property programs.

SPIRIT OF ST. LOUIS AIRPORT Spirit of St. Louis Airport has been one of the Midwest’s premier business aviation centers for more than 50 years. Much more than just a place to land, it is a benefit-packed resource for pilots, passengers, and businesses. Among the accomplishments at Spirit in 2021 were:

By the Numbers The Airport recorded 124,030 aircraft operations in 2021, making it the busiest year since 2007. The Airport sold 6.87 million gallons of aviation fuel products in 2021.

New Inspection System The Airport purchased the App-139 work order and inspection system. The Federal Aviation Administration (FAA) requires detailed airport inspections daily. The new system allows inspectors to complete inspections of the entire airport and enter the findings on an iPad. The airfield items are documented and provided to the FAA during their annual inspection. All findings for the airfield and landside can also be used to create and track work orders ensuring safety and efficiency.

Upgrades, Additions, and Improvements The Airport installed an airfield generator that provides 24-hour power backup to the entire airfield in the case of a power outage, thus improving safety for the flying public. Airfield signage panels replaced using CARES funding improving airport safety. Funds were provided through the FAA not County Cares dollars. The airport put out to bid a project to install an overflow prevention Scully system for all three of its aviation fuel farms, which hold a total of 200,000 gallons. This is for safety and environmental protection. The airport designed a West hangar drainage project to eliminate localized flooding and deter wildlife attractants. (The project has not been bid.) 93

The airport successfully completed its annual FAA inspection and safety audit. This is a multiple-day event that reviews certification records in detail followed by a very indepth physical inspection of the entire facility. The airport put out and awarded a bid for the resurfacing of the parking lot for the largest and highest revenue-producing County-owned hangar. The project should be completed in the next few weeks. The airport has entered a contract to install and upgrade the fuel and billing accounting software. This is crucial to our financial success and allows us to provide excellent customer service to our fuel purchasers. The rehabilitation of Taxiway Alpha pavement project is in bid progress. The airport maintenance staff repainted airfield markings on approximately 2.5 million square feet of pavement with 800 gallons of white paint/800 gallons of black paint/800 gallons of yellow paint and 400 gallons of red paint. The markings have been highlighted, as required by the FAA, with 5,000 pounds of glass beads. The airport maintenance staff converted lighting to LED in a large County-owned box hangar. The airport purchased a replacement pickup truck with a plow and gate lift. This is used as a part of our fleet to provide daily maintenance duties and to remove snow. The airshow grounds infrastructure was greatly improved providing a safer and more comfortable experience for guests and vendors. Meanwhile, planning for the 2022 Spirit of St. Louis Air Show & STEM Expo began in full force. Airport staff completed the quarterly airport fuel truck and fuel farm inspection. The airport hosted the “Chesterfield Chamber of Commerce Pumpkin Run.” The airport participated in planning the Missouri Airport Managers Conference and the State Aviation Day activities. The airport completed aircraft rescue firefighting live-fire training. The airport participated in planning the American Association of Airport Executives Great Lakes Annual Conference. The airport hosted the Blue Angels Winter Visit in planning for the 2022 Air Show. Staff completed wildlife hazard management training. The airport completed the Air Show grounds grading project. The Director and Deputy Director attended the Missouri Aviation Advisory Committee Board meeting as members. This group addresses and sets the legislative priorities for aviation in Missouri. The Airport successfully completed USDA Wildlife Audit. Staff completed and submitted the capital improvement program to the Missouri Department of Transportation.

New Hires The Airport hired an airport engineer following the retirement of its previous engineer, and hired an auto mechanic to maintain airport equipment.

Red Tail Cadet Program The Airport partnered with Elite Aviation Flight School, The Crossings Church, and Ferguson Florissant School District on the Red Tail Cadet Program. This seven-week program brought six students from the Ferguson-Florissant School District and provided them ground school, flight instruction, financial literacy, and other business skills. The graduation was held in August with four of the student’s successfully flying solo.

Essay Contest The air show held an essay contest asking citizens to share stories about their heroes and the impacts they had on the community. Sixty-six essays were received and reviewed by the Director and Deputy Director of Aviation for St. Louis County along with the Air Show board members. Winners were awarded with a flight on the B-29 “Doc” which is one of two flying WWII bombers of its type. The winners range from a fifth grader who wrote about his mother to several who wrote about WWII veterans. Two veterans of the “Greatest Generation” joined the other heroes on the flight.

Summer Internship The Airport had a very successful summer internship through Rockwood Partners in Education Program. The district reported that the students' graduation from the program was the best attended this year.

Special Events The Airport hosted the Civil Air Patrol’s 80th-anniversary event and supported Elite Aviation’s flight school open house.

ST. LOUIS ECONOMIC DEVELOPMENT PARTNERSHIP

The St. Louis Economic Development Partnership, an Accredited Economic Development Organization (AEDO), is charged with attracting, retaining, and facilitating the growth of businesses in St. Louis County and the City of St. Louis. The Partnership serves as a convener of strategic regional economic development initiatives to help companies of all sizes thrive in the St. Louis region. The Partnership’s effectiveness is evident in St. Louis County’s status as the economic powerhouse of the state of Missouri. The County accounted for 21 percent of the 218,000 new jobs created in Missouri from 2020-2021. St. Louis County companies continued to grow and hire employees through 2021. In addition, the Partnership guided several companies through various services and announced projects that totaled $135.4 million in investment, bringing 2,168 new jobs to and retaining 446 jobs in St. Louis County. The Partnership also offered Small Business Administration (SBA) 504 and Economic Development Administration (EDA), loans, specialty loans and industrial development bonds. These funds can be used for working capital expenses in addition to purchasing real estate and equipment for both existing and new businesses. Significant projects in 2021 included: Accenture Federal Services (AFS), which opened a new service center to provide technology and operation services to federal government clients. The new center, which was an $18.2 million investment, is in Town & Country and will bring 1,400 new jobs to St. Louis County. The County’s Workforce Development program, Family Workforce Centers of America, and Accenture Federal Services have developed an apprenticeship program to train and attract a more diverse workforce. 96

EDGE@BRDG and EDGE@WEST, a $78 million investment in two new separate state-ofthe-art office/tech/laboratory development at 39 North in Creve Coeur. EDGE@BRDG is home to Benson Hill, Inc., which will retain 85 jobs and create 300 jobs. Engineered Tax Solutions, a licensed engineering firm, which provides specialty tax services, invested $2.25 million in a new building in Olivette. The company will retain 16 jobs and create 16 jobs. Gateway Studios, a state-of-the-art production services company, invested $111 million in the development of a new complex for the entertainment industry. The new buildings will be in Chesterfield and will bring over 100 jobs to St. Louis. This project constitutes a new industry in St. Louis County. Grey Eagle, a major regional beverage distribution company, invested $21.4 million to expand its business in Fenton. The firm will retain 225 jobs. MSI, a supplier of premium surfaces featuring quartz, porcelain, natural stone, mosaics, laminate, and luxury vinyl plank materials, relocated to Maryland Heights. The company created 18 jobs and invested $3 million in its business. NUSO, of University City, which received a $665,000 investment from the Partnership’s New Markets Tax Credit Community Development Entity to grow the company’s cloudbased telecommunications services. The company expects to create 68 jobs and retain 48. Nomax Inc., a specialty pharmaceutical company in South County, invested $11.5 million in the company and created 20 jobs. Optimas Solutions, based in Overland, will distribute safety and MRO (maintenance, repair, and operations) materials along with standard fasteners. The firm is investing over $928,000 in its building and creating 20 jobs. Patheon Biologics, will invest $86 million in its Berkley location and create 169 jobs while retaining 669 jobs. The company manufactures drugs that treat arthritis, hemophilia, Crohn’s disease, and a variety of cancers. R & S Machining, an aerospace component manufacturer, is making a $13.5 million investment in expanding its operations in South County. The firm is retaining 48 jobs and creating 60 jobs.

Loans and Bonds St. Louis Economic Development Partnership facilitated loans and bonds in St. Louis County and the City of St. Louis totaling $63 million in 2021. Highlights included: $687,990 to eight businesses affected by the COVID-19 pandemic through CARES Act funds awarded through the EDA. An SBA 504 loan in the amount of $5 million to Artur Express for the construction of its new logistics facility in Hazelwood. Gioia’s Deli received an $80,000 EDA loan to expand its processing facility in Maryland Heights to meet challenges posed by the COVID-19 pandemic. A $55,000 EDA loan to assist with start-up capital for Lux Chiropractic & Health LLC in Webster Groves. Oregon safety supply manufacturing company Mallory Safety and Supply LLC received a $1,891,000 SBA 504 loan to open a new St. Louis County facility. 97

Business Retention and Expansion The Partnership is leading a newly formed Business Retention and Expansion (BRE) Group with its economic development partners AllianceSTL, Ameren, Missouri Department of Economic Development, SBDC, Spire, St. Louis Development Corporation, and Greater St. Louis, Inc. The Business Outreach Subcommittee has already met with over 50 companies in the St. Louis region. The BRE will work with St. Louis County business owners, leaders, and entrepreneurs to ensure that they know whom to contact regarding opportunities or challenges. Communication between government and industry is an essential part of business growth. The group is intentional about being inclusive and is reaching out to businesses located in areas of economic disadvantage, as well as to companies owned by women, minorities, and immigrants.

Promise Zone Projects The Community Investment Division coordinated tools and resources for business and community development in North County and the Promise Zone. This work includes site selection, brownfield site assessment grants, community engagement, government relations, and workforce development. The division facilitates solutions to problems impacting economic development in communities including the cleanup of convening partners to develop a long-term plan for LuLu Heights in Wellston and the City of Kinloch. Other Community Investment Division activities included assisting the St. Louis County Department of Transportation/Public Works in receiving a federal Department of Transportation RAISE grant for $18.2 million to transform West Florissant Avenue into a marquee corridor in the St. Louis Promise Zone. In response to the COVID-19 crisis, the Partnership set up the Small Business Resource Program, which administered $2.8 million in loans, grants, and other assistance to small businesses. The program had three components - the Small Business Resource Loan (SBR), which offered zero-interest $5,000 loans to small businesses in St. Louis County and in the City of St. Louis; the Small Business Resource Discretionary Grant Program which administered a $500 grant program for sole proprietors, contract workers, gig workers, 1099 workers, and other businesses which did not qualify for SBR loans; and the Technical Assistance program, which offered technical assistance and coaching to small businesses so that they could apply to the Small Business Administration’s loan program. The programs considered the disproportionate effect COVID-19 had on the most economically distressed areas in St. Louis County and allocated funding with a preference for businesses in the North County Promise Zone and Lemay in South County. And in additional brownfield cleanup activity, the Environmental Protection Agency (EPA) awarded $300,000 to the Land Clearance Redevelopment Authority (LCRA), which is managed by the Partnership, for such work. These funds will complement the Partnership’s existing Brownfield Revolving Loan Fund that creates strategic partnerships with developers who are assessing and cleaning up derelict properties, preparing them for new development. The funds will be used to clean up designated sites in North County.