St. Louis County, Missouri - St.Louis County Government [PDF]

St. Louis County, Missouri 2016 RECOMMENDED BUDGET FISCAL YEAR ENDING DECEMBER 31, 2016

Steven V. Stenger County Executive

Michael F. Chapman Chief of Operations

Paul Kreidler Budget Director

ST. LOUIS COUNTY, MISSOURI 2016 RECOMMENDED BUDGET TABLE OF CONTENTS St. Louis County Officials ........................................... 1 Strategic Plan Framework .......................................... 2 GFOA Distinguished Budget Presentation Award ................................................................. 4 Reader’s Guide .......................................................... 5 2016 Budget Summary ............................................ 10

ECONOMIC DEVELOPMENT & INFRASTRUCTURE ................................. 141

INTRODUCTION ...................................... 13

HEALTH & WELL‐BEING ......................... 169

St. Louis County Overview ....................................... 13 St. Louis County at a Glance .................................... 15 Map of St. Louis County Municipalities ................... 16 St. Louis County Organizational Chart ..................... 17 St. Louis County Council Members .......................... 18 Map of St. Louis County Council Districts ................ 19 Budgetary and Financial Policies and Guidelines ......................................................... 20 Budget Development Calendar ............................... 22 2016 Financial Organizational Chart ........................ 27 2016 Fund Analysis .................................................. 28 2014‐2016 Combined Statement of Revenues, Expenditures and Changes in Fund Balance ................................................ 30 Long‐Term Forecast – General Revenue Fund ........ 33 EXECUTIVE SUMMARY ............................ 37

REVENUE FORECAST ............................... 57

SUMMARY TABLES ................................. 71 Table I – Budget Summary and Table II – Actual Income for 2014 and Estimated Income for 2015 and 2016 ............................... 72 Table III‐A & B – Summary of 2016 Recommended Appropriations by Fund, Department, and Category ............................. 126 Table IV‐A – 2010‐2016 Detailed Revenue Estimate ........................................... 128 Table IV‐B & C – Summary of 2016 Revenues by Fund, Department, and Category .............. 134 Table V – Summary of Budgeted Positions ............ 136

St. Louis Economic Development Partnership ....... 142 Planning, Department of ....................................... 148 Spirit of St. Louis Airport ........................................ 154 Transportation and Public Works .......................... 158 Children’s Service Fund ......................................... 170 Human Services, Department of ........................... 176 Public Administrator .............................................. 182 Public Health, Department of ................................ 186

PUBLIC SAFETY ...................................... 195 Emergency Communications Commission ............ 196 Judicial Administration, Department of ................ 200 Justice Services, Department of ............................ 206 Municipal Court ..................................................... 212 Police ..................................................................... 214 Prosecuting Attorney ............................................. 220

RECREATION & CULTURE ....................... 223 Parks & Recreation, Department of ...................... 224

GENERAL GOVERNMENT ....................... 233 Administration, Department of ............................. 234 County Assessor ..................................................... 242 County Council ....................................................... 248 County Counselor .................................................. 252 County Executive ................................................... 256 Election Commissioners, Board of ......................... 258 Revenue, Department of ....................................... 262 Miscellaneous ........................................................ 268

DEBT MANAGEMENT ............................ 273 Overview and Summary of Bonded Debt .............. 273 Schedule of Outstanding General Obligation Bonded Debt ................................................... 275 Schedule of Outstanding Special Obligation Bonds .............................................................. 276 Outstanding Lease Revenue Bonds ....................... 277 Other Bonds ........................................................... 277

CAPITAL IMPROVEMENT PROGRAM ..... 279 Capital Improvement Program Background and Summary.................................................. 279 2016 Highway Capital Construction Program ........ 285 Department of Transportation & Public Works Capital Construction Program 5‐Year Plan ....................................... 291 Capital Improvements by Facility and Year (2016‐2020) ............................................ 295

GRANTS ................................................ 309 Summary ................................................................ 309 2015/2016 Estimated Grant Funding by Department ............................................. 310

SUPPLEMENTAL INFORMATION ............ 315 Property Tax Rates – Direct and Overlapping Governments ............................ 316 Tax Rate History ..................................................... 317 2016 Revised Statement of General Funds ........... 318 St. Louis County Investment Policy ........................ 320 Boards & Commissions .......................................... 328 Glossary & Acronyms ............................................. 330

ST. LOUIS COUNTY EXECUTIVE

Steven V. Stenger

CHIEF OF OPERATIONS CHIEF OF POLICY PROSECUTING ATTORNEY ASSESSOR

Michael F. Chapman Jeff Wagener Robert P. McCulloch Jake Zimmerman

Patrick M. Dolan, Chair Michael E. O’Mara, Vice Chair Hazel M. Erby Dr. Sam Page

Pamela Reitz Eric Fey Gary Fuhr Connie Cunningham Peter Krane Andrea Jackson‐Jennings Paul Fox, Jr. Herbert Bernsen Renee Hines‐Tyce

ST. LOUIS COUNTY COUNCIL 5th District Colleen M. Wasinger 4th District Kevin J. O’Leary 1st District Mark A. Harder 2nd District

DEPARTMENT DIRECTORS Administration Gary Bess Board of Elections (D) Glenn Powers Board of Elections (R) Colonel Jon Belmar Children’s Service Fund Thomas Arras County Counselor Dr. Faisal Khan Human Services Gregory Quinn Judicial Administration John Bales Justice Services Nichalos Gardner Municipal Court

3rd District 6th District 7th District

Parks and Recreation Planning Police Public Administrator Public Health Revenue Spirit of St. Louis Airport Transportation & Public Works

Douglas R. Beach Michael D. Burton Robert S. Cohen Tom DePriest, Jr. Colleen Dolan Sandra Farragut‐Hemphill Steven H. Goldman John N. Borbonus Patrick Clifford Judy Preddy Draper Joseph S. Dueker

CIRCUIT COURT JUDGES Michael T. Jamison Kristine E. Kerr Maura B. McShane Thomas J. Prebil Gloria C. Reno Thea A. Sherry Ellen Levy Siwak ASSOCIATE CIRCUIT JUDGES John R. Essner Dale W. Hood Mary Elizabeth Ott Lawrence J. Permuter

David L. Vincent, III Barbara W. Wallace Joseph L. Walsh, III John D. Warner, Jr. Carolyn C. Whittington

Nellie Ribaudo Mary Bruntrager Schroeder Dennis N. Smith Nancy M. Watkins

BUDGET OFFICE Paul Kreidler, Budget Director Lori Buckner, Executive Secretary Nik Degler, Budget Analyst For further information, contact the Budget Office at (314) 615‐7046, e‐mail

[email protected], or visit www.stlouisco.com/budget

-1-

-2-

-3-

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to St. Louis County, Missouri, for its annual budget for the fiscal year beginning January 1, 2015. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

-4-

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

Book Organization This budget book begins with an introduction to St. Louis County as well as information on financial policies and how the budget is developed. This section also contains combined statements of revenues, expenditures and changes, and a long‐term forecast. An executive summary provides the reader with a synopsis of the budget and can be referred to for questions regarding fund information, department descriptions and 2016 budget information. The revenue forecast provides information on 2015 and 2016 estimated revenues by fund. Property and sales taxes are highlighted in this section and a description of non‐general funds is provided. The narrative sections incorporate all funds appropriated to a department in the annual operating budget submitted to the County Council. Departments are organized into five program areas:  Economic Development and Infrastructure  Health and Well‐Being  Public Safety  Recreation and Culture  General Government The remaining chapters are devoted to debt management, the Capital Improvement Program, grants and supplemental information. The Debt Management chapter summarizes the county’s credit rating, property tax levy, and bonded debt. The Capital Improvement Program highlights those capital projects that are funded in the 2016 budget, as well as those under consideration for funding through 2020. The Grants chapter details the estimated grant funding received by County departments in 2015 and funding projected for 2016. The final chapter, Supplemental Information, provides historical tax rate information, the county’s investment policy and a glossary and description of acronyms.

-5-

FISCAL YEAR 2016 RECOMMENDED BUDGET

READER’S GUIDE

Narrative Organization Each narrative within the budget book is structured in the same way. The narrative is a descriptive and visual representation of the department’s objectives. The following three pages provide a description of each section in the narrative. The final page of each narrative is the department’s budget. This budget is divided into four categories:  Division/Program Summary: expenditures and appropriations for the department divided into operating divisions and/or programs.  Expenditure Category Summary: expenditures and appropriations for the entire department divided into spending categories for accounting purposes.  Fund Summary: expenditures and appropriations for the entire department divided by fund. Some departments may receive appropriations from more than one fund.  Position Summary: the number of positions in the budget of the department divided into divisions and/or programs. The information above is provided for a five‐year period as described:  2012 Actual Expend: total expenditures and encumbrances incurred and total number of positions in the department/division/program during fiscal year 2012.  2013 Actual Expend: total expenditures and encumbrances incurred and total number of positions in the department/division/program during fiscal year 2013.  2014 Actual Expend: total expenditures and encumbrances incurred and total number of positions in the department/division/program during fiscal year 2014.  2015 Original Approp: appropriation and positions adopted by County Council for fiscal year 2015.  2015 Adjusted Appprop: appropriation and positions as of September, 2014 which takes into account transfers into and out of the account, as well as any supplemental appropriations passed by the County Council.  2016 Department Request: 2016 appropriation and positions requested by the department for consideration by the County Executive.  2016 County Executive Recommended: 2016 appropriation and positions recommended by the County Executive to the County Council.  2016 Council Adopted: 2016 appropriation and positions adopted by the County Council.

-6-

READER’S GUIDE

-7-


READER’S GUIDE

-8-

READER’S GUIDE

-9-


ST. LOUIS COUNTY 2016 RECOMMENDED BUDGET SUMMARY 2015 ADJUSTED BUDGET

2015 COUNTY EXECUTIVE RECOMMEND.

$ CHANGE

General Funds General Revenue Fund Special Road and Bridge Fund Health Fund Park Maintenance Fund Total General Funds

$262,747,626 49,457,983 59,149,705 29,417,333 400,772,647

$269,108,623 53,827,258 61,178,053 30,745,640 414,859,574

$6,360,997 4,369,275 2,028,348 1,328,307 14,086,927

Special Revenue Funds: Police Civil Defense Grant Fund St. Louis County & Municipal Police Academy Fund Assessment Fund Sewer Lateral Fund Lambert East Perimeter TIF Fund Record Preservation Fund Police Air Support Program Fund Emergency Communications Fund County Sheriff Revolving Fund Northpointe Forest Subdivision NID Fund Residential Energy Loan Program Fund Children's Services Fund Cable TV‐Government Access Fund Convention and Recreation Trust Fund Water Service Line Fund Solid Waste Management Fund Total Special Revenue Funds

416,649 905,805 13,417,685 3,050,233 1,601,502 661,597 301,000 14,340,317 490,000 34,565 1,144,360 27,791,441 85,000 8,490,105 3,301,158 1,766,467 77,797,884

428,450 529,273 13,379,339 2,948,441 2,637,952 510,266 250,000 14,980,857 486,915 38,860 1,126,360 63,624,306 85,000 8,930,230 3,112,996 1,617,000 114,686,245

11,801 (376,532) (38,346) (101,792) 1,036,450 (151,331) (51,000) 640,540 (3,085) 4,295 (18,000) 35,832,865 ‐ 440,125 (188,162) (149,467) 36,888,361

Debt Service Fund

7,731,632

7,732,232

600

Enterprise Fund ‐ Spirit of St. Louis Airport Fund

30,521,758

22,877,160

(7,644,598)

Operating Budget Total

516,823,921

560,155,211

43,331,290

Public Transit Funds Transportation Trust Fund Public Mass Transit Fund(1) Total Public Transit Funds

20,786,964 80,955,363 101,742,327

43,615,150 44,339,500 87,954,650

22,828,186 (36,615,863) (13,787,677)

109.8% ‐45.2% ‐13.6%

Highway Capital Construction Program: Federal Aid Urban Trust Fund (2) Transportation Highway Fund (2) Total Highway Capital Construction

23,778,350 16,973,800 40,752,150

17,451,700 14,137,400 31,589,100

(6,326,650) (2,836,400) (9,163,050)

‐26.6% ‐16.7% ‐22.5%

$659,318,398

$679,698,961

$20,380,563

3.1%

APPROPRIATION TOTAL

% CHANGE 2.4% 8.8% 3.4% 4.5% 3.5% 2.8% ‐41.6% ‐0.3% ‐3.3% 64.7% ‐22.9% ‐16.9% 4.5% ‐0.6% 12.4% ‐1.6% 128.9% 0.0% 5.2% ‐5.7% ‐8.5% 47.4% 0.0% ‐25.0% 8.4%

(1) The Recommended Budget does not include appropriations funded with "Prop A" 0.50‐cent sales tax revenues. These appropriations will be made upon the County Council's approval of the annual contract with Metro which is typically considered in June. (2) To improve comparison on a year‐to‐year basis, does not include funding committed in prior budgets but not spent until 2016.

- 10 -

ST. LOUIS COUNTY 2016 RECOMMENDED BUDGET SUMMARY 2015 BUDGETED PROPERTY TAX RATE*

2015 CERTIFIED PROPERTY TAX RATE* ^

2016 RECOMMENDED PROPERTY TAX RATE*

General Revenue Fund Residential Real Estate Agricultural Real Estate Commercial Real Estate Personal Property

$0.209 0.209 0.209 0.209

$0.206 0.179 0.205 0.209

$0.206 0.179 0.205 0.209

Special Road & Bridge Fund Residential Real Estate Agricultural Real Estate Commercial Real Estate Personal Property

0.105 0.105 0.105 0.105

0.103 0.090 0.103 0.105

0.103 0.090 0.103 0.105

Health Fund Residential Real Estate Agricultural Real Estate Commercial Real Estate Personal Property

0.140 0.140 0.140 0.140

0.138 0.120 0.137 0.140

0.138 0.120 0.137 0.140

Park Maintenance Fund Residential Real Estate Agricultural Real Estate Commercial Real Estate Personal Property

0.050 0.050 0.050 0.050

0.049 0.043 0.049 0.050

0.049 0.043 0.049 0.050

Debt Service Fund Residential Real Estate Agricultural Real Estate Commercial Real Estate Personal Property

0.019 0.019 0.019 0.019

0.019 0.019 0.019 0.019

0.019 0.019 0.019 0.019

Total: All Funds Residential Real Estate Agricultural Real Estate Commercial Real Estate Personal Property

0.523 0.523 0.523 0.523

0.515 0.451 0.513 0.523

0.515 0.451 0.513 0.523

*Rate per $100 of assessed valuation ^The 2015 certified rate is lower than the budgeted rate due to 137.073 RSMo which provides that, in a reassessment year (2015), the County cannot generate additional revenue as a result of increased assessed values outside of allowable adjustments for new construction and a Consumer Price Index (CPI)‐based increase.

- 11 -

- 12 -

Introduction

Clayton Business District

St. Louis County Profile

Demographics The county’s 1 million residents live in 90 municipalities and unincorporated areas. The county is comprised of 7 Council Districts and has 643,450 registered voters. Government Voters select the County Executive and a 7‐person County Council to govern the County and work to provide high quality services to businesses and visitors. The Prosecuting Attorney and Assessor are also elected. Elected officials serve four year terms. Infrastructure The County maintains the Spirit of St. Louis Airport, approximately 3,153 lane miles of roadway, 668 traffic signals, and 224 bridges. Visitors and residents alike enjoy 71 parks and 144 miles of recreational trails. Economy With a thriving business community and exceptional schools, St. Louis County provides a rich quality of life for its residents. In addition to its acclaimed cultural amenities, the County boasts the highest per capita personal income and educational attainment in Missouri and employs more people than any other county in the state.

St. Louis County was formed on October 1, 1812

(nine years before Missouri became a state) as one of the counties organized by Governor William Clark out of the five administrative districts of the Upper Louisiana Territory. As originally formed, St. Louis County included the area that is now St. Louis City, St. Louis County, Jefferson County, and Franklin County. In 1818, Franklin and Jefferson Counties were formed out of the original St. Louis County. In 1876, St. Louis City separated from St. Louis County, leaving the county at its present size of 524 square miles. In 1877, the City of Clayton was selected as the county seat. With a current estimated population of 999,725, St. Louis County is the largest county in Missouri containing 17 percent of the state’s population. St. Louis County is the 40th largest county in the United States. St. Louis County is also an important employment center with approximately half of the metropolitan area’s jobs and a one quarter of all jobs in Missouri.

- 13 -


INTRODUCTION

St. Louis County’s 90 municipalities have primary responsibility within their jurisdictions for services such as public safety, planning and zoning, local street maintenance and building code enforcement. The unincorporated area, which contains nearly one‐third of the county’s population and one‐third of its area, comes under the direct jurisdiction of county government. The county’s 24 school districts are independent governmental entities, as are the 24 fire protection districts, which share fire protection responsibilities with 19 municipal fire departments. Special service districts provide sewer, library, junior college, and cultural facilities within the county. Privately owned utilities provide electrical, natural gas, water, and telephone service.

St. Louis Art Fair

- 14 -

The County operates as a first‐class county of the State of Missouri governed by a charter, originally adopted in 1950 and revised in 1968 and 1979. The elected County Executive serves as the chief administrative officer of the County. The legislative body is composed of a seven member County Council. The county’s fiscal year begins on January 1st. The County provides a wide range of services falling within three categories: 1) county‐wide services, which are available on an equal basis to all residents of St. Louis County; 2) services to unincorporated areas; and 3) services to incorporated areas by contractual agreement. The County also owns and operates Spirit of St. Louis Airport as a self‐ supporting enterprise. Major services provided by the county include:  Police protection  Health care  Environmental health  Human services programs  Public works  Tax assessment  Low income assistance programs  Judicial and justice services  Parks and recreation  Election administration  Planning and zoning

INTRODUCTION

St. Louis County at a Glance Population by Race White Black or African American American Indian and Alaskan Native Asian Hispanic or Latino Two or More Races Other Households Median Household Income Percentage of Persons in Poverty Unemployment Rate (August, 2015) Gender Male Female Age Children under age five Older Adults (age 65 and older) Median Age Other Statistics Registered Voters Per capita income Educational Attainment: Bachelor’s Degree or Higher Public School Enrollment

999,725 68.5% 23.1% 0.1% 3.5% 2.5% 2.1% 0.2% $58,910 10.5% 5.1% 47.3% 52.7% 5.8% 15.3% 40.0 643,450 $34,795 40.6%

Top 10 Employers Boeing Defense, Space & Security Washington University in St. Louis SSM Healthcare Mercy Healthcare Schnucks Markets Enterprise Holdings Special School District of St. Louis County Monsanto Co. Edward Jones Express Scripts Holding Co.

Employees 15,000 14,170 12,697 12,013 11,008 6,234 5,746 5,192 4,846 4,700

139,690

Nonfarm Employment by Industry (St. Louis Area) Trade, Transportation, and Utilities 19.0% Education and Health Services 17.4% Professional and Business Services 15.7% Leisure and Hospitality 11.6% Government 10.9% Manufacturing 8.6% Financial Activities 6.5% Mining, Logging, and Construction 4.7% Other Services 3.3% Information 2.2%

Climate 2014 Average Temperatures – Fahrenheit Winter 29.5 Spring 56.8 Summer 78.3 Fall 56.7 2014 Annual Precipitation in Inches 43.4 2014 Annual Snowfall in Inches 27.2 Source: National Oceanic and Atmospheric Administration

Top 10 Taxpayers AmerenUE St. Louis Gaming Ventures LLC The Boeing Company Duke Realty LP Monsanto Pinnacle Entertainment Inc. CBL & Associates THF Realty Development Enterprise Leasing/Holdings Missouri American Water Co.

Taxable Assessed Value (millions) $355.8 $143.4 $140.8 $111.3 $92.5 $89.9 $84.5 $73.0 $70.3 $65.9

% of Total County Taxable Assessed Value 1.6% 0.7% 0.6% 0.5% 0.4% 0.4% 0.4% 0.3% 0.3% 0.3%

Source: St. Louis County Department of Revenue

Faust Park

- 15 -


INTRODUCTION

- 16 -

INTRODUCTION

- 17 -


INTRODUCTION

St. Louis County Council

County Council Chair

District 3

District 5

Colleen M. Wasinger (R)

Patrick M. Dolan (D)

District 6 County Council Vice Chair

Kevin J. O’Leary (D)

District 4 Michael E. O’Mara (D)

District 1

District 7

Hazel M. Erby (D)

Mark A. Harder (R)

District 2 Dr. Sam Page (D)

- 18 -

INTRODUCTION

- 19 -


INTRODUCTION additional income and revenue to be received from any other source. Prior to adoption of the budget, the County Council holds at least one public hearing where interested citizens can comment and ask questions regarding the proposed budget. The proposed budget is available for public inspection on the county’s web site (stlouisco.com) at local libraries, and at the County Budget Office once it has been presented to the County Council. The final budget is typically adopted by county ordinance before December 31st. If the council fails to adopt the budget by that date, the amounts appropriated for the current fiscal year shall be appropriated for the new fiscal year on a month‐to‐month basis, until the council adopts a budget. The County Executive may make recommendations to the County Council during the year for supplemental or emergency appropriations. The council may institute such changes by ordinance. The County Executive may transfer appropriations within the same fund and department during the fiscal year, with proper notification to the County Council. Every appropriation, except an appropriation from general obligation bonds of the county, shall lapse at the close of the fiscal year to the extent that it has not been expended or encumbered. Any cash surplus in any fund at the end of any fiscal year shall be carried forward and merged with the income of the fund for the succeeding year.  Budget Transfers and Amendments The budget is a living document which is frequently adjusted to meet the changing demand for services during the fiscal year. Accordingly, budget transfers and amendments are part of a larger on‐going budget monitoring process. Funding issues are addressed as they arise via budget transfers and amendments pursuant to Section 8.050 of the County Charter which states:

BUDGETARY AND FINANCIAL POLICIES AND GUIDELINES The fiscal year of St. Louis County is the twelve (12) months beginning on the first day of January in each calendar year. Such fiscal year shall constitute the budget and accounting year (301.020 SLCRO 1974 as amended).  Charter Requirements Pursuant to the St. Louis County Charter, Article VIII, the County Executive must submit a balanced current expense budget to the County Council no later than 60 days prior to the beginning of each fiscal year. The budget must include a complete financial plan for all county funds and activities, including proposed tax rates, an estimate of all income and revenue and all proposed expenditures for current operations, debt service and a capital program. The annual budget document does not include grant funds, capital projects funds (except the Highway Capital funds), trust and agency funds or special revenue funds that have been authorized by ordinance by the County Council as available and appropriated as received. The fiscal year for these funds is not necessarily the calendar year, not do the appropriations lapse at the end of each year. The budget document must include, by fund: (a) the estimated income and revenue of the fund for the budget year and (b) the estimated income and revenue of the fund during the fiscal year immediately proceeding the budget year. The total expenditure proposed in the budget for each fund shall be no greater than the lesser of (a) and (b), plus any unencumbered cash balance in the fund at the end of the fiscal year immediately preceding the budget year. The County Executive may propose additional expenditures if he also proposes additional income and revenue, but such additional expenditures may not exceed ninety percent of the estimated additional income and revenue to be received from taxes plus the total estimated

- 20 -

INTRODUCTION Section 8.050. If recommended by the county executive the council may by ordinance during any fiscal year make supplemental or emergency appropriations from available income and may reduce or transfer appropriations. The county executive may by executive order contemporaneously filed with the council transfer appropriations within any department during any fiscal year. Budget transfers allow for an increase or decrease to any appropriation within the same fund and department, provided that total appropriations are not changed. Budget transfers are initiated by county departments and are reviewed and approved by the director of the requesting department and are approved on behalf of the County Executive by the Budget Director. The County Council is notified of the transfer upon the County Executive’s approval. Budget amendments allow for any change to appropriations that cannot be accomplished through a budget transfer. These situations include increasing or decreasing the total amount of appropriations, and transferring appropriations between departments. Typically, budget amendments appropriate revenues from a source not anticipated in the budget and received for a specific purpose. The process for obtaining a budget amendment begins with a department director requesting, through a formal letter, that the County Executive pursue legislation to implement the proposal. If the County Executive supports the request, he formally requests legislation from the County Council who considers the specific request through the legislative process. If council approves the request in the form of an ordinance, and that ordinance is signed by the County Executive, the appropriation changes are made to the proper budgets.  Emergency Fund As required by Missouri law, St. Louis County’s annual budget shall include an appropriation in an

amount not less than three percent of the total estimated general fund revenues in an emergency fund (RSMo 50.540). The County Council may, by resolution at any time upon recommendation of the County Executive, make transfers from the emergency fund appropriation account to any other appropriation account within the General Revenue Fund (302.070 SLCRO 1974 as amended). Transfers may only be made for unforeseen emergencies and upon unanimous vote of the County Council.  Budget Guidelines The St. Louis County annual budget process is a collaborative effort involving all county departments, the Budget Office, and the County Executive. The Budget Office serves as the link between departments and the County Executive. Departmental involvement starts early in the process with the development of revenue estimates. Departmental estimates are then combined with the Budget Office’s general revenue estimates. These estimates are added to fund balance estimates to determine the amount of funding available for appropriation. These numbers are monitored and updated throughout the budget process. Budget guidelines are developed taking into consideration County Executive goals and objectives and available funding. Countywide issues like pay increases and fringe benefit changes are decided upon by the County Executive based on recommendations from the Department of Administration. Guidelines also include information for departments on the expected format of their budget requests and standardized costs. All budget requests are returned to the Budget Office where they are reviewed for completeness and adherence to guidelines. Departmental budgets are then summarized by fund and compared to available funding.

- 21 -


INTRODUCTION KEY 2016 BUDGET DEVELOPMENT DATES Date (2015) April 1 April 7‐8 May 1 Jun 5 Jun 12 Jun 18 June 22 June 23‐24 July 24 Aug 7 Aug 14 Sep 1‐18 Nov 1 Nov 17 Dec 1‐2 Dec 15

Activity/Action Financial System (CAPS) open for 2016 budget development CAPS end‐user budget training First draft of 2015‐2020 revenue estimates due First draft of revenue estimates and financial plan available Discussion of budget priorities with County Executive Budget kickoff meeting with department directors Salary and benefits budget projection created CAPS end‐user budget training Budget Level 1 (department request) closed Capital requests due to the Budget Office Budget Level 2 (department director) closed Budget book narratives and cover letters due to Budget Office Budget reviews with department director, COO, and Budget Director County Executive’s Recommended Budget presented to County Council Council public hearing Council Committee of the Whole department budget hearings Budget approved by County Council

- 22 -

Area Responsible Budget Office Budget Office Departments Budget Office Budget Office Budget Office Budget Office Budget Office Departments Departments Departments Departments Departments Budget Office County Executive County Council County Council & Departments County Council

INTRODUCTION The budget process has been developed to give the Budget Office sufficient information regarding a department’s needs, desires and priorities so that a recommended county budget can be developed that falls within the available funding parameters and the goals and objectives determined by the County Executive. Often this is accomplished by requesting multiple budgets and sufficient documentation from departments. Once approved by the County Executive, a recommended budget is submitted to the County Council for their approval. Prior to voting on the recommended budget, the County Council holds a public hearing to receive any comments from the general public. The council also meets as a Committee of the Whole to hold hearings with all county departments. The legal level of control at which actual expenditures may not exceed the budget is at the department level within the general funds and at the fund level for all other budgeted fund types.  Strategic Planning St. Louis County prepares its annual budget in accordance with the principles established in the county’s Strategic Plan which sets policy and guides the county’s development. With a decision to move from periodic to continuous strategic planning, St. Louis County revised its Strategic Plan in 2015 with a new vision, mission and strategic priorities. Building on the county’s existing strategy, the revisions place new emphasis on governance, health, safety, and opportunity. Overall, St. Louis County’s strategy addresses the integrity of our governance, the quality of life for all St. Louis County residents, the quality of the places they live and work, and the opportunities they have to better their lives. The strategic vision for St. Louis County is one of a growing, thriving, prospering county.

Achieving the vision set forth in the strategic plan requires a coordinated approach to policy making. This approach is achieved through a policy framework that sets out strategic priorities, goals and outcomes. Outcomes, in turn, drive performance measures to gauge the effectiveness of the plan. Currently, a renewed effort is in progress to develop meaningful data‐driven approaches to measure and improve the county’s performance and promote continuous strategic planning. St. Louis County’ strategic framework is organized into four policy focus areas: Equitable, Responsible Governance Uphold the highest standard of governance to meet today’s needs while preparing for tomorrow’s opportunities Serving our residents is St. Louis County’s highest priority and governing with a commitment to financial stewardship, responsiveness, and excellence are the benchmarks of a model county. Engaging residents in meaningful ways, building equity into our policies and practices and fostering collaboration and innovation are ways to ensure a strong county of the future. Healthy, Engaged Residents Ensure the wellbeing of our residents by meeting their physical, emotional and social needs The success of St. Louis County can be measured by the health and wellbeing of its residents. People of all ages, abilities and means deserve the highest quality of life possible. Success can be measured by how well residents’ physical, emotional and social needs are being met, particularly those of at‐risk youth, the elderly, and persons living in areas of concentrated poverty. Desirable, Connected Communities Preserve and develop well‐maintained communities with quality options for all

- 23 -


INTRODUCTION Throughout St. Louis County, there are diverse neighborhoods, housing types, businesses and transportation infrastructure linking where people live, shop and work. The diversity in age, quality, and amenities presents a range of opportunities and challenges for St. Louis County. Strategic investment is necessary to preserve and create safe, stable and quality communities that a diverse population desires. Accessible, Attractive Opportunities Create financial viability through educational and economic opportunities If St. Louis County is to truly thrive and prosper, then it must provide opportunities for all of its residents to be successful and build wealth. Building programs and services around educational and training opportunities and investing in economic opportunities that provide attractive jobs for workers with a wide range of skills is needed to help ensure prosperity for all.



Governmental Fund Types Governmental funds are those through which most governmental functions are financed. The acquisition, uses and balances of the county's expendable financial resources and the related liabilities (except those accounted for in proprietary funds) are accounted for through governmental funds. The measurement focus is on determination of and changes in financial position rather than upon net income. The following are the county's budgeted governmental funds: o General Funds ‐ The general funds are the general operating funds of the County. They are used to account for all financial resources except those required to be accounted for in another fund. The general funds include four separate funds: General Revenue Fund, Special Road & Bridge Fund, Health Fund, and Park Maintenance Fund. o Special Revenue Funds – Special revenue funds are used to account for specific revenues that are legally restricted to expenditures for particular purposes. o Debt Service Fund ‐ The Debt Service Fund is used to account for the accumulation of resources for, and the payment of, long‐ term debt principal, interest, and related costs. o Capital Improvement Program Funds – used to account for revenues and expenses of capital construction programs. o Proprietary Fund Types Proprietary funds are used to account for activities that are similar to those found in the private sector. The measurement focus is on the determination of net income, changes in net assets (or cost recovery), financial position, and cash flows. The county applies all applicable Governmental Accounting Standards Board (GASB)

The full plan can be viewed on the county’s web site (stlouisco.com).

 Financial Policies The accounting policies of the County conform to the accounting principles generally accepted in the United States of America (GAAP) applicable to governmental entities. The following is a summary of significant accounting policies: Financial Structure The county’s financial structure is organized on the basis of funds, each of which is considered a separate accounting entity with self‐balancing accounts that comprise its assets, liabilities, fund balances/net assets, revenues and expenditures, or expenses. Governmental resources are allocated to and accounted for in individual funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled. The following fund types are used by the County:

- 24 -

INTRODUCTION pronouncements as well as the following private‐ sector pronouncements issued on or before November 30, 1989, unless these pronouncements conflict with or contradict GASB pronouncements: Financial Accounting Standards Board (FASB) Statements and Interpretations, Accounting Principles Board (APB) Opinions, and Accounting Research Bulletins (ARBs) of the Committee on Accounting Procedure. Measurement Focus and Basis of Accounting and Budgeting Measurement focus refers to when revenues and expenditures or expenses are recognized in the accounts and reported in the basic financial statements. Basis of accounting relates to the timing of the measurements made, regardless of the measurement focus applied. Governmental fund financial statements are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Under the modified accrual basis of accounting, revenues are recorded when both measurable and available. The term "available" is defined as collectible within the current period or soon enough thereafter to be used to pay the liabilities of the current period. For the County, “available” is defined as expected to be received within sixty days of fiscal year‐end. Expenditures generally are recorded when a liability is incurred, as under accrual accounting. However, debt service expenditures, as well as expenditures related to compensated absences and claims and judgments, are recorded only when payment is due (i.e. matured). The County recognizes assets from derived tax revenue transactions (such as sales and utilities gross receipt taxes) in the period when the underlying exchange transaction on which the tax is imposed occurs or when the assets are received, whichever occurs first. Revenues are recognized, net of estimated refunds and estimated

uncollectible amounts, in the same period that the assets are recognized, provided that the underlying exchange transaction has occurred. Resources received in advance are reported as deferred revenues until the period of the exchange. The County recognizes assets from imposed nonexchange revenue transactions (such as real estate and personal property taxes) in the period when an enforceable legal claim to the assets arises or when the resources are received, whichever occurs first. Revenues are recognized in the period when the resources are required to be used or the first period that use is permitted. The County recognizes revenues from property taxes, net of estimated refunds and estimated uncollectible amounts, in the period for which the taxes are levied. Imposed nonexchange revenues also include permits and court fines and forfeitures. Intergovernmental revenues, representing grants and assistance received from other governmental units, are generally recognized as revenues in the period when all eligibility requirements, as defined by GASB 33, have been met. Any resources received before eligibility requirements are met are reported as deferred revenues. Charges for services in the governmental funds are exchange transactions, and are therefore not subject to the provisions of GASB 33. They are recognized as revenues when received in cash because they are generally not measurable until actually received. Proprietary funds distinguish operating revenues and expenses from non‐operating items. Operating revenues and expenses generally result from providing services and producing and delivering goods in connection with a proprietary fund's principal ongoing operations. Transactions which are capital, financing, or investing related are reported as non‐operating revenues. Interest expense, financing costs, and miscellaneous expenses are reported as non‐operating expenses.

- 25 -


INTRODUCTION The budget is prepared in conjunction with the modified accrual accounting policies practiced by St. Louis County. Encumbrances Within the governmental funds, fund balance is reserved for outstanding encumbrances, which serves as authorization for expenditures in the subsequent year. Encumbrances will remain in force and will be liquidated under the current year’s budget. Cash and Investments The County Treasurer maintains a cash and investment pool that is available for use by all funds, except certain restricted Special Revenue and Agency Funds. Investment income earned on pooled cash and investments is distributed to the appropriate funds based on the average daily balance of the cash and investments of each fund. In addition, cash and investments are separately maintained by other county officials, several of the county's departments, and third‐party trustees and fiscal agents. Property Taxes Property taxes are levied annually in October based on the assessed valuation of all real and personal

property located in the county as of the previous January 1. The county tax rate was levied at $0.504 per $100 of assessed valuation for the General Revenue Fund to fund General Government, Highways and Traffic, Health, and Parks and Recreation and $0.019 for the Debt Service fund, for a total levy of $0.523. Taxes are billed in November and are due and collectible on December 31. All unpaid taxes become delinquent on January 1 of the following year and attach as an enforceable lien on the property at that date. Capital Assets Capital assets include buildings, improvements, equipment, and infrastructure assets (e.g., roads, bridges, and similar items). Capital assets are defined by the county as assets with an estimated useful life in excess of one year with an initial, individual cost of $1,000 or more; land improvements with a cost of $5,000 or more; infrastructure (other than roads or bridges) with a cost of $50,000 or more; roads, bridges, and improvements to roads and bridges with a cost of $500,000 or more; and all land.

- 26 -

INTRODUCTION

St. Louis County, Missouri 2016 Financial Organization Chart (Budgeted Funds)

Total Budget $679,698,961

General Funds $414,859,574

Special Revenue Funds

Debt Service Fund

$114,686,245

General Revenue Fund

Police Civil Defense Grant Fund

Special Road and Bridge Fund

St. Louis County & Municipal Police Academy Fund

Health Fund

Assessment Fund

Park Maintenance Fund

Sewer Lateral Fund

$7,732,232

Spirit of St. Louis Airport Fund

Public Transit Funds

Highway Capital Funds

$22,877,160

$87,954,650

$31,589,100

Transportation Trust Fund

Public Mass Transit Fund*

Federal Aid Urban Trust Fund

Transportation Highway Fund

Lambert East Perimeter TIF Fund

Record Preservation Fund

Police Air Support Program Fund

Emergency Communications Fund

County Sheriff Revolving Fund

Northpointe Forest Subdivision NID Fund Residential Energy Loan Program Fund

Children's Service Fund

Cable TV ‐ Government Access Fund

* Revenue received from the “Prop A” 0.50‐cent sales tax for public mass transit will be appropriated upon the County Council’s approval of the annual contract with Metro which is typically considered in June.

Convention and Recreation Trust Fund

Water Service Line Fund

Solid Waste Management Fund

- 27 -


INTRODUCTION

ST. LOUIS COUNTY 2016 BUDGET ‐ FUND ANALYSIS

FUND

2014 ENDING 2015 ESTIMATED 2016 FUND BALANCE ENDING FUND RECOMMENDED BUDGET BASIS BALANCE BUDGET

2016 ESTIMATED INCOME

FUND BALANCE ESTIMATED FUND INCREASE BALANCE ENDING (DECREASE) 2016

General Funds General Revenue Fund Special Road and Bridge Health Park Maintenance Total General Funds

$ 48,702,552 8,272,628 21,356,360 7,356,875 85,688,415

$ 45,799,295 $ 269,108,623 $ 242,547,378 $ (26,561,245) $ 19,238,050 12,617,823 53,827,258 51,166,541 (2,660,717) 9,957,106 16,678,224 61,178,053 47,322,818 (13,855,235) 2,822,989 6,589,824 30,745,640 27,443,121 (3,302,519) 3,287,305 81,685,166 414,859,574 368,479,858 (46,379,716) 35,305,450

Special Revenue Funds: Police Civil Defense Grant SLC & Muni Police Academy Assessment Sewer Lateral Lambert East Perimeter TIF Record Preservation Police Air Support Emergency Communications County Sheriff Revolving Northpointe Forest Sub NID Residential Energy Eff. Loan Pgm Children's Service Cable TV ‐ Government Access Convention & Recreation Trust Water Service Line Solid Waste Management Total Special Revenue Funds

1,622,592 762,053 13,225,974 7,980,064 4,643,078 2,817,165 792,433 33,081,199 ‐ 67,212 414,181 12,026,500 233,437 12,890,454 5,777,491 4,435,143 100,768,976

1,555,943 408,179 10,396,964 7,954,518 4,644,982 2,779,610 952,606 35,713,173 410,000 72,647 447,944 27,298,778 150,500 15,960,142 6,189,456 3,666,633 118,602,075

Debt Service Fund

14,764,648 14,567,076 7,732,232 7,570,444 (161,788) 14,405,288

Enterprise Fund ‐ Spirit of St. Louis Airport Fund

7,446,962

Operating Budget Total Public Transit Funds Transportation Trust Public Mass Transit Fund (1) Total Public Transit Funds

350,000 538,679 10,620,989 3,053,465 2,640,654 635,627 412,855 17,476,580 900,000 40,000 1,156,333 44,419,746 3,031 11,943,620 3,875,699 1,016,240 99,083,518

(78,450) 9,406 (2,758,350) 105,024 2,702 125,361 162,855 2,495,723 413,085 1,140 29,973 (19,204,560) (81,969) 3,013,390 762,703 (600,760) (15,602,727)

1,477,493 417,585 7,638,614 8,059,542 4,647,684 2,904,971 1,115,461 38,208,896 823,085 73,787 477,917 8,094,218 68,531 18,973,532 6,952,159 3,065,873 102,999,348

7,809,427 22,877,160 19,553,345 (3,323,815) 4,485,612

208,669,001 222,663,745 560,155,211 494,687,165 (65,468,046) 157,195,699

5,114,343 46,097,438 51,211,781 .

Highway Capital Construction Program: Federal Aid Urban Trust 14,050,763 Transportation Highway 35,088,291 Total Highway Capital Construction 49,139,054 TOTAL ALL BUDGETED FUNDS

428,450 529,273 13,379,339 2,948,441 2,637,952 510,266 250,000 14,980,857 486,915 38,860 1,126,360 63,624,306 85,000 8,930,230 3,112,996 1,617,000 114,686,245

4,291,798 43,615,150 45,618,777 2,003,627 6,295,425 49,516,453 44,339,500 133,354,579 89,015,079 138,531,532 53,808,251 87,954,650 178,973,356 91,018,706 144,826,957

2,306,859 1,445,931 3,752,790

17,451,700 14,137,400 31,589,100

24,434,617 6,982,917 14,553,477 416,077 38,988,094 7,398,994

2,365,276 1,862,008 4,227,284

$ 309,019,836 $ 280,224,786 $ 679,698,961 $ 712,648,615 $ 32,949,654 $ 306,249,938

- 28 -

INTRODUCTION NOTES TO 2016 BUDGET – FUND ANALYSIS 







The 2014 Ending Fund Balance ‐ Budget Basis is generally lower than the fund balance reported in the Comprehensive Annual Financial Report for the year because it is reduced by the amount of the reserve for encumbrances and by an amount reserved for potential payout of sick and vacation time for future retirees. The calculation of the Estimated Fund Balance Ending 2015 can be found in the Table I document for each fund. The 2016 Estimated Income may be different than the amount of estimated income used to calculate the dollars available for appropriation (see the Table I presentation for each fund). The amount of income available for appropriation is the lesser of the current year's estimate (2015) or the budgeted year's estimate (2016). This generally has the effect of reducing the amount available to appropriate and therefore the final approved budget. The Estimated Fund Balance Ending 2016 does not reflect the estimated budget that is unspent at the end of the budget year. While this varies by fund, the 2014 return for all general funds was 7.4%.

(1) The recommended budget does not include appropriations funded with “Prop A” 0.50‐cent sales tax revenues. These appropriations will be made upon the County Council’s approval of the annual contract with Metro which is typically considered in June.

- 29 -


INTRODUCTION ST. LOUIS COUNTY, MISSOURI COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE 2014 ACTUAL

GENERAL FUNDS

SPECIAL REVENUE FUNDS

DEBT SERVICE FUND

SPIRIT OF ST. LOUIS AIRPORT FUND

PUBLIC TRANSIT FUNDS

HIGHWAY CAPITAL FUNDS

TOTAL

Estimated Beginning Balance^

$ 94,833,454

$ 156,119,112

$ 15,033,190

$ 11,357,382

$ 49,941,156

$ 50,669,121

$ 377,953,414

Estimated Revenues Property Ta xes Sal es Taxes Util i ty Gros s Recei pts Ta x Cas i no Ta xes /Fees Emergency Telephone Tax Li cens es & Permits As s es s ment & Col lecti on Fees Fines & Forfei tures Inves tment Earnings Rents & Conces s i ons Intergovernmenta l Cha rges for Servi ces Fees Other Revenue

$ 101,334,402 85,594,631 31,991,013 10,321,290 ‐ 16,470,528 25,695,713 3,941,525 935,322 3,639,165 15,403,704 44,524,934 6,337,380 15,850,404

$ 1,020,025 66,573,353 ‐ ‐ 934,527 ‐ 10,198,899 ‐ 1,481,756 ‐ 1,584,947 454,243 8,320,654 5,802,698

$ 7,342,361 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 98,725 ‐ ‐ ‐ ‐ 14,418

$ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 162,900 1,982,576 ‐ ‐ ‐ 23,840,454

$ ‐ 166,998,966 ‐ ‐ ‐ ‐ ‐ ‐ 2,235,223 ‐ ‐ ‐ ‐ ‐

$ ‐ 16,900,000 ‐ ‐ ‐ ‐ ‐ ‐ 527,660 ‐ 8,850,608 ‐ ‐ 2,146

$ 109,696,788 336,066,950 31,991,013 10,321,290 934,527 16,470,528 35,894,612 3,941,525 5,441,586 5,621,741 25,839,259 44,979,177 14,658,033 45,510,119

Total Estimated Revenues

$ 362,040,011

$ 96,371,101

$ 7,455,504

$ 25,985,929

$ 169,234,189

$ 26,280,415

$ 687,367,149

Estimated Expenditures Sal a ri es & Wages Payrol l Fri nges Purcha s ed Servi ces Commodi ti es & Suppl i es Pers ona l Al l owances Other Expens es Tra ns fer Payments Capi ta l Outl a ys Expend Trs f/Rei mb

$ 184,338,335 77,499,235 49,849,662 32,648,727 2,702,708 15,353,819 21,110,864 7,025,215 (18,884,521)

$ 7,520,793 3,173,117 9,564,661 717,702 210,740 20,168,095 110,177,905 173,246 (60,000)

$ ‐ ‐ ‐ ‐ ‐ 7,724,045 ‐ ‐ ‐

$ 927,547 413,587 439,455 20,320,175 6,669 2,070,370 524,496 5,286,030 ‐

$ ‐ ‐ 12,000 ‐ ‐ 1,500 196,788,601 ‐ (29,714,067)

$ ‐ ‐ 25,688,582 ‐ ‐ ‐ 10,239 1,747,832 ‐

$ 192,786,675 81,085,939 85,554,360 53,686,604 2,920,117 45,317,829 328,612,104 14,232,322 (48,658,588)

Total Estimated Expenditures

$ 371,644,044

$ 151,646,258

$ 7,724,045

$ 29,988,329

$ 167,088,035

$ 27,446,653

$ 755,537,363

Trans fers In/(Out) Adjus tments *

$ ‐ 458,994

$ ‐ (74,979)

$ ‐ ‐

$ ‐ 91,980

$ ‐ (875,529)

$ ‐ (363,829)

$ ‐ (763,363)

Estimated Ending Balance

$ 85,688,415

$ 100,768,976

$ 14,764,648

$ 7,446,962

$ 51,211,781

$ 49,139,054

$ 309,019,836

^Beginning Bal a nce reflects the budget bas i s , whi ch is genera l ly lower tha n the fund ba la nce reported i n the Comprehens ive Annua l Fina nci al Report for the year becaus e i t i s reduced by an a mount res erved for encumbrances a nd by a n a mount res erved for potenti al pa yout of s i ck/ va cati on time for future reti rees . *Adjus tments refl ect cha nges in encumbrances , compens a ted a bs ence bal a nces , res tri cted funds , prior yea r projected rebudgeted i n 2014, a nd other a djus tments .

- 30 -

INTRODUCTION ST. LOUIS COUNTY, MISSOURI COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE 2015 ESTIMATED

GENERAL FUNDS


DEBT SERVICE FUND




TOTAL


$ 85,688,415

$ 100,768,976

$ 14,764,648

$ 7,446,962

$ 51,211,781

$ 49,139,054

$ 309,019,836

Budgeted Revenues Property Ta xes Sa les Ta xes Uti li ty Gros s Recei pts Ta x Ca s ino Ta xes /Fees Emergency Telephone Ta x Li cens es & Permi ts As s es s ment & Col l ecti on Fees Fi nes & Forfei tures Inves tment Earni ngs Rents & Conces s ions Intergovernmenta l Charges for Services Fees Other Revenue

$ 103,842,495 88,935,854 31,400,000 10,475,136 ‐ 15,504,387 23,872,200 3,710,000 730,570 3,674,272 15,733,969 44,148,909 6,231,403 17,829,252

$ ‐ 68,492,947 ‐ ‐ 1,000,000 900,000 9,270,000 ‐ 1,281,210 ‐ 1,544,786 449,971 8,171,376 4,520,693

$ 7,427,024 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 87,036 ‐ ‐ ‐ ‐ 20,000

$ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 142,518 2,056,459 ‐ ‐ ‐ 28,685,246

$ ‐ 170,582,446 ‐ ‐ ‐ ‐ ‐ ‐ 406,684 ‐ ‐ ‐ ‐ ‐

$ ‐ 15,800,000 ‐ ‐ ‐ ‐ ‐ ‐ 459,177 ‐ 17,536,800 ‐ ‐ 23,175

$ 111,269,519 343,811,247 31,400,000 10,475,136 1,000,000 16,404,387 33,142,200 3,710,000 3,107,195 5,730,731 34,815,555 44,598,880 14,402,779 51,078,366

Total Budgeted Revenues

$ 366,088,447

$ 95,630,983

$ 7,534,060

$ 30,884,223

$ 170,989,130

$ 33,819,152

$ 704,945,995

Budgeted Expenditures Sa la ri es & Wages Pa yroll Fri nges Purchas ed Servi ces Commodi ti es & Suppl i es Pers ona l Al l owa nces Other Expens es Trans fer Payments Ca pi ta l Outl a ys Expend Trs f/Rei mb

$ 187,679,030 80,055,417 49,469,751 29,478,295 3,489,391 12,248,974 21,715,910 5,580,972 (19,921,181)

$ 10,365,341 4,735,779 12,094,801 1,161,144 399,622 14,596,633 33,952,767 751,797 (260,000)

$ ‐ ‐ ‐ ‐ ‐ 7,731,632 ‐ ‐ ‐

$ 1,000,966 387,947 3,355,677 21,628,100 10,100 2,164,968 717,500 1,306,500 (50,000)

$ ‐ ‐ ‐ ‐ ‐ ‐ 168,392,660 ‐ ‐

$ ‐ ‐ 39,184,900 ‐ ‐ ‐ 162,900 1,404,350 ‐

$ 199,045,337 85,179,143 104,105,129 52,267,539 3,899,113 36,742,207 224,941,737 9,043,619 (20,231,181)

Total Budgeted Expenditures

$ 369,796,560

$ 77,797,884

$ 7,731,632

$ 30,521,758

$ 168,392,660

$ 40,752,150

$ 694,992,644

Tra ns fers In/(Out) Adjus tments *

$ ‐ (295,136)

$ ‐ ‐

$ ‐ ‐

$ ‐ ‐

$ ‐ ‐

$ ‐ (38,453,266)

$ ‐ (38,748,402)


$ 81,685,166

$ 118,602,075

$ 14,567,076

$ 7,809,427

$ 53,808,251

$ 3,752,790

$ 280,224,786

^Begi nni ng Ba la nce refl ects the budget bas is , which is genera ll y l ower tha n the fund ba l a nce reported i n the Comprehens ive Annua l Fina nci a l Report for the yea r beca us e i t i s reduced by a n a mount res erved for encumbrances and by a n a mount res erved for potenti a l pa yout of s ick/ va ca tion time for future reti rees . *Adjus tments for genera l funds i ncl udes res tri cted fund ba l a nce a mounts . Adjus tments for highway ca pi ta l funds i ncl ude pri or year projects rebudgeted in 2015 a nd projects deferred to 2016.

- 31 -


INTRODUCTION ST. LOUIS COUNTY, MISSOURI COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE 2016 RECOMMENDED BUDGET

GENERAL FUNDS


DEBT SERVICE FUND




TOTAL


$ 81,685,166

$ 118,602,075

$ 14,567,076

$ 7,809,427

$ 53,808,251

$ 3,752,790

$ 280,224,786

Budgeted Revenues Property Ta xes Sa les Ta xes Uti li ty Gros s Recei pts Ta x Ca s ino Ta xes /Fees Emergency Telephone Ta x Li cens es & Permi ts As s es s ment & Col l ecti on Fees Fi nes & Forfei tures Inves tment Earni ngs Rents & Conces s ions Intergovernmenta l Charges for Services Fees Other Revenue

$ 103,773,308 91,493,089 31,400,000 10,520,030 ‐ 16,069,720 23,872,200 3,198,302 885,123 3,795,841 15,426,281 44,389,325 6,266,609 17,390,030

$ ‐ 70,262,711 ‐ ‐ 1,000,000 900,000 9,270,000 ‐ 1,876,531 ‐ 1,544,786 455,545 8,309,640 5,464,305

$ 7,424,377 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 126,067 ‐ ‐ ‐ ‐ 20,000

$ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 204,400 2,056,459 ‐ ‐ ‐ 17,292,486

$ ‐ 178,333,311 ‐ ‐ ‐ ‐ ‐ ‐ 640,045 ‐ ‐ ‐ ‐ ‐

$ ‐ 14,137,400 ‐ ‐ ‐ ‐ ‐ ‐ 651,794 ‐ 24,198,900 ‐ ‐ ‐

$ 111,197,685 354,226,511 31,400,000 10,520,030 1,000,000 16,969,720 33,142,200 3,198,302 4,383,960 5,852,300 41,169,967 44,844,870 14,576,249 40,166,821

Total Budgeted Revenues

$ 368,479,858

$ 99,083,518

$ 7,570,444

$ 19,553,345

$ 178,973,356

$ 38,988,094

$ 712,648,615

Budgeted Expenditures Sa la ri es & Wages Pa yroll Fri nges Purchas ed Servi ces Commodi ti es & Suppl i es Pers ona l Al l owa nces Other Expens es Trans fer Payments Ca pi ta l Outl a ys Expend Trs f/Rei mb

$ 198,500,417 91,814,197 53,252,849 32,685,098 3,691,043 23,607,012 26,500,300 7,422,512 (22,613,855)

$ 10,268,101 4,947,852 13,250,033 955,503 370,925 15,650,221 69,059,816 443,794 (260,000)

$ ‐ ‐ ‐ ‐ ‐ 7,732,232 ‐ ‐ ‐

$ 1,014,343 441,728 1,207,027 16,008,600 10,100 2,230,512 781,900 1,182,950 ‐

$ ‐ ‐ ‐ ‐ ‐ ‐ 87,954,650 ‐ ‐

$ ‐ ‐ 30,847,300 ‐ ‐ ‐ ‐ 741,800 ‐

$ 209,782,861 97,203,777 98,557,209 49,649,201 4,072,068 49,219,977 184,296,666 9,791,056 (22,873,855)

Total Budgeted Expenditures

$ 414,859,574

$ 114,686,245

$ 7,732,232

$ 22,877,160

$ 87,954,650

$ 31,589,100

$ 679,698,961

Tra ns fers In/(Out) Adjus tments *

$ ‐ ‐

$ ‐ ‐

$ ‐ ‐

$ ‐ ‐

$ ‐ ‐

$ ‐ (6,924,500)

$ ‐ (6,924,500)


$ 35,305,450

$ 102,999,348

$ 14,405,288

$ 4,485,612

$ 144,826,957

$ 4,227,284

$ 306,249,938

^Begi nni ng Ba la nce refl ects the budget bas is , which is genera ll y l ower tha n the fund ba l a nce reported i n the Comprehens ive Annua l Fina nci a l Report for the yea r beca us e i t i s reduced by a n a mount res erved for encumbrances and by a n a mount res erved for potenti a l pa yout of s ick/ va ca tion time for future reti rees . *Adjus tments for highwa y capi tal funds refl ect projects deferred to 2016 from pri or yea rs .

- 32 -

INTRODUCTION

2015‐2020 LONG‐TERM FORECAST – GENERAL REVENUE FUND (1010) 

Purpose The purpose of the long‐term forecast is to provide a forward‐looking view of the General Revenue Fund, allowing for evaluation of the long‐term sustainability of the annual budget. It also provides a starting point for future budgetary decision‐ making by identifying the balance between potential spending needs and projected revenues. This long‐range forecast provides a key tool for financial planning. The plan is updated throughout each year as new information about revenues and spending becomes available. This information is used to:  Incorporate necessary budget adjustments into long‐range financial projections;

 

Ensure that both additions and reductions to the budget are sustainable; Maintain options to deal with unexpected contingencies; and Continue advance planning to anticipate factors affecting revenues and service needs.

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

General Revenue Fund (1010) Projections $300 $250

$ in Millions

$200 $150 $100 $50 $0 ‐$50 2008

2009 Revenues

2010

2011

2012

2013

Expenditures

2014

Ending Balance

2015 Est.

- 33 -

2016 Proj.

2017 Proj.

2018 Proj.

2019 Proj.

2020 Proj.

Fund Balance Target


INTRODUCTION Forecast Highlights Since the end of the Great Recession, revenue growth in the General Revenue Fund has been minimal, averaging 1.5% per year. Revenue is projected to increase by 0.2% in 2016 and then increase between 0.7% and 1.0% from 2017‐2020. This forecast is based on the following assumptions:  Property values are estimated to continue to increase, however the county’s revenue will be limited in reassessment years to the prior year’s revenue plus an inflationary adjustment. This analysis assumes that any tax rate reductions in reassessment (odd‐numbered) years will be not be restored in the subsequent (even‐numbered) year.  Sales tax revenues are estimated to grow 3.0% per year, based on current performance and continued economic recovery;  All other sources fluctuate minimally each year, based upon departmental estimates. Expenditures are projected increase between 1.5% and 4.0% each year, based on the following assumptions:  The number of budgeted positions is projected to remain flat over the projection period; however salary and fringe benefit expenses are projected to grow approximately 3.0% per year to fund pay and benefit increases.  Fringe benefits remain structured as they currently are.  Purchased services are projected to increase 3% per year due to facilities maintenance deferred from prior years.  Commodities and supplies are projected to increase 1% per year; and  Projections for the transfer payments category fluctuate to accommodate the changing costs of elections and debt service payments. Elections costs are higher in presidential years (2016, 2020) and mid‐term election years (2018) than they are in off‐years (2015, 2017, and 2019). Fund Balance / Reserve Due to the spending pressures outlined above, this forecast projects that, absent a significant change in revenues or expenditures, the General Revenue

Fund budget is projected to be in a deficit position every year going forward. The budgetary (available) balance of the fund decreases from 19% in 2015 to 5.5% in 2018. In 2019, the budget becomes unsustainable. Although this analysis shows the fund balance in the negative in 2019 and 2020, in reality this cannot occur. Discussion The long term financial forecast indicates that, given current service levels, the County will continue to operate in an environment where the demand for spending will exceed available revenue. The General Revenue Fund budgetary balance, which was equal to 20.6% of annual revenue at the beginning of 2015, is projected to drop to 18.9% by the close of the year. This is due to many factors, including employee pay increases and cost increases for fringe benefits. The 2016 budget funds the costs of continuing services at existing levels. Significant changes to the budget include $3.7 million to annualize pay increases provided during 2015 and $3.2 million to adequately fund fringe benefits due to increased costs for retirement and health care. The 2016 budget is projected to execute at a structural balance. During the period of 2016‐2020, this forecast assumes the continuation of annual pay increases, increased fringe benefit costs, and other miscellaneous cost increases in an attempt to show what spending would look like absent any change to programs and services. Increases in revenues are insufficient to fund the increases in costs. Therefore, the budget will be in a deficit position every year going forward unless costs are reduced or revenue is increased. This will force the use of reserves to balance the budget, with fund balance falling below the operational target of 10% in 20181. The budget would become unsustainable in 2019.

1

The county’s target fund balance/reserve is an amount equal or greater than 10% of annual revenue.

- 34 -

INTRODUCTION

Long‐Term Forecast General Revenue Fund (1010)

($ in millions)

2014 2015 2016 2017 2018 2019 2020 Actual Estimated Projected Projected Projected Projected Projected

Beginning Balance

$ 57.4

$ 48.7

$ 45.8

$ 38.4

$ 30.0

$ 14.8

$ (0.1)

Property Tax Sales Tax Utilities Gross Receipts Tax Casino Tax Licenses & Permits Assessment & Collection Fees Fines & Forfeitures Investment Earnings Rents & Concessions Intergovernmental Charges for Services Fees Other Revenue Total Revenues

48.8 45.3 32.0 10.3 12.2 25.7 3.8 0.6 1.8 5.2 36.3 2.6 12.2 236.7

50.1 50.8 31.4 10.5 11.3 23.9 3.6 0.5 1.8 5.6 36.3 2.8 13.8 242.1

50.0 52.3 31.4 10.5 11.8 23.9 3.1 0.6 1.8 5.2 36.4 2.3 13.3 242.5

50.5 53.8 31.4 10.5 11.8 23.9 3.1 1.0 1.8 5.2 36.4 2.3 13.3 245.1

51.8 55.5 31.4 10.5 11.8 24.1 3.1 0.9 1.8 5.2 36.4 2.3 13.3 248.1

52.3 57.1 31.4 10.5 11.8 24.1 3.1 1.3 1.8 5.2 36.4 2.3 13.3 250.6

53.6 58.8 31.4 10.5 11.8 24.4 3.1 1.7 1.8 5.2 36.4 2.3 13.3 254.3

Salaries & Wages Payroll Fringe Purchased Services Commodities & Supplies Personal Allowances Other Expenses Transfer Payments Capital Outlays Expenditure Transfers/Reimb Total Expenditures*

132.4 55.2 30.3 10.0 2.3 8.7 9.2 2.6 (4.8) 245.9

134.0 55.8 29.0 8.6 2.5 9.9 7.0 3.0 (4.8) 245.0

134.0 57.7 29.0 8.6 2.5 9.9 10.0 3.0 (4.8) 249.9

138.0 59.7 29.9 8.7 2.5 9.5 7.0 3.1 (4.8) 253.6

142.2 61.8 30.8 8.8 2.5 9.5 9.4 3.1 (4.8) 263.2

146.4 64.0 31.7 8.9 2.5 6.7 7.0 3.2 (4.8) 265.5

150.8 66.2 32.6 9.0 2.5 6.7 10.0 3.2 (4.8) 276.2

Surplus/(Deficit) % of Expenditures

(9.2) (2.9) (7.4) (8.5) (15.1) (14.9) (21.9) ‐3.7% ‐1.2% ‐2.9% ‐3.3% ‐5.8% ‐5.6% ‐7.9%

Adjustments

0

Ending Balance % of Revenues

$ 48.7 $ 45.8 $ 38.4 $ 30.0 $ 14.8 $ (0.1) $ (21.9) 20.6% 18.9% 15.8% 12.2% 6.0% 0.0% ‐8.6%

‐

‐ ‐ ‐

*Reflects projected expenditures, not appropriations

‐ ‐

- 35 -


- 36 -

Executive Summary The 2016 recommended budget for all funds is $679,698,961, an increase of $20.4 million or 3.1%1. This budget funds all operating departments of the county, highway capital projects, the Spirit of St. Louis Airport, and debt service obligations. This budget does not include grant funds or trust and agency funds which are budgeted when received. The charts below illustrate the distribution of the budget by fund type and expenditure category. The budget is dominated by the general funds which account for over 60% of the total and are the main operating funds of county government. Salary and fringe costs make up nearly half of all appropriations.

information on the budgets for these funds can be found later in this summary.  REVENUES An analysis of revenues in the operating funds demonstrates that since the late 2000’s recession, revenues have been growing at a steady rate (1.9% average annual growth 2010‐ 2016). This growth was led by sales tax which grew an average of 4.6% per year due to the economic recovery and the creation of two new taxes (Parks “Prop P” and Emergency Communications). The County also began to receive revenue from the River City Casino in 2010, which provides over $10 million per year in admission and gaming gross receipts taxes. 2016 Budget by Function

2016 Budget by Category

Capital Outlays 1% Transfer Payments 26%

Highway Capital 5%

Econ. Dev. & Inf. 18%

General Govt. / Other 25% Recreation & Culture 4%

Health & Well‐Being 20%

Other Expenses 7%

Public Safety 28%

Comm. & Supplies 7%

Purchased Services 14%

Payroll Fringe 14%

Finally, increased permit fees instituted in 2012 are the key contributor to a 6.2% average annual growth in license and permit fees. Other revenues have grown at a slower rate, such as property tax (0.5% per year) and charges for services (0.3% per year). In 2016, revenues in the operating funds are projected to decrease by $5.5 million or 1.1% compared to the 2015 estimate. This occurs due lower aviation fuel prices at the Spirit of St.

OPERATING BUDGET The operating budget supports most county departments and programs and consists of the general funds, special revenue funds, Debt Service Fund, and the Spirit of St. Louis Airport Enterprise Fund. The 2016 recommended budget for these funds totals $560,155,211, an increase of $43.3 million or 8.4%. Detailed 1

Budget changes in this chapter compare the 2016 recommended budget with the 2015 adjusted budget ($659,318,398)

Salaries & Wages 30%

- 37 -


EXECUTIVE SUMMARY Louis Airport, and is partially offset by growth in sales tax revenues. Property tax revenue is projected to remain flat.  EXPENDITURES The second part of the graph (below) is the history of expenditures in the operating funds. Although each fund has its own unique financial position (see Table I document for each fund), overall expenditures have typically fallen within revenues in recent years with the exception of 2014 when the Children’s Service Fund spent $65 million more than it had in 2013 due to the inception of a 2‐year grant funding cycle. The budget in the operating funds has been redefined in the post‐recession economy. During the recession years and into the beginning of the recovery (2009‐2012), salaries were frozen due to lack of available funding. At the same time, capital needs such as equipment replacement and facilities maintenance were deferred. In 2012, the County took additional steps to reduce costs by implementing service reductions, including the elimination of 13 positions in Public Works ‐ Code Enforcement, 52 positions in Parks, and 26 positions in other departments. The reductions made in 2012 and prior years moved the county’s budget toward a structural balance.

In 2013, employee pay increases were reinstated, structured as flat rate, across‐the‐ board increases. This continued through 2015, with commissioned police officers and supervisors receiving an enhanced increase in that year. The County also began to restore investments in infrastructure and targeted program services. These included deferred capital equipment, facility and road maintenance, job creation initiatives, and human services programs. In 2016, the recommended budget funds the continuation of existing services and limited capital needs, however it does not include funding for a pay increase for employees. Major changes/highlights in the budget include:  $4.0 million in additional funding for the retirement plans to meet the estimated actuarial required contribution. The total estimated contribution to the plans in 2016 is $44 million;  A $1.7 million increase to fund projected employee health care costs (total budget of $32.0 million);  An increase of $2.4 million to fund elections costs (2016 is a Presidential election year);  $1.9 million in additional debt service costs;

Operating Funds* Revenue & Expenditure History (2002‐2016 Projected) $600 Revenues Expenditures

$ in Millions

$560 $520 $480 $440 $400 $360 $320 2002

2003

2004

2005

2006

2007

2008

2009

2010

*For comparison purposes, includes the Spirit of St. Louis Airport and Debt Service Funds

- 38 -

2011

2012

2013

2014

2015 (est)

2016 (proj)

EXECUTIVE SUMMARY

 

$35.0 million in additional appropriations for the Children’s Service Fund (2016 is the first of a two‐year funding cycle); and $200,000 to fund the Police Department’s chapter of the National Police Athletic League, which serves children by providing a safe and interactive environment for youth and police to build lasting relationships.

General Revenue Fund 2016 Recommended Budget by Department

Prosecuting Attorney 4%

GENERAL FUNDS

Justice Services 9%

2016 General Funds Budgets

Public Works 13% Judicial Admin 10%

Park Maint. 7%

These functions can broadly be divided into seven categories: general government; elections; administration; public works; revenue; human services; and public safety. Public safety includes the departments of Police, Municipal Court, Judicial Administration, Justice Services, and Prosecuting Attorney. The General Government category includes the County Council, County Executive, Public Administrator, County Counselor, Planning, Garage Operations, and Miscellaneous Offices. The County Emergency Fund is part of the General Revenue Fund, but is not included in any of the above programs. The 2016 recommended budget for the General Revenue Fund is $269,108,623, an increase of $6.4 million or 2.4%. By department, the budget is distributed as detailed in the table below.

Health 15%

General Revenue 65%

The general funds include the General Revenue Fund, Special Road and Bridge Fund, Health Fund, and Park Maintenance Fund. These funds receive the majority of their revenue from property and sales taxes and are the main operating funds of county government. The 2016 recommended budget for the general funds is $414,859,574, an increase of $14.1 million or 3.5%.  GENERAL REVENUE FUND (1010) The General Revenue Fund supports most county departments and programs that administer the general functions of county government.

Police 40%

Admin. 6%

Special Road & Bridge 13%

All Other 18%

- 39 -


EXECUTIVE SUMMARY

GENERAL REVENUE FUND DEPARTMENT BUDGET COMPARISON ($ in thousands)

Department/Office County Council County Municipal Courts Elections Public Administrator Judicial Administration Prosecuting Attorney County Executive County Counselor Miscellaneous Offices Administration Police Planning Public Works Revenue Justice Services Garage Operations Human Services Emergency Fund TOTAL

2015 Adjusted Budget $ 1,976.7 1,796.7 5,757.2 890.6 26,110.8 9,637.9 1,525.8 3,304.3 6,176.2 16,938.3 105,825.4 1,655.4 34,111.4 6,686.9 25,052.3 953.6 8,391.5 5,956.6 $ 262,747.6

2016 Recommended Budget $ 1,967.9 2,011.0 8,348.2 894.5 26,722.8 10,026.3 1,536.4 3,298.0 6,189.7 16,856.5 106,906.4 1,900.5 34,028.7 6,910.7 25,652.6 971.0 8,489.3 6,398.0 $ 269,108.6

$ % Change Change $ (8.8) ‐0.4% 214.3 11.9% 2,591.0 45.0% 3.8 0.4% 612.0 2.3% 388.3 4.0% 10.6 0.7% (6.3) ‐0.2% 13.5 0.2% (81.8) ‐0.5% 1,081.0 1.0% 245.1 14.8% (82.8) ‐0.2% 223.8 3.3% 600.4 2.4% 17.4 1.8% 97.8 1.2% 441.4 7.4% $ 6,361.0 2.4%

Highlights of the 2016 General Revenue Fund recommended budget include: 





Salary and Wages The salary and wages category increases $3.7 million or 2.8% despite the lack of a pay increase budgeted in 2016 and a reduction of 23 budget positions (11.40 FTEs). The majority of this change is due to the annualization of the enhanced pay increase provided to commissioned police officers in 2015 which was not budgeted. Employee Benefits The budget for fringe benefits increases $3.2 million or 5.3%. This increase is due to increased retirement costs ($2.3 million), and higher costs of providing employee health insurance ($1.1 million).

Purchased Services The purchased services category decreases $1.2 million or 3.8% due to the elimination of funding for one‐time costs budgeted in 2015. This reduction is partially offset by increases in postage and vehicle maintenance/repair costs.

- 40 -

EXECUTIVE SUMMARY

SCHEDULE OF POSITION CHANGES ‐ GENERAL REVENUE FUND

Department County Council County Municipal Court Board of Elections

Public Administrator Judicial Administration Prosecuting Attorney County Executive County Counselor Miscellaneous Offices Department of Administration County Police Department of Planning Department of Public Works Department of Revenue

2015 Adj. Budget Positions FTE 26 25.75 26 27.00

2016 Recomm Budget Change Positions FTE Positions FTE 26 25.75 ‐ ‐ 26 27.00 ‐ ‐

Notes

96 80.44 90 82.88 (6) 2.44 Additional Assistant Director position (1) and Election Clerks (2). Reduced Special Election Clerks (8); Transferred IT manager to Administration 9 9.00 9 9.00 ‐ ‐ 369 335.70 367 334.89 (2) (0.81) Eliminated intermittent IT manager position and one part‐time law clerk position 106 107.50 108 109.50 2 2.00 New Attorney I and System Support Analyst position 13 12.68 13 12.68 ‐ ‐ 31 31.00 31 31.00 ‐ ‐ 6 6.00 6 6.00 ‐ ‐ 147 127.93 145 125.87 (2) (2.06) Eliminate intermittent Accountant II and Secretary position 1,108 1,082.09 1,102 1,080.74 (6) (1.35) Vacant dispatcher positions. 21 20.06 21 20.06 ‐ ‐ 270 261.90 270 261.90 ‐ ‐

98 79.27 96 77.97 (2) (1.30) Intermittent Office Supervisor eliminated; Office Service Specialist not funded Department of 350 340.27 349 339.93 (1) (0.34) Vacant, part‐time Office Service Justice Services Representative not funded Garage Operations 6 6.90 6 6.90 ‐ ‐ Department of 166 142.36 162 134.38 (4) (7.98) Eliminated case manager, cook, Human Services office manager, and residential services director in Women & Children Services. TOTAL 2,848 2,695.85 2,827 2,686.45 (21) (9.40)

- 41 -


EXECUTIVE SUMMARY 











General Revenue Fund Department Summaries

Commodities and Supplies The commodities and supplies category decreases $196,171 or 2.0%. This reduction is mainly due to the elimination of funding for one‐time office furniture and equipment purchases made by the Police Department during 2015. Personal Allowances The personal allowance category decreases by $67,148 or 2.1%. This decrease is due to lower request for employee travel and training. Other Expenses The other expenses category increases by $326,207 or 2.1%. This change is due to an additional $441,351 required to be set aside in the Emergency Fund appropriation and an additional $270,365 in required debt service payments. These increases are partially offset by a $357,848 decrease in insurance costs. Transfer Payments The transfer payments category increases by $2.3 million or 30.3% to fund elections during 2016, a Presidential election year. Capital Outlays The capital outlay category decreases by $1.5 million or 36.6% due to the elimination of funding for one‐time purchases made by the Police department. Expenditure Transfer & Reimbursement Expenditure transfers and reimbursements received by the General Revenue Fund increase by $261,213 or 4.8% in 2016. This is due to additional IT services budgeted by departments (which is then transferred to the Department of Administration budget), and additional grant reimbursements budgeted by the Department of Human Services.

County Council The St. Louis County Council is the elected legislative body of the County and exercises all powers set forth in Article II of the St. Louis County Charter, as well as all other powers set out in laws related to county commissions not superseded by the charter. The Council consists of seven council members representing seven geographic council districts.

St. Louis County Council The department provides administrative services to the Council; maintains various permanent records of the County and provides requested public information and documents to other county departments and the public; receives and takes appropriate action on various petitions as prescribed by law; produces a video of each council meeting for replay on public access cable television; produces and posts notice of all council meetings and hearings as prescribed by law; maintains a web site with information regarding each council district and member; administers the oath of office for new or renewal notary public commissions and to various board and commission appointees as prescribed by law; provides an independent internal audit function of county operations; and provides a telephone hotline and internet feedback page for citizens to report concerns of improper and/or illegal behavior.

- 42 -

EXECUTIVE SUMMARY

The 2016 recommended budget of $1,967,889 is a decrease of $8,766 or 0.4%. This decrease is due to the turnover of staff within the office. County Municipal Court The Municipal Court seeks to provide efficient court‐related customer service to the citizens of St. Louis County and assist those citizens in their efforts to resolve violations resulting from the adjudication of court cases filed. The Court is focused on increasing timeliness and accuracy of information provided to the public and other government agencies as well as continuing the expansion of case processing activities to include comprehensive use of information technology. The 2016 recommended budget for the Municipal Court is $2,010,985, an increase of $214,327 or 11.9%. This increase is due to salary and fringe benefit costs and replacement of the Court’s recording system. Board of Election Commissioners The Board of Election Commissioners is responsible for the registration of all qualified voters of primary, general and special elections. The Board is also responsible for receiving and certifying the candidates and issues to be voted upon and it appoints election judges, clerks and deputy election commissioners to serve at elections. The Board designates and contracts for appropriate polling place locations, maintains accurate township and precinct boundary lines and keeps a complete, updated list of all qualified voters in the county and various political subdivisions. The Board serves as a depository for all campaign finance information required by the Missouri Campaign Finance Disclosure Law,

prepares all publications of elections for political subdivisions and provides all necessary services and functions within the purview of Missouri election laws. The Board is responsible for conducting elections on six major election dates a year and other dates, when allowed by law. The Board is also required to verify signatures on all petitions submitted or required by law. The 2016 recommended budget for the board is $8,348,241, an increase of $2.6 million or 45.0%. This increase is due to $2.4 million to fund state and county elections scheduled for 2016 (Presidential primary, County primary and general election). Public Administrator The Office of the Public Administrator is established by state law which provides that the public administrator take into his/her charge and custody the estates of all deceased persons, the estates of minors and the estates and/or person of incapacitated and disabled persons in the County as indicated by law and procedures. The 2016 recommended budget for the Office of the Public Administrator is $894,455, an increase of $3,845 or 0.4%. This increase is due higher costs for employee fringe benefits. Judicial Administration The mission of the Department of Judicial Administration is to resolve disputes, try cases, administer justice in a timely and fair fashion, and effectively comply with all statutes, ordinances, and regulations. The department is comprised of the Court en Banc, Circuit Clerk, Sheriff, Family Court, and Law Library. Funding, other than salaries and benefits for judges and Circuit Clerk personnel and costs of the Law Library, is provided by the County as mandated by state law.

- 43 -


EXECUTIVE SUMMARY The 2016 recommended budget for the Department of Judicial Administration is $26,722,801, an increase of $611,953 or 2.3%. This increase is due to higher fringe benefit costs. Prosecuting Attorney The Prosecuting Attorney represents the citizens of St. Louis County by fairly and effectively prosecuting cases of alleged violations, by promoting public safety, and by advocating and protecting the rights of victims. The 2016 recommended budget for the Prosecuting Attorney’s Office is $10,026,263, an increase of $388,342 or 4.0%. This increase is due to fringe benefit increases and the addition of one attorney and one information technology position to address the operational needs of the office. County Executive The County Executive is the chief executive officer with all executive powers of the County vested in his office. Article III of the St. Louis County Charter outlines the duties and responsibilities of the executive. Beginning in 2015, the Budget Office and the Office of Strategy and Innovation report to the County Executive’s Office, however their funding remains within their former departments (Administration and Planning, respectively).

welfare of the community. The 2016 recommended budget for the office is $3,298,036, a decrease of $6,303 or 0.2%. This decrease is due to staff turnover in 2015. Miscellaneous Offices Miscellaneous Offices includes budgets for the University of Missouri Extension Center, Special Projects, Fire Standards Commission, Boundary Commission, and the St. Louis Economic Development Partnership. The University of Missouri Extension Center ($235,709) provides office space, clerical, administrative and program support for all University Outreach and Extension activities conducted in St. Louis County. The center provides university resources, educational materials and expertise in ten major program categories: Business and Industry, Community and Economic Development; Continuing Professional Development; Family Resource Development; Nutrition Programs; 4‐H Youth Programs; Horticulture; Housing and Environmental Impact; Labor Education; and Urban Youth and Family Issues. The Special Projects budget ($1,085,789) includes funding to support the county's interest in various agencies, organizations, and services as well as debt service for outstanding Hazelwood Commerce Center Road Improvement Bonds (Series 2009B) and a portion of the debt service for outstanding Residential Energy Efficiency Loan Program Bonds (Series 2011 A/B) and 2015 Capital Project Bonds (Series 2015 C/D). The Fire Standards Commission ($183,373) was established in the County Charter to provide minimum training and educational standards for firefighters. The commission also issues regulations for any person performing the duties of a firefighter for any municipality, fire protection district or other public agency in St. Louis County.

The 2016 recommended budget for the office is $1,536,419, an increase of $10,632 or 0.7%. This increase is due to higher fringe benefit costs. County Counselor The office of the County Counselor conducts all the civil law business of the County, assisting county government in carrying out its policies and operations in an efficient and legally appropriate manner by providing advice and counsel to the various departments and ensuring that all federal, state, and local laws are met, all to promote the health, safety, and

- 44 -

EXECUTIVE SUMMARY

The St. Louis County Boundary Commission ($175,627) is an independent commission established by state law to review proposed changes in boundaries. St. Louis County must pay reasonable costs of operation including professional staff, clerical support, legal services, and the basic office expenses of space rental, utilities and supplies. The St. Louis Economic Development Partnership ($3,936,700) is the lead economic development partner for St. Louis County and St. Louis City. The Partnership’s broad range of services includes business retention/expansion, international trade support, small business resources, business finance, and real estate and community development. Also appropriated in the Economic Development Partnership section of the budget is debt service ($568,545) for Business Incubator Project Bonds (Series 2010 C/D). The 2016 recommended budget for all Miscellaneous Offices is $6,189,743, an increase of $13,500 or 0.2%. Administration The Department of Administration seeks to promote 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 insuring prudent use of resources for the constituents of the county. The department provides administrative services to all St. Louis County offices and departments as well as the general public. These services include the management of: accounts payable; accounts receivable; payroll; capital assets inventory; procurement; telecommunication; information technology; risk and insurance; safety; human resources; employee benefits; retirement plan administration; investments; sales tax administration; banking relationships; centralized cashiering; records retention;

imaging services; mail and courier services; central receiving; the county’s integrated financial, procurement and human resource system (CAPS); front desk and telephone support for the main county information telephone line (615‐5000); and publishing employee newsletters. The department also prepares and publishes the annual financial reports. Providing assistance and guidance in the administrative process are the Civil Service Commission, Retirement Board of Trustees, Fund Investment Advisory Committee, and the Employee Benefits Advisory Committee. The 2016 recommended budget for the department is $16,856,529, a decrease of $81,780 or 0.5%. Police The mission of the St. Louis County Police Department is to work cooperatively with the public, and within the framework of the Constitution to enforce the laws, preserve the peace, reduce fear and provide a safe environment in our neighborhoods. The department provides law enforcement services to the citizens of unincorporated St. Louis County and to contracted municipalities. This includes responding to 911 calls, deterring crime through visible patrol services, and investigating crimes. In addition, the Police Department provides countywide law enforcement services such as Tactical Operations, Metro Air Support, Police Crime Laboratory services, and Crime Scene/Investigative services for serious crimes against persons and property.

- 45 -


EXECUTIVE SUMMARY The strategic priorities of the department include: enhancing community relationships and community engagement efforts; strengthening department operations to further the mission; strengthening the department’s role as the regional’s leader in personnel development; expanding the recruitment and selection process to meet the demands of 21st century policing; and striving to provide the best law enforcement infrastructure assets for the St. Louis region. The 2016 recommended budget for the department is $106,906,445, an increase of $1,081,031 or 1.0%. The majority of this increase is due to annualization of the enhanced pay increase for commissioned officers approved but not budgeted in 2015 as well as fringe benefit changes. These increases are partially offset by the removal of several one‐time costs funded in 2015. The recommended budget also includes $200,000 to fund two positions and related costs to staff the department’s chapter of the National Police Athletic League. The league serves children by providing a safe and interactive environment for youth and police to build lasting relationships. Planning The mission of the Department of Planning is to foster healthy communities by guiding development and reinvestment, developing long‐range plans, promoting citizen engagement and using data and information technology to guide public policy. The department administers zoning and subdivision ordinances for unincorporated areas, monitors annexations and boundary changes, provides data analysis, coordinates transportation policy, and administers federal grant programs. The 2016 recommended budget for the Department of Planning is $1,900,526, an increase of $245,147 or 14.8%. This increase is due to salary and fringe benefit costs.

Transportation & Public Works Note: The Public Works’ and Garage Operations portions of the department’s budget are funded in the General Revenue Fund. See the Special Road and Bridge Fund section (below) for information about Transportation functions. The mission of the Department of Transportation and Public Works is to promote the health, safety and well‐being of St. Louis County residents by: providing an exceptional transportation system that supports multi‐ modes and promotes regional growth and opportunity; enforcing internationally accepted building and property maintenance codes reasonably and judiciously; and promoting growth and stability through responsive neighborhood services. Staff within the Public Works divisions enforce codes for residential and commercial construction, property maintenance, re‐ occupancy, mechanical periodics, land disturbance and zoning in unincorporated St. Louis County and under contract for 82 of the county’s 90 municipalities. Through plan review, permit issuance and inspections, department staff play a vital role in ensuring that proper electrical, plumbing, mechanical and general construction practices are followed for both new construction and existing residential and commercial structures. Code Enforcement staff issue approximately 50,500 construction permits every year. They perform approximately 16,500 plan reviews and approximately 135,000 construction inspections annually to ensure code compliance. Through its enforcement of property maintenance codes and St. Louis County’s re‐occupancy inspection program, Neighborhood Services staff work daily to keep neighborhoods’ property values stable and homes safe to occupy. Neighborhood Services staff manage the County’s Sewer Lateral Repair and Water Service Line programs which have dramatically reduce homeowner costs to repair broken

- 46 -

EXECUTIVE SUMMARY

Garage operations will take in additional parking reimbursement with Family Court staff scheduled to move into the garage in the 4th quarter of 2016. Revenue The mission of the Department of Revenue is to effectively and efficiently administer the county’s tax collection, document recording, and liquor and amusement licensing functions. To support its mission, the department strives to exhibit the highest level of integrity in meetings its statutory obligations, operate in an efficient manner, provide the highest level of customer service possible to residents and taxpayers, and be recognized throughout the state as an example of exemplary county administration. The 2016 recommended budget for the Department of Revenue is $6,910,686, an increase of $233,787 or 3.3%. This increase occurs as the budget adjusts to staffing changes instituted during 2015 and increased fringe benefit costs. Justice Services The mission of the Department of Justice Services is to serve and protect the community by providing custody, supervision and guidance to those persons who, by state statute and county ordinance, are mandated to county jurisdiction. The department provides:  An environment which encourages and provides resources for each inmate to better themselves physically, vocationally, socially, and academically while incarcerated;  Educational, vocational, recreational, and religious programs;  Constructive supervision and leadership to develop staff; and

sewer and water systems. Neighborhood Services staff also manage St. Louis County’s Waste District Program, under which more than 82,000 households in unincorporated St. Louis County receive affordable and reliable recycling and trash removal service. Facilities Management staff maintain 81 County‐owned or leased facilities (including radio towers) in Clayton and throughout St. Louis County. Finally, staff maintain and operate two County‐ owned parking garages.

Construction of the new County Courts Building

The 2016 recommended General Revenue Fund budget for the Department of Transportation and Public Works (excluding garage operations, discussed below) is $34,028,664, a decrease of $82,759 or 0.2%. The recommended budget decreases due to the elimination of one‐time costs despite an increase in fringe benefit costs. This budget does not include funding for $5.5 million in facilities maintenance costs identified by the department. The 2016 budget for Garage Operations, excluding the expenditure reimbursement account, is $2,528,234, an increase of $45,154 or 1.8%. This increase is due to fringe benefit costs and additional funds budgeted for repair and maintenance of County garages. The net budget for this office (after accounting for $1.6 million in reimbursements from other departments) is an increase of $17,434 or 1.8%.

- 47 -


EXECUTIVE SUMMARY 

Opportunities for inmates to improve their behavior and lifestyle before returning to the community. The 2016 recommended for the Department of Justice Services is $25,652,641, an increase of $600,389 or 2.4%. This increase is due to higher fringe benefit costs and the replacement of capital equipment.

Buzz Westfall Justice Center

Human Services The Department of Human Services is committed to providing the support, services, and resources that help individuals of all ages live safely, productively, and independently. The department provides employment services, a residential treatment center for youth, a domestic violence shelter for abused women and their children, as well as provides services for homeless individuals, youth, older residents, and veterans. The 2016 recommended budget for the Department of Human Services is $8,489,297, an increase of $97,841 or 1.2%. This increase is due to higher fringe benefit costs in 2016. Emergency Fund The Emergency Fund is a statutorily‐required appropriation in an amount not less than 3% of total estimated general income. The County Council may, by resolution at any time upon the recommendation of the County Executive, make transfers from the emergency fund to any other

account within the General Revenue Fund. Transfers may only be made for unforeseen emergencies and upon unanimous vote of the County Council. The 2016 recommended appropriation for the Emergency Fund is $6,397,970.  SPECIAL ROAD & BRIDGE FUND (1020) Note: The Public Works’ and Garage Operations portions of the department’s budget are funded in the General Revenue Fund. See the Special Road and Bridge Fund section (below) for information about Transportation functions. The mission of the Department of Transportation and Public Works is to promote the health, safety and well‐being of St. Louis County residents by: providing an exceptional transportation system that supports multi‐ modes and promotes regional growth and opportunity; enforcing internationally accepted building and property maintenance codes reasonably and judiciously; and promoting growth and stability through responsive neighborhood services. The Special Road and Bridge Fund budget includes the operations, maintenance and construction costs for the county road and bridge system in unincorporated St. Louis County and designated arterial roads throughout St. Louis County. The department’s 2016 recommended budget of $53,827,258 is an increase of $4.4 million or 8.8%.

Paving operations on Hoffmeister Avenue

- 48 -

EXECUTIVE SUMMARY

Highlights of the 2016 recommended budget include:  Overseeing approximately $42.5 million (including carryover) in major road and bridge construction projects and existing pavement maintenance programs;  Overseeing $13 million in subdivision concrete replacement, $1.7 million for county road system road rehabilitation in unincorporated St. Louis County, and $12.2 million in major resurfacing projects on the County Road Systems;  Increasing the Intelligent Transportation System backbone in the County through $5.2M in contracts to allow for more coordinated traffic flow, improved fuel efficiency for commuters and greater mobility;  Constructing approximately $1.5 million in Americans with Disabilities Act (ADA) compliance improvements in accordance with our ADA Transition Plan;  Continuing the construction of the new County Courts Project; and  A $2.7 million increase to replace capital equipment that has exceeded its useful life.  HEALTH FUND (1030) The Department of Public Health strives to keep St. Louis County one of the best places in the region to live, work, or visit. This is accomplished by regularly assessing the health and environment of the county and responding with sound policies that help assure the availability of high quality public health services for everyone. Strategic priorities of the department for 2016 include:  Implementing the department’s five‐year strategic plan, focusing on six key strategic goals.  Continuing to pursue national accreditation through the Public Health Accreditation Board to ensure that the services provided by the department meet national

 

 

expectations for both quality and comprehensiveness. Creating an Asthma Clinic to address a major health care/public health need identified in St. Louis County. Developing a strong professional collaborative with academic and community based partners to focus on issues of health disparity, health equity, school based health services, alleviation of poverty, chronic disease prevention and the development of safe and prosperous communities. Focusing on the growing problem of childhood and adult obesity, as identified in the Health Needs Assessment. Enabling the department’s three health centers to ensure provision of the highest quality of clinical services to the residents of the St. Louis region.

The 2016 recommended budget for the Department of Public Health is $61,178,053, an increase of $2.0 million 3.4%. The budget includes $1.5 million for the newly created Division of Health Promotion and Public Health Research which will address all chronic disease surveillance and prevention issues as well as the integration of the department’s health promotion message.

South County Hazardous Household Waste Disposal Facility

- 49 -


EXECUTIVE SUMMARY  PARK MAINTENANCE FUND (1050) The mission of the Department of Parks and Recreation is to provide high quality parks, facilities, and recreation services that enhance residents’ lives through responsible and effective management of resources. The Department of Parks and Recreation is the steward of 12,723 acres of developed and undeveloped land. This system includes 71 park sites, trails, roadways, lakes, athletic fields, buildings and other park facilities. The department provides facilities, programs and events to offer diverse recreation, sport and cultural programs for all ages and abilities. The department also provides safe park experiences by patrolling and responding to public concerns regarding trails, shelters, recreation complexes and other public areas. The department also effectively plans, designs and delivers capital improvement and renovation projects by using internal staff or by contracting with outside firms. The 2016 recommended budget for the department is $30,745,640, an increase of $1.3 million or 4.5%. Highlights of the budget include:  Continuing to partner with Great Rivers Greenway to develop new trails within the county park system. Designs will be completed in 2015 for Cliff Cave, Lemay, Creve Coeur, and Bellefontaine Parks for new trail developments;  Completing a master plan with the assistance of Great Rivers Greenway;  Operating and staffing the new Pavilion at Lemay which opened in May, 2015;  Installing four new marquee signs at recreation complexes to advertise the facilities and program offerings;  Starting on the Design/Construction of a new fifteen field synthetic turf Soccer Park at Creve Coeur Park;  Resurfacing multiple roadways, walkways, and parking lots throughout the park

  

   

system in order to improve safety and accessibility; Replacing the Ice Rink at the Wayne C. Kennedy Recreation Complex. Repairing roofs of three buildings within the park system; Improving the Jarville Garden Greenhouse site, including converting the potting shed into a unisex bathroom; Implementing playground replacements and improvements at seven park locations. Continuing the hazardous tree removal program; Renovating the Powder Magazine Patio at Jefferson Barracks Park through a private/public partnership; and Completing athletic field and game court upgrades at six parks.

Fishing at Spanish Lake Park

- 50 -

EXECUTIVE SUMMARY

SPECIAL REVENUE FUNDS Special revenue funds are used to account for specific revenues that are legally restricted to expenditures for particular purposes. The 2016 recommended budget for all special revenue funds is $114,686,245, an increase of $36.9 million or 47.4%.

2016 Recommended Budget Special Revenue Funds All Other 12% Conv. & Rec. Trust 8%

Assessment 12%

Children's Service 55%

Emergency Comm. 13%

 POLICE CIVIL DEFENSE GRANT FUND (3450) The Police Civil Defense Grant Fund is used to record revenues and expenditures of the Police Department for administration of the County Civil Preparedness Program. The 2016 recommended budget for the fund is $428,450, an increase of $11,801 or 2.8%.  ST. LOUIS COUNTY & MUNICIPAL POLICE ACADEMY FUND (5300) The St. Louis County & Municipal Police Academy Fund is used to record revenues and expenditures of the Police Academy for specialized police training for County and Municipal Participants.

The 2016 recommended budget for the fund is $529,273, a decrease of $376,532 or 41.6% due to the shifting of costs from this fund to the General Revenue Fund.  ASSESSMENT FUND (5570) The Assessment Fund supports operations of the County Assessor’s Office. The Assessor is responsible for establishing a fair market value for all real and personal property within St. Louis County. The St. Louis County Assessor's Office discovers, identifies, classifies and assesses all real and personal property within the county. The Assessor is required by Missouri State Law to determine the fair market value of all personal property as of January 1 each year, and all real property as of January 1 of every odd year (e.g. 2013 and 2015). This information is provided to taxing districts – such as municipalities and school districts – which establish their individual tax rates. The collector of revenue then applies these rates to the assessed value to determine the amount of tax levied against a property. The reassessment process involves establishing the value of nearly 400,000 parcels of real property, providing owners the opportunity to appeal, then finalizing, certifying and communicating the values to the individual taxing districts. The Assessment Fund is supported by a per‐ parcel reimbursement from the State of Missouri and a ½ of 1% tax collection fee. The 2016 recommended budget for the Assessment Fund is $13,379,339, a decrease of $38,532 or 0.3%. This decrease occurs because 2016 is a non‐reassessment year which results in lower costs of operations. This decrease is partially offset by increases in fringe benefit costs for department employees.

- 51 -


EXECUTIVE SUMMARY









SEWER LATERAL FUND (5580) The Sewer Lateral Repair Program section of the Department of Public Works is responsible for administering repair contracts on unincorporated residential sewer laterals in St. Louis County. The program utilizes fees collected in conjunction with annual real estate taxes. In addition, the department administers a program for municipalities who contract with the County for this service. The 2016 recommended budget for the Sewer Lateral Fund is $2,948,441, a decrease of $101,792 or 3.3%. LAMBERT EAST PERIMETER TIF FUND (5670) The Lambert East Perimeter TIF Fund receives Payments in Lieu of Taxes (PILOTs) and Economic Activity Taxes (EATS) associated with the Lambert Airport Eastern Perimeter Redevelopment Project. Funds are used to pay debt service costs associated with taxable annual appropriation‐supported tax increment revenue bonds (Series 2011A) and NorthPark TIF Project bonds (Series 2015 A/B). The 2016 recommended budget for the fund is $2,637,952, an increase of $1.0 million or 64.7%. This amount is sufficient to fund debt service requirements in 2016. RECORD PRESERVATION FUND (5710) The Record Preservation Fund is used for records storage, microfilming, and preservation from a portion of fees collected by the Recorder of Deeds on all recorded instruments. The 2016 recommended budget for the Fund is $510,266, a decrease of $151,331 or 22.9%. POLICE AIR SUPPORT PROGRAM FUND (5740) The Police Air Support Fund supports the budget for a collaborative Air Support Unit that provides aerial support for the entire St. Louis region. Primary duties include proactive and preventative patrols, anti‐terrorism patrol of

vital infrastructure and other soft targets, surveillance of drug activities, and search and rescue including high rise and swift water rescues. The mission of the Air Support Unit is to provide quality services to the community and to assist law enforcement agencies achieve their primary goal of preservation of life.

The 2016 recommended budget for the Police Air Support Program Fund is $250,000, a decrease of $51,000. Funding for salaries and benefits for St. Louis County’s six assigned personnel is included in the General Revenue Fund budget of the Police Department. The budget is also supported by funding received from St. Charles County and the City of St. Louis.  EMERGENCY COMMUNICATIONS FUND (5800) The St. Louis County Emergency Communications Commission (ECC) was formed to provide a coordinated council of department leaders from public safety agencies and local government entities, with an emphasis on providing interoperable communications that would allow firefighters, emergency management services, police, and other groups to better manage incidents by sharing vital information in a rapid fashion. The Emergency Communications Fund was created in 2010 to record revenues received from the countywide 0.10% sales tax approved by St. Louis County voters on November 3, 2009. Revenues from this tax shall be used to

- 52 -

EXECUTIVE SUMMARY

establish, operate, and maintain an emergency communications system within the county. The 2016 recommended budget for the fund is $14,980,857, an increase of $640,540 or 4.5%. This appropriation will fund the required $8.6 million debt service payment for Emergency Communication Special Obligation Bonds as well as the operational needs of the Commission.  COUNTY SHERIFF REVOLVING FUND (5830) The County Sheriff Revolving Fund is used to record revenues and expenditures of the Police Department for administration of the concealed carry permit program. Prior to 2015, these costs were recorded in the General Revenue Fund. The 2016 recommended budget for the fund is $486,915, a decrease of $3,085 or 0.6%.  NORTHPOINTE FOREST SUBDIVISION NID FUND (5840) The Northpointe Forest Subdivision Neighborhood Improvement District (NID) Fund is used to record revenues from a special assessment to property owners of the Northpointe Forest Subdivision and associated debt service costs of the Northpointe Forest Water Project (Series 2009 A/B). The project consists of a water main extension to serve the residents of the subdivision. The 2016 recommended budget for the fund is $38,860, an increase of $4,295 or 12.4%. The fund’s budget is adequate to support required 2016 debt service payments.  RESIDENTIAL ENERGY LOAN PROGRAM FUND (5860) The Residential Energy Efficiency Loan Program Fund is used to record revenue from the repayment of loans from the St. Louis County SAVES™ (Sustainable and Verifiable Energy Savings) Program, and pay costs related to taxable special obligation bonds issued in 2011 to finance the program (Series 2011 A/B). The

2016 recommended budget for the fund is $1,126,360, a decrease of $18,000 or 1.6% due to slight changes in debt service requirements for 2016.  CHILDREN’S SERVICES FUND (5900) The mission of the Children’s Service Fund is to improve the lives of children, youth, and families in St. Louis County by strategically investing in the creation and maintenance of an integrated system of care that delivers effective and quality mental health and substance abuse services. In November 2008, St. Louis County voters approved a quarter‐cent sales tax which created a community children’s service fund to provide mental health and substance abuse services for St. Louis County children and youth ages nineteen and under. The St. Louis County Children’s Service Fund is the administrator of the fund and strategically allocates resources to local nonprofit and governmental agencies to deliver mental health support and substance abuse services to the children, youth, and families of St. Louis County. The 2016 recommended budget for the Children’s Service Fund is $63,624,306, an increase of $35.8 million or 128.9%. This increase occurs because 2016 is the beginning of a two‐year core funding cycle.  CABLE TV‐GOVERNMENT ACCESS FUND (6710) The Cable TV‐Government Access Fund is used to manage monies received from Charter Communications to provide for cable casting of public, educational, and governmental programming including public hearings, special meetings, and other events; police department public safety information; and highways and traffic department information. Revenue is currently limited to interest earned on the fund balance. The 2016 recommended budget for the fund is $85,000 – the same as 2015. This appropriation will fund changes to the

- 53 -


EXECUTIVE SUMMARY audio/visual system in the Council Chambers and the Council Conference Room.  CONVENTION & RECREATION TRUST FUND (8630) The 2016 recommended budget for the Convention & Recreation Trust Fund of $8,930,230 meets St. Louis County’s obligation for the rent, fees, or charges payable for the regional convention and sports complex and the Cardinals Ballpark stadium bonds. Revenues for this fund are generated by a 3.5% sales tax on hotel/motel rooms.  WATER SERVICE LINE FUND (8640) The Water Service Line Repair Program of the Department of Public Works is responsible for administering repair contracts on unincorporated and incorporated residential water service lines in St. Louis County. The program was authorized by county voters in November 2000 to begin on July 1, 2001. The program utilizes a $1.00 per month program fee, collected by the water service provider on the water bill, for the repair or replacement of water lines extending from the water main to the residential dwelling due to breakage in the line or for road relocation. Funds accrued for this program may be used to fund a citizen’s portion of construction projects on private property and in the right‐of‐way. The 2016 recommended budget for the Water Service Line Fund is $3,112,996, a decrease of $188,162 or 5.7% due to lower projected demand for program services.  SOLID WASTE MANAGEMENT FUND (8650) The Office of the Solid Waste Coordinator develops and administers programs to stimulate waste reduction initiatives, provide community outreach regarding proper solid waste management, fund community‐based recycling and waste reduction programs, and promote local markets for recyclables and purchase of recycled‐content products. The department implements household hazardous waste

programs to divert this material from the waste stream and coordinates programs promoting efforts to achieve volume reduction in the solid waste stream. The 2016 recommended budget for the Solid Waste Management Fund is $1,617,000, a decrease of $149,467 or 8.5%. OTHER FUNDS  SPIRIT OF ST. LOUIS AIRPORT FUND (1100)

The mission of the Spirit of St. Louis Airport is to provide a safe, efficient, dependable, and attractive first class public facility that professionally serves the users and tenants. The Airport strives to maintain its role as a major air transportation facility for the St. Louis region while continuing to be a responsive and responsible neighbor to the surrounding community. The Airport serves as a major public transportation system and is a part of the National Plan of Integrated Airport System. The facility is an FAA Air Carrier Certified Airport and offers a 7.485 foot all‐weather runway, a 5,000 foot parallel runway, precision Instrument Landing System (ILS) approaches, a FAA Control Tower, 24‐hour United States Customs Service, 24‐hour Airport Police Service, and 24‐hour Aircraft Rescue Firefighting response service. All costs incurred by the Airport are funded by income generated from the airport’s business operations. The 2016 recommended budget for the Spirit of St. Louis Airport Fund is $22,877,160, a decrease of $7.6 million or 25.0%. This decrease is due to lower fuel costs.

- 54 -

EXECUTIVE SUMMARY

 DEBT SERVICE FUND (1110) The 2016 recommended budget for the Debt Service Fund is $7,732,232, an increase of $600. This budget supports the required principal, interest, and fee payments for the county’s outstanding general obligation bonds (Courthouse Projects, Series 2012 and 2013).  TRANSPORTATION TRUST FUND (5600) The Transportation Trust Fund receives revenue from a half‐cent sales tax and is used to support transportation activities, including public mass transit (half of all revenues are passed through to Metro) and highway projects. The fund also supports the operations of the Office of Transportation. The 2016 recommended budget of $43,615,150 represents half of the sales tax revenue received by the fund. These funds will be passed‐through to Metro upon County Council’s approval of the contract with Metro which typically occurs in June. The other half of sales tax revenues are allocated to the Department of Transportation as follows:  $26,098,000 to the Special Road and Bridge Fund to support the Arterial Road System an;  $2,041,989 to the Special Road and Bridge Fund for debt service costs; and  $14,137,400 to the Transportation Highway Fund to support the Highway Capital Construction Program.  PUBLIC MASS TRANSIT FUND (5620) The Public Mass Transit Fund receives revenue from the quarter‐cent and half‐cent public mass transit sales taxes. The 2016 recommended budget of $44,339,500 reflects estimated revenue received from the quarter‐cent sales tax which is distributed to Metro as it is received. Revenues from the half‐cent sales tax to support public transportation (estimated to be

$88.6 million) will be appropriated upon the County Council’s review and approval of an annual contract with Metro which is expected to be submitted by Metro in June 2016.  HIGHWAY CAPITAL CONSTRUCTION FUNDS (5080 AND 5590) The 2016 recommended budget for the Highways and Traffic Capital Construction Program (CCP) is $31,589,100, a decrease of $9.2 million or 22.5%. To support capital activity, the county will use funds from the following sources:  $22,828,186 from the Federal Aid Urban Trust Fund (5080); and  $14,137,400 from the Transportation Highway Fund (5590). The appropriation of the Transportation Trust Fund requires an allocation of $14.1 million transportation sales tax revenues from the Transportation Trust Fund. Table A (following page) provides a summary of the 2016 Work Plan and shows the budget. The budget is in accordance with the Department of Highways and Traffic’s 5‐year CCP. The total 2016 CCP funding request will support $42.0 million of construction activity, including $10.6 million of construction work on 2015 and prior year projects. The 2016 recommended appropriation will allow the Department of Transportation to commence or continue road, sidewalk, and bridge right‐of‐way activities; let construction contracts (including those for resurfacing projects); and proceed with addressing traffic safety, traffic congestion reduction, Complete Streets, and Americans with Disabilities Act (ADA) Table B (following page) conveys the 2016 Capital Rehabilitation Budget as compared to the 2015 budget. The 2016 CCP supports the county’s strategic plan by including projects and programs that enhance mobility and connectivity throughout St. Louis County. These projects and programs

- 55 -


EXECUTIVE SUMMARY include Complete Streets improvements related flash flooding hazard on Aubuchon Road. In to sidewalks, trails, and transit, as well as addition, the Department of Transportation’s ongoing efforts to improve Americans with backlog of resurfacing and pavement Disabilities Act (ADA) compliance within the rehabilitation projects continues to grow. county’s right of way. More information regarding the Highway Despite a work plan of nearly $250 million over Capital Construction Program may be found in the next five years, there are still more than the Capital Improvement Program section of $175 million of unfunded projects that also this document. need to be addressed within this time frame. These needs include the construction of the West Florissant Great Streets Project, which is of national significance, as well as major regional needs such as the elimination of the TABLE A: HIGHWAYS CCP 2016 WORK PLAN FUNDING SUMMARY ($ in thousands) 2015 & Prior 2016 Year Approp. Other Funds Recommended 2016 Work Balance Applied* Budget Plan Professional Services $4,859.2 $0.0 $988.3 $5,847.5 Right‐of‐Way Construction** TOTAL

424.7 10,581.6

5.0 1,573.3

741.8 29,859.0

1,171.5 42,013.9

$15,865.5

$1,578.3

$31,589.1

$49,032.9

*Traffic Generation Assessment (TGA) funds applied in 2016. Does not include Special Road & Bridge Funds. **Includes utility adjustments

TABLE B: CAPITAL REHABILITATION PROGRAM BUDGET ($ in thousands)

Fund

Rehabilitation Project

5080 5080 5080 5590

CRS Concrete Replacement CRS Resurfacing ARS Resurfacing ARS Resurfacing TOTAL

2015 Budget

2016 Recommended Budget

$12,000.0 $9,000.0 3,209.6 4,527.5 1,726.5 112.8 4,447.6 8,428.8 $21,383.7 $22,069.1

- 56 -

Revenue Forecast

INTRODUCTION TO REVENUES

that were in existence before the late 2000’s recession). Base revenues exclude new revenue sources added to the budget from 2009‐2014 which are restricted for specific activities, including sales taxes for children’s services, emergency communications, public mass transit, and parks improvements, along with several special revenue funds added to the annual budget presentation. When focusing on base revenues, the significant, negative impact of the recession on county revenues is clear. Leading up to the recession, revenues were growing significantly – at a rate of 5.3% annually – from 2004‐2007. This course was reversed when the subprime mortgage crisis led to the collapse of the United States housing bubble and the late 2000’s recession. The resulting decrease in property values and consumer spending caused base revenues to decrease by 10% ($53 million) between 2007 and 2009. From 2009‐2014, base revenues have grown an average of 2.0% per year, and are projected to grow 3% per year in 2015 and 2016. This growth is due to recovery of the sales tax, opening of the River City Casino, and growth in license, permit, and program fees.

Revenue projections for each of the county’s sources of revenue and annually budgeted funds are discussed in the pages that follow. Additional information regarding revenues is provided in the Summary Tables chapter of this document, including fund‐by‐fund revenue estimates. The methodologies utilized to forecast revenues are tailored to each specific source. In general, the County considers current and forecasted economic conditions, historical patterns and cycles, and other relevant information when preparing revenue estimates. The Budget Office prepares estimates for general revenues (property tax, sales tax, etc.) and coordinates revenue surveillance during the year, while departments prepare estimates for revenues that are unique to their operations (i.e. fines and fees).

REVENUE HISTORY The graph below details revenues in all budgeted funds. The red line details total revenues while the blue line details “base” revenues (those revenues

All Funds Revenues ‐ 2006‐2016 (Projected) $ in millions $740 $690 $640 $590 $540 $490 $440 2006

2007

2008

2009

2010

2011

Base Revenues

- 57 -

2012

2013

2014

2015 (est)

2016 (proj)

Total Revenues


REVENUE FORECAST

ALL FUNDS REVENUES

Property Tax Property Tax

$ (Millions)

Projected 2016 revenues from all sources (general funds, special revenue funds, highway capital construction funds, enterprise funds, etc.) are $712.6 million. The charts below show the sources of revenue and the allocation of revenue between fund groups. As detailed in the table on the following page, projected 2016 revenue for all budgeted funds is estimated to increase by $7.7 million or 1.1% compared to 2015 revised estimate. Major sources of revenue and significant changes are detailed in the following section. Tax Revenue Tax revenues consist of property tax, sales tax, utility gross receipts tax, casino tax, and the

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 (est) (proj)

Property tax revenues are determined by the assessed value of property (re‐evaluated every other year) and the county’s approved tax rate. Taxes are levied on all taxable real and personal property owned as of January 1st of each year, with tax payments due by December 31st. If payment is not made by the deadline, the account becomes

2016 Projected Revenue by Type All Other Sources 18%

$140 $120 $100 $80 $60 $40 $20 $0

2016 Projected Revenue by Fund Group

Property Tax 15%

Highway Capital Funds 5%

Public Transit Funds 25%

Assess. & Tax Fees 5% Charges for Services 6%

Enterprise Fund 3% Debt Service Fund Special 1% Revenue Funds 14%

Intergovt. 6%

Sales Tax 50%

emergency telephone tax. Tax revenues are projected to grow $10.4 million or 2.1% in 2016, and account for 71% of total revenue.

General Funds 52%

delinquent and accrues a penalty of 1% per month. The St. Louis County Collector of Revenue collects taxes for most taxing districts in the county. A citizen’s property tax bill includes not only county property taxes, but also school district, municipality, service district, and other special district taxes. These taxes are collected by the County, however they are distributed to the various taxing districts and are not a part of the county’s tax rate nor does

- 58 -

REVENUE FORECAST

ALL FUNDS REVENUES $ MILLIONS

Tax Revenue Property Tax Sales Tax Sales Tax: Sleeping Rooms Utility Gross Receipts Tax Casino Tax Emergency Telephone Tax Total Tax Revenue Non‐Tax Revenue Licenses & Permits Assessment & Collection Fees Fines & Forfeitures Investment Earnings Rents & Concessions Intergovernmental Charges for Services Fees Other Revenue Total Non‐Tax Revenue Total Resources

2014 Actual

2015 2015 2016 Budget Revised Recomm $ % Estimate Estimate Budget Change Change

$109.7 322.9 11.2 32.0 10.3 0.9 $487.0

$107.9 325.2 11.6 32.5 10.3 1.1 $488.6

$111.3 332.3 11.5 31.4 10.5 1.0 $498.0

$111.2 342.4 11.8 31.4 10.5 1.0 $508.3

($0.1) 10.1 0.3 0.0 0.0 0.0 $10.4

‐0.1% 3.0% 3.0% 0.0% 0.4% 0.0% 2.1%

16.5 35.9 3.9 5.4 5.6 25.8 45.0 14.7 45.5 $198.4

14.9 33.2 4.6 3.4 5.9 39.2 42.7 13.5 48.9 $206.3

$685.4

16.4 33.1 3.7 3.1 5.7 34.8 44.6 14.4 50.6 $206.5

$694.9

17.0 33.1 3.2 4.4 5.9 41.2 44.8 14.6 39.7 $203.8

$704.5

0.6 0.0 (0.5) 1.3 0.1 6.4 0.2 0.2 (10.9) ($2.7)

$712.6

3.4% 0.0% ‐13.8% 41.1% 2.1% 18.3% 0.6% 1.2% ‐21.6% ‐1.3%

$7.7

1.1%

the revenue generated support the county’s budget. In 2014, property taxes supporting county operations and debt service were 5.12% of the average taxpayer’s bill (see chart, right). The recommended 2016 property tax rate for St. Louis County is 51.5 cents per $100 of assessed valuation for residential real estate. This rate is unchanged from the 2015 level. Property tax revenue in 2015 is estimated to increase 1.4% due to growth in assessed values (2.9%), however this growth is restricted by Missouri law which prevents governments from receiving additional revenue solely due to

Average Property Tax Rates (2014) St. Louis County 5% Other Districts 21%

School Districts 51%

Service Districts 18%

Cities 5%

- 59 -


REVENUE FORECAST

Fund General Revenue Fund Special Road & Bridge Health Park Maintenance Debt Service

2016 Recommended $ 0.206 $ 0.103 $ 0.138 $ 0.049 $ 0.019 $ 0.515

reassessment (outside of allowances for inflation and new construction). In 2016, revenues remain flat. Sales Tax

water) servicing the unincorporated area of St. Louis County. Each public utility pays to St. Louis County 5% of the gross receipts derived from the unincorporated area each month. Revenue received must be used for public safety purposes, and is allocated to the county Police budget for law enforcement services. Utility Gross Receipts Tax revenue is estimated to decrease 1.9% in 2015 and remain flat in 2016. Casino Taxes Casino Taxes

$ (Millions)

PROPERTY TAX LEVIES Residential Real Estate (Per $100 of Assessed Value)

Sales Tax

$ (Millions)

$400 $300

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 (est) (proj)

$200 $100

St. Louis County is the “home dock” community for the River City Casino which opened in Lemay (unincorporated) in March 2010. The county receives funding from the Gaming Gross Receipts Tax (2.1% of adjusted gross receipts) and the Admission Tax ($1 per person boarding fee). Gaming Gross Receipts revenues are restricted for public safety uses, and are allocated to the county Police budget for law enforcement services. Revenue from the Admission Tax is used for general government operations. Casino revenues are projected to remain flat in both 2015 and 2016 as both admissions and gross receipts are steady.

$0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 (est) (proj)

The County has several distinct sales tax streams used to finance both general government operations as well as specific functions. These taxes are summarized in the table on the following page. Sales tax revenues are estimated to increase 2.9% in 2015 and another 3.0% in 2016. Projected growth in 2016 is estimated based on revenue trends and economic surveillance. Utility Gross Receipts Tax Utility Gross Receipts Tax

$ (Millions)

$40 $30 $20 $10 $0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 (est) (proj)

The Utility Gross Receipts Tax is charged against each public utility (phone, electric, natural gas, and

$12 $10 $8 $6 $4 $2 $0

- 60 -

REVENUE FORECAST

COUNTY SALES TAXES ($ in millions)

Tax General

Rate 1.00%

Purpose Support the general operating costs of county government.

Metro Parks

0.10%

Transportation

0.50%

Quarter‐Cent Mass Transit Children’s Services

0.25%

Emergency Communication Half‐Cent Mass Transit Prop‐P / Arch‐ River TOTAL

0.10%

Shared with the City of St. Louis and the Metro Parks District. Used for construction projects and operations costs of the Department of Parks and Recreation Support of Arterial Road System, highway capital projects, and transfer to Metro for mass transit operations and development Transferred to Metro for mass transit operations and development Programs to protect the well‐being and safety of children and youth 19 years of age and less To establish, operate, and maintain an emergency communications system Transferred to Metro for mass transit operations and development To provide funds for improvements in county parks

0.25%

0.50% 0.1875%

Receiving Fund General, Park Maint., Federal Aid Urban Park Maint.

2014 Revenue $49.3

Est. 2015 Revenue $50.8

Proj. 2016 Revenue $52.3

$4.2

$4.1

$4.2

Transp. Trust

$82.2

$84.7

$87.2

Public Mass Transit Children’s Services

$41.8

$43.0

$44.3

$41.2

$42.4

$43.5

Emergency Comm. Public Mass Transit Park Maint.

$14.2

$14.6

$15.0

$83.5

$86.0

$88.6

$6.5

$6.6

$6.8

$322.8

$332.3

$342.0

- 61 -


REVENUE FORECAST Emergency Telephone Tax

2016 License & Permit Revenue ($ in thousands)

$ (Millions)

Emergency Telephone Tax

Other 19%

$1.4 $1.2 $1.0 $0.8 $0.6 $0.4 $0.2 $0.0

Business Licenses 19% Plumbing Permits 12%

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 (est) (proj)

Non‐Tax Revenue The County collects a wide variety of non‐tax revenues, including fees, fines, intergovernmental revenues, and investment earnings. Many of these revenue sources are directly related to specific program activities, and are used to support the costs of providing various program services. Licenses & Permits

$ (Millions)

License & Permit Revenues $20 $15 $10 $5 $0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 (est) (proj)

Licenses and permits include revenue received from the purchase of animal licenses, business licenses, building permits, concealed carry permits, etc. Revenues in this category are estimated to decrease slightly (0.4%) in 2015 and increase 3.4% in 2015.

Building Permits 19% Mechanical Permits 11%

Assessment & Collection Fees Assessment & Collection Fees

$ (Millions)

Electrical Permits 12%

$38 $36 $34 $32 $30 $28 $26 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 (est) (proj)

Assessment and collection fees include revenue received by the County from the State of Missouri to assist in the assessment of property as well as administrative fees received for collecting taxes for other governmental entities. Revenue in this category is estimated to decrease 7.7% in 2015 and remain flat in 2016. Fines & Forfeitures Fine & Forfeiture Revenues $5.0 $ (Millions)

The Emergency Telephone Tax is a 1% tax levied upon the tariffed local service rate which is used to fund a portion of the county’s 911 emergency telephone service. Revenues are projected to be flat in 2016.

Animal Licenses 8%

$4.0 $3.0 $2.0 $1.0 $0.0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 (est) (proj)

- 62 -

REVENUE FORECAST

Intergovernmental Intergovernmental Revenues $50 $ (Millions)

Nearly 95% of revenue collected in this category comes from fines levied by the St. Louis County Municipal Court which are projected to decrease 14.3% in 2016. The total revenue category is projected to decrease 13.9%. Investment Earnings

$40 $30 $20 $10

Investment Earning Revenues

$0

$ (Millions)

$15

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 (est) (proj)

$10 $5 $0 ($5) 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 (est) (proj)

Revenue in the investment earnings category reflects interest earned on the county’s fund balances. Revenues decreased from 2007‐2013, but rebounded in 2014 and are projected to produce $3.1 million of revenue in 2015 and $4.4 million in 2016. Rents & Concessions Rent & Concession Revenues

The intergovernmental category is used to record revenue received by county departments from local governments, the State of Missouri, and the federal government. The majority of revenue is received for transportation purposes, including $11.1 million (27.0% of the total) from the County Aid Road Tax (CART) and $21.9 million (53.3% of the total) for federal support of highway capital projects. Overall, intergovernmental revenues are projected to increase by 18.3% in 2016 due to funds supporting highway capital projects. Charges for Services Charges for Service Revenues

$6 $4 $2

$ (Millions)

$ (Millions)

$8

$0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 (est) (proj)

The rents & concessions category includes revenue from rental of facilities primarily through the Department of Parks and Recreation and Spirit of St. Louis Airport, as well as concession revenue which is mostly from telephone charges incurred by inmates in the Justice Center. Revenue in 2016 is estimated to increase 2.1% due to rental income projected by the Department of Parks and Recreation and Spirit of St. Louis Airport.

$50 $48 $46 $44 $42 $40 $38 $36 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 (est) (proj)

Charges for services include revenue collected by county departments to offset some or all costs of providing services to the public. These revenues include recording fees, health fees, park and recreation fees, law enforcement service contracts, and fees collected from the provision of services at the Justice Center. Revenue in this category changes very slightly, decreasing 0.9% in 2015 due to lower revenue from the recorder’s office and health fees which are

- 63 -


REVENUE FORECAST

partially offset by increases in law enforcement revenues. In 2016, revenues increase 0.6% due to park fees and public works inspection fees. Fees

2016 Charges for Services Revenue $44.8. million Other 18%

Recording Fees 11%

Fee Revenues

$20 $ (Millions)

Health Fees 10%

$15

Justice Services Fees 15%

$10 $5 $0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 (est) (proj)

The fees category includes franchise fees, fees collected from landfills, the Sewer Lateral Program, Water Service Line Program, and court fees and costs. Revenue from fees is estimated to decrease 1.7% ($255,300) due to lower revenue from the Municipal Court in 2015 and increase slightly in 2016 (1.2%) due to franchise fee revenue. Other Revenue Other Revenues $60 $ (Millions)

$50 $40 $30 $20 $10 $0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 (est) (proj)

Other revenue includes revenues that were not appropriate to classify in another category. These revenues include fuel sales, overhead charges assessed to funds other than the General Revenue Fund, and other miscellaneous revenues. Other revenues are estimated to increase $5.6 million or 12.2% in 2015 due to aviation fuel sales at Spirit of St. Louis Airport. These same fuel sales are responsible for a projected decrease of $10.9 million or 21.4% in 2016 due to lower prices.

Law Enforcement Services 46%

GENERAL FUNDS The general fund group is made up of four funds (General Revenue Fund, Special Road and Bridge Fund, Health Fund, and Park Maintenance Fund). This group of funds exists to finance the general functions of county government, and is used to account for all financial resources except those required to be accounted for in another fund. General Revenue Fund (1010) The General Revenue Fund is used to account for general governmental and administrative expenses, Police, Justice Services, Judicial Administration, and Human Services. Projected revenue for the General Revenue Fund in 2016 is $242.5 million, an increase of $410,300 or 0.2%. This majority of this increase is due higher property tax and sales tax revenues. Special Road & Bridge Fund (1020) The Special Road & Bridge Fund is used to account for repairs and maintenance of county roads performed by the Department of Transportation. This fund does not include the Highway Capital Construction Program. Revenue in 2016 is projected to increase by $945,800 or 1.9% due to higher projected revenue from fees.

- 64 -

REVENUE FORECAST

GENERAL FUNDS REVENUES $ MILLIONS

General Revenue Fund (1010) Special Road & Bridge Fund (1020) Health Fund (1030) Park Maintenance Fund (1050) Total Resources

2015 2015 2016 2014 Budget Revised Recomm $ % Actual Estimate Estimate Budget Change Change $236.7 $237.2 $242.1 $242.5 $0.4 0.2% 49.3 49.5 50.2 51.2 0.9 1.9% 46.7 43.8 46.8 47.3 0.5 1.1% 27.3 26.3 26.9 27.4 0.5 1.9% $360.0 $356.8 $366.1 $368.5 $2.4 0.7%

St. Louis County & Municipal Police Academy Fund (5300) The St. Louis County & Municipal Police Academy Fund is used to record revenues and expenditures of the Police Academy for specialized police training for county and municipal participants. Projected revenue for 2016 is $538,700, a decrease of 2.4%. Assessment Fund (5570) The Assessment Fund is used to record the revenues and expenditures of the County Assessor as required under Section 137.750 RSMo. Revenue is projected to remain flat in 2016 at $10.6 million.

Health Fund (1030) The Health Fund is used to account for health inspections, pollution monitoring, clinical, and other health related services delivered by the Department of Public Health. Revenue in 2016 is projected to increase $529,600 or 1.1% due to higher intergovernmental revenues. Park Maintenance Fund (1050) The Park Maintenance Fund is used to account for the maintenance and operation of all public recreational facilities of the County administered by the Department of Parks & Recreation. Revenue in 2016 is projected to increase $505,600 or 1.9% due to growth in sales tax and programmatic revenues.

2016 Revenues ‐ Special Revenue Funds ($99.1 million)

SPECIAL REVENUE FUNDS Special Revenue Funds are used to account for revenue from specific sources that are designated or restricted to finance particular functions. Police Civil Defense Grant Fund (3450) The Police Civil Defense Grant Fund is used to record revenues and expenditures of the Police Department for administration of the County Civil Preparedness Program. Revenue is projected to remain flat in at $350,000 in 2016.

Assessment 11%

Conv & Rec Trust 12%

All Other 15%

Emergency Comm. 17%

Children's Service 45%

- 65 -


REVENUE FORECAST

SPECIAL REVENUE FUND RESOURCES $ MILLIONS Police Civil Defense Grant Fund (3450) SLC & Muni. Police Academy Fund (5300) Assessment Fund (5570) Sewer Lateral Fund (5580) Lambert East Perimeter TIF Fund (5670) Record Preservation Fund (5710) Police Air Support Program Fund (5740) Emergency Communications Fund (5800) County Sheriff Revolving Fund (5830) Northpoint Forest Subdivision NID Fund (5840) Residential Energy Loan Program Fund (5860) Children's Service Fund (5900) Cable TV‐Government Access Fund (6710) Convention & Recreation Trust Fund (8630) Water Service Line Fund (8640) Solid Waste Management Fund (8650) Total Resources

2015 2015 2016 2014 Budget Revised Recomm $ % Actual Estimate Estimate Budget Change Change $0.4 $0.4 $0.4 $0.4 $0.0 0.0% 0.6 0.5 0.6 0.5 (0.0) ‐2.4% 11.5 10.7 10.6 10.6 0.0 0.3% 3.0 3.0 3.0 3.1 0.0 1.0% 4.4 1.6 1.6 2.6 1.0 64.7% 0.6 0.6 0.6 0.6 0.0 1.9% 0.4 0.4 0.5 0.4 (0.0) ‐10.5% 16.4 16.9 17.0 17.5 0.5 3.0% ‐ ‐ 0.9 0.9 0.0 0.0% 0.0 0.0 0.0 0.0 0.0 0.0% 0.7 1.2 1.2 1.2 (0.0) ‐1.8% 42.1 42.7 43.1 44.4 1.4 3.1% 0.0 0.0 0.0 0.0 0.0 46.9% 11.2 11.6 11.6 11.9 0.4 3.3% 3.9 3.7 3.7 3.9 0.2 4.4% 1.1 1.0 1.0 1.0 0.0 1.8% $96.4 $94.4 $95.6 $99.1 $3.5 3.6%

Sewer Lateral Fund (5580) The Sewer Lateral Fund receives revenue from sewer lateral fees imposed on all residential property located within unincorporated St. Louis County having six or less dwelling units to fund repairs of defective lateral sewer service lines. Projected revenue in 2016 for the fund is $3.1 million, an increase of 1.0%. Lambert East Perimeter TIF Fund (5670) This fund receives payments in lieu of taxes (PILOTs) and economic activity taxes (EATS) associated with the Lambert Airport Eastern Perimeter Redevelopment Project. Funds are used to pay debt service costs associated with taxable annual appropriation‐supported tax increment revenue bonds (Series 2011A) and special obligation bonds (Series 2015A/B). Projected 2016 revenue of $2.6 million is sufficient to fund debt service costs. Record Preservation Fund (5710) The Record Preservation Fund is used for records storage, microfilming, and preservation from a

portion of fees collected by the Recorder of Deeds on all recorded instruments. Revenue is estimated to increase by 1.9% to a total of $635,600 in 2016. Police Air Support Program Fund (5740) The Police Air Support Program Fund is used to record receipts and disbursements for the St. Louis County Police Air Support Program which provides aerial support for the entire St. Louis region. St. Louis City and St. Charles County also participate in the program. The fund is projected to receive $412,900 in revenue during 2016. Emergency Communications Fund (5800) The Emergency Communications Fund is used to record receipts from the one‐tenth cent sales tax for emergency communications initiatives and the 1% emergency telephone tax along with related disbursements, including debt service. Projected 2016 revenues increase 3.0% to $17.5 million as a result of anticipated growth in sales tax revenue.

- 66 -

REVENUE FORECAST County Sheriff Revolving Fund (5830) The County Sheriff Revolving Fund is used to record revenues and expenses of the Police Department’s concealed carry permit activity. Until 2015, these costs had been recorded in the General Revenue Fund. Projected 2016 revenue of $900,000 remains unchanged from the 2015 level. Northpointe Forest Subdivision Neighborhood Improvement District Fund (5840) The Northpointe Forest Subdivision Neighborhood Improvement District Fund is used to record revenues from a special assessment to property owners of the Northpointe Forest Subdivision and associated debt service costs of the Northpointe Forest Water Project (Series 2009 A/B). The project consists of a water main extension to serve the residents of the subdivision. Projected 2016 revenue is $40,000 which is sufficient to make required debt service payments. Residential Energy Efficiency Loan Program Fund (5860) The Residential Energy Efficiency Loan Program Fund is used to record revenue from the repayment of loans from the St. Louis County SAVES™ (Sustainable and Verifiable Energy Savings) Program, and pay costs related to taxable special obligation bonds issued in 2011 to finance the program (Series 2011 A/B). Projected revenue of $1.2 million in 2016 is sufficient to pay debt service costs. Children’s Service Fund (5900) The Children’s Service Fund is used to record receipts from the quarter‐cent sales tax for children’s services. Funds are used for programs to protect the well‐ being and safety of children and youth 19 years of age and less. Projected revenue in 2016 increases 3.1% to a total of $44.4 million due to anticipated growth in sales tax revenue. Cable TV‐Government Access Fund (6710) The Cable TV‐Government Access Fund is used to administer funds received from Charter Communications to provide for cable casting of public, educational, and governmental programming

- 67 -

including public hearings, special meetings, and other events; police department public safety information; and highways and traffic department information. Revenue is currently limited to interest earned on the fund balance which is projected at $3,000 in 2016. Convention & Recreation Trust Fund (8630) This fund is used to record a 3.5% sales tax on the sales and charges for hotel and motel rooms within St. Louis County. Deposited funds are disbursed subject to annual appropriations to the St. Louis Regional Convention and Sports Complex Authority to pay the county share of the development of a multi‐ purpose convention, exhibition, and sports facility, as well as debt service on taxable St. Louis Cardinals Ballpark Project Refunding Bonds (Series 2012). Revenue is projected to increase by 3.3% to a total of $11.9 million in 2016. Water Service Line Fund (8640) The Water Service Line Fund is used to record water service line fees imposed on all residential property located within unincorporated St. Louis County having six or less dwelling units, to fund repairs of defective water service lines. Revenues are projected to increase by 4.4% to a total of $3.9 million in 2016. Solid Waste Management Fund (8650) The Solid Waste Management Fund is used to record annual license fees and surcharges on waste deposited at sanitary and demolition landfills. Funds are used to finance recycling and solid waste programs administered by the Department of Health. Revenues are projected to increase slightly in 2015 (1.8%).

OTHER FUNDS Funds classified as other funds are reported separately due to their unique characteristics. Debt Service Fund (1110) The Debt Service Fund is used to account for property tax received for the purpose of paying required debt service costs on general obligation bonds. Projected 2016 revenue for the fund increases slightly (0.5%).


REVENUE FORECAST

OTHER FUNDS RESOURCES $ MILLIONS

Debt Service Funds Debt Service Fund (1110) Enterprise Funds Spirit of St. Louis Airport Fund (1100) Public Transit Funds Transportation Trust Fund (5600) Public Mass Transit Fund (5620) Highway Capital Funds Federal Aid Urban Trust Fund (5080) Transportation Highway Fund (5590) Total Resources

2015 2015 2016 2014 Budget Revised Recomm $ % Actual Estimate Estimate Budget Change Change

$7.5

$7.4

$7.5

$7.6

$0.0

26.0

31.1

30.9

19.6

(11.3)

41.9 127.4

39.4 126.6

41.6 129.3

45.6 133.4

4.0 4.0

12.0 14.2

23.0 16.1

17.7 16.1

24.4 14.6

6.7 (1.5)

$229.0

$243.7

$243.2

$245.1

$1.9

0.5% ‐36.7% 9.5% 3.1% 37.9% ‐9.6% 0.8%

Spirit of St. Louis Airport Fund (1100) The Spirit of St. Louis Airport Fund, an enterprise fund, is used to account for activity at Spirit Airport, which serves as the prime reliever airport for the St. Louis metropolitan area. Major sources of revenue for the airport are fuel sales and rental income. Revenue in 2016 is projected to decrease by 36.7% due to lower fuel prices. Transportation Trust Fund (5600) The Transportation Trust Fund is used to record sales tax revenue and expenditures for transportation purposes. Projected 2016 revenue of $45.6 million reflects the amount that is estimated to be available for appropriation to Metro for public transportation purposes. The remainder of revenue that is collected in the fund through the half‐cent transportation sales tax is transferred to the Special Road & Bridge Fund for road maintenance and to the Transportation Highway Fund for the Highway Capital Construction Program.

Public Mass Transit Fund (5620) The Public Mass Transit Fund is used to account for revenue from the quarter‐cent and half‐cent mass transit sales taxes, and expenditures for public transportation purposes (operations and capital development costs of Metro). All funds are passed‐ through to Metro and are not retained for use by St. Louis County. Projected 2016 revenue increases $4.0 million or 3.1% due to anticipated growth in sales tax receipts. Federal Aid Urban Trust Fund (5080) This fund, along with the Transportation Highway Fund, is used for the financial management of construction, reconstruction, and repair of roadways. The primary source of funding is the County Aid Road Tax (CART) which is distributed by the State of Missouri via formula. Revenues in the fund fluctuate depending upon the projects programmed in a given year. Revenue in 2016 is projected to increase $6.7 million or 37.9% due to the specific projects programmed.

- 68 -

REVENUE FORECAST Transportation Highway Fund (5590) This fund, along with the Federal Aid Urban Trust Fund, is used for the financial management of construction, reconstruction, and repair of roadways. The source of funding is the half‐cent transportation sales tax. Revenues in the fund fluctuate depending upon performance of the sales tax and the allocation of funds between this fund and the Special Road & Bridge Fund. Revenue in 2016 is projected to decrease $1.5 million or 9.6%.

- 69 -


- 70 -

Summary Tables This chapter contains the following budget summary tables: Table Title Table I Budget Summary

Table II Table III‐A Table III‐B Table IV‐A

Actual Income for 2014, Estimated Income for 2015 and Projected Income for 2016 Summary of 2016 Recommended Appropriations by Fund and Department Summary of 2016 Recommended Appropriations by Fund and Category 2010‐2016 Detailed Revenue Estimate

Table IV‐B

Summary of 2016 Projected Revenues by Fund and Department

Table IV‐C

Summary of 2016 Projected Revenues by Fund and Category Summary of budgeted positions

Table V

Contents Financial plan for fiscal year 2016 – includes 2015 ending balance, revenues, recommended appropriations, and unappropriated balances Detail summary of revenue received by fund from 2014‐2016 Details which departments receive appropriations from specific funds Details how a fund’s appropriation is allocated between expenditure categories Detailed revenue estimates by type with actual 2010‐2014, estimated 2015, and projected 2016 revenues. Details differences between countywide (general) revenues and program‐specific revenues collected by departments Summarizes the projected 2015 revenue estimate by fund and type of revenue Summarizes budgeted positions by fund and department from 2014‐2016

Note: Table I and Table II documents are comingled by fund number.

- 71 -


Table I

GENERAL REVENUE FUND (1010) 2016 BUDGET SUMMARY DEPARTMENTS AND OFFICES

POLICE DEPARTMENT

TOTAL GENERAL FUND

$ 135,197,297 ‐ 135,197,297

$ 70,249,836 36,656,609 106,906,445

$ 205,447,133 36,656,609 242,103,742

48,702,552 136,805,472 185,508,024

‐ 105,331,576 105,331,576

48,702,552 242,137,048 290,839,600

Estimated 2015 Expenditures Estimated Balance End of 2015

139,708,729 45,799,295

105,331,576 ‐

245,040,305 45,799,295

TOTAL AVAILABLE FOR APPROPRIATION

180,996,592

106,906,445

287,903,037

155,804,208 6,397,970 162,202,178

106,906,445 106,906,445

262,710,653 6,397,970 269,108,623

$ 18,794,414

$ ‐

$ 18,794,414

LOWER OF 2015 OR 2016 ESTIMATED REVENUE* General Income Special Income

ESTIMATED FUND BALANCE DECEMBER 31, 2015 Balance December 31, 2014 Estimated 2015 Revenue

RECOMMENDED APPROPRIATION Departments and Offices Emergency Fund

UNAPPROPRIATED BALANCE

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

- 72 -

Table II

GENERAL REVENUE FUND (1010) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

38,508,345 5,027,586 4,670,260 598,155

39,654,086 5,227,206 4,610,651 580,580

39,654,086 5,196,511 4,610,651 578,466

48,804,347

50,072,523

50,039,714

SALES TAX

49,274,256

50,752,500

52,275,100

CASINO ADMISSIONS TAX

5,923,513

5,985,721

5,985,721

LICENSES AND PERMITS Business Licenses Building Permits Mechanical Permits Electrical Permits Plumbing Permits Zoning Permits Other Permits Concealed Carry Permits

728,561 3,081,462 1,731,256 2,042,755 2,032,108 56,454 1,075,003 670,854

759,900 3,050,000 1,700,000 2,000,000 1,975,000 52,792 925,000 ‐

759,800 3,200,000 1,800,000 2,115,000 2,060,000 45,000 1,050,000 ‐

11,418,452

10,462,692

11,029,800

ASSESSMENT AND COLLECTION FEES

25,695,713

23,872,200

23,872,200

FINES AND FORFEITURES

3,802,709

3,552,000

3,056,302

INVESTMENT EARNINGS

632,823

480,026

579,939

RENTS AND CONCESSIONS

1,757,555

1,776,800

1,796,800

INTERGOVERNMENTAL

5,170,316

5,551,864

5,188,581

CHARGES FOR SERVICES Document Fees Recording Fees Other Charges ‐ Current Services Planning and Engineering Services Inspection Fees Circuit Civil Process Court Fees and Costs Law Enforcement Fees Justice Services Fees Institutional Care and Services

10,732 4,297,934 352,612 20,165 2,370,583 2,712,445 40,303 19,783,910 1,060,397 5,639,920

12,000 3,614,600 325,476 19,370 2,307,942 2,800,000 47,300 20,329,844 1,032,600 5,819,000

12,000 3,614,600 327,325 15,000 2,450,620 2,800,000 47,300 20,329,844 1,032,200 5,817,000

36,289,000

36,308,132

36,445,889

PROPERTY TAXES Current Year's Levies Prior Year's Levies Merchants and Manufacturers Interest and Taxes

- 73 -

Table II

GENERAL REVENUE FUND (1010) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

1,000 2,451,311 98,966

1,000 2,721,403 118,000

1,000 2,322,609 ‐

2,551,277

2,840,403

2,323,609

13,237 ‐ 156,938 9,547 1,002,062 2,387,178 8,376,962 222,299

6,000 1,200 145,000 16,377 1,458,377 2,912,039 9,044,534 208,745

6,000 1,200 145,000 18,000 1,510,940 2,091,229 9,316,000 208,745

12,168,224

13,792,272

13,297,114

TOTAL GENERAL PROGRAM REVENUE

203,488,182

$ 205,447,133

$ 205,890,769

Gaming Gross Receipts Tax Utilities Gross Receipts Tax State Cigarette Tax TOTAL SPECIAL INCOME

4,397,777 31,991,013 829,784 37,218,574

4,489,415 31,400,000 800,500 $ 36,689,915

4,534,309 31,400,000 722,300 $ 36,656,609

Sales Tax Allocated to Federal Aid Urban Fund Sales Tax Allocated to Park Maintenance Fund

(3,000,000) (1,000,000)

‐ ‐

‐ ‐

FUND TOTAL

236,706,757

$ 242,137,048

$ 242,547,378

FEES Franchise Court Fees and Costs Law Enforcement Training OTHER REVENUE Traffic Generation Assessment Hangar and Tie Down Sale of Fixes Assets Other Sales Other Revenue Refunds and Reimbursed Costs Expenditure Reimbursement Loss Recovery

- 74 -

- 75 -

Table I

SPECIAL ROAD & BRIDGE FUND (1020) 2016 BUDGET SUMMARY CRS/GENERAL

ARS

TOTAL

$21,641,153

$28,542,573

$50,183,726

4,474,828 21,678,151 26,152,979

3,797,800 28,542,573 32,340,373

8,272,628 50,220,724 58,493,352


20,187,031 5,965,949

25,688,498 6,651,875

45,875,529 12,617,823


27,607,102

35,194,448

62,801,549

RECOMMENDED APPROPRIATION

22,745,353

31,081,905

53,827,258


$4,861,749

$4,112,542

$8,974,291

LOWER OF 2015 OR 2016 ESTIMATED REVENUE* ESTIMATED FUND BALANCE DECEMBER 31, 2015: Balance December 31, 2014 Estimated 2015 Revenue


- 76 -

Table II

SPECIAL ROAD & BRIDGE FUND (1020) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

19,346,234 2,587,804 2,401,968 307,835 (17,009,737)

19,866,479 2,723,012 2,365,312 303,340 (17,518,771)

19,866,479 2,706,333 2,365,312 302,190 (17,505,058)

7,634,104

7,739,372

7,735,256

SALES TAX

26,635,562

27,428,054

28,139,989

ROAD PRIVILEGES AND PERMITS

485,878

425,000

510,000


937

500

500

INVESTMENT EARNINGS

48,444

38,579

42,812


32,736

53,472

53,472

STATE AID

8,901,143

8,797,455

8,791,600

FEDERAL AID ‐ DISASTER

16,448

424,985

‐

CHARGES FOR SERVICES Document Fees Other Charges for Current Services Inspection Fees

210 16,859 215,625

‐ 59,636 124,032

‐ 58,300 55,000

232,695

183,668

113,300

975,765 2,810,338

741,000 2,650,000

843,000 3,100,000

3,786,103

3,391,000

3,943,000

200,613 336,438 116,292 14,349 673,903 191,691 19,277

175,000 315,000 203,988 12,000 771,064 249,510 12,077

191,825 280,000 120,000 14,000 955,262 275,525 ‐

1,552,563

1,738,639

1,836,612

$ 49,326,613

$ 50,220,724

$ 51,166,541

PROPERTY TAXES Current Year's Levies Prior Year's Levies Merchants and Manufacturers Interest and Taxes Revenue Transfers

FEES Franchise Cable TV Franchise

OTHER REVENUE Unused Muni Road Distribution Fuel Sales Sale of Fixed Assets Other Sales Other Revenue Refunds and Reimbursed Costs Loss Recovery FUND TOTAL - 77 -

Table I

HEALTH FUND (1030) 2016 BUDGET SUMMARY LOWER OF 2015 OR 2016 ESTIMATED REVENUE* ESTIMATED FUND BALANCE DECEMBER 31, 2015: Balance December 31, 2014 Estimated 2015 Revenue

$46,793,186

$21,356,360 46,793,186 68,149,546


51,471,322 16,678,224


63,471,410


61,178,053


$2,293,357


- 78 -

Table II

HEALTH FUND (1030) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

25,795,072 3,444,267 3,918,090 421,299

26,546,433 3,601,049 3,857,787 402,410

26,546,433 3,578,809 3,857,787 400,878

33,578,728

34,407,679

34,383,907

1,428,028 2,308,386

1,404,000 2,412,195

1,420,000 2,387,620

3,736,414

3,816,195

3,807,620


137,879

157,500

141,500

INVESTMENT EARNINGS

187,784

152,011

181,525

INTERGOVERNMENTAL

1,315,797

959,665

1,446,100

CHARGES FOR SERVICES Recording Fees Other Charges for Current Services Health Fees Environmental Health Fees

1,381,244 75,063 4,727,218 834,222

1,500,000 68,166 4,216,105 813,700

1,500,000 70,700 4,312,200 812,000

7,017,747

6,597,971

6,694,900

30,250 7,061 532,144 143,626

33,000 ‐ 506,165 163,000

‐ ‐ 499,266 168,000

713,081

702,165

667,266

$ 46,687,430

$ 46,793,186

$ 47,322,818


LICENSES AND PERMITS Animal Licenses Business Licenses

OTHER REVENUE Other Grants & Contracts Sale of Fixed Assets Other Revenue Refunds and Reimbursed Costs

FUND TOTAL

- 79 -

Table I

PARK MAINTENANCE FUND (1050) 2016 BUDGET SUMMARY

LOWER OF 2015 OR 2016 ESTIMATED REVENUE* Allocation from Port Authority^

ESTIMATED FUND BALANCE DECEMBER 31, 2015 Balance December 31, 2014 Estimated 2015 Revenue Allocation from Port Authority Restricted (Sale of Collection Objects)

$ 25,809,951 1,123,638 26,933,589

7,356,875 25,809,951 1,127,538 (295,136) 33,999,228


27,409,404 6,589,824


33,523,413


30,745,640


$ 2,777,773

*The county charter provides that the budget for each fund shall be limited to the lesser of estimated revenue for the budget year and the current year, plus any unencumbered cash balance in the fund at the end of the current year. ^Allocations from the Port Authority are derived from casino lease revenues and are used to pay debt service on Series 2013 special obligation bonds (Community Centers).

- 80 -

Table II

PARK MAINTENANCE FUND (1050) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

9,212,536 1,261,008 703,522 140,158

9,452,274 1,317,702 707,048 145,897

9,452,274 1,309,760 707,048 145,349

11,317,224

11,622,921

11,614,431

6,452,958 4,231,855

6,646,500 4,108,800

6,845,900 4,232,100

10,684,814

10,755,300

11,078,000

INVESTMENT EARNINGS

74,430

59,954

80,847


1,848,875

1,844,000

1,945,569

CHARGES FOR SERVICES

985,493

1,059,138

1,135,236

OTHER REVENUE: Sale of Fixed Assets Other Sales Other Revenue Other Revenue: Port Authority Refunds and Reimbursed Costs Loss Recovery

64,121 9,308 104,137 1,126,138 104,145 529

163,066 13,400 224,000 1,127,538 60,072 8,100

60,000 13,400 328,000 1,123,638 60,000 4,000

1,408,377

1,596,176

1,589,038

TOTAL REVENUE

26,319,211

26,937,489

27,443,121

ALLOCATIONS: Sales Tax from General Revenue Fund

1,000,000

‐

‐

FUND TOTAL

$ 27,319,211

$ 26,937,489

$ 27,443,121


SALES TAXES Prop P Metro Parks

- 81 -

Table I

SPIRIT OF ST. LOUIS AIRPORT FUND (1100) 2016 BUDGET SUMMARY LOWER OF 2015 OR 2016 ESTIMATED REVENUE* ESTIMATED FUND BALANCE DECEMBER 31, 2015 Balance December 31, 2014 Estimated 2015 Revenue

$ 19,553,345

7,446,962 30,884,223 38,331,185


30,521,758 7,809,427


27,362,772


22,877,160


$ 4,485,612


- 82 -

Table II

SPIRIT OF ST. LOUIS AIRPORT ENTERPRISE FUND (1100) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

INVESTMENT EARNINGS

$ 162,900

$ 142,518

$ 204,400


1,982,576

2,056,459

2,056,459

OTHER REVENUE Fuel Sales Hanger and Tiedown Fees Farming Income Sale of Fixed Assets Other Revenue ‐ Program Refunds and Reimbursed Costs

23,081,360 534,875 2,760 14,628 206,831 ‐

28,008,993 549,000 ‐ 27,208 100,045 ‐

16,685,486 547,000 ‐ ‐ 60,000 ‐

23,840,454

28,685,246

17,292,486

$25,985,929

$30,884,223

$ 19,553,345

FUND TOTAL

- 83 -

Table I

DEBT SERVICE FUND (1110) 2016 BUDGET SUMMARY LOWER OF 2015 OR 2016 ESTIMATED INCOME* ESTIMATED FUND BALANCE DECEMBER 31, 2015 Balance December 31, 2014 Estimated 2015 Revenue

$ 7,534,060

14,764,648 7,534,060 22,298,708


7,731,632 14,567,076


22,101,136

RECOMMENDEDAPPROPRIATION 2016 Maturities Principal Interest Payments Fees

4,305,000 3,422,232 5,000 7,732,232

RESERVE FOR FUTURE BOND REDEMPTION AND INTEREST PAYMENTS

$ 14,368,904


- 84 -

Table II

DEBT SERVICE FUND (1110) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

3,500,760 486,299 3,246,482 108,819

3,655,519 618,321 3,079,722 73,462

3,655,519 615,844 3,079,722 73,292

7,342,361

7,427,024

7,424,377

INVESTMENT EARNINGS

98,725

87,036

126,067

OTHER REVENUE

14,418

20,000

20,000

FUND TOTAL

$ 7,455,504

$ 7,534,060

$ 7,570,444


- 85 -

Table I

POLICE CIVIL DEFENSE GRANT FUND (3450) 2016 BUDGET SUMMARY LOWER OF 2015 OR 2016 ESTIMATED REVENUE* ESTIMATED FUND BALANCE DECEMBER 31, 2015: Balance December 31, 2014 Estimated 2015 Revenue

$ 350,000

1,622,592 350,000 1,972,592


416,649 1,555,943


1,905,943


428,450


$ 1,477,493


- 86 -

Table II

POLICE CIVIL DEFENSE GRANT FUND (3450) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

INTERGOVERNMENTAL State Aid for Civil Preparation

390,686 350,000

FUND TOTAL

$ 390,686 $ 350,000 $ 350,000

- 87 -

350,000

Table I

FEDERAL AID URBAN TRUST FUND (5080) 2016 BUDGET SUMMARY 2016 ESTIMATED INCOME

$ 24,434,617


14,050,763 17,725,246 31,776,009

Prior Year Projects Re‐budgeted in 2015 Estimated 2015 Expenditures Projects Deferred to 2016

12,615,300 23,778,350 (6,924,500) 29,469,150

Estimated Balance End of 2015

2,306,859


26,741,476

PROJECTS DEFERRED FROM PRIOR YEAR(S)

6,924,500


17,451,700

UNAPPROPRIATED BALANCE*

$ 2,365,276

*The unappropriated balance has been programmed toward project needs in the Five Year Capital Improvement Program. This balance is not available for expenditure on new/additional projects.

- 88 -

Table II

FEDERAL AID URBAN TRUST FUND (5080) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

INVESTMENT EARNINGS

$ 194,981

$ 168,446

$ 235,717

RENTS

‐

‐

‐

STATE AID ‐ CART

2,340,000

2,340,000

2,340,000

STATE GRANTS

24,998

‐

‐

FEDERAL GRANTS

6,185,610

13,174,300

21,858,900

LOCAL GOVERNMENT GRANTS

300,000

2,022,500

‐

OTHER GRANTS

‐

19,000

‐

OTHER REVENUE

‐

1,000

‐

REFUNDS & REIMBURSED COSTS

1,969

‐

‐

TOTAL REVENUE

$ 9,047,558

$ 17,725,246

$ 24,434,617

ALLOCATIONS General Revenue Fund

3,000,000

‐

‐

FUND TOTAL

12,047,558

17,725,246

24,434,617

- 89 -

Table I

ST. LOUIS COUNTY & MUNICIPAL POLICE ACADEMY FUND (5300) 2016 BUDGET SUMMARY LOWER OF 2015 OR 2016 ESTIMATED REVENUE* ESTIMATED FUND BALANCE DECEMBER 31, 2015: Balance December 31, 2014 Estimated 2015 Revenue

$ 538,679

762,053 551,931 1,313,984


905,805 408,179


946,858

RECOMMENDED APPROPRIATOIN

529,273


$ 417,585


- 90 -

Table II

ST. LOUIS COUNTY & MUNICIPAL POLICE ACADEMY FUND (5300) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

INTEREST EARNINGS

6,977 6,086 8,679

OTHER REVENUE Refunds and Reimbursed Costs Police Training Center Revenue

93,180 45,845 30,000 466,532 500,000 500,000

FUND TOTAL

$ 566,689 $ 551,931 $ 538,679

- 91 -

Table I

ASSESSMENT FUND (5570) 2016 BUDGET SUMMARY LOWER OF 2015 OR 2016 ESTIMATED REVENUE* ESTIMATED FUND BALANCE DECEMBER 31, 2015: Balance December 31, 2014 Estimated 2015 Revenue

$ 10,588,675

$ 13,225,974 10,588,675 23,814,649


13,417,685 10,396,964


20,985,639


13,379,339


$ 7,606,300


- 92 -

Table II

ASSESSMENT FUND (5570) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

ASSESSMENT AND COLLECTION FEES

$ 10,198,899

$ 9,270,000

$ 9,270,000

INVESTMENT EARNINGS

95,514

81,494

111,203

INTERGOVERNMENTAL

1,194,261

1,194,786

1,194,786


48,401

42,371

45,000

OTHER REVENUE

135

24

‐

FUND TOTAL

$ 11,537,210

$ 10,588,675

$ 10,620,989

- 93 -

Table I

SEWER LATERAL FUND (5580) 2016 BUDGET SUMMARY LOWER OF 2015 OR 2016 ESTIMATED REVENUE ESTIMATED FUND BALANCE DECEMBER 31, 2015 Balance December 31, 2014 Estimated 2015 Revenue

$ 3,053,465

7,980,064 3,024,687 11,004,751


3,050,233 7,954,518


11,007,983


2,948,441


$ 8,059,542


- 94 -

Table II

SEWER LATERAL FUND (5580) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

INVESTMENT EARNINGS

$ 68,714

$ 60,031

$ 85,864


15,842

17,600

20,545

FEES Sewer Lateral Fees

2,904,425

2,947,056

2,947,056

OTHER REVENUE

37,500

‐

FUND TOTAL

$ 3,026,481

$ 3,024,687

- 95 -

$ 3,053,465

Table I

TRANSPORTATION HIGHWAY FUND (5590) 2016 BUDGET SUMMARY 2016 ESTIMATED REVENUE

$ 14,553,477 14,553,477


35,088,291 16,093,906 51,182,197

Prior Year Projects Re‐budgeted in 2015 Estimated 2015 Expenditures

32,762,466 16,973,800 49,736,266


1,445,931


15,999,408


14,137,400


$ 1,862,008

*The unappropriated balance has been programmed toward project needs in the Five Year Capital Improvement Program. This balance is not available for expenditure on new/additional projects.

- 96 -

Table II

TRANSPORTATION HIGHWAY FUND (5590) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

SALES TAX

$ 13,900,000

$ 15,800,000

$ 14,137,400

INVESTMENT EARNINGS

332,679

290,731

416,077

OTHER REVENUE

‐

1,600

‐

REFUNDS & REIMBURSED COSTS

177

1,575

‐

FUND TOTAL

$ 14,232,857

$ 16,093,906

$ 14,553,477

- 97 -

Table I

TRANSPORTATION TRUST FUND (5600) 2016 BUDGET SUMMARY LOWER OF 2015 OR 2016 ESTIMATED REVENUE* ESTIMATED FUND BALANCE DECEMBER 31, 2015 Balance December 31, 2014 Estimated 2015 Revenue

Estimated 2015 Expenditures: Administrative/Other Expenses Metro (Bi‐State) Contract

$ 41,642,455

5,114,343 41,642,455 46,756,798

120,000 42,345,000 42,465,000


4,291,798


45,934,253


43,615,150

UNAPPROPRIATED BALANCE^

$ 2,319,103

*The county charter provides that the budget for each fund shall be limited to the lesser of estimated revenue for the budget year and the current year, plus any unencumbered cash balance in the fund at the end of the current year. ^The Unappropriated Balance does not reflect the annual contract with Metro which is typically submitted by Metro to the County Council in June of each year.

- 98 -

Table II

TRANSPORTATION TRUST FUND (5600) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

SALES TAX

$ 41,687,320

$ 41,511,546

$ 45,390,311

INVESTMENT EARNINGS

179,372

130,909

228,466

FUND TOTAL

$ 41,866,692

$ 41,642,455

$ 45,618,777

- 99 -

Table I

PUBLIC MASS TRANSIT FUND (5620) 2016 BUDGET SUMMARY 0.25‐CENT SALES TAX

0.50‐CENT SALES TAX

TOTAL

44,339,500

88,603,500

132,943,000

$ ‐ 43,048,100 43,048,100

$ 46,097,438 86,298,575 132,396,013

$ 46,097,438 129,346,675 175,444,113


43,048,100 ‐

82,879,560 49,516,453

125,927,660 49,516,453


44,339,500

138,119,953

182,459,453


44,339,500

‐

44,339,500


‐

138,119,953

138,119,953

ESTIMATED 2016 REVENUE ESTIMATED FUND BALANCE DECEMBER 31, 2015 Balance December 31, 2014 Estimated 2015 Revenue

^The Unappropriated Balance associated with the 0.50‐cent sales tax does not reflect the annual contract with Metro which is typically submitted by Metro to the County Council in June of each year.

- 100 -

Table II

PUBLIC MASS TRANSIT FUND (5620) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

SALES TAX 0.25‐Cent Sales Tax ‐ Prop M 0.50‐Cent Sales Tax ‐ Prop A

41,794,318 83,517,328

43,048,100 86,022,800

44,339,500 88,603,500

INVESTMENT EARNINGS

2,055,851

275,775

411,579

FUND TOTAL

$ 127,367,497

$ 129,346,675

$ 133,354,579

- 101 -

Table I

LAMBERT EAST PERIMETER TIF FUND (5670) 2016 BUDGET SUMMARY LOWER OF 2015 OR 2016 ESTIMATED REVENUE* ESTIMATED FUND BALANCE DECEMBER 31, 2015 Balance December 31, 2014 Estimated 2015 Revenue

$ 2,640,654

4,643,078 1,603,406 6,246,484


1,601,502 4,644,982


7,285,636


2,637,952


$ 4,647,684


- 102 -

Table II

LAMBERT EAST PERIMETER TIF FUND (5670) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

PROPERTY TAXES

$ 1,020,025

$ ‐

$ ‐

SALES TAX

75,393

‐

‐

INVESTMENT EARNINGS

2,409

1,904

2,702

OTHER REVENUE

3,322,814

1,601,502

2,637,952

FUND TOTAL

$ 4,420,641

$ 1,603,406

$ 2,640,654

- 103 -

Table I

RECORD PRESERVATION FUND (5710) 2016 BUDGET SUMMARY RECORDS PRESERVATION

RECORDER'S TECHNOLOGY FEE

$413,489

$210,553

$624,042

1,580,595 413,489 1,994,084

1,236,569 210,553 1,447,122

2,817,165 624,042 3,441,207


497,647 1,496,437

163,950 1,283,172

661,597 2,779,610


1,909,926

1,493,725

3,403,652


510,266

‐

510,266


1,399,660

1,493,725

2,893,386

LOWER OF 2015 OR 2016 ESTIMATED REVENUE* ESTIMATED FUND BALANCE DECEMBER 31, 2015 Balance December 31, 2014 Estimated 2015 Revenue

TOTAL


- 104 -

Table II

RECORD PRESERVATION FUND (5710) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

INVESTMENT EARNINGS

$ 27,003 $ 24,042

$ 35,627

OTHER FEES

553,365 600,000

600,000

FUND TOTAL

$ 580,368 $ 624,042 $ 635,627

- 105 -

Table I

POLICE AIR SUPPORT PROGRAM FUND (5740) 2016 BUDGET SUMMARY LOWER OF 2015 OR 2016 ESTIMATED REVENUE* ESTIMATED FUND BALANCE DECEMBER 31, 2015 Balance December 31, 2014 Estimated 2015 Revenue

$ 412,855

792,433 461,173 1,253,606


301,000 952,606


1,365,461


250,000


$ 1,115,461


- 106 -

Table II

POLICE AIR SUPPORT PROGRAM FUND (5740) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

INVESTMENT EARNINGS

$ 5,696 $ 5,146 $ 7,828

CHARGES FOR SERVICES Law Enforcement Services

390,000 390,000

OTHER REVENUE

‐ 66,027 15,027

FUND TOTAL

$ 395,696 $ 461,173 $ 412,855

- 107 -

390,000

Table I

EMERGENCY COMMUNICATIONS FUND (5800) 2016 BUDGET SUMMARY LOWER OF 2015 OR 2016 ESTIMATED REVENUE* ESTIMATED FUND BALANCE DECEMBER 31, 2015: Balance December 31, 2014 Estimated 2015 Revenue

$ 16,972,291

33,081,199 16,972,291 50,053,490


14,340,317 35,713,173


52,685,464


14,980,857


$ 37,704,607


- 108 -

Table II

EMERGENCY COMMUNICATIONS FUND (5800) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

SALES TAX

$ 14,164,562 $ 14,589,500 $ 14,954,200

EMERGENCY TELEPHONE TAX

934,527 1,000,000 1,000,000

INVESTMENT EARNINGS

304,751 267,825

OTHER REVENUE

1,034,525 1,114,966 1,114,966

FUND TOTAL

$ 16,438,365 $ 16,972,291 $ 17,476,580

- 109 -

407,414

Table I

COUNTY SHERIFF REVOLVING FUND (5830) 2016 BUDGET SUMMARY LOWER OF 2015 OR 2016 ESTIMATED REVENUE* ESTIMATED FUND BALANCE DECEMBER 31, 2015: Balance December 31, 2014 Estimated 2015 Revenue

$ 900,000

‐ 900,000 900,000


490,000 410,000


1,310,000


486,915


$ 823,085


- 110 -

Table II

COUNTY SHERIFF REVOLVING FUND (5830) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

LICENSES & PERMITS

$ ‐ $ 900,000 $ 900,000

FUND TOTAL

$ ‐ $ 900,000 $ 900,000

- 111 -

Table I

NORTHPOINTE FOREST SUBDIVISION NID FUND (5840) 2016 BUDGET SUMMARY LOWER OF 2015 OR 2016 ESTIMATED REVENUE* ESTIMATED FUND BALANCE DECEMBER 31, 2015: Balance December 31, 2014 Estimated 2015 Revenue

$ 40,000

67,212 40,000 107,212


34,565 72,647


112,647


38,860


$ 73,787


- 112 -

Table II

NORTHPOINTE FOREST SUBDIVISION NID FUND (5840) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

OTHER REVENUE ‐ PROGRAM

34,064

40,000

40,000

FUND TOTAL

$ 34,064

$ 40,000

$ 40,000

- 113 -

Table I

RESIDENTIAL ENERGY LOAN PROGRAM FUND (5860) 2016 BUDGET SUMMARY LOWER OF 2015 OR 2016 ESTIMATED REVENUE* ESTIMATED FUND BALANCE DECEMBER 31, 2015 Balance December 31, 2014 Estimated 2015 Revenue

$ 1,156,333

414,181 1,178,123 1,592,304


1,144,360 447,944


1,604,277


1,126,360


$ 477,917


- 114 -

Table II

RESIDENTIAL ENERGY LOAN PROGRAM FUND (5860) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

INVESTMENT EARNINGS

$ 46,301

$ 33,763

$ 29,973

OTHER REVENUE

644,734

1,144,360

1,126,360

FUND TOTAL

$ 691,035

$ 1,178,123

$ 1,156,333

- 115 -

Table I

CHILDREN'S SERVICE FUND (5900) 2016 BUDGET SUMMARY LOWER OF 2015 OR 2016 ESTIMATED REVENUE* ESTIMATED FUND BALANCE DECEMBER 31, 2015 Balance December 31, 2014 Estimated 2015 Revenue

$ 43,063,719

12,026,500 43,063,719 55,090,219


27,791,441 27,298,778


70,362,497


63,624,306


$ 6,738,191


- 116 -

Table II

CHILDREN'S SERVICE FUND (5900) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

SALES TAX

$ 41,175,974 $ 42,411,300 $ 43,471,600

INVESTMENT EARNINGS

750,775 644,450

OTHER CHARGES FOR CURRENT SERVICES

‐ ‐ ‐

REIMBURSED COSTS ‐ GENERAL

167,763 7,969 ‐

FUND TOTAL

$ 42,094,512 $ 43,063,719 $ 44,419,746

- 117 -

948,146

Table I

CABLE TV ‐ GOVERNMENT ACCESS FUND (6710) 2016 BUDGET SUMMARY LOWER OF 2015 OR 2016 ESTIMATED REVENUE* ESTIMATED FUND BALANCE DECEMBER 31, 2015: Balance December 31, 2014 Estimated 2015 Revenue

$ 2,063

233,437 2,063 235,500


85,000 150,500


152,563


85,000


$ 67,563


- 118 -

Table II

CABLE TV ‐ GOVERNMENT ACCESS FUND (6710) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

INVESTMENT EARNINGS

2,328 2,063 3,031

FUND TOTAL

$ 2,328 $ 2,063 $ 3,031

- 119 -

Table I

CONVENTION & RECREATION TRUST FUND (8630) 2016 BUDGET SUMMARY LOWER OF 2015 OR 2016 ESTIMATED REVENUE* ESTIMATED FUND BALANCE DECEMBER 31, 2015 Balance December 31, 2014 Estimated 2015 Revenue

$ 11,559,793

12,890,454 11,559,793 24,450,247


8,490,105 15,960,142

RESERVE FOR DEBT SERVICE^

7,927,230


19,592,705


8,930,230


$ 10,662,475

*The county charter provides that the budget for each fund shall be limited to the lesser of estimated revenue for the budget year and the current year, plus any unencumbered cash balance in the fund at the end of the current year. ^Reserve equal to one year's debt service payments on outstanding bond issues.

- 120 -

Table II

CONVENTION & RECREATION TRUST FUND (8630) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

SALES TAX ‐ SLEEPING ROOMS

$ 11,157,424

$ 11,492,147

$ 11,836,911

INVESTMENT EARNINGS

73,281

67,646

106,709

FUND TOTAL

$ 11,230,705

$ 11,559,793

$ 11,943,620

- 121 -

Table I

WATER SERVICE LINE FUND (8640) 2016 BUDGET SUMMARY LOWER OF 2015 OR 2016 ESTIMATED REVENUE* ESTIMATED FUND BALANCE DECEMBER 31, 2015 Balance December 31, 2014 Estimated 2015 Revenue

$ 3,713,123

5,777,491 3,713,123 9,490,614


3,301,158 6,189,456


9,902,579


3,112,996


$ 6,789,583


- 122 -

Table II

WATER SERVICE LINE FUND (8640) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

INVESTMENT EARNINGS

$ 54,483

$ 48,803

$ 73,115

FEES Water Service Line Fees

3,830,952

3,664,320

3,802,584

OTHER REVENUE

1,450

‐

‐

FUND TOTAL

$ 3,886,884

$ 3,713,123

$ 3,875,699

- 123 -

Table I

SOLID WASTE MANAGEMENT FUND (8650) 2016 BUDGET SUMMARY LOWER OF 2015 OR 2016 ESTIMATED REVENUE ESTIMATED FUND BALANCE DECEMBER 31, 2015 Balance December 31, 2014 Estimated 2015 Revenue

$ 1,016,240

4,435,143 997,957 5,433,100


1,766,467 3,666,633


4,682,873


1,617,000


$ 3,065,873


- 124 -

Table II

SOLID WASTE MANAGEMENT FUND (8650) ACTUAL INCOME FOR 2014 AND ESTIMATED INCOME FOR 2015 AND 2016 2014 ACTUAL

2015 ESTIMATE

2016 ESTIMATE

INVESTMENT EARNINGS

43,525

37,957

56,240

FEES Landfill Surcharge Fees

1,031,912

960,000

960,000

FUND TOTAL

$ 1,075,437

$ 997,957

$ 1,016,240

- 125 -

TABLE III‐A Summary of 2016 Recommended Appropriations by Fund and Department ($ in thousands)

Department Name County Council Municipal Court Board of Elections Public Administrator Judicial Administration Prosecuting Attorney County Executive County Counselor Miscellaneous Offices Emergency Comm. Administration Police Planning Public Works Revenue Assessor Justice Services Transportation Parks & Recreation Spirit of St. Louis Airport Public Health Human Services Emergency Fund Not Assigned TOTAL

General Special Road Revenue Fund & Bridge (1010) (1020) $ 1,967.9 $ ‐ 2,011.0 ‐ 8,348.2 ‐ 894.5 ‐ 26,722.8 ‐ 10,026.3 ‐ 1,536.4 ‐ 3,298.0 ‐ 6,189.7 ‐ ‐ ‐ 16,856.5 ‐ 106,906.4 ‐ 1,900.5 ‐ 34,028.7 ‐ 6,910.7 ‐ ‐ ‐ 25,652.6 ‐ 971.0 53,827.3 ‐ ‐ ‐ ‐ ‐ ‐ 8,489.3 ‐ 6,398.0 ‐ ‐ ‐ $ 269,108.6 $ 53,827.3

Health (1030) $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 61,178.1 ‐ ‐ ‐ $ 61,178.1

Park Maint. (1050) $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 30,745.6 ‐ ‐ ‐ ‐ ‐ $ 30,745.6

Spirit of St. Louis Airport (1100) $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 22,877.2 ‐ ‐ ‐ ‐ $ 22,877.2

Police Civil Debt Defense Federal Aid Service Grant Urban Trust (1110) (3450) (5080) $ ‐ $ ‐ $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 428.5 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 17,451.7 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 7,732.2 ‐ ‐ $ 7,732.2 $ 428.5 $ 17,451.7

SLC & Muni Police Assess‐ Academy ment (5300) (5570) $ ‐ $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 529.3 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 13,379.3 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 529.3 $ 13,379.3

Sewer Lateral (5580) $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,948.4 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 2,948.4

Trans. Highway Trans. Trust (5590) (5600) $ ‐ $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 14,137.4 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 43,615.2 $ 14,137.4 $ 43,615.2

TABLE III‐B Summary of 2016 Recommended Appropriations by Fund and Category ($ in thousands)

Category Salaries and Wages Payroll Fringes Purchased Services Commodities & Supplies Personal Allowances Other Expenses Transfer Payments Capital Outlays Expenditure Offset TOTAL

General Special Road Revenue Fund & Bridge (1010) (1020) $ 138,763.1 $ 22,419.3 64,020.5 10,524.1 31,135.6 7,052.3 9,519.8 13,460.5 3,077.0 128.5 15,735.3 3,707.1 9,997.0 4,826.3 2,532.3 3,106.4 (5,672.0) (11,397.3) $ 269,108.6 $ 53,827.3

Health (1030) $ 24,782.1 11,645.9 9,837.0 7,044.5 398.2 2,276.1 5,513.4 480.8 (800.0) $ 61,178.1

Park Maint. (1050) $ 12,535.9 5,623.6 5,228.0 2,660.3 87.3 1,888.6 6,163.5 1,303.0 (4,744.5) $ 30,745.6

Spirit of St. Louis Airport (1100) $ 1,014.3 441.7 1,207.0 16,008.6 10.1 2,230.5 781.9 1,183.0 ‐ $ 22,877.2

Police Civil Debt Defense Federal Aid Service Grant Urban Trust (1110) (3450) (5080) $ ‐ $ 185.8 $ ‐ ‐ 90.9 ‐ ‐ 14.0 17,198.6 ‐ 36.9 ‐ ‐ 1.2 ‐ 7,732.2 2.0 ‐ ‐ ‐ ‐ ‐ 97.7 253.1 ‐ ‐ ‐ $ 7,732.2 $ 428.5 $ 17,451.7

- 126 -

SLC & Muni Police Assess‐ Sewer Trans. Academy ment Lateral Highway Trans. Trust (5300) (5570) (5580) (5590) (5600) $ 49.4 $ 6,962.7 $ 150.2 $ ‐ $ ‐ 23.6 3,425.9 74.1 ‐ ‐ 377.7 1,532.8 2,718.2 13,648.7 ‐ 35.2 314.6 2.8 ‐ ‐ 15.6 253.2 0.6 ‐ ‐ 3.5 47.7 0.2 ‐ ‐ 18.2 659.4 2.2 ‐ 43,615.2 6.1 183.0 ‐ 488.7 ‐ ‐ ‐ ‐ ‐ ‐ $ 529.3 $ 13,379.3 $ 2,948.4 $ 14,137.4 $ 43,615.2

Public Mass Transit (5620) $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 44,339.5 $ 44,339.5

Lambert East Perimeter TIF (5670) $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,638.0 $ 2,638.0

Record Preservation (5710) $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 510.3 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 510.3

Police Air Support Program (5740) $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 250.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 250.0

Emergency Comm. (5800) $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 14,980.9 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 14,980.9

County Northpointe Residential Cable TV ‐ Sheriff Forest Sub Energy Loan Children's Government Conv. & Water Revolving NID Program Services Access Rec. Trust Service Line (5830) (5840) (5860) (5900) (6710) (8630) (8640) $ ‐ $ ‐ $ ‐ $ ‐ $ 85.0 $ ‐ $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 63,624.3 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 486.9 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,113.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 38.9 1,126.4 ‐ ‐ 8,930.2 ‐ $ 486.9 $ 38.9 $ 1,126.4 $ 63,624.3 $ 85.0 $ 8,930.2 $ 3,113.0

Solid Waste Mgmt. (8650) $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,617.0 ‐ ‐ ‐ $ 1,617.0

TOTAL $ 2,052.9 2,011.0 8,348.2 894.5 26,722.8 10,026.3 1,536.4 3,298.0 69,814.0 14,980.9 16,856.5 108,601.1 1,900.5 40,090.1 7,421.0 13,379.3 25,652.6 86,387.4 30,745.6 22,877.2 62,795.1 8,489.3 6,398.0 108,420.3 $ 679,699.0

Public Mass Transit (5620) $ ‐ ‐ ‐ ‐ ‐ ‐ 44,339.5 ‐ ‐ $ 44,339.5

Lambert East Perimeter TIF (5670) $ ‐ ‐ ‐ ‐ ‐ 2,638.0 ‐ ‐ ‐ $ 2,638.0

Record Preservation (5710) $ 303.1 182.5 0.1 13.5 10.6 0.5 ‐ ‐ ‐ $ 510.3

Police Air Support Program (5740) $ ‐ ‐ 106.7 403.0 ‐ 0.4 ‐ ‐ (260.0) $ 250.0

Emergency Comm. (5800) $ 1,020.6 452.1 4,252.3 102.2 30.4 8,714.1 399.2 10.0 ‐ $ 14,980.9

County Northpointe Residential Cable TV ‐ Sheriff Forest Sub Energy Loan Children's Government Revolving NID Program Services Access (5830) (5840) (5860) (5900) (6710) $ 116.9 $ ‐ $ ‐ $ 1,305.4 $ ‐ 69.1 ‐ ‐ 547.8 ‐ 300.0 ‐ ‐ 1,086.7 12.0 1.0 ‐ ‐ 42.2 ‐ ‐ ‐ ‐ 59.0 ‐ ‐ 38.9 1,126.4 148.2 ‐ ‐ ‐ ‐ 60,361.0 ‐ ‐ ‐ ‐ 74.0 73.0 ‐ ‐ ‐ ‐ ‐ $ 486.9 $ 38.9 $ 1,126.4 $ 63,624.3 $ 85.0

Solid Waste Mgmt. (8650) $ ‐ ‐ ‐ ‐ ‐ ‐ 1,617.0 ‐ ‐ $ 1,617.0

TOTAL $ 209,782.9 97,203.8 98,557.2 49,649.2 4,072.1 49,220.0 184,296.7 9,791.1 (22,873.9) $ 679,699.0

- 127 -

Conv. & Rec. Trust (8630) $ ‐ ‐ ‐ ‐ ‐ 2,930.2 6,000.0 ‐ ‐ $ 8,930.2

Water Service Line (8640) $ 174.1 81.9 2,849.5 4.1 0.3 0.2 2.9 ‐ ‐ $ 3,113.0

TABLE IV‐A 2010‐2016 Detailed Revenue Estimate: All Budgeted Funds ($ in thousands) 2010 ACTUAL

2011 ACTUAL

2012 ACTUAL

2013 ACTUAL

2014 ACTUAL

2015 ESTIMATED

2016 PROJECTED

PROPERTY TAXES CURRENT YEAR'S LEVIES 461110 CURRENT REAL ESTATE 461310 CURRENT PERSONAL PROPERTY 461510 RAILROAD & UTILITIES PROPERTY

$ 85,034.3 12,524.6 1,584.7

$ 82,342.3 11,929.0 2,160.0

$ 84,137.2 12,570.6 2,116.0

$ 80,279.6 11,326.3 2,146.0

$ 81,241.8 13,056.4 2,071.9

$ 84,286.0 12,658.3 2,230.5

$ 84,286.0 12,658.3 2,230.5

PRIOR YEAR'S LEVIES 461810 DELINQUENT REAL ESTATE 462210 DELINQUENT PERSONAL PROPERTY 462510 DELINQUENT RAILRAOD & UTILITIES

15,142.9 2,303.7 ‐

13,428.2 2,375.6 430.0

12,013.9 2,356.5 2.7

10,128.4 3,742.1 ‐

12,425.9 1,393.8 ‐

10,875.0 2,497.3 115.0

10,875.0 2,497.3 35.0

MERCHANTS & MANUFACTURERS 461620 M&M ‐ EQUIPMENT 461630 M&M ‐ REAL ESTATE

1,664.3 14,056.1

1,240.9 13,849.1

1,136.0 13,991.3

1,212.0 12,605.0

1,134.1 13,806.2

1,261.2 13,359.3

1,261.2 13,359.3

INTEREST & TAXES 465110 INTEREST ON DELINQUENT TAXES 467110 STATE FINANCIAL INSTITUTION TAX

1,325.9 252.7

1,233.6 425.6

1,204.8 490.3

978.4 700.3

945.7 630.5

929.3 576.4

923.8 576.4

REVENUE TRANSFERS 476310 REVENUE TRANSFERS SUBTOTAL

(18,145.5) 115,743.7

(17,513.6) 111,900.5

(17,590.6) 112,428.6

(16,504.9) 106,613.1

(17,009.7) 109,696.8

(17,518.8) 111,269.5

(17,505.1) 111,197.7

SALES TAXES SALES TAX 463110 SALES TAX 463140 SALES TAX ‐ PARKS

232,141.1 3,799.8

280,775.2 3,874.9

289,274.6 3,965.5

296,769.7 4,003.9

318,677.7 4,231.9

328,210.3 4,108.8

338,157.5 4,232.1

SALES TAX ‐ SLEEPING ROOM 463810 SALES TAX ‐ SLEEPING ROOM SUBTOTAL

8,488.2 244,429.0

8,977.3 293,627.4

9,602.6 302,842.7

10,163.7 310,937.4

11,157.4 334,067.0

11,492.1 343,811.2

11,836.9 354,226.5

GROSS RECEIPTS TAX UTILITIES GROSS RECEIPTS TAX 464110 UTILITIES GROSS RECEIPTS SUBTOTAL

34,318.1 34,318.1

31,430.7 31,430.7

31,468.3 31,468.3

32,145.9 32,145.9

31,991.0 31,991.0

31,400.0 31,400.0

31,400.0 31,400.0

GAMING TAXES CASINO TAXES/FEES 464120 GAMING GROSS RECEIPTS TAX 464130 GAMING ADMISSION TAX SUBTOTAL

2,996.1 5,451.0 8,447.2

4,047.5 6,397.3 10,444.8

4,372.7 6,258.6 10,631.3

4,360.5 5,926.9 10,287.4

4,397.8 5,923.5 10,321.3

4,489.4 5,985.7 10,475.1

4,534.3 5,985.7 10,520.0

EMERGENCY TELEPHONE TAX EMERGENCY TELEPHONE TAX 464210 EMERGENCY TELEPHONE TAX SUBTOTAL

‐ ‐

‐ ‐

308.6 308.6

1,009.3 1,009.3

934.5 934.5

1,000.0 1,000.0

1,000.0 1,000.0

LICENSES & PERMITS LICENSES 466110 ANIMAL LICENSES 466210 BUSINESS LICENSES

1,370.4 3,243.4

1,311.5 3,297.6

1,287.3 3,180.3

1,384.9 3,179.3

1,428.0 3,036.9

1,404.0 3,172.1

1,420.0 3,147.4

- 128 -

2010 ACTUAL

2011 ACTUAL

2012 ACTUAL

2013 ACTUAL

2014 ACTUAL

2015 ESTIMATED

2016 PROJECTED

2,150.8 1,092.2 1,079.5 1,164.8 359.6 57.0 750.2 266.5 929.3 12,463.8

2,067.4 1,239.0 1,182.5 1,311.5 339.7 54.8 705.8 258.9 912.7 12,681.2

3,047.0 1,616.9 1,821.7 1,850.5 493.9 57.1 966.6 368.4 878.3 15,568.0

2,968.7 1,704.0 2,056.6 1,827.7 424.5 69.8 1,079.7 387.7 851.2 15,934.0

3,081.5 1,731.3 2,042.8 2,032.1 485.9 56.5 1,075.0 670.9 829.8 16,470.5

3,050.0 1,700.0 2,000.0 1,975.0 425.0 52.8 925.0 900.0 800.5 16,404.4

3,200.0 1,800.0 2,115.0 2,060.0 510.0 45.0 1,050.0 900.0 722.3 16,969.7

ASSESSMENT & COLLECTION FEES ASSESS & COLL FEES 465210 PEN & COST ON DEL TAXES 469110 ASSESS & TAX COLLECT FEES SUBTOTAL

4,058.2 28,973.5 33,031.8

4,093.2 28,896.4 32,989.7

4,209.8 29,684.9 33,894.7

4,178.0 28,197.2 32,375.2

4,380.4 31,514.2 35,894.6

4,045.0 29,097.2 33,142.2

4,045.0 29,097.2 33,142.2

FINES & FORFEITURES FINES AND FORFEITURE 470310 HUMANE SERVICES 473110 FINES 473210 FORFEITURES & PENALTIES SUBTOTAL

181.3 4,346.6 50.5 4,578.4

181.6 4,465.2 54.9 4,701.6

168.2 4,506.4 62.7 4,737.2

151.2 4,157.6 88.9 4,397.8

131.4 3,715.5 94.6 3,941.5

150.0 3,507.5 52.5 3,710.0

135.0 3,006.5 56.8 3,198.3

INVESTMENT EARNINGS INTEREST 474110 INTEREST 474120 INTEREST ‐ DIRECT LOAN 474140 INTEREST ‐ COLLECTOR 474170 UNREALIZED INV. GAIN/LOSS ‐ OTHER 474180 INTEREST ‐ INVESTMENT 474190 UNREALIZED INV. GAIN/LOSS SUBTOTAL

211.4 6.4 8.1 (58.6) 3,569.2 (362.8) 3,373.7

66.7 5.3 8.0 58.6 3,474.4 (191.5) 3,421.5

0.6 3.4 8.0 2,686.3 (922.1) ‐ 1,776.1

334.9 3.5 2.7 2,132.8 (3,092.6) ‐ (618.7)

1,904.9 2.2 (5.2) 2,315.0 1,224.8 ‐ 5,441.6

25.0 1.1 ‐ 2,512.4 568.7 ‐ 3,107.2

25.0 1.5 1.3 4,924.9 (568.7) ‐ 4,384.0

RENTS & CONCESSIONS CONCESSIONS 469210 CONCESSIONS 469220 FOOD AND DRINK 469230 VENDING 469240 VIDEO 469250 PHONE BOOTHS 469410 VENDING MACHINES

229.7 20.1 ‐ 0.4 62.5 61.8

249.9 5.2 ‐ 0.3 67.7 51.8

272.1 6.2 ‐ 0.1 328.0 54.5

318.1 4.9 ‐ 0.1 702.8 50.2

287.8 4.9 ‐ ‐ 651.0 37.1

285.5 16.8 0.3 ‐ 660.0 50.9

285.5 9.1 0.4 ‐ 660.0 50.9

PARKING FEES 469310 PARKING FEES

657.2

716.1

640.4

637.3

556.1

500.0

500.0

3,081.0 524.7 103.9 27.5 17.1 11.9 15.3 4,813.3

3,198.9 735.9 78.3 7.6 18.1 4.1 9.0 5,142.7

4,008.3 551.1 115.4 ‐ 20.0 2.7 9.9 6,008.6

3,369.9 503.7 83.7 ‐ 18.9 0.2 2.6 5,692.4

3,411.7 569.2 82.5 ‐ 18.8 ‐ 2.6 5,621.7

3,489.8 567.0 137.6 ‐ 20.3 ‐ 2.6 5,730.7

3,578.2 615.9 127.5 ‐ 22.3 ‐ 2.6 5,852.3

1,585.4

1,358.1

1,194.8

1,191.2

1,194.3

1,194.8

1,194.8

PERMITS 466310 466320 466330 466340 466410 466510 466610 466620 467910

RENTS 474210 474220 474230 474240 474250 474270 474360

BUILDING PERMITS MECHANICAL PERMITS ELECTRICAL PERMITS PLUMBING PERMITS ROAD PRIVILEGES & PERMITS ZONING PERMITS OTHER LICENSES & PERMITS CONCEALED CARRY PERMITS STATE CIGARETTE TAX SUBTOTAL

RENTS OTHER FACILITIES ATHLETIC FIELDS RECREATION HALLS HOUSES CAMPSITES STORAGE SUBTOTAL

INTERGOVERNMENTAL ST AID FOR ASSESS & COLL 467310 ST AID FOR ASSESS & COLL

- 129 -

2010 ACTUAL

2011 ACTUAL

2012 ACTUAL

2013 ACTUAL

2014 ACTUAL

2015 ESTIMATED

2016 PROJECTED

ST AID FOR CONSTRUCTION 467410 ST AID FOR CIVIL PREPARATION 467510 ST AID FOR CONSTRUCTION 467610 STATE AID FOR DISASTER 467710 ST HEALTH & WELFARE 468110 STATE INSURANCE TAX 468510 STATE GRANTS & CONTRACTS

‐ 11,723.4 ‐ 2,293.3 772.7 2,969.2

‐ 11,398.9 ‐ 2,333.1 580.0 4,205.4

‐ 11,096.0 ‐ 1,872.0 713.7 2,780.8

739.8 11,132.1 25.3 2,164.0 770.6 3,003.4

390.7 11,241.1 ‐ 2,097.7 840.7 3,366.3

350.0 11,095.0 42.5 2,120.0 833.7 3,000.7

350.0 11,131.6 ‐ 2,126.3 833.7 3,466.7

FED AID FOR DISASTER 468210 FED AID FOR DISASTER 468310 FEDERAL GRANTS & CONTRACTS 468410 FEDERAL AID ‐ OTHER

‐ 5,882.4 135.5

40.2 5,802.0 132.8

120.1 3,659.9 125.7

29.5 5,787.7 139.1

23.8 6,261.3 123.4

425.0 13,232.6 498.8

‐ 21,935.9 131.0

LOCAL GOV GRANTS 468610 LOCAL GOV GRANTS ‐ PROGRAM SUBTOTAL

2,633.6 27,995.5

376.6 26,227.0

6,302.3 27,865.3

581.9 25,564.5

300.0 25,839.3

2,022.5 34,815.6

‐ 41,170.0

CHARGES FOR SERVICES DOCUMENTS FEES 469610 DOCUMENTS FEES

12.5

10.6

11.4

11.5

10.9

12.0

12.0

RECORDING FEES 470510 RECORDING FEES

7,189.6

6,546.7

7,544.3

7,219.1

5,679.2

5,114.6

5,114.6

OTHER CHARGES ‐ CURRENT SERVICES 471710 OTHER CHARGES FOR CURRENT SVCS 472110 DUPLICATING SERVICES

433.7 13.3

438.4 12.2

423.3 9.8

573.6 22.5

495.1 13.8

498.1 15.2

506.9 15.0

PLANNING & ENGINEER SERVICES 469910 PLANNING & ENGINEER SERVICES

13.1

12.8

12.7

13.4

20.2

19.4

15.0

INSPECTION FEES 470710 BUILDING INSPECTION FEES 470720 MECHANICAL INSPECTION FEE 470730 ELECTRICAL INSPECTION FEE 470740 PLUMBING INSPECTION FEES 470760 REOCCUPANCY INSPECTION FEE 470770 HIGHWAY INSPECTION FEES

67.0 1,355.5 101.1 35.8 862.8 10.9

71.1 937.0 96.6 39.8 849.7 15.8

79.3 1,250.1 80.3 50.7 946.8 24.0

70.4 998.5 156.0 64.7 934.4 61.1

49.1 1,100.7 141.1 70.9 1,008.7 215.6

45.0 1,150.0 100.2 55.0 957.7 124.0

46.0 1,100.0 135.0 60.0 1,109.6 55.0

HEALTH FEES 470910 HEALTH FEES

3,112.6

2,471.9

2,872.5

5,015.2

4,727.2

4,216.1

4,312.2

ENVIRONMENTAL FEES 470930 ENVIRONMENTAL HEALTH FEES

1,087.3

965.1

811.7

928.9

834.2

813.7

812.0

PARK & RECREATION FEES 471610 PARK & RECREATION FEES 471650 BOAT LAUNCH 471660 HAY RIDES

830.3 3.3 13.7

989.5 ‐ (0.4)

964.4 ‐ ‐

988.6 ‐ ‐

985.4 0.0 ‐

1,059.1 ‐ ‐

1,135.2 ‐ ‐

CIRCUIT CIVIL PROCESS 470110 CIRCUIT CIVIL PROCESS

3,402.9

3,428.8

3,293.4

3,290.2

2,712.4

2,800.0

2,800.0

ARREST FEES 470220 ARREST FEES ‐ DWI 470230 PROCESS & HOLDING FEES

31.7 26.1

26.2 20.9

29.9 24.9

28.2 23.9

21.9 18.4

26.3 21.0

26.3 21.0

LAW ENFORCEMENT SERVICES 470410 LAW ENFORCEMENT SERVICES 470430 FUGITIVE EXTRADITION

16,269.1 338.5

17,687.9 315.7

18,786.0 471.0

19,515.3 484.4

19,772.4 401.5

20,319.8 400.0

20,319.8 400.0

- 130 -

2010 ACTUAL

2011 ACTUAL

2012 ACTUAL

2013 ACTUAL

2014 ACTUAL

2015 ESTIMATED

2016 PROJECTED

JUSTICE SERVICES FEES 471310 COMMUNITY SERVICES FEES 471320 COMMUNITY SRVCS ‐ STATE FEE 471330 ELECT HOME MONITORING FEE 471340 MENTAL HEALTH CT SERVCS FEE 471350 INCENTIVE PAYMENTS 471360 WEEKENDER BOOKING FEE 471370 BOOKING/SENTENCING FEES 471380 CHOICES PARTICIPATION FEES 471390 SCAM PROGRAM FEES 471420 VICTIM IMPACT PANEL FEE

688.9 ‐ 113.4 5.7 58.6 8.1 71.7 24.5 31.3 55.7

578.1 ‐ 73.4 9.3 55.2 4.4 75.4 19.6 0.3 48.2

562.9 ‐ 91.3 5.7 51.4 3.3 150.3 23.1 0.9 56.9

626.5 ‐ 100.0 7.8 75.0 5.5 152.8 20.6 0.4 61.8

596.3 116.6 12.0 52.0 4.0 199.8 26.6 ‐ 53.0

580.0 ‐ 108.0 20.4 64.0 4.5 177.7 20.0 ‐ 58.0

580.0 ‐ 108.0 17.0 64.0 4.5 177.7 23.0 ‐ 58.0

INSTITUTIONAL CARE & SERVICES 471510 INSTITUTIONAL CARE & SERV 471520 MISCELLANEOUS HOUSING 471530 FEDERAL HOUSING 471540 STATE HOUSING 471550 ST LOUIS CITY HOUSING 471560 MUNICIPAL HOUSING 471570 FEDERAL TRANSPORTATION 471580 STATE TRANSPORTATION 471590 WEEKENDER RENT SUBTOTAL

18.1 12.9 1,190.9 5,837.0 7.3 468.9 17.5 80.5 58.7 43,960.6

6.2 ‐ 1,098.8 4,304.9 17.8 526.6 23.7 68.5 37.9 41,884.9

17.0 11.8 1,218.5 4,316.8 8.9 536.6 26.7 87.7 32.6 44,888.7

8.8 20.2 727.2 4,706.7 ‐ 562.5 25.3 96.3 48.7 47,646.0

3.7 5.4 654.2 4,364.3 ‐ 473.9 18.2 90.1 30.3 44,979.2

5.0 5.0 680.0 4,500.0 ‐ 476.0 23.0 97.0 33.0 44,598.9

3.0 5.0 680.0 4,500.0 ‐ 476.0 23.0 97.0 33.0 44,844.9

FEES FRANCHISE 461710 FRANCHISE 466710 CABLE TV FRANCHISE

817.0 2,107.5

133.4 2,253.7

627.7 2,422.5

857.2 2,496.9

976.8 2,810.3

742.0 2,650.0

844.0 3,100.0

LANDFILL 466810 LANDFILL SURCHARGE FEE

1,157.1

1,174.5

967.2

1,032.1

1,031.9

960.0

960.0

SEWER LATERAL/WATER SERVICE LINE FEES 466910 SEWER LATERAL FEES 470810 WATER SERVICE LINE FEES

2,985.1 3,790.4

2,875.4 3,456.3

2,902.7 3,737.8

2,880.8 3,878.9

2,904.4 3,831.0

2,947.1 3,664.3

2,947.1 3,802.6

COURT FEES & COSTS 470210 COURT FEES & COSTS 470420 LAW ENFORCEMENT TRAINING

3,123.6 127.7

3,062.0 127.0

2,995.9 126.7

2,826.6 119.7

2,451.3 99.0

2,721.4 118.0

2,322.6 ‐

‐ 14,108.4

‐ 13,082.3

‐ 13,780.5

742.1 14,834.2

553 14,658.0

600.0 14,402.8

600.0 14,576.2

OTHER REVENUE TRAFFIC GENERATION ASSESS 466460 TRAFFIC GENERATION ASSESS

12.5

12.2

135.6

2.5

13.2

6.0

6.0

OTHER GRANTS 468910 OTHER GRNTS & CONTRCTS‐PROG

696.8

218.9

180.4

131.0

30.3

52.0

‐

REV UNUSED MUNI ROAD 474310 REV UNUSED MUN RD

258.1

168.7

175.9

179.0

200.6

175.0

191.8

FUEL SALES 474910 FUEL SALES

18,673.5

25,297.8

25,725.8

23,914.0

23,417.8

28,324.0

16,965.5

HANGER & TIE DOWN 475110 HANGER & TIE DOWN

558.9

598.0

588.6

554.7

534.9

550.2

548.2

FARMING 475210 FARMING

2.3

6.4

3.6

2.1

2.8

‐

‐

OTHER FEES 472910 OTHER FEES

SUBTOTAL

- 131 -

2010 ACTUAL

2011 ACTUAL

2012 ACTUAL

2013 ACTUAL

2014 ACTUAL

2015 ESTIMATED

2016 PROJECTED

SALE OF FIXED ASSETS 476210 SALE OF FIXED ASSETS 476220 SALE OF COLLECTN OBJECTS

588.9 2.6

373.6 40.0

579.2 ‐

384.4 ‐

359.0 ‐

539.3 ‐

325.0 ‐

OTHER SALES 474410 OTHER SALES 474420 SCRAP 474440 LIVESTOCK

91.6 18.2 7.1

79.3 18.8 6.3

79.1 14.3 9.0

17.6 18.9 10.2

11.8 16.6 4.8

18.9 13.4 9.5

20.5 15.4 9.5

OTHER REVENUE 474510 OTHER REVENUE ‐ PROGRAM 474520 OTHER REVENUE ‐ GENERAL 474530 CONTRIBUTNS & DONATNS‐PROG

1,567.9 2,779.7 51.6

3,092.2 805.2 55.0

6,030.1 737.8 78.6

9,350.2 1,419.5 83.0

5,588.3 3,020.0 94.9

4,779.4 3,251.6 130.3

4,989.9 4,362.2 79.0

REFUNDS & REIMBURSED COSTS 474610 REIMBURSED COSTS ‐ PROGRAM 474620 REIMBURSED COSTS ‐ GEN 474710 EXPENDITURE REIMB‐PROG 474720 EXPENDITURE REIMB‐GEN

2,448.9 368.9 ‐ 8,806.5

2,459.3 237.9 0.8 8,849.0

2,350.6 497.9 ‐ 7,974.8

2,506.3 1,386.2 ‐ 8,167.7

2,373.3 755.7 0.5 8,377.0

3,001.8 438.5 15.0 9,044.6

2,194.8 430.3 ‐ 9,316.0

LOSS RECOVERY 474810 LOSS RECOVERY

223.9

205.3

132.2

231.5

242.1

228.9

212.7

GAIN/LOSS ON SECURITIES 475610 GAIN OR LOSS ON SECURITIES

‐

(100.1)

‐

‐

‐

‐

‐

SUBTOTAL

‐ 37,157.9

‐ 42,424.4

‐ 45,293.5

421.2 48,780.2

466.5 45,510.1

500.0 51,078.4

500.0 40,166.8

TOTAL

584,421.3

629,958.8

651,492.2

655,598.5

685,367.1

704,946.0

712,648.6

POLICE TRAINING CENTER REVENUE 475830 MUNI'S WITHIN ST LOUIS COUNTY

- 132 -

- 133 -

TABLE IV‐B Summary of 2016 Projected Program Revenue* by Fund and Department ($ in thousands)

Department Name Unassigned County Council Municipal Court Board of Elections Public Administrator Judicial Administration Prosecuting Attorney Miscellaneous Offices Administration Police Planning Public Works Revenue Justice Services Transportation Parks & Recreation Spirit of St. Louis Airport Health Human Services TOTAL

General Revenue Fund (1010) $ 159,855.6 11.0 4,200.0 15.0 81.6 6,396.6 1,960.2 68.9 18.3 22,518.8 51.8 13,474.1 24,202.8 7,672.7 936.3 ‐ ‐ ‐ 1,083.6 $ 242,547.4

Special Road & Bridge (1020) $ 35,918.1 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 15,248.5 ‐ ‐ ‐ ‐ $ 51,166.5

Health (1030) $ 34,565.4 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 12,757.4 ‐ $ 47,322.8

Park Maint. (1050) $ 22,773.3 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,669.8 ‐ ‐ ‐ $ 27,443.1

Spirit of St. Louis Airport (1100) $ 204.4 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 19,348.9 ‐ ‐ $ 19,553.3

Debt Service (1110) $ 7,570.4 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 7,570.4

Police Civil Defense Grant (3450) $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 350.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 350.0

Federal Aid Urban Trust (5080) $ 235.7 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 24,198.9 ‐ ‐ ‐ ‐ $ 24,434.6

SLC & Muni Police Academy (5300) $ 8.7 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 530.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 538.7

Assess‐ ment (5570) $ 111.2 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 10,509.8 ‐ ‐ ‐ ‐ ‐ ‐ $ 10,621.0

Trans. Sewer Highway Lateral (5590) (5580) $ 85.9 $ 14,553.5 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,967.6 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 3,053.5 $ 14,553.5

SLC & Muni Police Academy (5300) $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8.7 ‐ ‐ ‐ ‐ 530.0 $ 538.7

Assess‐ ment (5570) $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 9,270.0 ‐ 111.2 ‐ 1,194.8 45.0 ‐ ‐ $ 10,621.0

Trans. Sewer Highway Lateral (5590) (5580) $ ‐ $ ‐ ‐ 14,137.4 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 85.9 416.1 ‐ ‐ ‐ ‐ 20.5 ‐ 2,947.1 ‐ ‐ ‐ $ 3,053.5 $ 14,553.5

*Revenue generated due to specific department activities. Does not include revenues such as property tax, sales tax, and interest earnings.

TABLE IV‐C Summary of 2016 Projected Revenue by Fund and Category ($ in thousands)

General Revenue Fund (1010) Department Name Property Taxes $ 50,039.7 Sales Tax 52,275.1 Sales Tax ‐ Sleeping Rooms ‐ Utility Gross Receipts Tax 31,400.0 Casino Taxes 10,520.0 Emergency Telephone Tax ‐ Licenses & Permits 11,752.1 Assessment & Collection Fees 23,872.2 Fines & Forfeitures 3,056.3 Investment Earnings 579.9 Rents & Concessions 1,796.8 Intergovernmental 5,188.6 Charges for Services 36,445.9 Fees 2,323.6 Other Revenue 13,297.1 TOTAL $ 242,547.4

Special Road & Bridge (1020) $ 7,735.3 28,140.0 ‐ ‐ ‐ ‐ 510.0 ‐ 0.5 42.8 53.5 8,791.6 113.3 3,943.0 1,836.6 $ 51,166.5

Health (1030) $ 34,383.9 ‐ ‐ ‐ ‐ ‐ 3,807.6 ‐ 141.5 181.5 ‐ 1,446.1 6,694.9 ‐ 667.3 $ 47,322.8

Park Maint. (1050) $ 11,614.4 11,078.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 80.8 1,945.6 ‐ 1,135.2 ‐ 1,589.0 $ 27,443.1

Spirit of St. Louis Airport (1100) $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 204.4 2,056.5 ‐ ‐ ‐ 17,292.5 $ 19,553.3

Debt Service (1110) $ 7,424.4 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 126.1 ‐ ‐ ‐ ‐ 20.0 $ 7,570.4

- 134 -

Police Civil Defense Grant (3450) $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 350.0 ‐ ‐ ‐ $ 350.0

Federal Aid Urban Trust (5080) $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 235.7 ‐ 24,198.9 ‐ ‐ ‐ $ 24,434.6

Trans. Trust (5600) $ 45,618.8 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 45,618.8

Trans. Trust (5600) $ ‐ 45,390.3 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 228.5 ‐ ‐ ‐ ‐ ‐ $ 45,618.8

Public Mass Transit (5620) $ 133,354.6 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 133,354.6

Lambert East Perimeter TIF (5670) $ 2,640.7 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 2,640.7

Public Mass Transit (5620) $ ‐ 132,943.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 411.6 ‐ ‐ ‐ ‐ ‐ $ 133,354.6

Lambert East Perimeter TIF (5670) $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2.7 ‐ ‐ ‐ ‐ 2,638.0 $ 2,640.7

Record Preservation (5710) $ 35.6 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 600.0 ‐ ‐ ‐ ‐ ‐ ‐ $ 635.6

Police Air Support Program (5740) $ 18.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 394.9 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 412.9

Record Preservation (5710) $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 35.6 ‐ ‐ ‐ 600.0 ‐ $ 635.6

Police Air Support Program (5740) $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 7.8 ‐ ‐ 390.0 ‐ 15.0 $ 412.9

Emerg. Comm. (5800) $ 15,361.6 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,115.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 17,476.6

Northpointe County Forest Sheriff Subdivision Revolving NID (5830) (5840) $ ‐ $ 40.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 900.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 900.0 $ 40.0

Residential Energy Loan Program (5860) $ 1,156.3 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 1,156.3

Cable TV ‐ Govt. Children's Access Services (6710) (5900) $ 44,419.7 $ 3.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 44,419.7 $ 3.0

Conv. & Rec. Trust (8630) $ 11,943.6 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 11,943.6

Water Service Line (8640) $ 73.1 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,802.6 ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 3,875.7

Solid Waste Mgmt. (8650) TOTAL $ 56.2 $ 530,603.5 ‐ 11.0 ‐ 4,200.0 ‐ 15.0 ‐ 81.6 ‐ 6,396.6 ‐ 1,960.2 ‐ 68.9 ‐ 18.3 ‐ 26,808.7 ‐ 51.8 ‐ 20,244.3 ‐ 35,312.6 ‐ 7,672.7 ‐ 40,383.7 ‐ 4,669.8 ‐ 19,348.9 960.0 13,717.4 ‐ 1,083.6 $ 1,016.2 $ 712,648.6

Emerg. Comm. (5800) ‐ 14,954.2 ‐ ‐ ‐ 1,000.0 ‐ ‐ ‐ 407.4 ‐ ‐ ‐ ‐ 1,115.0 $ 17,476.6

Northpointe County Forest Sheriff Subdivision Revolving NID (5830) (5840) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 900.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 40.0 $ 900.0 $ 40.0

Residential Energy Loan Program (5860) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 30.0 ‐ ‐ ‐ ‐ 1,126.4 $ 1,156.3

Cable TV ‐ Conv. & Govt. Children's Rec. Trust Access Services (8630) (6710) (5900) $ ‐ $ ‐ $ ‐ 43,471.6 ‐ ‐ ‐ ‐ 11,836.9 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 948.1 3.0 106.7 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 44,419.7 $ 3.0 $ 11,943.6

Water Service Line (8640) $ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 73.1 ‐ ‐ ‐ 3,802.6 ‐ $ 3,875.7

Solid Waste Mgmt. (8650) TOTAL $ ‐ $ 111,197.7 ‐ 342,389.6 ‐ 11,836.9 ‐ 31,400.0 ‐ 10,520.0 ‐ 1,000.0 ‐ 16,969.7 ‐ 33,142.2 ‐ 3,198.3 56.2 4,384.0 ‐ 5,852.3 ‐ 41,170.0 ‐ 44,844.9 960.0 14,576.2 ‐ 40,166.8 $ 1,016.2 $ 712,648.6

- 135 -

- 136 -

County Police Administration Emergency Management Bureau of Security Services Division of Patrol Helicopter Operations Division of Special Operations Division of Criminal Investigation

Department of Administration Director's Office Fiscal Management CAPS Information Technology Personnel Procurement & Administrative Services

29 7 58 567 6 66 95

47 23 6 31 21 12 140

3 2 1 6

29.00 7.17 53.12 568.00 6.00 66.00 92.70

46.45 20.67 5.31 22.50 20.50 12.08 127.51

3.00 2.00 1.00 6.00

29 29.00

County Counselor

Miscellaneous Offices University of Missouri Extension Fire Standards Commission Boundary Commission

13

15 13.31

22 7 57 568 6 67 97

47 23 6 32 22 11 141

3 2 1 6

29

105

27 101 6 235 369

105 106.00

24.62 99.23 6.00 205.54 335.39

9

95

26

17 6 3 26

22.00 7.00 51.27 568.00 6.00 67.00 94.70

46.45 19.54 6.00 22.50 21.50 11.00 126.99

3.00 2.00 1.00 6.00

29.00

13.00

106.00

24.00 99.23 6.00 204.99 334.22

9.00

81.43

27.00

34 7 58 566 6 67 95

47 22 6 39 22 11 147

3 2 1 6

31

13

106

26 101 6 236 369

9

96

26

17 6 3 26

34.00 7.00 52.00 566.00 6.00 67.00 92.60

46.75 19.68 6.00 23.00 21.50 11.00 127.93

3.00 2.00 1.00 6.00

31.00

12.68

107.50

24.93 99.23 6.00 205.54 335.70

9.00

80.44

27.00

16.75 6.00 3.00 25.75

ADJUSTED Positions FTE

2015

16.75 6.00 3.00 25.75

ORIGINAL Positions FTE

Prosecuting Attorney County Executive

25 101 6 236 368

9 9.00

Public Administrator

Judicial Administration Court En Banc Sheriff Circuit Clerk Family Court

98 82.44

Board of Elections

16.75 6.00 3.00 25.75

26 27.00

17 6 3 26

2014 ACTUAL Positions FTE

County Municipal Court

County Council County Council Administration County Clerk County Auditor

GENERAL REVENUE FUND (1010)

Table V Summary of Budgeted Positions

16.75 6.00 3.00 25.75

24.12 99.23 6.00 205.54 334.89

34 7 58 565 6 67 94

47 21 6 39 22 10 145

3 2 1 6

34.00 7.00 52.00 565.00 6.00 67.00 91.60

46.75 19.62 6.00 22.00 21.50 10.00 125.87

3.00 2.00 1.00 6.00

31 31.00

13 12.68

108 109.50

24 101 6 236 367

9 9.00

90 82.88

26 27.00

17 6 3 26

DEPT. REQUEST Positions FTE

34 7 58 567 6 67 94

47 21 6 39 22 10 145

3 2 1 6

31

13

108

24 101 6 236 367

9

90

26

17 6 3 26

34.00 7.00 52.00 567.00 6.00 67.00 91.60

46.75 19.62 6.00 22.00 21.50 10.00 125.87

3.00 2.00 1.00 6.00

31.00

12.68

109.50

24.12 99.23 6.00 205.54 334.89

9.00

82.88

27.00

16.75 6.00 3.00 25.75

2016 COUNTY EXEC REC. Positions FTE

‐ ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐

‐

‐

‐

‐ ‐ ‐ ‐ ‐

‐

‐

‐

‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐

‐

‐

‐

‐ ‐ ‐ ‐ ‐

‐

‐

‐

‐ ‐ ‐ ‐

COUNCIL ADOPTED Positions FTE

‐

‐ ‐ ‐ ‐

‐ ‐ ‐ 1 ‐ ‐ (1)

‐ (1) ‐ ‐ ‐ (1) (2)

‐ ‐ ‐ ‐

‐

‐

2

(2) ‐ ‐ ‐ (2)

‐

‐ ‐ ‐ 1.00 ‐ ‐ (1.00)

‐ (0.06) ‐ (1.00) ‐ (1.00) (2.06)

‐ ‐ ‐ ‐

‐

‐

2.00

(0.81) ‐ ‐ 0.00 (0.81)

‐

(6) 2.44

‐

‐ ‐ ‐ ‐

CHANGE: 2015 ADJ ‐ 2016 COUNTY EXEC Positions FTE

- 137 -

GRAND TOTAL ‐ GENERAL REVENUE FUND

Department of Human Services County Older Resident Program County Youth Programs County Veterans Program Lakeside Center Program Development & Support Homeless Services Program Administration Women & Children Services

Department of Highways and Traffic

Department of Justice Services Operations Security Administration Community Corrections

Department of Revenue Collector of Revenue Revenue Information Services Recorder of Deeds Director

Department of Public Works Administration Facilities Management Design and Construction Code Enforcement Business Assistance Center Neighborhood Preservation

Department of Planning

Bureau of Criminal Identification Crime Laboratory Division of Operational Support Communications Police Academy


24.00 287.52 14.00 14.05 339.57

41.85 5.07 26.29 8.07 81.27

12.95 79.21 10.78 115.76 1.00 43.72 263.42

20.08 24.55 2.75 60.60 1.00 5.00 11.00 20.35 145.33

2,873 2,727.49

28 27 3 69 1 5 11 26 170

6 6.80

24 291 14 19 348

58 6 26 10 100

12 80 10 120 1 50 273

20 19.00

2014 ACTUAL Positions FTE 62 61.31 33 28 169 161.58 ‐ ‐ 42 38.10 1,134 1,110.70

2,815

26 24 3 69 1 6 10 22 161

6

26 289 13 19 347

53 6 26 10 95

12 79 10 117 1 50 269

20

2,671.17

18.63 21.20 2.75 54.97 1.00 6.00 10.00 16.86 131.41

7.40

26.00 285.52 13.00 17.05 341.57

37.54 5.06 26.30 8.06 76.96

12.70 78.90 10.78 114.15 1.00 43.72 261.25

18.92

2,848

26 24 3 69 1 6 11 26 166

6

26 291 13 20 350

56 5 26 11 98

12 79 10 119 ‐ 50 270

21

2,695.85

18.73 21.43 2.75 61.10 1.00 6.00 11.00 20.35 142.36

6.90

26.00 286.12 13.00 15.15 340.27

39.85 4.06 26.30 9.06 79.27

13.30 78.90 10.83 115.15 ‐ 43.72 261.90

20.06

2015 ADJUSTED ORIGINAL Positions FTE Positions FTE 62 61.31 64 62.56 31 27.68 31 27.68 95 90.61 82 76.92 73 73.00 86 83.23 13 6.70 12 7.10 1,098 1,075.27 1,108 1,082.09

26.00 286.13 13.00 14.80 339.93

38.24 4.00 26.00 9.73 77.97

13.30 78.90 10.83 115.15 ‐ 43.72 261.90

18.96 22.02 2.88 55.66 1.00 6.00 11.00 16.86 134.38 2,825 2,684.45

26 24 3 69 1 6 11 22 162

6 6.90

26 291 13 19 349

54 5 26 11 96

12 79 10 119 ‐ 50 270

21 20.06

DEPT. REQUEST Positions FTE 64 63.31 31 27.68 82 76.92 80 77.23 12 11.00 1,100 1,078.74

2,827

26 24 3 69 1 6 11 22 162

6

26 291 13 19 349

54 5 26 11 96

12 79 10 119 ‐ 50 270

21

2,686.45

18.96 22.02 2.88 55.66 1.00 6.00 11.00 16.86 134.38

6.90

26.00 286.13 13.00 14.80 339.93

38.24 4.00 26.00 9.73 77.97

13.30 78.90 10.83 115.15 ‐ 43.72 261.90

20.06

2016 COUNTY EXEC REC. Positions FTE 64 63.31 31 27.68 82 76.92 80 77.23 12 11.00 1,102 1,080.74

‐

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐

‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ ‐

‐

‐

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐

‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ ‐

‐

COUNCIL ADOPTED Positions FTE ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

0.23 0.59 0.13 (5.44) ‐ ‐ ‐ (3.49) (7.98)

‐

‐ 0.01 ‐ (0.35) (0.34)

(1.61) (0.06) (0.30) 0.67 (1.30)

‐ ‐ ‐ ‐ ‐ ‐ ‐

‐

(21) (9.40)

‐ ‐ ‐ ‐ ‐ ‐ ‐ (4) (4)

‐

‐ ‐ ‐ (1) (1)

(2) ‐ ‐ ‐ (2)

‐ ‐ ‐ ‐ ‐ ‐ ‐

‐

CHANGE: 2015 ADJ ‐ 2016 COUNTY EXEC Positions FTE ‐ 0.75 ‐ ‐ ‐ ‐ (6) (6.00) ‐ 3.90 (6) (1.35)

- 138 -

19 122 154 18 57 24 5 19 11 40 469

37 25 7 2 9 4 5 5 18 20 10 67 6 4 7 45 15 7 45 18 20 4 25 7 14 32 41 29 ‐ 528

HEALTH FUND (1030) Department of Health Executive Administration Fiscal Services Personnel Pharmacy Medical Records Health Informatics Nutrition Vital Records Dental Services Comm Disease Control Service Health Education Corrections Medicine County Print Shop Environmental Protection Air Pollution Control Sanitation Services Waste Management Milk Inspection Veterinary Services Vector Control Environmental Health Lab Healthy Homes Medical Examiner Health Services Public Health Nursing South County Health Center North Central Health Center JC Murphy Center Health Promo & Public Health Research TOTAL 33.02 24.31 8.61 1.70 9.00 4.00 4.50 5.00 17.80 19.50 9.50 64.30 6.00 4.00 6.60 37.38 15.00 7.00 40.93 11.76 19.50 4.00 21.70 5.62 13.80 30.91 42.37 27.01 ‐ 494.81

18.50 115.45 146.41 17.52 56.66 24.16 5.00 15.46 10.51 38.36 448.02


SPECIAL ROAD & BRIDGE FUND (1020) Department of Highways and Traffic Administration CRS Operations ARS Operations CRS Construction ARS Construction Planning CRS Highway Design ARS Highway Design Civil Plan Review Fleet Management TOTAL


35 31.42 25 24.31 7 8.61 2 1.70 9 9.00 5 5.00 5 4.50 5 5.00 18 17.80 20 17.61 9 8.50 67 64.30 6 6.00 5 4.31 7 6.60 45 37.44 15 15.00 7 7.00 45 40.93 18 11.61 20 19.00 4 4.00 25 21.70 8 5.86 14 13.80 32 30.91 43 44.37 28 26.70 ‐ ‐ 529 492.98

14 11.90 30 29.31 7 8.00 2 1.70 9 9.00 1 5.00 5 4.50 5 5.00 18 17.80 27 25.81 ‐ ‐ 67 64.30 6 6.00 4 4.00 7 6.60 45 37.44 15 15.00 7 7.00 54 49.93 19 11.99 20 19.50 4 4.00 25 21.70 7 5.62 13 12.80 32 31.20 42 44.80 28 25.72 16 15.50 529 501.12

22 18.11 122 116.59 154 148.65 18 17.52 57 56.66 24 23.85 5 5.00 20 17.16 11 10.51 39 37.25 472 451.30


2015

20 18.75 123 115.48 151 144.81 19 18.52 57 56.66 24 24.16 5 5.00 18 15.15 11 10.51 39 37.10 467 446.14


14 30 7 2 9 1 5 5 18 27 ‐ 67 ‐ 4 7 45 15 7 54 19 20 4 25 7 13 32 42 28 16 523

22 122 154 18 57 24 5 20 11 39 472

11.90 29.31 8.00 1.70 9.00 5.00 4.50 5.00 17.80 25.81 ‐ 64.30 ‐ 4.00 6.60 37.44 15.00 7.00 49.93 11.99 19.50 4.00 21.70 5.62 12.80 30.20 45.80 25.72 15.50 495.12

18.11 116.59 148.65 17.52 56.66 23.85 5.00 17.16 10.51 37.25 451.30


14 11.90 30 29.31 7 8.00 2 1.70 9 9.00 1 5.00 5 4.50 5 5.00 18 17.80 27 25.81 ‐ ‐ 67 64.30 ‐ ‐ 4 4.00 7 6.60 45 37.44 15 15.00 7 7.00 54 49.93 19 11.99 20 19.50 4 4.00 25 21.70 7 5.62 13 12.80 32 30.20 42 45.80 28 25.72 16 15.50 523 495.12

22 18.11 122 116.59 154 148.65 18 17.52 57 56.66 24 23.85 5 5.00 20 17.16 11 10.51 39 37.25 472 451.30


‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐


‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ (6) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ (6)

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ (6.00) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ (1.00) 1.00 ‐ ‐ (6.00)

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐


- 139 4 4.00 4 4.00

‐ 5.20 ‐ 5.20

147 162.84 147 162.84

4 4.00 4 4.00

SLC & MUNICIPAL POLICE ACADEMY FUND (5300)* County Police ‐ 5.20 TOTAL ‐ 5.20

148 166.06 148 166.06

3 3.40 3 3.40

POLICE CIVIL DEFENSE GRANT FUND (3450)* County Police TOTAL

ASSESSMENT FUND (5570) Assessor's Office Division of Assessment TOTAL

SEWER LATERAL FUND (5580) Department of Public Works TOTAL

3 3.40 3 3.40

23 17.42 23 17.42

3 3.40 3 3.40

153 164.11 153 164.11

‐ 4.90 ‐ 4.90

4 4.00 4 4.00

22 17.22 22 17.22

24 20.75 2 2.00 31 25.48 47 40.06 36 30.02 12 9.36 36 29.73 4 4.00 11 9.65 8 6.65 11 9.60 11 9.58 22 12.54 9 7.93 70 23.81 4 4.00 16 11.90 170 49.28 34 31.32 558 337.66


2015

SPIRIT OF ST. LOUIS AIRPORT ENTERPRISE FUND (1100) Spirit of St. Louis Airport 25 17.57 TOTAL 25 17.57


22 18.44 2 2.00 31 25.48 47 40.10 36 30.02 12 9.66 36 29.70 7 7.00 11 10.19 9 7.20 11 9.83 10 8.58 19 12.54 8 7.43 51 20.43 ‐ ‐ 16 11.90 161 47.21 34 31.32 523 329.03

23 2 32 46 36 11 41 7 45 9 44 56 19 29 40 ‐ 16 18 34 508


20.19 2.00 25.48 39.92 31.47 9.05 31.18 7.00 16.43 6.58 17.04 17.50 11.72 17.67 17.43 ‐ 11.90 18.00 30.40 330.96

PARK MAINTENANCE FUND (1050) Department of Parks and Recreation Administration Operational Services North Area Central/West Area South Area Laumeier Sculpture Park Parks Rangers Parks Program Services Greensfelder Recreation Complex Affton Community Center North County Recreation Complex W.C. Kennedy Recreation Complex Museum of Transportation St. Vincent Community Center Lemay Community Center JB/Bissell Historical Faust Park Prop P Tax Projects Metro Parks Tax Projects TOTAL


20.60 3.00 25.48 40.06 30.02 9.36 29.73 3.00 9.65 6.65 9.60 9.27 12.09 7.70 23.44 3.55 11.60 48.76 30.41 333.97

3 3.40 3 3.40

153 164.11 153 164.11

‐ 1.00 ‐ 1.00

4 4.00 4 4.00

21 17.48 21 17.48

23 3 31 47 36 12 36 3 11 8 11 11 21 9 70 4 16 170 34 556


3 3.40 3 3.40

153 164.11 153 164.11

‐ 1.00 ‐ 1.00

4 4.00 4 4.00

21 17.48 21 17.48

23 20.60 3 3.00 31 25.48 47 40.06 36 30.02 12 9.36 36 29.73 3 3.00 11 9.65 8 6.65 11 9.60 11 9.27 21 12.09 9 7.70 70 23.44 4 3.55 16 11.60 170 48.76 34 30.41 556 333.97


‐ ‐ ‐ ‐

‐ ‐ ‐ ‐

‐ ‐ ‐ ‐

‐ ‐ ‐ ‐

‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐


(0.15) 1.00 ‐ ‐ ‐ ‐ ‐ (1.00) ‐ ‐ ‐ (0.31) (0.45) (0.23) (0.37) (0.45) (0.30) (0.52) (0.91) (3.69)

‐ ‐ ‐ ‐

‐ (0.00) ‐ (0.00)

‐ (3.90) ‐ (3.90)

‐ ‐ ‐ ‐

(1) 0.26 (1) 0.26

(1) 1 ‐ ‐ ‐ ‐ ‐ (1) ‐ ‐ ‐ ‐ (1) ‐ ‐ ‐ ‐ ‐ ‐ (2)


- 140 -

15 14.31 15 14.31

3 3.45 3 3.45

CHILDREN'S SERVICES FUND (5900) Children's Services Fund Board TOTAL

WATER SERVICE LINE FUND (8640) Department of Public Works TOTAL

4,603 4,236.54

4,563

4,178.49

3 3.45 3 3.45

20 19.31 20 19.31

3 3.00 ‐ ‐ 4 4.00 9 9.00 16 16.00

4,640

4,225.42

3 3.45 3 3.45

21 20.31 21 20.31

3 3.00 ‐ ‐ 4 4.00 9 9.00 16 16.00

11 11.00 11 11.00


2015

13 12.75 13 12.75


3.00 3.00 4.00 6.00 16.00

4,608 4,204.59

3 3.45 3 3.45

21 20.31 21 20.31

3 3 4 6 16

11 11.00 11 11.00


Note: Positions are recorded within organizational unit. FTE's are recorded where the position is funded. In come cases, positions are funded from multiple locations.

GRAND TOTAL ‐ ALL BUDGETED FUNDS

3 2 4 6 15

EMERGENCY COMMUNICATIONS FUND (5800) Emergency Communications Commission Administration Sirens Telephone Network TOTAL 3.00 2.17 4.00 6.00 15.17

12 11.31 12 11.31


RECORD PRESERVATION FUND (5710) Department of Revenue Recorder of Deeds TOTAL


4,610

4,206.59

3 3.45 3 3.45

21 20.31 21 20.31

3 3.00 3 3.00 4 4.00 6 6.00 16 16.00

11 11.00 11 11.00


‐

‐

‐ ‐ ‐ ‐

‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐


‐ 3.00 ‐ (3.00) ‐

(30) (18.83)

‐ ‐ ‐ ‐

‐ ‐ ‐ ‐

‐ 3 ‐ (3) ‐

‐ ‐ ‐ ‐


Chapter Summary

Economic Development & Infrastructure (in thous a nds )

2012 Actual Expend. STL Econ. Dev. Partnership $ 3,195.0 Planning 1,657.6 Spirit of St. Louis Airport 29,351.3 Trans. & Public Works* 82,097.0 TOTAL $ 34,203.9

2013 Actual Expend. $ 3,219.6 1,541.2 25,252.4 86,450.4 $ 30,013.2

2014 Actual Expend. $ 4,501.0 1,470.7 29,988.3 90,090.7 $ 35,960.1

2015 Adjusted Budget $ 4,502.6 1,655.4 30,521.8 90,874.4 $ 36,679.8

2016 Recommended Budget $ 4,505.2 1,900.5 22,877.2 94,888.4 $ 29,282.9

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

General Government Recreation & Culture

Highway Capital Program

St. Louis Economic Development Partnership

Transportation & Public Works

Other

Spirit of St. Louis Airport

Public Safety Health & Well‐Being

Planning

- 141 -


Sheila Sweeney, Chief Executive Officer STLPartnership.com (314) 615‐7663

St. Louis Economic Development Partnership OVERVIEW Department Purpose and Identity  Purpose: Working to provide greater opportunities for shared prosperity and job growth across the economic development spectrum from entrepreneurs to large employers  Identity: The lead economic development partner for St. Louis City and County Strategic Priorities Developed and implementing the first‐ever St. Louis City and County strategic plan. This effort takes into consideration the areas of responsibility assigned in the County’s Strategic Plan. Our six strategic priorities include: 1. Grow/retain jobs & capital investment 2. Support startups & entrepreneurial community 3. Increase foreign trade & investment 4. Advance redevelopment of strategic real estate assets 5. Accelerate the growth of the region’s foreign born populations 6. Align talent with business needs Department Products and Services St. Louis Economic Development Partnership’s broad range of services includes business retention/expansion, international trade support, small business resources, business finance, and real estate and community development. Department Resources Employed ($ in thousands) 2014 Actual Sta ffi ng (Pos i ti ons ) Sta ffi ng (FTE) Appropri ati on/Expendi tures

2015 Adj. Approp.

0

0

0

0.00

0.00

0.00

$4,502.6

$4,505.2

(‐) Progra m Revenue

0.0

0.0

0.0

(‐) Dedi ca ted Funds

0.0

0.0

0.0

$4,501.0

$4,502.6

$4,505.2

Key Business Development Projects and Accomplishments 2015 YTD: 2,593 new jobs, $634.6M investment County  Charter ‐ 350 jobs/750 retained/$10M, new call center at Northwest Plaza, NMTC allocation  Davidson Surface Air ‐ 70 jobs/$12M, new distribution center (in‐fill project)  Schnucks Markets Inc.‐ 400 retained jobs/$100M, new high performance warehouse  SKF ‐ 388 jobs/$50M, new technology & mnf center in NorthPark (pictured)  Boeing 700 jobs/$300M, new advanced mnf  Patheon ‐ 380 jobs/$58M, expand mnf facility  Rabo Agrifinance ‐ 250 jobs/$32M, new North American operations center  St. Louis Community Credit Union ‐ 15 jobs/$3.1M, NMTC investment supporting services in Jennings, Ferguson and St. John  Silgan Plastics ‐ 120 jobs/$20M, new plastics mnf plant & job training programs  Seventh Wave Labs ‐ 100 jobs/$11M, SBA loan & incentives for incubator client to expand City  GlaxoSmithKline – 100 jobs/$16.25M, expand existing TUMS facility  Ackerman Toyota – 30 jobs/ $12M, new Toyota dealership  AB Mauri – 75 jobs/$10M, new R&D lab  Think Tank/White Buffalo Studios – 15 jobs/$250K, relocation of PR firm from IL

2016 Recomm. Approp.

$4,501.0

(=) Net Cos t to General Funds

MAJOR ACCOMPLISHMENTS

- 142 -

ST. LOUIS ECONOMIC DEVELOPMENT PARTNERSHIP  

 Key Small Business Finance Accomplishments St. Louis County  7 SBA 504 loans: $8.8M  10 tax‐ exempt bonds: $76.2M  5 small business loans: $412K  5 Regional Growth Capital loans: $1.8M  65 microloans (Justine Petersen): $500K  1 BOOST loan: $450K St. Louis City  1 SBA 504 loan: $497,000  6 tax‐exempt bonds: $62.6M  11 EDA loans: $689,000  2 Urban Enterprise loans: $300,000 Formed $10M Minority/Women Contractor Loan fund Key Real Estate & Community Development Projects and Accomplishments North County  $500K Port Authority grant for demo of Ferguson/Dellwood properties and landscape beautification  $4.3M N. County Aquatic Center renovation complete Aug. 2014, ribbon cutting May 2015  Acquired former JC Penney building April 2015 at former Jamestown Mall  Draft of Spanish Lake Bellefontaine Corridor Study completed June 2015; County briefing Aug. 2015, public forum fall 2015

Key Innovation & Entrepreneurship Accomplishments STLVentureWorks  Five incubators: Wellston, West County, South County, Grand Center, Helix Center (pictured)  Home to 66 client companies; 1 affiliate client  Helix Center home to 20 bio/high‐tech startups  2012‐2014 impact data: 511 jobs, $32M in revenues, $25M total funds raised Accelerate St. Louis Challenge  Added 6 tracks with specific judging criteria: bio, education, IT, financial technology, manufacturing, products/services Accelerate St. Louis  Collaboration with St. Louis Regional Chamber to manage regional entrepreneurship initiatives  AccelerateStLouis.org version 2.0 is live  Increased Twitter followers to 3,500 Helix Fund  Invests in early stage startups, entrepreneurs in residence programs (EIR) and accelerators  Invested $575K in startups, $200K in EIRs and $175K in accelerators  2012‐2014 impact data: 125 jobs, $5.3M in wages, $7.3M in revenue, $69M in funds raised for Helix Fund recipients over 3 years Key Economic Development Strategic Initiatives and Accomplishments  HUD Sec. Castro visited the MET Center to designate St. Louis City/County as a Promise Zone  $500K EDA grant for Global Plant Science master plan  $367,900 EDA grant to hire a coordinator to invigorate commercial corridors in Ferguson

Launched 1st Comprehensive Economic Development Strategy for St. Louis City/County Establishing a St. Louis Regional Advanced Mnf Partnership through a grant from DOD Competing for federal Disaster Resilience grant

- 143 -


ST. LOUIS ECONOMIC DEVELOPMENT PARTNERSHIP 



Spanish Lake Community Development Corporation launch ‐ executive director hired, CHDO certified 2015



Wellston  Design for $2M (EDA grant) for Wellston incubator expansion begins Aug. 2015  Completed $5.6M Early Explorers Academy in Wellston connecting job training (MET) with early childhood education for working parents Metropolitan Education & Training (MET) Center  $2.2M expansion of workforce training facility in Wellston houses job training for biosciences, nursing and other fields: o Floors 4‐5 completed spring 2014 o 6 floor ‐ 2016 completion o Space to include wet labs, bedside nursing lab, administrative support spaces and general assembly space for workshops such as financial literacy and entrepreneurship

Lemay Community Reinvestment Fund established by St. Louis County Port Authority in 2010 with River City Casino lease payments:  Investment: total ‐ $50.8M; FY14 ‐ $9.1M  The Pavilion at Lemay – completed $18M community and aquatic center (pictured)  Lemay Streetscape project:  $3.75M Lemay Ferry enhancements from Military to Hoffmeister; Acquired easements for 70 properties; 2016 anticipated construction  Purchased and demolished a 5th property in the 100 block of Lemay Ferry  Demolished derelict structures at Lemay Ferry and Bayless with Lemay Development Corp



Lemay Housing Partnership: $900K to assist with development costs, home repair programs, homebuyer programs and other operations Boys and Girls Club of Greater St. Louis: $200K to support program assistant salaries Legal Services of Eastern MO: $102,450 to assist low‐income entrepreneurs

- 144 -

Key World Trade Center St. Louis Projects and Accomplishments  Organized trade and investment missions to Ireland, Germany and London (pictured)  Brookings Institute‐Global Cities Initiative chose St. Louis to join 28 US/2 foreign cities for elite export and foreign‐direct investment program  Growing Global: $150K sponsorships, 700 attendees; Keynote ‐ Ashok Kumar Mirpuri, Ambassador of the Republic of Singapore  Working with Lambert and Cargo Hub to support Dual Customs Clearance with Mexico  4th consecutive year of funding from U.S. DOC – National Institute Standards Technology for foreign market research and export development for regional manufacturers  $54K grant from MoDED for scholarships for Chancellor’s Certificate in International Trade  24 companies enrolled in trade training  Preparing to launch 1st EB‐5 foreign investor project; Expected ‐ $15M/300 new jobs

ST. LOUIS ECONOMIC DEVELOPMENT PARTNERSHIP St. Louis Mosaic Project  Funding from public‐private support continues  50+ local Professional Connectors have assisted 90+ high skilled immigrants  500+ Ambassadors, 20+ Ambassador Schools and 2 Ambassador Companies engaged in welcoming foreign born citizens Enhance Communications  Launched 8‐week civic pride campaign along with CVC and Regional Chamber (pictured)  Increased online following – 3900 unique website visitors, 6200 twitter followers, 4300 active email recipients.  Hosted events, engaging key partners: Mosaic, Pavilion, N. County Aquatic Center and others  Earned prestigious awards: o Small Business Relief Program – Focus St. Louis, What’s Right with the Region o Ferguson Small Business Relief Program – IEDC, Public‐Private Partnerships o Mosaic – Regional Chamber, Achievement in Inclusion & Talent Attraction Award o The Partnership – North County Inc, Excellence in Partnership Award

Collaborative Brings communities and stakeholders together to create a more economically viable region by establishing a link for shared resources and improving communication. Real Estate & Community Development Promotes and facilitates land use and re‐use to revitalize communities, encourage business investment and protect our vital green space. Innovation & Entrepreneurship STLVentureWorks Co‐manages regional entrepreneurship initiatives through Accelerate St. Louis. Provides entrepreneurs with affordable office and warehouse space, shared support services, access to expert mentors, professional seminars, and networking opportunities. Small Business Finance Offers financing solutions for businesses, helping them obtain the right financing options to help them grow. World Trade Center St. Louis Helps businesses to expand into foreign markets, hosts visiting trade delegations and promotes the region as a place for international trade relations and economic growth.

DEPARTMENT ORGANIZATION

PROGRAMS/DIVISIONS

Business Development Retention & Expansion Provides opportunities for companies to move, grow and thrive through services that include site selection, financial incentives and assistance with compliance.

- 145 -


ST. LOUIS ECONOMIC DEVELOPMENT PARTNERSHIP

BUDGET SUMMARY ($ in thousands)

2012 Actual Expend. Division/Program Summary St. Loui s Economi c Devel opment Pa rtners hi p

2013 Actual Expend.

2014 Actual Expend.

2015 Original Approp.

2015 Adjusted Approp.

2016 Department Request

2016 County Executive Recomm. Approp.

$ 3,195.0

$ 3,219.6

$ 4,501.0

$ 4,502.6

$ 4,502.6

$ 4,505.2

$ 4,505.2

$ 3,195.0

$ 3,219.6

$ 4,501.0

$ 4,502.6

$ 4,502.6

$ 4,505.2

$ 4,505.2

Sa l a ri es a nd Wa ges

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

Pa yrol l Fri nges

‐

‐

‐

‐

‐

‐

‐

Pers ona l Al l owa nces

‐

‐

‐

‐

‐

‐

‐

Purcha s ed Servi ces

‐

‐

‐

‐

‐

‐

‐

Commodi ti es a nd Suppl i es

‐

‐

‐

‐

‐

‐

‐

Total

2016 Adopted Approp.

$ ‐

Expenditure Category Summary

Other Expens es

565.3

503.9

564.3

565.9

565.9

568.5

568.5

Tra ns fer Pa yments

2,629.7

2,715.7

3,936.7

3,936.7

3,936.7

3,936.7

3,936.7

Ca pi ta l Outl a ys

‐

‐

‐

‐

‐

‐

‐

Expendi ture Offs et

‐

‐

‐

‐

‐

‐

‐

$ 3,195.0

$ 3,219.6

$ 4,501.0

$ 4,502.6

$ 4,502.6

$ 4,505.2

$ 4,505.2

$ 3,195.0

$ 3,219.6

$ 4,501.0

$ 4,502.6

$ 4,502.6

$ 4,505.2

$ 4,505.2

$ 3,195.0

$ 3,219.6

$ 4,501.0

$ 4,502.6

$ 4,502.6

$ 4,505.2

$ 4,505.2

‐

‐

‐

‐

‐

‐

‐

Position Total

‐

‐

‐

‐

‐

‐

‐

FTE Total

‐

‐

‐

‐

‐

‐

‐

Total

$ ‐

Fund Summary Genera l Fund Total

Position Summary St. Loui s Economi c Devel opment Pa rtners hi p

- 146 -

$ ‐

‐

- 147 -

Glenn A. Powers, Director www.stlouisco.com/plan (314) 615‐2520

Department of Planning OVERVIEW



Department Mission The mission of the Department of Planning is to foster healthy communities by guiding development and reinvestment, developing long‐range plans, promoting citizen engagement and using data and information technology to guide public policy. Strategic Policy Priorities Engage People and Communities in Meaningful ways  Maintain and strengthen support and technical assistance to subdivision trustees and home owners associations.  Improve information sharing and citizen engagement in our development review processes. Embrace Excellence and Innovation  Improve the quality of customer service through the use of information technology for submitting, reviewing, and tracking development projects.  Work with the Office of Strategy and Innovation to develop metrics to track the performance of our Current Planning Division and Office of Community Development. Be an Age‐Friendly Community  Set‐aside a special allocation of Community Development Block Grant funds for seniors needing assistance to repair and upgrade their homes.

 

Reinvest in Our Places and Spaces  Produce new 5‐Year Consolidated Plan (2016‐ 2020) for the Department of Housing and Urban Development (HUD). This Plan becomes the basis for submitting applications to HUD for annual funding. Funding is projected to be $35 million over the next 5 years.  Update the allocation formula that determines the level of federal funding passed through to municipalities participating in the Community Development Block Grant program.  Support the coordinated redevelopment of smaller scale commercial centers and aging commercial corridors.  Provide 250 County residents with 5‐year forgivable loans to make improvements to their homes.  Assist housing developers in securing at least two (2) Low Income Housing Tax Credit awards for St. Louis County. Enhance Mobility and Connectivity  Incorporate new code requirements for pedestrian and bicycle facilities in new developments and contribute to the Complete Streets initiatives. Build on Our Economic Strengths and Assets  Use the County’s new HUD approved Section 108 Loan Program to make at least 2 loans to St. Louis County businesses that create new jobs.

Promote Housing and Neighborhood Options for All  Promote new zoning code options to encourage and support the development of mixed use and mixed income neighborhoods.

Encourage and support rezoning and subdivision proposals that offer diverse housing opportunities for seniors, young professionals, and low and moderate income families. Structure and fund two (2) for‐sale single‐family development projects in Jennings and Lemay. Provide 125 residents purchasing homes with down payment assistance loans.

- 148 -

DEPARTMENT OF PLANNING

Public Planning Meeting

Summary of Department Operations The Department of Planning administers zoning and subdivision ordinances for unincorporated areas, prepares community plans, monitors annexations and boundary changes, and administers federal grant programs.

Department Resources Employed ($ in thousands)

2014 Actual Sta ffi ng (Pos i ti ons )

2015 Adj. Approp.


20

21

21

Sta ffi ng (FTE)

19.00

20.06

20.06

Appropri a ti on/Expendi tures

$1,470.7

$1,655.4

$1,900.5


68.3

64.1

51.8


0.0

0.0

0.0

$1,402.4

$1,591.3

$1,848.7

(=) Net Cos t to Genera l Funds

The chart above does not include the Office of Community Development, a division of the Department of Planning. Community Development is supported by federal funds and staffing consists of 23 FTE. The chart does include 7 staff positions now in the Office of Strategy and Innovation.

MAJOR ACCOMPLISHMENTS Invest in our Youth  Provided data analysis, mapping, and technical assistance to the Children’s Service Fund and Department of Human Services in support of delivering more effective services to youth.

- 149 -

Prepare for an Aging Population  Completed a three‐year action plan for St. Louis County’s Age‐Friendly Community initiative, which was adopted by the County Council and submitted to AARP and the World Health Organization. The effort to create the plan included many engagement opportunities for older adults, service agencies and municipal officials.  Continued to provide planning and technical assistance to County Older Resident Programs in support of delivering more effective targeted services. Promote a Variety of Housing & Neighborhood Options  Developed a suitability study using data and GIS to identify ideal sites for mixed‐use/transit‐ oriented development in St. Louis County.  Finalized major changes to the zoning ordinance to encourage energy efficient and sustainable development, including a form based code that outlines several new mixed use district options for new development or redevelopment; new landscaping and lighting requirements; and modified parking regulations, including bike parking requirements.  Approved 40 new subdivision plats, creating 585 new residential lots.  Approved 59 guarantee agreements totaling $5.2 million for subdivision improvements; with only 1 subdivision going into default for incompletion of the improvements.  Completed a Choice Neighborhood Plan that will serve as the roadmap for the revitalization of the Wellston community. The Plan integrated effective strategies to implement public and/or assisted housing revitalization, coordinated and designed supportive services, and provided a neighborhood plan to improve the physical fabric of Wellston and its community assets.  Funded and completed a 10 home for‐sale development in Lemay.  Certified 3 new Community Housing Development Organizations (CHDOs).


DEPARTMENT OF PLANNING 

PROGRAMS/DIVISIONS

Created a $24 million loan pool through HUD’s Section 108 Loan Program.

With the exception of the Office of Community Development as noted below, the Department of Planning is funded through the General Revenue Fund. Within the department, the following activities are supported: The Current Planning Division enforces the zoning and subdivision ordinances to regulate land use in unincorporated St. Louis County. This includes zoning petition processing; site plan and subdivision plat review; staffing the Planning Commission and Board of Zoning Adjustment; subdivision and land disturbance escrow management; and home day care licensing. Supported by federal funds and not included in the annual budget presented to Council is the Office of Community Development. This division coordinates housing and community development activities, including the administration of the federal Community Development Block Grant (CDBG) program, Home Investment Partnership Program (HOME), Lead Hazard Control funds, and Neighborhood Stabilization Program (NSP). The Comprehensive Planning Division has been renamed the Office of Strategy and Innovation and reports directly to the County Executive’s Office. They still office at the Department of Planning and remain in our budget.

Invest in Distressed Communities  Worked with the Lemay Housing Partnership to develop 40 scattered site, single family homes in the Lemay community. The focus was on stabilizing neighborhoods and creating more modern and efficient housing options for the area.  Completed CDBG pooled demonstration project with a number of municipalities to demolish vacant and deteriorated structures. Enhance Mobility & Connectivity  Participated as an integral member of the County Department of Transportation’s working group to develop performance measures for St. Louis County’s Complete Streets implementation by providing a strategic perspective and supporting the inclusion of various health and community output measures. Other Accomplishments  Amended the Zoning Ordinance to incorporate new Federal Emergency Management flood maps and wording for flood hazard regulations.  Worked with the Missouri Department of Economic Development on submitting a proposal to HUD for funding through the National Resilient Disaster Recovery Competition. Application was selected for the second round competition.

2016 UNFUNDED PRIORITIES 

The Department of Planning has a need to fund $138,942 of salaries and other General Revenue Fund expenses that are currently covered by a transfer of grant monies from the Office of Community Development. This becomes more important as the Neighborhood Stabilization Program winds down.

- 150 -


PERFORMANCE MEASURES Zoning Petitions Processed Board of Zoning Adjustment Variances Subdivision Plats Reviewed Home Improvement Cases* Down Payment Assistance**

2012 Actual 33 165 39 401 227

2013 Actual 49 175 49 294 247

2014 Actual 37 173 79 275 254

2015 Estimated 30 150 30 250 270

2016 Projected 25 150 25 250 250

*Federally funded forgivable loan program that assists income‐eligible homeowners with necessary improvements to help maintain homeownership **Federally funded program aimed at assisting income‐eligible first time homebuyers


County Executive

Chief of Operations

Director of Planning

Office of Community Development

Planning

Community Development Block Grant

Current Planning Division

HOME

Support Services

Fiscal Division

- 151 -




2012 Actual Expend.

2013 Actual Expend.

2014 Actual Expend.





$ 1,657.6

$ 1,541.2

$ 1,470.7

$ 1,655.4

$ 1,655.4

$ 1,900.5

$ 1,900.5

$ 1,657.6

$ 1,541.2

$ 1,470.7

$ 1,655.4

$ 1,655.4

$ 1,900.5

$ 1,900.5


$ 1,076.5

$ 991.0

$ 964.9

$ 1,134.7

$ 1,134.7

$ 1,303.0

$ 1,303.0

Pa yrol l Fri nges

434.8

410.0

396.8

457.9

457.9

531.8

531.8


68.7

42.9

36.1

98.5

98.5

98.1

98.1


21.0

21.5

18.0

34.4

34.4

34.9

34.9


Division/Program Summary Pl a nni ng Total

$ ‐



22.4

19.6

21.0

27.8

27.8

32.0

32.0

Other Expens es

18.2

16.0

16.1

16.9

16.9

14.6

14.6


11.3

10.8

11.6

15.3

15.3

16.2

16.2


4.7

29.4

6.2

8.8

8.8

8.8

8.8


‐

‐

‐

(138.9)

(138.9)

(138.9)

(138.9)

$ 1,657.6

$ 1,541.2

$ 1,470.7

$ 1,655.4

$ 1,655.4

$ 1,900.5

$ 1,900.5

Total

$ ‐


$ 1,657.6

$ 1,541.2

$ 1,470.7

$ 1,655.4

$ 1,655.4

$ 1,900.5

$ 1,900.5

$ 1,657.6

$ 1,541.2

$ 1,470.7

$ 1,655.4

$ 1,655.4

$ 1,900.5

$ 1,900.5

24

19

20

20

21

21

21

24

19

20

20

21

21

21

23.05

18.75

19.00

18.92

20.06

20.06

20.06

$ ‐

Position Summary Pl a nni ng Position Total FTE Total

- 152 -

‐

- 153 -

John D. Bales, Director spiritairport.com (636) 532‐2222


OVERVIEW Department Mission The mission of the Spirit of St. Louis Airport is to provide a safe, efficient, dependable and attractive first class facility that professionally serves the users and tenants. The airport strives to maintain its role as a major transportation facility for the St. Louis region while continuing to be a responsive and responsible neighbor to the surrounding community. Strategic Priorities  Remain a self‐supporting enterprise fund increasing revenues and limiting expenses.  Maintain our pavements with targeted preventative maintenance in accordance with our Pavement Condition Index management system.  Institute an integrated building maintenance program to prevent more expensive future repairs and improve functionality.  Construct a new U.S. Customs and Border Patrol clearance facility.  Continue a land acquisition program to convert properties currently under 99‐year lease to fee simple. This is being funded in large portion by the Federal Aviation Administration (FAA) and Missouri Department of Transportation (MoDOT) programs.  Develop and lease available airport real estate, with increased promotion and marketing, providing increased revenues and economic development opportunities for St. Louis County.  Receive a discrepancy free FAA Airport Certification Inspection.  Increase traffic and fuel sales.  Increase public relations to educate the community on the great asset that the Spirit of St. Louis Airport is for St. Louis County and the region.


Department Products and Services The department serves as a major public transportation system and is a part of the National Plan of Integrated Airport System. The facility is an FAA Air Carrier Certificated Airport and offers a 7,485 foot all‐weather runway, a 5,000 foot parallel runway, precision Instrument Landing System (ILS) approaches, a FAA Control Tower, 24‐hour United States Customs Service, 24‐hour Airport Police Service, and 24‐hour Aircraft Rescue Firefighting response service.


2014 Actual Sta ffi ng (Pos i ti ons ) Sta ffi ng (FTE) Appropri a ti ons /Expendi tures

- 154 -


25

22

21

17.57

17.22

17.48

$29,988.3

$30,521.8

$22,877.2


0.0

0.0

0.0

(‐) Dedi cated Funds

29,988.3

30,521.8

22,877.2

$0.0

$0.0

(=) Net Cos t to County

2015 Adj. Approp.

$0.0

SPIRIT OF ST. LOUIS AIRPORT



MAJOR ACCOMPLISHMENTS 

 





    

The airport was able to produce positive financial results and remain a self‐supporting enterprise fund despite the economy and state of general aviation. Increased cash reserves along strategic priority lines and remained debt free. Improved relations between the airport and the surrounding community. Through the first half of 2015 the airport has received only 13 complaints of low flying or loud aircraft. Continued with Phase I of the land acquisition program that will convert leased land to fee simple. This project is being funded through MoDOT Aviation and the FAA. Completed design for a building to house vehicles and equipment in cooperation with the St. Louis County Police Department. Construction planned for fall 2015. Received a successful and discrepancy free FAA Airport Certification Inspection. Upgraded Airport Access Control System resulting in enhanced security and accountability for County owned facilities. Constructed improvements for East Fuel Farm improving efficiency and environmental safety. Began engineering design phase for rehabilitation of runway 8L‐26R which is 90% grant funded. Installed new roof on County owned corporate/maintenance hangar.



Completed construction of Taxiway Charlie to improve safety and efficiency of aircraft ground operations. Successfully negotiated sale of non‐aeronautical property for the development of a corporate headquarters of BrewHub.

Ground run‐up enclosure

2016 BUDGET HIGHLIGHTS 

  

Constructing new U.S. Customs and Border Control clearance facility to meet federal requirements for arriving international passengers. Funds for acquisition of land currently controlled under ninety‐nine year leases. Develop new website for airport. Start north runway rehab.

PERFORMANCE MEASURES Takeoffs and Landings

2012 Actual 115,817

2013 Actual 100,034

2014 Actual 99,118

2015 Estimated 103,000

2016 Projected 105,000

6,973,530 453

6,614,482 458

6,869,050 468

6,600,000 450

6,928,000 452

Fuel Sales (Gallons) Number of Based Aircraft

- 155 -




County Executive

Chief of Operations

Director of Aviation

Executive Secretary

Deputy Director of Aviation Manager Administrative Services

Airport Maintenance Manager Airport Maintenance Foreman Airport Maintenance Workers Auto Mechanic III

Auto Mechanic II

- 156 -

Airport Engineer

Airport Police


BUDGET SUMMARY ($ in thousands) 2012 Actual Expend.

2013 Actual Expend.

2014 Actual Expend.





$ 29,351.3

$ 25,252.4

$ 29,988.3

$ 29,946.8

$ 30,521.8

$ 22,877.2

$ 22,877.2

$ 29,351.3

$ 25,252.4

$ 29,988.3

$ 29,946.8

$ 30,521.8

$ 22,877.2

$ 22,877.2

$ 854.6

$ 887.6

$ 927.5

$ 1,001.0

$ 1,001.0

$ 1,014.3

$ 1,014.3


Division/Program Summary Spi ri t of St. Loui s Ai rport Total

$ ‐

Expenditure Category Summary Sa l a ri es a nd Wa ges Pa yrol l Fri nges

337.5

352.0

413.6

387.9

387.9

441.7

441.7


2,653.0

697.1

439.5

1,240.7

3,355.7

1,207.0

1,207.0


22,750.9

20,682.2

20,320.2

23,168.1

21,628.1

16,008.6

16,008.6


7.0

8.3

6.7

10.1

10.1

10.1

10.1

Other Expens es

2,104.8

2,004.5

2,070.4

2,165.0

2,165.0

2,230.5

2,230.5


545.1

543.7

524.5

717.5

717.5

781.9

781.9


98.5

77.0

5,286.0

1,306.5

1,306.5

1,183.0

1,183.0


‐

‐

‐

(50.0)

(50.0)

‐

‐

$ 29,351.3

$ 25,252.4

$ 29,988.3

$ 29,946.8

$ 30,521.8

$ 22,877.2

$ 22,877.2

Total

$ ‐

Fund Summary Spi ri t of St. Loui s Ai rport Fund

$ 29,351.3

$ 25,252.4

$ 29,988.3

$ 29,946.8

$ 30,521.8

$ 22,877.2

$ 22,877.2

Total

$ 29,351.3

$ 25,252.4

$ 29,988.3

$ 29,946.8

$ 30,521.8

$ 22,877.2

$ 22,877.2

$ ‐

Position Summary Spi ri t of St. Loui s Ai rport Position Total FTE Total

22

24

25

23

22

21

21

22

24

25

23

22

21

21

16.06

16.57

17.57

17.42

17.22

17.48

17.48

‐

- 157 -


Nichalos D. Gardner, PhD., P.E., Director stlouisco.com (314) 615‐8501

Department of Transportation and Public Works

Department Products and Services The Department consists of nine primary service divisions: Planning & Programming, Design, Construction, Operations, Fleet/Garage Operations, Code Enforcement, Neighborhood Services, Facilities Management and Administration. __________________________________________

OVERVIEW Department Mission To promote the health, safety and well‐being of St. Louis County residents by: providing an exceptional transportation system that supports multi‐modes and promotes regional growth and opportunity; enforcing internationally accepted building and property maintenance codes reasonably and judiciously; and promoting growth and stability through responsive neighborhood services. Strategic Priorities Enhance Mobility and Connectivity  Provide a safe, well maintained and efficient surface transportation infrastructure system that can adapt to local, regional and national transportation needs  Invest in pedestrian and bicycle facilities that increase mobility, promote physical activity and encourage social interaction for people of all ages and abilities  Support the expansion of public transit and encourage development that enhances transit investment Foster Safe, Secure Neighborhoods  Create stable, safe communities with connections to services and goods Embrace Excellence and Innovation  Foster a culture of innovative problem‐solving to enhance public services Demonstrate Financial Stewardship  Maintain programs of long term financial planning with a focus on cost containment and program efficiency that results in yearly balanced budgets Engage People and Communities in Meaningful Ways  Increase opportunities for residents to provide input and access information

Staff within the Transportation divisions plan, program, design, construct, and operate new roads, bridges, sidewalks, and bicycle facilities. They prioritize long‐term transportation needs, conduct informational public hearings on proposed major projects, pursue alternative funding sources and develop and maintain an operating and capital budget that addresses short‐ and long‐term goals and needs as funding permits. They oversee major design and construction projects. They manage contracts and perform construction inspections, field surveys, test construction materials, inspect private contractors and utilities’ work in the right‐ of‐way, negotiate right‐of‐way acquisitions, and administer requests to perform activities on the public right‐of‐way. They keep 3,784 County‐ owned vehicles and other engine‐powered equipment running smoothly, while managing parking for 2,453 vehicles; they maintain two (2) County‐owned parking garages. Department staff maintains a readiness to respond to catastrophic events. They conduct traffic studies, develop traffic mitigation strategies, maintain approximately 3,153 lane miles of roadway throughout unincorporated and incorporated St. Louis County, fill potholes, plow snow, spread salt, sweep roads, remove hazardous trees and limbs from the public right‐of‐ way, construct/repair sidewalks, replace worn out culverts, mow, remove litter, stripe pavement, maintain 668 traffic signals, manufacture and install signs, perform concrete replacement and other preservation activities and inspect and maintain 224 bridges.

- 158 -

DEPARTMENT OF TRANSPORTATION AND PUBLIC WORKS Staff within the Public Works divisions enforce codes for residential and commercial construction, property maintenance, re‐occupancy, mechanical periodics, land disturbance and zoning in unincorporated St. Louis County and under contract for 82 of the county’s 90 municipalities. Through plan review, permit issuance and inspections, department staff play a vital role in ensuring that proper electrical, plumbing, mechanical and general construction practices are followed for both new construction and existing residential and commercial structures.

removal service. Facilities Management staff maintain 81 County‐owned or leased facilities (including radio towers) in Clayton and throughout St. Louis County. Finally, department staff perform a variety of personnel, budget, supply acquisition and safety training functions that enable the department to effectively, safely and professionally function. Department Resources Employed ($ in thousands)

Sta ffi ng (Pos i tions ) Sta ffi ng (FTE) Appropri a ti ons /Expendi tures

2014 Actual

2015 Adj. Approp.


754

754

754

270.27

268.75

268.75

$90,090.7

$90,874.4

$94,888.4


29,078.9

28,636.0

29,658.9


5,806.4

6,351.4

6,061.4

$55,205.4

$55,887.0

$59,168.0



Mason Road bridge deck replacement

Code Enforcement staff issue approximately 50,500 construction permits every year. They perform approximately 16,500 plan reviews and approximately 135,000 construction inspections annually to ensure code compliance. Through its enforcement of property maintenance codes and St. Louis County’s re‐occupancy inspection program, Neighborhood Services staff work daily to keep neighborhoods’ property values stable and homes safe to occupy. Neighborhood Services staff manage the County’s Sewer Lateral Repair and Water Service Line programs which dramatically reduce homeowner costs to repair broken sewer and water systems. Neighborhood Services staff also manage St. Louis County’s Waste District Program, under which more than 82,000 households in unincorporated St. Louis County receive affordable and reliable recycling and trash



  

- 159 -

Oversaw approximately $36.5 million in major transportation projects and pavement maintenance programs, including $3.5 million of Intelligent Transportation System (ITS) upgrades, $8 million in arterial road resurfacing, and $10 million in concrete replacement and pavement improvement projects in subdivisions in unincorporated St. Louis County. Secured $23.5 million in federal reimbursement for 18 County projects as part of the Transportation Improvement Plan (TIP). This will help fund $29 million in projects. Responded to twelve (12) snow and ice events during the 2014‐2015 winter season and kept 3,153‐lane miles of roadway functioning. Bid for construction of the Shackelford Road Project (estimated at $8.0 million) to address safety and congestion concerns. Completed construction of the department’s first ever roundabout at Old Halls Ferry Road and Vaile Avenue. FISCAL YEAR 2016 RECOMMENDED BUDGET

DEPARTMENT OF TRANSPORTATION AND PUBLIC WORKS 

 





Continued design and construction of the new County Courts Project located at the site adjacent to the existing main court building. Completed construction of the new police precinct #4 in South County, which consolidated three locations into one. Oversaw the demolition of approximately 29 properties costing almost $210,000; mowed 2,885 neglected lawns, monitored abandoned homes, cleaned up 1,288 vacant nuisance properties, responded to over 3,416 citizen complaints regarding property maintenance issues and inspected over 21,196 single and multi‐family residential homes prior to occupancy as part of the re‐occupancy program. Continued upgrading HVAC and mechanical systems in County facilities.

  

2016 UNFUNDED PRIORITIES  

2016 BUDGET HIGHLIGHTS





 





Oversee approximately $42.5 million (including carryover) in major road and bridge construction projects and pavement maintenance programs. Oversee $13 million in subdivision concrete replacement, $1.7 million for County Road System road rehabilitation in unincorporated St. Louis County, and $12.2 million in major resurfacing projects on the County Road Systems. Increase the Intelligent Transportation System backbone in the County through $5.2M in contracts to allow for more coordinated traffic flow, improved fuel efficiency for commuters and greater mobility.

    

After Neighborhood Services clean‐up efforts performed

Performing additional system preservation activity to offset aging infrastructure. Replacing additional concrete/sidewalk, especially in St. Louis County focus areas. Construction of the West Florissant Great Streets Project. Providing entry automation at the Shaw Garage. Replacing old emergency generators at one of the Transportation District maintenance buildings and the Fleet Headquarters building. Addressing deferred facility maintenance. Purchasing or leasing of air conditioned space to house Public Works record drawings and Circuit Clerk court records. Re‐tubing chiller #1 and #2 in the Administration Building. Replacing two old cooling towers at the Administration Building. Tuckpointing the MET Center and the Record Center.

Before Neighborhood Services clean‐up efforts

Construct approximately $1.5 million in Americans with Disabilities Act (ADA) compliance improvements in accordance with our ADA Transition Plan. Continue the construction of the new County Courts Project. Perform model Construction Code reviews in anticipation of Code adoption. Develop a computer module that tracks Disaster Recovery Rapid Damage Assessment in real time.

- 160 -

DEPARTMENT OF TRANSPORTATION AND PUBLIC WORKS    

compliance with Phase II Storm Water Permit requirements and assists in and coordinates disaster recovery. Note: Site/construction plans, Special Use Permits and flood plain studies pertaining to work in unincorporated St. Louis County or that involves St. Louis County right‐of‐way within municipal boundaries, are reviewed by Civil Plan Review in the Division of Code Enforcement. Design The Design Division designs capital transportation related projects including roads, sidewalks, signal systems, bridges, bicycle lanes, ADA accommodations and road preservation. The division applies the latest federal, state and county standards as well as practical design methodology to create the most cost effective design and oversees the bid letting process for projects to be performed by private contractors. In addition, the bridge inspection team performs approximately 300 bridge inspections annually.

Replacing the original chilled water coils serving the Administration Building. Sprinkling the remaining floors of the St. Louis County Police Annex. Replacing the underground fuel tank at the Police Academy. Developing a formal Facilities Capital Master Plan.

PROGRAMS/DIVISIONS 2016 Allocation of Resources Arterial Road System 33%

Other Trans. 8% Facilities Mgmt. 19%

County Road System 17% Other Public Works 6%

Code Enforcement 11%

Sewer Lateral Pgm. 3%

Water Service Line Pgm. 3%

Planning and Programming The Planning and Programming Division maintains the five‐year Transportation Capital Construction Program, the five‐year Capital Facilities Program, as well as the Department’s Long Range Transportation Plan. The division secures alternative funding for the capital improvement program through sources such as innovative financing, federal and state programs and partnerships with key stakeholders. The Planning and Programming Division reviews projects against the County’s Complete Streets ordinance, and updates the department’s needs list of future road, traffic signal/intersection, bridge, bicycle, sidewalk and ADA construction and rehabilitation projects, performs traffic modeling and traffic studies, holds public forums/informational open houses, uses Area Engineers as liaisons between the Department and St. Louis County residents and other agencies, acquires right‐of‐way, handles real estate transactions for Department projects, performs storm water management activities to maintain

Howdershell at Charbonier Storm Sewer Construction

Construction The Construction Division inspects and supervises construction and preservation work performed within St. Louis County right‐of‐way and right‐of‐ way improvements performed by subdivision and commercial developers, performs field surveys and operates a Materials Testing Laboratory accredited

- 161 -


DEPARTMENT OF TRANSPORTATION AND PUBLIC WORKS by the American Association of State Highway and Transportation Officials (AASHTO) to ensure that the expenditure of public monies on new construction projects and the rehabilitation of existing County‐maintained roads results in a quality transportation system. The division performs research, testing and analysis of materials incorporated into roadway construction contracts and right‐of‐way improvements, and provides materials testing services to other divisions, departments and municipalities. It also performs project related survey layout work, benchmark and right‐of‐way monument preservation and provides survey work for other County departments. Operations The Operations Division fills potholes, mows, plows snow, spreads salt, removes pavement debris, repairs sidewalks and driveway approaches, repairs bridge decks, sweeps roads, removes trees and tree branches, cleans up litter, removes dead animals from the road and right‐of‐way under contract, lays asphalt, replaces culverts, and performs many other tasks directly related to providing a safe, obstruction‐ and hazard‐free road system. The division manufactures and installs street signs, maintains traffic signals, stripes pavement, conducts traffic studies and runs state‐of‐the‐art traffic operations from the Traffic Operations Building (TOB) featuring a traffic signal control room which enables signal system integration with MoDOT’s system, and remote signal control in real‐time and traffic monitoring.

Administration The Administrative Services Division provides the administrative, fiscal and procurement services necessary for the department to function. It maintains department records, assists in disaster recovery coordination, oversees supply issuance, manages the Department’s safety program, and handles personnel services such as payroll, insurance benefits, recruitment and job classification.

Investigative drilling for concrete replacement

Code Enforcement The Code Enforcement Division performs plan reviews, issues permits, conducts inspections and licensing related to the enforcement of land disturbance, building, mechanical, electrical, plumbing, commercial property maintenance, zoning and public safety‐related codes throughout unincorporated St. Louis County and for the municipalities that contract with St. Louis County. The Business Assistance Center (BAC) within the Code Enforcement Division assists new and expanding businesses in navigating St. Louis County’s plan review, permitting, inspection and licensing processes, identifies and addresses potential pitfalls beforehand through pre‐design project meetings and acts as a liaison between County departments and business owners throughout their project’s life.

Fleet Management/Garage The Fleet Management/ Garage Division maintains 3,643 motor vehicles and other engine‐powered machinery owned by St. Louis County; procures equipment; procures and dispenses fuel ; maintains 2 County‐owned parking facilities in Clayton, manages and maintains 2,264 parking spaces for both employees and contract parking; operates the County’s vehicle pool and provides mechanic and fuel services under contract to various municipalities.

- 162 -

DEPARTMENT OF TRANSPORTATION AND PUBLIC WORKS parking garages, radio towers and a morgue. Personnel are responsible for maintenance, repair and minor construction projects that include heating, ventilation and air conditioning, electrical, plumbing, carpentry, painting and sheet metal work. Specialty service contractors are used to assist in trouble‐shooting and repairing major systems and equipment when needed. Janitorial work is accomplished primarily through service contracts.

Building Inspection

Neighborhood Services On an annual basis, the Neighborhood Services Division performs approximately 17,160 inspections of residential properties on both a proactive and reactive basis. In addition to enforcing the county’s property maintenance and housing code, Neighborhood Services personnel perform over 21,196 re‐occupancy inspections of single‐family homes and apartments (in unincorporated St. Louis County and in 18 municipalities by contract) every year. Division staff manages the County’s Water Service Line Repair program which repairs approximately 1,440 residential water service lines annually. Staff manages the Sewer Lateral Repair program which annually repairs approximately 906 sewer laterals in unincorporated St. Louis County and in 12 contract municipalities. They monitor over 1,973 vacant nuisance properties and, with the Nuisance Abatement Team, clean and mow in excess of 1,285 vacant lots. Neighborhood Services also administers St. Louis County’s Waste District Program serving 82,000 households in unincorporated St. Louis County.

Facilities Management staff are also responsible for the physical building operations and maintenance at the MET Center, which provides job training and educational programs to help under‐employed, unemployed and displaced workers obtain or upgrade work skills. NOTE: Many basic facilities capital and maintenance projects undertaken and completed by our maintenance staff are designed within the Facilities Management Division. More complex building projects performed by contractors are designed within the Division of Design because they often require the design of system operation upgrades. Design staff will also oversee the bid letting process for projects to be performed by private contractors.

Facilities Management The Facilities Management Division operates and maintains 81 buildings/facilities owned or leased by St. Louis County. Encompassing 3.5 million square feet, these facilities are located throughout the County and include office buildings, the St. Louis County Justice Center, the County Courthouse, health clinics, animal shelters, police precincts,

Mechanical Inspection

- 163 -


DEPARTMENT OF TRANSPORTATION AND PUBLIC WORKS

PERFORMANCE MEASURES 2013 Actual

2014 Actual

120.7

12

64.5

33

33.0

29

27

18

43

37

Special Use Permits Issued

1,326

1,268

1,430

1,480

1,450

Wrench Turning Hours Facility Breakdown Repairs Completed within 2 Workdays of Notification Code Enforcement Permits Issued Within 4 Weeks Complaint Violations Written

32,777 75

31,719 75%

34,317 82%

33,282 82%

33,425 84%

96%

96%

96%

96%

96%

1,868

1,717

2,000

2,000

2,000

Commercial, Residential, Mechanical, Electrical and Plumbing Inspections Conducted

124,197

132,531

128,290

128,290

128,400

Surface Treatment (Lane Miles) Construction Work Inspected ($M)

2012 Actual

- 164 -

2015 2016 Projected Projected


DEPARTMENT ORGANIZATION‐TRANSPORTATION DIVISIONS

County Executive

Chief of Operations

Director of Transportation & Public Works Deputy Director Transportation & Public Works

Fleet

Administration

Highway Planning and Programming

Civil Plan Review

Highway Design

Construction

Operations

Garage Operations

Fiscal Services

Programming and Project Development

Special Use Permits

Structures

Projects

Transportation Operations

Fleet Operations

Safety Administration

Transportation Modeling and Planning Studies

Flood Plain Studies

Traffic Signals

Surveys

Maintenance Operations

Personnel

Standards and Special Projects

Subdivision Approvals

Transportation Improvements

Materials Laboratory

Public Information

Property Management

Roadway Preservation

Subdivisions

Telephone / Mail Room / Central File / Microfilm

Utility Coordination

County Property Improvements

- 165 -



DEPARTMENT ORGANIZATION – PUBLIC WORKS DIVISIONS County Executive

Chief of Operations Director of Transportation & Public Works Deputy Director of Transportation & Public Works Code Enforcement

Administration

Neighborhood Services

Permit Processing

Fiscal Services

Building Systems Maintenance

Neighborhood Preservation

Zoning

Safety Administration

Carpentry

Sewer Lateral Repair Program

Plan Review

Personnel

Housekeeping

Water Services Repair Program

Inspections

Public Information

Business Assistance Center

Facilities Management

- 166 -

Trash District Program



2012 Actual Expend.

2013 Actual Expend.

2014 Actual Expend.





PW Admi ni s tra ti on

$ 1,351.5

$ 1,335.3

$ 1,461.1

$ 1,718.9

$ 1,799.2

$ 1,735.9

$ 1,735.9

Fa ci l i ti es Ma na gement

16,724.3

16,743.5

18,258.9

18,041.0

18,149.0

18,385.8

18,385.8

Des i gn & Cons tructi on

1,893.9

2,491.1

3,022.9

1,861.2

1,861.2

1,695.4

1,695.4


Division/Program Summary

Code Enforcement

8,577.4

9,165.5

9,511.4

9,749.2

10,102.8

9,879.2

9,879.2

Bus i nes s As s i s ta nce Center

51.1

89.0

103.4

103.7

‐

‐

‐

Nei ghborhood Pres erva ti on

1,905.1

1,865.1

1,928.1

2,199.2

2,199.2

2,332.4

2,332.4

Sewer La tera l Progra m

2,946.6

2,700.1

2,524.4

3,050.2

3,050.2

2,948.4

2,948.4

Wa ter Servi ce Li ne Progra m

3,492.8

3,234.9

3,282.0

3,301.2

3,301.2

3,113.0

3,113.0

Publ i c Ri ght‐Of‐Wa y Imprv

497.3

‐

‐

‐

‐

‐

‐

Ga ra ge Opera ti ons

920.0

1,159.5

969.0

953.6

953.6

971.0

971.0

CRS Opera ti ons

12,020.4

13,281.9

13,277.6

13,223.2

13,101.7

13,870.0

13,870.0

CRS Cons tructi on

1,463.8

1,413.3

1,357.9

1,527.6

1,527.6

1,476.1

1,476.1

CRS Hi ghwa y Des i gn

351.0

354.7

363.5

386.7

386.7

393.5

393.5

ARS Opera ti ons

15,888.2

16,595.3

17,364.5

16,382.1

16,306.1

19,057.1

19,057.1

ARS Cons tructi on

5,232.7

5,105.8

5,134.5

5,246.8

5,246.8

5,532.6

5,532.6

ARS Hi ghwa y Pl a nni ng

1,384.7

3,418.7

3,942.4

4,236.8

4,236.8

4,388.6

4,388.6

ARS Hi ghwa y Des i gn

1,497.4

1,422.3

1,264.3

1,402.0

1,402.0

1,598.3

1,598.3

ARS‐SUP Ci vi l Pl a n Revi ew

351.2

346.3

315.2

502.8

502.8

505.3

505.3

Tra ns porta ti on Admi n

4,009.7

4,006.9

4,553.2

4,631.9

4,807.9

4,899.3

4,899.3

Pl a nni ng

749.0

655.3

808.7

841.8

863.3

926.5

926.5

Ci vi l Pl a n Revi ew

420.9

422.1

400.7

353.5

353.5

362.0

362.0

Fl eet Mana gement

368.2

643.8

246.7

722.6

722.6

818.0

818.0

$ 82,097.0

$ 86,450.4

$ 90,090.7

$ 90,436.2

$ 90,874.4

$ 94,888.4

$ 94,888.4


$ 32,159.6

$ 32,761.9

$ 33,373.4

$ 35,454.5

$ 35,454.5

$ 36,233.2

$ 36,233.2

Pa yrol l Fri nges

14,402.1

14,343.8

14,729.9

15,910.5

15,910.5

16,946.0

16,946.0


27,760.8

25,043.2

24,778.2

24,631.9

25,023.9

24,147.1

24,147.1

Total

$ ‐



13,411.0

13,893.2

15,745.3

14,453.4

14,342.6

14,697.6

14,697.6


637.8

607.7

616.8

759.0

759.0

710.7

710.7

Other Expens es

874.5

6,377.8

7,067.4

7,582.9

7,583.3

7,827.7

7,827.7


4,400.0

4,291.4

4,423.4

4,823.5

5,033.9

5,147.5

5,147.5


1,951.8

2,249.7

2,452.8

753.0

699.2

3,169.2

3,169.2


(13,500.7)

(13,118.2)

(13,096.6)

(13,932.4)

(13,932.4)

(13,990.5)

(13,990.5)

$ 82,097.0

$ 86,450.4

$ 90,090.7

$ 90,436.2

$ 90,874.4

$ 94,888.4

$ 94,888.4

Total

- 167 -

$ ‐


DEPARTMENT OF TRANSPORTATION AND PUBLIC WORKS 2016 Department Request


2012 Actual Expend.

2013 Actual Expend.

2014 Actual Expend.



Genera l Fund

$ 31,423.3

$ 32,849.1

$ 35,254.8

$ 34,626.8

$ 35,065.0

$ 34,999.7

$ 34,999.7

Speci a l Roa d & Bri dge Fund

43,737.1

47,666.4

49,029.4

49,458.0

49,458.0

53,827.3

53,827.3


Fund Summary

Sewer La tera l Fund

2,946.6

2,700.1

2,524.4

3,050.2

3,050.2

2,948.4

2,948.4

Wa ter Servi ce Li ne Fund

3,990.1

3,234.9

3,282.0

3,301.2

3,301.2

3,113.0

3,113.0

$ 82,097.0

$ 86,450.4

$ 90,090.7

$ 90,436.2

$ 90,874.4

$ 94,888.4

$ 94,888.4

PW Admi ni s tra ti on

12

12

12

12

12

12

12

Fa ci l i ti es Ma na gement

81

79

80

79

79

79

79

Des i gn & Cons tructi on

7

7

10

10

10

10

10

Total

$ ‐

Position Summary

Code Enforcement

113

121

120

117

119

119

119

Bus i nes s As s i s ta nce Center

1

1

1

1

‐

‐

‐


42

45

50

50

50

50

50

Ga ra ge Opera ti ons

6

6

6

6

6

6

6

Sewer La tera l Progra m

3

3

3

3

3

3

3

Wa ter Servi ce Li ne

3

3

3

3

3

3

3

CRS Opera ti ons

122

122

122

123

122

122

122

CRS Cons tructi on

22

19

18

19

18

18

18

CRS Hi ghwa y Des i gn

6

5

5

5

5

5

5

ARS Opera ti ons

151

154

154

151

154

154

154

ARS Cons tructi on

63

59

57

57

57

57

57

ARS Hi ghwa y Pl a nni ng

24

24

24

24

24

24

24

ARS Hi ghwa y Des i gn

17

20

19

18

20

20

20

ARS‐SUP Ci vi l Pl a n Revi ew

11

11

11

11

11

11

11

Tra ns porta ti on Admi n.

20

19

19

20

22

22

22

Fl eet Ma na gement

41

41

40

39

39

39

39

745

751

754

748

754

754

754

728.08

266.21

270.27

268.10

268.75

268.75

268.75

Position Total FTE Total

- 168 -

‐

Chapter Summary

Health & Well‐Being (i n thous a nds )

Children's Service Fund Human Services Public Administrator Public Health TOTAL

2012 Actual Expend. $ 34,548.5 5,790.1 741.5 53,173.8 $ 94,254.0

2013 Actual Expend. $ 39,116.3 6,029.6 771.9 52,032.7 $ 97,950.7

2014 Actual Expend. $ 103,628.1 7,361.0 772.1 51,416.5 $ 163,177.7

2015 Adjusted Budget $ 27,791.4 8,391.5 890.6 60,916.2 $ 97,989.7

Recreation & Culture

General Government

Highway Capital Program Human Services

2016 Recommended Budget $ 63,624.3 8,489.3 894.5 62,795.1 $ 135,803.1

Children's Service Fund

Health & Well‐Being

Public Safety

Economic Development & Infrastructure

- 169 -

Public Health Public Administrator


St. Louis County Children’s Service Fund

Connie Cunningham, Executive Director stlouisco.com/ChildrenServiceFund (314) 615‐5851

OVERVIEW Department Mission To improve the lives of children, youth, and families in St. Louis County by strategically investing in the creation and maintenance of an integrated system of care that delivers effective and quality mental health and substance abuse services. Strategic Priorities Invest in our Youth; Support Optimal Health for All  Design and implement a social investment approach that helps the Children’s Service Fund achieve its mission.  Improve community‐wide mental health indicators related to children and youth.  Design, implement, and maintain an integrated service system.  Develop strategic partnerships with other service providers and funders to ensure that youth receive needed services. Department Products and Services In November 2008, St. Louis County voters approved a quarter‐cent sales tax which created a community children's service fund to provide mental health and substance abuse services for St. Louis County children and youth ages nineteen and under. The St. Louis County Children’s Service Fund (CSF) is the administrator of the fund and strategically allocates resources to local nonprofit and governmental agencies to deliver mental health support and substance abuse services to the children, youth, and families of St. Louis County. It is the goal of the Children’s Service Fund to be recognized as a national model of an integrated system of care utilizing public funding. Working toward that goal, in 2015 the agency introduced major financial and programmatic changes in the organization’s infrastructure. One initiative is to

- 170 -

fund as many diverse agencies and programs as possible by creating new avenues through which potential agency partners and new programs can apply for and be granted funding. In 2015, the Children’s Service Fund funds 80 agencies and 198 programs, a significant increase in number from 2014. In addition to the existing two‐year cycle, the Board of the Children’s Service Fund implemented one new funding cycle for 2015, Expanding Opportunities. With the addition of the Expanding Opportunities funding cycle, the Children’s Service Fund now proudly hosts four different funding vehicles (including CORE, Discovery and Launch Cycles) to capture as many diverse agencies and programs as allowable under the statute. In order of total amount allocated, the Children’s Service Fund’s funding cycles are as follows: The Core funding cycle, a two‐year cycle with allocation amount of approximately $40 million per year. The Discovery Cycle is for projects that are original with unconventional approaches that lead to breakthrough ideas that can shape the future of mental health and substance abuse care. Funding is for 18 months. Twenty five projects were funded, totaling over $4.6 million and representing 8 new agencies. The Launch Funding Cycle targets new organizations delivering effective programs not currently funded in the Core Funding Cycle. The Launch Funding Cycle will buttress CSF’s ongoing efforts to expand the depth and breadth of its service delivery investments for young people residing in St. Louis County communities. Launch funding is for one year. Eight new agencies were funded, totaling over $1.5 million.

The new Expanding Opportunities funding cycle is designed to allow emerging or small programs to apply for funding. In the first cycle (March of 2015), five agencies new to the Children’s Service Fund were awarded funding totaling $878,977. The second opportunity kicked off in September 2015. The new cycles of funding were also reflected in the CSF’s three‐year fund balance forecast. In part due to the addition of the new cycles, it is projected that there will be a $10 million decrease in the fund balance by year end. Other financial controls introduced in 2015 included a phased implementation of the audit software. The data analysis software is used in generating random statistical samplings for financial audits of the agencies. Another function of the audit software is to review the monthly invoices submitted by agencies for anomalies and duplicate billings. In 2015, the Children’s Service Fund’s program staff implemented an in‐depth program quality and fidelity review of programs funded by Children’s Service Fund. These reviews determine if the programs funded by the Children’s Service Fund are achieving the desired outcomes. The fidelity review process will occur annually. All agencies funded through the Children’s Service Fund’s Core and Launch funding cycle will have been reviewed by September 2015. A major initiative of the Children’s Service Fund for 2015 has been to coordinate the school‐based services offered by partner agencies. At present time, the Children’s Service Fund is proud to provide services in all 24 St. Louis County school districts. The Children’s Service Fund’s communications staff are working diligently to form relationships in the private schools of St. Louis County, with the ultimate goal of providing services in all public and the majority of private schools in St. Louis County. As a result of the visits with the school districts, the following action items were identified: hosting a Resource Fair (November 2015) with the funded

ST. LOUIS COUNTY CHILDREN’S SERVICE FUND

partners to target school districts and private schools; forming an advisory council comprised of school personnel and agencies delivering services in the schools; facilitating group meetings between the agencies delivering services in the school districts and school personnel; and increased communication between the school districts and the Children’s Service Fund. It is a goal of the Children’s Service Fund that each school district has the resources needed to address the mental health and substance abuse needs of County youth. In 2015, the department continued to address the findings of the Needs Assessment released in 2013. The report provided a county‐wide assessment of the need for children’s mental health and substance abuse services. In conjunction with the release of the report, nine zip codes in St. Louis County were identified having the highest concentration of poverty among youth. Priorities were established for the funding cycles in 2014/2015 based on the findings of the Needs Assessment and the poverty data. In 2016, a comprehensive Needs Assessment is planned. The Children’s Service Fund hopes to identify additional gaps in service and to determine if the needs identified in the 9 high poverty zip codes have been addressed. In addition, the Children’s Service Fund continues to partner with other County departments to implement the policy priorities and goals of the St. Louis County strategic plan. Partnerships with the following departments have been established: Department of Public Health; Department of Human Services; Justice Services; Housing Authority; Office of Community Empowerment; and St. Louis County Police Department. Moving into another two‐year funding cycle, as well as continuing three other funding cycles requires the Children’s Service Fund to increase its current staff by three positions. This will enable the agency to manage the four funding cycles.

- 171 -


ST. LOUIS COUNTY CHILDREN’S SERVICE FUND Department Resources Employed



($ in thousands) 2014 Actual Sta ffing (Pos i ti ons ) Sta ffing (FTE)

2015 Adj. Approp.


15

21

21

14.31

20.31

20.31

Appropria tions /Expenditures $103,628.1

$27,791.4

$63,624.3


0.0

0.0

0.0

(‐) Dedica ted Funds

103,628.1

27,791.4

63,624.3

$0.0

$0.0


$0.0










CSF adopted a two‐year funding cycle for 2014/2015, resulting in an allocation of over $97 million. One new funding cycle was added in 2015, Expanding Opportunities, bringing the total number of funding vehicles to four. The fund balance continues to trend down which is the first time in the history of the Children’s Service Fund. Increased emphasis on the coordination of school‐based services. Met with the superintendents of the 24 County school districts to discuss coordination of services. Hosted a Resource Fair with the CSF agencies for the school districts and private schools. This allowed the schools to learn more about the services offered by the CSF agencies. Completed external procedural audit of the agency. 2015 was the final year of a three year engagement with external audit firm, Clifton Larson Allen.

2016 BUDGET HIGHLIGHTS    

The fund balance is forecasted to continue trending downward. Continuation of the quality fidelity review process for all programs. Revising demographics and outcomes reports for agencies. Needs assessment will be conducted in 2016.

- 172 -

Expansion of Children’s Service Fund staff to assist with increased capacity efforts.


PROGRAMS The chart below graphically summarizes the distribution of the Children’s Service Fund resources across the 10 statute service areas, Needs Assessment and administration.

2014/2015 Awarded Distribution ($ in thousands) PSYCHIATRIC $7,819.0

TEMPORARY SHELTER $7,404.0

SUBSTANCE ABUSE $10,764.0

TRANSITIONAL LIVING $12,522.0 TEEN PARENTS $1,851.0 RESPITE CARE $3,831.0

COUNSELING SERVICES $19,468.0

CRISIS INTERVENTION $1,627.0 SCHOOL‐BASED PREVENTION $8,117.0

HOME & COMMUNITY $41,437.0

- 173 -




County Executive

Chief of Policy

Executive Director

Finance Director

Accountant

Chief Program Director Program Specialist

Data and Information Manager

Program Specialist

Accountant

Program Associate

Program Associate

Accountant

Program Associate

Program Associate

Auditor

Program Associate

- 174 -

Executive Secretary

Community Outreach Coordinator

Communicatio ns coordinator

Director of Operations



2012 Actual Expend.

2013 Actual Expend.

2014 Actual Expend.





$ 34,548.5

$ 39,116.3

$ 103,628.1

$ 17,791.4

$ 27,791.4

$ 63,624.3

$ 63,624.3

$ 34,548.5

$ 39,116.3

$ 103,628.1

$ 17,791.4

$ 27,791.4

$ 63,624.3

$ 63,624.3


Division/Program Summary Chi l dren's Servi ces Fund Total

$ ‐

Expenditure Category Summary Sa l a ri es a nd Wa ges

$ 522.2

$ 556.1

$ 666.6

$ 1,276.4

$ 1,276.4

$ 1,305.4

$ 1,305.4

Pa yrol l Fri nges

195.0

201.8

225.1

502.6

502.6

547.8

547.8


126.8

144.6

323.6

523.7

523.7

1,086.7

1,086.7


99.7

12.8

162.4

88.7

88.7

42.2

42.2


16.3

10.7

9.3

30.5

30.5

59.0

59.0

Other Expens es

76.4

79.2

11.3

93.1

93.1

148.2

148.2


33,500.2

38,109.1

102,225.5

15,184.5

25,184.5

60,361.0

60,361.0


11.9

2.0

4.3

92.0

92.0

74.0

74.0


‐

‐

‐

‐

‐

‐

‐

$ 34,548.5

$ 39,116.3

$ 103,628.1

$ 17,791.4

$ 27,791.4

$ 63,624.3

$ 63,624.3

$ 34,548.5

$ 39,116.3

$ 103,628.1

$ 17,791.4

$ 27,791.4

$ 63,624.3

$ 63,624.3

$ 34,548.5

$ 39,116.3

$ 103,628.1

$ 17,791.4

$ 27,791.4

$ 63,624.3

$ 63,624.3

7

8

15

20

21

21

21

7

8

15

20

21

21

21

7.00

8.00

14.31

19.31

20.31

20.31

20.31

Total

$ ‐

Fund Summary Chi l dren's Servi ce Fund Total

$ ‐

Position Summary Chi l dren's Servi ce Fund Position Total FTE Total

‐

- 175 -


Andrea Jackson‐Jennings, M.Ed., Director stlouisco.com/dhs (314) 615‐4485

Department of Human Services

 Increase coordination of County Older Resident Program (CORP) and Neighborhood Services to support senior residents through the property maintenance process. Enhance Mobility and Connectivity  Explore and propose a cohesive system of on‐ demand alternative transportation services for seniors in the County. Department Products and Services The department administers a full spectrum of employment services for job seekers and employers funded by the Department of Labor (not included in this budget). Two full‐service, residential facilities are operated by the department, including a 52 bed residential treatment center for youth referred from St. Louis County Family Courts and a 39 bed domestic violence shelter for abused women and their children. The department also distributes and administers grant funds and monitors fiscal and program services for non‐profit agencies contracted to provide services for homeless and potentially homeless individuals and families; manages 400 volunteers who assist county older residents with maintaining independent living and quality of life; provides information, referral, and case management services for veterans and their families; and provides community‐based intervention, case management, mental health and youth development services for at‐risk children and youth.

OVERVIEW Department Mission The Department of Human Services is committed to providing the support, services, and resources that help individuals of all ages live safely, productively, and independently. Strategic Priorities Increase Prosperity in Areas of Concentrated Poverty  Establish a warming shelter to serve homeless individuals and families in the county to prevent harm in extreme weather conditions and link people to safe housing.  Improve the lives of women and their children at the Weinman Shelter by providing classes in parenting, financial literacy and job readiness leading to secure employment and housing. Invest in Our Youth  Increase participation at the Spanish Lake Youth Center as a result of expanded service capacity and space.  Initiate year‐round projects to expand nutrition programming to offer healthy food for children where food insecurity is high.  Achieve CARF (Commission on Accreditation of Rehabilitation Facilities) International accreditation of St. Louis County Youth Programs. Be An Age‐Friendly Community  Implement recommendations in St. Louis County’s Age‐Friendly Community Action Plan to evaluate and improve services to a diverse older adult population.  Create an accessible web‐based resource for older adult services offered by local governments and other public and non‐profit agencies. 

- 176 -

DEPARTMENT OF HUMAN SERVICES Department Resources Employed

2016 UNFUNDED PRIORITIES   

($ in thousands)

2014 Actual Sta ffi ng (Pos i ti ons )

2015 Adj. Approp.


170

166

162

Sta ffi ng (FTE)

145.33

142.36

134.38

Appropri a ti ons /Expendi tures

$7,361.0

$8,391.5

$8,489.3

517.3

1,338.1

1,083.6

(‐) Progra m Revenue (‐) Dedi ca ted Funds (=) Net Cos t to Genera l Funds

0.0

0.0

0.0

$6,843.8

$7,053.4

$7,405.7


 

  

  

PROGRAMS/DIVISIONS 2016 Allocation of Resources

All Other 23%

County Older Residents Pgm. 15%

County Youth Pgm 20%

Developed the formal St. Louis County Homeless Services Continuum of Care to ensure eligibility for competitive funding and coordinate programs and services for homeless people in the county. Expanded the capacity and accessibility of services for youth by renovating the Center for Youth On The Rise in North County. Expanded the Summer Food Service Program, providing nutritious meals to 39% more children and youth in 2015. Obtained over $8.7 million in grant funding. Provided cost‐free services to over 38,800 customers. Obtained grant for Linking to Employment Activity Pre‐Release Specialized American Job Centers ‐ $500K. Received Legal Services of Eastern Missouri’s Ashley Award for exemplary services provided at the Youth on the Rise Center. Obtained grant for North St. Louis Career Pathway Bridge Demonstration Project ‐ $1.9M. Partnered with United Way during the Ferguson experience to serve as a major source of community based healing and restorative efforts through a $1M appropriation from the St. Louis County Council.

Lakeside Center 42%

Lakeside Residential Treatment Center The division operates a full‐service residential, psychological/clinical, educational, and social center on a 24/7 basis for referrals from Family Court. Office of Family and Community Services This division provides and administers a wide array of programs for children and youth; older adults; veterans; and homeless families. Services include: Doors To Success, a comprehensive education and living skills program for youth who have dropped out of school; the Summer Food Program, providing breakfast and lunch for low‐income children when school is not in session; Supportive Services, Housing, Legal, and Tax Assistance for older adults; Medical Transportation for older adults and veterans; Benefits Advocacy for veterans and their families; Prevention, Rapid Re‐Housing, Emergency Shelter, and Housing Assistance for homeless and at‐risk families; and counseling, case management, and resource assistance for all target populations.

Funding for an overflow shelter Shelter Security Officer at the Weinman Shelter. Additional case managers at the Weinman Shelter.

- 177 -


DEPARTMENT OF HUMAN SERVICES Women and Children Services The Women and Children Services Division operates the 39 bed Weinman Domestic Violence Shelter for abused women and their children. Administration The Administration Division provides support services through the following sections: Director’s Office, Personnel, Financial, and Information Technology for all program divisions.

Workforce Development The Workforce Development Division administers a full spectrum of employment services for job seekers and employers. It is 100% funded by the Department of Labor.

PERFORMANCE MEASURES County Veterans Program Units of Service: Case Management & Advocacy Transportation – Medically Essential County Youth Programs Customer Outcomes: Progressed in School Gained Life Skills Competencies Pass Rate* High School Equivalency Test (HiSET) Homeless Clients Served: Hotline Calls Prevention Services Emergency Shelter Transitional Housing Permanent Supportive Housing Shelter Plus Care Rapid Rehousing County Older Resident Program Services: Transportation Units Provided Home Care & Repair Referrals Food Pick‐up & Delivery Legal Assistance Case Management Units Lakeside: Bed Space Utilization Cumulative Successful Release Rate

2012 Actual^

2013 Actual^

2014 Actual

2015 Estimated

2016 Projected

3,545 525

4,056 1,012

2,810 1,097

2,234 1,451

2,500 1,600

‐ ‐

‐ ‐

68% 95%

67% 98%

70% 99%

‐

‐

88%

88%

‐ ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ ‐

10,000 0 3,038 709 1,547 2,257 149

85% 8,000 487 3,407 945 1,546 2,027 873

12,699 1,545 1,212 1,394 ‐

11,908 1,630 1,176 2,143 ‐

13,140 1,519 921 2,736 1,434

83.4% 78.0%

82% 74.1%

68.5% 67.7%

13,500 1,550 1,000 2,800 1,800 82% 75.0%

8,000 500 3,500 950 1,600 2,025 950

14,000 1,600 1,100 2,800 1,800 85% 77.0%

*Compare pass rate of 46.6% for all Missouri African American adult education and literacy (AEL) students, and 74.7% for all AEL students statewide; Department of Elementary and Secondary Education HiSET Exam Annual Report 2014) ^2012‐2013 data for some measures not available at this time

- 178 -

DEPARTMENT OF HUMAN SERVICES

DEPARTMENT ORGANIZATION County Executive

Chief of Operations

Director of Human Services

Manager ‐ Administrative Services / Personnel

Executive Secretary

Residential Treatment Centers

Financial Services and Information Systems

Office of Family and Community Services

County Older Resident Programs (CORP)

Kathy J. Weinman Domestic Violence Shelter

All Grants, Stimulus Funds and General Fund Reporting

County Youth Programs (CYP)

Lakeside Center

Grant Oversight for Fiscal Compliance

County Veterans Programs

Information Systems Coordination

County Homeless Programs

Budgeting & Financial Analysis

Workforce Development

Fiscal Monitoring

- 179 -


DEPARTMENT OF HUMAN SERVICES


2013 Actual Expend.

2014 Actual Expend.





County Ol der Res i dent Progra m

$ 954.8

$ 1,000.9

$ 988.4

$ 1,210.3

$ 1,210.3

$ 1,230.0

$ 1,230.0

County Youth Progra ms

500.4

465.0

806.1

1,561.0

1,738.5

1,733.9

1,733.9



County Vetera ns Progra m

161.9

74.4

133.5

152.1

152.1

156.5

156.5

La kes i de Center

3,055.3

3,230.3

3,185.3

3,609.8

3,609.8

3,579.5

3,579.5

Progra m Dev. & Support

99.8

71.7

1,073.3

86.8

86.8

87.0

87.0

Homel es s Servi ces Progra m

133.9

149.8

191.7

401.8

401.8

411.9

411.9

DHS Admi ni s tra ti on

578.7

897.0

695.6

813.7

813.7

824.3

824.3

Women & Chi l dren Servi ces

305.3

140.6

287.2

354.5

378.5

466.1

466.1

$ 5,790.1

$ 6,029.6

$ 7,361.0

$ 8,190.0

$ 8,391.5

$ 8,489.3

$ 8,489.3


$ 4,219.7

$ 4,324.9

$ 4,561.2

$ 5,575.3

$ 5,575.3

$ 5,588.9

$ 5,588.9

Pa yrol l Fri nges

1,700.3

1,709.3

1,788.8

2,404.5

2,404.5

2,597.0

2,597.0


183.6

161.4

242.0

352.6

527.6

449.7

449.7


243.2

258.9

273.8

384.9

395.1

389.5

389.5

Total

$ ‐



119.9

121.9

119.8

168.8

168.8

175.6

175.6

Other Expens es

43.2

41.6

43.3

78.0

80.0

83.4

83.4


60.4

292.7

1,036.7

55.5

55.5

69.0

69.0


50.2

22.3

35.1

69.2

83.5

63.2

63.2


(830.3)

(903.2)

(739.7)

(898.9)

(898.9)

(926.9)

(926.9)

Total

$ 5,790.1

$ 6,029.6

$ 7,361.0

$ 8,190.0

$ 8,391.5

$ 8,489.3

$ 8,489.3

$ 5,790.1

$ 6,029.6

$ 7,361.0

$ 8,190.0

$ 8,391.5

$ 8,489.3

$ 8,489.3

$ 5,790.1

$ 6,029.6

$ 7,361.0

$ 8,190.0

$ 8,391.5

$ 8,489.3

$ 8,489.3

$ ‐


$ ‐

Position Summary County Ol der Res i dents Pro

30

29

28

26

26

26

26

County Youth Progra m

9

21

27

24

24

24

24

Offi ce of Vetera ns Servi ces

3

3

3

3

3

3

3

La kes i de Center

69

69

69

69

69

69

69

Progra m Devel opmt & Support

1

1

1

1

1

1

1

Homel es s Servi ces Progra m

3

4

5

6

6

6

6

DHS Admi ni s tra ti on

9

11

11

10

11

11

11

Women & Chi l dren Servi ces Position Total FTE Total

23

25

26

22

26

22

22

147

163

170

161

166

162

162

122.21

136.83

145.33

131.41

142.36

134.38

134.38

- 180 -

‐

- 181 -

Public Administrator

Thomas S. Arras, Public Administrator stlouisco.com/LawandPublicSafety/PublicAdministrator (314) 615‐2663

OVERVIEW Department Mission The Office of the Public Administrator is established by state law which provides that the public administrator take into his or her charge and custody the estates of deceased persons, the estates of minors and the estates and/or person of incapacitated and disabled persons in the county as indicated by law and procedures. Strategic Priorities  Provide superior and effective services to the estates under the public administrator’s care by improving upon accounting and check‐writing capabilities.  Find and provide ways to inform and educate the public regarding the role of administrators, in general, and in particular, the public administrator.  Remain informed and educated through public feedback. Department Products and Services The office provides estate administration services for citizens of St. Louis County in those situations where there are no other persons who are qualified. It also provides useful information to the public through the internet and personal contact. The office takes charge and custody of persons and assets in a number of circumstances, including:  Where there are probate assets of a deceased person that are subject to loss or damage and there is no will, heirs, personal representative, or relatives of the deceased person;  Where there are conservatorship assets of a minor who has no family or other person to act as conservator for the minor’s conservatorship estate; and



The conservatorship assets and/or person of a disabled and/or incapacitated person who has no family or other person who can act as guardian for the person or conservator for their conservatorship assets.


2014 Actual Sta ffing (Pos i ti ons ) Sta ffing (FTE) Appropri a tion/Expendi tures


9

9

9

9.00

9.00

9.00

$772.1

$890.6

$894.5


68.3

80.4

81.6


0.0

0.0

0.0

$703.8

$810.2

$812.8


- 182 -

2015 Adj. Approp.

PUBLIC ADMINISTRATOR

PERFORMANCE MEASURES

Percent of DOL Judgments Collected*

2012 Actual

2013 Actual

2014 Actual

100%

100%

100%

2015 2016 Estimated Projected 100%

100%

* DOL (Determination of Liability) judgment against defaulting former fiduciaries


Circuit Court Judges Public Administrator Assistant Public Administrator Deputy Public Administrators

Office Manager

Receptionist

Bookkeeper

Settlement Clerk

- 183 -


PUBLIC ADMINISTRATOR


2012 Actual Expend.

2013 Actual Expend.

2014 Actual Expend.





$ 741.5

$ 771.9

$ 772.1

$ 890.6

$ 890.6

$ 894.5

$ 894.5

$ 741.5

$ 771.9

$ 772.1

$ 890.6

$ 890.6

$ 894.5

$ 894.5

Sa l ari es a nd Wages

$ 500.6

$ 512.7

$ 520.5

$ 598.5

$ 598.5

$ 589.2

$ 589.2

Pa yrol l Fri nges

201.4

199.3

200.4

226.1

226.1

236.3

236.3


7.6

8.2

8.5

14.6

14.6

13.0

13.0


Division/Program Summary Publi c Admi ni s tra tor Total

$ ‐


Commodi ties a nd Suppl ies

12.1

17.2

12.5

18.4

18.4

18.4

18.4

Pers ona l All owa nces

12.0

14.1

16.3

20.8

20.8

23.7

23.7

Other Expens es

3.8

3.3

4.1

1.7

1.7

4.7

4.7


3.9

7.3

8.5

8.9

8.9

9.3

9.3

Ca pita l Outla ys

‐

9.9

1.3

1.7

1.7

‐

‐

Expenditure Offs et

‐

‐

‐

‐

‐

‐

‐

$ 741.5

$ 771.9

$ 772.1

$ 890.6

$ 890.6

$ 894.5

$ 894.5

$ 741.5

$ 771.9

$ 772.1

$ 890.6

$ 890.6

$ 894.5

$ 894.5

$ 741.5

$ 771.9

$ 772.1

$ 890.6

$ 890.6

$ 894.5

$ 894.5

9

9

9

9

9

9

9

9

9

9

9

9

9

9

9.00

9.00

9.00

9.00

9.00

9.00

9.00

Total

$ ‐

Fund Summary General Fund Total

$ ‐

Position Summary Publi c Admi ni s tra tor PositionTotal FTE Total

- 184 -

‐

- 185 -

Faisal Khan, MBBS, MPH, Director stlouisco.com/healthandwellness (314) 615‐1600

Department of Public Health

Department Products and Services The St. Louis County Department of Public Health is noted for providing high quality, low‐cost health care services. The department also ensures environmental health and food safety, effective communicable disease control and prevention. We also provide nationally recognized forensic science in death investigations.

OVERVIEW Department Mission The St. Louis County Department of Public Health strives to keep St. Louis County one of the best places in the region to live, work, or visit. This is accomplished by regularly assessing the health and environment of the county and responding with sound policies that help assure the availability of high quality public health services for everyone. Strategic Priorities  Continue to implement the department’s five‐ year strategic plan.  Continue to pursue national accreditation through the Public Health Accreditation Board to ensure that the services provided by the department meet national expectations for both quality and comprehensiveness.  Create an Asthma Clinic to address a major health care/public health need identified in St. Louis County.  Develop strong professional collaborative with academic and community based partners to focus on issues of health disparity, health equity, school based health services, alleviation of poverty, chronic disease prevention and the development of safe and prosperous communities.  Focus on the growing problem of childhood and adult obesity, as identified in the Health Needs Assessment.  Enable the department’s three health centers to ensure provision of the highest quality of clinical services to the residents of the St. Louis region.

The Department of Public Health Campus in Berkeley


2014 Actual Sta ffi ng (Pos i tions )


528

529

523

Sta ffi ng (FTE)

494.81

501.12

501.12

Appropri a tions /Expendi tures

$51,416.5

$60,916.2

$62,795.1


12,920.9

12,233.5

12,757.4


978.2

1,766.5

1,617.0

$37,517.3

$46,916.2

$48,420.7


- 186 -

2015 Adj. Approp.

DEPARTMENT OF PUBLIC HEALTH

2016 UNFUNDED PRIORITIES  The upgrade to the HVAC System, office space








The department has begun a concerted effort to implement the department’s five‐year strategic plan to focus on the priorities identified through a wide consultative process involving community members, community partners and academia. The department has taken a pro‐active scientific support and public education role in two major Environmental Health related issues in St. Louis County: The Cold Water Creek Cancer Concern and the Bridgeton Landfill related respiratory issues. To this end, the department is working with Saint Louis University and Washington University to design and implement scientific studies to document the severity and extent of the health issues faced by the community as well as be the catalyst for scientific focus on these issues. The County Executive created an Advisory Board for the Animal Care and Control program which includes expertise and talent from the entire region. The board began work in June 2015 and is focused on efforts to decrease euthanasia, increase adoptions, recruit and train volunteers and educating the public on responsible pet ownership. The department has developed a strong collaborative with various partner agencies to provide direct community based mental health crisis counseling services in the event of a natural or man‐made disaster or emergency.

upgrades, and the design for the parking lot repair and resurface at North Central Community Health Center were not included in the 2016 budget.

PROGRAMS/DIVISIONS 2016 Allocation of Resources All Other 42% Admin. 9%

Research 3% Health Centers 12% Health Services 10%

Pharmacy 8% Veterinary Svcs. Corrections 5% Med. 11%

Health Promotion & Public Health Research This new division was created in 2015 to address all chronic disease surveillance and prevention issues as well as the integration of health promotion messages throughout all aspects of our work. Substance abuse and mental health are two major areas of focus for the department. This division will take the lead in developing policies, plans and interventions to address these in close collaboration with partner agencies and academia.

2016 BUDGET HIGHLIGHTS  The budget contains $1,525,812 for the new



division of Health Promotion and Public Health Research (see description under “Programs/Divisions”). The budget contains $1.55 million for a required debt service payment on $20.4 million of Public Health Campus Special Obligation Bonds issued in June 2010.

In 2015, the department opened a new Household Hazardous Waste Disposal Facility in North County. This is the department’s second HHW site; the first is in South County.

- 187 -


DEPARTMENT OF PUBLIC HEALTH Communicable Disease Control Services The Communicable Disease Control Services Division provides surveillance and control of contagious diseases affecting the community, coordinates emergency preparedness for disease outbreaks, and provides vector control and veterinary services for stray and dangerous animals. Environmental Protection The Air and Waste Management Branch of Environmental Protection provides management, education, and enforcement of codes related to solid waste, air pollution, and lead poisoning prevention. The Food and Environmental Health Laboratory Branch of Environmental Protection provides inspections of food establishments, daycares, hotels and motels, tobacco establishments, tattoo parlors, dairy farms, and swimming pools. The Environmental Health Laboratories measure levels of environmental toxins known to cause harm to human health for which County, State, or Federal governments have set a Maximum Contaminant Level, as well as test dairy products from approximately two‐thirds of the state of Missouri, and well water for local residents and community water systems. Executive Administration Executive Administration is a support division responsible for ensuring performance management in accordance with the department’s strategic plan and managing public communication as well as communication with the county executive’s office, the county council and other partner agencies at the state level. Fiscal Services Fiscal Services ensures the department’s financial health through the management of the department’s revenue and grants, billing and collections, and accounts payable. It also manages the department’s Office of Vital Records as well as the printing operations for St. Louis County.

The Office of the Medical Examiner The Medical Examiner serves the community by using the knowledge of forensic science and medicine to investigate deaths that constitute a concern to the public health and safety. The Medical Examiner is responsible for determining the cause and manner of all sudden, unexpected, suspicious, unnatural, or violent deaths. Personnel The Personnel Division is the main resource for information on employee well‐being, including all aspects of a positive employment experience. The office also coordinates a volunteer services program and an internship program.

The Emergency Preparedness Program held an exercise at Ritenour High School this year to test the department’s ability to distribute medicine to residents in the event of a public health emergency.

Community Medical Services The Community Medical Services Division provides comprehensive primary healthcare and dental services to County residents at three community health centers, provides community health education, and health and mental health services for the County’s correctional system.

- 188 -


PERFORMANCE MEASURES Percentage of communicable disease investigations within 14 days of assignment Volume of recyclables collected (minimum service levels for residential trash collection county‐wide require once a week recycling collection) Foodservice establishment inspections Swimming pool & spa inspections Pool operators compliant With federal safety standards to reduce potential drain entrapment Number of internships and fellowships participating in the academic health department program.* Percentage increase in the number of food inspections conducted quarterly through the increased use of Accela (environmental health software) over paper inspections.* Number of research reports, white papers, health profiles, and policy briefs issues on public health topics.* Percentage of sexually transmitted infection (STI) clients (with chlamydia or gonorrhea) who receive clinically recommended treatment.* *Prior year data not available

2012 Actual 97%

2013 Actual 99%

2014 Actual 98%

2015 Estimated 96%

2016 Projected 97%

29,676 Tons

101,683 Tons

110,000 Tons

115,000 Tons

132,000 Tons

10,390

9,573

10,091

9,600

9,600

7,794

6,486

6,876

7,000

6,800

178

961 (all)

961 (all)

961 (all)

961 (all)

216

250

0%

5%

9

16

80%

85%

- 189 -




- 190 -



2013 Actual Expend.

2014 Actual Expend.





$ 8,666.5

$ 7,469.4

$ 7,256.5

$ 8,160.4

$ 8,500.3

$ 5,336.7

$ 5,336.7


Division/Program Summary Executi ve Admi ni s tra ti on Fi s ca l Servi ces

1,240.2

1,381.9

1,365.5

1,590.3

1,677.4

4,900.4

4,900.4

Pers onnel

355.1

382.4

380.1

946.6

764.3

1,101.7

1,101.7

Pha rma cy

4,328.6

4,399.9

4,735.1

5,449.3

5,449.3

5,128.5

5,128.5

Medi ca l Records

465.2

484.7

414.3

572.8

609.6

535.8

535.8

Hea l th Informa ti cs

2,087.7

2,214.7

1,597.8

2,011.3

1,817.4

2,188.5

2,188.5

Nutri ti on

53.7

108.6

182.2

315.2

315.2

334.0

334.0

Vi ta l Records

305.2

292.9

301.7

340.2

340.2

330.7

330.7

Denta l Servi ces

1,474.3

1,375.9

1,489.7

1,778.8

1,778.8

1,793.6

1,793.6

Comm Di s ea s e Control Svcs

1,256.8

1,008.8

1,079.5

1,386.7

1,386.7

2,282.7

2,282.7

Hea l th Educa ti on

583.3

607.1

618.7

696.4

696.4

73.1

73.1

Correcti ons Medi ci ne

5,276.2

5,752.7

5,729.2

6,581.5

6,589.7

6,671.6

6,671.6

County Pri nt Shop

173.3

266.2

136.6

285.4

285.4

‐

‐

Envi ronmenta l Protecti on Admi n

303.4

350.0

361.4

422.0

422.0

423.3

423.3

Ai r Pol l uti on Control

408.6

386.3

448.4

575.1

575.1

517.0

517.0

Sa ni tati on Servi ces

1,988.6

1,987.3

2,013.0

2,399.0

2,413.1

2,429.3

2,429.3

Was te Ma na gement

441.7

463.8

437.4

570.7

570.7

627.9

627.9

Mi l k Ins pecti on

485.8

502.8

496.2

506.7

506.7

562.2

562.2

Veteri na ry Servi ces

2,449.5

2,353.4

2,498.5

2,782.8

2,782.8

3,275.3

3,275.3

Vector Control

575.1

572.7

596.0

769.9

769.9

823.2

823.2

Envi ronmenta l Hea l th La b

1,446.6

1,423.4

1,488.6

1,668.0

1,668.0

1,725.2

1,725.2

Hea l thy Homes

105.1

164.8

176.2

275.1

289.4

273.6

273.6


1,006.0

1,006.0

1,006.0

1,006.0

1,006.0

1,006.0

1,006.0

Medi ca l Exa mi ner

1,869.0

1,954.9

1,830.7

2,054.1

2,054.1

2,135.6

2,135.6

Hea l th Servi ces

6,181.6

6,995.6

6,700.9

7,217.6

7,121.7

6,454.6

6,454.6

Publ i c Hea l th Nurs i ng

831.5

677.1

540.1

1,044.7

957.5

990.8

990.8

Di s ea s e Preventi on Servi ces

‐

5.2

5.0

‐

‐

‐

‐

South County Hea l th Center

2,119.8

1,848.8

1,937.4

2,128.5

2,128.5

2,110.6

2,110.6

North Centra l Heal th Center

3,819.6

2,959.7

2,956.9

3,342.6

3,392.2

3,661.5

3,661.5

John C. Murphy Heal th Center

1,139.4

1,850.7

1,658.6

1,965.9

1,975.0

1,914.8

1,914.8

SLC Communi ty Conn. Pa geda l e

‐

‐

‐

306.3

306.3

‐

‐

Hea l th Promoti on and PH Res ea rch

‐

‐

‐

‐

‐

1,570.1

1,570.1

Educa ti on & Ma teri a l s

190.1

25.0

75.9

142.0

217.0

212.0

212.0

Muni Gra nts & Uni ncorpora ted

255.1

3.1

202.1

250.0

250.0

250.0

250.0 175.0

Ma rket Devel opment

‐

240.5

1.4

175.0

175.0

175.0

Hous ehol d Ha za rdous Wa s te

785.4

7.5

169.3

257.0

417.0

300.0

300.0

Was te Ma na gement Enforcement

250.0

250.8

267.5

256.0

269.7

265.0

265.0

Incenti ves to Indus tri es

‐

‐

‐

150.0

150.0

150.0

150.0

Offi ce of Sol i d Wa s te

250.0

250.0

250.0

250.0

250.0

250.0

250.0

Mi s cel l a neous ‐ Sol i d Wa s te

6.0

8.3

12.0

15.0

37.8

15.0

15.0

$ 53,173.8

$ 52,032.7

$ 51,416.5

$ 60,644.7

$ 60,916.2

$ 62,795.1

$ 62,795.1

Total

- 191 -

$ ‐


DEPARTMENT OF PUBLIC HEALTH 2012 Actual Expend.

2013 Actual Expend.

2014 Actual Expend.







$ 18,716.2

$ 19,923.8

$ 20,458.1

$ 23,959.3

$ 23,959.3

$ 24,782.1

$ 24,782.1

Pa yroll Fri nges

8,074.7

8,492.2

8,344.5

10,549.9

10,549.9

11,645.9

11,645.9

Purchas ed Services

9,718.2

10,141.0

9,149.3

10,263.8

9,980.2

9,837.0

9,837.0

Commodi ti es a nd Suppl ies

6,716.7

6,322.2

6,491.3

7,535.9

7,446.7

7,044.5

7,044.5

Pers ona l All owa nces

288.3

226.8

250.0

374.8

376.8

398.2

398.2

Other Expens es

1,936.4

1,516.2

1,964.9

2,080.5

2,092.3

2,276.1

2,276.1


7,369.0

5,905.0

5,626.8

6,561.9

7,180.3

7,130.4

7,130.4

Ca pi ta l Outl ays

1,655.8

595.5

289.7

418.7

430.7

480.8

480.8

Expenditure Offs et

(1,301.4)

(1,090.0)

(1,158.3)

(1,100.0)

(1,100.0)

(800.0)

(800.0)

$ 53,173.8

$ 52,032.7

$ 51,416.5

$ 60,644.7

$ 60,916.2

$ 62,795.1

$ 62,795.1

Hea lth Fund

$ 51,437.2

$ 51,247.6

$ 50,438.2

$ 59,149.7

$ 59,149.7

$ 61,178.1

$ 61,178.1

Sol id Wa s te Mgmt Fund

1,736.6

785.2

978.2

1,495.0

1,766.5

1,617.0

1,617.0

$ 53,173.8

$ 52,032.7

$ 51,416.5

$ 60,644.7

$ 60,916.2

$ 62,795.1

$ 62,795.1

Total

$ ‐

Fund Summary

Total

- 192 -

$ ‐

DEPARTMENT OF PUBLIC HEALTH 2012 Actual Expend.

2013 Actual Expend.

2014 Actual Expend.





34

35

37

35

14

14

14


Position Summary Executi ve Admi ni s tra ti on Fi s ca l Servi ces

28

25

25

25

30

30

30

Pers onnel

5

6

7

7

7

7

7

Pha rma cy

2

2

2

2

2

2

2

Medi ca l Records

9

9

9

9

9

9

9

Res ea rch

5

4

4

5

1

1

1

Nutri ti on

5

5

5

5

5

5

5

Vi ta l Records

5

5

5

5

5

5

5

Denta l Servi ces

18

18

18

18

18

18

18

Comm Di s ea s e Control Svcs

20

20

20

20

27

27

27

Hea l th Educati on

10

10

10

9

‐

‐

‐

Correcti ons Medi ci ne

63

62

67

67

67

67

67

County Pri nt Shop

6

6

6

6

6

‐

‐

Envi ronmenta l Protecti on Admi n

7

5

4

5

4

4

4

Ai r Pol l uti on Control

7

7

7

7

7

7

7

Sa ni ta ti on Servi ces

45

45

45

45

45

45

45

Wa s te Ma na gement

15

15

15

15

15

15

15

Mi l k Ins pecti on

8

7

7

7

7

7

7

Veteri na ry Servi ces

44

45

45

45

54

54

54

Vector Control

18

18

18

18

19

19

19

Envi ronmenta l Hea l th La b

20

20

20

20

20

20

20

Hea l thy Homes

4

4

4

4

4

4

4 25

Medi ca l Exa mi ner

24

24

25

25

25

25

Hea l th Servi ces

5

7

7

8

7

7

7

Publ i c Hea l th Nurs i ng

14

14

14

14

13

13

13

South County Hea l th Center

34

32

32

32

32

32

32

North Centra l Hea l th Center

42

42

41

43

42

42

42

JC Murphy Hea l th Center

24

28

29

28

28

28

28

Hea l th Promoti on & PH Res ea rch Position Total FTE Total

‐

‐

‐

‐

16

16

16

521

520

528

529

529

523

523

485.66

487.49

494.81

492.98

501.12

501.12

501.12

‐

- 193 -


- 194 -

Chapter Summary

Public Safety (i n thous a nds )

2012 Actual Expend. $ 11,060.5 22,942.8 22,746.6 1,687.0 94,955.8 8,131.8 $ 161,524.6

Emergency Communications Judicial Administration Justice Services Municipal Court Police Prosecuting Attorney TOTAL

2013 Actual Expend. $ 10,427.4 23,114.9 23,553.1 1,987.0 98,548.4 8,562.6 $ 166,193.3

2014 Actual Expend. $ 12,577.7 23,647.4 23,923.3 1,652.3 104,707.7 8,869.6 $ 175,378.0

2015 Adjusted Budget $ 14,340.3 26,110.8 25,052.3 1,796.7 107,938.9 9,637.9 $ 184,876.9

2016 Recommended Budget $ 14,980.9 26,722.8 25,652.6 2,011.0 108,601.1 10,026.3 $ 187,994.6

Emergency Communications

Highway Capital Program General Government

Judicial Administration

Recreation & Culture Public Safety Police Health & Well‐Being

Justice Services Municipal Court


Prosecuting Attorney

- 195 -


Chief William Karabas, Chairman David Barney, Director stlouisco.com (314) 615‐2562

Emergency Communications Commission

Department Resources Employed

OVERVIEW

($ in thousands)

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

2014 Actual Sta ffi ng (Pos i ti ons ) Sta ffi ng (FTE) Appropri a tion/Expendi tures


15

16

16

15.17

16.00

16.00

$12,577.7

$14,340.3

$14,980.9


0.0

0.0

0.0

(‐) Dedica ted Funds

12,577.7

14,340.3

14,980.9

$0.0

$0.0

$0.0


The Emergency Communications Fund was created in 2010 to record revenues received from the countywide 0.10% sales tax approved by St. Louis County voters on November 3, 2009. Revenues from this tax shall be used to establish, operate, and maintain an emergency communications system within the county. Strategic Priorities  Complete deployment and testing of the new “9‐1‐1” system for all Public Safety Answering Points (PSAPs) throughout the county. Complete needs assessment, specifications development, publication of a Request for Proposal, and evaluation of responses for a Countywide Computer‐Assisted Dispatch (CAD) System to bring all 9‐1‐1 Dispatch Centers onto a common system. Department Products and Services The Emergency Communications Commission is responsible for providing countywide interoperable radio communications, as well as upgrading 9‐1‐1 communications in the county, and maintaining the Emergency Outdoor Warning Siren network. The director and other staff assigned to carry out the responsibilities of the ECC are organized under the Division of Operational Support in the St. Louis County Police Department.

2015 Adj. Approp.


 

Completed transition of all police, fire, and public works agencies within St Louis County to the new Interoperable 800MHz Radio System. Completed testing and acceptance of the new Interoperable 800MHz Radio System. Achieved compliance with the “Narrowbanding” order as mandated by the Federal Communications Commission.




The 2016 budget includes $8.6 million to fund required debt service payments for Emergency Communication Special Obligation Bonds (Series 2010 A/B) which were issued in April 2010. Payments will continue through 2035. An increase of $1.6 million is budgeted for a post‐warranty maintenance and support for new systems, including public safety/public service subscriber radios, radio system infrastructure, and next generation 911 system.

- 196 -

EMERGENCY COMMUNICATIONS COMMISSION


Emergency Communications Commission (ECC)

ECC Director

Siren System Infrastructure

9‐1‐1 Operations

Radio Operations

St. Louis County Police Department

ECC Projects

Information Support

- 197 -


EMERGENCY COMMUNICATIONS COMMISSION


2012 Actual Expend.

2013 Actual Expend.


2014 Actual Expend.





Division/Program Summary Admi ni s tra ti on

$ 9,412.1

$ 8,348.2

$ 9,962.8

$ 10,469.7

$ 10,469.7

$ 10,179.1

$ 10,179.1

Si rens

41.0

160.0

86.8

‐

‐

197.8

197.8

Tel ephone

1,439.6

1,584.9

1,780.9

2,366.2

2,366.2

1,971.7

1,971.7

Network‐Ra di o

167.8

334.3

747.3

1,504.4

1,504.4

2,632.4

2,632.4

$ 11,060.5

$ 10,427.4

$ 12,577.7

$ 14,340.3

$ 14,340.3

$ 14,980.9

$ 14,980.9

$ 342.5

$ 471.0

$ 595.0

$ 1,008.6

$ 1,008.6

$ 1,020.6

$ 1,020.6

Total

$ ‐

Expenditure Category Summary Sa l a ri es a nd Wa ges Pa yrol l Fri nges

116.6

169.8

212.1

438.4

438.4

452.1

452.1


1,434.6

2,063.7

2,526.0

3,307.5

3,293.3

4,252.3

4,252.3


22.7

44.7

139.0

103.2

156.8

102.2

102.2


10.2

9.7

7.4

30.4

20.4

30.4

30.4

Other Expens es

8,637.4

7,607.9

8,646.4

9,137.5

9,137.5

8,714.1

8,714.1


388.7

25.7

328.0

257.0

224.6

399.2

399.2


107.9

35.0

123.9

57.7

60.7

10.0

10.0


‐

‐

‐

‐

‐

‐

‐

$ 11,060.5

$ 10,427.4

$ 12,577.7

$ 14,340.3

$ 14,340.3

$ 14,980.9

$ 14,980.9

Total

$ ‐

Fund Summary Emergency Communi ca ti ons $ 11,060.5 Total

$ 11,060.5

$ 10,427.4

$ 12,577.7

$ 14,340.3

$ 14,340.3

$ 14,980.9

$ 14,980.9

$ 10,427.4

$ 12,577.7

$ 14,340.3

$ 14,340.3

$ 14,980.9

$ 14,980.9

$ ‐

Position Summary Admi ni s tra ti on

2

2

3

3

3

3

3

Si rens

‐

‐

2

‐

‐

3

3

Tel ephone

3

3

4

4

4

4

4

Network‐Ra di o

4

4

6

9

9

6

6

9

9

15

16

16

16

16

10.00

10.00

15.17

16.00

16.00

16.00

16.00


- 198 -

‐

- 199 -

Paul Fox, Director stlouisco.com/LawandPublicSafety/CircuitCourt (314) 615‐2666

Department of Judicial Administration

 Execute court orders to apprehend and transport alleged mentally ill, dangerous and/or incompetent persons to a mental health facility and from mental health facilities to Probate Division or Circuit Court for hearing.  Parent Education Program to help parents better appreciate the impact of the separation and divorce process upon their children.  Substance Abusing Families Engaged in Treatment and Intervention (SAFETI) Court to provide close monitoring of parents with substance abuse problems who have children involved in the child welfare system. Department Resources Employed

OVERVIEW Department Mission The Department of Judicial Administration’s mission is to resolve disputes, try cases, administer justice in a timely and fair fashion, and effectively comply with all statutes, ordinances, and regulations. The department seeks to do this as cost effectively as possible. Strategic Priorities  Execute all court orders within statutory timeframes and in compliance with Missouri Court Rules.  Continue to expand court approved forms available on the Internet. Department Products and Services  Assisting victims of domestic violence through the Domestic Violence Court.  A resource center for pro se litigants in Family Court.  An Alternative Treatment Court for defendants with abuse problems and alcohol related driving offenses.  Free marriage ceremonies performed on Wednesdays for all couples who come to the courthouse and have a St. Louis County marriage license.  Jury trials  Execute court orders for attachment, replevin, levy under general execution, eviction and garnishment of execution.  Child protection programs and services designed to protect children from parental abuse and neglect.  Juvenile delinquency programs and services designed to transform offenders into responsible members of the community.  Exchange Center to provide a safe environment for the exchange and supervision of children involved in court‐ordered visitation.

($ in thousands) 2014 Actual Sta ffi ng (Pos i ti ons )

2015 Adj. Approp.


368

369

367

Sta ffi ng (FTE)

335.39

335.70

334.89


$23,647.4

$26,110.8

$26,722.8


6,392.5

6,461.0

6,396.6


0.0

0.0

0.0

$17,254.9

$19,649.8

$20,326.2


MAJOR ACCOMPLISHMENTS   

 

- 200 -

eFiling began on March 31, 2014 and will be phased in for all case types through 2016. 90 percent of hearings involving child abuse and neglect cases conducted in compliance with Supreme Court Time Standards. Parenting Court offers services to parties involved in paternity and child support cases. The Sheriff’s Office achieved a service rate of 94.7 percent in calendar year 2014. The Sheriff’s Office generated $2.8 million in revenue for St. Louis County in 2014.

DEPARTMENT OF JUDICIAL ADMINISTRATION treatment for long periods of time, and supervise them closely. Clients receive the treatment and other services they require to stay clean and to lead productive lives, but they are also held accountable by a judge for meeting their own obligations to society, themselves and their families. They are regularly and randomly tested for drug and alcohol use, required to appear in court for the judge to review their progress, and receive rewards for doing well and sanctions for not living up to their obligation.

2016 UNFUNDED PRIORITIES   

Jury system enhancements. Replacement of benches, jury chairs, witness chairs in remaining courtrooms. Two new information technology positions.

PROGRAMS/DIVISIONS

Court en Banc Office The Circuit Court en Banc consists of all the Judges of the Twenty‐first Judicial Circuit Court of Missouri acting collectively. It selects one of the Judges to serve as Presiding Judge. The Court en Banc determines questions of policy for the Court and promulgates Court Rules. Each Judge of the court is assigned one or more dockets of cases to resolve. The Court has general supervision of all administrative matters relating to the court. Staff assists the Court with administrative and clerical matters, including the calling of jurors.

St. Louis County Courthouse and construction for the new Family Court Building.

Alternative Treatment Court resides under the auspices of the Circuit Court and includes separate dockets for Drug, DWI, and Veteran’s Treatment Court. Alternative Treatment Courts are judicially‐ supervised court dockets that strike the proper balance between the need to protect community safety and the need to improve public health and well‐being; between the need for treatment and the need to hold people accountable for their actions. Alternative Treatment Courts keep nonviolent drug and alcohol addicted individuals in

The Alternative Treatment Courts Team is unique to the courtroom setting. The key is a non‐adversarial relationship between members of the team. This approach stems from the supposition that all team members share the common goal of reducing the drug and alcohol dependence and criminal activities of the participants. The Alternative Treatment Courts Team consists of a judge, an administrator, prosecuting attorney, defense attorney, probation officers, and treatment provider.

Sheriff’s Office The St. Louis County Sheriff’s Department performs a court support mission by serving court papers, enforcing court orders and assisting to maintain order in the courtrooms of the St. Louis County Circuit Court. Service of court papers emanates from a U.S. Constitution mandate that a court will not have jurisdiction over a lawsuit until the defendant has been officially notified of that

- 201 -


DEPARTMENT OF JUDICIAL ADMINISTRATION lawsuit. Missouri statutes authorize sheriffs to collect a fee for serving court papers that notify the defendant of the lawsuit.



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

Family Court In November 1993, several judicial divisions of the St. Louis County Circuit Court were consolidated into the Family Court of St. Louis County under the direction of an Administrative Judge. Judges and Commissioners assigned to these divisions exclusively hear cases involving children and families.

When a court enters a money judgment in favor of one of the parties, or a judgment for possession of real property, a means of enforcing that judgment is to direct the Sheriff to take action via a writ of execution. In cases of money judgments, the St. Louis County Sheriff receives writs directing him to seize (levy on) property specified by on the writ, then sell that property and turn the proceeds over to the court in order to satisfy the judgment. For writs of possession of real property the Sheriff is ordered to remove any tenants residing on the property and restore possession to the landlord.

Hearings within the Family Court are conducted in two separate buildings located in Clayton. Juvenile matters are heard at the Family Court Center on Brentwood Boulevard. This facility also houses the Juvenile Detention Center and various staff offices. Non‐juvenile matters are primarily conducted at the Circuit Courthouse in downtown Clayton. The Family Court also provides support services for those coming to the attention of the Court. Individual and group counseling, probationary services, parent education classes and restitution programs are examples of programs offered.

Missouri law requires the Sheriff to attend the various divisions of the Circuit Court. The St. Louis County Sheriff fulfills this mandate by assigning bailiffs to the thirty‐seven (37) divisions of the St. Louis County Circuit Court. The Bailiff performs numerous functions for the court including: a ceremonial function by opening and closing the Court and calling the names of the parties; an administrative function by calling the docket and monitoring when the parties are present and prepared for hearing by the court; and a security function by maintaining order in the courtroom, and by monitoring the Judge’s chambers and surrounding area for security. Circuit Clerk’s Office The office staff of the Circuit Clerk plans, assigns, coordinates, administers and supervises over 240 State and County personnel who provide clerical and administration support to the 21st Judicial Circuit of St. Louis County. Their duties are:  File, maintain and docket court cases and records;  Develop, revise and maintain information systems for the Court;  Assess, collect, account and disburse court costs and fees;  Record monies deposited into the registry of the Court; and

The Family Court operates under the principal of “one Family – one Judge.” All matters involving a particular family are assigned to the same Judge or Commissioner whenever possible, bringing increased continuity and consistency to the judicial process. The Court has sole authority to hear a variety of cases including domestic relations actions, motions to modify, adult abuse cases and juvenile proceedings. In addition, it handles some matters referred from other non‐Family Court divisions, such as guardianships transferred from the Probate Division. Law Library The St. Louis County Law Library is located on the 5th floor of the St. Louis County Courthouse but will be relocated to the 6th floor in 2016 as part of the Courthouse Project. The Library is open to the public, and provides free access to both print and electronic materials, with a focus on those materials commonly used by those who practice law in St.

- 202 -

DEPARTMENT OF JUDICIAL ADMINISTRATION Louis County. Library staff assists patrons in the use of print material, and also maintains the electronic databases available in the computer center. The list of databases available includes Westlaw, Loislaw,

and CCH. Patrons may print legal materials at the library free of charge.

PERFORMANCE MEASURES Circuit and Associate Cases Pending as of June 30 (using State’s fiscal year figures)

2012 Actual 61,315

2013 Actual 52,033

2014 2015 2016 Actual Estimated Projected 54,016 58,000 60,000

113,535

108,748

24,380

100,000 30,000

100,000

24,378

100,120 27,800

$55.8

$63.9

$55.1

$50.0

$50.0

205

189

160

180

180

169,799

168,916

155,160

145,000

140,000

913

890

700

750

800

9,347

8,600

8,000

8,500

8,500

96

90

115

115

120

70

75

75

75

75

125

140

150

150

150

25

50

Circuit & Associate Cases Filed (using State’s fiscal year figures) Transcript Judgments and DOR Tax Cases (using the State’s fiscal year figures)

32,000

Funds Received in the Registry of Court (millions)

Jury Trials

Service of Civil Process

Detention Center Admissions

Juvenile Court Referrals

Lakeside Residential Admissions

Drug Court Participants DWI Court Participants Veteran’s Treatment Court Participants

- 203 -


DEPARTMENT OF JUDICIAL ADMINISTRATION

Court En Banc

Presiding

Sheriff's Office

Judge

Family Court Administrative Judge

Director of Judicial Administration

Family Court Administrator

CIrcuit Clerk's Office

Administration

Child Protection Services

Operations

Accounting

Alternative Treatment Court

Delinquency Services

Execution

Administrative Services

Information Technology

Detention

Civil Process Service

Associate Civil

Jury

Court Programs

Probate Transportation

Circuit Civil

Law Library

Legal

Security & Support

Courtroom Services

Legal Staff Assistants

Operations

Administrative Services

Criminal

Courtroom Security

Human Resources

Accounting & Bookkeeping

Probate

Resource Center

Swing Court Reporters

Record Retention/Scanning


- 204 -

DEPARTMENT OF JUDICIAL ADMINISTRATION


2012 Actual Expend.

2013 Actual Expend.

2014 Actual Expend.





Court En Ba nc

$ 2,102.1

$ 2,315.1

$ 2,611.4

$ 2,908.2

$ 2,960.3

$ 3,220.2

$ 3,220.2

Sheri ff

4,927.8

4,936.2

4,943.6

5,436.5

5,436.5

5,574.4

5,574.4



Ci rcui t Cl erk

1,501.3

1,416.5

1,411.1

2,021.6

2,002.6

1,796.7

1,796.7

Fa mi l y Court

14,411.5

14,447.1

14,681.3

15,711.4

15,711.4

16,131.5

16,131.5

$ 22,942.8

$ 23,114.9

$ 23,647.4

$ 26,077.8

$ 26,110.8

$ 26,722.8

$ 26,722.8


$ 13,390.5

$ 13,646.6

$ 13,907.8

$ 14,829.4

$ 14,829.4

$ 14,800.8

$ 14,800.8

Pa yrol l Fri nges

6,059.6

5,876.9

6,011.7

6,578.1

6,578.1

7,136.0

7,136.0


1,475.0

1,564.8

1,509.1

2,196.5

2,175.5

2,320.3

2,320.3

Total

$ ‐



790.5

835.3

1,181.4

1,078.2

1,104.2

967.7

967.7


691.1

632.8

687.5

875.3

875.3

921.9

921.9

Other Expens es

113.5

116.3

118.8

177.3

203.4

212.3

212.3


125.2

130.1

137.1

149.3

149.3

167.0

167.0


297.5

312.1

94.0

193.8

195.8

196.7

196.7


‐

‐

‐

‐

‐

‐

‐

$ 22,942.8

$ 23,114.9

$ 23,647.4

$ 26,077.8

$ 26,110.8

$ 26,722.8

$ 26,722.8

$ 22,942.8

$ 23,114.9

$ 23,647.4

$ 26,077.8

$ 26,110.8

$ 26,722.8

$ 26,722.8

$ 22,942.8

$ 23,114.9

$ 23,647.4

$ 26,077.8

$ 26,110.8

$ 26,722.8

$ 26,722.8

Court En Ba nc

18

18

25

27

26

24

24

Sheri ff

101

102

101

101

101

101

101

Total

$ ‐


$ ‐

Position Summary

Ci rcui t Cl erk

6

6

6

6

6

6

6

Fa mi l y Court

234

235

236

235

236

236

236

359

361

368

369

369

367

367

327.78

328.36

335.39

334.22

335.70

334.89

334.89


- 205 -

‐


Herbert Bernsen, Director stlouisco.com/JusticeServices (314) 615‐4763

Department of Justice Services

Department Products and Services Justice Services provides:  An environment which encourages and provides resources for each inmate to better themselves physically, vocationally, socially and academically, while incarcerated;  Educational, vocational, recreational and religious programs;  Constructive supervision and leadership to develop staff; and  Opportunities for inmates to improve their behavior and lifestyle before returning to the community.

OVERVIEW Department Mission The mission of the Department of Justice Services is to serve and protect the community by providing custody, supervision and guidance to those persons who, by state statute and county ordinance, are mandated to county jurisdiction. Strategic Priorities  Maintain safety and security for inmates and staff.  Begin evaluation process in 2015‐16 with County Police on weapons upgrade for transportation officers in preparation for implementation in 2017.  In collaboration with the Department of Transportation & Public Works, update the five (5) year master plan for equipment and electronic systems placement.  Define all requirements of the Prison Rape Elimination Action (PREA) law to insure compliance.  Provide consistent and skill‐based staff training to increase awareness and policy knowledge. Embrace Excellence & Innovation  Develop and submit application for the MacArthur Safety and Challenge Grant in order to reduce the over‐reliance on incarceration especially for persons with mental illness and substance abuse problems.  In collaboration with the Department of Human Services, plan and implement the two‐year Department of Labor Grant to increase employment opportunities for inmates being released.  Evaluate the Pretrial Release Supervision and Modified Work Release programs on a quarterly basis to determine effectiveness.  In collaboration with the Department of Public Health, maintain American Correctional Association Accreditation Standards.

Buzz Westfall Justice Center


Sta ffing (Pos i ti ons ) Sta ffing (FTE) Appropri a ti on/Expendi tures (‐) Progra m Revenue (‐) Dedi ca ted Funds (=) Net Cos t to Genera l Funds

- 206 -

2014 Actual

2015 Adj. Approp.


348

350

349

339.57

340.27

339.93

$23,923.3

$25,052.3

$25,652.6

7,511.9

7,673.1

7,672.7

0.0

0.0

0.0

$16,411.4

$17,379.2

$17,980.0

DEPARTMENT OF JUSTICE SERVICES complete 2,600 practicum hours for a cost avoidance of $60,000.




 









 

Department of Justice Services (DJS) intake staff performed 721 DNA tests in 2014 resulting in 34 additional crimes solved. DJS staff collected more DNA samples than all other cities in the state including Kansas City and City of St. Louis. Continued success of the Pretrial and Modified Work Release Program. As of June 2015, the pretrial success rate was 78% and the Modified Work Release Program was 82%. In addition $75,000 in child support payments was collected. Awarded the John D and Catherine T MacArthur Safety and Challenge Planning Grant to reduce the over‐reliance on incarceration. Awarded the Department of Labor Grant in Partnership with St. Louis County Department of Human Services to increase employment opportunities for inmates being released to the community. The Community Corrections division currently supervises 4,950 offenders on probation, 195 on the Pretrial Release Supervision Program, 105 on Electronic Home Detention (EHD) and 75 on Secure Continuous Remote Alcohol Monitoring (SCRAM). In 2015, it is projected that 3,000 individuals will be supervised by the Alternative Community Services Program (ACSP) and will complete 125,000 volunteer hours at community and charitable organizations. 80% of clients successfully completing the Municipal Mental Health Court Program remained arrest free the first year following discharge. 81% of clients successfully completing the Choices Substance Abuse Program have remained arrest free the first year after completing the program. In 2015, it is projected that 55 inmates will pass the HSE test and 185 inmates will complete the “Choices” Drug Treatment Program. Volunteers are projected to complete 12,200 hours of service to the department in 2015 for a cost avoidance of $281,000, and students will

2016 BUDGET HIGHLIGHTS    

Budgeted $56,822 for 2 new combination ovens for the food service operation. Budgeted $45,000 to replace fingerprint ID system. The system ensures the correct inmates are being released using biometric technology. Budgeted $30,000 for a Nurse Call System in the infirmary. This new system replaces an outdated system and is a life safety issue. Budgeted $15,500 for 20 bullet proof vests for the Transportation Officers that escort inmates outside of the Justice Center.

Justice Services Honor Guard

UNFUNDED PRIORITIES The following original equipment and systems were provided when the Justice Center was built in 1998:  CCTV system to replace all original security cameras in the Justice Center (Purchase planned for 2017).  Additional original systems and equipment nearing the end of their life cycle: o Touch Screen Stations and Software (last replaced in 2005) o Paging and Intercom System o Original Laundry and Kitchen Equipment nearing the end of their life cycle o Electronic Locking and Audio Relay Boards o Painting of all inmate housing units

- 207 -


DEPARTMENT OF JUSTICE SERVICES

PROGRAMS/DIVISIONS 2016 Allocation of Resources Security 73%

Operations 15% Community Corrections 5%

Admin. 7%

Administration The Administration Division is responsible for the overall management of the department, which includes fiscal management and accreditation. The basic mission of the department is to provide a safe, secure and humane environment for the community, staff and inmates. Part of the department’s mission is to return inmates to the communities who have been given the opportunity to improve their behavior and lifestyle to the community. Security The Security Division is responsible for the overall security of the Justice Center. These responsibilities include the processing of all arrested persons conveyed to the Intake Center including arrest data entry, warrant data, record checks, fingerprinting, mug shots, inmate classification and inmate release authorization; supervision of all inmate movement to county courts, clinics, hospital transfers and inmate transport to state prisons; all management and supervision for confined inmates; inmate property control and records management, coordination of professional and/or family visitation for inmates; bond collections and processing; facility emergency responses and supervision of

armory, staff weapons training, management information systems, and security electronics. Operations The Operations Division is responsible for all Justice Services support functions, including human resource management, safety and sanitation coordination, commissary, food services, building maintenance, and staff training and development. Community Corrections The Division of Community Corrections is responsible for providing community‐based sentencing alternatives for the Twenty‐First Judicial Court as well as the St. Louis County Municipal Courts. The division consists of an Electronic Monitoring Program, Pretrial Release Supervision Program, St. Louis County Modified Work Release Program, Alternative Community Services Program, Mental Health Court, Probation Supervision, Victim Impact Panel and a Domestic Victim Impact Program. Community Corrections also provides reentry services, programs and volunteer services, religious activities, a legal and general library, mental health counseling and substance abuse programming including the Choices Program for the inmates housed in the Justice Center.

- 208 -


PERFORMANCE MEASURES Type Workload Workload Workload Outcome

Measure

2012 Actual 34,424 13,105 1,286 178

Bookings Admissions Average Daily Population Inmates completing the Choices Drug Program Outcome Percentage of clients completing Choices 81.8% Substance Abuse Program remaining free from arrest for one year Outcome Inmates passing the high school 101 equivalency exam Outcome Additional crimes solved through Intake 35 DNA testing Outcome Pretrial release success rate1 Outcome Modified Work Release Success Rate1 Outcome Child Support payments collected due to Modified Work Release Program Workload Offenders on supervised probation 4,100 Workload Electronic Home Detention (EHD) 276 participants Outcome Alternative Community Services Program 121,963 (ACSP) volunteer hours Outcome Volunteer hours cost avoidance $249,185 Outcome Practicum student hours cost avoidance $63,741 Outcome Percentage of clients completing 68.% Municipal Mental Health Court Program remaining free from arrest for one year

2013 Actual 32,427 13,411 1,331 179

2014 Actual 28,180 12,761 1,230 196

2015 Actual 25,473 11,724 1,141 200

2016 Projected 27,608 12,693 1,144 210

81%

81%

81%

81%

76

61

50

62

33

34

33

33

68% 91% $13,863

72% 75% $146,304

75% 80% $175,000

4,700 293

5,100 387

4,900 402

4,900 420

116,085

127,098

117,000

120,000

$270,780 $43,229 73%

$265,083 $52,181 78.8%

$276,840 $59,000 73%

$277,000 $61,000 73%

1

Success rate based on three categories, including: new criminal activity; failure to appear; and technical violation. None of these can occur in order to be successful until their current case is resolved.

- 209 -



DEPARTMENT ORGANIZATION County Executive

Chief of Operations

Director of Justice Services

Security

Operations

Community Corrections

Fiscal Management

Transportation

Human Resources

Probation Supervision

Budget

Intake and Release

Building Maintenance

Pretrial Supervision

Inmate Services

Perimeter and Internal Security

Accreditation

Community Services

Inmate Classification

Food Service

Modified Work Release

Bonding

Inmate Funds

Mental Health Court

Inmate Supervision

Electronic Supervision


Inmate Treatment/ Programs

- 210 -

Internal Affairs

Accreditation



2013 Actual Expend.

2014 Actual Expend.





Opera ti ons

$ 3,550.2

$ 3,647.9

$ 3,500.8

$ 3,774.2

$ 3,774.2

$ 3,867.3

$ 3,867.3

Securi ty

16,649.3

17,204.2

17,719.6

18,232.1

18,232.1

18,645.5

18,645.5

Admi ni s tra ti on

1,483.3

1,563.1

1,545.1

1,598.2

1,598.2

1,719.9

1,719.9



Communi ty Correcti ons

1,063.9

1,137.8

1,157.9

1,447.7

1,447.7

1,419.9

1,419.9

$ 22,746.6

$ 23,553.1

$ 23,923.3

$ 25,052.3

$ 25,052.3

$ 25,652.6

$ 25,652.6


$ 13,309.4

$ 13,660.6

$ 14,027.4

$ 14,512.9

$ 14,512.9

$ 14,312.1

$ 14,312.1

Pa yrol l Fri nges

6,428.3

6,648.0

6,767.5

7,085.5

7,085.5

7,639.1

7,639.1


470.4

545.3

504.8

599.4

599.4

645.1

645.1

Total

$ ‐



2,048.7

2,233.3

2,075.8

2,158.1

2,154.5

2,253.1

2,253.1


266.4

221.5

278.3

275.4

275.4

281.8

281.8

Other Expens es

145.3

132.1

146.6

180.2

181.3

299.2

299.2


53.6

60.9

63.7

62.3

62.3

70.4

70.4


24.4

51.3

59.2

178.4

180.9

151.8

151.8


‐

‐

‐

‐

‐

‐

‐

$ 22,746.6

$ 23,553.1

$ 23,923.3

$ 25,052.3

$ 25,052.3

$ 25,652.6

$ 25,652.6

$ 22,746.6

$ 23,553.1

$ 23,923.3

$ 25,052.3

$ 25,052.3

$ 25,652.6

$ 25,652.6

$ 22,746.6

$ 23,553.1

$ 23,923.3

$ 25,052.3

$ 25,052.3

$ 25,652.6

$ 25,652.6

Opera ti ons

25

24

24

26

26

26

26

Securi ty

278

291

291

289

291

291

291

Admi ni s tra ti on

14

13

14

13

13

13

13

Communi ty Correcti ons

17

16

19

19

20

19

19

334

344

348

347

350

349

349

328.57

338.57

339.57

341.57

340.27

339.93

339.93

Total

$ ‐


$ ‐

Position Summary


‐

- 211 -


Renee Hines‐Tyce, Administrator stlouisco.com/LawandPublicSafety/MunicipalCourts (314) 615‐8761

Municipal Court OVERVIEW

MAJOR ACCOMPLISHMENTS  The Court has implemented the filing and

Department Mission The Municipal Court’s mission is to provide efficient court‐related customer service to the citizens of St. Louis County and assist those citizens in their efforts to resolve violations resulting from the adjudication of court cases filed. Strategic Priorities  Increase timeliness and accuracy of information provided to the public and other government agencies.  Continue the expansion of case processing activities to include comprehensive use of information technology. Department Products and Services The Municipal Court processes case files and records that result from violations of the St. Louis County revised ordinances. Judges hear docket cases, and direct and determine violator and case dispositions. Administrative staff plans, coordinates, assigns and supervises all functions and activities of the court. Clerical staff receives, files, dockets and closes case files and records. Department Resources Employed






Sta ffi ng (Pos i ti ons ) Sta ffi ng (FTE) Appropri a ti on/Expendi tures (‐) Progra m Revenue* (‐) Dedi ca ted Funds (=) Net Cos t to Genera l Funds

2015 Adj. Approp.


26

26

26

27.00

27.00

27.00



DEPARTMENT ORGANIZATION Judges (All Divisions) Court Administrator Office & Staff

$1,796.7

$2,011.0

4,900.5

5,100.4

4,200.0

0.0

0.0

0.0

($3,248.2)

($3,303.7)

($2,189.0)

The Court’s procurement of hardware and software necessary to stay current with technology

$1,652.3

*Program revenue in excess of resources required becomes part of the fund balance of the General Revenue Fund

The court will continue to address technology issues in efforts to streamline and enhance business processes.

2016 UNFUNDED PRIORITIES

($ in thousands) 2014 Actual

processing of paperless tickets using the County Police Department’s Mobile Ticketing Application The Court has become an active participant in the MacArthur Foundation Safety and Justice Challenge by making our information available to the foundation for its use in improving citizen to court relationships The administrators of the Municipal Court have become board members of the Municipal Court Improvement Committee and are active in working to improve court to citizen relationships

- 212 -

North Division Court

Central Divsion Court

South Division Court

West Division Court

MUNICIPAL COURT


2013 Actual Expend.

2014 Actual Expend.





Muni ci pa l Court

$ 1,687.0

$ 1,987.0

$ 1,652.3

$ 1,796.7

$ 1,796.7

$ 2,011.0

$ 2,011.0

Total

$ 1,687.0

$ 1,987.0

$ 1,652.3

$ 1,796.7

$ 1,796.7

$ 2,011.0

$ 2,011.0


Division/Program Summary $ ‐


$ 836.8

$ 947.3

$ 961.3

$ 1,019.2

$ 1,019.2

$ 1,105.5

$ 1,105.5

Pa yrol l Fri nges

332.1

363.7

375.8

432.8

432.8

514.6

514.6


407.8

588.8

221.0

255.0

292.0

245.9

245.9


10.5

20.0

49.7

54.9

17.9

93.1

93.1


9.0

9.0

13.7

23.6

21.9

17.6

17.6

Other Expens es

2.2

2.3

1.8

2.5

4.2

7.3

7.3


74.6

31.9

22.3

8.7

8.7

27.0

27.0


13.9

23.9

6.6

‐

‐

‐

‐


‐

‐

‐

‐

$ 1,687.0

$ 1,987.0

$ 1,652.3

$ 1,796.7

$ 1,796.7

$ 2,011.0

$ 2,011.0

$ 1,687.0

$ 1,987.0

$ 1,652.3

$ 1,796.7

$ 1,796.7

$ 2,011.0

$ 2,011.0

$ 1,687.0

$ 1,987.0

$ 1,652.3

$ 1,796.7

$ 1,796.7

$ 2,011.0

$ 2,011.0

27

26

26

26

26

26

26

27

26

26

26

26

26

26

27.00

27.00

27.00

27.00

27.00

27.00

27.00

Total

$ ‐


$ ‐

Position Summary Muni ci pa l Court Position Total FTE Total

‐

- 213 -


Colonel Jon Belmar, Chief stlouisco.com/police (314) 889‐2341

Police

County and to contracted municipalities. This includes responding to 911 calls, deterring crime through visible patrol services, and investigating crimes. In addition, the Police Department provides countywide law enforcement services such as Tactical Operations, Metro Air Support, Police Crime Laboratory services, and Crime Scene/Investigative services for serious crimes against persons and property. Department Resources Employed

OVERVIEW Department Mission The mission of the St. Louis County Police Department is to work cooperatively with the public, and within the framework of the Constitution to enforce the laws, preserve the peace, reduce fear and provide a safe environment in our neighborhoods. Strategic Priorities  Enhance community relationships and community engagement efforts  Strengthen department operations to further the mission  Strengthen the department’s role as the region’s leader in personnel development  Expand the recruitment and selection processes to meet the demands of 21st century policing  Strive to provide the best law enforcement infrastructure assets for the St. Louis region

($ in thousands)

Sta ffing (Pos iti ons ) Sta ffing (FTE) Appropri a tion/Expendi tures

2014 Actual

2015 Adj. Approp.


1,138

1,112

1,104

1,119.90

1,090.99

1,083.74

$104,707.7 $107,938.9 $108,601.1


23,034.1

23,592.1

22,518.8


1,027.1

2,113.5

1,694.6

$80,646.5

$82,233.3

$84,387.6





St. Louis County Police Department Headquarters in Clayton

Department Products and Services The Police Department provides law enforcement services to the citizens of unincorporated St. Louis

- 214 -

The Crime Analysis Unit was created in early 2015. The mission of the unit is to provide scientific and actionable data to department employees for them to make better decisions concerning service delivery. The mission is achieved by examining department data in order to find trends and patterns. The St. Louis County Police Department developed the United Community Action Network (UCAN) to enhance communication, service, and understanding between members of the St. Louis County Police Department and multicultural residents and organizations in our community. The purpose of UCAN is to bring law enforcement and community leaders together to discuss how we can work

POLICE 









collaboratively to address crime and quality of life issues in our community. Implemented mobile ticketing in select precincts and units to enhance officer safety and efficiency during traffic stop investigations. These in‐car computers create traffic citations in the field, and then print a hard copy for the offender. The advantages of mobile ticketing include reduced time to complete paperwork, reduced chance of human error and immediate accessibility of citation information by other departments. The Bureau of Communications successfully relocated to the new Emergency Communications Center. This state‐of‐the‐art facility will serve the citizens of St. Louis County with the latest advancements in technology and communications. This will enhance emergency preparedness and ensure the department’s readiness to properly react and respond to major emergencies. Implementation of LifeScan, an Electronic Booking system, took place in select precinct stations. The system will allow officers to become more efficient by booking suspects utilizing an electronic form of booking, as opposed to transporting them to the jail in Clayton to be booked and fingerprinted with ink and paper. The project will put officers back on the street in a fraction of the time, thus better serving the citizens of St. Louis County. A ribbon‐cutting ceremony for the new South County Precinct took place in September 2015. The precinct will house 85 officers. Citizens will be better served from this police station designed for efficiency. This will enhance neighborhood policing efforts, as well as emergency preparedness and increase citizen and employee satisfaction. Negotiations with the Fraternal Order of Police for a Collective Bargaining Agreement continue. Negotiations also began with a bargaining unit from the Police Crime Laboratory. These negotiations will increase employee satisfaction.


2016 UNFUNDED PRIORITIES    

24 additional police officers ($2.0 million) 13 additional security officers ($608,000) 1 additional firearms and tool marks examiner ($68,000) $150,000 to upgrade security cameras on the Clayton campus

PROGRAMS/DIVISIONS 2016 Allocation of Resources Patrol 52%

Special Operations 11% Opera‐ tional Support 20%

Criminal Investiga‐ tion 17%

Division of Patrol The Division of Patrol is responsible for responding to calls for service. This division is comprised of the eight patrol precincts, located throughout St. Louis County, whose personnel respond to emergency and non‐emergency calls for service, provide traffic enforcement, and present a visible deterrent to crime while patrolling neighborhoods and businesses. Through the use of Neighborhood Policing officers assigned to the precincts, a

The budget includes an additional $200,000 to fund two positions and related costs to staff the department’s chapter of the National Police Athletic League. The league serves children by providing a safe and interactive environment for youth and police to build lasting relationships.

- 215 -


POLICE partnership is established between the department and the communities it serves. These partnerships, supported by various community policing initiatives, help strengthen community commitment and participation in crime prevention and reduction strategies. Division of Special Operations The Division of Special Operations is responsible for assisting the precincts with combating criminal activity through specialized resources of the department. These include support from the following units: Tactical Operations, Metro Air Support, Canine Unit, Neighborhood Enforcement Team, and the Highway Safety Unit. This division also includes the Bureau of Security Services which provides security for various St. Louis County buildings, and the Office of Emergency Management which is tasked with the responsibility of planning and responding to various disasters. Division of Criminal Investigation The Division of Criminal Investigations is responsible for investigating criminal activity. It includes specialized bureaus assigned to identify, investigate and dismantle drug trafficking organizations; investigate crimes against persons; investigate crimes against property; process crime scenes; analyze forensic and fingerprint evidence and transport prisoners.

Division of Operational Support The Division of Operational Support is responsible for providing technical and administrative support to the department. The most evident service to citizens is the Bureau of Communications, which receives and responds to 911 calls for service. It also includes the Bureau of Professional Standards, which ensures the integrity of the department by investigating any complaints against department personnel. This division also includes the County and Municipal Police Academy, Bureaus of Staff Services, Computer Services, and Central Police Records.

Precinct Map

PERFORMANCE MEASURES Part I Crimes Directed Calls For Service

2012 Actual 10,570 213,081

2013 Actual 9,755 200,730

2014 Actual 9,717 196,416

2015 Estimated 10,534 203,926

2016 Projected 10,183 200,929

179,363 24,905

168,660 23,000

163,695 19,071

163,787 22,142

168,993 22,951

Self‐Initiated Activities Arrests

- 216 -

POLICE


- 217 -


POLICE


2013 Actual Expend.

2014 Actual Expend.







$ 2,243.9

$ 2,560.7

$ 2,873.6

$ 2,687.3

$ 2,687.3

$ 3,919.7

$ 3,919.7

Emergency Ma na gement

682.3

996.3

1,186.0

1,205.9

1,235.9

1,173.9

1,173.9

Securi ty Servi ces

3,551.9

3,614.2

3,774.7

3,854.0

3,854.0

3,998.3

3,998.3

Pa trol

51,370.1

52,665.7

56,935.7

55,646.1

55,657.1

55,645.8

55,842.3

Hel i copter Opera ti ons

553.1

508.1

770.3

787.1

813.1

792.5

792.5

Pol i ce Ai r Support Uni t

209.4

164.7

192.5

250.0

301.0

250.0

250.0

Speci a l Opera ti ons

5,113.4

5,290.4

5,511.9

6,245.3

6,265.3

6,169.9

6,169.9

Cri mi na l Inves ti ga ti on

8,134.1

8,325.7

8,535.6

8,539.2

8,544.2

8,580.3

8,580.3

Cri mi na l Identi fi ca ti on

8,265.2

8,418.4

5,550.1

5,961.1

6,107.2

5,964.5

5,964.5

Pol i ce Cri me La b

‐

‐

3,250.6

3,558.7

3,708.7

3,678.9

3,678.9

Opera ti ona l Support

13,259.4

13,846.2

13,469.4

10,099.2

10,699.7

9,713.7

9,713.7

Communi ca ti ons

‐

‐

‐

6,052.7

6,045.3

6,404.5

6,404.5

Pol i ce Aca demy

1,573.0

1,506.5

2,068.6

1,114.1

1,114.1

1,583.3

1,583.3

651.5

588.6

905.8

905.8

529.3

529.3

$ 94,955.8

$ 98,548.4

$ 104,707.7

$ 106,906.5

$ 107,938.9

$ 108,404.6

$ 108,601.1

Aca demy Speci a l Progra ms Total

$ ‐


$ 55,452.2

$ 57,022.6

$ 62,761.8

$ 60,564.7

$ 59,830.1

$ 62,768.9

$ 62,865.4

Pa yrol l Fri nges

23,647.9

24,259.9

25,496.1

27,688.5

27,754.5

28,055.5

28,102.4


5,884.5

6,262.4

6,199.7

6,618.7

7,642.8

7,033.5

7,033.5


4,148.3

4,103.6

4,620.6

4,171.7

4,581.5

4,263.1

4,263.1


372.0

438.3

167.8

490.6

524.4

417.3

417.3

Other Expens es

2,611.3

2,291.6

2,396.3

2,729.3

2,734.3

2,003.0

2,003.0


967.7

891.3

1,104.6

2,242.3

2,194.3

2,268.3

2,268.3


1,931.9

3,338.7

2,020.8

2,660.8

2,937.0

1,854.9

1,908.0

Expendi ture Offs et Total

(60.0)

(60.0)

(60.0)

(260.0)

(260.0)

(260.0)

(260.0)

$ 94,955.8

$ 98,548.4

$ 104,707.7

$ 106,906.5

$ 107,938.9

$ 108,404.6

$ 108,601.1

$ 94,746.3

$ 97,516.8

$ 103,680.6

$ 105,334.0

$ 105,825.4

$ 106,710.0

$ 106,906.4

215.3

246.0

416.6

416.6

428.5

428.5

651.5

588.6

905.8

905.8

529.3

529.3

164.7

192.5

250.0

301.0

250.0

250.0

490.0

486.9

486.9

$ 107,938.9

$ 108,404.6

$ 108,601.1

$ ‐

Fund Summary Genera l Fund Pol i ce Ci vi l Def. Gra nt Fund SLC & Muni Pol i ce Aca d. Fund Pol i ce Ai r Support Pgm Fund

209.4

County Sheri ff Rev. Fund Total

$ 94,955.8

$ 98,548.4

$ 104,707.7

$ 106,906.5

- 218 -

$ ‐

POLICE 2012 Actual Expend.

2013 Actual Expend.

2014 Actual Expend.






Position Summary Admi ni s tra ti on

21

22

29

22

34

34

34

Emergency Ma na gement

8

8

7

7

7

7

7

Em. Mgmt. (3450 Fund)

‐

4

4

4

4

4

4

Securi ty Servi ces

58

58

58

57

58

58

58

Pa trol

574

574

567

568

566

565

565

Hel i copter Opera ti ons

6

6

6

6

6

6

6

Speci a l Opera ti ons

58

58

66

67

67

67

67

Cri mi na l Inves ti ga ti on

96

97

95

97

95

94

94 64

Cri mi na l Identi fi ca ti on

85

84

62

62

64

64

Pol i ce Cri me La b

‐

‐

33

31

31

31

31

Opera ti ona l Support

167

162

169

95

82

82

82

Communi ca ti ons

‐

‐

‐

73

86

80

80

Pol i ce Aca demy

10

13

42

13

12

12

12

1,083

1,086

1,138

1,102

1,112

1,104

1,104

1,069.06

1,075.99

1,119.90

1,084.47

1,090.99

1,083.74

1,083.74


- 219 -

‐


Robert P. McCulloch, Prosecuting Attorney stlouiscopa.com (314) 615‐2600

Office of the Prosecuting Attorney OVERVIEW Department Mission The Prosecuting Attorney represents the citizens of St. Louis County by fairly and effectively prosecuting cases of alleged violations, by promoting public safety, and by advocating and protecting the rights of victims. Strategic Priorities  Successfully prosecute criminal cases investigated in St. Louis County.  Advance and protect rights of victims by advocating and collecting restitution for victims.  Advance and protect the rights of children by collecting child support.  Promote the public welfare by collecting delinquent taxes and bad checks, and by handling asset forfeiture suits.

Department Resources Employed

Department Products and Services As the chief law enforcement official of the largest county in the state, the Prosecuting Attorney leads a team of dedicated professionals who have prosecuted and convicted some of Missouri's most violent and dangerous felons. In addition to criminal prosecutions, the office enforces child support, bad check collection and repayment, provides for asset forfeiture, and seeks payment of delinquent taxes. The department also provides a variety of services to victims of crime in St. Louis County, including supportive counseling and crisis intervention.

($ in thousands)

2014 Actual

2015 Adj. Approp.


105

106

108

Sta ffi ng (FTE)

106.00

107.50

109.50


Sta ffi ng (Pos i ti ons )

$8,869.6

$9,637.9

$10,026.3


1,955.8

1,940.0

1,960.2


0.0

0.0

0.0

$6,913.8

$7,697.9

$8,066.1




Prosecuting Attorney McCulloch demonstrates bullet trajectory

Collection of $2.3 million in restitution for victims of crime in 2014.

- 220 -

The recommended budget includes two additional positions to address the operational needs of the office. The hiring of an additional trial attorney will assist with specialty court caseload. A new information technology position will handle media during trial, update the website, and perform other support functions.

PROSECUTING ATTORNEY

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

PROGRAMS/DIVISIONS Civil Division The Civil Division collects child support, delinquent taxes and bad checks. The Civil Division also files and handles asset forfeiture suits. Criminal Division The Criminal Division prosecutes criminal traffic, misdemeanor and felony cases. The felony cases enter the Division through the Warrant Office and proceed through the Associate Circuit Trial Staff or the Grand Jury to the Circuit Trial Staff for prosecution. Attorneys, investigators and support personnel staff the Criminal Division.

PERFORMANCE MEASURES Restitution Collected (in millions) Criminal Cases Reviewed Search Warrant Applications

2012 Actual $2.4 14,500 422


2013 Actual $1.9 15,000 504

2014 Actual $2.3 12,500 451

2015 Estimated $2.1 12,500 520

2016 Projected $2.1 13,000 540

- 221 -


PROSECUTING ATTORNEY


2013 Actual Expend.

2014 Actual Expend.





$ 8,131.8

$ 8,562.6

$ 8,869.6

$ 9,637.9

$ 9,637.9

$ 10,026.3

$ 10,026.3

$ 8,131.8

$ 8,562.6

$ 8,869.6

$ 9,637.9

$ 9,637.9

$ 10,026.3

$ 10,026.3


$ 5,582.7

$ 5,898.0

$ 6,099.8

$ 6,566.9

$ 6,566.9

$ 6,682.1

$ 6,682.1


Division/Program Summary Pros ecuti ng Attorney Total

$ ‐

Expenditure Category Summary Pa yrol l Fri nges

2,184.0

2,275.5

2,356.4

2,640.4

2,640.4

2,884.8

2,884.8


146.9

146.7

136.5

150.1

150.1

151.6

151.6


34.7

56.1

47.1

47.4

47.4

46.9

46.9


78.0

67.3

82.7

83.8

83.8

85.6

85.6

Other Expens es

58.9

50.8

73.3

77.6

77.6

106.4

106.4


46.7

50.5

73.9

49.8

49.8

49.8

49.8


‐

17.7

‐

22.0

22.0

19.1

19.1


‐

‐

‐

‐

‐

‐

‐

$ 8,131.8

$ 8,562.6

$ 8,869.6

$ 9,637.9

$ 9,637.9

$ 10,026.3

$ 10,026.3

$ 8,131.8

$ 8,562.6

$ 8,869.6

$ 9,637.9

$ 9,637.9

$ 10,026.3

$ 10,026.3

$ 8,131.8

$ 8,562.6

$ 8,869.6

$ 9,637.9

$ 9,637.9

$ 10,026.3

$ 10,026.3

Pros ecuti ng Attorney

98

98

105

105

106

108

108

Position Total

98

98

105

105

106

108

108

97.98

98.48

106.00

106.00

107.50

109.50

109.50

Total

$ ‐


$ ‐

Position Summary

FTE Total

- 222 -

‐

Chapter Summary

Recreation & Culture (i n thous a nds )

Parks & Recreation TOTAL

2016 2015 2014 2013 2012 Adjusted Recommended Actual Actual Actual Budget Budget Expend. Expend. Expend. $ 20,247.9 $ 21,388.8 $ 26,254.0 $ 29,417.3 $ 30,745.6 $ 20,247.9 $ 21,388.8 $ 26,254.0 $ 29,417.3 $ 30,745.6

Highway Capital Program

Public Safety Health & Well‐Being

General Government



- 223 -

Parks & Recreation


Gary D. Bess, Director stlouisco.com/parks (314) 615‐4386

Department of Parks and Recreation OVERVIEW Department Mission The Department of Parks and Recreation provides high quality parks, facilities, and recreation services that enhance residents’ lives through responsible and effective management of resources. Strategic Priorities Engage People & Communities in Meaningful Ways  Develop a master plan for the county parks and recreation system to help set the direction for the next decade to meet the needs of a changing and diverse community. The master plan will engage citizens, employees and community leaders with a goal to identify and prioritize key issues raised by the public while aligning the plan with St. Louis County’s strategic priorities.  Effectively communicate services and programs through a variety of electronic media outlets (e.g. new marquee signs at four recreation Centers, Twitter, Facebook, etc.).  Develop and maintain partnerships that enhance services and the quality of activities and events offered to all St. Louis County citizens. Efforts will be increased to offer opportunities to impoverished communities and to older adults. Embrace Excellence & Innovation  Manage and sustain safe, clean parks and recreational facilities that benefit a significant majority.  Improve performance and customer service with a strong focus on providing opportunities for at‐risk youth, the growing immigrant community, millennial generation, and those residents who wish to age in place.



Develop new marketing strategies to include increased use of social media and mobile applications to access and promote park information.

Support Optimal Health for All  Promote fitness and an active lifestyle through the use of parks, facilities and programs that include 144 miles of trails, 400+ recreation programs, 41 playgrounds, 98 athletic fields, and 6 recreation centers.

Participants in the NFL Play 60 program at St. Vincent Community Center

Reinvest in our Places and Spaces  With funding available from the passage of Proposition P, bond for capital improvements for renovations at the Kennedy Recreation Complex, Tilles Park restrooms, and water line replacement at Creve Coeur Park.  Continue with the replacement and renovation of park facilities including playgrounds, athletic fields, trails, roads, parking lots, and buildings.

- 224 -

DEPARTMENT OF PARKS & RECREATION Department Resources Employed ($ in thousands) 2014 Actual

2015 Adj. Approp.


508

558

556

Sta ffi ng (FTE)

330.96

337.66

333.97

Appropri a ti ons /Expendi tures

$26,254.0

$29,417.3

$30,745.6


4,242.7

4,499.3

4,669.8


0.0

0.0

0.0

$22,011.3

$24,918.0

$26,075.8



Sunset at Simpson Lake

Demonstrate Financial Stewardship  Reduce costs and enhance public relations by using volunteers through various programs such as Trail Watch, Master Gardeners, AmeriCorps, Trail Crews, and museum docents.  Manage leases and contracts with vendors for athletic field use, concessions, and special land‐ uses in order to reduce expenses, increase revenues and public recreational opportunities. Department Products and Services The Department of Parks and Recreation is the steward of 12,723 acres of developed and undeveloped land. This system includes 71 park sites, trails, roadways, lakes, athletic fields, buildings, and other park facilities. The department provides facilities, programs and events to offer diverse recreation, sport and cultural programs for all ages and abilities. The department also provides safe park experiences by patrolling and responding to public concerns regarding trails, shelters, recreation complexes and other public areas. The department also effectively plans, designs and delivers capital improvement and renovation projects by using internal staff or by contracting with outside firms.






 







Opened The Pavilion at Lemay, a new 45,000 square foot community center and water park in May. The facility includes a fitness area, walking track, fitness studio, basketball, and volleyball courts. Started a new Police Athletic League (PAL) which puts youth in direct contact with police officers who help train and coach them in basketball programs. Expanded the number of food truck events to 21 at 8 locations to provide residents with greater access. Completed the construction of a new picnic shelter at Queeny Park through private donations and in‐house staff assistance. Opened Bluff View through a partnership with the City of Wildwood. The new park, which includes a new entrance, road, parking lot, and trail head, will provide new recreational opportunities for youth and seniors. Started construction of a new dog park located within Queeny Park, with an anticipated opening in spring of 2016. Constructed a new fine arts building and completed renovations to the Estate house through a cooperative effort with Laumeier Sculpture Park. Removed seven underground storage tanks and replaced them with above ground fueling systems.

- 225 -


DEPARTMENT OF PARKS & RECREATION

- 226 -

DEPARTMENT OF PARKS & RECREATION 





Completed numerous infrastructure repairs and maintenance to facilities including seven game courts, trails, roofs, parking lots, and roads as well as flood debris cleanup at eight park sites. Bonded $4.6 million for five projects: o Replace original HVAC units at the Kennedy Recreation Complex o Install new rink package and dasher boards at Kennedy Recreation Complex o Install new alarm system at Kennedy Recreation Complex o Extend water and sewer lines to the Lou Fusz Soccer complex o Install new restroom near Creve Coeur’s Dripping Springs o Consolidate and connect Tilles restrooms to public sewer system

  

   

Resurfacing multiple roadways, walkways, and parking lots throughout the park system in order to improve safety and accessibility. Replace the Ice Rink at the Kennedy Recreation Complex. Repairing roofs of three buildings within the park system. Improving the Jarville Garden Greenhouse site, including converting the potting shed into a unisex bathroom. Implementing playground replacements and improvements at seven park locations. Continuing the hazardous tree removal program. Renovating the Powder Magazine patio at Jefferson Barracks Park through a private/public partnership. Completing athletic field and game court upgrades at six parks.

2016 UNFUNDED PRIORITIES    

Jefferson Barracks Park – Mississippi River Trail

 


  

Continuing to partner with Great Rivers Greenway to develop new trails within the County park system. Designs will be completed in 2015 for Cliff Cave, Lemay, Creve Coeur, and Bellefontaine Parks for new trail developments Completing a master plan with the assistance of Great Rivers Greenway. Installing four new marquee signs at recreation complexes to advertise the facilities and program offerings. Starting on the Design/Construction of a new fifteen field synthetic turf soccer complex at Creve Coeur Park.

Fort Bellefontaine wall renovations including tuck pointing and stone replacement. Nims Mansion repairs to the garden wall, lintel replacements on the house and interior wall repairs to the plaster. Restroom replacements and renovations throughout the park system. Creve Coeur Park lakefront improvements, including renovating boat ramps. Tilles Park dam and lake improvements. Renovation of the Greensfelder Recreation Complex and pool area.

- 227 -



PROGRAMS/DIVISIONS 2016 Allocation of Resources Central/Wes t Area 7% North Area 4% Park Rangers 7%

South Area 5%

All Other 19% Admin. 12% Program Services 5%

Prop P 24%

Metro Parks 17%

Administration The Administration Division provides support of all of the department’s functions through effective leadership, information technology and fiscal management. The tracking of requisitions and invoices, submission of bid documents, human resources and payroll, and maintaining 213 workstations are only some of the supportive functions of this division. Rangers Park Rangers are responsible for visitor and resource protection, interpretive programming and public relations. They provide public safety for park visitors through patrols on foot, ATV or bicycle, answering complaints, issuing summonses for County ordinance violations, traffic citations and investigating incidents within the County parks system. Park rangers prepare and present a wide variety of educational programs to enhance the public’s enjoyment of the resources that St. Louis County provides. They also support numerous department wide special events by providing security and traffic control for large numbers of attendees. Operations The Operations Division operates and maintains outdoor facilities (playgrounds, shelters, restrooms, etc.) and all grounds maintenance (fields, trails, lakes, etc.) of County parks divided into three

geographic areas (North, Central/West, and South) to ensure availability and safety for park visitors. Program Services The Program Services Division manages all recreation complexes, historical/cultural sites, museum collections and the special usage of all County parks’ outdoor facilities and grounds. It also operates and manages indoor facilities, recreation programs and cultural events and letters of agreement with outside organizations holding their events in the parks. It is responsible for the management of Volunteer/Friends/Partnership programs.

Olden Days at Faust Park

Design and Development Group The parks professional design staff plans, designs and manages delivery of capital improvements and facility upgrades / renovations, land use agreements and easements. The primary function of this group going forward will be to manage all of the capital improvement projects within the parks department.

- 228 -


PERFORMANCE MEASURES Interpretive Programs (Presented/Attendance) Special Events Attendance: Non‐ Departmental Ranger Incidents Miles of Trail Maintained Daily Pool Admissions Winter Wonderland Vehicle Admissions Day Camp Enrollment Volunteer Hours

2012 Actual 227/5,759

2013 Actual 172/4,056

2014 Actual 185/4,054

2015 Estimate 161/3,542

2016 Projected 173/3,884

90,000

101,104

148,739

110,000

120,000

1,101 142 27,043 22,244

1,256 142 15,452 20,847

1,113 144 20,089 20,437

1,174 144 97,434 21,500

1,184 145 94,000 21,700

2,310 103,714

2,422 115,447

2,284 115,902

2,529 104,200

2,220 105,000

- 229 -




County Executive

Chief of Operations

Director of Parks and Recreation

Executive Secretary

Park Rangers

Deputy Director

Program Services

Design and Development Group

Operation Services

Recreation Complexes and Coummunity Centers

Central/West Park Area North Park Area South Park Area

Special Events

Parks Construction and Trades

Reservations

Forestry/ Horticulture

Contract Administrator

Fiscal Services


Special Projects Manager

Historical and Cultural Sites

Public Information Coordinator

Historian

- 230 -



2013 Actual Expend.

2014 Actual Expend.







$ 3,906.1

$ 3,746.0

$ 3,158.8

$ 3,250.5

$ 3,250.5

$ 3,783.5

$ 3,783.5

Opera ti ona l Servi ces

1,292.6

1,656.2

934.9

168.2

168.2

302.7

302.7

North Area

1,394.2

1,337.9

1,318.1

1,269.7

1,269.7

1,264.7

1,264.7

Centra l /Wes t Area

1,666.8

1,721.0

2,207.1

2,187.5

2,187.5

2,213.2

2,213.2

South Area

2,157.7

2,137.6

1,760.7

1,614.7

1,614.7

1,642.2

1,642.2

La umei er Scul pture Pa rk

432.5

434.8

454.4

464.0

464.0

477.1

477.1

Pa rk Ra ngers

‐

‐

2,174.3

2,075.5

2,075.5

1,962.6

1,962.6

Progra m Servi ces

1,084.9

1,563.8

2,201.1

1,676.7

1,404.8

1,441.9

1,441.9

Greens fel der Rec Complex

752.0

762.2

631.9

567.3

567.3

546.8

546.8

Affton Communi ty Center

344.7

402.6

383.7

389.2

374.8

381.2

381.2

North County Rec Compl ex

681.3

656.9

592.5

530.6

530.6

530.4

530.4

W.C. Kennedy Complex

739.3

753.5

567.1

445.3

445.3

484.9

484.9

Mus eum of Tra ns porta tion

663.6

795.5

631.7

602.6

602.6

641.8

641.8

St. Vi ncent Communi ty Center

375.2

425.7

477.3

424.5

424.5

429.2

429.2

Lema y Communi ty Center

‐

‐

77.3

940.1

945.1

1,004.4

1,004.4

JB/Bi s s el l Hi s torica l

‐

‐

‐

‐

313.9

335.2

335.2

Fa us t Pa rk

764.4

773.0

655.8

685.1

685.1

685.4

685.4

Prop P Ta x Projects

‐

‐

5,098.1

6,074.7

6,450.7

7,288.9

7,288.9

Metro Pa rks Ta x Projects

3,992.8

4,222.4

2,929.3

5,486.0

5,642.6

5,329.3

5,329.3

$ 20,247.9

$ 21,388.8

$ 26,254.0

$ 28,852.0

$ 29,417.3

$ 30,745.6

$ 30,745.6


$ 10,166.0

$ 10,008.1

$ 10,911.0

$ 12,439.5

$ 12,439.5

$ 12,535.9

$ 12,535.9

Pa yrol l Fri nges

4,393.1

4,208.7

4,644.7

5,329.6

5,329.6

5,623.6

5,623.6

Purcha s ed Services

2,553.7

3,469.2

4,535.3

5,316.4

4,209.8

5,228.0

5,228.0

Commodi ties a nd Suppl i es

1,169.0

1,644.5

1,841.7

1,987.1

2,029.7

2,660.3

2,660.3


55.4

46.5

58.7

85.0

85.2

87.3

87.3

Other Expens es

324.1

517.3

1,477.9

1,772.9

1,773.2

1,888.6

1,888.6

Total

$ ‐



1,045.0

933.7

3,217.7

4,714.6

6,015.2

6,163.5

6,163.5

Ca pita l Outl a ys

541.5

560.9

1,801.0

828.5

1,156.7

1,303.0

1,303.0


‐

‐

(2,233.9)

(3,621.5)

(3,621.5)

(4,744.5)

(4,744.5)

$ 20,247.9

$ 21,388.8

$ 26,254.0

$ 28,852.0

$ 29,417.3

$ 30,745.6

$ 30,745.6

Total

$ ‐

Fund Summary Pa rk Ma i ntena nce Fund Total

$ 20,247.9

$ 21,388.8

$ 26,254.0

$ 28,852.0

$ 29,417.3

$ 30,745.6

$ 30,745.6

$ 20,247.9

$ 21,388.8

$ 26,254.0

$ 28,852.0

$ 29,417.3

$ 30,745.6

$ 30,745.6

$ ‐

- 231 -


DEPARTMENT OF PARKS & RECREATION 2012 Actual Expend.

2013 Actual Expend.

2014 Actual Expend.





20

22

23

23

24

23

23


Position Summary Admi ni s tra ti on Opera ti ona l Servi ces

18

18

2

2

2

3

3

North Area

31

32

32

31

31

31

31

Centra l /Wes t Area

34

37

46

47

47

47

47

South Area

43

45

36

36

36

36

36

La umei er Scul pture Group

9

9

11

12

12

12

12

Pa rk Ra ngers

‐

‐

41

36

36

36

36

Pa rks Progra m Servi ces

15

25

7

7

4

3

3

Greens fel der Rec Complex

44

45

45

11

11

11

11

Affton Communi ty Center

9

10

9

9

8

8

8

North County Rec Compl ex

37

44

44

11

11

11

11

W.C. Kennedy Complex

56

56

56

10

11

11

11

Mus eum of Tra ns porta tion

19

19

19

19

22

21

21

St. Vi ncent Communi ty Center

29

31

29

8

9

9

9

Lema y Communi ty Center

‐

‐

40

51

70

70

70

JB/Bi s s el l Hi s torica l

‐

‐

‐

‐

4

4

4

Fa us t Pa rk

17

16

16

16

16

16

16

Prop P Ta x Projects

‐

‐

18

160

170

170

170

Metro Pa rks Ta x Projects

55

45

34

34

34

34

34

436

454

508

523

558

556

556

282.29

298.63

330.96

329.03

337.66

333.97

333.97


- 232 -

‐

Chapter Summary

General Government (i n thous a nds )

2012 Actual Expend. $ 13,298.6 9,754.7 1,568.6 2,800.6 1,426.3 6,698.9 5,867.4 149,000.8 $ 190,416.0

Administration County Assessor County Council County Counselor County Executive Board of Elections Revenue Miscellaneous TOTAL

2013 Actual Expend. $ 14,071.9 9,958.5 1,721.0 2,857.1 1,412.7 4,764.0 6,198.1 199,219.2 $ 240,202.4

2014 Actual Expend. $ 14,952.1 9,615.2 1,781.6 3,028.4 1,376.7 6,443.5 6,223.0 193,809.7 $ 237,230.2

2015 Adjusted Budget $ 16,938.3 13,417.7 2,061.7 3,304.3 1,525.8 5,757.2 7,348.5 128,374.7 $ 178,728.2

2016 Recommended Budget $ 16,856.5 13,379.3 2,052.9 3,298.0 1,536.4 8,348.2 7,421.0 116,502.8 $ 169,395.2

County Assessor Highway Capital Program County Executive

Health & Well‐Being

Public Safety

General Government

Miscellaneous

Administration County Council Revenue


Board of Elections Economic Development & Infrastructure

County Counselor

- 233 -


Pamela J. Reitz, CPFO, Director stlouisco.com (314) 615‐7046

Department of Administration OVERVIEW

 Upgrade the current sales tax distribution system to eliminate manual process and make the system flexible to changes in laws. Department Products and Services The Department of Administration provides administrative services to all St. Louis County offices and departments as well as the general public. These services include the management of: accounts payable; accounts receivable; payroll; capital assets inventory; procurement; diversity program coordination; telecommunication; information technology; risk and insurance; safety; human resources; employee benefits; retirement plan administration; investments; sales tax administration; banking relationships; centralized cashiering; records retention; imaging services; mail and courier services; central receiving; the county’s integrated financial, procurement and human resource system (CAPS); front desk and telephone support for the main county information telephone line (615‐5000); and publishing employee newsletters. The department also prepares and publishes the annual financial reports. Providing assistance and guidance in the administrative process are the Civil Service Commission, Retirement Board of Trustees, Fund Investment Advisory Committee, and the Employee Benefits Advisory Committee.

Department Mission The mission of the Department of Administration is to promote 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 insuring prudent use of resources for the constituents of the county. Strategic Priorities Services to Departments  Leverage the strength of Tyler Cashiering by expanding its use.  Implement the Munis Bid Management and eProcurement modules.  Implement digital scanning for Department of Public Health environmental plans and Family Court adoptions.  Implement a new payroll time management system.  Continue LEAN Government training to give employees the tools needed to implement continuous process improvements and innovation in their work units.  Perform an IT security audit and implement security enhancements.  Provide more internal training across Munis system modules. Provide formal and informal training opportunities.  Begin assessing department websites for record retention requirements.  Implement the recommendations of the Procurement Initiative Committee to increase efficiency, standardization and internal controls while reducing the time it takes to process procurement requests. Services to Citizens and the Business Community  Implement a Citizen Reporting/Customer Relationship Management system to allow citizens better access to County resources and information.

Department Resources Employed ($ in thousands) 2014 Actual

2015 Adj. Approp.


140

147

145

Sta ffi ng (FTE)

127.51

127.93

125.87


$14,952.1

$16,938.3

$16,856.5


24.3

20.7

18.3


0.0

0.0

0.0

$14,927.8

$16,917.6

$16,838.2



- 234 -

DEPARTMENT OF ADMINISTRATION  Continued progress with the GIS Service Center, with successful parcel maintenance, expanded support of the Assessor’s Office with analytic and thematic mapping, support of Parks and Highways GIS services and provided analytic support for the 911 request for proposal for GIS components.  Created a new public interactive mapping web site.  Provided management of Public Works/Accela Permit system and recruitment of additional staff to better support the Accela Enterprise Permit system.  Developed a partnership with Metropolitan Sewer District on shared use of the Accela System.  Virtual desktop infrastructure development and deployment to support Municipal Court, Public Health, and other departments.  Major upgrade to the public web site allowing mobile web site development.  Implementation of an upgraded Call Management system to better track the disposition of citizen calls and identify patterns of calls.  Implementation of new computer security equipment, software and procedures.  Configuration and implementation of Security Awareness Training for all county staff.  Successful mitigation of Distributed Denial of Service attack on August 9, 2015 on the Ferguson anniversary.  Implementation of an external credit card compliance vulnerability assessment.

MAJOR ACCOMPLISHMENTS  The successful implementation of centralized cashiering at the South County location.  The successful implementation of new interfaces allowing for standardization of county cashiering functions.  Municipal Court system  Public Health environmental system  Collector property tax system  Recorder of Deeds licensing system  Animal Control systems  Created a call center for bill payments.  Digital scanning implemented for Personnel Division, with 2 new applications: Civil Service Files and Inactive Employee Files.  Increased the capacity of the microfilm/CD storage area that will hold 45,700 rolls of film and over 300 CD’s.  Mail Services lowered average cost per mail from .521 to .508, a cost saving of approximately $7,000.00, while USPS postal rates increased by 5%  Developed and implemented a Procurement Card process within Munis, eliminating reliance on a third party provider and making information accessible within one environment.  CAFR Certificate of Achievement for Excellence in Financial Reporting received for a thirty‐ second consecutive year.  Upgraded Munis, Tyler Content Manager, and Tyler Cashiering.  Purchased and started implementation of a new time management system.  Designed a new a Munis on‐line training initiative.  Held the fourth County Leadership Initiative program.  Introduced a Career Development Program.  Implemented a self‐funded medical initiative with Coventry.  998 employees participated in county‐sponsored training programs.  Implemented an on‐line beneficiary management system, eliminating a significant amount of paper documents.


Time Management System ‐ Implementation will continue to be a major project for 2016 and will affect all departments in the County.

2016 UNFUNDED PRIORITIES  Information Technology security audit should be performed in 2016. These are typically done on a two year cycle.  A Citizen Reporting/Customer Relationship Management System would allow the

- 235 -


DEPARTMENT OF ADMINISTRATION coordination and consolidation of information that pertains to a customer’s interaction with St. Louis County.  Replacement of Information Technology Enterprise Storage would improve data availability and reduce capital investment in data storage.  Additional accounting support services would help the Fiscal Management accounting staff provide services to departments and supply technical expertise.  The addition of Centralized Cashiering in Clayton would reduce the need for payers to leave the first floor of the County building, increase customer service and standardize cashiering systems and practices.

PROGRAMS/DIVISIONS 2016 Allocation of Resources Personnel 12%

Information Technology 37%

Procurement 19%

Director's Office 25%

Fiscal Mgmt. 12% CAPS 9%

Director’s Office The Director’s Office includes the director and executive secretary as well as the following offices:  Budget Office  Risk Management  Treasury  Customer Service  General Services  Records Center

- 236 -

The Budget Office is responsible for coordinating the county’s annual budget process, including the financial forecast, development of budget guidelines, review of agency requests, and preparation of the County Executive’s recommended budget. It also provides technical assistance to departments, citizens, and other parties throughout the year related to budget implementation and management. Although funded and housed in the Department of Administration, supervision of the Budget Office was moved into the Office of County Executive in 2015. The Risk Management and Insurance staff promote the health and safety of county residents, employees, and public officials, and protect the county’s financial assets. They work to mitigate losses and manage financial liabilities through a program of both self‐insurance and commercial insurance. Recognizing the importance of prompt and fair resolution of claims against the county, claims are administered using both in‐house staff and a contract claims administrator. The safety staff works with departments to prevent accidents and injuries from occurring and to maintain a safe environment for citizens and employees. The Treasury’s responsibilities include centralized cashiering, management of the county’s daily cash position and liquidity, banking relationships and investment portfolio. The Treasury is also responsible for the monthly distribution of sales taxes to municipalities within the county. Customer Service strives to be responsive to citizen’s needs by managing the County’s reception desks and telephones for general citizen inquiries (615‐5000) and St. Louis County’s Trash Districting Program, 615‐HAUL number. These staff members are the liaisons between the citizens and the contracted waste haulers. As members of the Clean, Green and Beautiful Committee, they help strengthen community pride through anti‐litter, cleanup and beautification projects.

DEPARTMENT OF ADMINISTRATION The General Services staff is responsible for mail processing, courier services, central receiving and the collection and distribution of surplus County property. The Records Center develops and maintains a program for the economical, systematic and efficient management of St. Louis County’s records. Duties include managing the County’s records on all media types, administer and manage policies, procedures, record retention schedules, and the imaging systems for county‐wide document scanning and preservation. Fiscal Management The Division of Fiscal Management provides the centralized accounting and financial management for the County and as such supports management and all County Departments in the provision of services. The duties of the Division are outlined in Article IV, Section 4.050 of the Charter. These duties include providing information to the accounting firm conducting the county’s annual audit and preparing the Comprehensive Annual Financial Report (CAFR). The division records and verifies reports received from other departments, processes payroll checks and retirement benefits, acts as agent in trust for monies outside county government and records and encumbers funds for contracts for which the county has made an obligation. The division is the primary financial record keeper of the county. Various reports are produced and distributed to internal offices and outside agencies. CAPS The County Administrative Processing Systems (CAPS) Division is responsible for the management, maintenance, support, and training of the Enterprise Resource Planning (ERP) financial and human resources systems. The ERP system provides accurate and timely information to employees, citizens and vendors who do business with the county. The CAPS division provides trouble‐shooting, enhancement request, report writing, and training support to core users and end‐

users of these systems. The CAPS Division supports interfaces to third‐party systems procured by county departments to increase efficiency and reduce errors. CAPS also serves as a liaison with the software vendor (Tyler Technologies /MUNIS, eSchoolMall, Tyler Technologies/Eagle) and with REJIS for network and desktop services related to CAPS. All Tyler systems (Munis, TCM, Tyler Cashiering, and Employee Self‐Service) are upgraded annually. Information Technology The Information Technology (IT) Division develops county IT policies and plans and manages the introduction, operation and use of information technologies, including telecommunications and Geographic Information System (GIS), from a countywide or enterprise perspective. Activities include developing and communicating IT strategies, policies, practices, budgets, architecture and standards. The division manages projects and issues and consults with departments to identify and address their needs. The division plans and coordinates the business telecommunications systems, facilities, operations, and projects for the county as an enterprise. Personnel The Division of Personnel is the administrative arm of the Civil Service Commission and is responsible for the administration of the county merit system as outlined under Article VII of the Charter. Services provided include recruitment, classification, compensation, employee/labor relations, and training/organizational development. Through the Retirement Board of Trustees, the division administers the civilian employees' and police officers' retirement plans. The division is responsible for administering the employees' and retirees' health insurance program and coordinates the deferred compensation plans, flexible benefits, long and short term disability, dental, vision, and life insurance programs.

- 237 -


DEPARTMENT OF ADMINISTRATION Procurement The Division Procurement duties include awarding and administering contracts, inspecting and testing goods, and expediting their shipment, utilizing and disposing of surplus property, and updating policies and procedures. In December of 2013, the St. Louis

County Council modified the Purchasing Code to require that all request for proposals in excess of $25,000 be bid competitively and that the Purchasing Agent or designee be a part of the review committee

PERFORMANCE MEASURES Percent of Invoices Paid Within 4 Days Annual Interest Rate Above Benchmark (Two‐Year Treasury Moving Average)

Time Available Internet Services/E‐mail Services

Documents scanned/filmed Average Contract Lead Time – Days Average Request for Quote Lead Time Interviews Conducted By Personnel Staff

Employee “Donut” Meetings Held by Personnel Staff General Revenue Fund Est. and Actual Revenue Variance Employees and Retirees Trained in County CAPS System

2012 Actual 96% .47 99.6%%

2013 Actual 97% .25 99.6%

2014 Actual 98% .31

2015 Projected 98% .25

2016 Projected 98% .05

99.1%

99.7%

99.7%

1,272,194

1,407,018

1,204,000

1,300,000

1,300,000

67 32 2,799

70 48 3,817

78 45 3,318

78 45 3,900

78 45 3,700

34

36

33

34

35

2.1% 411

0.06% 309

1.9% 356