2011 budget summary - St. Louis County

ST. LOUIS COUNTY EXECUTIVECHIEF OPERATING OFFICERSENIOR POLICY ADVISOR TO THE COUNTY EXECUTIVEPROSECUTING ATTORNEYCharlie A. DooleyGarry W. EarlsMichael JonesRobert P. McCullochBarbara Fraser, ChairSteven Stenger, Vice ChairHazel M. ErbyKathleen Kelly Burkett5 th District6 th District1 st District2 nd DistrictST. LOUIS COUNTY COUNCILColleen WasingerMichael O’MaraGregory Quinn3 rd District4 th District7 th DistrictThomas ArrasJohn BalesHerbert BernsenJoseph DonahueJudge Joseph GoekeColonel Tim FitchPaul Fox, Jr.Dolores Gunn, M.D.Renee Hines‐TyceDEPARTMENT DIRECTORSPublic AdministratorSheryl HodgesSpirit of St. Louis AirportJustice ServicesEugene LeungBoard of ElectionsGlenn PowersBoard of ElectionsPatricia RedingtonPolicePamela ReitzJudicial AdministrationLindsey SwanickHealthBill Wolff (Interim)Municipal CourtPublic Works & Highways andTrafficRevenuePlanningCounty CounselorAdministrationParks and RecreationHuman ServicesDouglas R. BeachRichard C. BresnahanMichael D. BurtonRobert S. CohenTom DePriest, Jr.Colleen DolanSteven H. GoldmanCIRCUIT COURT JUDGESJames R. HartenbachMichael T. JamisonJohn F. KintzMaura B. McShaneThomas J. PrebilGloria C. RenoJohn A. RossMark D. SeigelEllen Levy SiwakDavid L. Vincent, IIIBarbara W. WallaceJoseph L. Walsh, IIICarolyn C. WhittingtonPatrick CliffordJudy Preddy DraperJoseph S. DuekerJohn R. EssnerASSOCIATE CIRCUIT JUDGESSandra Farragut‐HemphillDale W. HoodBrenda Stith LoftinMary Elizabeth OttNellie RibaudoMary Bruntrager SchroederThea A. SherryDennis N. SmithPaul Kreidler, Budget DirectorNik Degler, Budget AnalystBUDGET OFFICEJennifer Keating, Budget AnalystLori Buckner, Executive SecretaryFor further information, contact the Budget Office at (314) 615‐7046, e‐mailbudget@stlouisco.com, or visit www.stlouisco.com/budget- 1 -

MissouriCustomer Service PledgeSt. Louis County Employees are continually working to enhanceour area’s high quality of life. Here is our Customer Servicepledge to those we serve.Provide clean, safe and inviting buildings, parks andthoroughfaresListen to inquiries and respond within three business daysEnsure an actual person is reached during business hoursDeliver prompt, friendly and efficient serviceGather feedback from our customers to monitor andimprove our level of serviceExcel at providing outstanding Customer Service- 2 -

READER’S GUIDENarrative OrganizationEach narrative within the budget book is structured in the same way. The narrative is a descriptive andvisual representation of the department’s objectives. The following three pages provide a descriptionof 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 intooperating divisions and/or programs.Expenditure Category Summary: expenditures and appropriations for the entire departmentdivided into spending categories for accounting purposes.Fund Summary: expenditures and appropriations for the entire department divided by fund.Some departments may receive operating funds from more than one fund.Position Summary: the number of positions in the operating budget of the department dividedinto divisions and/or programs.The information above is provided for a five‐year period as described:2007 Actual Expend: total expenditures and encumbrances incurred and total number ofpositions in the department/division/program during fiscal year 2007.2008 Actual Expend: total expenditures and encumbrances incurred and total number ofpositions in the department/division/program during fiscal year 2008.2009 Actual Expend: total expenditures and encumbrances incurred and total number ofpositions in the department/division/program during fiscal year 2009.2010 Original Approp: appropriation and positions adopted by County Council for fiscal year2010.2010 Adjusted Appprop: appropriation and positions as of August 31, 2010 which takes intoaccount transfers into and out of the account, as well as any supplemental appropriationspassed by the County Council.2011 Department Request: 2011 appropriation and positions requested by the department forconsideration by the County Executive.2011 County Executive Recommended: 2011 appropriation and positions recommended by theCounty Executive to the County Council.2011 Council Adopted: 2011 appropriation and positions adopted by the County Council.- 6 -

READER’S GUIDE- 8 -

Although the Recommended Budget continues existing services without layoffs, furloughs, or pay cuts, it doesrequire difficult choices including staff reduction by attrition and a third consecutive year of employee wagefreezes. We are faced with the continuing challenge of finding a way to maintain sufficient levels of service withfewer employees and less funding. In order for us to successfully meet this challenge, it requires the ongoingsupport of our committed and dedicated County employees who have been asked to do more with less and yetcontinue to provide quality services to the residents of St. Louis County. This budget is accomplished with aproperty tax levy of $0.523 for each $100 of assessed valuation – the same total rate as 2010.The adopted 2009 general funds budget plan called for the use of $29.9 million of our reserves to balance thebudget. We used only $8.3 million of this amount in 2009 by remaining diligent in our efforts to reduce costs. Wefilled only the most critical vacant positions, reduced employee travel by encouraging the use of online or localtraining opportunities, and delayed projects when possible. These actions were validated in 2010 when St. LouisCounty’s AAA general obligation bond rating was again reaffirmed by both Moody’s Investors Service andStandard and Poor’s Rating Service. This allowed us to borrow money at a low interest rate as we took bonds tomarket for several projects earlier this year.As we have worked to minimize costs, revenues have continued to decline. While some feel that the currentrecession may be over, it will take time before our revenues rebound. Although our unemployment rate in theCounty is better than throughout the State and the nation, it remains higher than normal. In addition, consumerconfidence as demonstrated by retail and home sales, remains low. These factors have resulted in lower assessedproperty values in the 2009 reassessment cycle and sales tax revenues that continue to underperform.Our updated estimate for 2010 is that revenues from all budgeted funds will increase $50.6 million or 9.9% overprevious projections; however, this increase is solely due to new revenue sources enacted in 2010. Base revenuefrom property taxes is expected to remain level because 2010 is a non-reassessment year. Revenues frompreviously existing sales taxes are estimated to decrease 2.6% compared to 2009, and all other revenue types areestimated to decrease nearly 3%. New 2010 revenues include $8.2 million in admission and gaming taxes from theRiver City Casino that opened this past March. A portion of these funds will be dedicated to public safetyactivities with the remainder used for General Fund budget support. Also new in 2010 is a one-tenth of one centcountywide sales tax, implemented in April, for emergency communications projects. We estimate this tax willgenerate more than $10 million in revenue in 2010, with funds being used to develop a new interoperablecommunications system for first responders and to enhance 911 services and the emergency warning siren network.Finally, a new half-cent countywide sales tax was implemented in July that will produce nearly $35 millionin revenue during 2010. This revenue will be provided to the Bi-State Development Agency (Metro) foroperations and system development.In 2011, revenues are projected to increase $40.4 million or 7.2%; however, this increase is due to theannualization of casino and new sales tax revenues that were only collected for a partial year in 2010. Totalprojected revenue from all other sources remains virtually unchanged.Although our general fund revenues have been decreasing, our costs of doing business continue to grow. Thebudgeted per-employee rate for health insurance increased nearly 10% and we anticipate significant increases inutility costs. As a result, I instructed County department directors to submit two versions of their budget – onedecreasing 1% from the 2010 appropriation, and another decreasing 5%. I reviewed these plans, and the resultingbudget features those reductions that could be accepted without jeopardizing the quality of services provided by St.Louis County. The budget for the general funds is a reduction of $10.7 million or 2.9%. In this budget, coreoperations funding for every department has been reduced. To accomplish this, some vacant positions were notfunded, some aging computers and vehicles will need to remain in the inventory for another year, andappropriations have been minimized as much as possible, reducing departments’ flexibility to address unforeseenexpenses.- 11 -

You will notice that some fund groups in the table above increase or decrease more than is typical. These includethe Health Fund, which decreases $6.5 million or 10.7%. This is due to the elimination of one-time fundingincluded in the 2010 budget for targeted capital investments that will increase efficiency and reduce futureoperating costs. An investment of $2.0 million was used to begin the design process for a new health campus inNorth County. Another investment of $5.8 million funded the renovation and purchase of equipment for a newanimal shelter facility that will consolidate two existing shelters. These decreases are offset by $1.3 million addedto the budget for debt service on bonds issued to fund construction of the health campus.The Recommended Budget for Special Revenue Funds decreases $38.1 million or 54%. The majority of thisdecrease is due to the fact that the 2010 budget includes an appropriation of $35 million for grants approved by theChildren’s Services Fund Board. A grant appropriation is not included in the 2011 Recommended Budget, as itwill be brought forth by the Children’s Services Fund Board for the Council’s consideration after they review grantproposals and make funding recommendations.The Debt Service Fund recommended appropriation decreases $1.8 million or 11.9%. In 2009, we were able to usefund balance to retire one bond issue early and save County taxpayers more than $450,000 in interest costs.Finally, the Recommended Budget for the Public Mass Transit Fund decreases by $1.6 million or 4.1% because ofdecreased collections from the quarter-cent transportation sales tax. All funds received from this sales tax aredistributed to Metro. This budget does not recommend appropriations for the new half-cent sales tax implementedearlier this year. These funds will be appropriated upon your approval of the annual contract with Metro whichthey will submit for consideration during the first half of 2011.In conclusion, this is the third year in a row in which decreasing revenues have forced us to make difficult budgetdecisions and streamline operations to preserve services while living within our means. We are again forced toextend an employee wage freeze for another year, defer preventative maintenance and repair of our facilities, andstretch our existing workforce further. The Recommended Budget for the fiscal year beginning January 1, 2011provides the funding required to deliver essential services to our citizens while avoiding layoffs, furloughs, and payreductions. It also sets aside enough unappropriated fund balances to safeguard our bond rating and provideflexibility should emergency funding be required during the course of the fiscal year. I will continue to monitorrevenues and expenditures closely during 2011 and take any necessary corrective action to preserve St. LouisCounty’s financial health.Respectfully submitted,Charlie A. DooleyCounty Executive- 12 -

ST. LOUIS COUNTY2011 BUDGET SUMMARYAPPROPRIATIONS:COUNTYEXECUTIVERECOMMEND.ADOPTEDBUDGETORDINANCENUMBERGeneral FundsGeneral Fund $ 227,269,166 $ 227,269,166 24,599Special Road and Bridge Fund 47,736,641 47,736,641 24,602Health Fund 54,396,046 54,396,046 24,601Park Maintenance Fund 25,950,318 25,950,318 24,600Total General Funds 355,352,171 355,352,171Special Revenue Funds:Assessment Fund 12,148,293 12,148,293 24,607Sewer Lateral Fund 2,813,167 2,813,167 24,612Transportation Trust Fund 87,607 87,607 24,613Police Air Support Program Fund 250,000 250,000 24,615Emergency Communications Fund 1,856,892 4,941,509Children's Services Fund 977,584 977,584 24,614Convention and Recreation Trust Fund 9,167,690 9,167,690 24,608Water Service Line Fund 4,264,521 4,264,521 24,610Solid Waste Management Fund 1,785,200 1,785,200 24,616Total Special Revenue Funds 33,350,954 36,435,571Debt Service Fund 13,526,757 13,526,757 24,604Enterprise Fund - Spirit of St. Louis Airport Fund 21,707,101 21,707,101 24,609Operating Budget Total 423,936,983 427,021,600Public Mass Transit Fund 36,338,429 36,338,429 24,617Highway Capital Construction Program:Federal Aid Urban Trust Fund (1) 14,955,000 14,955,000 24,606Transportation Highway Fund (1) 11,062,000 11,062,000 24,606Total Highway Capital Construction 26,017,000 26,017,000APPROPRIATION TOTAL $ 486,292,412 $ 489,377,029(1) To improve comparison on a year-to-year basis, does not include funding committed in the 2009 budget but not spent until 2010. The detailed budgetsfor these funds can be found in the Capital Improvement Program section of this document.TAX LEVIES:General Fund $ 0.200 $ 0.200 24,603Special Road and Bridge Fund 0.105 0.105 24,603Health Fund 0.140 0.140 24,603Park Maintenance Fund 0.050 0.050 24,603Debt Service Fund 0.028 0.028 24,603$ 0.523 $ 0.523- 13 -

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IntroductionSt. Louis County was established by proclamation ofWilliam Clark, Governor of the Upper LouisianaTerritory, on October 1, 1812 – nine years beforeMissouri became a state. With a 2006 estimatedpopulation of 1,000,510 (US Census Bureau), it isthe largest county in Missouri containing 17 percentof the state’s population. St. Louis County is also animportant employment center. Nearly half (48percent) of the metropolitan area’s jobs and nearlya quarter (23 percent) of all jobs in Missouri arelocated in St. Louis County. The County covers anarea of 524 square miles. The City of Clayton is theCounty seat.St. Louis County’s 91 municipalities have primaryresponsibility within their jurisdictions for suchservices as public safety, planning and zoning, localstreet maintenance and building code enforcement.The unincorporated area, which contains nearly athird of the County’s population and a third of itsarea, comes under the direct jurisdiction of Countygovernment.Major ServicesThe County provides a wide range of services fallingwithin three categories: 1) county‐wide services,which are available on an equal basis to all residentsof St. Louis County; 2) services to unincorporatedareas; and 3) services to incorporated areas bycontractual agreement. The County also owns andoperates Spirit of St. Louis Airport as a selfsupportingenterprise. Major services provided bythe County include:The County’s 24 school districts are independentgovernmental entities, as are the 23 fire protectiondistricts, which share fire protection responsibilitieswith 20 municipal fire departments. Special servicedistricts provide sewer, library, junior college, andcultural facilities within the County. Privatelyowned utilities provide electrical, natural gas,water, and telephone service.The County operates as a first‐class county of theState of Missouri governed by a charter, originallyadopted in 1950 and revised in 1968 and 1979. Theelected County Executive serves as the chiefadministrative officer of the county. The legislativebody is composed of a seven member CountyCouncil. The County’s fiscal year begins on January1 st .Police protectionHealth careEnvironmental healthHuman Services programsPublic worksTax assessmentLow income assistance programsJudicial and justice servicesParks and recreationElection administrationPlanning and zoningEconomic DevelopmentTax collectionRoad and bridge maintenance andconstruction- 15 -FISCAL YEAR 2011ADOPTED BUDGET

MunicipalitiesSt. Louis County, MissouriPELICAN ISLANDFranklin CountyMISSOURIHOWELL ISLANDRIVER8961MERAMECU¥RIVERJOHNSON ISLAND29IyUnincorporated Area!"b$BONHOMME ISLAND!"e$MERAMEC1 BALLWIN2 BELLA VILLA1728161Manchester Rd90RIVER3 BELLEFONTAINE NEIGHBORS4 BELLERIVE5 BEL-NOR6 BEL-RIDGE7 BERKELEY8 BEVERLY HILLS9 BLACK JACK10 BRECKENRIDGE HILLS11 BRENTWOOD12 BRIDGETON13 CALVERTON PARK14 CHAMP15 CHARLACK16 CHESTERFIELD17 CLARKSON VALLEY18 CLAYTON19 COOL VALLEY20 COUNTRY CLUB HILLS21 COUNTRY LIFE ACRES22 CRESTWOOD23 CREVE COEUR24 CRYSTAL LAKE PARK25 DELLWOOD26 DES PERES27 EDMUNDSON28 ELLISVILLE29 EUREKA30 FENTON31 FERGUSONSt. Charles CountyMISSOURIIy !"e$507679Jefferson County75!"b$MUNICIPALITIES32 FLORDELL HILLS33 FLORISSANT34 FRONTENAC35 GLENDALE36 GLEN ECHO PARK37 GRANTWOOD VILLAGE38 GREEN PARK39 GREENDALE40 HANLEY HILLS41 HAZELWOOD42 HILLSDALE43 HUNTLEIGH44 JENNINGS45 KINLOCH46 KIRKWOOD47 LADUE48 LAKESHIRE49 MACKENZIE50 MANCHESTER51 MAPLEWOOD52 MARLBOROUGH53 MARYLAND HEIGHTS54 MOLINE ACRES55 NORMANDY56 NORTHWOODS57 NORWOOD COURT58 OAKLAND59 OLIVETTE60 OVERLAND61 PACIFIC62 PAGEDALERIVERBRYAN ISLAND!"f$ %&k( %&h(5330122487MERAMEC233446Í4326 846873RIVER4135584722%&h(21 1137%&k(!"c$MERAMEC85RIVER69495248381851Í9144701920643210 7265746355155660 7453683980658278404281Olive Blvd83628659MISSISSIPPIDESPERESRIVERDES88%&j(RIVER2Uq14 31546774527Page AveLindbergh Blvd63 PASADENA HILLS64 PASADENA PARK65 PINE LAWN66 RICHMOND HEIGHTS67 RIVERVIEW68 ROCK HILL69 SHREWSBURY70 ST. ANN71 ST. GEORGE72 ST. JOHN73 SUNSET HILLS74 SYCAMORE HILLS75 TOWN & COUNTRY76 TWIN OAKS77 UNIVERSITY CITY78 UPLANDS PARK79 VALLEY PARK80 VELDA CITY81 VELDA VILLAGE HILLS82 VINITA PARK83 VINITA TERRACE84 WARSON WOODS85 WEBSTER GROVES86 WELLSTON87 WESTWOOD88 WILBUR PARK89 WILDWOOD90 WINCHESTER91 WOODSON TERRACE- 16 -3377661371259!"f$Iy !"e$!"b$MissouriIllinois!"c$MISSISSIPPI3City of St. LouisMonroe CountyARSENALISLANDCORA ISLAND%&k(MISSISSIPPIMOSENTHEINISLAND®RIVERSt. Clair CountyCHOUTEAUISLAND0 2 4 MilesPrepared by St. Louis CountyDepartment of PlanningAugust 2010Madison CountyRIVER

ST. LOUIS COUNTY GOVERNMENTOrganizational ChartCitizensCountyCouncil(7 Members)ProsecutingAttorneyProbateJudge**Board of ElectionCommissioners*Circuit CourtJudges(19 includingFamily Court)*AssociateCircuitJudges (13)County ExecutiveAdministrativeDirectorCountyAuditorDirector ofJudicialAdministrationCondemnationCommissionPublicAdministratorCountyClerkCountyCounselorChief OperatingOfficerEconomicCouncilSheriffFamilyCourtClerk of theCircuitCourtMunicipalCourtDirector ofJusticeServicesDirectorofHealthDirectorofAviationDirectorofRevenueDirector ofHumanServicesDirectorofAdministrationDirector ofPublicWorksDirector ofHighways &TrafficDirectorofPlanningDirector ofParks &RecreationBoard of PoliceCommissioners- 17 -MedicalExaminerAssessor CollectorProcurement &AdministrativeServicesFiscalManagementPlanningCommissionParks &RecreationAdvisory BoardChiefofPoliceJusticeServicesAdvisory BoardHealth &HospitalAdvisory BoardRecorderof DeedsCivil ServiceCommissionPersonnelBoard ofZoningAdjustmentBuildingCommissionBoard ofHighways &TrafficBoard ofEqualizationRetirement& BenefitsFireStandardsCommissionMembers appointed by, but not under direct control of, theCounty ExecutiveBudget &RiskManagementInformationTechnologyTreasury* Judges are appointed by the Governor - retention in office isdecided every six years by voters** Board of Election members are appointed by the Governor

INTRODUCTIONSt. Louis County CouncilCounty Council ChairDistrict 5District 3Colleen Wasinger (R)Barbara Fraser (D)County Council Vice‐ChairDistrict 6Steve Stenger (D)District 4Michael O’Mara (D)District 1Hazel Erby (D)District 7Gregory F. Quinn (R)District 2Kathleen Kelly Burkett (D)- 18 -

County Council DistrictsSt. Louis County, MissouriPELICAN ISLANDFranklin CountyMISSOURIHOWELL ISLANDMERAMECRIVERIy !"e$UnW¼UnIy !"e$!"f$%&k(%&k(ÍManchester RdU¥U¥ Í%&k(RIVERJOHNSON ISLANDSpirit of St. LouisAirportHwy 109BONHOMME ISLANDCouncil District 7MERAMEC!"b$ IzCouncil DistrictsClarkson RdClayton RdRIVERSt. Charles CountyWoods Mill RdHwy 141MISSOURIJefferson County®0 2 4 MilesRIVERBRYAN ISLANDCouncil District 2MERAMECPage AveCouncil District 3Lindbergh Blvd!"b$ IzIzHwy 30RIVERÍ!"f$Lambert St. LouisInternational Airport%&h(W¼Olive BlvdUnLadue Rd%&h(Iy !"e$!"b$%&k(!"c$MERAMECSt. Charles Rock RdCouncilDistrict 5Watson RdLindbergh BlvdRIVERÍRIVERIzMISSISSIPPI%&k(DESPERESDESGravois RdCouncil District 6!"c$Lemay Ferry Rd%&j(Telegraph RdChambers RdCouncil District 1Lucas & Hunt RdRIVERÍCouncil District 4Uq!"f$City of St. LouisIy !"e$!"b$IzMonroe County!"c$ARSENALISLANDCORA ISLAND%&k(MISSISSIPPIMOSENTHEINISLANDMISSISSIPPISt. Clair CountyRIVERMissouriIllinoisCHOUTEAUISLANDMadison CountyRIVERPrepared by St. Louis CountyDepartment of PlanningDecember 2006- 19 -

INTRODUCTION2011 BUDGETARY AND FINANCIAL POLICIESAND GUIDELINESThe fiscal year of St. Louis County is the twelve (12)months beginning on the first day of January in eachcalendar year. Such fiscal year shall constitute thebudget and accounting year (301.020 SLCRO 1974as amended)‣ Budget Charter RequirementsPursuant to the St. Louis County Charter, Article VIII,the County Executive must submit a balancedcurrent expense budget to the County Council nolater than 60 days prior to the beginning of eachfiscal year. The budget must include a completefinancial plan for all County funds and activities,including proposed tax rates, an estimate of allincome and revenue and all proposed expendituresfor current operations, debt service and a capitalprogram.The annual budget document does not includegrant funds, capital projects funds (except theHighway Capital funds), trust and agency funds orspecial revenue funds that have been authorized byordinance by the County Council as available andappropriated as received. These funds do notnecessarily have a calendar year fiscal year nor dothe appropriations lapse at the end of the calendaryear.The County Executive presents the proposed budgetto the County Council by November 1 st of each year.The budget document must include, by fund: (a) theestimated income and revenue of the fund for thebudget year and (b) the estimated income andrevenue of the fund during the fiscal yearimmediately preceding the budget year. The totalexpenditure proposed in the budget for each fundshall be no greater than the lesser of (a) and (b),plus any unencumbered cash balance in the fund atthe end of the fiscal year immediately preceding thebudget year. The County Executive may proposeadditional expenditures if he also proposesadditional income and revenue, but such additionalexpenditures may not exceed ninety percent of theestimated additional income and revenue to bereceived from taxes plus the total estimatedadditional income and revenue to be received fromany other source.Prior to adoption of the budget, the County Councilholds at least one public hearing where interestedcitizens can comment and ask questions regardingthe proposed budget. The proposed budget isavailable for public inspection at local libraries andat the County Budget Office once it has beenpresented to the County Council. The final budgetis adopted by County ordinance before December31 st . If the Council fails to adopt the budget by thatdate, the amounts appropriated for currentoperation for the current fiscal year shall beappropriated for the new fiscal year on a month‐tomonthbasis, until the Council does adopt a budget.The County Executive can make recommendationsto the County Council during the year forsupplemental or emergency appropriations. TheCouncil may institute such changes by ordinance.The County Executive may transfer appropriationswithin any department during the fiscal year, withproper notification to the County Council.Every appropriation, except an appropriation fromgeneral obligation bonds of the County, shall lapseat the close of the fiscal year to the extent that ithas not been expended or encumbered. Any cashsurplus in any fund at the end of any fiscal year shallbe carried forward and merged with the income ofthe fund for the succeeding year.‣ Budget Transfers and AmendmentsIn St. Louis County, the budget is a living documentwhich can be adjusted to meet the changingdemand for services during the fiscal year.Accordingly, budget transfers and amendments arepart of a larger on‐going budget monitoringprocess. Funding issues are addressed as they arisevia budget transfers and amendments pursuant toSection 8.050 of the County Charter which states:- 20 -

INTRODUCTIONSection 8.050. If recommended by the countyexecutive the council may by ordinance duringany fiscal year make supplemental oremergency appropriations from availableincome and may reduce or transferappropriations. The county executive may byexecutive order contemporaneously filed withthe council transfer appropriations within anydepartment during any fiscal year.Budget transfers allow for an increase or decreaseto any appropriation within the same fund anddepartment, provided that total appropriations arenot changed. Budget transfers are initiated byCounty departments and are reviewed andapproved by the director of the requestingdepartment, the Department of Administration, andthe County Executive. The County Council isnotified of the transfer upon the County Executive’sapproval.Budget amendments allow for any change toappropriations that cannot be accomplishedthrough a budget transfer. These situations includeincreasing or decreasing the total amount ofappropriations, and transferring appropriationsbetween departments.Typically, budget amendments appropriaterevenues from a source not anticipated in thebudget and received for a specific purpose. Theprocess for obtaining a budget amendment beginswith a department director requesting, through aformal letter, that the County Executive pursuelegislation to implement the proposal. If the CountyExecutive supports the request, he or she formallyrequests legislation from the County Council whoconsiders the specific request through thelegislative process. If Council approves the requestin the form of an ordinance, and that ordinance issigned by the County Executive, the appropriationchanges are made to the proper budgets.‣ Emergency FundAs required by Missouri law, St. Louis County’sannual budget shall include an appropriation in anamount not less than three percent of the totalestimated general fund revenues in an emergencyfund (RSMo 50.540). The County Council may, byresolution at any time upon recommendation of theCounty Executive, make transfers from theemergency fund appropriation account to any otherappropriation account within the General Fund(302.070 SLCRO 1974 as amended). Transfers mayonly be made for unforeseen emergencies andupon unanimous vote of the County Council.‣ Budget GuidelinesThe St. Louis County annual budget process is acollaborative effort involving all Countydepartments, the Department of Administrationand the County Executive. The Department ofAdministration serves as the link betweendepartments and the County Executive.Departmental involvement starts early in theprocess with the development of income estimates.Departmental estimates are then combined withthe Department of Administration’s generalrevenue estimates. Income estimates are added tofund balance estimates to determine the amount offunding available for appropriation. These numbersare monitored and updated throughout the budgetprocess.Budget guidelines are developed taking intoconsideration County Executive goals and objectivesand available funding. Countywide issues like meritincreases and fringe benefit changes are decidedupon by the County Executive based onrecommendations from the Department ofAdministration. Guidelines also include informationto departments on the expected format of theirbudget requests and standardized costs.All budget requests are returned to the Departmentof Administration where they are reviewed forcompleteness and adherence to guidelines.Departmental budgets are then summarized byfund and compared to available funding.- 21 -FISCAL YEAR 2011ADOPTED BUDGET

INTRODUCTIONThe budget process has been developed to give theDepartment of Administration sufficientinformation regarding a department’s needs,desires and priorities so that a recommendedCounty budget can be developed that falls withinthe available funding parameters and the goals andobjectives determined by the County Executive. Formany years this has been accomplished byrequesting multiple budgets and sufficientdocumentation from departments.someone lives in a municipality or unincorporatedarea, or works in St. Louis County but liveselsewhere, or perhaps visits the County to shop oreat, everyone within the County is touched by andbenefits from the public services offered by St. LouisCounty government.Health &Well‐beingOnce approved by the County Executive, arecommended budget is submitted to the St. LouisCounty Council for their approval. Prior to votingon the recommended budget, the County Councilholds a public hearing to receive any commentsfrom the general public. The Council also holdshearings with all County departments.GeneralGovernmentHometownSecurityPublicServicePublicInfrastructurePrivateInfrastructureThe legal level of control at which actualexpenditures may not exceed the budget is at thedepartment level within the General Funds and atthe fund level for all other budgeted fund types.EducationRecreation &CultureEconomicDevelopment‣ Strategic PlanningSt. Louis County prepares its annual budget inaccordance with the principles established in theCounty’s Strategic Plan which sets policy and guidesthe County’s development.As the county with the largest population in theState of Missouri, with 91 municipalities and over150 local jurisdictions, and more than 300,000people living in unincorporated areas, St. LouisCounty government provides a full spectrum ofservices to meet the needs and desires of itscustomers. There are countywide services such asmaintaining a vast road network and providingpublic health services that are available to allresidents within the County. There are direct localservices such as planning, code enforcement andpublic safety that County government delivers toresidents in the unincorporated areas. Lastly, thereare those direct services that St. Louis Countygovernment contracts with many of themunicipalities within the County. WhetherSt. Louis County government carries out its missionin eight key service areas as illustrated above. Foreach of the eight service areas, there is a corollarystrategic objective, that is, an external goal thatshows what the county aspires to do to fulfill itsmission (see table, below).The Strategic Plan directs the County to focus onthree strategic issues as priorities: 1) St. LouisCounty’s Role in the Region and Transportation, 2)Reinvestment in Older Communities, and 3)Services to Unincorporated Areas. The Plan outlinesspecific outcomes, strategies, and performancemeasures associated with each strategic issue.The performance measures reported within eachdepartment’s section within this document havenot yet been synchronized with the Strategic Plan.This process will occur during the next several fiscalyears.- 22 -

INTRODUCTIONSt. Louis County GovernmentKEY SERVICE STRATEGIC OBJECTIVEHometown Sustain and enhance communitySecurity safetyHealth & Well‐ Protect the public’s health andBeingwell‐beingPublicMaintain and improve excellentInfrastructure transportation systems, utilitiesand public facilitiesPrivateInfrastructureEconomicDevelopmentRecreation &CultureEducationGeneralGovernmentSustain and encourage excellenthousing stock and businessfacilitiesSustain and enhance our job basewith high quality jobsProvide quality public amenitiesand activities for residents andvisitors to enjoyProvide quality public amenitiesand activities for residents andvisitors to enjoyPromote confidence in Countygovernment through soundmanagement of elections,assessments, collections, andpublic records‣ Financial PoliciesThe accounting policies of the County conform tothe accounting principles generally accepted in theUnited Stated of America (GAAP) applicable togovernmental entities. The following is a summaryof the more significant accounting policies:Financial StructureThe County’s financial structure is organized on thebasis of funds, each of which is considered aseparate accounting entity with self‐balancingaccounts that comprise its assets, liabilities, fundbalances/net assets, revenues and expenditures, orexpenses. Governmental resources are allocated toand accounted for in individual funds based uponthe purposes for which they are to be spent and themeans by which spending activities are controlled.The following fund types are used by theCounty:Governmental Fund TypesGovernmental funds are those through whichmost governmental functions are financed. Theacquisition uses and balances of the County'sexpendable financial resources and the relatedliabilities (except those accounted for inproprietary funds) are accounted for throughgovernmental funds. The measurement focus ison determination of and changes in financialposition rather than upon net income.The following are the County's budgetedgovernmental funds (see individual fundsections and the Supplemental Informationsection for additional information):ooGeneral Funds ‐ The General Funds are thegeneral operating funds of the County.They are used to account for all financialresources except those required to beaccounted for in another fund. The GeneralFunds are four separate funds: GeneralGovernment, Department of Highways andTraffic, Department of Health, andDepartment of Parks and Recreation.Special Revenue Funds – Special revenuefunds are used to account for specificrevenues that are legally restricted toexpenditures for particular purposes.• Assessment Fund – used to recordthe financial activity of theassessor as required by statestatute.• Sewer Lateral Fund – used for therecording of Sewer Lateral feesimposed on all residentialproperty located withinunincorporated St. Louis Countyhaving six or less dwelling units, tofund repairs of defective lateralsewer service lines.• Transportation Trust Fund – used torecord the County‐wide one halfpercent transportation sales tax- 23 -FISCAL YEAR 2011ADOPTED BUDGET

INTRODUCTIONreceipts and related expendituresfor transportation purposes. Onlypart budgeted is for the Countytransportation coordinator.• Public Mass Transit Fund ‐ used torecord the County‐wide one quarterpercent sales tax receipts andrelated expenditures for publicmass transportation purposes.• Police Air Support Unit – used toaccount for the St. Louis CountyPolice Department’s Air supportunit that provides aerial support forthe entire St. Louis region.• Emergency Communications Fund –used to record the County‐wideone‐tenth percent sales tax receiptsand related expenditures foremergency communicationspurposes.• Children’s Services Fund – used torecord the County‐wide one quarterpercent sales tax receipts andrelated expenditures used toprovide mental health andsubstance abuse services forchildren and youth ages nineteenand under in St. Louis County.• Convention and Recreation TrustFund ‐ used to record revenuereceived from a three and one halfpercent Hotel Motel tax used tofund the County's share of the debtservice payments and preservationpayments of the St. Louis RegionalConvention and Sports ComplexAuthority and debt servicepayments for the St. Louis CardinalsBallpark Site and Ballpark Project.• Water Service Line Fund – usedfor recording of water serviceooolines fees imposed on allresidential water bills locatedwithin St. Louis County havingfour or fewer dwelling units, tofund repairs of defective waterlines from the water main to theresidence.• Solid Waste Management – usedfor the recording of annuallicensing fees and surcharges onwaste deposited at sanitary anddemolition landfills.Debt Service Fund ‐ The Debt Service Fundis used to account for the accumulation ofresources for, and the payment of, longtermdebt principal, interest, and relatedcosts.Capital Improvement Program Funds• Federal Aid Urban Trust Fund –used to account forreimbursements of expendituresfor improvements to roads andbridges under Federal Aid Urban.• Transportation Highway Fund –used to account for receipts ofspecial sources of funds andtransfers from the TransportationTrust Fund to be used for specialroad improvement projects.Proprietary Fund TypesProprietary funds are used to account foractivities that are similar to those found inthe private sector. The measurement focusis on the determination of net income,changes in net assets (or cost recovery),financial position, and cash flows.The County has one budgeted proprietaryfund, an enterprise fund, the Spirit of St.Louis Airport. The Airport fund is used toaccount for activities of the County's airport- 24 -

INTRODUCTIONoperation financed primarily from fuel salesand facility leases.The County applies all applicable GovernmentalAccounting Standards Board (GASB)pronouncements as well as the following privatesectorpronouncements issued on or beforeNovember 30, 1989, unless these pronouncementsconflict with or contradict GASB pronouncements:Financial Accounting Standards Board (FASB)Statements and Interpretations, AccountingPrinciples Board (APB) Opinions, and AccountingResearch Bulletins (ARBs) of the Committee onAccounting Procedure.Measurement Focus and Basis of Accounting andBudgetingMeasurement focus refers to when revenues andexpenditures or expenses are recognized in theaccounts and reported in the basic financialstatements. Basis of accounting relates to thetiming of the measurements made, regardless ofthe measurement focus applied.Governmental fund financial statements arereported using the current financial resourcesmeasurement focus and the modified accrual basisof accounting.Under the modified accrual basis of accounting,revenues are recorded when both measurable andavailable. The term "available" is defined ascollectible within the current period or soon enoughthereafter to be used to pay the liabilities of thecurrent period. For the County, available is definedas expected to be received within sixty days of fiscalyear‐end. Expenditures generally are recordedwhen a liability is incurred, as under accrualaccounting. However, debt service expenditures, aswell as expenditures related to compensatedabsences and claims and judgments, are recordedonly when payment is due (i.e. matured).The County recognizes assets from derived taxrevenue transactions (such as sales and utilitiesgross receipt taxes) in the period when theunderlying exchange transaction on which the tax isimposed occurs or when the assets are received,whichever occurs first. Revenues are recognized,net of estimated refunds and estimateduncollectible amounts, in the same period that theassets are recognized, provided that the underlyingexchange transaction has occurred. Resourcesreceived in advance are reported as deferredrevenues until the period of the exchange.The County recognizes assets from imposednonexchange revenue transactions (such as realestate and personal property taxes) in the periodwhen an enforceable legal claim to the assets arisesor when the resources are received, whicheveroccurs first. Revenues are recognized in the periodwhen the resources are required to be used or thefirst period that use is permitted. The Countyrecognizes revenues from property taxes, net ofestimated refunds and estimated uncollectibleamounts, in the period for which the taxes arelevied. Imposed nonexchange revenues alsoinclude permits and court fines and forfeitures.Intergovernmental revenues, representing grantsand assistance received from other governmentalunits, are generally recognized as revenues in theperiod when all eligibility requirements, as definedby GASB 33, have been met. Any resourcesreceived before eligibility requirements are met arereported as deferred revenues.Charges for services in the governmental funds areexchange transactions, and are therefore notsubject to the provisions of GASB 33. They arerecognized as revenues when received in cashbecause they are generally not measurable untilactually received.Proprietary funds distinguish operating revenuesand expenses from non‐operating items. Operatingrevenues and expenses generally result fromproviding services and producing and deliveringgoods in connection with a proprietary fund'sprincipal ongoing operations. The principaloperating revenues of the airport enterprise fundare fuel sales and facilities leases. Transactionswhich are capital, financing, or investing related are- 25 -FISCAL YEAR 2011ADOPTED BUDGET

INTRODUCTIONreported as non‐operating revenues. All expensesrelated to operating the airport enterprise fund arereported as operating expenses. Interest expense,financing costs, and miscellaneous expenses arereported as non‐operating expenses.The budget is prepared in conjunction with themodified accrual accounting policies practiced by St.Louis County.EncumbrancesWithin the governmental fund, fund balance isreserved for outstanding encumbrances, whichserves as authorization for expenditures in thesubsequent year. Encumbrances will remain inforce and will be liquidated under the current year’sbudget.Cash and InvestmentsThe County Treasurer maintains a cash andinvestment pool that is available for use by allfunds, except certain restricted Special Revenue andAgency Funds. Investment income earned onpooled cash and investments is distributed to theappropriate funds based on the average dailybalance of the cash and investments of each fund.In addition, cash and investments are separatelymaintained by other County officials, several of theCounty's departments, and third‐party trustees andfiscal agents.Property TaxesProperty taxes are levied annually in October basedon the assessed valuation of all real and personalproperty located in the County as of the previousJanuary 1. The County tax rate was levied at $0.495per $100 of assessed valuation for the General Fundto fund General Government, Highways and Traffic,Health, and Parks and Recreation and $0.028 for theDebt Service fund, for a total levy of $0.523. Taxesare billed in November and are due and collectibleon December 31. All unpaid taxes becomedelinquent on January 1 of the following year andattach as an enforceable lien on the property atthat date.Capital AssetsCapital assets include buildings, improvements,equipment, and infrastructure assets (e.g., roads,bridges, and similar items). Capital assets aredefined by the County as assets with an estimateduseful life in excess of one year with an initial,individual cost of $500 or more; land improvementswith a cost of $5,000 or more; infrastructure (otherthan roads or bridges) with a cost of $50,000 ormore; roads, bridges, and improvements to roadsand bridges with a cost of $500,000 or more; and allland.- 26 -

INTRODUCTIONBUDGET CALENDARDate (2010) Activity/Action Area ResponsibleMay 3 CAPS open for 2011 budget developmentMay 21 Revenue estimates due in CAPS DepartmentsJun 1 Recommendations for replacement vehicles distributed Dept. of Highways andTrafficJun 11 First draft of revenue estimates and Table I and II available Budget OfficeJun 16Discussion of budget priorities with County Executive, ChiefOperating Officer, and Director of AdministrationBudget OfficeJun 21 Budget kickoff meeting with Department Directors Budget OfficeJun 23, 25 Budget Guideline Meetings Budget OfficeJune 27 Salary budget projection created Budget OfficeJune 28‐30 CAPS end‐user budget training Budget OfficeJune 30 Vehicle requests due to Fleet Management DepartmentsJuly 30 Budget Level 1 (department request) DepartmentsAug 6 CIP requests due to Department of Planning and Budget Office DepartmentsAug 13 Budget Level 2 (department director) closed (all scenarios) DepartmentsAug 20 Budget book narratives and cover letters due to Budget Office DepartmentsSep 13‐24By Nov 1Nov 16Dec 6‐7Dec 14Budget reviews with department director, COO, and Director ofAdministrationCounty Executive’s Recommended Budget presented to CountyCouncilCouncil public hearingCouncil Committee of the Whole department budget hearingsBudget approved by County CouncilDepartmentsBudget Office- 27 -FISCAL YEAR 2011ADOPTED BUDGET

INTRODUCTIONSt. Louis County, Missouri2011 Financial Organizational Chart(Budgeted Funds)Total Budget$489,377,029General Funds$355,352,171Special RevenueFunds$36,435,571Debt Service Fund$13,526,757Spirit of St. LouisAirport Fund$21,707,101Public Mass TransitFund$36,338,429Highway CapitalFunds$26,017,000General FundAssessment FundFederal Aid UrbanTrust FundSpecial Road andBridge FundSewer Lateral FundTransportationHighway FundHealth FundTransportationTrust FundPark MaintenanceFundPolice Air SupportProgram FundEmergencyCommunicationsFundChildren's ServiceFundConvention andRecreation TrustFundWater Service LineFundSolid WasteManagement Fund- 28 -

INTRODUCTIONST. LOUIS COUNTY2011 BUDGET ‐ FUND ANALYSISFUND2009 ENDINGFUND BALANCEBUDGET BASISESTIMATED FUNDBALANCE ENDING20102011RECOMMENDEDBUDGET2011ESTIMATEDINCOMEFUND BALANCEINCREASE(DECREASE)ESTIMATED FUNDBALANCEENDING 2011General FundsGeneral Fund $ 28,421,106 $ 23,812,594 $ 227,269,166 $ 215,472,810 $ (11,796,356) $ 12,016,238Special Road and Bridge (1) 5,303,078 3,354,938 47,736,641 44,033,565 (3,703,076) 2,090,798Health 36,146,638 27,358,617 54,396,046 47,456,635 (6,939,411) 20,419,206Park Maintenance 5,174,266 3,859,699 25,950,318 22,493,095 (3,457,223) 402,476Total General Funds 75,045,088 58,385,848 355,352,171 329,456,105 (25,896,066) 34,928,718Special Revenue Funds:Assessment 8,535,979 6,129,937 12,148,293 10,664,672 (1,483,621) 4,646,316Sewer Lateral 6,534,717 6,309,463 2,813,167 2,910,500 97,333 6,406,796Transportation Trust (2) 171,907 552,247 87,607 35,712,667 875,860 1,428,107Police Air Support 273,586 275,954 250,000 253,290 3,290 279,244Emergency Communications ‐ 9,587,500 4,941,509 13,683,333 8,741,824 18,329,324Children's Services 26,746,098 25,130,893 977,584 34,417,400 33,439,816 58,570,709Convention & Recreation Trust 6,995,263 5,886,314 9,167,690 8,086,716 (1,080,974) 4,805,340Water Service Line 4,339,747 3,433,910 4,264,521 3,956,250 (308,271) 3,125,639Solid Waste Management 4,280,757 2,922,885 1,785,200 1,008,427 (776,773) 2,146,112Total Special Revenue Funds 57,878,054 60,229,103 36,435,571 110,693,255 39,508,484 99,737,587Debt Service FundEnterprise Fund ‐ Spirit of St. LouisAirport Fund19,067,165 13,241,795 13,526,757 9,533,728 (3,993,029) 9,248,76613,284,679 13,458,025 21,707,101 22,134,785 427,684 13,885,709Operating Budget TotalPublic Mass Transit Fund (3)165,274,985 145,314,770 427,021,600 471,817,873 10,047,073 157,800,779‐ ‐ 36,338,429 105,836,829 ‐ ‐Highway Capital Construction Program:Federal Aid Urban Trust 12,520,843 4,975,624 14,955,000 14,433,946 (521,054) 4,454,570Transportation Highway 36,991,993 16,608 11,062,000 11,902,758 840,758 857,366Total Highway Capital Construction 49,512,836 4,992,232 26,017,000 26,336,704 319,704 5,311,936TOTAL ALL BUDGETED FUNDS$ 214,787,821 $ 150,307,002 $ 489,377,029 $ 603,991,406 $ 10,366,777 $ 163,112,715NOTES: The 2009 Ending Fund Balance ‐ Budget Basis is generally lower than the fund balance reported in the Comprehensive Annual Financial Report for the year because it isreduced 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 2010 can be found in the Table I of each budget section. The 2011 Estimated Income may be different than the amount of estimated income used to calculate the dollars available for appropriation. The amount of incomeavailable for appropriation is the lesser of the current year's estimate (2010) or the budgeted year's estimate (2011). This generally has the effect of reducing the amountavailable to appropriate and therefore the final approved budget. The Estimated Fund Balance Ending 2011 does not reflect the estimated budget that is unspent at the end of the budget year. While this varies by fund, the 2009 returnfor all General Funds was 8.4%.(1) The Special Road & Bridge Fund Estimated Fund Balance Ending 2011 is increased by $2.4 million due to the proposed transfer of dormant escrow funds into the Fundduring 2011.(2) The Transportation Trust Fund 2011 Estimated Income is reduced by the amount of funds requested to be transferred out to other funds ($33,998,000) for highwaymaintenance and construction, and the Estimated Fund Balance Ending 2011 is reduced by an estimate for the annual contract with Metro ($34,749,200). This contract issubmitted by Metro to the County Council in June of each year.(3) The Public Mass Transit Fund Estimated Fund Balance Ending 2011 is reduced by an estimate for future contracts with Metro ($69,498,400). These contracts are typicallysubmitted by Metro to the County Council in June of each year.- 29 -FISCAL YEAR 2011ADOPTED BUDGET

INTRODUCTIONST. LOUIS COUNTY, MISSOURICOMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE2009SPECIAL DEBT SPIRIT OF ST. PUBLIC MASS HIGHWAYGENERAL REVENUE SERVICE LOUIS AIRPORT TRANSIT CAPITALFUNDS FUNDS FUND FUND FUND FUNDS TOTALBeginning Balance^ $ 83,299,988 $ 39,236,908 $ 29,284,329 $ 12,149,692 $ ‐ $ 34,322,762 $ 198,293,679RevenuesProperty Taxes $ 104,750,339 $ ‐ $ 10,423,798 $ ‐ $ ‐ $ ‐ $ 115,174,137Sales Taxes 45,005,743 106,384,435 ‐ ‐ 37,155,796 ‐ 188,545,974Utility Gross Receipts Tax 33,495,198 ‐ ‐ ‐ ‐ ‐ 33,495,198Licenses & Permits 11,952,521 ‐ ‐ ‐ ‐ ‐ 11,952,521Assessment & Collection Fees 22,471,564 9,025,865 ‐ ‐ ‐ ‐ 31,497,429Fines & Forfeitures 3,997,617 1,824 ‐ ‐ ‐ ‐ 3,999,441Investment Earnings 1,019,236 525,889 194,543 152,389 2,135 441,129 2,335,321Rents & Concessions 2,912,383 ‐ ‐ 1,884,321 ‐ 5,400 4,802,104Intergovernmental 16,135,804 1,585,420 ‐ (7,540) ‐ 13,487,813 31,201,497Charges for Services 39,684,902 415,213 ‐ ‐ ‐ ‐ 40,100,114Fees 5,564,175 7,613,604 ‐ ‐ ‐ ‐ 13,177,779Other Revenue 14,210,558 34 51,631 14,834,158 ‐ 7,664,733 36,761,114Total Revenues $ 301,200,041 $ 125,552,285 $ 10,669,972 $ 16,863,327 $ 37,157,931 $ 21,599,075 $ 513,042,630ExpendituresSalaries & Wages $ 175,153,987 $ 6,692,325 $ ‐ $ 860,008 $ ‐ $ ‐ $ 182,706,320Payroll Fringes 63,943,342 2,567,337 ‐ 310,132 ‐ ‐ 66,820,811Purchased Services 53,373,667 12,250,318 ‐ 882,304 ‐ 17,527,412 84,033,701Commodities & Supplies 25,334,683 265,655 ‐ 11,074,805 ‐ ‐ 36,675,143Personal Allowances 2,960,954 209,633 ‐ 3,819 ‐ ‐ 3,174,406Other Expenses 4,576,000 86,417 20,887,136 1,862,210 ‐ 55,000 27,466,763Transfer Payments 16,715,410 10,534,334 ‐ 607,945 36,832,434 570,000 65,260,123Capital Outlays 6,986,409 59,625 ‐ 127,119 ‐ 283,809 7,456,962Expend Trsf/Reimb (14,961,031) (60,000) ‐ ‐ ‐ ‐ (15,021,031)Total Expenditures $ 334,083,421 $ 32,605,644 $ 20,887,136 $ 15,728,341 $ 36,832,434 $ 18,436,221 $ 458,573,197Transfers In/(Out) $ 20,872,950 $ (39,397,997) $ ‐ $ ‐ $ ‐ $ 18,525,047 $‐Adjustments* 3,755,530 (34,907,497) ‐ ‐ (325,497) (6,497,826) $ (37,975,290)Ending Balance $ 75,045,088 $ 57,878,054 $ 19,067,165 $ 13,284,679 $ ‐ $ 49,512,836 $ 214,787,821^Beginning Balance reflects the Budget Basis, which is lower than the fund balance reported in the Comprehensive Annual Financial Report for the year becauseit is reduced by the amount of reserve for encumbrances and by an amount reserved for potential payout of sick/vacation time for future retirees.*Adjustments are made for comparison purposes and include but are not limited to: closed encumbrances; changes in compensated absences; accountingadjustments; the annual contract with Metro; and prior year projects rebudgeted in 2009.- 30 -

INTRODUCTIONST. LOUIS COUNTY, MISSOURICOMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE2010 ESTIMATEDSPECIAL DEBT SPIRIT OF ST. PUBLIC MASS HIGHWAYGENERAL REVENUE SERVICE LOUIS AIRPORT TRANSIT CAPITALFUNDS FUNDS* FUND FUND FUND FUNDS TOTALEstimated Beginning Balance^ $ 75,045,088 $ 57,878,054 $ 19,067,165 $ 13,284,679 $ ‐ $ 49,512,836 $ 214,787,821Budgeted RevenuesProperty Taxes $ 106,069,814 $ ‐ $ 9,307,065 $ ‐ $ ‐ $ ‐ $ 115,376,879Sales Taxes 43,723,400 122,138,987 ‐ ‐ 71,087,600 ‐ 236,949,987Utility Gross Receipts Tax 33,087,292 ‐ ‐ ‐ ‐ ‐ 33,087,292Ca sino Taxes/Fees 8,179,274 ‐ ‐ ‐ ‐ ‐ 8,179,274Licenses & Permits 12,393,722 ‐ ‐ ‐ ‐ ‐ 12,393,722Assessment & Collection Fees 23,779,500 8,800,000 ‐ ‐ ‐ ‐ 32,579,500Fines & Forfeitures 4,045,365 36,720 ‐ ‐ ‐ ‐ 4,082,085Investment Earnings 1,294,421 542,817 213,392 177,238 22 528,828 2,756,718Rents & Concessions 2,583,704 ‐ ‐ 1,964,413 ‐ 7,200 4,555,317Intergovernmental 15,045,523 1,585,420 ‐ 48,960 ‐ 10,417,840 27,097,743Charges for Services 40,483,707 265,444 ‐ ‐ ‐ ‐ 40,749,151Fees 5,549,500 7,549,893 ‐ ‐ ‐ ‐ 13,099,393Other Revenue 13,144,269 ‐ 10,000 18,874,951 ‐ 680,370 32,709,590Total Budgeted Revenues $ 309,379,491 $ 140,919,281 $ 9,530,457 $ 21,065,562 $ 71,087,622 $ 11,634,238 $ 563,616,651Budgeted ExpendituresSalaries & Wages $ 172,605,450 $ 7,811,877 $ ‐ $ 898,688 $ ‐ $ ‐ $ 181,316,015Payroll Fringes 65,812,539 3,160,893 ‐ 305,396 ‐ ‐ 69,278,828Purchased Services 54,462,804 13,162,248 ‐ 1,099,917 ‐ 20,777,000 89,501,969Commodities & Supplies 27,476,386 463,761 ‐ 15,476,600 ‐ ‐ 43,416,747Personal Allowances 3,426,749 421,659 ‐ 6,000 ‐ ‐ 3,854,408Other Expenses 10,414,941 127,563 15,355,827 2,088,753 ‐ 3,148,450 31,135,534Transfer Payments 18,956,383 44,330,628 ‐ 799,662 59,441,141 395,000 123,922,814Ca pital Outlays 11,034,893 102,761 ‐ 217,200 ‐ 2,233,000 13,587,854Expend Trsf/Reimb (15,634,269) (60,000) ‐ ‐ ‐ ‐ (15,694,269)Total Budgeted Expenditures $ 348,555,877 $ 69,521,390 $ 15,355,827 $ 20,892,216 $ 59,441,141 $ 26,553,450 $ 540,319,901Transfers In/(Out) $ 22,697,642 $ (34,297,642) $ ‐ $ ‐ $ ‐ $ 11,600,000 $‐Adjustments* (180,496) (34,749,200) ‐ ‐ (11,646,481) (41,201,392) (87,777,569)Estimated Ending Balance $ 58,385,848 $ 60,229,103 $ 13,241,795 $ 13,458,025 $ ‐ $ 4,992,232 $ 150,307,002^Beginning Balance reflects the Budget Basis, which is generally lower than the fund balance reported in the Comprehensive Annual Financial Report for the yearbecause it is reduced by the amount of reserve for encumbrances and by an amount reserved for potential payout of sick/vacation time for future retirees.*Adjustments for General Funds include the transfer of dormant funds, closed encumbrances, and reserved funds. Adjustments for Special Revenue Funds andthe Public Mass Transit Fund reflect an estimate for annual contracts with Metro. These contracts are typically submitted by Metro to the County Council in Juneof each year. Adjustments for Highway Capital Funds include prior year projects rebudgeted in 2010.- 31 -FISCAL YEAR 2011ADOPTED BUDGET

INTRODUCTIONST. LOUIS COUNTY, MISSOURICOMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE2011 PROJECTEDSPECIAL DEBT SPIRIT OF ST. PUBLIC MASS HIGHWAYGENERAL REVENUE SERVICE LOUIS AIRPORT TRANSIT CAPITALFUNDS FUNDS* FUND FUND FUND FUNDS TOTALEstimated Beginning Balance^ $ 58,385,848 $ 60,229,103 $ 13,241,795 $ 13,458,025 $ ‐ $ 4,992,232 $ 150,307,002Budgeted RevenuesProperty Taxes $ 105,249,291 $ ‐ $ 9,230,963 $ ‐ $ ‐ $ ‐ $ 114,480,254Sales Taxes 43,635,000 125,549,820 ‐ ‐ 105,836,800 ‐ 275,021,620Utility Gross Receipts Tax 30,500,000 ‐ ‐ ‐ ‐ ‐ 30,500,000Casino Taxes/Fees 10,064,775 ‐ ‐ ‐ ‐ ‐ 10,064,775Licenses & Permits 12,269,635 ‐ ‐ ‐ ‐ ‐ 12,269,635Assessment & Collection Fees 22,593,342 8,961,000 ‐ ‐ ‐ ‐ 31,554,342Fines & Forfeitures 4,048,130 36,720 ‐ ‐ ‐ ‐ 4,084,850Investment Earnings 1,672,227 745,060 292,765 244,701 29 732,504 3,687,286Rents & Concessions 2,693,851 ‐ ‐ 1,907,872 ‐ 7,200 4,608,923Intergovernmental 15,482,062 1,585,420 ‐ ‐ ‐ 14,102,000 31,169,482Charges for Services 39,658,641 265,444 ‐ ‐ ‐ ‐ 39,924,085Fees 5,551,000 7,547,791 ‐ ‐ ‐ ‐ 13,098,791Other Revenue 13,340,151 ‐ 10,000 19,982,212 ‐ 195,000 33,527,363Total Budgeted Revenues $ 306,758,105 $ 144,691,255 $ 9,533,728 $ 22,134,785 $ 105,836,829 $ 15,036,704 $ 603,991,406Budgeted ExpendituresSalaries & Wages $ 178,237,725 $ 7,693,092 $ ‐ $ 868,628 $ ‐ $ ‐ $ 186,799,445Payroll Fringes 70,847,935 2,711,340 ‐ 316,061 ‐ ‐ 73,875,336Purchased Services 56,365,025 14,169,355 ‐ 919,181 ‐ 24,324,000 95,777,561Commodities & Supplies 27,987,241 452,956 ‐ 16,323,100 ‐ ‐ 44,763,297Personal Allowances 3,675,548 346,927 ‐ 8,100 ‐ ‐ 4,030,575Other Expenses 12,556,699 2,106,422 13,526,757 2,229,731 ‐ 1,693,000 32,112,609Transfer Payments 17,194,992 8,866,850 ‐ 888,800 36,338,429 ‐ 63,289,071Capital Outlays 5,073,394 148,630 ‐ 153,500 ‐ ‐ 5,375,524Expend Trsf/Reimb (16,586,388) (60,000) ‐ ‐ ‐ ‐ (16,646,388)Total Budgeted Expenditures $ 355,352,171 $ 36,435,571 $ 13,526,757 $ 21,707,101 $ 36,338,429 $ 26,017,000 $ 489,377,029Transfers In/(Out) $ 22,698,000 $ (33,998,000) $ ‐ $ ‐ $ ‐ $ 11,300,000 $‐Adjustments* 2,438,936 (34,749,200) ‐ ‐ (69,498,400) ‐ (101,808,664)Estimated Ending Balance $ 34,928,718 $ 99,737,587 $ 9,248,766 $ 13,885,709 $ ‐ $ 5,311,936 $ 163,112,715^Beginning Balance reflects the Budget Basis, which is generally lower than the fund balance reported in the Comprehensive Annual Financial Report for the yearbecause it is reduced by the amount of reserve for encumbrances and by an amount reserved for potential payout of sick/vacation time for future retirees.*Adjustments for the General Funds reflect the proposed transfer of $2.4 million of dormant escrow funds into the Special Road and Bridge Fund. Adjustments forSpecial Revenue Funds and the Public Mass Transit Fund reflect an estimate for the contracts with Metro. These contracts are typically submitted by Bi‐State(Metro) to the County Council in June of each year.- 32 -

Executive SummaryThe 2011 budget for all budgeted funds is$489,377,029, a decrease of $48.3 million or9.0% 1 . This budget funds all operatingdepartments of the County, highway capitalprojects, the Spirit of St. Louis Airport, debtservice obligations, and pass‐through taxes thatare distributed to Metro from the Public MassTransit Tax Fund. This budget does not includegrant funds or trust and agency funds.The charts on this page illustrate thedistribution of the budget by fund group andexpenditure category. The budget is dominatedby the general funds which are the mainoperating funds of County government, andsalary and fringe costs that make up over half ofall expenditures.million or 9.8%. Detailed information on allbudgeted funds can be found later in thisexecutive summary.An analysis of operating funds (see followingpage) demonstrates that the Countyexperienced significant revenue growth from1996 through 2001, increasing an average of5.3% annually. Revenues leveled‐off in theearly part of the last decade during theeconomic slowdown that preceded and wasexacerbated by the September 11 th terroristattacks, with average annual growth of ‐0.2%.As the economy rebounded, revenues onceagain began to grow, averaging 5.3% growthbetween 2004 and 2007. The economy2011 Budget by Fund TypeGeneral73%2011 Budget by CategorySalary andFringes52%PersonalAllowance1%HighwayCapitalConstruct.5%PublicMassTransit7%Enterprise Debt4% Service3%SpecialRevenue8%CapitalOutlays1% TransferPayments12%OtherExpenses6%PurchasedServicesComm. & 19%Supplies9%OPERATING BUDGETThe operating budget supports most Countydepartments and programs and consists of thegeneral funds, special revenue funds, DebtService Fund, and the Spirit of St. Louis AirportEnterprise Fund. The 2011 budget for thesefunds totals $427,021,600, a decrease of $46.21Budget changes in the Executive Summary compare the 2011Adopted Budget with the 2010 Adjusted Budgetsoured in 2008 and 2009 with revenuesdecreasing 3.6% per year between 2007 and2009.Revenues from all budgeted funds in 2010 areestimated to be $50.6 million or 9.9% higherthan the 2009 level. This is primarily due to- 33 -FISCAL YEAR 2011ADOPTED BUDGET

EXECUTIVE SUMMARY$ in Millions$520$480$440$400$360$320$280$240Operating Funds Revenue & Expenditure History(1996‐2011 Proj)RevenuesExpenditures1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010(Est)2011(Proj)several new revenue sources. In 2009, a newquarter‐cent sales tax was created withproceeds used to protect the well‐being andsafety of children and youth nineteen years ofage and less. Revenues from this tax were onlyreceived for 9 months in 2009. In 2010, newsales taxes to establish, operate, and maintainan emergency communications system (tenthcent)and to fund public mass transit (half‐cent)were created. Finally, a new casino was openedin St. Louis County in March 2010 whichprovides revenue from admission and gamingtaxes.Projected revenue from all budgeted funds in2011 is $604.0 million, an increase of $40.4million or 7.2% from the 2010 level. Themajority of this increase is due to theannualization of new revenue sources (salesand casino taxes) which were collected for aportion of 2010. Although overall revenues aregrowing, base revenues (property and existingsales taxes) continue to struggle to provideadequate revenue to operate Countygovernment at its current size.supported the 2002 and 2003 budgets atnormal growth rates as revenues decreased. In2004, departmental budgets were reduced bycutting programs and reducing service levels.While these reductions brought spending morein‐line with revenues, they had negativeimpacts on the County’s core mission of publicservice.Many non‐mandated but important serviceswere eliminated, which decreasedresponsiveness to citizens. Spending oninfrastructure needs was reduced, creatinggreater future liabilities. Salary increases werereduced, and significant amounts of trainingwere eliminated for employees, leading tosome difficulties hiring and retaining staff. The2007 and 2008 budgets restored some of thefunding that was previously reduced, and the2009 budget limited growth to mandatory costs(fuel, utilities, food, etc.) but could not providefor an employee pay increase. In 2010, salariesremained frozen and budgets were reduced byholding some positions vacant, and deferringcapital plans.The second part of the chart (above) is thehistory of expenditures. Fund balances- 34 -

EXECUTIVE SUMMARYBecause there is no growth anticipated in baserevenues and the County is facing a 10%increase in the amount budgeted for employeehealth care, the 2011 budget featuresadditional cost cutting. Employee salariesremain frozen, additional vacant positions havebeen defunded, capital maintenance is furtherdelayed, and departments have worked toidentify ways to reduce costs but maintainservice levels.The general funds budget reduces coreoperations funding for every department. Toaccomplish this, some vacant positions had tobe defunded, some aging computers andvehicles will need to stay in the inventory foranother year, and appropriations have beenminimized as much as possible, reducingdepartments’ ability to address unforeseenexpenses.SUMMARY OF GENERAL FUNDS APPROPRIATIONS($ in thousands)2010AdjustedBudget2011AdoptedBudget$Change%ChangeGeneral Fund $ 230,647.3 $ 227,269.2 $ (3,378.1) ‐1.5%Special Road and Bridge Fund 48,123.6 47,736.6 (386.9) ‐0.8%Health Fund 60,935.3 54,396.0 (6,539.2) ‐10.7%Park Maintenance Fund 26,372.3 25,950.3 (422.0) ‐1.6%TOTAL $ 366,078.4 $ 355,352.2 $(10,726.3) ‐2.9%GENERAL FUNDSThe general funds include the General Fund,Special Road and Bridge Fund, Health Fund, andPark Maintenance Fund. These funds receivethe majority of their revenue from property andsales taxes and are the main operating funds ofCounty government. The 2011 budget for thegeneral funds is $355,352,171, a decrease of$10.8 million or 2.9%.2011 General Funds Budgets‣ GENERAL FUND (1010)The General Fund supports the Countydepartments and programs that administer thegeneral functions of County government.These functions can broadly be divided intoseven categories: general government;elections; administration; public works;revenue; human services; and public safety.Public safety includes the Departments ofPolice, Municipal Court, Judicial Administration,Justice Services, and Prosecuting Attorney.GeneralRevenue64%SpecialRoad &Bridge14%Health15%ParkMaint.7%The General Government category includes theCounty Council, County Executive, PublicAdministrator, County Counselor, Planning,Garage Operations, and Miscellaneous Offices.The County Emergency Fund is part of theGeneral Fund, but is not included in any of theabove programs.- 35 -FISCAL YEAR 2011ADOPTED BUDGET

EXECUTIVE SUMMARYThe 2011 budget for the General Fund is$227,269,166, a decrease of $3.4 million or1.5%. By department, this budget is distributedas detailed on the table below.PublicWorks14%PublicSafety65%General Fund2011 Budget by FunctionRevenue3%Admin6%Elections2% GeneralGovt.7%HumanServices3%Highlights of the 2011 General Fund budget(compared to the 2010 adjusted budget)include:Salary and WagesThe Salary and Wages category budgetdecreases $1.6 million or 1.3%. Employeesalaries remain frozen in 2011 as they did in2009 and 2010, and some positions arebudgeted to remain vacant during part orall of 2011.Employee BenefitsThe budget for employee fringe benefitsincreases by $1.5 million or 3.2%, driven bya 9.6% increase in the amount budgetedper full‐time employee for health insurance.Purchased ServicesThe purchased services category increases$284,566 or 0.9% due to anticipatedincreases in utility (electric, gas, water)costs for county facilities.($ in thousands)GENERAL FUND DEPARTMENT BUDGET COMPARISON2010AdjustedBudget2011AdoptedBudget$%Department/OfficeChange ChangeCounty Council $ 1,816.5 $ 1,816.0 $ (0.5) ‐0.0%County Municipal Courts 2,124.3 2,046.9 (77.4) ‐3.6%Elections 7,694.2 5,593.3 (2,100.9) ‐27.3%Public Administrator 839.2 822.6 (16.6) ‐2.0%Judicial Administration 23,871.0 23,975.5 104.5 0.4%Prosecuting Attorney 8,476.8 8,439.0 (37.9) ‐0.4%County Executive 2,070.2 1,996.9 (73.2) ‐3.5%County Counselor 2,756.3 2,743.2 (13.2) ‐0.5%Miscellaneous Offices 4,186.9 4,289.2 102.3 2.4%Administration 13,885.5 13,513.0 (372.5) ‐2.7%Police 87,739.9 87,423.8 (316.1) ‐0.4%Planning 1,931.7 1,856.8 (74.9) ‐3.9%Public Works 31,644.8 31,314.1 (330.7) ‐1.0%Revenue 6,112.6 5,885.7 (226.8) ‐3.7%Justice Services 23,047.3 22,954.5 (92.8) ‐0.4%Garage Operations 1,079.1 1,022.0 (57.0) ‐5.3%Human Services 6,115.4 6,163.1 47.7 0.8%Emergency Fund 5,255.7 5,413.6 158.0 3.0%TOTAL $230,647.3 $ 227,269.2 $(3,378.1) ‐1.5%- 36 -

EXECUTIVE SUMMARYCommodities and SuppliesThe commodities and supplies categorydecreases $512,398 or 6.1% due to lowerelections costs in 2011, lower fuel costs,and cost containment actions taken bydepartments.Personal AllowancesThe personal allowance category increases$102,606 or 3.5% due to an increase in theper‐parker charge for those employeesparking on the Clayton campus. Thisincrease is necessary to fund structuralrepairs in county parking garages.and orders, and provides copies of ordinance orother documents requested by the public andother governmental entities. The office alsoperforms other duties prescribed by CountyOrdinance and Missouri State Statutes.Other ExpensesThe other expenses category increases$440,250 or 4.6% to fund required debtservice payments.Transfer PaymentsThe transfer payments category decreases$3.0 million or 34.8% because only onecounty‐funded election date is anticipatedin 2011.Capital OutlaysThe capital outlay category decreases$449,924 or 17.4% due to the deferral ofsome vehicle, computer, and otherequipment replacements.General Fund Department SummariesCounty CouncilThe St. Louis County Council is the electedlegislative body of the County and exercises allpowers set forth in Article II of the St. LouisCounty Charter, as well as all other powers setout in laws related to County Commissions notsuperseded by the Charter.The St. Louis County Clerk’s Office, under thedirection of the Council AdministrativeDirector/County Clerk and the Chief DeputyCounty Clerk, prepares the agenda and journalof Council meetings. The Clerk maintains thepermanent record of all ordinances, resolutions,St. Louis County CouncilThe County Council’s budget includes fundingfor the County Auditor’s Office. The mission ofthis Office is to provide independent andobjective analysis and appraisals of St. LouisCounty Government operations. The Officeseeks to ensure timely and full compliance withthe Missouri Sunshine Law and all otherapplicable statutes and ordinances.The 2011 budget of $1,816,029 is a decrease of$463. Despite an increase in fringe benefit andexternal audit costs, the overall budget wasreduced. This was made possible by savingsachieved in the Auditor’s Office through staffturnover.County Municipal CourtThe St. Louis County Municipal Court receives,files, maintains, and disposes of violations of St.Louis County ordinances.The Court is currently focused on increasingtimeliness and accuracy of information providedto the public and other government agencies,and to expand case processing activities toinclude the comprehensive use of availabletechnologies.- 37 -FISCAL YEAR 2011ADOPTED BUDGET

EXECUTIVE SUMMARYThe 2011 budget for the Municipal Court is$2,046,871, a decrease of $77,440 or 3.6%. Thisdecrease is due to the defunding of one vacantposition and the elimination of contractualsecurity services. This security will now beprovided by the County Police.Board of Election CommissionersThe Board of Election Commissioners isresponsible for the registration of all qualifiedvoters of primary, general and special elections.The Board is also responsible for receiving andcertifying the candidates and issues to be votedupon and it appoints election judges, clerks anddeputy election commissioners to serve atelections. The Board designates and contractsfor appropriate polling place locations,maintains accurate township and precinctboundary lines and keeps a complete, updatedlist of all qualified voters in the County andvarious political subdivisions. Thesesubdivisions include 28 townships, 91municipalities, 7 State Senate and 32 StateRepresentative districts, 7 County Councildistricts, 24 fire districts and 24 school districts.The Board serves as a depository for allcampaign finance information required by theMissouri Campaign Finance Disclosure Law,prepares all publications of elections forpolitical subdivisions and provides all necessaryservices and functions within the purview ofMissouri Election Laws. The Board isresponsible for conducting elections on 6 majorelection dates a year and other dates, whenallowed by law. The Board is also required toverify signatures on all petitions submitted orrequired by law.The 2011 budget for the Board is $5,593,304, adecrease of $2,100,875 or 27.3%. This decreaseis possible because there is only one countyfundedelection anticipated in 2011. TheCounty has no budgetary responsibility for stateelections in odd‐numbered years.Public AdministratorThe Office of the Public Administrator wasestablished by State Statute which requires thatthe Public Administrator take into his/hercharge and custody the estates of all deceasedpersons, the person and estates of all minorsand the person and estate of all incapacitatedpersons in St. Louis County as outlined inChapter 473 of the Revised Statutes of Missouri.The 2011 budget for the Public Administrator is$822,570, a decrease of $16,618 or 2.0%. Thisdecrease is achieved due to an employeeretirement which reduces the amount offunding needed to pay accrued sick andvacation time.Judicial AdministrationThe mission of the Department of JudicialAdministration is to resolve disputes, try cases,administer justice in a timely and fair fashion,and effectively comply with all statutes,ordinances, and regulations. The departmentis comprised of the Court en Banc, Circuit Clerk,Sheriff, and Family Court. Funding, other thansalaries and benefits for judges and Circuit Clerkpersonnel, is provided by the County asmandated by state law.The Court en Banc consists of all the judges ofthe Twenty‐First Judicial Circuit Court ofMissouri acting collectively. The Court en Bancdetermines questions of policy for the Court,promulgates Court rules and designates theassignment of judges to specialized types ofcases. The Court has general supervision of alladministrative matters relating to the Court.The Circuit Clerk plans, assigns, coordinates,administers and supervises over 200 statepersonnel who provide clerical andadministrative support to the Circuit Court.- 38 -

EXECUTIVE SUMMARYSt. Louis County CourthouseThe Probate Division is an autonomous divisionof the Circuit Court system, operating underspecialized provisions of the law. Its basicfunctions are administrative in substance andinvolve not only hearings and trials but alsoother procedures pertaining to descendants’estates, the persons and estates of minors,probable cause hearings on sexually violentpredators and the care and treatment of thementally ill, including persons who are sufferingfrom drug or alcohol abuse.The Sheriff's Office provides the followingservices to the public, courts and bar: The service of civil process; Execution of court orders for attachment,replevin, and levy under general execution,eviction, and garnishment or execution; Provision of bailiff support to Circuit andAssociate Circuit Courts; Superintendence of sequestered and nonsequesteredpetit juries; Transport of alleged mentally ill, dangerous,and/or incompetent persons to and fromProbate Division or Circuit Court; Judicial sales in drug forfeiture cases; and Notification to petitioners within thirtyminutes after service of an ex parte order ofprotection pursuant to Missouri VictimAutomated Notification System (MOVANS)requirements.In November of 1993, fifteen judicial divisionsof the St. Louis County Circuit Court wereconsolidated into the Family Court of St. LouisCounty under the direction of an AdministrativeJudge. Today, thirteen judges andcommissioners hear cases in the Family Courtinvolving children and families. In addition tohearing cases, the Family Court also providesnumerous support services for those coming tothe attention of the Court. Family Courts havethe sole authority to hear a variety of cases,including domestic relations actions, motions tomodify, adult abuse cases, and juvenileproceedings.The 2011 budget for the Department of JudicialAdministration is $23,975,483, an increase of$104,510 or 0.4%. This increase is due to highercosts for employee health insurance and otherfringe benefits.Prosecuting AttorneyThe duties of the Prosecuting Attorney are setforth in Section 56.060 of the Revised Statutesof Missouri. Each Prosecuting Attorney shallcommence and prosecute all civil and criminalactions in which the County or State isconcerned. Additionally, the Civil Divisionhandles criminal forfeitures and bondforfeitures. The Prosecuting Attorney's Officealso provides services to victims of violentcrimes.The 2011 budget for the Prosecuting Attorney’sOffice is $8,438,983, a decrease of $37,857 or0.4%. This decrease is due to the shift of somecosts from the General Fund to the ProsecutingAttorney Services Fund and DelinquentCollection Fee Fund.County ExecutiveThe County Executive is the Chief ExecutiveOfficer with all executive powers of the Countyvested in his office. Article III of the St. LouisCounty Charter outlines the duties andresponsibilities of the Executive.- 39 -FISCAL YEAR 2011ADOPTED BUDGET

EXECUTIVE SUMMARYThe 2011 budget for the Office is $1,996,944, adecrease of $73,217 or 3.5%. This decrease isdue to the defunding of one vacant position andturnover savings.County CounselorThe County Counselor’s Office functions includeprosecution of County ordinance violations,legal representation of the County in lawsuitsfiled by or against the County, drafting oflegislation and contracts, and the provision oflegal advice to County departments asrequested.The 2011 budget for the office is $2,743,175, adecrease of $13,159 or 0.5%. This decrease isachieved due to savings in professional (legal)services, reduced employee travel, anddeferring the replacement of computerequipment.Miscellaneous OfficesMiscellaneous Offices includes budgets for theUniversity of Missouri Extension Center, SpecialProjects, Fire Standards Commission, BoundaryCommission, and the St. Louis County EconomicCouncil.The University of Missouri Extension Centerprovides office space, clerical, administrativeand program support for all University Outreachand Extension activities conducted in St. LouisCounty. The Center provides Universityresources, educational materials and expertisein ten major program categories: Business andIndustry, Community and EconomicDevelopment; Continuing ProfessionalDevelopment; Family Resource Development;Nutrition Programs; 4‐H Youth Programs;Horticulture; Housing and EnvironmentalImpact; Labor Education; and Urban Youth andFamily Issues.The Special Projects budget includes funding tosupport the County's interest in variousagencies, organizations, and services.The Fire Standards Commission was establishedby Article VI, Section 6.040 of the 1979 St. LouisCounty Charter. The Commission establishesand provides for minimum training andeducational standards for firefighters. It issuesregulations for any person performing theduties of a firefighter for any municipality, fireprotection district or other public agency in St.Louis County.The St. Louis County Boundary Commission is anindependent commission established by statelaw to review proposed changes in boundaries.St. Louis County must pay reasonable costs ofoperation including professional staff, clericalsupport, legal services, and the basic officeexpenses of space rental, utilities and supplies.The Economic Council of St. Louis Countypromotes economic development in St. LouisCounty and is involved in the promotion anddevelopment of long‐term, diversified businessand employment opportunities.The 2011 budget for the Miscellaneous Officesis $4,289,158, an increase of $102,264 or 2.4%.The majority of the budget for MiscellaneousOffices is for the Economic Council.The budget for the Economic Council of$3,361,590 is an increase $156,926 or 4.8%.This increase is due to the required debt servicefor Business Incubator Special Obligation Bondswhich were issued during 2010. This increasewas partially offset by the elimination of onetimefunds provided to the Economic Council in2010.AdministrationThe Department of Administration providesadministrative services to all St. Louis Countyoffices and departments. These servicesinclude Accounting, Budgeting, InformationTechnology, Personnel, Employee Benefits,Retirement, Procurement and General Services,Customer Service and Treasury. Some of theresponsibilities within those service areas- 40 -

EXECUTIVE SUMMARYinclude payroll, capital assets inventory,telecommunication, risk and insurancemanagement, safety, investments, recordsmanagement, mail and courier services, centralreceiving, satellite center administration, frontdesk and telephone support for the mainCounty information telephone line (615‐5000)and publishing employee and retireenewsletters.The Department of Administration alsoprepares and publishes the annual budget andfinancial reports. Providing assistance andguidance in the administrative process are theCivil Service Commission, Retirement Board ofTrustees, Insurance Advisory Committee, FundInvestment Advisory Committee and theEmployee Benefits Advisory Committee.The 2011 budget for the department is$13,513,039, a decrease of $372,510 or 2.7%.This decrease is achieved by converting severalvacant positions from full‐time to part‐time andsavings realized from one‐time informationtechnology projects funded in 2010.PoliceThe St. Louis CountyPolice Departmentprovides lawenforcementservices to thecitizens of St. LouisCounty. Thisincludes respondingto 911 calls,deterring crimethrough visible patrol services, and investigatingcrimes occurring the County.The strategic priorities of the departmentinclude: reducing crime, and the perception ofcrime; enhancing neighborhood policing efforts;increasing citizen and employee satisfaction;and enhancing emergency preparednessinitiatives.The 2011 budget for the department is$87,423,803, a decrease of $316,137 or 0.4%.This decrease is mainly due to lower insurancecosts.PlanningThe mission of the Department of Planning is tofoster healthy communities by guidingdevelopment and reinvestment, developinglong‐range plans, promoting citizenengagement and using data and informationtechnology to guide public policy.The department administers zoning andsubdivision ordinances for unincorporatedareas, prepares community plans and specialstudies, monitors annexations and otherboundary changes, and provides information,data analysis and Geographic InformationSystems (GIS) Mapping Services. The Office ofCommunity Development is responsible forcoordinating housing and communitydevelopment related activities in the County byadministering federal Community DevelopmentBlock Grant and Home Investment PartnershipProgram funds received from the Departmentof Housing and Urban Development.The 2011 budget for the Department ofPlanning is $1,856,823, a decrease of $74,923or 3.9%. This decrease was achieved bydefunding several vacant positions in 2011.Public WorksThe mission of the Department of Public Worksis to serve the people who live, work, play orvisit in St. Louis County to ensure health, safetyand well being through reasonable andjudicious code enforcement, quality services,neighborhood services and effective andefficient facilities.The strategic priorities of the department areto: Vigilantly safeguard the lives and propertyof residents through the aggressive but fair- 41 -FISCAL YEAR 2011ADOPTED BUDGET

EXECUTIVE SUMMARYenforcement of property and buildingcodes;Continue to use information technology toenhance services such as modernizing thepermit system. This system furtherminimizes the need for customers to rely onanything but their computer to transactCounty business – thus saving them timeand inconvenience;Continue to strengthen partnerships withcommunity groups and private and publicinstitutions to improve propertymaintenance and value, including theamelioration of the increasinglyproblematic phenomenon of homeforeclosures;Apply efficient and economical methods ofmaintaining clean and comfortableenvironments in all County buildings; andUpgrade County Government facilities tonew, modern infrastructure that satisfiesspace, program, and safety requirements.The 2011 budget for the Department of PublicWorks is $31,314,096 a decrease of $330,668 or1.0%. The department achieved this budgetreduction by defunding 5 positions for all orpart of 2011. These savings were partiallyoffset by increases in building utilities andmaintenance costs.RevenueThe mission of the Department of Revenue is toadminister a property tax levying system andmiscellaneous fee programs in accordance withstate law to generate funding for St. LouisCounty government and other politicalsubdivisions, and to provide othergovernmental services to St. Louis Countyresidents. The department’s services includeland and property information, legal instrumentrecording, property assessment, tax collectionand issuance of business and liquor licenses forSt. Louis County.The 2011 budget for the Department ofRevenue is $5,885,723, a decrease of $226,835or 3.7%. This decrease is due to the shifting ofsome costs to the Recorder’s Preservation Fundand defunding several positions for 2011.Justice ServicesTheDepartmentof JusticeServices isresponsiblefor providinga safe, secureand humaneenvironmentfor thehousing of inmates in the custody of St. LouisCounty. Part of the department’s mission is toreturn inmates who have been given theopportunity to improve their behavior andlifestyle to the community.The 2011 budget for the Department of JusticeServices is $22,954,476, a decrease of $92,780or 0.4%. This decrease was achieved by holdingtwo vacant positions open during 2011 andshifting some costs to the Inmate and theSecurity ID funds.Garage OperationsThe 2011 budget for Garage Operations,excluding the expenditure reimbursementaccount, is $2,737,528, an increase of $386,914or 16.4%. This increase will provide funding torepair garage structures. The net budget forthis office (after accounting for reimbursementsfrom other departments) is a decrease of 5.3%.Human ServicesThe mission of the Department of HumanServices is to provide a diverse spectrum ofsocial/human services that focus on improvingand enhancing the quality of live for St. LouisCounty residents. The strategic priorities of thedepartment are to: Obtain federal and state grants to continueand/or expand critically needed services;- 42 -

EXECUTIVE SUMMARYAssure cost‐effectiveness of servicesprovided while maintaining high quality;Develop and maintain strategic alliancesand collaborations with nonprofit agenciesto minimize gaps in services and enhancethe availability of critically needed services;andMaintain the highest level of staffcompetencies via ongoing training andlicensure.The 2011 budget for the Department of HumanServices is $6,163,066, an increase of $47,708or 0.8%. The department’s 2011 operatingcosts are 1.3% lower than the 2010 adjustedbudget, however the amount of administrativefunding recovered from grants is anticipated tobe 10.8% lower.‣ SPECIAL ROAD & BRIDGE FUND (1020)The Department of Highways & Traffic works toprovide a safe, modern, well‐maintainedroadway system that is capable of changing inresponse to the transportation needs of thecommunity through the cooperative effortamong citizens, industry, other governmentagencies, and county employees.The strategic priorities of the department areto: Maintain Missouri’s second‐largest networkof roads; Pursue all possible sources of revenue toachieve the five‐year Capital ConstructionProgram and Long‐Range TransportationPlan; Develop effective preservation and capitalconstruction programs to minimize theimpact of budget reductions; Plan, design, and construct projects thatemphasize, facilitate or promote access toopportunity, sustainable development,efficient movement of goods, preservationof infrastructure, congestion managementand safety and security in travel; and Maintain modern, economical fleetequipment for County use.The Special Road and Bridge Fund budgetincludes the operations, maintenance andconstruction costs for the County road andbridge system in unincorporated St. LouisCounty and designated arterial roadsthroughout St. Louis County. The department’s2011 budget of $47,736,641 is a decrease of$386,920 or 0.8%.The department achieved the reductions byholding 5 positions open for all or part of 2011,realizing savings from lower fuel costs andcentral service charges, and reducing variousaccounts to the levels of prior yearexpenditures.‣ HEALTH FUND (1030)The Department of Health promotes optimalhealth for people who live, work or visit St.Louis County. This is accomplished bymonitoring and assessing the public healthstatus of the County and developing programsand/or policies that prevent illness or injury.The department’s main objectives includecontinued emphasis on customer serviceinitiatives, efficiency, and fiscal accountability.In addition, the department will continuecollaborations with not‐for profit communitybased organizations in order to enhance publichealth services for County citizens.The 2011 budget for the Department of Healthis $54,396,046, a decrease of $6,539,207 or10.7%. This decrease is mainly due to theelimination of $7.8 million in one‐time capitalfunding included in the 2010 budget. Thesefunds are being used to renovate and equip thenew animal shelter facility ($5.8 million) and todesign the new health campus ($2.0 million).‣ PARK MAINTENANCE FUND (1050)The vision of the Department of Parks andRecreation is to provide high quality parks,facilities, and recreational services that enhance- 43 -FISCAL YEAR 2011ADOPTED BUDGET

EXECUTIVE SUMMARYresidents’ lives though responsible and effectivemanagement of resources. Focusing on its coremission, the department concentrates onminimizing operating costs including utility,fleet, and maintenance costs.The department provides for the generalmaintenance and upkeep of 69 park sitesincluding the 3 parks that are leased to otheragencies and therefore not maintained by theCounty. The 12,690 acre parks system includestrails, roadways, buildings, and other parkfacilities.The department is also responsible for theacquisition, development, management,programming and interpretation of the parksand historic sites. The department offers over800 programs and events each year. The MetroParks budget has been listed independentlybecause the goal is to direct these fundsprimarily for capital repair, renovation, andreplacement in order to deliver enhancedfacilities and services to the public.Museum of TransportationThe 2011 budget for the department is$25,950,318, a decrease of $422,031 or 1.6%.Reductions include filling vacant positions atlower hourly rates, budgeting for lower fuelcosts, reducing funding for maintenance andconstruction activities, and defunding 6positions. These savings are partially offset byincreases in overhead and utility charges, andreplacement of capital equipment.SPECIAL REVENUE FUNDSAssesssment33%All Other16%2011 BudgetSpecial Revenue FundsEmergencyComm.14%Conv. &Rec. Trust25%WaterServiceLine12%‣ ASSESSMENT FUND (5570)The Division of Assessment within theDepartment of Revenue is responsible forproviding a complete property characteristicinventory for all real and personal property inSt. Louis County. All properties must be valuedin a fair, accurate, and equitable manner usingstandard industry techniques. Assessment rollsmust be produced annually per statutorydeadlines. The Assessor must defend allassessments that have been appealed to theBoard of Equalization and the Missouri StateTax Commission. As part of the AssessmentMaintenance Plan, appraisal personnel arerequired to review every parcel of real propertyover a six‐year period. Personal property mustbe valued annually. The Assessor and staffreview and inspect all properties for which arequest for exemption has been made.The Assessment Fund is supported by a perparcelreimbursement from the State ofMissouri and a ½ of 1% tax collection fee.The 2011 budget for the Assessment Fund is$12,148,293, a decrease of $728,604 or 5.7%.- 44 -

EXECUTIVE SUMMARYThis reduction is due to the replacement ofovertime with compensatory time and areduction in budgeted retirement payouts.These decreases are offset by increases inpurchased services typical of a reassessmentyear.‣ SEWER LATERAL FUND (5580)The Sewer Lateral Repair Program section of theDepartment of Public Works is responsible foradministering repair contracts onunincorporated residential sewer laterals in St.Louis County.The program utilizes fees collected inconjunction with annual real estate taxes. Inaddition, the department will administer aprogram for municipalities who contract withthe County for this service.Council’s approval of the annual contract withMetro, which is submitted in June each year.‣ POLICE AIR SUPPORT PROGRAM FUND (5740)The Police Air Support Fund supports thebudget for a collaborative Air Support Unit thatprovides aerial support for the entire St. Louisregion. Primary duties include proactive andpreventative patrols, anti‐terrorism patrol ofvital infrastructure and other soft targets,surveillance of drug activities, and search andrescue including high rise and swift waterrescues. The mission of the Air Support Unit isto provide quality services to the communityand to assist law enforcement agencies achievetheir primary goal of preservation of life.The 2011 budget for the Sewer Lateral Fund is$2,813,167, a decrease of $296,714 or 9.5%.‣ TRANSPORTATION TRUST FUND (5600)The Transportation Trust Fund receives revenuefrom a half‐cent sales tax and is used to supporttransportation activities, including public masstransit (half of all revenues are passed throughto Metro) and highway projects. The Fund alsosupports the operations of the Office ofTransportation.The 2011 budget for the Transportation TrustFund is $87,607, a decrease of $138,152 or61.2%. This decrease is due to the defunding ofa currently vacant position.Transfers from the Fund include $22,698,000 tothe Special Road and Bridge Fund to supportthe Arterial Road System, and $11,300,000 tothe Transportation Highway Fund to supportthe Highway Capital Construction Program. Thebudget does not include appropriations to beprovided to Metro for public mass transit(estimated to be $34.7 million). Thisappropriation will be made upon the CountyThe 2011 budget for the Police Air SupportProgram Fund is $250,000, equal to the 2010adjusted appropriation. Funding for salariesand benefits for St. Louis County’s six assignedpersonnel is included in the General Fundbudget of the Police Department. The budget issupported by funding received from St. CharlesCounty and the City of St. Louis.‣ EMERGENCY COMMUNICATIONS FUND (5800)The Emergency Communications Fund receivesrevenues from a tenth‐cent sales taximplemented in 2010. These revenues will beused to update emergency radio systems, 911- 45 -FISCAL YEAR 2011ADOPTED BUDGET

EXECUTIVE SUMMARYsystems, and emergency warning siren systemswithin the County.The 2011 budget for the Fund is $4,941,509, anincrease of $2.9 million or 146.5%. Thisappropriation funds operational costs and debtservice requirements for EmergencyCommunication Special Obligation Bonds issuedduring 2010. The budget increase is mainlycaused by debt service payments, which werenot budgeted in 2010.‣ CHILDREN’S SERVICES FUND (5900)The Children’s Services Fund receives revenuesfrom a quarter‐cent sales tax implemented in2009 to fund programs to protect the wellbeingand safety of children and youth 19 yearsof age and less.The 2011 budget is $977,584 which is adecrease of $35.1 million or 97.3%. Thisdecrease is solely due to grant awards made bythe Children’s Services Fund Board. The 2010adjusted budget includes $35.0 million inappropriations for grants which have not beenincluded in the 2011 budget. A grants budgetfor 2011 will be submitted to the CountyCouncil for review after the Board accepts grantproposals and makes a formal fundingrecommendation.‣ CONVENTION & RECREATION TRUST FUND(8630)The 2011 budget for the Convention &Recreation Trust Fund of $9,167,690 meets St.Louis County’s obligation for the rent, fees, orcharges payable for the regional convention andsports complex and the Cardinals Ballparkstadium bonds. Revenues for this fund aregenerated by a 3.5% sales tax on hotel/motelrooms.‣ WATER SERVICE LINE FUND (8640)The Water Service Line Repair Program of theDepartment of Public Works is responsible foradministering repair contracts onunincorporated and incorporated residentialwater service lines in St. Louis County. Theprogram was authorized by County voters inNovember 2000 to begin on July 1, 2001. Theprogram utilizes a $1.00 per month programfee, collected by the water service provider onthe water bill, for the repair or replacement ofwater lines extending from the water main tothe residential dwelling due to breakage in theline or for road relocation. Funds accrued forthis program may be used to fund a citizen’sportion of construction projects on privateproperty and in the right‐of‐way.The 2011 budget for the Water Service LineFund is $4,264,521, a decrease of $575,677 or11.9%.‣ SOLID WASTE MANAGEMENT FUND (8650)The Office of the Solid Waste Coordinatordevelops and administers programs to stimulatewaste reduction initiatives, provide communityoutreach regarding proper solid wastemanagement, fund community‐based recyclingand waste reduction programs, and promotelocal markets for recyclables and purchase ofrecycled‐content products. The departmentimplements household hazardous wasteprograms to divert this material from the wastestream and coordinates programs promotingefforts to achieve volume reduction in the solidwaste stream.The 2011 budget for the Solid WasteManagement Fund is $1,785,200, a decrease of$556,800 or 23.8%. The budget is reduced toreflect available funding.DEBT SERVICE FUND (1110)The 2011 budget for the Debt Service Fund is$13,526,757, a decrease of $1.8 million or11.9%. The budget supports debt, interest, andfee payments on the County’s outstandinggeneral obligation bonds consisting of PublicImprovement Bonds, Series 1998. As of January1, 2010, the County will have $38.0 million inprincipal balances on these bonds.- 46 -

EXECUTIVE SUMMARYThe 2011 budget is lower than 2010 becauseSeries 1997 bonds were retired in 2009 (afterthe County Executive’s budget was presented toCouncil) using a portion of the balance of theDebt Service Fund. By retiring these bonds in2009 as opposed to the original maturity dateof 2012, taxpayers saved more than $450,000 ininterest costs.SPIRIT OF ST. LOUIS AIRPORT FUND (1100)The mission of the Spirit of St. Louis Airport is toprovide a safe, efficient, dependable, andattractive first class public facility thatprofessionally serves the flying public, includingthe more than 150 businesses located at theairport. The airport will strive to maintain itsrole as a major air transportation facility for theSt. Louis region while continuing to be aresponsive and responsible neighbor to thesurrounding community. All costs incurred bythe Airport will be funded by income generatedfrom the Airport’s business operations.The 2011 budget for the Spirit of St. LouisAirport Fund is $21,707,101, an increase of$814,885 or 3.9%. This increase is due to higherfuel sales volume.PUBLIC MASS TRANSIT FUND (5620)The 2011 budget for the Public Mass TransitFund is $36,338,429, a decrease of $1.6 millionor 4.1%. This amount is equal to revenueestimated to be received from the a quartercentsales tax designated for publictransportation purposes. All funds received aredistributed to Metro.A new, half‐cent sales tax to support publictransportation was approved by voters andimplemented in 2010. Revenues from this taxwill be appropriated upon the County Council’sreview and approval of an annual contract withMetro which will be submitted in June, 2011.HIGHWAY CAPITAL CONSTRUCTION PROGRAM(5080 AND 5590)The 2011 budget for the Highways and TrafficCapital Construction Program (CCP) is$26,017,000, a decrease of $536,450 or 2%.To support capital activity, the County will usefunds from the following sources:$14,955,000 from the Federal Aid UrbanTrust Fund (5080); and$11,062,000 from the TransportationHighway Fund (5590). This appropriationrequires an allocation of $11.3 million ofsales tax revenues from the TransportationTrust Fund.Table 1 contains a summary of the 2011 WorkPlan and budget. The budget is in accordancewith the Department of Highways and Traffic’s5‐year CCP. The total 2011 CCP budget willsupport construction‐letting activity of $47million. It will allow the County to commenceor continue road, sidewalk and bridge right‐ofwayactivities; let construction contracts(including those for infrastructure projects); andproceed with addressing traffic safety projects.Table 2 conveys the 2011 Capital PreservationBudget as compared to the 2010 adjustedbudget.More information regarding the HighwayCapital Construction Program may be found inthe Capital Improvement Program section ofthis document.- 47 -FISCAL YEAR 2011ADOPTED BUDGET

EXECUTIVE SUMMARYTABLE 1: HIGHWAYS & TRAFFIC CCP 2011 WORK PLAN FUNDING SUMMARY($ in thousands)2010 & PriorYear Approp.BalanceOther FundsApplied*2011AdoptedBudget2011 WorkPlanProfessional Services $ 157.4 $ ‐ $ 1,000.0 $ 1,157.4Right‐of‐Way 3,179.2 210.4 ‐ 3,389.6Debt Service 1,090.0 ‐ 1,984.0 3,074.0Construction** 22,910.0 1,012.0 23,033.0 46,955.0TOTAL $ 27,336.6 $ 1,222.4 $ 26,017.0 $ 54,575.9*Traffic Generation Assessment and Partner Funding, but does not include the Special Road and Bridge Fund**Includes utility adjustmentsTABLE 2: CAPITAL PRESERVATION PROGRAM BUDGET($ in thousands)Fund Preservation Project2010 AdjustedBudget2011 AdoptedBudget5080 CRS Concrete Replacement $ 8,000.0 $ 8,000.05080 CRS Overlay 500.0 500.05590 ARS Overlay 7,550.0 7,077.05590 ARS Sidewalk* 750.0 1,867.05080 CRS Sidewalk** 1,350.0 342.0TOTAL $ 18,150.0 $ 17,786.0*2011 includes $575,000 of carryover funds**2011 Oakville TGA- 48 -

Revenue ForecastREVENUE FORECASTING METHODOLOGY AND TRENDSThe methodologies utilized by the County to forecast revenues aretailored to each specific source. In general, the County considerscurrent and forecasted economic conditions, historical patterns andcycles, and other relevant information when preparing revenueestimates. The Department of Administration prepares estimatesfor general revenues (property taxes, sales taxes, interest earnings)and other departments prepare estimates for revenues that areunique to their business (i.e. fines and fees).As the chart below indicates, the County experienced significantrevenue growth between 1996 and 2001, with average annual revenue growth of 5.3%. Revenues leveled‐off inthe early part of the last decade during the economic slowdown preceding and exacerbated by the September11, 2001 terrorist attacks, with average annual revenue growth between 2001 and 2004 of ‐0.2%. As theeconomy rebounded, County revenues once again began to grow, achieving average annual growth of 5.3%between 2004 and 2007. The economy soured in 2008 and 2009 with revenues decreasing 4.9% between 2007and 2009 despite the inception of a new sales tax.Revenues in 2010 and 2011 are significantly higher than prior years due to several factors. In 2009, a newquarter‐cent sales tax was created with proceeds used to protect the well‐being and safety of children andyouth nineteen years of age and less. In 2010, new sales taxes to establish, operate, and maintain an emergencycommunications system (tenth‐cent) and to fund public mass transit (half‐cent) were created. Finally, a newcasino was opened in St. Louis County which provides revenue from admission and gaming taxes.$650$600All Funds Revenue History: 2002‐2011 (Projected)$ in Millions$550$500$450$400$350$3001996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010(EST)2011(PROJ)- 49 -FISCAL YEAR 2011ADOPTED BUDGET

REVENUE FORECASTALL FUNDS REVENUESProjected 2011 revenues from all sources (general funds, special revenue funds, highway capital constructionfunds, enterprise funds, etc.) are $604.0 million. Of this amount, five major revenue sources account for morethan 81% of the total: property taxes, sales taxes, charges for services, intergovernmental, and assessment andtax fees. The following graphs detail the sources of revenue, and the allocation of revenue between funds.2011 Projected Revenues by Type2011 Projected Revenues by Fund GroupPropertyTax19%GeneralFunds55%All OtherSources18%Assess. &Tax Fees5%ChargesforServices7%Inter‐govt.8%Sales Tax46%HighwayCapitalFunds4%Public MassTransitFund17%EnterpriseFund4%SpecialRevenueFundsDebt 18%ServiceFund2%Summary of Budgeted Revenues: All Budgeted Funds($ in thousands)Revenue Category2009Actual2010Estimated%Change2011Projected%Change% of2011TotalGeneral Property Tax $ 115,174.1 $ 115,376.9 0.2% $ 114,480.3 (0.8%) 19.0%Sales Tax 188,546.0 236,950.0 25.7% 275,021.6 16.1% 45.5%Casino Taxes/Fees ‐ 8,179.3 10,064.8 23.1% 1.7%Utilities Gross Receipts Tax 33,495.2 33,087.3 (1.2%) 30,500.0 (7.8%) 5.0%State Cigarette Tax 953.0 906.6 (4.9%) 862.5 (4.9%) 0.1%Licenses & Permits 10,999.5 11,487.1 4.4% 11,407.2 (0.7%) 1.9%Assessment & Tax Fees 31,497.4 32,579.5 3.4% 31,554.3 (3.1%) 5.2%Fines & Forfeitures 3,999.4 4,082.1 2.1% 4,084.9 0.1% 0.7%Rents & Investment Earnings 7,137.4 7,312.0 2.4% 8,296.2 13.5% 1.4%Intergovernmental 31,201.5 27,097.7 (13.2%) 31,169.5 15.0% 5.2%Fuel Sales & Taxes 14,022.2 18,212.2 29.9% 19,191.4 5.4% 3.2%Charges for Services 40,100.1 40,749.2 1.6% 39,924.1 (2.0%) 6.6%Fees & Other Revenue 35,916.7 27,596.8 (23.2%) 27,434.7 (0.6%) 4.5%TOTAL $ 513,042.6 $ 563,616.7 9.9% $ 603,991.4 7.2% 100.0%- 50 -

REVENUE FORECASTIn 2010, revenues for all budgeted funds are estimated to increase by $50.6 million or 9.9% compared to actual2009 revenue. Major changes in this estimate include: A $48.4 million increase in sales tax receipts due to the annualization of the Children’s Services (quartercent)sales tax which began to be collected in 2009, as well as the creation of sales taxes in 2010 foremergency communications (tenth‐cent) and public mass transit (half‐cent). See the sales tax section ofthis forecast for more information on these taxes;The collection of revenue from thenew River City Casino in Lemaysubsequent to the opening of thefacility in March, 2010. The County,as the home dock community for thisfacility, receives revenue from bothboth admission taxes ($1 per personentering the facility) and gamingtaxes (2.1% of the adjusted grossreceipts of the facility). Estimated2010 revenue from these sourcestotals $8.2 million;A $4.1 million or 13.2% decrease inintergovernmental revenues due todelays of highway capitalconstruction projects;A $4.2 million or 29.9% increase in revenues from fuel sales and taxes due to higher sales volume at theSpirit of St. Louis Airport; andA decrease of $8.3 million or 23.3% in fees and other revenue, primarily due to one‐time highway capitalprogram funding received in 2009.In 2011, revenues for all budgeted funds are projected to increase by $40.4 million or 7.2%. Major changes inthis projection include: An increase of $38.1 million or 16.1% in sales tax collections due to the annualization of the emergencycommunications sales tax (0.10%) that was collected for 9 months in 2010, and the public mass transitsales tax (0.50%) that was collected for 6 months in 2010; An increase of $1.9 million or 23.1% in casino taxes due to the annualization of these revenues (2010revenues were collected for 10 months);A $2.6 million or 7.8% decrease in revenue from the utility gross receipts tax due to a one‐time legalsettlement received in 2010;An increase of $4.1 million or 15.0% in intergovernmental revenue due to the projected timing ofreimbursement received for highway construction projects; and- 51 -FISCAL YEAR 2011ADOPTED BUDGET

REVENUE FORECASTAn increase of $1.0 million or 5.4% in fuel sales and taxes due to higher projected sales volume at theSpirit of St. Louis AirportPROPERTY TAXATIONProperty tax bills are determined by the assessed value of property and the approved tax rate. Assessed valuesare re‐evaluated every two years per Missouri State statute.Tax rates are set by the elected officials of the local governments that have jurisdiction where property islocated, and are based on the amount of funds needed to operate the governments. Taxes are levied on alltaxable real and personal property owned as of January 1 st of each year, with tax payments due by December31. If payment is not made by the deadline, the account becomes delinquent and accrues a penalty of 1% permonth.The County Collector of Revenue collectstaxes for most taxing districts in theCounty. As the chart to the right indicates,a citizen’s property tax bill includes notonly County property taxes, but also schooldistrict taxes, city taxes, service districttaxes, and other special district taxes.While these taxes are collected by theCounty, they are distributed to the varioustaxing districts and are not a part of theCounty tax rate. In 2009, property taxessupporting County operations and debtservice were 6.3% of the averagetaxpayer’s bill.Service Districts14%Cities6%2009 Average Property Tax RatesSchool Districts53%Other Districts21%St. LouisCounty6%The adopted 2011 property tax rate for St. Louis County is $0.523 per $100 of assessed valuation. This rateremains unchanged from the 2010 levy.Property Tax Levy (per $100 of assessed value)Fund 2009 20102011AdoptedGeneral Fund $0.190 $0.200 $0.200Special Road & Bridge Fund $0.105 $0.105 $0.105Health Fund $0.150 $0.140 $0.140Park Maintenance Fund $0.050 $0.050 $0.050Debt Service Fund $0.063 $0.028 $0.028TOTAL LEVY $0.558 $0.523 $0.523- 52 -

REVENUE FORECASTHISTORICAL PROPERTY TAX INFORMATIONRate$0.60$0.58$0.56$0.54$0.52$0.50Property Tax Rate per $100 of Assessed Value1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011Year$ in Billions$26$24$22$20$18$16$14$12$10Assessed Value History1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010Year$ in Millions$140$130$120$110$100$90$80$70$60Property Tax Revenues1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010(Est)Year2011(Proj)- 53 -FISCAL YEAR 2011ADOPTED BUDGET

REVENUE FORECASTSALES TAXThe County has several distinct sales tax streams as illustrated in the following graph and discussed below.$90Ten Year Summary of Sales Tax Revenues$80$70$60$ in Millions$50$40$30$20$10$02002 2003 2004 2005 2006 2007 2008 2009 2010(Est)2011(Proj)Countywide (1.0%) Metro Parks (0.1%) Transportation (0.5%)Mass Transit (0.25%) Mass Transit (0.5%) Children's Services (0.25%)Emergency Communications (0.1%) Sleeping Rooms (3.5%) Utilities Gross Receipts Tax (0.5%)As reflected in the chart above, growth in sales tax revenues has been minimal since 2002, with average annualgrowth of 2.8% between 2002 and 2007 despite a 20% increase in the consumer price index over this same timeperiod. The one exception to this trend is the Utilities Gross Receipts Tax which increased 57% in 2007 and 19%in 2009 due to the receipt of one‐time settlements reached with cellular and telephone companies.Due to the sluggish national and local economy, estimated 2010 revenue for all sales taxes, excluding theUtilities Gross Receipts Tax, increases $48.4 million or 25.7% compared to 2009 levels. This increase is due tothe annualization of the Children’s Services sales tax, which was only collected for 9 months in 2009, and theaddition of the Emergency Communications and Public Mass Transit taxes in 2010. Revenues from those salestaxes that existed previously are estimated to decrease between 2.2% and 2.9% compared to their 2009 levels.The 2011 projection for sales taxes remains unchanged from 2010 levels, however those taxes initiated in 2010will be providing a full 12 months of revenue. Although it is anticipated that economic conditions may improve,a reasonable estimate of sales tax revenue tied to a recovery cannot be made at this time.- 54 -

REVENUE FORECASTSales taxes received by the County are summarized within the table, below:Tax Rate PurposeGeneral 1.00% Support the general operating costs ofCounty government.COUNTY SALES TAXES ($ in millions)Metro Parks 0.10% Shared with the City of St. Louis and theMetro Parks District. Deposited in the ParkMaintenance Fund and for constructionprojects and operations costs of theDepartment of Parks and RecreationTransportation 0.50% Support of Arterial Road System, highwaycapital projects, and transfer to Metro formass transit operations and developmentQuarter‐Cent 0.25% Transferred to Metro for mass transitMass Transitoperations and developmentChildren’sServices0.25% Programs to protect the well‐being andsafety of children and youth 19 years of ageand less0.10% To establish, operate, and maintain anemergency communications system0.50% Transferred to Metro for mass transitoperations and developmentEmergencyCommunicationsHalf‐Cent MassTransitSleeping Rooms 3.50% Levied on the amount of sales for all sleepingrooms paid by guests of hotels and motels inthe County. To meet the County’sobligatiosn for the rent, fees, or chargespayable for the regional convention andsports complex and the Cardinals Ballparkstadium bonds. Excess collections may beappropriated for regional convention andrecreational developmentUtility GrossReceipts5.00% Levied on electric, gas, telephone, cell phone,and water utilities. Used to support publicsafety activities.ReceivingFundGeneral & ParkMaintenance (asneeded)ParkMaintenanceTransportationTrustPublic MassTransitChildren’sServicesEmergencyCommunicationsPublic MassTransitConvention &Recreation Trust2009 Est. 2010 Proj. 2011Revenue Revenue Revenue$41.2 $40.0 $39.9$3.8 $3.7 $3.7$71.4 $69.5 $69.5$37.2 $36.3 $36.3$26.7 (9months)$34.4 $34.4‐ $10.2 (9months)$13.6‐ $34.7 (6 $69.5months)$8.3 $8.0 $8.0General $33.5 $33.1 $30.5TOTAL $222.0 $270.1 $305.5REVENUES BY FUND TYPEGeneral FundsThe general funds consist of the General Fund, SpecialRoad and Bridge Fund, Health Fund, and ParkMaintenance Fund. These funds exist to finance thegeneral functions of the County, and are used to accountfor all financial resources except those required to beaccounted for in another fund. More than half of therevenue in these funds comes from property tax, sales tax,and utilities gross receipts tax. The remainder iscomposed of various revenue sources, including feescharged to customers by County departments.PropertyTax32%2011 Revenue EstimateGeneral FundsAll OtherSources27%Sales Tax13%Charges forSvcs.12%UtilitiesGrossReceipts Tax9%Assessment& Tax Fees7%- 55 -FISCAL YEAR 2011ADOPTED BUDGET

REVENUE FORECASTSummary of General Funds Revenues($ in thousands)Revenue Category2009Actual2010Estimated%Change2011Projected%Change% of2010TotalGeneral Property Tax $ 104,750.3 $ 106,069.8 1.3% $ 105,249.3 (0.8%) 31.9%Sales Taxes 45,005.7 43,723.4 (2.8%) 43,635.0 (0.2%) 13.2%Casino Taxes/Fees ‐ 8,179.3 10,064.8 23.1% 3.1%Utilities Gross Receipts Tax 33,495.2 33,087.3 (1.2%) 30,500.0 (7.8%) 9.3%State Cigarette Tax 953.0 906.6 (4.9%) 862.5 (4.9%) 0.3%Licenses & Permits 10,999.5 11,487.1 4.4% 11,407.2 (0.7%) 3.5%Assessment & Tax Fees 22,471.6 23,779.5 5.8% 22,593.3 (5.0%) 6.9%Fines & Forfeitures 3,997.6 4,045.4 1.2% 4,048.1 0.1% 1.2%Rents & Investment Earnings 3,931.6 3,878.1 (1.4%) 4,366.1 12.6% 1.3%Intergovernmental 16,135.8 15,045.5 (6.8%) 15,482.1 2.9% 4.7%Charges for Services 39,684.9 40,483.7 2.0% 39,658.6 (2.0%) 12.0%Fees & Other Revenue 19,774.7 18,693.8 (5.5%) 18,891.2 1.1% 5.7%Allocation & Transfers 20,873.0 22,697.6 8.7% 22,698.0 0.0% 6.9%Total Revenues $ 322,073.0 $ 332,077.1 3.1% $ 329,456.1 (0.8%) 100.0%Special Revenue FundsSpecial Revenue Funds have revenue sources thatrelate specifically to the mission of the fund in whichthe revenue is deposited. These revenues are legallyrestricted to expenditure for a particular purpose.Special Revenue Funds include: Assessment Fund Sewer Lateral Fund Transportation Trust Fund Police Air Support Unit Fund Emergency Communications Fund Children’s Services Fund Convention and Recreation Trust Fund Water Service Line Fund Solid Waste Management FundAll OtherRevenue1%2011 Revenue EstimateSpecial Revenue FundsFees & OtherRevenue5%Assess. & TaxIntergovt.Fees1%6%Sales Tax87%Debt Service FundThe Debt Service Fund is used to pay annual principal and interest payments on the County’s general obligationdebt. The fund is supported by a separate property tax levy and investment earnings on tax revenues.- 56 -

REVENUE FORECASTEnterprise FundsEnterprise funds are used to account for operations that are financed and operated in a manner similar to aprivate business. The County has only one enterprise fund, the Spirit of St. Louis Airport Fund. Airportoperations are financed primarily from fuel sales and facility leases.2011 Revenue EstimateSpirit of St. Louis Airport FundFuel Sales87%Rents &InvestmentEarnings10%Fees &OtherRevenue3%Public Mass Transit FundThe Public Mass Transit Fund is supported by countywide quarter‐cent and half‐cent sales taxes on retail sales.Funds collected are transferred to Metro to be used for mass transit operations and development.Highway Capital Construction FundsThe two Highway Capital Construction funds are supported by a transfer from the Transportation Trust Fund, a0.50‐cent sales tax on retail sales, and state/federal grants.2011 Revenue EstimateHighway Capital Construction ProgramAllocations& Transfers43%Rents &InvestmentEarnings3%Fees &OtherRevenue1%Intergovernmental53%- 57 -FISCAL YEAR 2011ADOPTED BUDGET

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Summary TablesIn prior years, the budget book was organized by fund and the following financial summaries were included ineach fund’s presentation. Since the budget book has been reorganized by strategic function, these summarieshave been collected in this chapter.Table Title ContentsTable I Budget Summary Financial plan for fiscal year 2011 – includes2010 ending balance, revenues, recommendedappropriations, and unappropriated balancesTable II Actual Income for 2009 and EstimatedIncome for 2010 and 2011Detail summary of revenue received by fundfrom 2009‐2011Table III‐A Summary of 2011 Appropriations by Fundand DepartmentDetails which departments receiveappropriations from specific fundsTable III‐B Summary of 2011 Appropriations by Fundand CategoryDetails how a fund’s appropriation is allocatedbetween expenditure categoriesTable IV‐ASummary of 2011 Revenues by Fund andDepartmentDetails differences between countywide(general) revenues and program‐specificrevenues collected by departmentsTable IV‐B 2005‐2011 Detailed Revenue Estimate Detailed revenue estimates by type with actual2005‐2009, estimated 2010, and projected 2011revenues.Table V Summary of budgeted positions Summarizes budgeted positions by fund anddepartment from 2009‐2011Please note that Table I and Table II documents are comingled by fund number.- 59 -FISCAL YEAR 2011ADOPTED BUDGET

Table IGENERAL FUND (1010)2011 BUDGET SUMMARYDEPARTMENTS POLICE TOTALAND OFFICES DEPARTMENT GENERAL FUNDLOWER OF 2010 OR 2011 ESTIMATED REVENUE:GENERAL INCOME $ 132,349,007 $ 52,404,714 $ 184,753,721SPECIAL INCOME ‐ 35,019,089 35,019,089132,349,007 87,423,803 219,772,810SALES TAX REVENUE DISTRIBUTED TO PARKS (4,300,000) ‐ (4,300,000)TOTAL INCOME AVAILABLE 128,049,007 87,423,803 215,472,810ESTIMATED FUND BALANCE DECEMBER 31, 2010BALANCE DECEMBER 31, 2009 28,421,106 ‐ 28,421,106ESTIMATED 2010 REVENUE 130,816,672 87,123,801 217,940,473159,237,778 87,123,801 246,361,579ESTIMATED 2010 EXPENDITURES 135,425,184 87,123,801 222,548,985ESTIMATED BALANCE END OF 2010 23,812,594 ‐ 23,812,594TOTAL AVAILABLE FOR APPROPRIATION 151,861,601 87,423,803 239,285,404ADOPTED APPROPRIATION:DEPARTMENTS AND OFFICES 134,431,751 87,423,803 221,855,554EMERGENCY FUND 5,413,612 5,413,612139,845,363 87,423,803 227,269,166UNAPPROPRIATED BALANCE $ 12,016,238 $ ‐ $ 12,016,238- 60 -

Table IIGENERAL FUND (1010)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATEPROPERTY TAXESCURRENT YEAR'S LEVIESCURRENT REAL ESTATE $ 30,591,581 $ 32,880,770 $ 32,880,770CURRENT PERSONAL PROPERTY 4,919,364 5,292,993 5,292,993RAILROAD AND UTILITY PROPERTY 768,007 772,367 772,367TOTAL CURRENT YEARS' LEVIES 36,278,952 38,946,130 38,946,130PRIOR YEARS' LEVIES:DELINQUENT REAL ESTATE 4,889,502 5,150,374 4,800,000DELINQUENT PERSONAL PROPERTY 831,182 842,664 825,000DELINQUENT RAILROAD & UTILITIES 2,271 2,000 2,000TOTAL PRIOR YEARS' LEVIES 5,722,955 5,995,038 5,627,000MERCHANTS AND MANUFACTURERS:M&M ‐ EQUIPMENT 747,670 781,083 781,083M&M ‐ REAL ESTATE 4,079,591 3,764,640 3,764,640TOTAL MERCHANTS AND MANUFACTURES 4,827,261 4,545,723 4,545,723INTEREST AND TAXESINTEREST ON DELINQUENT TAXES 406,560 299,752 281,350STATE FINANCIAL INSTITUTIONS TAX 23,146 58,538 58,538TOTAL INTEREST AND TAXES 429,706 358,290 339,888TOTAL PROPERTY TAXES 47,258,873 49,845,181 49,458,741SALES TAX 41,207,826 40,012,800 39,924,400GAMING ADMISSION TAX ‐ 5,262,487 6,408,151LICENSES AND PERMITSBUSINESS LICENSES 713,407 740,583 731,000BUILDING PERMITS 1,825,687 1,922,000 1,942,020MECHANICAL PERMITS 1,131,566 915,000 924,150ELECTRICAL PERMITS 1,150,581 1,200,000 1,212,000PLUMBING PERMITS 1,078,441 1,237,000 1,249,370ZONING PERMITS 51,498 38,860 25,050OTHER PERMITS 632,756 791,000 679,105CONCEALED CARRY PERMITS 303,240 320,000 320,000TOTAL LICENSES & PERMITS 6,887,174 7,164,443 7,082,695ASSESSMENT AND COLLECTION FEES 22,471,564 23,779,500 22,593,342FINES AND FORFEITURES 3,791,073 3,835,000 3,837,980INVESTMENT EARNINGS 586,326 780,892 960,971RENTS AND CONCESSIONS 1,316,308 1,112,920 1,180,030- 61 -

Table IIGENERAL FUND (1010)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATEINTERGOVERNMENTAL 5,878,263 5,288,081 5,557,669CHARGES FOR SERVICESDOCUMENT FEES 14,131 15,000 15,000RECORDING FEES 5,999,091 4,345,100 4,345,100OTHER CHARGES ‐ CURRENT SERVICES 348,112 320,516 316,753PLANNING & ENGINEER SERVICES 13,570 10,000 9,000INSPECTION FEES 1,619,040 2,127,937 2,244,937HOUSING INSPECTION FEES 35,084 57,000 57,000CIRCUIT CIVIL PROCESS 3,482,356 3,200,000 3,250,000COURT FEES & COSTS 48,048 56,118 56,707LAW ENFORCEMENT FEES 15,243,233 15,974,000 15,974,000JUSTICE SERVICES FEES 718,080 1,011,962 1,022,221INSTITUTIONAL CARE & SERVICES 5,223,399 6,472,607 5,567,041TOTAL CHARGES FOR SERVICES 32,744,143 33,590,240 32,857,759FEESFRANCHISE 1,000 1,000 1,000COURT FEES & COSTS 2,880,067 2,844,500 2,846,000LAW ENFORCEMENT TRAINING 121,082 130,000 130,000TOTAL FEES 3,002,149 2,975,500 2,977,000OTHER REVENUETRAFFIC GENERATON ASSESSMENT 6,769 8,000 8,000HANGAR & TIE DOWN 1,200 1,200 1,200SALE OF FIXED ASSETS 149,895 100,000 100,000OTHER SALES 104,442 106,684 98,253OTHER REVENUE 353,829 296,171 325,000REFUNDS & REIMBURSED COSTS 2,051,324 1,528,481 1,497,530EXPENDITURE REIMBURSEMENT 9,462,327 9,555,650 9,885,000LOSS RECOVERY 361 175,001 ‐TOTAL OTHER REVENUE 12,130,147 11,771,187 11,914,983TOTAL GENERAL PROGRAM REVENUE $ 177,273,846 $ 185,418,231 $ 184,753,721GAMING GROSS RECEIPTS TAX ‐ 2,916,787 3,656,624UTILITIES GROSS RECEIPTS TAX 33,495,198 33,087,292 30,500,000STATE CIGARATTE TAX 953,002 906,604 862,465TOTAL SPECIAL INCOME $ 34,448,200 $ 36,910,683 $ 35,019,089SALES TAX ALLOC. TO SPECIAL ROAD & BRIDGE FUND (1,976,019) ‐ ‐SALES TAX ALLOC. TO PARK MAINT. FUND (4,797,481) (4,388,441) (4,300,000)FUND TOTAL $ 204,948,545 $ 217,940,473 $ 215,472,810- 62 -

Table ISPECIAL ROAD & BRIDGE FUND (1020)2011 BUDGET SUMMARYCRS/GENERAL ARS TOTALLOWER OF 2010 OR 2011 ESTIMATED REVENUE $ 20,719,596 $ 352,005 $ 21,071,601TRANSFER FROM TRANSPORTATION TRUST FUND ‐ 22,698,000 22,698,000TRANSFER OF DORMANT FUNDS 1,071,338 1,386,345 2,457,68321,790,934 24,436,350 46,227,284ESTIMATED FUND BALANCE DECEMBER 31, 2010:BALANCE DECEMBER 31, 2009 1,551,514 3,751,564 5,303,078ESTIMATED 2010 REVENUE 20,719,596 352,005 21,071,601TRANSFER FROM TRANSPORTATION TRUST FUND ‐ 22,697,642 22,697,64222,271,110 26,801,211 49,072,321ESTIMATED 2010 EXPENDITURES 20,896,546 24,820,837 45,717,383ESTIMATED FUND BALANCE END 2010 1,374,564 1,980,374 3,354,938TOTAL AVAILABLE FOR APPROPRIATION 23,165,498 26,416,724 49,582,222ADOPTED APPROPRIATION 22,136,342 25,600,299 47,736,641UNAPPROPRIATED BALANCE $ 1,029,156 $ 816,425 $ 1,845,581- 63 -

Table IISPECIAL ROAD & BRIDGE FUND (1020)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATEPROPERTY TAXESCURRENT YEAR'S LEVIESCURRENT REAL ESTATE $ 16,905,880 $ 17,262,404 $ 17,262,404CURRENT PERSONAL PROPERTY 2,718,601 2,778,821 2,778,821RAILROAD AND UTILITY PROPERTY 405,912 405,492 405,492TOTAL CURRENT YEARS' LEVIES 20,030,394 20,446,717 20,446,717PRIOR YEARS' LEVIES:DELINQUENT REAL ESTATE 2,708,633 2,812,024 2,755,000DELINQUENT PERSONAL PROPERTY 458,773 459,847 460,000DELINQUENT RAILROAD & UTILITIES 1,255 1,000 1,000TOTAL PRIOR YEARS' LEVIES 3,168,661 3,272,871 3,216,000MERCHANTS AND MANUFACTURERS:M&M ‐ EQUIPMENT 413,187 410,069 410,069M&M ‐ REAL ESTATE 2,098,096 1,936,206 1,936,206TOTAL MERCHANTS AND MANUFACTURES 2,511,284 2,346,275 2,346,275INTEREST AND TAXESINTEREST ON DELINQUENT TAXES 221,017 163,644 160,800STATE FINANCIAL INSTITUTIONS TAX 12,791 32,350 32,350TOTAL INTEREST AND TAXES 233,808 195,994 193,150REVENUE TRANSFERS (17,952,755) (18,307,792) (18,262,017)TOTAL PROPERTY TAXES 7,991,391 7,954,065 7,940,125ROAD PRIVILEGES AND PERMITS 460,196 550,000 550,000FINES AND FORFEITURES 1,565 1,215 1,000INVESTMENT EARNINGS 76,682 96,292 134,294RENTS AND CONCESSIONS 70,584 69,200 85,200STATE AID ‐ CART 9,393,928 9,014,269 9,134,412FEDERAL AID ‐ DISASTER 65,579 ‐ ‐CHARGES FOR SERVICESDOCUMENT FEES 160 2,000 1,050OTHER CHARGES FOR CURRENT SERVICES 80,253 66,354 67,724INSPECTION FEES 14,221 17,000 50,000TOTAL CHARGES FOR SERVICES 94,634 85,354 118,774- 64 -

Table IISPECIAL ROAD & BRIDGE FUND (1020)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATEFEESFRANCHISE 707,634 674,000 674,000CABLE TV FRANCHISE 1,854,392 1,900,000 1,900,000TOTAL FEES 2,562,026 2,574,000 2,574,000OTHER REVENUEUNUSED MUNI ROAD DISTRIBUTION 206,879 166,715 170,000FUEL SALES 154,609 180,000 180,000SALE OF FIXED ASSETS 214,900 152,000 167,000OTHER SALES 15,077 9,200 6,500OTHER REVENUE ‐ 1,789 1,821REFUNDS AND REIMBURSED COSTS 239,158 147,970 213,882LOSS RECOVERY 70,186 69,532 58,557TOTAL OTHER REVENUE 900,809 727,206 797,760TOTAL REVENUE $ 21,617,394 $ 21,071,601 $ 21,335,565ALLOCATIONS:TRANSPORTATION TRUST FUND 20,872,950 22,697,642 22,698,000GENERAL FUND 1,976,019 ‐ ‐FUND TOTAL $ 44,466,363 $ 43,769,243 $ 44,033,565- 65 -

Table IHEALTH FUND (1030)2011 BUDGET SUMMARYLOWER OF 2010 OR 2011 ESTIMATED REVENUE $ 47,456,635ESTIMATED FUND BALANCE DECEMBER 31, 2010:BALANCE DECEMBER 31, 2009 $ 36,146,638ESTIMATED 2010 REVENUE 47,733,89483,880,532ESTIMATED 2010 EXPENDITURES 56,521,915ESTIMATED FUND BALANCE END 2010 27,358,61774,815,252RESERVE 6,000,000TOTAL AVAILABLE FOR APPROPRIATION 68,815,252ADOPTED APPROPRIATION 54,396,046UNAPPROPRIATED BALANCE $ 14,419,206- 66 -

Table IIHEALTH FUND (1030)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATEPROPERTY TAXESCURRENT YEAR'S LEVIESCURRENT REAL ESTATE $ 24,151,262 $ 23,016,539 $ 23,016,539CURRENT PERSONAL PROPERTY 3,883,719 3,705,095 3,705,095RAILROAD AND UTILITY PROPERTY 579,874 540,657 540,65728,614,856 27,262,291 27,262,291PRIOR YEARS' LEVIES:DELINQUENT REAL ESTATE 3,864,548 4,164,769 3,875,000DELINQUENT PERSONAL PROPERTY 658,680 692,372 690,000DELINQUENT RAILROAD & UTILITIES 1,793 1,500 1,5004,525,021 4,858,641 4,566,500MERCHANTS AND MANUFACTURERS:M&M ‐ EQUIPMENT 590,287 546,758 546,758M&M ‐ REAL ESTATE 3,497,054 3,227,010 3,227,0104,087,341 3,773,768 3,773,768INTEREST AND TAXESINTEREST ON DELINQUENT TAXES 331,438 242,932 228,325STATE FINANCIAL INSTITUTIONS TAX 18,273 50,836 50,836349,711 293,768 279,161TOTAL PROPERTY TAXES 37,576,928 36,188,468 35,881,720LICENSES AND PERMITSANIMAL LICENSES 1,288,776 1,393,995 1,393,995BUSINESS LICENSES 2,361,049 2,378,230 2,378,230TOTAL LICENSES AND PERMITS 3,649,825 3,772,225 3,772,225FINES AND FORFEITURES 204,980 209,150 209,150INVESTMENT EARNINGS 300,045 352,809 488,001INTERGOVERNMENTAL 798,525 743,173 789,981CHARGES FOR SERVICESRECORDING FEES 1,637,171 1,657,600 1,657,600OTHER CHARGES ‐ CURRENT SERVICES 74,253 69,052 69,052DUPLICATING SERVICES ‐ 7,940 7,940HEALTH FEES 3,323,482 3,293,788 3,153,783ENVIRONMENTAL HEALTH FEES 1,070,643 1,083,803 1,083,803TOTAL CHARGES FOR SERVICES 6,105,548 6,112,183 5,972,178OTHER REVENUEOTHER GRANTS & CONTRACTS 39,140 33,555 33,000- 67 -

Table IIHEALTH FUND (1030)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATESALE OF FIXED ASSETS 21,473 30,295 ‐OTHER REVENUE 125,644 95,908 100,000REFUNDS AND REIMBURSED COSTS 475,135 196,128 210,380TOTAL OTHER REVENUE 661,392 355,886 343,380FUND TOTAL $ 49,297,243 $ 47,733,894 $ 47,456,635- 68 -

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Table IPARK MAINTENANCE FUND (1050)2011 BUDGET SUMMARYOPERATING METRO PARKS TOTALLOWER OF 2010 OR 2011 ESTIMATED REVENUE $ 14,482,495 $ 3,710,600 $ 18,193,095SALES TAX TRANSFER FROM GENERAL FUND* 4,300,000 ‐ 4,300,00018,782,495 3,710,600 22,493,095ESTIMATED FUND BALANCE DECEMBER 31, 2010BALANCE DECEMBER 31, 2009 3,735,711 1,438,555 5,174,266ESTIMATED 2010 REVENUE 14,534,482 3,710,600 18,245,082SALES TAX TRANSFER FROM GENERAL FUND* 4,388,441 ‐ 4,388,441CLOSED ENCUMBRANCES 40,542 24,872 65,414RESTRICTED (SALE OF COLLECTION OBJECTS) (245,910) ‐ (245,910)22,453,266 5,174,027 27,627,2932010 ESTIMATED EXPENDITURES 19,889,417 3,878,177 23,767,594ESTIMATED FUND BALANCE END 2010 2,563,849 1,295,850 3,859,699TOTAL AVAILABLE FOR APPROPRIATION 21,346,344 5,006,450 26,352,794ADOPTED APPROPRIATION 21,230,704 4,719,614 25,950,318UNAPPROPRIATED BALANCE $ 115,640 $ 286,836 $ 402,476*General Fund sales tax allocation to the Park Maintenance Fund is determined based on the needs of both funds.- 70 -

Table IIPARK MAINTENANCE FUND (1050)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATEPROPERTY TAXESCURRENT YEAR'S LEVIESCURRENT REAL ESTATE $ 8,050,426 $ 8,220,193 $ 8,220,193CURRENT PERSONAL PROPERTY 1,294,577 1,323,249 1,323,249RAILROAD AND UTILITY PROPERTY 193,291 193,091 193,091TOTAL CURENT YEAR'S LEVIES 9,538,294 9,736,533 9,736,533PRIOR YEARS' LEVIES:DELINQUENT REAL ESTATE 1,291,600 1,325,040 1,210,000DELINQUENT PERSONAL PROPERTY 215,484 199,962 207,007DELINQUENT RAILROAD & UTILITIES 598 600 600TOTAL PRIOR YEARS' LEVIES 1,507,681 1,525,602 1,417,607MERCHANTS AND MANUFACTURERS:M&M ‐ EQUIPMENT 196,738 195,271 195,271M&M ‐ REAL ESTATE 582,828 537,631 537,631TOTAL MERCHANTS AND MANUFACTURES 779,566 732,902 732,902INTEREST AND TAXESINTEREST ON DELINQUENT TAXES 91,514 76,280 70,880STATE FINANCIAL INSTITUTIONS TAX 6,091 10,783 10,783TOTAL INTEREST AND TAXES 97,605 87,063 81,663TOTAL PROPERTY TAXES 11,923,146 12,082,100 11,968,705METRO PARKS SALES TAX 3,797,917 3,710,600 3,710,600LICENSES AND PERMITS 2,324 450 2,250INVESTMENT EARNINGS 56,183 64,428 88,961RENTS AND CONCESSIONS 1,525,491 1,401,584 1,428,621INTERGOVERNMENTAL (490) ‐ ‐CHARGES FOR SERVICESPARK AND RECREATION FEES 718,911 681,100 695,100OTHER CHARGES ‐ CURRENT SERVICES 21,666 14,830 14,830TOTAL CHARGES FOR SERVICES 740,577 695,930 709,930OTHER REVENUE:SALE OF FIXED ASSETS 187,961 40,000 40,000OTHER SALES 5,560 3,000 3,500OTHER REVENUE 105,811 66,618 62,500REFUNDS AND REIMBURSED COSTS 209,313 176,272 176,000LOSS RECOVERY 9,566 4,100 2,028TOTAL OTHER REVENUE 518,211 289,990 284,028TOTAL ESTIMATED REVENUE 18,563,360 18,245,082 18,193,095SALES TAX ALLOCATION 4,797,481 4,388,441 4,300,000FUND TOTAL $ 23,360,840 $ 22,633,523 $ 22,493,095- 71 -

Table ISPIRIT OF ST. LOUIS AIRPORT ENTERPRISE FUND (1100)2011 BUDGET SUMMARYLOWER OF 2010 OR 2011 ESTIMATED REVENUE $ 21,065,562ESTIMATED FUND BALANCE DECEMBER 31, 2010BALANCE DECEMBER 31, 2009 $ 13,284,679ESTIMATED 2010 REVENUE 21,065,56234,350,2412010 ESTIMATED EXPENDITURES 20,892,216ESTIMATED FUND BALANCE END 2010 13,458,025TOTAL AVAILABLE FOR APPROPRIATION 34,523,587ADOPTED APPROPRIATION 21,707,101UNAPPROPRIATED BALANCE $ 12,816,486- 72 -

Table IISPIRIT OF ST. LOUIS AIRPORT ENTERPRISE FUND (1100)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATEINVESTMENT EARNINGS $ 152,389 $ 177,238 $ 244,701RENTS AND CONCESSIONS 1,884,321 1,964,413 1,907,872INTERGOVERNMENTAL (7,540) 48,960 ‐OTHER REVENUEFUEL SALES 14,022,226 18,212,192 19,191,432HANGER AND TIEDOWN FEES 545,758 549,400 545,320FARMING INCOME 3,482 5,000 5,000SALE OF FIXED ASSETS 10,174 7,359 ‐OTHER REVENUE ‐ PROGRAM 252,518 101,000 240,460TOTAL OTHER REVENUE 14,834,158 18,874,951 19,982,212FUND TOTAL $ 16,863,327 $ 21,065,562 $ 22,134,785- 73 -

Table IDEBT SERVICE FUND (1110)2011 BUDGET SUMMARYLOWER OF 2010 OR 2011 ESTIMATED INCOME $ 9,530,457ESTIMATED FUND BALANCE DECEMBER 31, 2010BALANCE DECEMBER 31, 2009 $ 19,067,165ESTIMATED 2010 REVENUE 9,530,45728,597,6222010 APPROPRIATION 15,355,827ESTIMATED FUND BALANCE END 2010 13,241,795TOTAL AVAILABLE FOR APPROPRIATION 22,772,252ADOPTED APPROPRIATION2011 MATURITIESPRINCIPAL* 11,905,000INTEREST PAYMENTS* 1,616,757FEES 5,00013,526,757RESERVE FOR FUTURE BOND REDEMPTIONAND INTEREST PAYMENTS $ 9,245,495- 74 -

Table IIDEBT SERVICE FUND (1110)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATEPROPERTY TAXESCURRENT YEAR'S LEVIESCURRENT REAL ESTATE $ 4,508,235 $ 4,603,308 $ 4,603,308CURRENT PERSONAL PROPERTY 724,961 741,019 741,019RAILROAD AND UTILITY PROPERTY 108,243 108,132 108,132TOTAL CURRENT YEARS' LEVIES 5,341,439 5,452,459 5,452,459PRIOR YEARS' LEVIES:DELINQUENT REAL ESTATE 1,546,094 752,424 685,000DELINQUENT PERSONAL PROPERTY 229,701 140,054 135,000DELINQUENT RAILROAD & UTILITIES 753 700 700TOTAL PRIOR YEARS' LEVIES 1,776,548 893,178 820,700MERCHANTS AND MANUFACTURERS:M&M ‐ EQUIPMENT 113,549 109,352 109,352M&M ‐ REAL ESTATE 3,022,102 2,781,229 2,781,229TOTAL MERCHANTS AND MANUFACTURES 3,135,651 2,890,581 2,890,581INTEREST AND TAXESINTEREST ON DELINQUENT TAXES 166,749 44,659 41,035STATE FINANCIAL INSTITUTIONS TAX 3,411 26,188 26,188TOTAL INTEREST AND TAXES 170,160 70,847 67,223TOTAL PROPERTY TAXES 10,423,798 9,307,065 9,230,963INVESTMENT EARNINGS 194,543 213,392 292,765OTHER REVENUE 51,631 10,000 10,000FUND TOTAL $ 10,669,972 $ 9,530,457 $ 9,533,728- 75 -

Table IFEDERAL AID URBAN TRUST FUND (5080)2011 BUDGET SUMMARY2011 ESTIMATED INCOME $ 14,433,946ESTIMATED FUND BALANCE DECEMBER 31, 2010BALANCE DECEMBER 31, 2009 $ 12,520,843ESTIMATED 2010 REVENUE 11,200,03923,720,882PRIOR YEAR PROJECTS RE‐BUDGETED IN 2010 8,153,258ESTIMATED 2010 EXPENDITURES 10,592,000TOTAL 2010 ESTIMATED EXPENDITURES 18,745,258ESTIMATED FUND BALANCE END 2010 4,975,624TOTAL AVAILABLE FOR APPROPRIATION 19,409,570ADOPTED APPROPRIATION 14,955,000UNAPPROPRIATED BALANCE* $ 4,454,570*The Unappropriated Balance has been programmed toward project needs in the Five Year CapitalImprovement Program. This balance is not available for expenditure on new additional projects.- 76 -

Table IIFEDERAL AID URBAN TRUST FUND (5080)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATEINVESTMENT EARNINGS $ 86,486 $ 94,629 $ 129,746RENTS 5,400 7,200 7,200STATE AID ‐ CART 3,000,000 3,000,000 3,000,000FEDERAL GRANTS 3,274,470 5,325,100 9,479,000STATE GRANTS 400,766 20,000 100,000LOCAL GOVERNMENT GRANTS 6,812,577 2,072,740 1,523,000OTHER GRANTS 1,155,630 680,370 195,000OTHER REVENUE 16,445 ‐ ‐FUND TOTAL $ 14,751,773 $ 11,200,039 $ 14,433,946- 77 -

Table IASSESSMENT FUND (5570)2011 BUDGET SUMMARYLOWER OF 2010 OR 2011 ESTIMATED REVENUE $ 10,470,855ESTIMATED FUND BALANCE DECEMBER 31, 2010:BALANCE DECEMBER 31, 2009 $ 8,535,979ESTIMATED 2010 REVENUE 10,470,85519,006,8342010 ESTIMATED EXPENDITURES 12,876,897ESTIMATED FUND BALANCE END 2010 6,129,937TOTAL AVAILABLE FOR APPROPRIATION 16,600,792ADOPTED APPROPRIATION 12,148,293UNAPPROPRIATED BALANCE $ 4,452,499- 78 -

Table IIASSESSMENT FUND (5570)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATEASSESSMENT AND COLLECTION FEES $ 9,025,865 $ 8,800,000 $ 8,961,000INVESTMENT EARNINGS 70,960 85,035 117,852INTERGOVERNMENTAL 1,585,420 1,585,420 1,585,420CHARGES FOR SERVICES 543 400 400OTHER REVENUE 34 ‐ ‐FUND TOTAL $ 10,682,822 $ 10,470,855 $ 10,664,672- 79 -

Table ISEWER LATERAL FUND (5580)2011 BUDGET SUMMARYLOWER OF 2010 OR 2011 ESTIMATED REVENUE $ 2,884,627ESTIMATED FUND BALANCE DECEMBER 31, 2010BALANCE DECEMBER 31, 2009 $ 6,534,717ESTIMATED 2010 REVENUE 2,884,6279,419,3442010 ESTIMATED EXPENDITURES 3,109,881ESTIMATED FUND BALANCE END 2010 6,309,463TOTAL AVAILABLE FOR APPROPRIATION 9,194,090ADOPTED APPROPRIATION 2,813,167UNAPPROPRIATED BALANCE $ 6,380,923- 80 -

Table IISEWER LATERAL FUND (5580)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATEINVESTMENT EARNINGS $ 58,141 $ 67,827 $ 93,700CHARGES FOR SERVICES 14,670 15,044 15,044FEESSEWER LATERAL FEES 2,932,755 2,801,756 2,801,756FUND TOTAL $ 3,005,566 $ 2,884,627 $ 2,910,500- 81 -

Table ITRANSPORTATION HIGHWAY FUND (5590)2011 BUDGET SUMMARYLOWER OF 2010 OR 2011 ESTIMATED REVENUE $ 434,1992011 ALLOCATION FROM TRANSPORTATION TRUST FUND 11,300,000ESTIMATED FUND BALANCE DECEMBER 31, 2010BALANCE DECEMBER 31, 2009 36,991,993ESTIMATED 2010 REVENUE 434,1992010 CANCELLED PURCHSE ORDERS/CONTRACTS 519,1282010 ALLOCATIONS 11,600,00049,545,320PRIOR YEAR PROJECTS RE‐BUDGETED IN 2010 33,567,262ESTIMATED 2010 EXPENDITURES 15,961,450TOTAL 2010 ESTIMATED EXPENDITURES 49,528,712ESTIMATED FUND BALANCE END 2010 16,608TOTAL AVAILABLE FOR APPROPRIATION 11,750,807ADOPTED APPROPRIATION 11,062,000UNAPPROPRIATED BALANCE $ 688,807- 82 -

Table IITRANSPORTATION HIGHWAY FUND (5590)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATEINVESTMENT EARNINGS $ 354,643 $ 434,199 $ 602,758TOTAL REVENUE 354,643 434,199 602,758ALLOCATIONS:TRANSPORTATION TRUST FUND 18,525,047 11,600,000 11,300,000FUND TOTAL $ 18,879,690 $ 12,034,199 $ 11,902,758- 83 -

Table ITRANSPORTATION TRUST FUND (5600)2011 BUDGET SUMMARYLOWER OF 2010 OR 2011 ESTIMATED REVENUE $ 69,652,941ESTIMATED FUND BALANCE DECEMBER 31, 2010BALANCE DECEMBER 31, 2009 $ 171,907ESTIMATED 2010 REVENUE 69,652,94169,824,848ESTIMATED 2010 EXPENDITURESOFFICE OF TRANSPORTATION 225,759METRO (BI‐STATE) CONTRACT 34,749,200ALLOCATION FOR ARTERIAL ROAD MAINT & SUPPORT (1020) 22,697,642ALLOCATION FOR CAPITAL IMPROVEMENT PGM (5590) 11,600,000ESTIMATED FUND BALANCE END 2010 552,247TOTAL AVAILABLE FOR APPROPRIATION 70,205,188ADOPTED APPROPRIATIONS AND ALLOCATIONS:APPROPRIATION TO OFFICE OF TRANSPORTATION 87,607ALLOCATION FOR ARTERIAL ROAD MAINTENANCE SUPPORT (1020) 22,698,000ALLOCATION FOR CAPITAL IMPROVEMENT PROGRAM SUPPORT (5590) 11,300,000000UNAPPROPRIATED BALANCE* $ 36,119,581*The Unappropriated Balance does not reflect the annual contract with Metro which will besubmitted by Metro to the County Council in June 2011.- 84 -

Table IITRANSPORTATION TRUST FUND (5600)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATESALES TAX $ 71,353,574 $ 69,498,400 $ 69,498,400INVESTMENT EARNINGS 143,722 154,541 212,267FUND TOTAL $ 71,497,296 $ 69,652,941 $ 69,710,667- 85 -

Table IPUBLIC MASS TRANSIT FUND (5620)2011 BUDGET SUMMARY0.25‐CENTSALES TAX0.50‐CENTSALES TAXESTIMATED FUND BALANCE DECEMBER 31, 2010BALANCE DECEMBER 31, 2009 $ ‐ $‐ESTIMATED 2010 REVENUE 36,338,422 34,749,20036,338,422 34,749,200ESTIMATED 2010 EXPENDITURES 36,338,422 23,102,719ESTIMATED BALANCE END OF 2010 ‐ 11,646,481ESTIMATED 2011 REVENUE 36,338,429 69,498,400ESTIMATED BALANCE OF METRO CONTRACT TO BE PAID IN 2011 16,397,281TOTAL AVAILABLE FOR APPROPRIATION 36,338,429 64,747,600ADOPTED APPROPRIATION 36,338,429 ‐UNAPPROPRIATED BALANCE* ‐ 64,747,600*The Unappropriated Balance of the 0.50‐cent sales tax does not reflect the annual contract withMetro which will be submitted by Metro to the County Council in June 2011.- 86 -

Table IIPUBLIC MASS TRANSIT FUND (5620)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATESALES TAX $ 37,155,796 $ 71,087,600 $ 105,836,800INVESTMENT EARNINGS 2,135 22 29FUND TOTAL $ 37,157,931 $ 71,087,622 $ 105,836,829- 87 -

Table IPOLICE AIR SUPPORT PROGRAM FUND (5740)2011 BUDGET SUMMARYLOWER OF 2010 OR 2011 ESTIMATED REVENUE $ 252,368ESTIMATED FUND BALANCE DECEMBER 31, 2010:BALANCE DECEMBER 31, 2009 $ 273,586ESTIMATED 2010 REVENUE 252,368525,9542010 ESTIMATED EXPENDITURES 250,000ESTIMATED FUND BALANCE END 2010 275,954TOTAL AVAILABLE FOR APPROPRIATION 528,322ADOPTED APPROPRIATION 250,000UNAPPROPRIATED BALANCE $ 278,322- 88 -

Table IIPOLICE AIR SUPPORT PROGRAM FUND (5740)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATEINVESTMENT EARNINGS $ 1,916 $ 2,368 $ 3,290CHARGES FOR SERVICESLAW ENFORCEMENT SERVICES 400,000 250,000 250,000FUND TOTAL $ 401,916 $ 252,368 $ 253,290- 89 -

Table IEMERGENCY COMMUNICATIONS FUND (5800)2011 BUDGET SUMMARYLOWER OF 2010 OR 2011 ESTIMATED REVENUE $ 13,564,000ESTIMATED FUND BALANCE DECEMBER 31, 2010:BALANCE DECEMBER 31, 2009 $‐ESTIMATED 2010 REVENUE 10,262,50010,262,5002010 ESTIMATED EXPENDITURES 675,000ESTIMATED FUND BALANCE END 2010 9,587,500TOTAL AVAILABLE FOR APPROPRIATION 23,151,500ADOPTED APPROPRIATION 4,941,509UNAPPROPRIATED BALANCE $ 18,209,991- 90 -

Table IIEMERGENCY COMMUNICATIONS FUND (5800)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATESALES TAX $ 10,232,500 $ 13,643,333INVESTMENT EARNINGS 30,000 40,000FUND TOTAL $ 10,262,500 $ 13,683,333- 91 -

Table ICHILDREN'S SERVICE FUND (5900)2011 BUDGET SUMMARYLOWER OF 2010 OR 2011 ESTIMATED REVENUE $ 34,417,400ESTIMATED FUND BALANCE DECEMBER 31, 2010:BALANCE DECEMBER 31, 2009 $ 26,746,098ESTIMATED 2010 REVENUE 34,417,40061,163,4982010 ESTIMATED EXPENDITURES 36,032,605ESTIMATED FUND BALANCE END 2010 25,130,893TOTAL AVAILABLE FOR APPROPRIATION 59,548,293ADOPTED APPROPRIATION 977,584UNAPPROPRIATED BALANCE* $ 58,570,709*The Unappropriated Balance does not reflect 2011 grant funding or other special projects whichwill be submitted to the County Council for consideration upon approval by the Children's ServicesFund Board.- 92 -

Table IICHILDREN'S SERVICE FUND (5900)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATESALES TAX $ 26,707,228 $ 34,417,400 $ 34,417,400INVESTMENT EARNINGS 73,857 ‐ ‐FUND TOTAL $ 26,781,085 $ 34,417,400 $ 34,417,400- 93 -

Table ICONVENTION & RECREATION TRUST FUND (8630)2011 BUDGET SUMMARYLOWER OF 2010 OR 2011 ESTIMATED REVENUE $ 8,060,101ESTIMATED FUND BALANCE DECEMBER 31, 2010BALANCE DECEMBER 31, 2009 $ 6,995,263ESTIMATED 2010 REVENUE 8,060,10115,055,3642010 ESTIMATED EXPENDITURES 9,169,050ESTIMATED FUND BALANCE END 2010 5,886,314RESERVE FOR DEBT SERVICE 4,778,725TOTAL AVAILABLE FOR APPROPRIATION 9,167,690ADOPTED APPROPRIATION 9,167,690UNAPPROPRIATED BALANCE $ 0- 94 -

Table IICONVENTION & RECREATION TRUST FUND (8630)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATESALES TAX ‐ SLEEPING ROOMS $ 8,323,633 $ 7,990,687 $ 7,990,687INVESTMENT EARNINGS 58,584 69,414 96,029FUND TOTAL $ 8,382,218 $ 8,060,101 $ 8,086,716- 95 -

Table IWATER SERVICE LINE FUND (8640)2011 BUDGET SUMMARYLOWER OF 2010 OR 2011 ESTIMATED REVENUE $ 3,934,361ESTIMATED FUND BALANCE DECEMBER 31, 2010BALANCE DECEMBER 31, 2009 $ 4,339,747ESTIMATED 2010 REVENUE 3,934,3618,274,1082010 ESTIMATED EXPENDITURES 4,840,198ESTIMATED FUND BALANCE END 2010 3,433,910TOTAL AVAILABLE FOR APPROPRIATION 7,368,271ADOPTED APPROPRIATION 4,264,521UNAPPROPRIATED BALANCE $ 3,103,750- 96 -

Table IIWATER SERVICE LINE FUND (8640)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATEINVESTMENT EARNINGS $ 55,353 $ 63,411 $ 87,402FEESWATER SERVICE LINE FEES 3,753,505 3,870,950 3,868,848FUND TOTAL $ 3,808,858 $ 3,934,361 $ 3,956,250- 97 -

Table ISOLID WASTE MANAGEMENT FUND (8650)2011 BUDGET SUMMARYLOWER OF 2010 OR 2011 ESTIMATED REVENUE $ 984,128ESTIMATED FUND BALANCE DECEMBER 31, 2010BALANCE DECEMBER 31, 2009 $ 4,280,757ESTIMATED 2010 REVENUE 984,1285,264,885ESTIMATED 2010 EXPENDITURES 2,342,000ESTIMATED FUND BALANCE END 2009 2,922,885TOTAL AVAILABLE FOR APPROPRIATION 3,907,013ADOPTED APPROPRIATION 1,785,200UNAPPROPRIATED BALANCE $ 2,121,813- 98 -

Table IISOLID WASTE MANAGEMENT FUND (8650)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATEFINES & FORFEITURES $ 1,824 $ 36,720 $ 36,720INVESTMENT EARNINGS 63,358 70,221 94,520FEESLANDFILL SURCHARGE FEE 927,344 877,187 877,187FUND TOTAL $ 992,525 $ 984,128 $ 1,008,427- 99 -

TABLE III‐ASummary of 2011 Appropriations by Fund and Department($ in thousands)Spirit of St.LouisAirportMunicipal Court 2,046.9 ‐ ‐ ‐ ‐ ‐ ‐ ‐Board of Elections 5,593.3 ‐ ‐ ‐ ‐ ‐ ‐ ‐Public Administrator 822.6 ‐ ‐ ‐ ‐ ‐ ‐ ‐Judicial Administration 23,975.5 ‐ ‐ ‐ ‐ ‐ ‐ ‐Prosecuting Attorney 8,439.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐County Executive 1,996.9 ‐ ‐ ‐ ‐ ‐ ‐ ‐County Counselor 2,743.2 ‐ ‐ ‐ ‐ ‐ ‐ ‐Miscellaneous Offices 4,289.2 ‐ ‐ ‐ ‐ ‐ ‐ ‐Emergency Comm. ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐Administration 13,513.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐Police 87,423.8 ‐ ‐ ‐ ‐ ‐ ‐ ‐Planning 1,856.8 ‐ ‐ ‐ ‐ ‐ ‐ ‐Public Works 31,314.1 ‐ ‐ ‐ ‐ ‐ ‐ ‐Revenue 5,885.7 ‐ ‐ ‐ ‐ ‐ ‐ 12,148.3Justice Services 22,954.5 ‐ ‐ ‐ ‐ ‐ ‐ ‐Highways & Traffic 1,022.0 47,736.6 ‐ ‐ ‐ ‐ 14,955.0 ‐Parks & Recreation ‐ ‐ ‐ 25,950.3 ‐ ‐ ‐ ‐Spirit of St. Louis Airport ‐ ‐ ‐ ‐ 21,707.1 ‐ ‐ ‐Health ‐ ‐ 54,396.0 ‐ ‐ ‐ ‐ ‐Human Services 6,163.1 ‐ ‐ ‐ ‐ ‐ ‐ ‐Emergency Fund 5,413.6 ‐ ‐ ‐ ‐ ‐ ‐ ‐Not Assigned ‐ ‐ ‐ ‐ ‐ 13,526.8 ‐ ‐TOTAL$ 227,269.2 $ 47,736.6 $ 54,396.0 $ 25,950.3 $ 21,707.1 $ 13,526.8 $ 14,955.0 $ 12,148.3TABLE III‐BSummary of 2011 Appropriations by Fund and Category($ in thousands)Special Road& Bridge(1020)Spirit of St.LouisAirport(1100)Federal AidUrban Trust(5080)Department NameGeneral Fund(1010)Special Road& Bridge(1020)Health(1030)Park Maint.(1050) (1100)Debt Service(1110)Federal AidUrban Trust(5080)Assessment(5570)County Council $ 1,816.0 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐Assessment(5570)Department NameGeneral Fund(1010)Health(1030)Park Maint.(1050)Debt Service(1110)Salaries and Wages 122,937.8 21,986.5 21,408.4 11,905.1 868.6 ‐ ‐ 6,472.1Payroll Fringes 49,039.8 8,985.4 8,328.4 4,494.4 316.1 ‐ ‐ 2,286.4Purchased Services 32,051.3 8,319.3 11,250.7 4,743.8 919.2 ‐ 14,955.0 2,268.8Commodities & Supplies 7,906.3 11,732.1 6,637.0 1,711.9 16,323.1 ‐ ‐ 90.7Personal Allowances 2,996.0 193.2 418.8 67.5 8.1 ‐ ‐ 289.4Other Expenses 10,074.9 392.9 1,650.1 438.7 2,229.7 13,526.8 ‐ 54.8Transfer Payments 5,612.3 4,275.4 5,702.9 1,604.5 888.8 ‐ ‐ 636.6Capital Outlays 2,130.6 1,778.4 179.9 984.5 153.5 ‐ ‐ 49.5Expenditure Offset (5,479.9) (9,926.5) (1,180.0) ‐ ‐ ‐ ‐ ‐TOTAL 227,269.2 47,736.6 54,396.0 25,950.3 21,707.1 13,526.8 14,955.0 12,148.3- 100 -

SewerLateral(5580)Trans.Highway(5590)Trans.Trust(5600)Public MassTransit(5620)Police AirSupportProgram(5740)EmergencyComm.(5800)Children'sServices(5900)Conv. &Rec.Trust(8630)WaterService Line(8640)Solid WasteMgmt.(8650) TOTAL$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,816.0‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,046.9‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 5,593.3‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 822.6‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 23,975.5‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8,439.0‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,996.9‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,743.2‐ ‐ ‐ ‐ ‐ ‐ 977.6 ‐ ‐ ‐ 5,266.7‐ ‐ ‐ ‐ ‐ 4,941.5 ‐ ‐ ‐ ‐ 4,941.5‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 13,513.0‐ ‐ ‐ ‐ 250.0 ‐ ‐ ‐ ‐ ‐ 87,673.8‐ ‐ 87.6 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,944.42,813.2 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,264.5 ‐ 38,391.8‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 18,034.0‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 22,954.5‐ 11,062.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 74,775.7‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 25,950.3‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 21,707.1‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,785.2 56,181.2‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 6,163.1‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 5,413.6‐ ‐ ‐ 36,338.4 ‐ ‐ ‐ 9,167.7 ‐ ‐ 59,032.9$ 2,813.2 $ 11,062.0 $ 87.6 $ 36,338.4 $ 250.0 $ 4,941.5 $ 977.6 $ 9,167.7 $ 4,264.5 $ 1,785.2 $ 489,377.0SewerLateral(5580)Trans.Highway(5590)Trans.Trust(5600)Public MassTransit(5620)Police AirSupportProgram(5740)EmergencyComm.(5800)Children'sServices(5900)Conv. &Rec.Trust(8630)WaterService Line(8640)Solid WasteMgmt.(8650) TOTAL138.3 ‐ ‐ ‐ ‐ 442.9 457.0 ‐ 182.9 ‐ 186,799.448.9 ‐ ‐ ‐ ‐ 166.4 145.3 ‐ 64.4 ‐ 73,875.32,523.8 9,369.0 69.2 ‐ 106.7 1,985.0 140.4 3,167.7 3,907.8 ‐ 95,777.66.5 ‐ ‐ ‐ 203.0 39.0 106.9 ‐ 6.9 ‐ 44,763.3‐ ‐ 1.7 ‐ ‐ 10.8 45.0 ‐ ‐ ‐ 4,030.61.3 1,693.0 2.0 ‐ 0.4 2,007.3 39.4 ‐ 1.3 ‐ 32,112.694.5 ‐ 14.7 36,338.4 ‐ 200.0 34.6 6,000.0 101.3 1,785.2 63,289.1‐ ‐ ‐ ‐ ‐ 90.1 9.0 ‐ ‐ ‐ 5,375.5‐ ‐ ‐ ‐ (60.0) ‐ ‐ ‐ ‐ ‐ (16,646.4)2,813.2 11,062.0 87.6 36,338.4 250.0 4,941.5 977.6 9,167.7 4,264.5 1,785.2 489,377.0- 101 -

TABLE IV‐ASummary of 2011 Projected Revenue by Fund and Department($ in thousands)Department NameGeneral Fund(1010)SpecialRoad &Bridge(1020)Health(1030)Park Maint.(1050)Spirit of St.LouisAirport(1100)Debt Service(1110)Federal AidUrban Trust(5080)Assessment(5570)General (not dept. specific) $ 141,163.4 $ 8,074.4 $ 36,369.7 $ 20,068.3 $ ‐ $ 9,533.7 $ ‐ $ ‐County Council 15.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐Municipal Court 5,151.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐Board of Elections 10.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐Public Administrator 120.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐Judicial Administration 7,124.4 ‐ ‐ ‐ ‐ ‐ ‐ ‐Prosecuting Attorney 2,175.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐Administration 50.0 ‐ ‐ ‐ ‐ ‐ ‐ ‐Police 18,542.2 ‐ ‐ ‐ ‐ ‐ ‐ ‐Planning 33.6 ‐ ‐ ‐ ‐ ‐ ‐ ‐Public Works 8,619.5 ‐ ‐ ‐ ‐ ‐ ‐ ‐Revenue 24,377.9 ‐ ‐ ‐ ‐ ‐ ‐ 10,664.7Justice Services 6,930.2 ‐ ‐ ‐ ‐ ‐ ‐ ‐Highways & Traffic 1,059.4 13,261.1 ‐ ‐ ‐ ‐ 14,433.9 ‐Parks & Recreation ‐ ‐ ‐ 2,424.8 ‐ ‐ ‐ ‐Spirit of St. Louis Airport ‐ ‐ ‐ ‐ 22,134.8 ‐ ‐ ‐Health ‐ ‐ 11,086.9 ‐ ‐ ‐ ‐ ‐Human Services 101.1 ‐ ‐ ‐ ‐ ‐ ‐ ‐Revenue Transfers ‐ 22,698.0 ‐ ‐ ‐ ‐ ‐ ‐TOTAL$ 215,472.8 $ 44,033.6 $ 47,456.6 $ 22,493.1 $ 22,134.8 $ 9,533.7 $ 14,433.9 $ 10,664.7- 102 -

SewerLateral(5580)Trans.Highway(5590)Trans. Trust(5600)Public MassTransit(5620)Police AirSupportProgram(5740)Emerg.Comm.(5800)Children'sServices(5900)Conv. &Rec. Trust(8630)WaterServiceLine (8640)SolidWasteMgmt.(8650) TOTAL$ ‐ $ ‐ $ 69,710.7 $ 105,836.8 $ ‐ $ 13,683.3 $ 34,417.4 $ 8,086.7 $ ‐ $ ‐ $ 446,944.5‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 15.0‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 5,151.0‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 10.0‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 120.0‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 7,124.4‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,175.0‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50.0‐ ‐ ‐ ‐ 253.3 ‐ ‐ ‐ ‐ ‐ 18,795.5‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 33.62,910.5 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,956.3 ‐ 15,486.3‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 35,042.6‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 6,930.2‐ 602.8 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 29,357.2‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,424.8‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 22,134.8‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,008.4 12,095.3‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 101.1‐ 11,300.0 (33,998.0) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐$ 2,910.5 $ 11,902.8 $ 35,712.7 $ 105,836.8 $ 253.3 $ 13,683.3 $ 34,417.4 $ 8,086.7 $ 3,956.3 $ 1,008.4 $ 603,991.4- 103 -

TABLE IV‐B2005‐2011 Detailed Revenue Estimate2005 2006 2007 2008 2009 2010 2011ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL REVISED PROJECTEDPROPERTY TAXESCURRENT YEAR'S LEVIES6111 CURRENT REAL ESTATE $ 75,748,630 $ 87,218,233 $ 95,153,626 $ 97,264,013 $ 84,207,384 $ 85,983,214 $ 85,983,2146131 CURRENT PERSONAL PROPERTY 14,777,460 15,019,520 14,514,338 15,377,852 13,541,222 13,841,177 13,841,1776151 RAILROAD & UTILITIES PROPERTY 1,862,636 2,107,270 2,040,488 2,105,507 2,055,328 2,019,739 2,019,739PRIOR YEAR'S LEVIES6181 DELINQUENT REAL ESTATE 12,770,410 4,673,496 5,356,881 14,972,513 14,300,377 14,204,631 13,325,0006221 DELINQUENT PERSONAL PROPERTY 2,673,690 2,225,131 2,726,484 2,900,034 2,393,820 2,334,899 2,317,0076251 DELINQUENT RAILRAOD & UTILITIES 18,073 1,562 33,064 35,917 6,669 5,800 5,800MERCHANTS & MANUFACTURERS6162 M&M ‐ EQUIPMENT 2,505,503 2,549,737 1,736,324 2,501,040 2,061,431 2,042,533 2,042,5336163 M&M ‐ REAL ESTATE 10,768,249 11,885,569 9,697,130 14,124,493 13,279,671 12,246,716 12,246,716INTEREST & TAXES6511 INTEREST ON DELINQUENT TAXES 872,599 1,115,795 1,013,461 1,129,366 1,217,278 827,267 782,3906711 STATE FINANCIAL INSTITUTION TAX 173,813 261,062 183,750 206,260 63,712 178,695 178,695REVENUE TRANSFERS7631 REVENUE TRANSFERS (15,653,260) (16,249,458) (17,281,578) (19,291,920) (17,952,755) (18,307,792) (18,262,017)SUBTOTAL106,517,803 110,807,917 115,173,968 131,325,074 115,174,137 115,376,879 114,480,254SALES TAXESSALES TAX6311 SALES TAX 163,333,082 160,406,596 165,272,574 161,346,112 176,424,424 225,248,700 263,320,3336314 SALES TAX ‐ PARKS 4,341,735 4,270,724 4,380,152 4,107,719 3,797,917 3,710,600 3,710,600SALES TAX ‐ SLEEPING ROOM6381 SALES TAX ‐ SLEEPING ROOM 9,137,378 9,533,598 10,111,820 9,523,080 8,323,633 7,990,687 7,990,687SUBTOTAL176,812,195 174,210,918 179,764,546 174,976,910 188,545,974 236,949,987 275,021,620GROSS RECEIPTS TAXUTILITIES GROSS RECEIPTS TAX6411 UTILITIES GROSS RECEIPTS 22,394,469 22,261,172 35,027,252 28,730,950 33,495,198 33,087,292 30,500,000SUBTOTAL22,394,469 22,261,172 35,027,252 28,730,950 33,495,198 33,087,292 30,500,000GAMING TAXESCASINO TAXES/FEES6412 GAMING GROSS RECEIPTS TAX ‐ ‐ ‐ ‐ ‐ 2,916,787 3,656,6246413 GAMING ADMISSION TAX ‐ ‐ ‐ ‐ ‐ 5,262,487 6,408,151SUBTOTAL‐ ‐ ‐ ‐ ‐ 8,179,274 10,064,775LICENSES & PERMITSLICENSES6611 ANIMAL LICENSES 504,036 1,314,397 1,331,557 1,381,019 1,288,776 1,393,995 1,393,9956621 BUSINESS LICENSES 2,435,199 2,682,841 2,974,156 3,025,472 3,074,455 3,118,813 3,109,230PERMITS6631 BUILDING PERMITS 3,892,717 3,513,323 3,674,682 3,657,336 1,825,687 1,922,000 1,942,0206632 MECHANICAL PERMITS 1,633,386 1,710,045 1,800,642 1,800,080 1,131,566 915,000 924,1506633 ELECTRICAL PERMITS 1,731,067 1,717,999 1,648,220 1,403,073 1,150,581 1,200,000 1,212,0006634 PLUMBING PERMITS 1,487,008 1,472,927 1,403,042 1,103,578 1,078,441 1,237,000 1,249,3706641 ROAD PRIVILEGES & PERMITS 479,728 545,154 989,745 541,341 460,196 550,000 550,0006651 ZONING PERMITS 114,935 105,171 80,232 58,191 51,498 38,860 25,0506661 OTHER LICENSES & PERMITS 540,840 564,652 742,870 660,372 635,079 791,450 681,3556662 CONCEALED CARRY PERMITS 104,804 78,888 104,576 202,622 303,240 320,000 320,0006791 STATE CIGARETTE TAX 1,163,586 1,150,648 1,104,675 1,073,538 953,002 906,604 862,465SUBTOTAL14,087,306 14,856,045 15,854,397 14,906,623 11,952,521 12,393,722 12,269,635ASSESSMENT & COLLECTION FEESASSESS & COLL FEES6521 PEN & COST ON DEL TAXES 3,484,524 3,529,373 3,791,235 3,994,508 3,990,358 3,430,000 3,518,0006911 ASSESS & TAX COLLECT FEES 24,728,878 25,622,585 28,683,686 25,976,022 27,507,071 29,149,500 28,036,342SUBTOTAL28,213,402 29,151,958 32,474,921 29,970,531 31,497,429 32,579,500 31,554,342FINES & FORFEITURESFINES AND FORFEITURE7031 HUMANE SERVICES 185,106 257,963 213,562 235,712 200,130 200,000 200,0007311 FINES 3,543,918 3,605,786 3,929,262 3,826,256 3,770,377 3,799,150 3,799,150- 104 -

2005 2006 2007 2008 2009 2010 2011ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL REVISED PROJECTED7321 FORFEITURES & PENALTIES 154,160 168,423 326,012 129,785 28,935 46,215 48,980PRINCIPAL REPAYMENT7391 PRINCIPAL REPAYMENT ‐ ‐ ‐ ‐ ‐ 36,720 36,720SUBTOTAL3,883,184 4,032,172 4,468,836 4,191,753 3,999,441 4,082,085 4,084,850INVESTMENT EARNINGSINTEREST7411 INTEREST 642,675 823,725 1,079,462 371,972 235,123 325,000 325,7307412 INTEREST ‐ DIRECT LOAN 6,462 14,391 13,935 7,586 7,314 6,000 6,0007414 INTEREST ‐ COLLECTOR 114,123 268,590 253,289 76,430 8,621 2,682 3,3527418 INTEREST ‐ INVESTMENT 4,814,219 6,571,938 8,899,066 8,407,041 4,147,168 3,103,887 4,033,0267419 UNREALIZED INV. GAIN/LOSS (618,023) 1,310,866 2,998,784 1,801,648 (2,062,904) (680,851) (680,822)SUBTOTAL4,959,456 8,989,510 13,244,536 10,664,677 2,335,321 2,756,718 3,687,286RENTS & CONCESSIONSCONCESSIONS6921 CONCESSIONS 370,216 288,558 252,683 190,181 312,285 186,440 195,4406922 FOOD AND DRINK 58,521 39,262 36,728 28,291 21,469 21,900 28,8006923 VENDING 1,728 323 ‐ ‐ 209 100 2506924 VIDEO 773 544 248 428 431 450 4506925 PHONE BOOTHS 65,668 58,913 68,475 62,546 62,535 62,535 62,5356941 VENDING MACHINES 62,418 59,982 59,917 78,909 65,868 63,020 63,000PARKING FEES6931 PARKING FEES 478,680 600,640 603,472 719,564 734,811 623,585 658,585RENTS7421 RENTS 3,088,386 3,264,835 3,402,379 3,262,364 3,054,621 3,073,126 3,074,6827422 OTHER FACILITIES 258,348 302,984 338,114 398,706 378,511 357,201 359,4017423 ATHLETIC FIELDS 113,742 102,780 119,862 117,913 109,717 110,000 112,0007424 RECREATION HALLS 22,534 27,542 28,884 24,415 27,695 26,000 23,0007425 HOUSES 22,850 19,850 18,095 18,761 18,860 16,360 16,1807427 CAMPSITES 10,154 10,916 12,710 12,912 12,466 11,600 11,6007436 STORAGE 8,147 8,975 8,975 8,975 2,627 3,000 3,000SUBTOTAL4,562,165 4,786,104 4,950,542 4,923,965 4,802,104 4,555,317 4,608,923INTERGOVERNMENTALST AID FOR ASSESS & COLL6731 ST AID FOR ASSESS & COLL 2,308,304 3,222,411 2,397,878 2,378,130 1,585,420 1,585,420 1,585,420ST AID FOR CONSTRUCTION6751 ST AID FOR CONSTRUCTION 12,718,660 13,425,543 13,308,465 12,914,022 12,260,615 12,014,269 12,134,4126771 ST HEALTH & WELFARE 1,643,281 1,782,835 2,160,185 2,100,749 2,378,240 2,220,349 2,489,9376781 STATE OTHER ‐ ‐ 3,564 ‐ ‐ ‐ ‐6811 STATE INSURANCE TAX 1,904,096 683,811 716,405 1,069,260 863,624 850,000 850,0006851 STATE GRANTS & CONTRACTS 2,778,807 2,645,269 2,584,772 3,296,352 3,373,817 2,805,660 2,932,468FED AID FOR DISASTER6821 FED AID FOR DISASTER ‐ 1,955,116 236,018 1,190,804 53,424 ‐ ‐6831 FEDERAL GRANTS & CONTRACTS 11,500,009 9,528,655 6,088,218 5,915,603 3,743,156 5,427,310 9,532,2506841 FEDERAL AID ‐ OTHER 117,237 119,453 126,533 163,667 130,624 121,995 121,995LOCAL GOV GRANTS6861 LOCAL GOV GRANTS ‐ PROGRAM 50,335 831,453 5,310,332 869,307 6,812,577 2,072,740 1,523,000SUBTOTAL33,020,729 34,194,546 32,932,370 29,897,894 31,201,497 27,097,743 31,169,482CHARGES FOR SERVICESDOCUMENTS FEES6961 DOCUMENTS FEES 79,161 111,027 123,461 121,185 14,291 17,000 16,050RECORDING FEES7051 RECORDING FEES 9,788,904 9,426,654 8,433,768 6,942,800 7,636,262 6,002,700 6,002,700OTHER CHARGES ‐ CURRENT SERVICES7171 OTHER CHARGES FOR CURRENT SVCS 473,276 467,802 389,770 484,743 526,762 486,196 483,8037211 DUPLICATING SERVICES 16,234 13,738 19,275 5,882 12,735 7,940 7,940PLANNING & ENGINEER SERVICES6991 PLANNING & ENGINEER SERVICES 58,359 50,844 47,968 21,066 13,570 10,000 9,000INSPECTION FEES7071 BUILDING INSPECTION FEES 179,613 158,606 150,895 85,185 60,299 105,837 96,9607072 MECHANICAL INSPECTION FEE 867,282 984,653 1,129,112 1,055,628 607,549 1,050,000 1,060,5007073 ELECTRICAL INSPECTION FEE 69,434 70,340 68,225 56,849 37,706 75,000 75,750- 105 -

2005 2006 2007 2008 2009 2010 2011ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL REVISED PROJECTED7074 PLUMBING INSPECTION FEES 67,140 61,853 60,948 45,962 13,961 37,100 50,0967076 REOCCUPANCY INSPECTION FEE 193,093 551,429 741,845 849,227 899,525 860,000 961,6317077 HIGHWAY INSPECTION FEES 237,341 338,769 138,537 38,889 14,221 17,000 50,000HEALTH FEES7091 HEALTH FEES 3,373,047 3,118,858 3,122,440 3,021,151 3,323,482 3,293,788 3,153,783ENVIRONMENTAL FEES7093 ENVIRONMENTAL HEALTH FEES 1,655,268 1,631,639 1,278,956 1,356,574 1,070,643 1,083,803 1,083,803HOUSING INSPECT FEES7142 VICTIM IMPACT PANEL FEE ‐ ‐ 3,425 26,611 35,084 57,000 57,000PARK & RECREATION FEES7161 PARK & RECREATION FEES 642,136 752,129 807,376 728,161 703,269 662,100 674,6007165 BOAT LAUNCH 7,148 5,953 7,739 9,528 4,754 7,000 7,0007166 HAY RIDES 22,276 16,125 14,761 11,951 10,888 12,000 13,500CIRCUIT CIVIL PROCESS7011 CIRCUIT CIVIL PROCESS 1,284,307 1,345,450 1,904,588 3,128,455 3,482,356 3,200,000 3,250,0007012 ASSOCIATE CIVIL PROCESS 1,256,555 1,401,812 1,209,320 ‐ ‐ ‐ ‐ARREST FEES7022 ARREST FEES ‐ DWI 22,117 23,350 23,360 23,711 26,101 23,198 22,8007023 PROCESS & HOLDING FEES 19,728 20,644 20,463 19,773 21,947 32,920 33,907LAW ENFORCEMENT SERVICES7041 LAW ENFORCEMENT SERVICES 12,514,578 13,432,261 14,599,028 15,672,988 15,177,003 15,864,000 15,864,0007043 FUGITIVE EXTRADITION 264,177 290,483 437,352 445,606 466,230 360,000 360,000JUSTICE SERVICES FEES7131 COMMUNITY SERVICES FEES 542,268 538,354 466,753 503,041 493,712 720,000 720,0007132 COMMUNITY SRVCS ‐ STATE FEE 120 ‐ ‐ ‐ ‐ ‐ ‐7133 ELECT HOME MONITORING FEE 78,143 108,804 126,517 109,944 88,422 110,000 110,0007134 MENTAL HEALTH CT SERVCS FEE ‐ 1,800 1,800 2,400 4,200 600 ‐7135 INCENTIVE PAYMENTS 6,000 5,200 ‐ 33,800 48,000 36,000 36,0007136 WEEKENDER BOOKING FEE 10,885 9,150 6,944 6,652 6,137 8,039 8,2807137 BOOKING/SENTENCING FEES 44,157 43,410 55,640 58,699 64,975 71,657 73,8067138 CHOICES PARTICIPATION FEES 13,806 13,263 11,084 10,690 12,634 15,666 16,1357139 SCAM PROGRAM FEES ‐ ‐ ‐ ‐ ‐ 50,000 58,000INSTITUTIONAL CARE & SERVICES7151 INSTITUTIONAL CARE & SERV 61,251 45,977 39,027 23,099 12,464 18,000 18,3007152 MISCELLANEOUS HOUSING 58,648 900 35,229 12,819 16,562 7,641 7,6417153 FEDERAL HOUSING 1,100,898 1,203,192 1,273,305 1,146,129 1,214,499 1,308,239 1,308,2397154 STATE HOUSING 4,304,966 2,984,510 3,664,744 4,625,254 3,299,971 4,500,000 3,600,0007155 ST LOUIS CITY HOUSING ‐ 397,463 388,220 389,504 ‐ 7,500 ‐7156 MUNICIPAL HOUSING 421,483 23,386 23,208 20,255 522,887 467,103 467,1037157 FEDERAL TRANSPORTATION 25,396 64,998 67,329 64,386 30,801 24,333 24,3337158 STATE TRANSPORTATION 62,494 42,773 39,133 36,843 88,906 85,319 85,3197159 WEEKENDER RENT ‐ ‐ ‐ ‐ 37,310 54,472 56,106SUBTOTAL39,821,689 39,757,599 40,931,545 41,195,438 40,100,114 40,749,151 39,924,085FRANCHISE6171 FRANCHISE 464,237 270,070 927,120 942,054 708,634 675,000 675,0006671 CABLE TV FRANCHISE 1,564,440 1,610,729 1,617,909 1,683,596 1,854,392 1,900,000 1,900,000LANDFILL6681 LANDFILL SURCHARGE FEE 1,390,219 1,294,665 1,418,339 1,066,822 927,344 877,187 877,187SEWER LATERAL/WATER SERVICE LINE FEES6691 SEWER LATERAL FEES 2,973,151 3,050,841 3,071,448 3,050,608 2,932,755 2,801,756 2,801,7567081 WATER SERVICE LINE FEES 3,744,562 3,772,945 3,792,274 3,754,386 3,753,505 3,870,950 3,868,848COURT FEES & COSTS7021 COURT FEES & COSTS 3,040,330 3,292,534 3,598,430 2,820,129 2,880,067 2,844,500 2,846,0007042 LAW ENFORCEMENT TRAINING 132,779 141,677 128,705 115,332 121,082 130,000 130,000SUBTOTAL13,309,718 13,433,461 14,554,225 13,432,927 13,177,779 13,099,393 13,098,791TRAFFIC GENERATION ASSESS6646 TRAFFIC GENERATION ASSESS 13,097 19,193 23,727 2,178 6,769 8,000 8,000- 106 -

2005 2006 2007 2008 2009 2010 2011ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL REVISED PROJECTEDOTHER GRANTS6891 OTHER GRNTS & CONTRCTS‐PROG 26,638 736,375 122,856 470,219 1,194,770 713,925 228,000REV UNUSED MUNI ROAD7431 REV UNUSED MUN RD 98,013 148,483 ‐ 254,481 206,879 166,715 170,000FUEL SALES7491 FUEL SALES 21,069,538 22,370,451 23,005,821 26,959,610 14,176,835 18,392,192 19,371,432HANGER & TIE DOWN7511 HANGER & TIE DOWN 546,124 530,974 532,886 535,535 546,958 550,600 546,520FARMING7521 FARMING 5,202 5,188 18,390 4,710 3,482 5,000 5,000SALE OF FIXED ASSETS7621 SALE OF FIXED ASSETS 411,249 1,527,542 7,143,101 496,094 471,694 329,654 307,0007622 SALE OF COLLECTN OBJECTS 226,327 1 ‐ ‐ 112,708 ‐ ‐OTHER SALES7441 OTHER SALES 145,478 143,745 142,542 89,204 103,408 105,684 97,2537442 SCRAP 2,799 10,136 1,813 6,004 16,111 10,200 7,5007444 LIVESTOCK 4,014 4,371 2,297 3,802 5,560 3,000 3,0007445 GRAIN 1,508 1,058 540 ‐ ‐ ‐ 500OTHER REVENUE7451 OTHER REVENUE ‐ PROGRAM 340,488 255,148 476,184 320,728 383,043 252,496 422,4607452 OTHER REVENUE ‐ GENERAL 614,016 145,117 237,306 1,264,922 451,727 270,697 274,8217453 CONTRIBUTNS & DONATNS‐PROG 299,491 95,706 158,391 68,498 71,109 48,293 42,5007454 CONTRIBUTNS & DONATNS‐GEN 337 7,565 11,363 6,277 ‐ ‐ ‐REFUNDS & REIMBURSED COSTS7461 REIMBURSED COSTS ‐ PROGRAM 2,070,402 1,486,512 1,568,542 1,788,111 2,370,310 1,824,192 1,876,3107462 REIMBURSED COSTS ‐ GEN 138,871 522,209 489,641 449,944 604,654 224,659 221,4827471 EXPENDITURE REIMB‐PROG 7,609,993 ‐ ‐ 1,087 ‐ ‐ ‐7472 EXPENDITURE REIMB‐GEN ‐ 7,850,000 8,749,696 7,757,394 9,462,327 9,555,650 9,885,0007473 EXPEND REIMB‐GRANT MATCH 503,735 40,294 245,452 28,560 ‐ ‐ ‐LOSS RECOVERY7481 LOSS RECOVERY 132,751 188,406 197,746 207,516 80,113 248,633 60,585SUBTOTAL34,260,071 36,088,474 43,128,294 40,714,874 30,268,456 32,709,590 33,527,363TOTAL$ 481,842,187 $ 492,569,876 $ 532,505,432 $ 524,931,616 $ 506,549,972 $ 563,616,651 $ 603,991,406- 107 -

Table VSummary of Budgeted PositionsDEPT. REQUESTCHANGE: 2010‐2011Positions Positions Positions FTE Positions FTE Positions FTE Positions FTE Positions FTE2011COUNTY EXEC REC. COUNCIL ADOPTEDADJUSTED20102009Actual OriginalGENERAL FUND (1010)County CouncilCounty Council Administration 17 17 17 16.75 17 16.75 17 16.75 17 16.75 ‐ ‐County Clerk 6 6 6 6.00 6 6.00 6 6.00 6 6.00 ‐ ‐County Auditor 3 3 3 3.00 2 2.00 2 2.00 2 2.00 (1) (1.00)26 26 26 25.75 25 24.75 25 24.75 25 24.75 (1) (1.00)County Municipal Court 33 28 28 28.00 29 29.00 28 28.00 28 28.00 ‐ ‐Board of Elections 87 96 94 81.23 88 80.30 88 80.30 88 80.30 (6) (0.93)Public Administrator 9 9 9 9.00 9 9.00 9 9.00 9 9.00 ‐ ‐Judicial AdministrationCourt En Banc 18 18 18 16.30 16 15.60 16 15.60 16 15.60 (2) (0.70)Sheriff 101 101 101 99.62 101 99.30 101 99.30 101 99.30 ‐ (0.32)Circuit Clerk 6 6 6 6.00 6 6.00 6 6.00 6 6.00 ‐ ‐Family Court 247 247 235 205.93 234 205.62 234 205.62 234 205.62 (1) (0.31)372 372 360 327.85 357 326.52 357 326.52 357 326.52 (3) (1.33)- 108 -Prosecuting Attorney 95 95 96 96.00 96 96.00 96 96.00 96 96.00 ‐ ‐County Executive 20 20 13 13.00 13 13.00 13 13.00 13 13.00 ‐ ‐County Counselor 28 28 28 28.00 28 28.00 28 28.00 28 28.00 ‐ ‐Miscellaneous OfficesUniversity of Missouri Extension 3 3 3 3.00 3 3.00 3 3.00 3 3.00 ‐ ‐Fire Standards Commission 2 2 2 2.00 2 2.00 2 2.00 2 2.00 ‐ ‐Boundary Commission 1 1 1 1.00 1 1.00 1 1.00 1 1.00 ‐ ‐6 6 6 6.00 6 6.00 6 6.00 6 6.00 ‐ ‐Department of AdministrationDirector's Office 28 24 23 22.75 24 22.81 24 22.81 24 22.81 1 0.06Fiscal Management 21 21 22 19.43 21 19.42 21 19.42 21 19.42 (1) (0.01)CAPS 5 5 5 5.00 5 5.00 5 5.00 5 5.00 ‐ ‐Information Technology 5 5 5 5.00 5 5.00 5 5.00 5 5.00 ‐ ‐Personnel 22 22 22 21.25 21 20.63 21 20.63 21 20.63 (1) (0.62)Procurement & Admin. Svcs. 30 30 30 30.00 30 29.69 30 29.69 30 29.69 ‐ (0.31)111 107 107 103.43 106 102.55 106 102.55 106 102.55 (1) (0.88)

2009Actual OriginalADJUSTED20102011COUNTY EXEC REC. COUNCIL ADOPTEDDEPT. REQUESTCHANGE: 2010‐2011Positions Positions Positions FTE Positions FTE Positions FTE Positions FTE Positions FTECounty PoliceAdministration 14 14 18 18.00 18 18.00 18 18.00 18 18.00 ‐ ‐Emergency Management 10 8 8 8.00 8 8.00 8 8.00 8 8.00 ‐ ‐Bureau of Security Services 63 63 60 54.00 60 54.00 60 54.00 60 54.00 ‐ ‐Division of Patrol 496 502 531 531.00 531 531.00 531 531.00 531 531.00 ‐ ‐Helicopter Operations 6 6 6 6.00 6 6.00 6 6.00 6 6.00 ‐ ‐Division of Special Operations 68 68 53 53.00 58 58.00 58 58.00 58 58.00 5 5.00Division of Criminal Investigation 110 110 94 92.50 94 92.50 94 92.50 94 92.50 ‐ ‐Bureau of Criminal Identification 67 67 72 71.05 71 70.30 71 70.30 71 70.30 (1) (0.75)Division of Operational Support 169 161 164 162.25 162 160.75 162 160.75 162 160.75 (2) (1.50)Police Academy 11 10 9 9.00 9 9.00 9 9.00 9 9.00 ‐ ‐1,014 1,009 1,015 1,004.80 1,017 1,007.55 1,017 1,007.55 1,017 1,007.55 2 2.75Department of Planning 26 26 27 23.66 27 23.66 24 22.16 24 22.16 (3) (1.50)Department of Public WorksAdministration 12 12 12 12.00 12 12.66 12 12.66 12 12.66 ‐ 0.66Facilities Management 84 83 82 82.00 81 81.20 81 81.20 81 81.20 (1) (0.80)Design and Construction 8 8 8 7.23 7 7.67 7 7.67 7 7.67 (1) 0.44Building Inspections 91 92 87 87.00 86 85.33 86 85.33 86 85.33 (1) (1.67)Building Permits 40 40 36 35.85 36 35.85 36 35.85 36 35.85 ‐ ‐Business Assistance Center 2 2 1 1.00 1 1.00 1 1.00 1 1.00 ‐ ‐Neighborhood Preservation 54 53 48 44.57 46 43.46 46 43.46 46 43.46 (2) (1.11)291 290 274 269.65 269 267.17 269 267.17 269 267.17 (5) (2.48)Department of RevenueCollector of Revenue 44 43 43 40.96 44 42.44 43 41.44 43 41.44 ‐ 0.48Land Information Services 9 9 9 9.33 9 8.83 9 8.83 9 8.83 ‐ (0.50)Recorder of Deeds 31 28 28 28.00 28 28.00 27 27.00 27 27.00 (1) (1.00)Director 8 8 8 8.00 9 7.11 9 7.11 9 7.11 1 (0.89)92 88 88 86.29 90 86.38 88 84.38 88 84.38 ‐ (1.91)Department of Justice ServicesOperations 33 27 27 27.00 27 27.00 27 27.00 27 27.00 ‐ ‐Security 285 278 282 279.70 279 276.50 279 276.50 279 276.50 (3) (3.20)Administration 17 15 16 15.31 15 14.30 15 14.30 15 14.30 (1) (1.01)Community Corrections 15 15 15 13.05 15 13.05 15 13.05 15 13.05 ‐ ‐350 335 340 335.06 336 330.85 336 330.85 336 330.85 (4) (4.21)Department of Highways and Traffic 6 6 6 6.00 6 8.00 6 8.00 6 8.00 ‐ 2.00Department of Human ServicesCounty Older Resident Program 33 33 30 19.71 30 19.88 30 19.88 30 19.88 ‐ 0.17County Youth Programs 11 9 9 8.25 9 7.85 9 7.85 9 7.85 ‐ (0.40)County Veterans Program 4 4 4 4.00 4 4.00 4 4.00 4 4.00 ‐ ‐Lakeside Center 75 69 69 60.60 69 61.10 69 61.10 69 61.10 ‐ 0.50Program Development & Support 1 1 1 1.00 1 1.00 1 1.00 1 1.00 ‐ ‐- 109 -

DEPT. REQUESTCHANGE: 2010‐2011Positions Positions Positions FTE Positions FTE Positions FTE Positions FTE Positions FTE2011COUNTY EXEC REC. COUNCIL ADOPTEDADJUSTED20102009Actual OriginalHomeless Services Program 4 3 3 3.00 3 3.00 3 3.00 3 3.00 ‐ ‐Administration 10 10 10 10.00 9 9.00 9 9.00 9 9.00 (1) (1.00)Women & Children Services 32 27 27 20.16 26 20.36 26 20.36 26 20.36 (1) 0.20170 156 153 126.72 151 126.19 151 126.19 151 126.19 (2) (0.53)2,736 2,697 2,670 2,570.44 2,653 2,564.92 2,647 2,560.42 2,647 2,560.42 (23) (10.02)GRAND TOTAL ‐ GENERAL FUNDSPECIAL ROAD & BRIDGE FUND (1020)Department of Highways and TrafficAdministration 28 27 23 23.75 21 19.18 21 19.18 21 19.18 (2) (4.57)CRS Operations 161 123 123 117.51 124 117.15 124 117.15 124 117.15 1 (0.36)ARS Operations 119 157 154 147.45 153 148.63 153 148.63 153 148.63 (1) 1.18CRS Construction 33 25 24 23.32 22 21.42 22 21.42 22 21.42 (2) (1.90)ARS Construction 52 61 58 57.66 59 58.66 59 58.66 59 58.66 1 1.00Planning 27 27 26 25.40 24 24.36 24 24.36 24 24.36 (2) (1.04)CRS Highway Design 5 4 5 5.00 5 5.00 5 5.00 5 5.00 ‐ ‐ARS Highway Design 18 19 18 17.85 18 16.60 18 15.88 18 15.88 ‐ (1.98)Civil Plan Review 12 12 12 11.31 12 11.44 12 11.44 12 11.44 ‐ 0.13Fleet Management 43 44 44 41.75 44 40.00 44 40.00 44 40.00 ‐ (1.75)498 499 487 471.00 482 462.44 482 461.72 482 461.72 (5) (9.28)TOTAL- 110 -HEALTH FUND (1030)Department of HealthExecutive Administration 19 19 18 15.90 17 14.90 17 14.90 17 14.90 (1) (1.00)Fiscal Services 18 18 21 21.00 23 23.00 23 23.00 23 23.00 2 2.00Personnel 5 5 5 5.00 5 6.00 5 6.00 5 6.00 ‐ 1.00Pharmacy 2 2 2 1.65 2 1.65 2 1.65 2 1.65 ‐ ‐Medical Records 10 10 9 9.00 9 9.00 9 9.00 9 9.00 ‐ ‐Health Informatics 5 5 5 5.00 5 5.00 5 5.00 5 5.00 ‐ ‐Nutrition 5 5 5 4.00 5 4.00 5 4.00 5 4.00 ‐ ‐Vital Records 5 5 5 5.00 5 5.00 5 5.00 5 5.00 ‐ ‐Dental Services 16 16 16 15.60 16 15.60 16 15.60 16 15.60 ‐ ‐Comm Disease Control Service 20 20 20 19.50 19 15.16 19 15.16 19 15.16 (1) (4.34)Health Education 10 10 10 9.50 10 9.50 10 9.50 10 9.50 ‐ ‐Corrections Medicine 62 63 63 60.80 63 60.80 63 60.80 63 60.80 ‐ ‐County Print Shop 6 6 6 6.00 6 6.00 6 6.00 6 6.00 ‐ ‐Environmental Protection 5 5 5 3.62 5 3.62 5 3.62 5 3.62 ‐ ‐Air Pollution Control 6 6 6 5.37 6 5.37 6 5.37 6 5.37 ‐ ‐Sanitation Services 46 45 45 37.38 45 37.20 45 37.20 45 37.20 ‐ (0.18)Waste Management 15 15 15 15.00 15 15.00 15 15.00 15 15.00 ‐ ‐Milk Inspection 8 8 8 7.50 8 7.50 8 7.50 8 7.50 ‐ ‐Veterinary Services 34 34 34 31.81 34 32.77 34 32.77 34 32.77 ‐ 0.96Vector Control 22 22 21 13.81 21 10.97 21 10.97 21 10.97 ‐ (2.84)Environmental Health Lab 20 20 20 19.50 20 18.90 20 18.90 20 18.90 ‐ (0.60)Healthy Homes 4 4 4 4.00 4 3.25 4 3.25 4 3.25 ‐ (0.75)Medical Examiner 26 26 26 20.13 27 21.13 27 21.13 27 21.13 1 1.00

DEPT. REQUESTCHANGE: 2010‐2011Positions Positions Positions FTE Positions FTE Positions FTE Positions FTE Positions FTE2011COUNTY EXEC REC. COUNCIL ADOPTEDADJUSTED20102009Actual OriginalHealth Services 6 7 7 3.55 7 2.10 7 2.10 7 2.10 ‐ (1.45)Public Health Nursing 14 14 14 13.80 14 13.80 14 13.80 14 13.80 ‐ ‐Murphy Health Center 31 30 31 30.60 ‐ ‐ ‐ ‐ ‐ ‐ (31) (30.60)South County Health Center 32 33 32 29.80 45 45.20 45 45.20 45 45.20 13 15.40North Central Health Center 48 49 49 48.60 66 67.20 66 67.20 66 67.20 17 18.60500 502 502 462.42 502 459.62 502 459.62 502 459.62 ‐ (2.80)TOTALPARK MAINTENANCE FUND (1050)Department of Parks and RecreationAdministration 24 25 25 21.55 25 21.55 23 20.50 23 20.50 (2) (1.05)Operational Services 23 23 23 19.89 23 19.90 23 19.90 23 19.90 ‐ 0.01North Area 37 35 35 29.00 35 29.02 35 29.02 35 29.02 ‐ 0.02Central/West Area 38 36 36 31.60 36 31.61 35 30.61 35 30.61 (1) (0.99)South Area 50 50 50 43.71 50 43.28 50 43.28 50 43.28 ‐ (0.43)Laumeier Sculpture Park 10 10 10 8.98 9 7.99 9 7.99 9 7.99 (1) (0.99)Parks Program Services 49 37 36 25.23 40 28.50 40 28.50 40 28.50 4 3.27Greensfelder Recreation Complex 42 44 44 18.62 44 15.10 44 15.10 44 15.10 ‐ (3.52)Affton Community Center 11 11 11 7.08 11 7.10 11 7.10 11 7.10 ‐ 0.02North County Recreation Complex 47 43 42 20.03 43 17.09 43 17.09 43 17.09 1 (2.94)W.C. Kennedy Recreation Complex 59 58 59 18.80 58 17.31 58 17.31 58 17.31 (1) (1.49)Museum of Transportation 19 19 19 12.22 19 12.22 19 12.22 19 12.22 ‐ ‐St. Vincent Community Center 37 37 37 22.25 37 12.85 37 12.85 37 12.85 ‐ (9.40)Faust Park 19 19 19 14.90 17 12.90 17 12.90 17 12.90 (2) (2.00)Metro Parks Tax Projects 27 42 42 39.92 42 40.62 39 37.62 39 37.62 (3) (2.30)- 111 -492 489 488 333.78 489 317.04 483 311.99 483 311.99 (5) (21.79)TOTALSPIRIT OF ST. LOUIS AIRPORT ENTERPRISE FUND (1100)Spirit of St. Louis Airport 24 24 24 17.26 22 16.06 22 16.06 22 16.06 (2) (1.20)24 24 24 17.26 22 16.06 22 16.06 22 16.06 (2) (1.20)TOTALASSESSMENT FUND (5570)Department of RevenueDivision of Assessment 175 171 175 171.85 160 162.69 160 162.69 160 162.69 (15) (9.16)Board of Equalization 3 3 4 4.00 4 4.03 4 4.03 4 4.03 ‐ 0.03178 174 179 175.85 164 166.72 164 166.72 164 166.72 (15) (9.13)TOTALSEWER LATERAL FUND (5580)Department of Public Works 4 4 4 4.00 4 3.40 4 3.40 4 3.40 ‐ (0.60)4 4 4 4.00 4 3.40 4 3.40 4 3.40 ‐ (0.60)TOTALTRANSPORTATION TRUST FUND (5600)Department of Planning 1 1 1 1.00 ‐ ‐ ‐ ‐ ‐ ‐ (1) (1.00)1 1 1 1.00 ‐ ‐ ‐ ‐ ‐ ‐ (1) (1.00)TOTALEMERGENCY COMMUNICATIONS FUND (5800)Emergency Communications Commission ‐ ‐ 6 7.20 ‐ ‐ ‐ ‐ 6 7.20 ‐ ‐

DEPT. REQUESTCHANGE: 2010‐2011Positions Positions Positions FTE Positions FTE Positions FTE Positions FTE Positions FTE‐ ‐ 6 7.20 ‐ ‐ ‐ ‐ 6 7.20 ‐ ‐2011COUNTY EXEC REC. COUNCIL ADOPTEDADJUSTED20102009Actual OriginalTOTALCHILDREN'S SERVICES FUND (5900)Children's Services Fund Board 1 1 7 7.00 7 7.00 7 7.00 7 7.00 ‐ ‐1 1 7 7.00 7 7.00 7 7.00 7 7.00 ‐ ‐TOTALWATER SERVICE LINE FUND (8640)Department of Public Works 4 4 4 4.00 4 4.45 4 4.45 4 4.45 ‐ 0.454 4 4 4.00 4 4.45 4 4.45 4 4.45 ‐ 0.45TOTAL4,438 4,395 4,366 4,053.95 4,327 4,001.65 4,315 3,991.38 4,321 3,998.58 (45) (55.37)GRAND TOTAL ‐ ALL BUDGETED FUNDS- 112 -

Chapter Summary2007ActualExpend.Economic Council 1,955.6Economic Development & Infrastructure(in thousands)2008ActualExpend.2009ActualExpend.2010AdjustedBudget2011AdoptedBudget$ $ 2,504.7 $ 2,754.7 $ 3,204.7 $ 3,361.6Highways & Traffic * 46,290.5 46,227.5 46,513.4 49,202.6 48,758.7Planning 1,971.3 1,756.6 1,933.8 2,157.5 1,944.4Public Works 37,024.8 38,082.8 37,658.0 39,594.8 38,391.8Spirit of St. Louis Airport 25,246.9 28,654.3 15,728.3 20,892.2 21,707.1TOTAL $ 112,489.1 $ 117,225.8 $ 104,588.2 $ 115,051.8 $ 114,163.6Economic Development & InfrastructureExpenditure & Appropriations$120$116$112$108$104$100$962007 Expend 2008 Expend 2009 Expend 2010 Adj.Budget2011 AdoptedBudget35%33%31%29%27%25%Funding ($ in millions)% of Operating Budget*Excludes capital projects funded through the Federal Aid Urban Trust Fund and the Transportation Highway Fund. These fundsare detailed in the Capital Improvement Program section of this document- 113 -FISCAL YEAR 2011ADOPTED BUDGET

St. Louis CountyEconomic CouncilDenny Coleman, CEcD, FM, President & CEOwww.slcec.com(314) 615-7663OVERVIEWEconomic Council MissionTo lead in the development and growth of longterm,diversified business and employmentopportunities by creating innovative solutions thatgenerate increased wealth and enhanced quality oflife for the citizens, businesses and institutions of St.Louis County and the region.Strategic Priorities• Identify and assist key business developmentprojects.• Become the Midwest-China air hub.• Enhance communications.• Entrepreneurship development throughtraining, mentoring and expanded businessincubation.• Identify and support major real estate projects.Department Resources Employed2009Actual2010Adj.Approp2011AdoptedAppropStaffing (Positions) 0 0 0• In June 2010, Liberty Mutual announced it willexpand its St. Louis operations and create 100jobs over the next two years.• Celebrated the grand opening of ExpressScripts’ Technology & Innovation Center in June2010, which created approximately 300 jobs.• Centene employees moved into the newheadquarters in September 2010 (In June,Armstrong Teasdale moved in.) Centene willadd 800 jobs over seven years.• Leinco Technologies reversed its decision torelocate to Florida when St. Louis County,Missouri Department of Economic Developmentand Missouri Technology Corporation quicklyput together a package that allowed Leinco torelocate within St. Louis County, purchase abuilding in Fenton and expand its operations.The company plans to create 48 jobs with anaverage salary of $65,000.• National Archives and Records Administration(NARA) held groundbreaking in June 2010;approx. 800 jobs retained.Resources Required $2,754.7 $3,204.7 $3,361.6(-) Program Revenue 0.0 0.0 0.0(-) Dedicated Funds 0.0 0.0 0.0(=) Net Cost to County $2,754.7 $3,204.7 $3,361.6MAJOR ACCOMPLISHMENTSKey business development projects• Edward Jones celebrated the opening of itsSouth Campus expansion in January 2010.• Panera Bread announced in May 2010 it willmove into an expanded 90,000-square-footheadquarters in South County and create up to200 jobs over the next five years.In 2010, Express Scripts (top) celebrated the grandopening of its Technology & Innovation Center inNorth County, and Edward Jones (bottom) celebratedits headquarters expansion on its South Campus.- 114 -

ST. LOUIS COUNTY ECONOMIC COUNCILBecome the Midwest-China Air hub• With World Trade Center’s support, SLCECreceived a $1.7 million grant from the U.S.Department of Commerce’s EconomicDevelopment Administration.• St. Louis County provided the Commission a$100,000 supplement to the EDA grant.• Missouri awarded the Commission a $1 millionCommunity Development Block Grant fordevelopment of freight backhaul and Chineseair carrier negotiations.• Received four letters of intent from Chinese aircargo carriers for joint feasibility study.• Received a $500,000 appropriation fromSenator Kit BondEnhance communications• Launched the use of social media (Twitter,Facebook, YouTube) to integrate the SLCEC’smessage and brand into our overallcommunications and marketing plan.• Successfully implemented inaugural year of theSLU/ULI Economic Development CertificateProgram.Entrepreneurship development through training,mentoring and expanded business incubationThe 2010 St. LouisRegional BusinessPlan Competitionwinners: MobiusTherapeutics LLC,Climb So iLL Inc., andMindfull Games.• Fixed-asset loan program launched in January2010.• Business Plan Competition launched in January,50 applications projected and received 226.First, second and third place winners wereannounced in June 2010.• Received $4.6 million EDA grant in July 2010 tosupport growth of plant and life science sectorin St. Louis County; funding will go towardconstruction of a new greenhouse at DanforthPlant Science Center and renovation of an earlystage incubator for plant and life sciencecompanies called the Helix Center. It will beadjacent to BRDG Park and the Danforth Center.• St. Louis County Port Authority established theHelix Fund to support development of plant andlife science companies• Successfully hosted the Science ofEntrepreneurship workshop for displacedworkers – Pfizer, others in April 2010.Major real estate projects• In July 2010, St. Louis County Economic Councilhosted its Jamestown Mall kick-off meeting withdesign team (Dover Kohl) to engage the publicand develop a plan for the distressed mall.• The $450 million River City Casino celebrated itsgrand opening March 2010 with the completionof an access road, River City Boulevard. It created1,000 new jobs, 600 construction jobs, andhundreds of ancillary jobs.In 2010, River City Casino opened in the South St.Louis County community of Lemay.• Received $2.1 million in cooperative funds fromthe U.S. Economic Development Administration,Missouri Department of EconomicDevelopment, Fenton, and St. Louis County toconduct a strategic plan study of the formerChrysler site and region.• Secured $2 million in State CommunityDevelopment Block Grant funds and $3 millionin Economic Development Initiative grant fundsfrom the U.S. Department of Housing andUrban Development (HUD) for the WellstonChildcare Center.• Created Jefferson Barracks master plan.- 115 -FISCAL YEAR 2011ADOPTED BUDGET

ST. LOUIS COUNTY ECONOMIC COUNCIL$4.0$3.5$3.0$2.5$2.0$1.5$1.0$0.5$0.02007Expend5-Year Summary of Resources2008ExpendPROGRAMS/DIVISIONS2009ExpendFunding ($ in millions)2010 AdjApprop.2011AdoptedApprop.2.0%1.5%1.0%0.5%0.0%% of Operating BudgetBusiness DevelopmentThrough a variety ofinnovative approachesand customized services,the BusinessDevelopment Divisionprovides opportunitiesfor companies to move, grow and thrive in St. LouisCounty. Services include: site selection, financialincentives and compliance issues.Economic Development CollaborativeThe EconomicDevelopmentCollaborative bringscommunities andstakeholders together tocreate a moreeconomically viableregion. Partnering with St.Louis County's 91municipalities, key chambers of commerce andregional economic development agencies, theCollaborative works across political boundaries toestablish a link for shared resources and improvedcommunication to stimulate economicdevelopment.Real Estate & Community DevelopmentReal Estate & CommunityDevelopment promotesand facilitates land useand re-use in ways thatrevitalize communities,encourage businessinvestments and protect our vital green space.St. Louis Enterprise CentersSt. Louis Enterprise Centers provide entrepreneurswith affordable office and warehouse space, sharedsupport services, access to expert mentors,professional seminars, and valuable networkingopportunities. According to a 2009 impact study,Enterprise Center clients and graduates generatedover $176 million in revenue and nearly 800 jobs.Business FinanceThe Business Finance Division finds the rightfinancing solutions for businesses. It helpsbusinesses understand available financing optionsand provides them with advice and guidance,simplifying and expediting the loan application,review and approval processes.World Trade Center Saint LouisWorld Trade Center Saint Louis (WTC) is part of anextensive global association of over 300 WorldTrade Centers with overall goals to enhanceinternational trade, promote local economicdevelopment and ultimately foster peace andstability through trade. Established in 1993, WTC’smission is to develop a comprehensive internationalagenda for the region by bringing together thehumanexpertise andgovernmentresources forinternational business growth.- 116 -

ST. LOUIS COUNTY ECONOMIC COUNCILBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryEconomic Council $ 1,955.6 $ 2,504.7 $ 2,754.7 $ 3,204.7 $ 3,204.7 $ 3,736.6 $ 3,361.6 $ 3,361.6Total $ 1,955.6 $ 2,504.7 $ 2,754.7 $ 3,204.7 $ 3,204.7 $ 3,736.6 $ 3,361.6 $ 3,361.6Expenditure Category SummarySalaries and Wages $ - $ - $ - $ - $ - $ - $ - $ -Payroll Fringes - - - - - - - -Personal Allowances - - - - - - - -Purchased Services - - - - - - - -Commodities and Supplies - - - - - - - -Other Expenses - - - - - 531.9 531.9 531.9Trans fer Payments 1,955.6 2,504.7 2,754.7 3,204.7 3,204.7 3,204.7 2,829.7 2,829.7Capital Outlays - - - - - - - -Expenditure Offset - - - - - - - -Total $ 1,955.6 $ 2,504.7 $ 2,754.7 $ 3,204.7 $ 3,204.7 $ 3,736.6 $ 3,361.6 $ 3,361.6Fund SummaryGeneral Fund $ 1,955.6 $ 2,504.7 $ 2,754.7 $ 3,204.7 $ 3,204.7 $ 3,736.6 $ 3,361.6 $ 3,361.6Total $ 1,955.6 $ 2,504.7 $ 2,754.7 $ 3,204.7 $ 3,204.7 $ 3,736.6 $ 3,361.6 $ 3,361.6Position SummaryEconomic Council - - - - - - - -Total - - - - - - - -- 117 -FISCAL YEAR 2011ADOPTED BUDGET

Department ofHighways and TrafficSheryl L. Hodges, D.E., P.E., L.P.G., Directorwww.stlouisco.com/hwyweb314‐615‐8501OVERVIEWDepartment MissionTo provide a safe, modern, well‐maintainedroadway system that can adapt to local, regionaland national transportation needs.Strategic Priorities Maintain Missouri’s second‐largest network ofroads. Pursue all possible sources of revenue toachieve the five‐year Capital ConstructionProgram and Long‐Range Transportation Plan. Develop effective preservation and capitalconstruction programs to minimize the impactof budget reductions. Plan, design and construct projects thatemphasize, facilitate or promote access toopportunity, sustainable development, efficientmovement of goods, preservation ofinfrastructure, congestion management andsafety and security in travel. Maintain modern, economical fleet equipmentfor County use.Department Products and ServicesThe department consists of six primary servicedivisions. Through these divisions, the departmentmaintains approximately 3,100 lane miles ofroadway in unincorporated and incorporated St.Louis County. Only Missouri’s Department ofTransportation (MoDOT) maintains more lane milesthan St. Louis County. Employees fill potholes, plowsnow, spread salt, sweep, remove hazardous treesand limbs from the public right‐of‐way, replaceworn‐out culverts, mow, remove litter, stripe lanes,maintain more than 800 traffic signals, manufactureand install signs, perform concrete replacement andother preservation activities and inspect andmaintain 186 bridges. The department conductstraffic studies, develops traffic mitigationWoodson Road bridge improvements just north of I‐170.strategies, designs new roads, bridges andsidewalks, oversees, through constructioninspection, major contractor projects, surveys forprojects, performs testing of construction materials,negotiates right‐of‐way acquisitions, approves ordenys requests to perform activities on the publicright‐of‐way, prioritizes long‐term major roadwayneeds, conducts informational public hearings onproposed, major projects, identifies, pursues andobtains alternative funding sources and developsand maintains an operating and capital budget thataddresses short and long term goals and needs asfunding permits. The department keeps 3,400County‐owned vehicles and other engine‐poweredequipment running smoothly, manages parking for2,400 vehicles, and maintains 2 County‐ownedparking garages. Additionally, the departmentperforms a variety of personnel, informationtechnology, budget and supply acquisition functionsthat enables the department to effectively andprofessionally function.To provide enhanced customer service as well ascomprehensive project and program management,the Department of Highways and Traffic functions incombination with the Department of Public Works.The blended departments are under the direction ofthe same Director.- 118 -

DEPARTMENT OF HIGHWAYS AND TRAFFICDepartment Resources Employed($ in thousands) 2009Actual2010Adj.Approp2011AdoptedAppropStaffing (Positions) 504 493 488Resources Required $46,513.4 $49,202.6 $48,758.7(‐) Program Revenue 14,726.2 14,001.8 14,320.5(‐) Dedicated Funds 0.0 0.0 0.0(=) Net Cost to County $31,787.2 $35,200.8 $34,438.2MAJOR ACCOMPLISHMENTSSaved significant public dollars with the firsttime ever use of the Design Build procurementmethod for a St. Louis County Highway project(Page‐Olive Connector).Obligated $20M in American Recovery andReinvestment Act (ARRA) funds 4 months aheadof the March 1, 2010 deadline imposed by theFederal Government for the Page‐OliveConnector project. This project will link theMaryland Heights Expressway at Water WorksRoad to the new alignment of Missouri Highway141 at Olive Boulevard. The primary purposes ofthe Page‐Olive Connector are to relieve trafficcongestion on local roads and enhanceopportunities for economic development.Executed the South County ConnectorConsultant contract, for Location Study andEnvironmental Document services, to evaluateimproved connectivity and mobility betweenHanley/Manchester and I‐44/Metrolink in Midto South County.Solicited for consultant services for theNorthwest Parkway Location Study andEnvironmental Document to evaluate improvedconnectivity and mobility between Earth Cityand Rt. 367 in North County.Completed $1M worth of sidewalk repair andinstallation in St. Louis County.Started five infrastructure projects valued at$7M on municipal roads that St. Louis Countymaintained during the construction of I‐64.Replaced underground fuel storage tanks anddispensers at 3 fuel sites.Transitioned to a “GREEN” energy efficient fleetby procuring hybrid vehicles and alternative biodieselfuel.Oversaw $34M (2010) in major new road andbridge construction projects and existingpavement maintenance programs, with $52M inprojects/programs projected for 2011.Responded to more than a dozen major snowand ice events in 2010, and kept our 3,100‐lanemile road and street system functioning.Received $2.0M of Department of Energy“Energy Efficiency and Conservation BlockGrant” funds to support IntelligentTransportation System upgrades.$49.5$49.0$48.5$48.0$47.5$47.0$46.5$46.0$45.5$45.0$44.52007Expend5‐Year Summary of Resources2008Expend2009ExpendFunding ($ in millions)2011 BUDGET HIGHLIGHTS2010 AdjApprop.2011AdoptedApprop.14.0%12.0%10.0%8.0%6.0%4.0%2.0%0.0%% of Operating Budget Overseeing three concrete replacementcontracts valued at $8M for subdivision work inunincorporated St. Louis County. Seeking consultant services to perform theRiver Valley Connector Location Study andEnvironmental Feasibility Study to evaluateconnectivity and mobility between ChesterfieldValley and Water Works Drive in West County. Decreasing fuel costs by nearly $274,000. Applying alternative financing strategies (ARRAfunding, bonding, sub‐allocated federal funding,partnerships) to continue projects/programs.- 119 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF HIGHWAYS AND TRAFFICSeeking consultant services to prepare anAmericans With Disabilities Act (ADA) TransitionPlan that will identify infrastructure that is notcompliant with ADA guidelines; the documentwill be a programming tool to aid withimplementation over time.Administering the consultant contract toperform a Location Study and Environmentalanalysis pursuant to 2 projects: the SouthCounty Connector project and the NorthwestParkway project.Leaving 5 positions vacant and unfunded; thesepositions are in addition to any 2010 unfundedor partially funded positions that remain.removes trees and tree branches, cleans up litter,removes dead animals from the road and right‐ofway,lutes asphalt, replaces culverts, and performsmany other tasks directly related to providing asafe, obstruction and hazard‐free road system;Operations manufactures and installs street signs,maintains traffic signals, stripes, conducts trafficstudies and from the Traffic Operations Building(TOB), a state‐of‐the‐art facility that features atraffic signal control room that enables thedepartment to integrate signal systems withMoDOT’s system, which allows for controlingsignals for real‐time traffic monitoring and control.2011 UNFUNDED PRIORITIESBuilding a new 6,000 ton salt dome withconveyor‐Maintenance District 4.Replacing 5 fuel sites and phasing out of 1 site.Replacing antiquated emergency generators‐Maintenance Districts 3, 4, and 5.Replacing additional concrete/sidewalk,especially in St. Louis County focus areas.Installing a new Fleet Headquarters phonesystem.Offsetting aging infrastructure throughadditional system preservation activity.CRS Const.3%ARS Const.10%ARSOperations36%PROGRAMS/DIVISIONS2011 Allocation of ResourcesAdmin.10% All Other12%CRSOperations29%OperationsOperations mows, plows snow, spreads salt,removes pavement debris, repairs sidewalks anddriveway approaches, repairs bridge decks, sweeps,Traffic Operations Building‐Signal Control CenterPlanningPlanning maintains the five‐year CapitalConstruction Program, the five‐year CapitalFacilities Program, as well as the Department’s LongRange Transportation Plan. Planning reviews andupdates the department’s needs list of future road,traffic signal/intersection, bridge and sidewalkconstruction and rehabilitation projects, performstraffic modeling and traffic studies, holds publicforums/informational open houses, uses AreaEngineers as liaisons between County residents,other agencies and the County’s Highways andTraffic Department, acquires right‐of‐way, handlesreal estate transactions for department projects,performs storm water management activities tomaintain compliance with Phase II Storm waterpermit requirements and assists in and coordinatesdisaster recovery.- 120 -

DEPARTMENT OF HIGHWAYS AND TRAFFICDesignDesigns’ capital projects include roads, sidewalks,signal systems, bridges and road preservation. Thedepartment applys the latest Federal, State andCounty standards as well as practical designmethodology to create the most cost effectivedesign; oversees the bid letting process for projectsto be performed by private contractors. In addition,the bridge inspection team performs almost 200bridge inspections annually.ConstructionConstruction inspects and supervises constructionperformed within St. Louis County right‐of‐way;performs surveys and operates a materials testinglaboratory accredited by the American Associationof State Highway and Transportation Officials toensure that the expenditure of public monies onnew construction projects and the rehabilitation ofexisting, County‐maintained roads results in aquality transportation system. Constructionadministers and oversees all types of roadwayrelatedimprovement contracts within St. LouisCounty‐maintained right‐of‐way and right‐of‐wayimprovements performed by subdivision andcommercial developers; performs research, testingand analysis of materials incorporated into roadwayconstruction contracts and right‐of‐wayimprovements, and provides materials testingservices to other divisions, departments andmunicipalities. Construction performs projectrelated survey layout work, benchmark and right ofway monument preservation and provides surveywork for other County departments.Materials Lab staff testing concrete for the Page‐Olive ConnectorAdministrationAdministration provides the fiscal and procurementservices necessary for the department to function.Administration manages information technologysystems; maintains department records; assists indisaster recovery coordination and handlespersonnel services such as payroll, insurancebenefits, recruitment, job classification and supplyissuance.Fleet Management/GarageFleet Management and Garage Operationsmaintains 3,400 motor vehicles and other enginepoweredmachinery owned by St. Louis County;procures and dispenses fuel for same; maintains 2County‐owned parking facilities in Clayton, managesand maintains 2,400 parking spaces for bothemployees and contract parking; operates theCounty’s vehicle pool and provides contractmechanic services and fuel services.PERFORMANCE MEASURES2007Actual2008Actual2009Actual2010Estimated2011ProjectedAccounts Payable Invoices Processed NA NA 21,300 21,300 21,000Surface Treatment (Lane Miles) 99.8 226.5 83.8 79.1 68Construction Work Inspected ($M) 26.4 23.6 27 40 40Special Use Permits Issued 1,200 1,629 1,212 1,250 1,312Wrench Turning Hours 34,006 35,243 34,500 35,000 31,637- 121 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF HIGHWAYS AND TRAFFICDEPARTMENT ORGANIZATIONCounty ExecutiveChief OperatingOfficerDirector ofHighways & Trafficand Public WorksFleetAdministrationHighway PlanningCivil Plan ReviewHighway DesignConstructionOperationsGarage OperationsFiscal ServicesProgramming andProjectDevelopmentSpecial Use PermitsStructuresProjectsTraffic OperationsFleet OperationsInformationTechnologyTransportationModeling andPlanning StudiesFlood Plain StudiesTraffic SignalsSurveysMaintenanceOperationsPersonnelStandards andSpecial ProjectsSubdivisionApprovalsRoadwayImprovementsMaterialsLaboratorySafetyAdministrationPublic InformationPropertyManagementRoadwayPreservationSubdivisionsTelephone / MailRoom / Central File/ MicrofilmUtility CoordinationCounty PropertyImprovements- 122 -

DEPARTMENT OF HIGHWAYS AND TRAFFICBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryCRS Operations $ 16,447.2 $ 16,298.3 $ 16,424.6 $ 12,984.2 $ 12,984.2 $ 13,894.9 $ 13,895.9 $ 13,895.9CRS Construction 2,194.3 2,135.4 2,044.8 1,710.5 1,710.3 1,688.6 1,688.6 1,688.6CRS Highway Design 429.9 384.3 387.9 358.2 357.9 354.5 354.5 354.5ARS Operations 13,242.7 13,202.9 12,841.8 17,941.4 17,941.4 17,449.7 17,395.7 17,395.7ARS Construction 4,798.3 4,533.1 4,519.0 5,208.6 5,208.6 5,097.6 5,052.0 5,052.0ARS Highway Planning 1,317.3 780.7 807.3 896.2 896.2 1,238.7 1,238.7 1,238.7ARS Highway Design 1,282.0 1,394.1 1,531.2 1,537.5 1,537.5 1,607.5 1,525.4 1,525.4ARS‐SUP Civil Plan Review 352.1 343.9 485.1 543.5 543.5 388.5 388.5 388.5Administration 3,914.6 4,405.9 4,354.7 5,102.2 5,102.8 4,697.2 4,686.5 4,686.5Planning 581.5 1,193.3 1,213.3 1,314.9 1,314.9 847.3 846.3 846.3Civil Plan Review 531.0 480.9 322.6 321.7 321.7 484.8 484.8 484.8Fleet Management 225.0 380.1 542.5 204.6 204.6 179.8 179.8 179.8Garage Operations 974.7 694.6 1,038.6 1,079.1 1,079.1 1,022.0 1,022.0 1,022.0Total $ 46,290.5 $ 46,227.5 $ 46,513.4 $ 49,202.6 $ 49,202.6 $ 48,951.2 $ 48,758.7 $ 48,758.7Expenditure Category SummarySalaries and Wages $ 21,974.9 $ 22,153.0 $ 21,679.5 $ 23,145.2 $ 23,145.2 $ 22,369.5 $ 22,277.5 $ 22,277.5Payroll Fringes 7,723.4 7,635.7 8,284.6 8,736.9 8,736.9 9,157.9 9,120.1 9,120.1Purchased Services 9,830.8 9,555.3 9,005.7 9,535.0 9,527.9 10,503.7 10,451.5 10,451.5Commodities and Supplies 10,452.4 12,274.9 10,520.6 11,986.0 11,986.4 11,738.2 11,736.9 11,736.9Personal Allowances 194.9 170.6 158.3 191.3 191.0 202.0 198.0 198.0Other Expenses 443.2 412.9 362.6 435.1 435.1 451.6 451.6 451.6Transfer Payments 4,776.2 4,271.6 4,298.4 4,570.3 4,577.4 4,386.0 4,386.0 4,386.0Capital Outlays 2,518.2 1,703.1 2,380.7 1,877.5 1,877.5 1,784.3 1,779.1 1,779.1Expenditure Offset (11,623.4) (11,949.6) (10,177.0) (11,274.8) (11,274.8) (11,642.0) (11,642.0) (11,642.0)Total $ 46,290.5 $ 46,227.5 $ 46,513.4 $ 49,202.6 $ 49,202.6 $ 48,951.2 $ 48,758.7 $ 48,758.7Fund SummaryGeneral Fund $ 974.7 $ 694.6 $ 1,038.6 $ 1,079.1 $ 1,079.1 $ 1,022.0 $ 1,022.0 $ 1,022.0Special Road & Bridge Fund 45,315.8 45,532.9 45,474.8 48,123.6 48,123.6 47,929.2 47,736.6 47,736.6Total $ 46,290.5 $ 46,227.5 $ 46,513.4 $ 49,202.6 $ 49,202.6 $ 48,951.2 $ 48,758.7 $ 48,758.7- 123 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF HIGHWAYS AND TRAFFIC2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Position SummaryCRS Operations 162 164 161 123 123 124 124 124CRS Construction 36 35 33 25 24 22 22 22CRS Highway Design 5 5 5 4 5 5 5 5ARS Operations 114 114 119 157 154 153 153 153ARS Construction 57 54 52 61 58 59 59 59ARS Highway Planning 28 28 27 27 26 24 24 24ARS Highway Design 18 18 18 19 18 18 18 18ARS‐SUP Civil Plan Review 14 14 12 12 12 12 12 12Administration 28 29 28 27 23 21 21 21Fleet Management 45 43 43 44 44 44 44 44Garage Operations 6 6 6 6 6 6 6 6Total 513 510 504 505 493 488 488 488- 124 -

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Department of PlanningGlenn A. Powers, Directorwww.stlouisco.com/plan(314) 615‐2520OVERVIEWDepartment MissionThe mission of the Department of Planning is tofoster healthy communities by guiding developmentand reinvestment, developing long‐range plans,promoting citizen engagement and using data andinformation technology to guide public policy.Strategic Priorities Work with banks, developers and residents tofocus on completing improvements orstabilizing subdivisions that have gone into, orare near, default on their deposit agreementthat guarantees those improvements. Coordinate public outreach activities inunincorporated communities with other servicedepartments through the NeighborhoodPreservation Strategy and subdivisionassociation initiatives. Implement redesign of County web site tosupport more rapid updates by County staff andwider range of features for citizen information. Administer federal funding on a timely basiswhile following all guidelines, rules andregulations. Support redistricting efforts and provide dataneeded to administer the sales tax distributionto municipalities using 2010 Census data.Department Products and ServicesThe Department of Planning administers zoning andsubdivision ordinances for unincorporated areas,prepares the County Strategic Plan and othercommunity plans, monitors annexations andboundary changes, provides data analysis, managesinformation technology and GeographicInformation Systems (GIS) applications, coordinatestransportation policy, and administers federal grantprograms.Public Planning MeetingDepartment Resources Employed2010Adj.Approp2011AdoptedApprop2009($ in thousands) ActualStaffing (Positions) 27 28 24Resources Required $1,933.8 $2,157.5 $1,944.4(‐) Program Revenue 66.3 49.2 33.6(‐) Dedicated Funds 134.9 225.8 87.6(=) Net Cost to County $1,732.6 $1,882.6 $1,823.2MAJOR ACCOMPLISHMENTS Coordinated St. Louis County’s public outreachefforts for the 2010 U.S. Census with the goal ofincreasing awareness and motivating residentsto respond to the questionnaire. Received $8.2 million in federal funds from theEnergy Efficiency and Conservation Block Grantprogram, which will be used to implementnineteen energy initiatives identified in St. LouisCounty’s Energy Efficiency ConservationStrategy. Coordinated an interdepartmental“Neighborhood Walk” outreach program wheredirect contact was made with more than 3,000households throughout unincorporated St.Louis County.- 126 -

DEPARTMENT OF PLANNINGBegan the redesign of the County web site, withimplementation in late 2010.Started the economic recovery web site(http://recovery.stlouisco.com) and the energyconservation web site(http://green.stlouisco.com) that tested newweb content management technologies.Rezoned 4.2 square miles of land to our newKarst preservation district.Worked with 52 subdivision projects that werenear default to finish the requiredimprovements or extend their depositagreements valued at approximately $2.2million.Received $18.6 million in NeighborhoodStabilization funds, resulting in a 253% increasein the Office of Community Development’soperating budget which grew to $25 millionfrom $9.9 million.$2.5$2.0$1.5$1.0$0.5$0.02007Expend5‐Year Summary of Resources2008Expend2009ExpendFunding ($ in millions)2010 AdjApprop.2011AdoptedApprop.0.5%0.5%0.5%0.5%0.4%0.4%0.4%% of Operating BudgetPROGRAMS/DIVISIONSPlanning96%2011 Allocation of ResourcesOffice ofTrans.4%The Department of Planning is primarily fundedthrough the General Fund. Within the department,the following activities are supported:The Current Planning Division enforces the zoningand subdivision ordinances to regulate land use inunincorporated St. Louis County. This includeszoning petition processing; site plan and subdivisionplat review; staffing the Planning Commission andBoard of Zoning Adjustment; subdivision and landdisturbance escrow management; and home daycare licensing.The Comprehensive Planning Division oversees longrangeplanning, coordinates community planning,monitors annexations and boundary changes,promotes public outreach and information, and isresponsible for preparing the County’s StrategicPlan.2011 BUDGET HIGHLIGHTS Eliminated funding for Transportation andRedevelopment Coordinator position. Defunded two part‐time positions. Replaced funding of a part time position and afull time position into one full time SystemsAnalyst position.The Research and Information Technology Divisionanalyzes demographic, economic, housing and localgovernment finance issues; manages the County’senterprise Geographic Information Systems (GIS)applications in partnership with the CountyRevenue Department; and, manages the County’spublic and internal web sites in collaboration withREJIS and County departments.The Transportation Sales Tax Fund funds one officein the Department of Planning.- 127 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF PLANNINGThe Office of Transportation coordinatescomprehensive transportation policy with Countydepartments, Metro, the Missouri Department ofTransportation, East‐West Gateway Council ofGovernments and other appropriate agencies.These policies include roads and highways, masstransit, airports and other elements of publictransportation.Office of Community Development. This divisioncoordinates housing and community developmentactivities, including the administration of thefederal Community Development Block Grant(CDBG) program, Home Investment PartnershipProgram (HOME), Lead Hazard Control funds, andNeighborhood Stabilization Program (NSP).Supported by federal funds and not included in theCounty Executive’s Recommended Budget is thePERFORMANCE MEASURES2007Actual2008Actual2009Actual2010Estimated2011ProjectedZoning Petitions Processed 58 39 38 35 30Board of Zoning Adjustment Variances 205 185 182 165 150Subdivision Plats Reviewed 127 91 63 50 45Home Improvement Cases 367 340 268 350 295Down Payment Assistance 160 251 333 300 240- 128 -

DEPARTMENT OF PLANNINGDEPARTMENT ORGANIZATIONCountyExecutiveChief OperatingOfficerDirector ofPlanningPlanningCurrent PlanningDivisionComprehensivePlanningDivisionResearch andStatisticsDivisionOffice ofCommunityDevelopmentCommunityDevelopmentBlock GrantHOMEFiscal DivisionSupport Services- 129 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF PLANNINGBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryPlanning $ 1,891.6 $ 1,736.3 $ 1,798.9 $ 1,931.7 $ 1,931.7 $ 1,922.2 $ 1,856.8 $ 1,856.8Office of Transportation 79.7 20.3 134.9 129.6 225.8 87.6 87.6 87.6Total $ 1,971.3 $ 1,756.6 $ 1,933.8 $ 2,061.3 $ 2,157.5 $ 2,009.8 $ 1,944.4 $ 1,944.4Expenditure Category SummarySalaries and Wages $ 1,361.3 $ 1,258.3 $ 1,193.8 $ 1,361.3 $ 1,361.3 $ 1,319.1 $ 1,258.7 $ 1,258.7Payroll Fringes 427.8 379.8 414.8 480.4 480.4 465.2 460.3 460.3Purchased Services 179.1 155.8 102.5 234.6 234.6 231.0 231.0 231.0Commodities and Supplies 51.2 23.2 28.7 35.9 35.9 33.8 33.8 33.8Personal Allowances 25.8 22.8 29.2 29.7 29.7 32.6 32.6 32.6Other Expenses 21.8 21.8 22.2 21.6 21.6 21.0 21.0 21.0Transfer Payments 53.2 30.7 134.1 25.1 121.3 35.8 35.8 35.8Capi tal Outlays 21.6 14.6 8.6 11.7 11.7 10.2 10.2 10.2Expenditure Offset (170.5) (150.3) ‐ (138.9) (138.9) (138.9) (138.9) (138.9)Total $ 1,971.3 $ 1,756.6 $ 1,933.8 $ 2,061.3 $ 2,157.5 $ 2,009.8 $ 1,944.4 $ 1,944.4Fund SummaryGeneral Fund $ 1,891.6 $ 1,736.3 $ 1,798.9 $ 1,931.7 $ 1,931.7 $ 1,922.2 $ 1,856.8 $ 1,856.8Transportation Trust 79.7 20.3 134.9 129.6 225.8 87.6 87.6 87.6Total $ 1,971.3 $ 1,756.6 $ 1,933.8 $ 2,061.3 $ 2,157.5 $ 2,009.8 $ 1,944.4 $ 1,944.4Position SummaryPlanning 26 26 26 26 27 27 24 24Office of Transportation 1 1 1 1 1 ‐ ‐ ‐Total 27 27 27 27 28 27 24 24- 130 -

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Department of PublicWorksSheryl L. Hodges, D.E., P.E, L.P.G.,Directorwww.stlouisco.com/pubworks314‐615‐8501OVERVIEWDepartment MissionTo ensure the health, safety and well being of St.Louis County residents, the stability of theirneighborhoods and their centers of commerce andgovernment through internationally accepted,reasonable and judiciously applied codeenforcement, quality services and effective,efficient facilities.Strategic Priorities Continue to vigilantly safeguard the lives andproperty of the County’s residents through theaggressive but fair enforcement of property andbuilding codes. Upgrade County Government facilities to new,modern infrastructure that satisfies space,program and safety requirements. Continue to use information technology toenhance services such as modernizing thedepartment’s permit system. This systemfurther minimizes the need for customers torely on anything but their home‐ or office‐basedcomputers to transact County business – thussaving them time and inconvenience. Continue to strengthen partnerships withvarious community groups and private andpublic institutions to improve propertymaintenance and value, including theamelioration of the problematic phenomenonof home foreclosures in the St. Louis region. Apply efficient and economical methods ofmaintaining clean and comfortableenvironments in all County buildings.A Chief Commercial Building Inspector on site reviewing plans.Department Products and ServicesThe department provides services in four primarydivisions: Code Enforcement, NeighborhoodServices, Facilities Management, andAdministration. Public Works enforces codes forresidential construction, property maintenance,re‐occupancy, commercial construction, mechanicalperiodics, land disturbance and zoning inunincorporated St. Louis County and, undercontract, in 82 of the County’s 91 municipalities.Through plan review, permit issuance andinspections, the staff plays a vital role in ensuringthat proper electrical, plumbing, mechanical andgeneral construction practices are followed in bothnew construction and existing residential andcommercial structures.Public Works issues more permits (roughly 40,000to 45,000 every year) than any other entity oragency between the Mississippi River and the Stateof California. The Code Enforcement Division’spersonnel perform approximately 11,000 planreviews annually to ensure code compliance.Through its enforcement of property maintenancecodes and St. Louis County’s re‐occupancyinspection program, the Division of NeighborhoodServices works on a daily basis to keepneighborhoods’ property values stable and homessafe to occupy. The County’s Sewer Lateral Repairand Water Service Line programs dramatically- 132 -

DEPARTMENT OF PUBLIC WORKSreduce the cost to homeowners for repairingbroken sewer and water systems. NeighborhoodServices staff also manage St. Louis County’s WasteDistrict Program, under which more than 80,400households in unincorporated St. Louis Countyreceive affordable and reliable recycling and trashremoval service. Public Works personnel maintain64 publicly owned facilities and buildings, both inClayton and throughout St. Louis County. TheDivision of Administration performs a wide varietyof personnel, Information Technology, budget andsupply acquisition functions to ensure thedepartment’s ability to effectively andprofessionally function.To provide enhanced customer service as well ascomprehensive project and program management,the Department of Public Works functions incombination with the Department of Highways andTraffic. The blended departments are under thedirection of the same Director.Department Resources Employed($ in thousands) 2009Actual2010Adj.Approp2011AdoptedAppropStaffing (Positions) 298 282 277Resources Required $37,658.0 $39,594.8 $38,391.8(‐) Program Revenue 7,775.6 8,554.3 8,619.3(‐) Dedicated Funds 7,531.5 7,950.1 7,077.7(=) Net Cost to County $22,350.9 $23,090.5 $22,694.8MAJOR ACCOMPLISHMENTS Adopted the 2009 International Building,Residential, Existing Building, InternationalProperty Maintenance, InternationalMechanical and Uniform Plumbing Codes;Adopted the 2008 National Electric Code. Received $3.6M of Department of Energy“Energy Efficiency and Conservation BlockGrant” funds to support energy efficiencyimprovements to building components withinSt. Louis County maintained facilities. Solicited for proposals to design and construct anew $20M state of the art Health Campus viathe Design/Build procurement method. Thenew Health Campus will be located at the sitethat currently houses the John C. MurphyHealth Center in Berkeley, Missouri. Solicited for architectural and design services toallow for the future construction of a new, stateof the art, Police Crime Laboratory to be locatedin Clayton, Missouri within the Police Annexbuilding. Solicited for contractor services to supportimplementation of a countywide early warningsiren system. Solicited for architectural, design andconstruction management services to completethe first ever Emergency Communication Centerthat will house staff and equipment thatsupports the regions first interoperablecommunications system as well as 911 dispatch,fire dispatch and siren operations. The newcenter will be located in Ohlendorf WestCounty Park off Hanna Road in West County. Initiated the St. Louis County Clean, Green andBeautiful anti‐litter and beautification programwith the kickoff “Make a Difference Day” eventwhere volunteers cleaned up litter along St.Louis County roads, participated inneighborhood cleanups, and created andcleaned community gardens to beautifycommon areas. Maintained a Class “2” rating from theInsurance Services Office (ISO) for codeenforcement effectiveness – which means ourCode Enforcement program has the highestrating of any in the State of Missouri – andplaces us in the highest 2% (two percent) in thenation. This “2” classification qualifies citizensfor lower insurance rates in unincorporated St.Louis County and cities who contract with theCounty. Mowed 1,225 neglected lawns; boarded up 530abandoned homes; removed junk and otherdebris from 1,800 properties; recycled 110,000pounds of scrap metal; responded to over 4,700citizen complaints regarding property- 133 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF PUBLIC WORKSmaintenance issues; and removed over 20junked cars from residential areas.Modified Courts Building street level access andelevators to support Court services andescalator functionality.Started construction of a new $4.9M animalshelter with vector control to replace 2 existinganimal shelters that can no longer meetprogram, medical and shelter needs.$40.0$39.5$39.0$38.5$38.0$37.5$37.0$36.5$36.0$35.52007Expend5‐Year Summary of Resources2008ExpendFunding ($ in millions)2009Expend2010 AdjApprop.2011AdoptedApprop.9.6%9.5%9.4%9.3%9.2%9.1%9.0%8.9%8.8%8.7%% of Operating BudgetDeveloping a computer module that transfersresidential property maintenance and zoningviolation data to the new Accela Master PermitSystem.Increasing energy/utility costs for facilities;Electric costs are projected to increase 10%,sewer 5%, gas 5% and water 11%.Reducing staff by not funding 5 positions; thesepositions are in addition to any 2010 unfundedor partially funded positions that remain.Projecting anticipated 2011 permits/inspectionsrevenues at $7,606,164, which is a 1% increaseon our anticipated revenues for year 2010.2011 UNFUNDED PRIORITIES Addressing deferred facility maintenance. Replacing the existing Family Courts and 121building. Additional renovation of the Courts building. Purchasing or leasing air conditioned space tohouse Public Works record drawings and CircuitClerk court records. Initiating Code Enforcement field device pilotprogram to automate input of inspectionresults.2011 BUDGET HIGHLIGHTSOverseeing $4.9M construction for the newanimal shelter for the Health department.Administering a $20M Design/Build contract onbehalf of the Health Department for the newHealth Campus.Issuing a notice to proceed for construction ofthe Emergency Communications Center.Overseeing the design contract for the newPolice Crime Lab.Overseeing the construction of a countywideearly warning siren system.Organizing and participating in monthlycommunity service related events connectedwith national events for the St. Louis CountyClean, Green and Beautiful anti‐litter andbeautification program.PROGRAMS/DIVISIONSAll Other23%2011 Allocation of ResourcesSewerLateral Pgm. Water7% Service LinePgm.10%FacilitiesMgmt.43%BuildingInspections17%- 134 -

DEPARTMENT OF PUBLIC WORKSAdministrationAdministration provides the fiscal and procurementservices necessary for the department to function;they manage information technology systems,maintain department records, assist in disasterrecovery coordination and handle personnelservices such as payroll, insurance benefits,recruitment, job classification and supply issuance.Code EnforcementOn an annual basis, this division performsapproximately 11,000 plan reviews, issuesapproximately 45,000 permits and conductsapproximately 140,000 inspections related to theenforcement of building, mechanical, electrical,plumbing, commercial property maintenance,zoning and public safety‐related codes throughoutunincorporated St. Louis County and for 82 of theCounty’s 91 incorporated municipalities. TheBusiness Assistance Center (BAC) within the CodeEnforcement Division assists new and expandingbusinesses to navigate St. Louis County’s planreview, permitting, inspection and licensing processto help maintain momentum and continuity inproject development and execution. The BAC alsotracks projects and acts as a liaison between Countydepartments and the business owners throughouttheir project’s life.The permit application counter maintained by Public Worksstaff at the Lawrence K. Roos Administration building.Neighborhood ServicesOn an annual basis performs 184,000 inspections ofresidential properties on both a proactive andreactive basis. In addition to enforcing the County’sproperty maintenance and housing code,Neighborhood Services personnel also perform24,000 re‐occupancy inspections of single‐familyhomes and apartments every year. The divisionmanages the County’s water service line repairprogram which repairs approximately 1,536residential water service lines, and also managesthe sewer lateral repair program which repairsapproximately 825 sewer laterals in unincorporatedSt. Louis County and in 10 contract municipalities.Neighborhood Services also administers St. LouisCounty’s Waste District Program serving 80,400households in unincorporated St. Louis County.Facilities ManagementFacilities Management operates and maintains 64buildings/facilities owned or leased by St. LouisCounty. Encompassing 3.5 million square feet, thesefacilities are located throughout the County andinclude office buildings, the St. Louis County JusticeCenter, the County Courthouse, health clinics,animal shelters, police precincts, parking garagesand a morgue. Personnel are responsible formaintenance, repair and minor constructionprojects that include heating, ventilation and airconditioning, electrical, plumbing, carpentry,painting and sheet metal work. Specialty servicecontractors are used to assist in trouble‐shootingand repairing systems and equipment, if needed.Janitorial work is accomplished primarily throughservice contracts. Public Works is also responsiblefor the physical building operations, maintenanceand fiscal services for the MET Center, whichprovides job training and educational programs tohelp under‐employed, unemployed and displacedworkers obtain or upgrade work skills.Facilities capital and repair projects undertaken byFacilities Management and by contractors aredesigned by the Division of Design managed in theDepartment of Highways and Traffic. The projectsare generally geared toward improving Countyownedfacilities and include the design of systemoperation upgrades. Design also oversees the bidletting process for projects to be performed byprivate contractors.- 135 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF PUBLIC WORKSPERFORMANCE MEASURES2007Actual2008Actual2009Actual2010Estimated2011ProjectedAccounts Payable Invoices Processed 10,072 6,988 8,000 8,000 7,900Facility Breakdown Repairs Complete Within Two Workdays 75% 75% 75% 75% 75%of NotificationCode Enforcement Permits Issued Within Four Weeks 97% 96% 96% 96% 96%Complaint Violations Written 2,040 2,294 2,200 2,200 2,350Commerical, Residential, Mechanical, Electrical and Plumbing 162,370 152,281 130,750 132,025 135,900Inspections ConductedDEPARTMENT ORGANIZATIONCounty ExecutiveChief OperatingOfficerDirector ofHighways & Trafficand Public WorksCode EnforcementAdministrationBusiness AssistanceCenterFacilitiesManagementNeighborhoodServicesPermit ProcessingFiscal ServicesBuilding SystemsMaintenanceNeighborhoodPreservationZoningInformationTechnologyCarpentrySewer LateralRepair ProgramPlan ReviewPersonnelHousekeepingWater ServicesRepair ProgramInspectionsPublic InformationTrash DistrictProgram- 136 -

DEPARTMENT OF PUBLIC WORKSBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryAdministration $ 1,592.0 $ 1,568.9 $ 1,512.9 $ 1,374.1 $ 1,380.5 $ 1,310.6 $ 1,310.6 $ 1,310.6Facilities Management 15,195.0 15,737.0 16,152.5 16,621.8 16,755.4 16,521.2 16,521.2 16,521.2Design & Construction 1,710.9 1,562.2 1,504.9 1,830.3 1,942.5 1,820.1 1,820.1 1,820.1Building Inspections 6,163.9 6,217.8 6,235.0 6,461.6 6,461.6 6,439.1 6,439.1 6,439.1Building Permits 2,570.3 2,610.5 2,707.3 2,760.9 2,760.9 2,821.8 2,821.8 2,821.8Business Assistance Center 205.6 207.1 61.6 59.0 59.0 58.7 138.2 138.2Neighborhood Preservation 1,983.0 2,145.1 1,952.3 2,284.9 2,284.9 2,263.1 2,263.1 2,263.1Sewer Lateral Program 2,921.0 3,165.4 2,891.6 3,109.9 3,109.9 2,813.2 2,813.2 2,813.2Water Service Line 3,683.2 3,879.6 3,902.7 4,090.2 4,090.2 3,764.5 3,764.5 3,764.5Public Right‐Of‐Way Imprv 1,000.0 989.2 737.3 750.0 750.0 500.0 500.0 500.0Total $ 37,024.8 $ 38,082.8 $ 37,658.0 $ 39,342.7 $ 39,594.8 $ 38,312.2 $ 38,391.8 $ 38,391.8Expenditure Category SummarySalaries and Wages $ 12,548.2 $ 12,984.5 $ 12,978.7 $ 13,081.7 $ 13,081.7 $ 13,006.2 $ 13,063.8 $ 13,063.8Payroll Fringes 4,225.0 4,333.4 4,848.4 5,131.0 5,131.0 5,226.8 5,248.8 5,248.8Purchased Services 17,937.9 18,751.8 18,411.3 19,281.2 19,525.7 18,864.2 18,864.2 18,864.2Commodities and Supplies 1,173.4 945.3 927.1 1,066.6 1,056.0 917.1 917.1 917.1Personal Allowances 595.1 616.3 606.7 625.3 618.0 620.2 620.2 620.2Other Expenses 343.1 346.9 384.9 464.9 464.9 307.4 307.4 307.4Transfer Payments 1,273.7 1,369.7 271.7 349.7 357.4 317.1 317.1 317.1Capital Outlays 323.7 139.9 278.8 182.7 200.5 33.2 33.2 33.2Expenditure Offset (1,395.3) (1,405.1) (1,049.6) (840.4) (840.4) (980.0) (980.0) (980.0)Total $ 37,024.8 $ 38,082.8 $ 37,658.0 $ 39,342.7 $ 39,594.8 $ 38,312.2 $ 38,391.8 $ 38,391.8Fund SummaryGeneral Fund $ 29,420.6 $ 30,048.5 $ 30,126.5 $ 31,392.6 $ 31,644.8 $ 31,234.5 $ 31,314.1 $ 31,314.1Sewer Lateral Fund 2,921.0 3,165.4 2,891.6 3,109.9 3,109.9 2,813.2 2,813.2 2,813.2Water Service Line Fund 4,683.2 4,868.8 4,639.9 4,840.2 4,840.2 4,264.5 4,264.5 4,264.5Total $ 37,024.8 $ 38,082.8 $ 37,658.0 $ 39,342.7 $ 39,594.8 $ 38,312.2 $ 38,391.8 $ 38,391.8- 137 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF PUBLIC WORKS2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Position SummaryAdministration 13 12 12 12 12 12 12 12Facilities Management 84 83 83 83 81 81 81 81Design & Construction 10 9 8 8 8 7 7 7Building Inspections 91 92 92 92 88 86 86 86Building Permits 39 40 40 40 36 36 36 36Business Assistance Center 2 2 2 2 1 1 1 1Neighborhood Preservation 53 53 53 53 48 46 46 46Sewer Lateral Program 4 5 4 4 4 4 4 4Water Service Line 5 6 4 4 4 4 4 4Total 301 302 298 298 282 277 277 277- 138 -

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Spirit of St. Louis AirportJohn D. Bales, Directorwww.spiritairport.com(636) 532‐2222OVERVIEWDepartment MissionThe mission of the Spirit of St. Louis Airport is toprovide a safe, efficient, dependable and attractivefirst class facility that professionally serves the usersand tenants. The airport strives to maintain its roleas a major transportation facility for the St. Louisregion while continuing to be a responsive andresponsible neighbor to the surroundingcommunity.Strategic Priorities Remain a self‐supporting enterprise fundincreasing revenues and limiting expenses. Complete Runway Ground Run‐up Enclosure. Complete runway Localizer relocation project. Continue with Land Acquisition program. Develop and lease available airport real estate. Increase economic impact and createemployment opportunities for the region. Receive a discrepancy‐free Federal AviationAdministration (FAA) Airport CertificationInspection. Proceed with taxiway development project.Department Products and ServicesThe department serves as a major publictransportation system and is a part of the NationalPlan of Integrated Airport System. The facility is anFAA Air Carrier Certificated Airport and offers a7,485 foot all‐weather runway, a 5,000 foot parallelrunway, precision Instrument Landing System (ILS)approaches, an FAA Control Tower, 24‐hour UnitedStates Customs Service, 24‐hour Airport PoliceService, and 24‐hour Aircraft Rescue Firefightingresponse service.Spirit of St. Louis AirportDepartment Resources Employed($ in thousands) 2009Actual2010Adj.Approp2011AdoptedAppropStaffing (Positions) 24 24 22Resources Required $15,728.3 $20,892.2 $21,707.1(‐) Program Revenue 16,863.3 21,065.6 22,134.8(‐) Dedicated Funds 0.0 0.0 0.0(=) Net Cost to County ($1,135.0) ($173.4) ($427.7)*Program Revenue collected in excess of resources requiredbecomes part of the fund balance of the Spirit of St. LouisAirport Enterprise Fund- 140 -

SPIRIT OF ST. LOUIS AIRPORTMAJOR ACCOMPLISHMENTS The Airport was able to increase revenue anddecrease expenses despite the economy andthe state of General Aviation. Improved relations between the Airport and thesurrounding community. Through the first halfof 2010 the Airport has received only 34 lowflying complaints. Completed Runway Guard Light and CenterlineLight safety enhancement project. Bid the Ground Run‐Up Enclosure project that isprimarily funded by an FAA Grant. Bid the Runway Localizer Relocation projectthat is funded through an FAA ReimbursableGrant. This provides the required safety areaand will allow maximization of the full runwaylength. Completed the Appraisal process for Phase I ofthe Land Acquisition program that will convertlease land to fee simple. Completed new Spirit of St. Louis Airportwebsite. Completed the Airport Master Plan Update andsubmitted to the FAA for approval. Newly updated Airport Emergency Plan wasused as national model by the FAA.$35.0$30.0$25.0$20.0$15.0$10.0$5.0$0.02007Expend5‐Year Summary of Resources2008ExpendFunding ($ in millions)2009Expend2010 AdjApprop.2011AdoptedApprop.% of Operating Budget2011 BUDGET HIGHLIGHTS The budget for fuel is projected to increase8.3% due to higher consumption. Two vacant positions were eliminated.8.0%7.0%6.0%5.0%4.0%3.0%2.0%1.0%0.0%PERFORMANCE MEASURES2006 Actual 2007 Actual 2008 Actual 2009 Actual2010Estimated2011ProjectedTakeoffs and Landings 144,897 149,952 113,829 100,000 110,000 111,000Fuel Sales (Gallons) 8,970,389 8,404,546 7,380,962 6,000,000 6,565,000 6,973,000Number of Based Aircraft 403 403 378 378 378 385- 141 -FISCAL YEAR 2011ADOPTED BUDGET

SPIRIT OF ST. LOUIS AIRPORTDEPARTMENT ORGANIZATIONCountyExecutiveChief OperatingOfficerDirector ofAviationExecutiveSecretaryFiscal ManagerAirportOperationsManagerAirportMaintenanceManagerAirport EngineerAirport PoliceAccountant IIAirportMaintenanceForemanAirportMaintenanceWorkersAuto MechanicIIIAuto MechanicII- 142 -

SPIRIT OF ST. LOUIS AIRPORTBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummarySpirit of St. Louis Airport $ 25,246.9 $ 28,654.3 $ 15,728.3 $ 20,892.2 $ 20,892.2 $ 21,707.1 $ 21,707.1 $ 21,707.1Total $ 25,246.9 $ 28,654.3 $ 15,728.3 $ 20,892.2 $ 20,892.2 $ 21,707.1 $ 21,707.1 $ 21,707.1Expenditure Category SummarySalaries and Wages $ 971.8 $ 904.5 $ 860.0 $ 898.7 $ 898.7 $ 868.6 $ 868.6 $ 868.6Payroll Fringes 305.1 286.3 310.1 305.4 305.4 316.1 316.1 316.1Purchased Services 1,055.2 797.9 882.3 1,099.9 1,489.9 919.2 919.2 919.2Commodities and Supplies 19,203.8 23,632.7 11,074.8 15,476.6 15,086.6 16,323.1 16,323.1 16,323.1Personal Allowances 5.1 4.2 3.8 6.0 6.0 8.1 8.1 8.1Other Expenses 2,667.8 2,304.8 1,862.2 2,088.8 2,088.8 2,229.7 2,229.7 2,229.7Transfer Payments 826.5 615.2 607.9 799.7 799.7 888.8 888.8 888.8Capital Outlays 211.6 109.2 127.1 217.2 217.2 153.5 153.5 153.5Expenditure Offset ‐ (0.6) ‐ ‐ ‐ ‐ ‐ ‐Total $ 25,246.9 $ 28,654.3 $ 15,728.3 $ 20,892.2 $ 20,892.2 $ 21,707.1 $ 21,707.1 $ 21,707.1Fund SummarySpirit of St. Louis Airport Fund $ 25,246.9 $ 28,654.3 $ 15,728.3 $ 20,892.2 $ 20,892.2 $ 21,707.1 $ 21,707.1 $ 21,707.1Total $ 25,246.9 $ 28,654.3 $ 15,728.3 $ 20,892.2 $ 20,892.2 $ 21,707.1 $ 21,707.1 $ 21,707.1Position SummarySpirit of St. Louis Airport 25 27 24 24 24 22 22 22Total 25 27 24 24 24 22 22 22- 143 -FISCAL YEAR 2011ADOPTED BUDGET

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Chapter Summary2007ActualExpend.Children's Service Fund ‐Health & Well‐Being(in thousands)2008ActualExpend.2009ActualExpend.2010AdjustedBudget2011AdoptedBudget$ $ ‐ $ 64.0 $ 36,032.6 $ 977.6Health 50,408.5 49,999.7 49,471.2 63,277.3 56,181.2Human Services 6,246.3 6,216.1 6,098.6 6,115.4 6,163.1Public Administrator 713.3 725.6 748.5 839.2 822.6TOTAL $ 57,368.1 $ 56,941.5 $ 56,382.3 $ 106,264.4 $ 64,144.5Health & Well‐BeingExpenditures & Appropriations$120$110$100$90$80$70$60$50$402007 Expend 2008 Expend 2009 Expend 2010 Adj.Budget2011 AdoptedBudget30%25%20%15%10%5%0%Funding ($ in millions)% of Operating Budget- 145 -FISCAL YEAR 2011ADOPTED BUDGET

St Louis CountyChildren’s Service FundKate Tansey MSW, LCSW, Directorwww.keepingkidsfirst.org314‐615‐5880OVERVIEWDepartment MissionTo improve the lives of children, youth, and familiesin St. Louis County by strategically investing in thecreation and maintenance of an integrated systemof care that delivers effective and quality mentalhealth and substance abuse services.Strategic Priorities Design and implement a social investmentapproach that helps the Children’s Service Fundachieve its mission. Drive down the prevalence of community‐wideindicators related to children and youth. Design, implement, and maintain an IntegratedService System (ISS). Develop strategic partnerships with otheragencies and funders, creating alliances toensure that children and youth receive neededservices that this Fund cannot provide.Department Products and ServicesIn November 2008, St. Louis County voters passed aquarter‐cent sales tax measure which created acommunity children's service fund to provide mentalhealth and substance abuse services for children andyouth ages nineteen and under in St. Louis County.The St. Louis County Children’s Service Fund is theadministrator of the Fund and strategically providesgrants and capacity building support to localnonprofit and government agencies.Department Resources Employed($ in thousands) 2009Actual2010Adj.Approp2011AdoptedAppropStaffing (Positions) 1 7 7Resources Required $64.0 $36,032.6 $977.6(‐) Program Revenue 0.0 0.0 0.0(‐) Dedicated Funds* 26,781.1 36,032.6 34,417.4(=) Net Cost toCounty** ($26,717.1) $0.0 ($33,439.8)*Includes new revenue and fund balance, where necessary**Revenue collected in excess of resources required becomespart of the fund balance of the Children’s Service FundMAJOR ACCOMPLISHMENTS The St. Louis County Children’s Service Fundbegan earning revenues in March 2009. In the Fall of 2009, nine board members wereinstalled and Kate Tansey was appointed as theInterim Executive Director. Office space was secured and 6 additional staffwere hired for a total of 7. The website was created and a CommunityMental Health and Sustance Abuse NeedsAssessment was conducted. The Strategic Plan, By Laws, Funding Policies,RFP, and Application were developed. Key core processes for processing, analyzing, andselecting grantees was fully implemented. $35 million was awarded to 44 grantees for a 17month contract period. The fund distribution process was integratedinto County procurement and accountingsystems.- 146 -

ST LOUIS COUNTY CHILDREN’S SERVICE FUND2011 BUDGET HIGHLIGHTSThis 2011 budget provides for administrationexpenses only. The results of the 2010 grant cyclewill be analyzed for changes in community need. Asecondary request for the 2011 grant cycle isplanned for the fall of 2011.PROGRAMSThis chart to the right graphically summarizes thedistribution of the Childrens Service Fund resourcesacross the 10 statute service areas andadministration.$1,358$2,842$5,3312010 Fund Allocation($ in thousands)Temporary Shelter$1,032$2,598 $1,737$16,646$1,624$1,104$258$1,499Transitional LivingTeenage ParentsRespite CareCrisis InterventionSchool‐BasedPreventionHome andCommunityCounselingOutpatientSubstance AbuseOutpatientPsychiatricAdministrationPERFORMANCE MEASURES2009Actual2010Estimated2011ProjectedEffectively Review and Allocate Funding to Agencies Within Timeline N/A 100% 100%Manage Performance to Administrative Budget N/A 1.000 1.000Monitor Grant Compliance and Audit Grantees% of Agencies Receive Quarterly Case Record Review Audit% of Agencies Submitting Demographic and Outcomes ReportN/AN/A100%N/A100%100%Complete Annual Report to St. Louis County Citizens N/A 100% 100%Service Recipients Are Satisfied With Grantee Services N/A N/A 85%- 147 -FISCAL YEAR 2011ADOPTED BUDGET

ST LOUIS COUNTY CHILDREN’S SERVICE FUNDDEPARTMENT ORGANIZATIONCounty ExecutiveChief OperatingOfficerExecutive Directorof the Children'sService FundDirector ofPrograms andPerformanceComptrollerPortfolioManagerPortfolioManagerData andInformationManagerAdministrative andData Assistant- 148 -

ST LOUIS COUNTY CHILDREN’S SERVICE FUNDBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryChil dren's Services Fund $ ‐ $ ‐ $ 64.0 $ ‐ $ 36,032.6 $ 977.6 $ 977.6 $ 977.6Total $ ‐ $ ‐ $ 64.0 $ ‐ $ 36,032.6 $ 977.6 $ 977.6 $ 977.6Expenditure Category SummarySalaries and Wages $ ‐ $ ‐ $ 25.5 $ ‐ $ 437.0 $ 457.0 $ 457.0 $ 457.0Payroll Fringes ‐ ‐ 2.5 ‐ 131.1 145.3 145.3 145.3Purchased Services ‐ ‐ 4.1 ‐ 193.3 140.4 140.4 140.4Commodities and Supplies ‐ ‐ 3.0 ‐ 125.3 106.9 106.9 106.9Personal Allowances ‐ ‐ 3.5 ‐ 27.0 45.0 45.0 45.0Other Expenses ‐ ‐ 0.6 ‐ 58.6 39.4 39.4 39.4Transfer Payments ‐ ‐ 0.0 ‐ 35,028.7 34.6 34.6 34.6Capital Outlays ‐ ‐ 24.7 ‐ 31.7 9.0 9.0 9.0Expenditure Offset ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐Total $ ‐ $ ‐ $ 64.0 $ ‐ $ 36,032.6 $ 977.6 $ 977.6 $ 977.6Fund SummaryChil dren's Service Fund $ ‐ $ ‐ $ 64.0 $ ‐ $ 36,032.6 $ 977.6 $ 977.6 $ 977.6Total $ ‐ $ ‐ $ 64.0 $ ‐ $ 36,032.6 $ 977.6 $ 977.6 $ 977.6Position SummaryChil dren's Service Fund ‐ ‐ 1 ‐ 7 7 7 7Total ‐ ‐ 1 ‐ 7 7 7 7- 149 -FISCAL YEAR 2011ADOPTED BUDGET

Department of HealthDolores J. Gunn, MD, Directorwww.stlouisco.com/doh(314) 615‐1600OVERVIEWDepartment MissionThe St. Louis County Department of Healthpromotes optimal health for people who live, work,or visit the County. This is accomplished bymonitoring and assessing the public health status ofthe County, and developing programs and/orpolicies that prevent illness or injury.Strategic Priorities Meet all the grant deliverables of the $7.6million Communities Putting Prevention toWork grant awarded to the Department by theCenters for Disease Control andPrevention(CDC) to combat the healthchallenges posed by tobacco use. Manage the implementation of the new CleanIndoor Air Ordinance passed by the voters of St.Louis County in November 2009. Ensure a continuity of care for the patients atthe department’s three health centers as thedepartment temporarily converts to a twofacilityoperation during the construction of thenew health campus in Berkeley. Complete the move of the Animal Care andControl Program to the new facility in Olivette. Continue to ensure the health and safety ofbathers at public water recreation facilities byverifying compliance with the new safetystandard regarding the installation of new draincovers to reduce the risk of drain entrapment. Ensure that St. Louis County citizens both liveand play in healthy environments by continuingto increase public awareness of the definition ofhealthy homes and how to achieve them. Develop a comprehensive needs assessmentthat includes both qualitative and quantitativemeasures useful to the community for programplanning and implementation.Department Products and ServiceThe St. Louis County Department of Health is notedfor providing high quality, low‐cost health care,ensuring environmental health and food safety,effective communicable disease control andprevention, and nationally recognized forensicscience in death investigations.Department Resources Employed($ in thousands) 2009Actual2010Adj.Approp2011AdoptedAppropStaffing (Positions) 500 502 502Resources Required $49,471.2 $63,277.3 $56,181.2(‐) Program Revenue 11,420.3 11,192.6 11,086.9(‐) Dedicated Funds 4,084.5 2,342.0 1,758.2(=) Net Cost to County $33,966.4 $49,742.7 $43,336.1County residents line up to receive an H1N1 vaccination. In all,21 public vaccination clinics were held around the county tomake the vaccine available.- 150 -

DEPARTMENT OF HEALTHMAJOR ACCOMPLISHMENTS Throughout 2009 and into 2010, the Division ofCommunicable Disease Control Servicessuccessfully implemented a coordinated,regional response to the 2009 H1N1 pandemicby successfully disseminating information,antivirals, and H1N1 vaccine throughout thecommunity. This effort also included stagingpublic H1N1 vaccination clinics for the residentsof St. Louis County on three different dates. In 2009 and 2010, the department applied forand was awarded a $7.6 million grant by theCDC as part of the CDC’s Communities PuttingPrevention to Work program. The money willbe used by the department to educate youngpeople about the dangers of smoking, educatethe general population about the dangers ofsecondhand smoke, and to inform smokersabout resources they can access to help themquit. The Division of Environmental Healthsuccessfully worked with the more than 1,000public pools and spas in St. Louis County to helpthe vast majority of them achieve compliancewith the Virginia Graeme Baker Act – a federallaw that requires all pools and spas to meetspecific safety requirements regarding theirdrains. The new rule will mean that childrenwill be at a reduced risk of becoming trappedunder the water and being either seriouslyinjured or killed.2011 BUDGET HIGHLIGHTS The Department of Health developed areduction budget for fiscal year 2011. This wasachieved by decreases in operating costs andfiscal efficency:o $100,000 in additional reimbursementfor administrative costs on grants.o $427,000 reduction in operating costsin the health centers. The budget also contains $1.1 million forrequired debt service payment for $20.4 millionof Public Health Campus Special ObligationBonds issued in June 2010.County Executive Charlie A. Dooley welcomes Health andHuman Services Secretary Kathleen Sebelius to St. Louis Countyat an event highlighting the $7.6 million grant awarded to St.Louis County to fight tobacco use.$70.0$60.0$50.0$40.0$30.0$20.0$10.0$0.02007Expend5‐Year Summary of Resources2008ExpendFunding ($ in millions)2009Expend2010 AdjApprop.2011AdoptedApprop.16.0%14.0%12.0%10.0%8.0%6.0%4.0%2.0%0.0%% of Operating Budget- 151 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF HEALTHPROGRAMS/DIVISIONSResearch4%HealthCenters14%HealthServices13%2011 Allocation of ResourcesAll Other33%Admin.14%Pharmacy8%VeterinaryCorrections Svcs.Med. 4%10%Communicable Disease Control ServicesThe Communicable Disease Control ServicesDivision provides surveillance and control ofcontagious diseases affecting the community,coordinates emergency preparedness for diseaseoutbreaks, and provides vector control andveterinary services for stray and dangerous animals.Environmental ProtectionThe Environmental Protection Division is dividedinto two branches:The Air and Waste Management Branch providesmanagement, education, and enforcement of codesrelated to solid waste, air pollution, and leadpoisoning prevention.The Food and Environmental Health LaboratoryBranch provides inspections of food establishments,daycares, hotels and motels, tobaccoestablishments, tattoo parlors, dairy farms, andswimming pools. The Environmental HealthLaboratories (EHL) measure levels of environmentaltoxins known to cause harm to human health forwhich County, State, or Federal governments haveset a Maximum Contaminant Level (MCL), as well astest dairy products from approximately two‐thirdsof the state of Missouri, and well water for localresidents and community water systems.Executive AdministrationExecutive Administration is a support divisionresponsible for the department’s InformationTechnology needs, management of grants andcontracts, Quality Control and Improvement,Community Relations, ensuring Core Public Healthfunctions, and management of the Family Planning,Maternal and Child Health, and Children withSpecial Health Care Needs grants, as well as otherspecial projects.Fiscal ServicesFiscal Services ensures the department’s financialhealth through the management of thedepartment’s revenue and grants, billing andcollections, and accounts payable. It also managesthe department’s Office of Vital Statistics as well asthe printing operations for St. Louis County.The Office of the Medical ExaminerThe Medical Examiner serves the community byusing the knowledge of forensic science andmedicine to investigate deaths that constitute aconcern to the public health and safety.The Medical Examiner is responsible fordetermining the cause and manner of all sudden,unexpected, suspicious, unnatural, or violentdeaths.Children enjoying a snack at Safety Town after being fitted for anew bike helmet.- 152 -

DEPARTMENT OF HEALTHPersonnelThe Personnel Division is the main resource forinformation on employee well‐being, including allaspects of a positive employment experience. Theoffice also coordinates a Volunteer Servicesprogram and an internship program.Research and Medical ServicesThe Research and Medical Services Divisionprovides comprehensive primary healthcare anddental services to County residents at threecommunity health centers, provides communityhealth education, and health and mental healthservices for the County’s correctional system.PERFORMANCE MEASURESPercentage of Communicable DiseaseInvestigations Within 14 Days ofAssignment (Goal = 75%)2007 2008 2009 2010 2011Actual Actual Actual Estimated Projectedn/a 75% 73% 85% 85%Volume of Recyclables Collected(New minimum service levels forresidential trash collection Countywidewere implemented that requireonce/week recycling collection)20,466Tons29,676Tons101,683Tons120,000Tons120,000TonsFoodservice Establishment Inspections 8,313 9,694 10,390 9,250 9,500Swimming Pool & Spa Inspections 6,822 6,014 7,794 6,300 6,500Pool Operators Compliant With NewFederal Safety Standards to ReducePotential Drain Entrapment (by May31, 2010).N/A N/A 178 850 930- 153 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF HEALTHDEPARTMENT ORGANIZATION- 154 -

DEPARTMENT OF HEALTHBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryExecutive Administration $ 4,496.2 $ 5,062.5 $ 4,938.7 $ 8,565.1 $ 8,665.1 $ 8,161.5 $ 8,161.5 $ 8,161.5Fiscal Services 977.6 1,023.3 1,072.5 1,140.1 1,140.1 1,429.3 1,429.3 1,429.3Personnel 306.7 330.2 307.8 970.3 970.3 1,005.8 1,005.8 1,005.8Pharmacy 4,598.8 5,032.2 4,608.4 4,886.8 4,786.8 4,786.1 4,786.1 4,786.1Medical Records 548.8 529.6 577.6 560.5 560.5 519.7 519.7 519.7Health Informatics 1,220.5 1,241.5 2,015.8 2,274.8 2,298.8 2,279.8 2,279.8 2,279.8Nutrition 124.6 91.9 131.6 243.0 243.0 242.6 242.6 242.6Vital Records 302.0 272.0 294.2 315.5 315.5 317.5 317.5 317.5Dental Services 1,118.7 1,179.3 1,221.0 1,373.8 1,373.8 1,361.9 1,361.9 1,361.9Comm Disease Control Svcs 957.1 1,006.4 926.8 1,223.9 1,223.9 1,187.2 1,187.2 1,187.2Health Education 471.6 512.9 609.8 649.6 649.6 639.2 639.2 639.2Corrections Medicine 4,281.9 5,027.6 4,978.2 5,463.2 5,463.2 5,564.2 5,564.2 5,564.2County Print Shop 173.1 150.5 147.0 185.5 185.5 176.7 176.7 176.7Environmental Protection Admin 570.2 352.8 334.7 379.2 367.2 352.0 352.0 352.0Air Pollution Control 219.4 232.6 318.4 425.3 425.3 428.6 428.6 428.6Sanitation Services 1,642.6 1,779.8 1,848.5 2,100.4 2,112.4 2,103.4 2,103.4 2,103.4Waste Management 336.5 299.3 769.3 440.9 440.7 429.3 429.3 429.3Milk Inspection 473.5 491.2 506.1 483.4 483.4 500.4 500.4 500.4Veterinary Services 3,483.0 1,665.7 1,711.7 7,971.9 7,971.9 2,062.8 2,062.8 2,062.8Vector Control 592.0 530.6 563.3 728.1 728.1 701.1 701.1 701.1Environmental Health Lab 1,487.3 1,364.6 1,318.5 1,466.7 1,466.7 1,469.5 1,469.5 1,469.5Healthy Homes 121.4 101.3 153.2 224.2 224.4 205.2 205.2 205.2Neighborhood Preservation 771.1 870.4 1,022.8 800.4 800.4 905.0 905.0 905.0Medical Examiner 1,496.5 1,553.9 1,654.0 1,733.3 1,733.3 1,761.6 1,761.6 1,761.6Health Services 8,164.3 7,402.7 7,009.8 7,282.5 7,282.5 7,198.1 7,198.1 7,198.1Public Health Nursing 709.7 817.4 764.2 968.0 968.0 976.5 976.5 976.5Murphy Health Center 3,226.5 2,558.4 2,098.5 2,272.5 2,447.2 ‐ ‐ ‐South County Health Center 1,655.2 1,718.7 1,895.7 1,986.8 1,947.0 2,909.5 2,909.5 2,909.5North Central Health Center 2,452.1 2,716.0 3,173.3 3,660.5 3,660.5 4,721.5 4,721.5 4,721.5Education & Materials 373.7 175.0 136.1 182.0 182.0 175.2 175.2 175.2Muni Grants & Unincorporated 824.6 2,970.3 1,099.4 625.0 625.0 300.0 300.0 300.0Market Development 1,500.0 ‐ ‐ 150.0 150.0 250.0 250.0 250.0Household Hazardous Waste 45.0 441.7 803.6 875.0 875.0 550.0 550.0 550.0Waste Management Enforcement 59.0 238.4 188.9 250.0 250.0 250.0 250.0 250.0Incentives to Industries 500.0 ‐ 18.7 ‐ ‐ ‐ ‐ ‐Office of Solid Waste 117.9 250.0 250.0 250.0 250.0 250.0 250.0 250.0Miscellaneous ‐ Solid Waste 9.6 9.1 3.1 10.0 10.0 10.0 10.0 10.0Total $ 50,408.5 $ 49,999.7 $ 49,471.2 $ 63,118.3 $ 63,277.3 $ 56,181.2 $ 56,181.2 $ 56,181.2- 155 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF HEALTH2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Expenditure Category SummarySalaries and Wages $ 17,209.6 $ 18,501.9 $ 18,304.7 $ 21,392.7 $ 21,392.7 $ 21,408.4 $ 21,408.4 $ 21,408.4Payroll Fringes 5,853.1 6,027.9 6,647.5 8,264.0 8,264.0 8,328.4 8,328.4 8,328.4Purchased Services 10,743.7 10,260.5 10,842.3 13,166.4 13,055.2 11,250.7 11,250.7 11,250.7Commodities and Supplies 6,285.8 6,653.8 6,196.1 6,709.5 6,709.5 6,637.0 6,637.0 6,637.0Personal Allowances 350.2 328.2 285.5 432.5 425.3 418.8 418.8 418.8Other Expenses 498.4 408.4 343.0 329.4 329.8 1,650.1 1,650.1 1,650.1Transfer Payments 8,116.0 9,403.9 7,387.5 7,739.3 7,990.4 7,488.1 7,488.1 7,488.1Capital Outlays 2,936.1 202.5 635.5 6,184.3 6,210.3 179.9 179.9 179.9Expenditure Offset (1,584.3) (1,787.3) (1,170.7) (1,100.0) (1,100.0) (1,180.0) (1,180.0) (1,180.0)Total $ 50,408.5 $ 49,999.7 $ 49,471.2 $ 63,118.3 $ 63,277.3 $ 56,181.2 $ 56,181.2 $ 56,181.2Fund SummaryHealth Fund $ 46,978.9 $ 45,915.3 $ 46,971.4 $ 60,776.3 $ 60,935.3 $ 54,396.0 $ 54,396.0 $ 54,396.0Solid Waste Mgmt Fund 3,429.7 4,084.5 2,499.8 2,342.0 2,342.0 1,785.2 1,785.2 1,785.2Total $ 50,408.5 $ 49,999.7 $ 49,471.2 $ 63,118.3 $ 63,277.3 $ 56,181.2 $ 56,181.2 $ 56,181.2- 156 -

DEPARTMENT OF HEALTH2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Position SummaryExecutive Administration 13 19 19 19 18 17 17 17Fiscal Services 17 18 18 18 21 23 23 23Personnel 5 5 5 5 5 5 5 5Pharmacy 2 2 2 2 2 2 2 2Medical Records 10 10 10 10 9 9 9 9Research 4 5 5 5 5 5 5 5Nutrition 4 5 5 5 5 5 5 5Vital Records 5 5 5 5 5 5 5 5Dental Services 15 16 16 16 16 16 16 16Comm Disease Control Svcs 20 20 20 20 20 19 19 19Health Education 10 10 10 10 10 10 10 10Corrections Medicine 59 62 62 63 63 63 63 63County Print Shop 7 6 6 6 6 6 6 6Environmental Protection Admin 7 5 5 5 5 5 5 5Air Pollution Control 5 10 6 6 6 6 6 6Sanitation Services 43 46 46 45 45 45 45 45Waste Management 10 15 15 15 15 15 15 15Milk Inspection 8 9 8 8 8 8 8 8Veterinary Services 27 34 34 34 34 34 34 34Vector Control 20 22 22 22 21 21 21 21Environmental Health Lab 19 20 20 20 20 20 20 20Healthy Homes 4 4 4 4 4 4 4 4Neighborhood Preservation ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐Medical Examiner 26 26 26 26 26 27 27 27Health Services 7 6 6 7 7 7 7 7Public Health Nursing 13 14 14 14 14 14 14 14Murphy Health Center 50 30 31 30 31 ‐ ‐ ‐South County Health Center 30 33 32 33 32 45 45 45North Central Health Center 33 49 48 49 49 66 66 66Total 472 506 500 502 502 502 502 502- 157 -FISCAL YEAR 2011ADOPTED BUDGET

Department of HumanServicesAndrea Jackson‐Jennings, M.Ed., Directorwww.stlouisco.com/dhs(314) 615‐4485OVERVIEWDepartment MissionThe Department of Human Services provides adiverse spectrum of social/human services thatfocus on improving and enhancing the quality of lifefor St. Louis County residents.Strategic Priorities Obtain Federal & State grants to continueand/or expand critically needed services. Assure cost‐effectiveness of services providedwhile maintaining high quality. Develop and maintain strategic alliances andcollaborations with non‐profit agencies tominimize gaps in services and enhance theavailability of critically needed services. Maintain the highest level of staff competenciesvia on‐going training and licensure. Provide consistent and outstanding customerservice.Department Products and ServicesThe department administers a full spectrum ofemployment services for job seekers and employersfunded by the Department of Labor. Two fullservice,continually operational units are operatedby the department, including a 52 bed residentialtreatment center for youth referred from St. LouisCounty Family Courts and a 50 bed, domesticviolence shelter for abused women and theirchildren. Additionally, the department distributesand administers grant funds and monitors fiscal andprogram services for non‐profit agencies contractedto provide services for homeless and potentiallyhomeless individuals and families, manages 600volunteers who assist County Older Residents withmaintaining independent living and quality of life,provides information, referral, and casemanagement services for Veterans & their families,and provides community‐based intervention, casemanagement, mental health and youthdevelopment services for at‐risk children and youth.Lakeside Residential Treatment CenterDepartment Resources Employed($ in thousands) 2009Actual2010Adj.Approp2011AdoptedAppropStaffing (Positions) 170 153 151Resources Required $6,098.6 $6,115.4 $6,163.1(‐) Program Revenue 133.4 101.1 101.1(‐) Dedicated Funds 0.0 0.0 0.0(=) Net Cost to County $5,965.2 $6,014.3 $6,062.0MAJOR ACCOMPLISHMENTS Obtained over $14 million in grant funding. Selected to administer over $15 million inAmerican Recovery and Reinvestment Act(ARRA) funding for 2010 and 2011. Provided cost‐free services to over 100,000customers. Placed over 1,000 Youth in summeremployment with ARRA funding.- 158 -

DEPARTMENT OF HUMAN SERVICESApplied for and obtained $400,000 from thenew Children’s Services Fund for the WeinmanShelter and the County Youth Program.$10.0$9.0$8.0$7.0$6.0$5.0$4.0$3.0$2.0$1.0$0.02007Expend5‐Year Summary of Resources2008ExpendFunding ($ in millions)2009Expend2010 AdjApprop.2011AdoptedApprop.1.8%1.6%1.4%1.2%1.0%0.8%0.6%0.4%0.2%0.0%% of Operating BudgetCounty YouthPgm9%PROGRAMS/DIVISIONS2011 Allocation of ResourcesLakesideCenter53%All Other19%County OlderResidentsPgm.19%Workforce DevelopmentThe Workforce Development Division administers afull spectrum of employment services for jobseekers and employers. It is funded by theDepartment of Labor.2011 BUDGET HIGHLIGHTS New and renewed grant funding obtained wassignificantly increased to supplement the needfor County general funds. 70% of department funding is from grants. Stimulus funds and other new grantssignificantly increased administrative/operationfunds for the department and the County.2011 UNFUNDED PRIORITIES Restoration of Lakeside Center’s Cottage Ccapacity from 8 to 14 beds. Renovation of living units at Lakeside. Implementation of the Security Plan forWeinman Shelter. New phone system for Weinman Sheltercompatible with the County system.Lakeside Residential Treatment CenterThe division operates a full‐service residential,psychological/clinical, educational, and social centeron a 24/7 basis for referrals from Family Court.Women and Children ServicesThe Women and Children Services Division operatesthe 50 bed Weinman Domestic Violence Shelter forabused women and their children.Office of Family and Community ServicesThis division provides volunteer driven services forolder adults, outreach and case management forveterans, a continuum of alternative education,mental health services and development programsfor youth, and coordinates funding and contractcompliance for nonprofit agencies providingservices for homeless and potentially homelessindividuals and families.AdministrationThe Administration Division provides supportservices through the following sections:Department Director, Personnel, Financial, andInformation Technology for all program divisions.- 159 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF HUMAN SERVICESPERFORMANCE MEASURES2007Actual2008Actual2009Actual2010Estimated2011ProjectedNumber of Residents ServedCounty Older Resident Programs 12,362 10,276 9,851 10,000 10,000County Veterans Programs 3,786 4,129 5860 6,000 6,000Lakeside Center 129 146 135 150 150Women & Children Services N/A N/A 248 250 250Homeless Services 14,647 9,180 12,669 13,600 13,725County Youth Programs 1,723 1,753 1,915 2,315 2,107Lakeside CenterBed Space Utilization 89.5% 87.5% 87.6% 91.0% 91.0%Cumulative Successful Release Rate 69.0% 65.7% 66.0% 70.0% 70.0%Homeless ServicesContract Inspections/Monitoring 15 of 22 15 of 24 26 of 27 30 of 30 30 of 30- 160 -

DEPARTMENT OF HUMAN SERVICESDEPARTMENT ORGANIZATIONCounty ExecutiveChief Operating OfficerDirector of HumanServicesManager ‐Administrative Services/ PersonnelExecutive SecretaryOffice of Family andCommunity ServicesLakeside ResidentialTreatment CenterFinancial Services andInformation SystemsWomen and ChildrenServicesWorkforceDevelopmentCounty Older ResidentPrograms (CORP)AdministrationAll Grants, StimulusFunds and GeneralFund ReportingKathy J. WeinmanDomestic ViolenceShelterCareer Center FormulaFunds‐Adult, Youth,Dislocated WorkerCounty YouthPrograms (CYP)Residential TreatmentServicesGrant Oversight forFiscal ComplianceAdministrationCareer AssistanceProgram (CAP)County Veterans andHomeless Programs(CVHP)Clinical ServicesInformation SystemsCoordinationResidential ShelterServicesNational EmergencyGrants (NEG)American Recoveryand Reinvestment Act(ARRA)Budgeting & FinancialAnalysisVarious One YearMiscellaneous GrantsFiscal Monitoring- 161 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF HUMAN SERVICESBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryCounty Older Resident Program $ 1,137.4 $ 1,160.4 $ 1,112.1 $ 1,164.9 $ 1,164.9 $ 1,160.1 $ 1,160.1 $ 1,160.1County Youth Programs 574.5 508.8 535.9 546.1 546.6 543.0 543.0 543.0County Veterans Program 200.6 210.6 207.4 212.7 212.7 193.8 193.8 193.8Lakeside Center 3,452.7 3,330.2 3,233.5 3,349.9 3,349.9 3,266.3 3,266.3 3,266.3Program Dev. & Support 325.8 59.7 58.8 76.1 76.1 75.7 75.7 75.7Homeless Services Program 221.8 225.0 189.3 155.0 155.0 154.5 154.5 154.5DHS Administration 313.8 416.3 508.4 267.6 267.1 384.4 384.4 384.4Women & Children Services 19.8 305.2 253.3 343.0 343.0 385.3 385.3 385.3Total $ 6,246.3 $ 6,216.1 $ 6,098.6 $ 6,115.4 $ 6,115.4 $ 6,163.1 $ 6,163.1 $ 6,163.1Expenditure Category SummarySalaries and Wages $ 4,213.1 $ 4,753.2 $ 4,639.5 $ 4,897.3 $ 4,827.3 $ 4,795.0 $ 4,795.0 $ 4,795.0Payroll Fringes 1,326.2 1,443.2 1,560.2 1,818.6 1,797.4 1,814.9 1,814.9 1,814.9Purchased Services 232.8 349.0 264.4 204.8 295.6 225.5 225.5 225.5Commodities and Supplies 209.8 282.6 246.9 271.0 270.6 265.2 265.2 265.2Personal Allowances 130.4 142.4 140.4 156.6 155.9 158.8 158.8 158.8Other Expenses 68.2 58.9 54.2 54.2 54.2 45.0 45.0 45.0Transfer Payments 337.4 114.4 158.0 27.3 27.3 34.0 34.0 34.0Capital Outlays 255.2 38.9 31.0 27.5 29.2 21.4 21.4 21.4Expenditure Offset (526.7) (966.5) (996.0) (1,342.0) (1,342.0) (1,196.9) (1,196.9) (1,196.9)Total $ 6,246.3 $ 6,216.1 $ 6,098.6 $ 6,115.4 $ 6,115.4 $ 6,163.1 $ 6,163.1 $ 6,163.1Fund SummaryGeneral Fund $ 6,246.3 $ 6,216.1 $ 6,098.6 $ 6,115.4 $ 6,115.4 $ 6,163.1 $ 6,163.1 $ 6,163.1Total $ 6,246.3 $ 6,216.1 $ 6,098.6 $ 6,115.4 $ 6,115.4 $ 6,163.1 $ 6,163.1 $ 6,163.1Position SummaryCounty Older Residents Pro 33 33 33 33 30 30 30 30County Youth Program 12 11 11 9 9 9 9 9Office of Veterans Services 4 4 4 4 4 4 4 4Lakeside Center 74 74 75 69 69 69 69 69Program Developmt & Support 1 1 1 1 1 1 1 1Homeless Services Program 4 4 4 3 3 3 3 3DHS Administration 9 9 10 10 10 9 9 9Women & Children Services ‐ 26 32 27 27 26 26 26Total 137 162 170 156 153 151 151 151- 162 -

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Public AdministratorThomas S. Arras, Public Administratorwww.stlouisco.com/publicadmin(314) 615‐2663OVERVIEWDepartment MissionThe Office of the Public Administrator is establishedby state law which directs the Public Administratorto take into his or her charge and custody theEstates of all deceased persons, the Person andEstates of all minors and the Estates or Person andEstate of all Incapacitated persons in the County, asoutlined in Chapter 473 of the Revised Statutes ofMissouri.Strategic Priorities Provide better and more efficient services tothe Estates under the Public Administrator’scare by improving upon the accounting andcheck‐writing capabilities. Find and provide ways to inform and educatethe public regarding the role of administrators,in general, and in particular, the PublicAdministrator. Remain informed and educated through publicfeedback.Department Products and ServicesThe Office provides Estate administration servicesfor citizens of St. Louis County in those situationswhere there are no other persons who arequalified. It also provides useful information to thepublic through the Internet and personal contact.The Office takes charge and custody of persons andassets in a number of circumstances, including: Where there are Probate assets of adeceased person that are subject to loss ordamage and there is no Will, Heirs, PersonalRepresentative, or relatives of the deceasedperson; Where there are Conservatorship assets ofa Minor who has no family or other personto act as Conservator for the Minor’sConservatorship Estate; andThe Conservatorship assets and/or personof a Disabled and/or Incapacitated Personwho has no family or other person who canact as Guardian for the person orConservator for their Conservatorshipassets.Department Resources Employed2010Adj.Approp2011AdoptedApprop2009($ in thousands) ActualStaffing (Positions) 9 9 9Resources Required $748.5 $839.2 $822.6(‐) Program Revenue 135.9 120.0 120.0(‐) Dedicated Funds 0.0 0.0 0.0(=) Net Cost to County $612.6 $719.2 $702.6MAJOR ACCOMPLISHMENTS Improved accounting and check‐writingcapabilities for the individual estates that thePublic Administrator’s Office handles.$0.9$0.8$0.8$0.8$0.7$0.7$0.7$0.62007Expend5‐Year Summary of Resources2008Expend2009ExpendFunding ($ in millions)2010 AdjApprop.2011AdoptedApprop.0.5%0.4%0.3%0.2%0.1%0.0%% of Operating Budget- 164 -

PUBLIC ADMINISTRATOR2011 UNFUNDED PRIORITIES Funding for increased office space remains apriority.PERFORMANCE MEASURES2007Actual2008Actual2009Actual2010Estimated2011ProjectedPercent of DOL Judgments Collected* 97.7% 95.5% 99.4% 100% 100%* DOL (Determination of Liability Judgment Against Defaulting Former Fiduciaries)DEPARTMENT ORGANIZATIONPublicAdministratorAssistant PublicAdministratorDeputy PublicAdministratorsOffice Managerand Clerical StaffAccountingSection- 165 -FISCAL YEAR 2011ADOPTED BUDGET

PUBLIC ADMINISTRATORBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryPublic Administrator $ 713.3 $ 725.6 $ 748.5 $ 839.2 $ 839.2 $ 833.9 $ 822.6 $ 822.6Total $ 713.3 $ 725.6 $ 748.5 $ 839.2 $ 839.2 $ 833.9 $ 822.6 $ 822.6Expenditure Category SummarySalaries and Wages $ 504.6 $ 521.7 $ 522.9 $ 588.5 $ 588.5 $ 577.3 $ 568.3 $ 568.3Payroll Fringes 156.0 158.1 179.2 192.0 192.0 197.4 195.1 195.1Purchased Services 8.2 10.4 9.3 12.8 12.8 12.8 12.8 12.8Commodities and Supplies 11.6 8.1 10.4 16.0 16.0 16.0 16.0 16.0Personal Allowances 10.6 11.7 11.0 16.3 16.3 17.2 17.2 17.2Other Expenses 3.4 2.7 3.6 5.8 5.8 4.8 4.8 4.8Transfer Payments 4.8 11.7 8.1 7.8 7.8 8.5 8.5 8.5Capital Outlays 14.1 1.3 3.9 ‐ ‐ ‐ ‐ ‐Expenditure Offset ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐Total $ 713.3 $ 725.6 $ 748.5 $ 839.2 $ 839.2 $ 833.9 $ 822.6 $ 822.6Fund SummaryGeneral Fund $ 713.3 $ 725.6 $ 748.5 $ 839.2 $ 839.2 $ 833.9 $ 822.6 $ 822.6Total $ 713.3 $ 725.6 $ 748.5 $ 839.2 $ 839.2 $ 833.9 $ 822.6 $ 822.6Position SummaryPublic Administrator 9 9 9 9 9 9 9 9Total 9 9 9 9 9 9 9 9- 166 -

Chapter Summary2007ActualExpend.Judicial Administration 22,748.6Hometown Security(in thousands)2008ActualExpend.2009ActualExpend.2010AdjustedBudget2011AdoptedBudget$ $ 22,060.5 $ 22,129.3 $ 23,871.0 $ 23,975.5Justice Services 21,576.9 22,473.3 22,862.7 23,047.3 22,954.5Municipal Court 1,649.1 1,564.0 1,860.7 2,124.3 2,046.9County Police 79,683.6 83,764.3 88,604.6 87,989.9 87,673.8Prosecuting Attorney 7,495.5 7,802.7 8,168.0 8,476.8 8,439.0Emergency Communications ‐ ‐ ‐ 2,004.7 4,941.5Fire Standards Commission 169.8 136.4 154.7 166.2 165.8TOTAL $ 133,323.5 $ 137,801.1 $ 143,779.9 $ 147,680.2 $ 150,196.9Hometown Security AppropriationsExpenditures & Appropriations$155$150$145$140$135$130$125$1202007 Expend 2008 Expend 2009 Expend 2010 Adj.Budget2011 AdoptedBudget42%40%38%36%34%32%30%Funding ($ in millions)% of Operating Budget- 167 -FISCAL YEAR 2011ADOPTED BUDGET

Department of JudicialAdministrationPaul Fox, Directorwww.stlouisco.com/circuitcourt(314) 615‐2666OVERVIEWDepartment MissionThe Department of Judicial Administration’s missionis to resolve disputes, try cases, administer justice ina timely and fair fashion, and effectively complywith all statutes, ordinances, and regulations. Thedepartment seeks to do this as cost effectively aspossible.Strategic Priorities Execute all court orders within statutorytimeframes and in compliance with MissouriCourt Rules Provide more court forms on the internet Enhance resources available to the DomesticViolence Court in St. Louis County Pursue the creation of a “parenting court”offering services to parties involved in paternityand child support cases On‐going technological improvements by thecourt (e.g. use of video arraignments, and webpage improvements)Department Products and Services Assisting victims of domestic violence throughthe Domestic Violence Court A Resource Center for pro se litigants in FamilyCourt A drug court for defendants with abuseproblems Free marriage ceremonies performed onWednesdays for all couples who come to thecourthouse and have a St. Louis Countymarriage license Jury trials Execute court orders for attachment, replevin,levy under general execution, eviction andgarnishment of executionExecute court orders to apprehend andtransport alleged mentally ill, dangerous and/orincompetent persons to a mental health facilityand from mental health facilities to ProbateDivision or Circuit Court for hearingChild protection programs and servicesdesigned to protect children from parentalabuse and neglectJuvenile delinquency programs and servicesdesigned to transform offenders intoresponsible members of the communityExchange Center to provide a safe environmentfor the exchange and supervision of childreninvolved in court‐ordered visitationParent Education Program to help parentsbetter appreciate the impact of the separationand divorce process upon their childrenSafety Court to provide close monitoring ofparents with substance abuse problems whohave children involved in the child welfaresystemSt. Louis County Courthouse- 168 -

DEPARTMENT OF JUDICIAL ADMINISTRATIONDepartment Resources Employed($ in thousands)2009Actual2010Adj.Approp2011AdoptedAppropStaffing (Positions) 372 360 357Resources Required $22,129.3 $23,871.0 $23,975.5(‐) Program Revenue 7,328.4 7,067.9 7,124.4(‐) Dedicated Funds 0.0 0.0 0.0(=) Net Cost to County $14,800.8 $16,803.1 $16,851.0MAJOR ACCOMPLISHMENTS Expansion of forms available on the internet. Created a new IT help desk system. Converting the old garnishment/restitutionhistory system from the mainframe. Started to rewrite the Criminal Billing System. In collaboration with the Missouri Division ofYouth Services, implemented an alternativeschool for juvenile offenders suspended orexpelled from their home schools.$24.5$24.0$23.5$23.0$22.5$22.0$21.5$21.02007Expend5‐Year Summary of Resources2008Expend2009Expend2010 AdjApprop.2011AdoptedApprop.10.0%9.0%8.0%7.0%6.0%5.0%4.0%3.0%2.0%1.0%0.0%Replacement of the Circuit Clerk Job ApplicationSystem2011 UNFUNDED PRIORITIES $432,000 in additional funds to supplementgrant‐funding for the Adult Drug Court. St.Louis County Adult Drug Court has been inexistence for 11 years. As of May 1, 2010, St.Louis County Adult Drug Court had to halt allscreening into the drug court program. Thestate of Missouri appropriated $340.078 forfiscal year 2010 which was not enough tosustain the program for the entire year.Defendants have been turned away because ofa lack of funds. For fiscal year 2011, JudicialAdministration was awarded $339,228, againnot enough to sustain treatment and testing fora year. Due to the change of DWI laws, therehas been a substantial increase of defendantswanting to get into the program. The establishment of a DWI Court that wouldoperate like the Drug Court and provide thesame benefits. Escalator replacement in the Courts building.The project is estimated to cost over $1.5million, and is necessary due to frequentmaintenance and down‐time of existingescalators.PROGRAMS/DIVISIONS2011 Allocation of ResourcesFamilyCourt60%Court EnBanc10%Funding ($ in millions)% of Operating Budget2011 BUDGET HIGHLIGHTS Funds are budgeted to complete the move ofthe server room to provide better and fasterrecovery of electronic data in the event of adisaster.Circuit Clerk9%Sheriff21%- 169 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF JUDICIAL ADMINISTRATIONCourt en Banc OfficeThe Circuit Court en Banc consists of all the Judgesof the Twenty‐first Judicial Circuit Court of Missouriacting collectively. It selects one of the Judges toserve as Presiding Judge. The Court en Bancdetermines questions of policy for the Court andpromulgates Court Rules. Each Judge of the court isassigned one or more dockets of cases to resolve.The Court has general supervision of alladministrative matters relating to the court. A staffassists the Court with administrative and clericalmatters, including the calling of jurors.A Drug Court resides under the auspices of theCircuit Court. Drug Courts are judicially‐supervisedcourt dockets that strike the proper balancebetween the need to protect community safety andthe need to improve public health and well‐being;between the need for treatment and the need tohold people accountable for their actions. DrugCourts keep nonviolent drug‐addicted individuals intreatment for long periods of time, and supervisethem closely. Clients receive the treatment andother services they require to stay clean and to leadproductive lives, but they are also held accountableby a judge for meeting their own obligations tosociety, themselves and their families. They areregularly and randomly tested for drug use,required to appear in court for the judge to reviewtheir progress, and receive rewards for doing welland sanctions for not living up to their obligation.The Drug Court Team is unique to the courtroomsetting. The key is a non‐adversarial relationshipbetween members of the team. This approachstems from the supposition that all team membersshare the common goal of reducing the drugdependence and criminal activities of theparticipants. The Drug Court Team consists of ajudge, a coordinator, prosecuting attorney,probation officers, treatment provider andcommunity support liaison.Sheriff’s OfficeThe St. Louis County Sheriff’s Department performsa court support mission. The departmentaccomplishes this mission by serving court papers,enforcing court orders and assisting to maintainorder in the courtrooms of the St. Louis CountyCircuit Court. Service of court papers (service ofprocess) emanates from a U.S. Constitutionmandate that a court will not have jurisdiction overa lawsuit until the defendant has been officiallynotified of that lawsuit. Sheriff’s Departments havetraditionally been the governmental agencyresponsible for serving the papers that notify thedefendant of the lawsuit. Missouri statutesauthorize sheriffs to collect a fee for serving courtpapers. In 2009 the St. Louis County Sheriff’sDepartment received over 175,000 papers forservice.When a court enters a money judgment in favor ofone of the parties, or a judgment for possession ofreal property, a means of enforcing that judgment isto direct the Sheriff to take action via a writ ofexecution (i.e. order of enforcement). In cases ofmoney judgments, the St. Louis County Sheriffreceives writs directing him to seize (levy on)property specified by on the writ, then sell thatproperty and turn the proceeds over to the court inorder to satisfy the judgment. For writs ofpossession of real property the Sheriff is ordered toremove any tenants residing on the property andrestore possession to the landlord.Missouri law requires the Sheriff to attend thevarious divisions of the Circuit Court. The St. LouisCounty Sheriff fulfills this mandate by assigningBailiffs to the thirty‐seven (37) divisions of the St.Louis County Circuit Court. The Bailiff performsnumerous functions for the court, i.e. a ceremonialfunction by opening and closing the Court andcalling the names of the parties; an administrativefunction by calling the docket and monitoring whenthe parties are present and prepared for hearing bythe court; and a security function by maintainingorder in the courtroom, and by monitoring theJudge’s chambers and surrounding area for security.Circuit Clerk’s OfficeThe office staff of the Circuit Clerk plans, assigns,coordinates, administers and supervises over 225State and County personnel who provide clerical- 170 -

DEPARTMENT OF JUDICIAL ADMINISTRATIONand administration support to the 21st JudicialCircuit of St. Louis County. Their duties are: File, maintain and docket court cases andrecords; Develop, revise and maintain informationsystems for the Court; Assess, collect, account and disburse court costsand fees; Record monies deposited into the registry ofthe Court; Prepare reports as required by the SupremeCourt and Circuit Court pertaining to cases filedand heard in the circuit.Family CourtIn November 1993, several judicial divisions of theSt. Louis County Circuit Court were consolidatedinto the Family Court of St. Louis County under thedirection of an Administrative Judge. Judges andCommissioners assigned to these divisionsexclusively hear cases involving children andfamilies. Their training and experience equip themto deal with all types of family issues.Hearings within the Family Court are conducted intwo separate buildings located in Clayton. Juvenilematters are heard at the Family Court Center onBrentwood Boulevard. This facility also houses theJuvenile Detention Center and various staff offices.Non‐juvenile matters are primarily conducted at theCircuit Courthouse in downtown Clayton.In addition to hearing cases, the Family Court alsoprovides numerous support services for thosecoming to the attention of the Court. Individual andgroup counseling, probationary services, parenteducation classes and restitution programs areexamples of the many programs offered.The Family Court operates under the principal of“one Family – one Judge.” All matters involving aparticular family are assigned to the same Judge orCommissioner whenever possible, bringingincreased continuity and consistency to the judicialprocess.The Court has sole authority to hear a variety ofcases including domestic relations actions, motionsto modify, adult abuse cases and juvenileproceedings. In addition, it handles some mattersreferred from other non‐Family Court divisions,such as guardianships transferred from the ProbateDivision.- 171 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF JUDICIAL ADMINISTRATIONPERFORMANCE MEASURESCircuit and Associate Cases Pending asof June 30 (using State’s fiscal yearfigures)Circuit & Associate Cases Filed (usingState’s fiscal year figures)Funds Received in the Registry of Court(millions)2007 Actual 2008 Actual 2009 Actual2010Estimated2011Projected46,696 56,685 55,958 58,000 60,000103,788 101,331 106,534 108,000 110,000$61.7 $45.4 $58.2 $80.0 $80.0Jury Trials 201 175 196 200 200Service of Civil Process 114,622 135,730 178,080 160,000 175,000Detention Center Admissions 1,020 1,261 1,075 1,000 1,100Juvenile Court Referrals 12,044 11,651 11,275 11,500 11,500Lakeside Residential Admissions 77 92 94 90 90Drug Court Participants 68 60 93 150 150- 172 -

DEPARTMENT OF JUDICIAL ADMINISTRATIONDEPARTMENT ORGANIZATION- 173 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF JUDICIAL ADMINISTRATIONBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryCourt En Banc $ 2,321.9 $ 2,793.0 $ 2,124.1 $ 2,365.0 $ 2,365.0 $ 2,365.3 $ 2,365.3 $ 2,365.3Sheriff 4,424.3 4,521.9 4,770.4 5,065.5 5,065.5 5,101.1 5,101.1 5,101.1Ci rcuit Clerk 2,439.6 983.1 1,128.7 2,229.8 2,229.8 2,234.3 2,234.3 2,234.3Family Court 13,562.8 13,762.5 14,106.0 14,210.6 14,210.6 14,274.7 14,274.7 14,274.7Total $ 22,748.6 $ 22,060.5 $ 22,129.3 $ 23,871.0 $ 23,871.0 $ 23,975.5 $ 23,975.5 $ 23,975.5Expenditure Category SummarySalaries and Wages $ 12,857.0 $ 13,278.5 $ 13,587.9 $ 13,621.1 $ 13,621.1 $ 13,563.2 $ 13,563.2 $ 13,563.2Payroll Fringes 4,492.9 4,390.6 5,076.6 5,322.0 5,322.0 5,621.1 5,621.1 5,621.1Purchased Services 3,263.7 2,187.6 1,515.3 2,284.5 2,279.3 2,195.3 2,195.3 2,195.3Commodities and Supplies 876.1 898.9 763.4 876.7 868.6 895.8 895.8 895.8Personal Allowances 639.8 665.1 669.1 851.1 851.1 861.1 861.1 861.1Other Expenses 190.2 202.9 235.1 215.6 215.6 138.9 138.9 138.9Transfer Payments 209.4 167.6 98.1 139.5 138.5 126.8 126.8 126.8Capital Outlays 219.5 269.4 183.8 560.3 574.8 573.2 573.2 573.2Expenditure Offset ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐Total $ 22,748.6 $ 22,060.5 $ 22,129.3 $ 23,871.0 $ 23,871.0 $ 23,975.5 $ 23,975.5 $ 23,975.5Fund SummaryGeneral Fund $ 22,748.6 $ 22,060.5 $ 22,129.3 $ 23,871.0 $ 23,871.0 $ 23,975.5 $ 23,975.5 $ 23,975.5Total $ 22,748.6 $ 22,060.5 $ 22,129.3 $ 23,871.0 $ 23,871.0 $ 23,975.5 $ 23,975.5 $ 23,975.5Position SummaryCourt En Banc 17 17 18 18 18 16 16 16Sheriff 99 101 101 101 101 101 101 101Ci rcuit Clerk 2 6 6 6 6 6 6 6Family Court 238 239 247 247 235 234 234 234Total 356 363 372 372 360 357 357 357- 174 -

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Department of JusticeServicesHerbert Bernsen, Directorwww.stlouisco.com/JusticeServices(314) 615‐4763OVERVIEWDepartment MissionThe mission of the Department of Justice Services isto serve and protect the community by providingcustody, supervision and guidance to those personswho, by State statute and County ordinance, aremandated to County jurisdiction.Strategic Priorities Continue to develop strategies with Judges,Prosecutors, Public Defenders, Police andJustice Services to expedite cases andimplement a Pre‐trial Program to assist inreducing the inmate population. Meet the American Corrections Association 4 thEdition of Performance Based Standards forAdult Local Detention Facilities for recertification. Continue to explore the critical hiring needs ofthe department in order to meet safety andsecurity priorities. Through the use of tours, continue toencourage citizens (high schools, colleges,professional organizations) to become familiarwith the responsibilities and services providedby the jail and the Department of JusticeServices. Continue to seek funding through availablegrants such as the recently awarded MentalHealth Release Assistance Act from the Bureauof Justice Assistance.Department Products and ServicesJustice Services provides: A safe, secure and humane environment for thecommunity, staff and inmates. An environment which encourages and providesresources for each inmate to better themselvesphysically, vocationally, socially andacademically, while incarcerated.Educational, vocational, recreational andreligious programs.Constructive supervision and leadership todevelop staff.Employment of a professional, consistent andcreative approach to “Direct SupervisionManagement” to include progressive training,education and promotional opportunities forJustice Services’ Staff.Opportunity for inmates to improve theirbehavior and lifestyle before returning to thecommunity.Buzz Westfall Justice CenterDepartment Resources Employed2010Adj.Approp2011AdoptedApprop2009($ in thousands) ActualStaffing (Positions) 350 340 336Resources Required $22,862.7 $23,047.3 $22,954.5(‐) Program Revenue 6,181.7 7,823.2 6,930.2(‐) Dedicated Funds 0.0 0.0 0.0(=) Net Cost to County $16,681.1 $15,224.0 $16,024.3- 176 -

DEPARTMENT OF JUSTICE SERVICESMAJOR ACCOMPLISHMENTS Achieved national accreditation from theAmerican Correctional Association’sCommission on Accreditation in August 2010.The St. Louis County Jail is proud to be the onlyaccredited corrections facility in the state ofMissouri. Implemented a new inmate commissaryordering system that requires inmates to utilizecomputer kiosks for placing orders. Deposits toinmate accounts are also accomplished bymembers of the public using a jail lobby kiosk,phone or via internet. As a result valuable stafftime is allocated to other priorities. The Community Corrections Division initiated aPre‐Trail Release Program and is activelyassessing inmates for placement on theProgram in order to alleviate jail overcrowding. Continued to upgrade the facility’s SecurityElectronic System. Awarded a Bureau of Justice Assistance grantand is partnering with BJC Health Systems tofacilitate the Justice and Mental HealthCollaboration Program in order to offeraftercare services to inmates with mentalhealth issues who are released prior toassessment by the Mental Health Team. Clients participating and successfullycompleting the Municipal Mental Health CourtProgram had a 17.4% rearrest rate the first yearfollowing discharge. The Electronic Home Detention (EHD) Programcontinues to experience growth which results inless jail overcrowding. Awarded a Residential Substance AbuseTreatment (RSAT) grant from MissouriDepartment of Mental Health in order toprovide one additional counselor for theChoices Drug Treatment Program. Clientsparticipating and successfully completing theChoices Program had a rearrest rate of 31.4%their first year after completing the program.Justice Services is participating in a grantthrough Missouri Department of Public Safetyto assist in the department’s after care programfor released Choices inmates.Ninety‐six (96) inmates successfully passed theGED test; 165 inmates completed the “Choices”Drug Treatment Program; Volunteerscompleted 10,497 hours of service to thepopulation; the Institutional Workers provided180,720 hours of work in the kitchen, laundryand facility maintenance.$23.5$23.0$22.5$22.0$21.5$21.0$20.52007Expend5‐Year Summary of Resources2008ExpendFunding ($ in millions)2009Expend2010 AdjApprop.2011AdoptedApprop.6.0%5.0%4.0%3.0%2.0%1.0%0.0%% of Operating Budget2011 BUDGET HIGHLIGHTS Defunded three positions, and one position willbe funded only a partial year. Utilization of profits from the InmateCommissary Fund for inmate education,recreation and religious needs. Additional use of the Security Fund for essentialsecurity related items.2011 UNFUNDED PRIORITIES Installations of carpet in housing units. Installation of camera/recording system in thewarehouse, law enforcement lobby andbonding area. Installation of new benches in the Intake OpenSeating area.- 177 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF JUSTICE SERVICESPROGRAMS/DIVISIONSOperations17%2011 Allocation of ResourcesCommunityCorrections4%Admin.7%Security72%AdministrationThe Administrative Division is responsible for theoverall management of the department. The basicmission of the department is to provide a safe,secure and humane environment for thecommunity, staff and inmates. Part of thedepartment’s mission is to return inmates to thecommunities who have been given the opportunityto improve their behavior and lifestyle.SecurityThe Security Division is responsible for the overallsecurity of the Justice Center. These responsibilitiespertain to the processing of all arrested personsconveyed to the Intake Center including arrest dataentry, warrant data, record checks, fingerprinting,mug shots, inmate classification and inmate releaseauthorization; supervision of all inmate movementto county courts, clinics, hospital transfers andinmate transport to state prisons; all managementand supervision for confined inmates; inmateproperty control and records management,coordination of professional and/or family visitationfor inmates; bond collections and processing;facility emergency responses and supervision ofarmory and staff weapons training.OperationsThe Operations Division is responsible for all JusticeServices support functions and Inmate Programs.Justice Services’ support functions include humanresource management, fiscal management,accreditation, management information systems,security electronics, safety and sanitationcoordination, commissary, food services, buildingmaintenance, and staff training and development.Inmate programs and services, religious activities,legal and general library, mental health counselingand substance abuse programming are alsoprovided by the Operations Staff with the supportof community volunteers.Community CorrectionsThe Division of Community Corrections isresponsible for providing community‐basedsentence alternatives for the Twenty‐First JudicialCourt as well as the St. Louis County MunicipalCourts. The division consists of an ElectronicMonitoring Program, Day Reporting Program,Alternative Community Services Program, MentalHealth Court, Probation Supervision, Victim ImpactPanel and Defensive Driving Program.- 178 -

DEPARTMENT OF JUSTICE SERVICESPERFORMANCE MEASURES2007Actual2008Actual2009Actual2010Estimated2011ProjectedBookings 29,932 30,474 30,411 34,040 35,100Admissions 12,191 12,929 13,118 14,316 14,410Average Daily Population 1,114 1,186 1,157 1,190 1,195Inmates Completing the Choices DrugProgram 164 165 151 160 160Inmates Passing the GED Test 83 91 96 107 110- 179 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF JUSTICE SERVICESDEPARTMENT ORGANIZATIONCounty ExecutiveChief OperatingOfficerDirector ofJustice ServicesAssistantDirector ofJustice ServicesSecurityOperationsCommunityCorrectionsTransportationFiscal / HumanResourcesProbationSupervisionIntake andReleaseInformationTechnologyDay ReportingPerimeter andInternal SecurityTraining andDevelopmentCommunityServicesInmateClassificationInmateTreatment /ProgramsDefensiveDrivingBondingAccreditationMental HealthCourtInmateSupervisionFood ServiceElectronicSupervisionInmate Services- 180 -

DEPARTMENT OF JUSTICE SERVICESBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryOperations $ 3,579.8 $ 3,787.2 $ 3,857.1 $ 3,955.7 $ 3,940.7 $ 3,859.6 $ 3,817.6 $ 3,817.6Security 15,260.9 15,925.5 16,280.4 16,469.4 16,469.4 16,635.6 16,527.8 16,527.8Administration 1,831.1 1,808.1 1,751.6 1,643.4 1,658.4 1,553.8 1,553.8 1,553.8Community Corrections 905.2 952.4 973.8 978.8 978.8 1,055.3 1,055.3 1,055.3Total $ 21,576.9 $ 22,473.3 $ 22,862.7 $ 23,047.3 $ 23,047.3 $ 23,104.3 $ 22,954.5 $ 22,954.5Expenditure Category SummarySalaries and Wages $ 13,482.6 $ 14,157.2 $ 14,026.6 $ 14,018.0 $ 14,018.0 $ 13,795.5 $ 13,732.8 $ 13,732.8Payroll Fringes 4,891.5 5,007.6 5,645.6 5,666.7 5,666.7 5,999.4 5,981.8 5,981.8Purchased Services 529.6 530.7 506.2 483.4 483.4 488.1 488.1 488.1Commodities and Supplies 1,897.3 2,125.9 2,146.9 2,303.5 2,303.5 2,275.4 2,206.8 2,206.8Personal Allowances 213.8 228.3 246.0 239.0 239.0 270.7 270.7 270.7Other Expenses 315.7 295.7 182.2 164.4 164.4 158.1 158.1 158.1Transfer Payments 70.4 60.9 43.7 52.0 52.0 52.0 52.0 52.0Capital Outlays 176.0 66.9 65.6 120.3 120.3 65.0 64.2 64.2Expenditure Offset ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐Total $ 21,576.9 $ 22,473.3 $ 22,862.7 $ 23,047.3 $ 23,047.3 $ 23,104.3 $ 22,954.5 $ 22,954.5Fund SummaryGeneral Fund $ 21,576.9 $ 22,473.3 $ 22,862.7 $ 23,047.3 $ 23,047.3 $ 23,104.3 $ 22,954.5 $ 22,954.5Total $ 21,576.9 $ 22,473.3 $ 22,862.7 $ 23,047.3 $ 23,047.3 $ 23,104.3 $ 22,954.5 $ 22,954.5Position SummaryOperations 33 35 33 27 27 27 27 27Security 270 288 285 278 282 279 279 279Administration 16 17 17 15 16 15 15 15Community Corrections 15 15 15 15 15 15 15 15Total 334 355 350 335 340 336 336 336- 181 -FISCAL YEAR 2011ADOPTED BUDGET

Municipal CourtRenee Hines‐Tyce, Directorwww.stlouisco.com/municourt(314) 615‐8761OVERVIEWDepartment MissionThe Municipal Court’s mission is to provide efficientCourt related customer services to the citizens of St.Louis County and assist those citizens in their effortsto resolve violations resulting from the adjudicationof court cases filed.Strategic Priorities Increase timeliness and accuracy of informationprovided to the public and other governmentagencies. Expand case processing activities to includecomprehensive use of information technology.Department Products and ServicesThe Municipal Court processes case files andrecords that result from violations of the St. LouisCounty Revised Ordinances. Judges hear docketcases, and direct and determine violator and casedispositions. Administrative staff plan, coordinate,assign and supervise all functions and activities ofthe Court. Clerical staff receive, file, docket andclose case files and records. In addition, they collectreceipts and deposit all payments of fines, fees andcourt costs.Department Resources Employed2010Adj.Approp.2011AdoptedApprop2009($ in thousands) ActualStaffing (Positions) 33 28 28Resources Required $1,860.7 $2,124.3 $2,046.9(‐) Program Revenue 5,195.6 5,151.0 5,151.0(‐) Dedicated Funds 0.0 0.0 0.0(=) Net Cost to County ($3,334.9) ($3,026.7) ($3,104.1)*Program Revenue collected in excess of resources requiredbecomes part of the fund balance of the General FundMAJOR ACCOMPLISHMENTS Completed transition to the Municipal CourtOperations Management System (MCOMS). Reduced occurences of misfiles. Reduced storage needs. Increased levels of customer service.$2.5$2.0$1.5$1.0$0.5$0.02007Expend5‐Year Summary of Resources2008Expend2009Expend2010 AdjApprop.2011AdoptedApprop.0.6%0.5%0.4%0.3%0.2%0.1%0.0%Funding ($ in millions)% of Operating BudgetWest County Municipal Court- 182 -

MUNICIPAL COURT2011 BUDGET HIGHLIGHTS One position will be defunded in 2011 andvarious operating expenses were eliminated inorder to reduce total department operatingcosts.2011 UNFUNDED PRIORITIES Resources to continue to enhance the Court’sability to efficiently and effectively usetechnology (ie., Credit/Debit card payments,interfaces to other agencies).PERFORMANCE MEASURES2007Actual2008Actual2009Actual2010Estimated2011ProjectedViolations Filed with Court 70,000 70,000 70,000 80,000 80,000Parking Violations Filed 25,000 25,000 25,000 20,000 20,000Cases Docketed for Hearing 400‐600 400‐600 500‐800 600‐800 600‐800Cases Concluded/Closed 56,000 56,000 56,000 56,000 56,000Paper Documents Processed 300,000 300,000 300,000 200,000 200,000DEPARTMENT ORGANIZATIONJudges(All Divisions)Director / CourtAdministrator'sOffice and StaffCentral DivisionCourt Office Staffand ServicesNorth DivisionCourt Office Staffand ServicesSouth DivisionCourt Office Staffand ServicesWest DivisionCourt Office Staffand Services- 183 -FISCAL YEAR 2011ADOPTED BUDGET

ST. LOUIS COUNTY MUNICIPAL COURTBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryMunicipal Court $ 1,649.1 $ 1,564.0 $ 1,860.7 $ 2,124.3 $ 2,124.3 $ 2,034.5 $ 2,046.9 $ 2,046.9Total $ 1,649.1 $ 1,564.0 $ 1,860.7 $ 2,124.3 $ 2,124.3 $ 2,034.5 $ 2,046.9 $ 2,046.9Expenditure Category SummarySalaries and Wages $ 963.2 $ 959.7 $ 955.4 $ 952.5 $ 952.5 $ 916.6 $ 892.0 $ 892.0Payroll Fringes 310.4 298.9 328.6 356.5 356.5 371.1 358.2 358.2Purchased Services 267.9 171.9 501.9 738.7 739.6 681.5 731.5 731.5Commodities and Supplies 18.2 26.8 29.1 28.5 30.7 25.4 25.4 25.4Personal Allowances 10.7 11.1 6.4 6.3 6.3 6.4 6.4 6.4Other Expenses 3.3 4.2 5.0 4.4 4.4 3.0 3.0 3.0Transfer Payments 38.6 66.6 25.4 29.7 26.7 30.4 30.4 30.4Capital Outlays 36.9 24.7 8.9 7.6 7.6 ‐ ‐ ‐Expenditure Offset ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐Total $ 1,649.1 $ 1,564.0 $ 1,860.7 $ 2,124.3 $ 2,124.3 $ 2,034.5 $ 2,046.9 $ 2,046.9Fund SummaryGeneral Fund $ 1,649.1 $ 1,564.0 $ 1,860.7 $ 2,124.3 $ 2,124.3 $ 2,034.5 $ 2,046.9 $ 2,046.9Total $ 1,649.1 $ 1,564.0 $ 1,860.7 $ 2,124.3 $ 2,124.3 $ 2,034.5 $ 2,046.9 $ 2,046.9Position SummaryMunicipal Court 33 33 33 28 28 29 28 28Total 33 33 33 28 28 29 28 28- 184 -

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County PoliceColonel Tim Fitch, Chiefwww.stlouisco.com/police(314) 889‐2341OVERVIEWDepartment MissionThe mission of the St. Louis County PoliceDepartment is to work cooperatively with thepublic, and within the framework of theConstitution to enforce the laws, preserve thepeace, reduce fear and provide a safe environmentin our neighborhoods.Strategic Priorities Reduce crime, and the perception of crime,within the department’s service areas. Enhance neighborhood policing efforts. Increase citizen satisfaction. Increase employee satisfaction. Enhance emergency preparedness initiatives toensure the department’s readiness to properlyreact and respond to a major emergency.Department Products and ServicesThe Police Department provides law enforcementservices to the citizens of St. Louis County. Thisincludes responding to 911 calls, deterring crimethrough visible patrol services, and investigatingcrimes occurring in the county. In addition, thePolice Department provides countywide lawenforcement services such as Tactical Operations,Metro Air Support, Police Crime Laboratoryservices, and Crime Scene/Investigative services forserious crimes against persons and property.St. Louis County Police Department Headquarters in ClaytonDepartment Resources Employed2010Adj.Approp2011AdoptedApprop2009($ in thousands) ActualStaffing (Positions) 1,005 1,015 1,017Resources Required $88,604.6 $87,989.9 $87,673.8(‐) Program Revenue 18,391.8 18,595.1 18,542.2(‐) Dedicated Funds 250.9 250.0 250.0(=) Net Cost to County $69,961.9 $69,144.8 $68,881.6MAJOR ACCOMPLISHMENTSThe Police Department is proud to recognize thefollowing accomplishments in 2010: The Part I crimes reported for 2010 are down1.5% as compared to 2009. Clearance rates forPart I crimes, both Crimes against Persons andProperty Crimes, continue to exceed thenational average. Part I offenses are dividedinto two categories: violent and propertycrimes. Aggravated assault, forcible rape,murder, and robbery are classified as violentwhile arson, burglary, larceny‐theft, and motor- 186 -

COUNTY POLICEvehicle theft are classified as property crimes.Part I offenses are defined as the most seriouscrimes and are reported to law enforcementagencies nationwide.Response times to emergency calls for servicehave decreased by 5.5%, to under 5 minutes.This is the result of a staffing reorganization toplace more officers in each precinct.The Bureau of Communications receivedaccreditation by the Commission onAccreditation for Law Enforcement Agencies(CALEA). As a result of this, the St. Louis CountyPolice Department was awarded the Tri‐ArcExcellence Award, becoming one of only fiveagencies internationally, and the first in thestate of Missouri to hold this distinction. Thisaward is only given to agencies that haveachieved the highest level of accreditation inlaw enforcement, training academies andcommunication centers.As in 2009, more than 90% of citizens surveyedindicate that the attitude and behavior of St.Louis County Police employees is good orexcellent.Employee satisfaction was the significant factorin a number of changes made to departmentoperations. These included a change to theovertime policy that allows employees tochoose between earning comp time andreceiving pay for overtime worked; the policyregarding the number of regular duty hours,overtime hours and secondary employmenthours an employee is permitted to work wasincreased; and a pilot program has beenimplemented after employees requested theopportunity to work 4 day/10 hour shifts.St. Louis County’s ability to efficiently andeffectively coordinate prompt response in amajor emergency has been enhanced throughthe approved funding for the St. Louis RegionalLand Mobile Communications Plan. This willallow for enhancements to the E911 system,coordination of communications between theCounty and municipal police and fire agencies,and construction of a new early warning sirensystem.$70.0$60.0$50.0$40.0$30.0$20.0$10.0$0.02007Expend5‐Year Summary of Resources2008Expend2009ExpendFunding ($ in millions)2010 AdjApprop.2011AdoptedApprop.16.0%14.0%12.0%10.0%8.0%6.0%4.0%2.0%0.0%% of Operating Budget2011 BUDGET HIGHLIGHTS Increased Metro Link contract by five officers. Fewer claims resulted in lower vehicleinsurance costs. Passage of Emergency CommunicationsNetwork sales tax will allow for sirenreplacement.2011 UNFUNDED PRIORITIES Technological advancements to include in‐carvideo system, computer upgrades, andelectronic ticketing. Relocation of the Bureau of Communicationsand the Office of Emergency Management tothe new Emergency CommunicationsCommission facility. Replacement of 21 police vehicles no longer ontrade‐in list due to budget constraints. New building/locations for the AfftonSouthwest and South County precinct stations. Driver training track to be utilized for policeemergency vehicle operations training.- 187 -FISCAL YEAR 2011ADOPTED BUDGET

COUNTY POLICEPROGRAMS/DIVISIONSThe Police Department includes the following fourdivisions that serve the citizens of St. Louis County:OperationalSupport19%2011 Allocation of ResourcesPatrol53%CriminalInvestigation16%SpecialOperations12%Division of PatrolThe Division of Patrol is responsible for respondingto calls for service. This division is comprised of theseven patrol precincts, located throughout St. LouisCounty, whose personnel respond to emergencyand non‐emergency calls for service, provide trafficenforcement, and present a visible deterrent tocrime while patrolling neighborhoods andbusinesses. Through the use of NeighborhoodPolicing officers, assigned to each of the precincts, apartnership is established between the departmentand the communities it serves. These partnerships,supported by various community policing initiatives,help strengthen community commitment andparticipation in crime prevention and reductionstrategies. It also includes specialized unitsdesigned to target various areas of concern,including the Patrol Ancillary Services Unit.Division of Special OperationsThe Division of Special Operations is responsible forassisting the precincts with combating criminalactivity through specialized resources of thedepartment, including support from the following:Tactical Operations, Metro Air Support, Canine Unit,and the Highway Safety Unit. This division alsoincludes the Office of Emergency Managementtasked with the responsibility of planning andresponding to various disasters, and the Bureau ofSecurity Services which provides security for variousSt. Louis County buildings.Division of Criminal InvestigationsThe Division of Criminal Investigations is responsiblefor investigating criminal activity. It includesspecialized bureaus assigned to identify, investigateand dismantle drug trafficking organizations;investigate burglary offenses; investigatehomicides; investigate crime scenes; analyzeforensic and fingerprint evidence and transportprisoners.Division of Operational SupportThe Division of Operational Support is responsiblefor providing technical and administrative supportto the department. The most evident service tocitizens is the Bureau of Communications, whichreceives and responds to 911 calls. It also includesthe Bureau of Professional Standards, whichensures the integrity of the department byinvestigating any complaints against thedepartment. This division also includes the Countyand Municipal Police Academy, Bureaus of StaffServices, Computer Services, and Central PoliceRecords.- 188 -

COUNTY POLICEPERFORMANCE MEASURES2007 2008 2009 2010 2011Actual Actual Actual Estimated ProjectedPart I Crimes 12,067 12,642 11,084 10,918 10,918Response Time (in minutes) to Emergency Callsfor ServiceN/A 5.42 5.27 4.98 4.98Self‐Initiated Activities 53,171 98,609 115,515 144,600 144,600Traffic Citations Issued 46,678 52,365 57,920 63,132 68,800Arrests 20,085 19,144 20,861 21,711 23,000- 189 -FISCAL YEAR 2011ADOPTED BUDGET

COUNTY POLICE- 190 -

COUNTY POLICEBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryAdministration $ 1,760.1 $ 1,833.0 $ 2,211.7 $ 1,942.6 $ 1,942.6 $ 2,224.2 $ 2,224.2 $ 2,224.2Emergency Management 810.6 879.6 1,006.3 822.8 822.8 693.2 693.2 693.2Security Services 3,700.3 3,787.2 4,049.8 3,657.3 3,657.3 3,359.7 3,359.7 3,359.7Patrol 39,918.6 42,340.3 46,209.7 45,442.2 45,617.2 46,797.6 46,797.6 46,797.6Helicopter Operations 589.3 590.3 599.2 594.8 594.8 532.5 532.5 532.5Police Air Support Unit 274.8 225.6 250.9 250.0 250.0 250.0 250.0 250.0Special Operations 5,475.7 5,613.7 5,535.2 5,544.0 5,545.9 5,238.2 5,238.2 5,238.2Criminal Investigation 8,569.6 9,049.3 9,232.5 9,246.9 9,246.9 8,126.4 8,126.4 8,126.4Criminal Identification 5,696.9 5,726.5 5,878.1 5,854.9 5,854.9 5,938.6 5,938.6 5,938.6Operational Support 11,801.3 12,587.9 12,446.6 13,172.9 13,174.3 13,382.3 13,382.3 13,382.3Police Academy 1,086.3 1,130.9 1,184.6 1,283.4 1,283.4 1,131.2 1,131.2 1,131.2Total $ 79,683.6 $ 83,764.3 $ 88,604.6 $ 87,811.6 $ 87,989.9 $ 87,673.8 $ 87,673.8 $ 87,673.8Expenditure Category SummarySalaries and Wages $ 50,097.8 $ 53,844.8 $ 55,237.3 $ 53,776.9 $ 53,776.9 $ 53,248.3 $ 53,248.3 $ 53,248.3Payroll Fringes 17,262.2 17,539.6 19,496.0 20,230.4 20,230.4 20,973.5 20,973.5 20,973.5Purchased Services 5,191.6 5,364.8 5,568.4 5,371.8 5,368.6 5,500.9 5,500.9 5,500.9Commodities and Supplies 2,675.6 3,197.6 2,786.2 3,217.2 3,225.3 3,207.5 3,207.5 3,207.5Personal Allowances 418.5 371.6 321.0 421.2 422.6 451.3 451.3 451.3Other Expenses 1,236.6 1,134.7 1,845.9 2,658.0 2,661.3 2,178.8 2,178.8 2,178.8Transfer Payments 919.2 1,076.8 1,365.1 1,013.4 1,011.6 1,056.4 1,056.4 1,056.4Capital Outlays 2,490.9 1,843.1 2,044.8 1,182.7 1,353.2 1,181.1 1,181.1 1,181.1Expenditure Offset (608.8) (608.7) (60.0) (60.0) (60.0) (123.9) (123.9) (123.9)Total $ 79,683.6 $ 83,764.3 $ 88,604.6 $ 87,811.6 $ 87,989.9 $ 87,673.8 $ 87,673.8 $ 87,673.8Fund SummaryGeneral Fund $ 79,408.8 $ 83,538.7 $ 88,353.7 $ 87,561.6 $ 87,739.9 $ 87,423.8 $ 87,423.8 $ 87,423.8Police Air Support Pgm Fund 274.8 225.6 250.9 250.0 250.0 250.0 250.0 250.0Total $ 79,683.6 $ 83,764.3 $ 88,604.6 $ 87,811.6 $ 87,989.9 $ 87,673.8 $ 87,673.8 $ 87,673.8- 191 -FISCAL YEAR 2011ADOPTED BUDGET

COUNTY POLICE2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Position SummaryAdministration 15 14 14 14 18 18 18 18Emergency Management 10 10 10 8 8 8 8 8Security Services 64 63 63 63 60 60 60 60Patrol 472 482 496 502 531 531 531 531Helicopter Operations 6 6 6 6 6 6 6 6Special Operations 68 68 68 68 53 58 58 58Criminal Investigation 109 109 110 110 94 94 94 94Criminal Identification 66 67 67 67 72 71 71 71Operational Support 169 170 161 161 164 162 162 162Police Academy 11 12 10 10 9 9 9 9Total 989 1,001 1,005 1,009 1,015 1,017 1,017 1,017- 192 -

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Office of the ProsecutingAttorneyRobert P. McCulloch, Prosecuting Attorneywww.stlouiscopa.com(314) 615‐2600OVERVIEWDepartment MissionThe Prosecuting Attorney represents the citizens ofSt. Louis County by fairly and effectively prosecutingcases of alleged violations, by promoting publicsafety, and by advocating and protecting the rightsof victims.Strategic Priorities Successfully prosecute criminal casesinvestigated in St. Louis County. Advance and protect rights of victims byadvocating and collecting restitution for victims. Advance and protect the rights of children bycollecting child support. Promote the public welfare by collectingdelinquent taxes and bad checks, and byhandling asset forfeiture suits.Department Products and ServicesAs the chief law enforcement official of the largestcounty in the state, the Prosecuting Attorney leadsa team of dedicated professionals who haveprosecuted and convicted some of Missouri's mostviolent and dangerous felons. In addition tocriminal prosecutions, the office enforces childsupport, bad check collection and repayment,provides for asset forfeiture, and seeks payment ofdelinquent taxes. The department also provides avariety of services to victims of crime in St. LouisCounty, including supportive counseling and crisisintervention.Prosecuting Attorney Bob McCulloch demonstratesbullet trajectoryDepartment Resources Employed2010Adj.Approp2011AdoptedApprop2009($ in thousands) ActualStaffing (Positions) 95 96 96Resources Required $8,168.0 $8,476.8 $8,439.0(‐) Program Revenue 2,085.8 1,912.7 2,175.0(‐) Dedicated Funds 0.0 0.0 0.0(=) Net Cost to County $6,082.2 $6,564.1 $6,264.0MAJOR ACCOMPLISHMENTS Collection of $1.81 million in restitution forvictims of crime in 2009. Collection of over $1.1 million in restitution forthe first seven months of 2010.- 194 -

PROSECUTING ATTORNEY$8.6$8.4$8.2$8.0$7.8$7.6$7.4$7.2$7.02007Expend5‐Year Summary of Resources2008ExpendPROGRAMS/DIVISIONS2009ExpendFunding ($ in millions)2010 AdjApprop.2011AdoptedApprop.5.0%4.0%3.0%2.0%1.0%0.0%% of Operating BudgetCivil DivisionThe Civil Division collects child support, delinquenttaxes and bad checks. The Civil Division also filesand handles asset forfeiture suits.Criminal DivisionThe Criminal Division prosecutes criminal traffic,misdemeanor and felony cases. The felony casesenter the Division through the Warrant Office,proceed through the Associate Circuit Trial Staff orthe Grand Jury to the Circuit Trial Staff forprosecution. Attorneys, investigators and supportpersonnel staff the Criminal Division.Victim Services DivisionThe Victim Services Division provides services tovictims, including emotional support and crisisintervention, referrals to agencies, and informsvictims on court hearings, orders of protection,victim impact statements and victim crimecompensation. Advocates accompany victims tohearings and offer the use of victimaccommodations in the courthouse.PERFORMANCE MEASURES2007Actual2008Actual2009Actual2010Estimated2011ProjectedRestitution Collected (in millions) $1.42 $1.65 $1.81 $1.82 $1.85Criminal Cases Issued 9,557 8,909 10,068 10,100 10,125Search Warrant Applications 240 273 281 290 300- 195 -FISCAL YEAR 2011ADOPTED BUDGET

PROSECUTING ATTORNEYDEPARTMENT ORGANIZATION- 196 -

PROSECUTING ATTORNEYBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryProsecuting Attorney $ 7,495.5 $ 7,802.7 $ 8,168.0 $ 8,476.8 $ 8,476.8 $ 8,439.0 $ 8,439.0 $ 8,439.0Total $ 7,495.5 $ 7,802.7 $ 8,168.0 $ 8,476.8 $ 8,476.8 $ 8,439.0 $ 8,439.0 $ 8,439.0Expenditure Category SummarySalaries and Wages $ 5,427.9 $ 5,667.8 $ 5,833.2 $ 5,995.3 $ 5,995.3 $ 5,987.8 $ 5,987.8 $ 5,987.8Payroll Fringes 1,635.2 1,669.5 1,954.7 2,146.7 2,146.7 2,153.6 2,153.6 2,153.6Purchased Services 163.7 153.6 154.3 153.3 153.3 122.5 122.5 122.5Commodities and Supplies 41.3 43.1 38.0 41.5 41.5 18.5 18.5 18.5Personal Allowances 65.3 72.2 74.3 75.9 75.9 85.6 85.6 85.6Other Expenses 77.7 63.2 57.9 63.8 63.8 55.6 55.6 55.6Transfer Payments 106.4 133.2 39.1 49.6 49.6 43.8 43.8 43.8Capital Outlays 24.3 ‐ 16.6 ‐ ‐ 20.9 20.9 20.9Expenditure Offset (46.4) ‐ ‐ (49.2) (49.2) (49.2) (49.2) (49.2)Total $ 7,495.5 $ 7,802.7 $ 8,168.0 $ 8,476.8 $ 8,476.8 $ 8,439.0 $ 8,439.0 $ 8,439.0Fund SummaryGeneral Fund $ 7,495.5 $ 7,802.7 $ 8,168.0 $ 8,476.8 $ 8,476.8 $ 8,439.0 $ 8,439.0 $ 8,439.0Total $ 7,495.5 $ 7,802.7 $ 8,168.0 $ 8,476.8 $ 8,476.8 $ 8,439.0 $ 8,439.0 $ 8,439.0Position SummaryProsecuting Attorney 91 94 95 95 96 96 96 96Total 91 94 95 95 96 96 96 96- 197 -FISCAL YEAR 2011ADOPTED BUDGET

Emergency CommunicationsCommissionChief William Karabas, ChairmanDavid Barney, Directorwww.stlouisco.com(314) 615-2562OVERVIEWDepartment MissionThe St. Louis County Emergency CommunicationsCommission (ECC) was formed to provide acoordinated council of department leaders frompublic safety agencies and local governmententities, with an emphasis on providinginteroperable communications that would allowfirefighters, EMS, police, and other groups to bettermanage incidents by sharing vital information in arapid fashion.The Emergency Communications Fund was createdin 2010 to record revenues received from thecountywide 0.10% sales tax approved by St. LouisCounty voters on November 3, 2009. Revenuesfrom this tax shall be used to establish, operate, andmaintain an emergency communications systemwithin the County.Strategic Priorities• Complete the installation of 185 siren units.• Award procurement contracts for the 9-1-1 andradio projects.Department Products and ServicesThe Emergency Communications Commission isresponsible for providing countywide interoperableradio communications, as well as upgrading 9-1-1communications in the County, and replacing theaging network of emergency warning sirens. Thedirector and other staff assigned to carry out theresponsibilities of the ECC are organized under theDivision of Operational Support in the St. LouisCounty Police Department.The 2011 budget includes $1.9 million to fundrequired debt service payments for $119.2 millionof Emergency Communication Special ObligationBonds (Series 2010 A/B) which were issued in April2010.Department Resources Employed$4.0$3.5$3.0$2.5$2.0$1.5$1.0$0.5$0.02007Expend5-Year Summary of Resources2008ExpendFunding ($ in millions)2009Expend2010Adj.Approp2009($ in thousands) ActualStaffing (Positions) 2 62010 AdjApprop.2011AdoptedApprop.2011AdoptedAppropResources Required $2,004.7 $4,941.5(-) Program Revenue 0.0 0.0(-) Dedicated Funds 10,262.5 13,683.3(=) Net Cost to County ($8,257.8) ($8,741.8)MAJOR ACCOMPLISHMENTS• Awarded the contract for the new EmergencyWarning Siren Network and work began oninstallation of new siren units.• Began the procurement process for the 9-1-1and radio projects.% of Operating Budget2.0%1.5%1.0%0.5%0.0%- 198 -

EMERGENCY COMMUNICATIONS COMMISSIONDEPARTMENT ORGANIZATIONEmergencyCommunicationsCommission (ECC)ECC DirectorSt. Louis CountyPoliceDepartment9-1-1 OperationsSiren SystemInfrastructureRadio OperationsECC ProjectsInformationSupport- 199 -FISCAL YEAR 2011ADOPTED BUDGET

EMERGENCY COMMUNICATIONS COMMISSIONBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryAdministration $ - $ - $ - $ - $ 1,869.4 $ 1,856.9 $ 1,856.9 $ 3,933.3Sirens - - - - 49.4 - - 106.7Telephone - - - - 85.9 - - 575.7Network-Radio - - - - - - - 325.8Total $ - $ - $ - $ - $ 2,004.7 $ 1,856.9 $ 1,856.9 $ 4,941.5Expenditure Category SummarySalaries and Wages $ - $ - $ - $ - $ 301.1 $ - $ - $ 442.9Payroll Fringes - - - - 183.5 - - 166.4Purchased Services - - - - 1,500.4 - - 1,985.0Commodities and Supplies - - - - - - - 39.0Personal Allowances - - - - 0.1 - - 10.8Other Expenses - - - - 1.5 1,856.9 1,856.9 2,007.3Trans fer Payments - - - - - - - 200.0Capital Outlays - - - - 18.0 - - 90.1Expenditure Offset - - - - - - - -Total $ - $ - $ - $ - $ 2,004.7 $ 1,856.9 $ 1,856.9 $ 4,941.5Fund SummaryEmergency Communications $ - $ - $ - $ - $ 2,004.7 $ 1,856.9 $ 1,856.9 $ 4,941.5Total $ - $ - $ - $ - $ 2,004.7 $ 1,856.9 $ 1,856.9 $ 4,941.5Position SummaryEmergency Communications - - - - 6 - - 6Total - - - - 6 - - 6- 200 -

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Fire Standards CommissionEveret L. Ballard, Directorwww.stlcofireacademy.com/Fire_Standards_Commission.html(314) 889-8690OVERVIEWDepartment MissionThe mission of the Fire Standards Commission is toensure that the citizens of St. Louis County receiveexceptional fire protection services by assuring thatfirefighters are trained to the finest education andsafety levels.Strategic Priorities• Continue to enhance the training program.• Operate and maintain a superior training andeducation facility.Department Products and ServicesThe Fire Standards Commission establishes andprovides minimum training and educationalstandards for firefighters, as mandated by the St.Louis County Charter. The Commission also issuesregulations for any person performing the duties ofa firefighter for any municipality, fire protectiondistrict or other public agency in St. Louis County.Department Resources Employed2010Adj.Approp2011AdoptedApprop2009($ in thousands) ActualStaffing (Positions) 2 2 2Resources Required $154.7 $166.2 $165.8(-) Program Revenue 0.0 0.0 0.0(-) Dedicated Funds 0.0 0.0 0.0(=) Net Cost to County $154.7 $166.2 $165.8MAJOR ACCOMPLISHMENTS• Finalized a new contract with the St. LouisCounty Fire Academy, Inc.5-Year Summary of Resources$0.20$0.15$0.10$0.05$0.002007Expend2008Expend2009Expend2010 AdjApprop.2011AdoptedApprop.0.20%0.15%0.10%0.05%0.00%Funding ($ in millions)% of Operating BudgetSt. Louis County Police & Fire Academy2011 UNFUNDED PRIORITIES• Parking lot paving in the amount of $475,000.• Resurfacing of outdoor running track in theamount of $35,000.- 202 -

FIRE STANDARDS COMMISSIONPERFORMANCE MEASURES2007Actual2008Actual2009Actual2010Estimated2011ProjectedTraining Program Inquiries Processed 1,000 1,000 1,300 1,300 1,300Information Brochures Distributed 900 900 1,200 1,200 1,200Self-Sponsored Student Applicants N/A N/A 350 350 375New-Hire Applicants 18 23 28 16 15- 203 -FISCAL YEAR 2011ADOPTED BUDGET

FIRE STANDARDS COMMISSIONBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryFire Standards Commission 169.8 136.4 154.7 166.2 166.2 165.8 165.8 165.8Total $ 169.8 $ 136.4 $ 154.7 $ 166.2 $ 166.2 $ 165.8 $ 165.8 $ 165.8Expenditure Category SummarySalaries and Wages $ 128.7 $ 101.9 $ 102.4 $ 102.5 $ 102.5 $ 102.1 $ 102.1 $ 102.1Payroll Fringes 38.6 32.5 37.4 39.1 39.1 39.4 39.4 39.4Purchased Services 1.0 0.1 - 15.6 15.6 14.2 14.2 14.2Commodities and Supplies 1.5 0.3 1.0 2.3 2.3 2.3 2.3 2.3Personal Allowances - - - - 0.1 0.5 0.5 0.5Other Expenses - - - 0.6 0.5 0.6 0.6 0.6Trans fer Payments - - 6.1 6.1 6.1 6.7 6.7 6.7Capital Outlays - 1.6 7.8 - - - - -Expenditure Offset - - - - - - - -Total $ 169.8 $ 136.4 $ 154.7 $ 166.2 $ 166.2 $ 165.8 $ 165.8 $ 165.8Fund SummaryGeneral Fund $ 169.8 $ 136.4 $ 154.7 $ 166.2 $ 166.2 $ 165.8 $ 165.8 $ 165.8Total $ 169.8 $ 136.4 $ 154.7 $ 166.2 $ 166.2 $ 165.8 $ 165.8 $ 165.8Position SummaryFire Standards Commission 2 2 2 2 2 2 2 2Total 2 2 2 2 2 2 2 2- 204 -

Chapter Summary2007ActualExpend.Parks & Recreation 24,828.8TOTAL 24,828.8Recreation & Culture(in thousands)2008ActualExpend.2009ActualExpend.2010AdjustedBudget2011AdoptedBudget$ $ 23,079.5 $ 23,703.1 $ 26,372.3 $ 25,950.3$ $ 23,079.5 $ 23,703.1 $ 26,372.3 $ 25,950.3Recreation & CultureExpenditures & Appropriations$28$27$26$25$24$23$22$21$202007 Expend 2008 Expend 2009 Expend 2010 Adj.Budget2011 AdoptedBudget8.0%7.5%7.0%6.5%6.0%5.5%5.0%Funding ($ in millions)% of Operating Budget- 205 -FISCAL YEAR 2011ADOPTED BUDGET

Department of Parksand RecreationLindsey Swanick, Directorhttp://www.stlouisco.com/parks/(314) 615‐4386OVERVIEWDepartment MissionThe Parks & Recreation Department provides highquality parks, facilities, and recreation services thatenhance residents’ lives through responsible andeffective management of resources.Strategic Priorities Provide safe, clean parks, and recreationalfacilities. Promote fitness through the use of parks andfacilities (trails, playgrounds, athletic fields.) Offer programs (Ice Grass Sledding and GoneFishing) and special events (Summer Splash,Winter Wonderland, and JB Blast) that provideunique and diverse experiences for all ages. Improve management of leases and contractswith vendors for athletic field use, easements,concessions, and special land‐uses. Enhance public relations by increasingeducation and service to citizens by promotingutilization of the Park Watch Hotline (314) 615‐ISEE (4733) and volunteer programs. Continue to work with not‐for‐profit partners inorder to provide unique cultural, historic, andeducational experiences.Department Products and ServicesThe Parks and Recreation Department is thesteward of 12,690 acres of developed andundeveloped land. The department providesfacilities, programs, and events that collaboratewith the community to offer diverse recreation,sport, and cultural programs for all ages andabilities. The department also provides safe parkexperiences by patrolling and responding to publicconcerns regarding trails, shelters, recreationcomplexes, and other public areas and byeffectively planning, designing, and deliveringcapital improvement and renovation projects bycontracting with outside firms or constructinginternally by trades staff.Department Resources Employed($ in thousands) 2009Actual2010Adj.Approp2011AdoptedAppropStaffing (Positions) 492 489 483Resources Required $23,703.1 $26,372.3 $25,950.3(‐) Program Revenue 2,786.1 2,388.0 2,424.8(‐) Dedicated Funds 0.0 0.0 0.0(=) Net Cost to County $20,917.0 $23,984.3 $23,525.52010 Laumeier Spring Art FairMAJOR ACCOMPLISHMENTS Dedication of the $1.6 million renovation of theNorth County Recreation Complex and initiatingPhase II, $476,000. Winter Wonderland Walk, successful new eventwith 2,000 people walking through Tilles Park,generating revenue of $9,000. Dedication of Phase II of the Sylvan Spring’sskate park. Applied and received $965,000 of EnergyEfficiency Block Grant (ARRA) funds. Renovations of the American Kennel Club (AKC)Museum of the Dog’s roof and HVAC systemwith matching funding from AKC, total cost$120,000 of which the Museum reimbursed thedepartment $60,115.- 206 -

DEPARTMENT OF PARKS & RECREATION- 207 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF PARKS & RECREATIONMAJOR ACCOMPLISHMENTS (continued) Expanded Park’s (314) 615‐4FUN call center toinclude all recreation complexes; improvingservice to the public. Completion of Phase I of 1.1 miles of QueenyTrail improvements; cost of $200,000 withmatching funding from the Department ofNatural Resources. Completion and dedication of Phase I‐Bon OakPark Playground, $153,000, funded byCommunity Development Block Grant. Repair and renovation of the Faust Carousel incooperation with Faust Park Foundation; totalcost of $45,600. Implementing a new facility and programreservation system provided by US e_Direct at acost of $178,700. Installing a new road through the center ofBuder Park; improving traffic flow and reducingparking conflicts; estimated cost of $95,000.Implement a new facility and programreservation system.Budgeted over $1.2 million in utilities: MSD(impervious area surcharges approximately$200,000), Ameren UE, and Laclede Gas.Budgeted a 30.3% increase in administrativeoverhead due to a change in Parks’ share ofCentral Service Charges, $1,414,678.Upgrading to Microsoft Office and Outlooksoftware 2010 for over 200 workstations cost$73,000; deferred from 2010.Development and construction of two trails in acooperative effort between several entities andthe department:o Mississippi Trail: Pinnacle Entertainment,Port Authority, Metropolitan Sewer District,Great Rivers Greenway, 1.6 miles, $6.6million.o Creve Coeur Trail: Maryland Heights, GreatRivers Greenway, County’s Department ofHighways & Traffic, 1.1 miles, $817,000.Budgeted $90,000 for additional HVACrenovations at AKC Museum of the Dog.2011 BUDGET HIGHLIGHTS Construction of Phase II & III renovation projectat North County Recreation Complex enhancingrecreational programs. Increase in fuel, repair, and maintenance coststo support the aging fleet; approximately 60%of the department’s fleet is at least 10 yearsold.2011 UNFUNDED PRIORITIES Replacement of swimming pools at the NorthCounty and Wayne C. Kennedy RecreationComplexes for an estimated cost of $25 million. Greensfelder Recreation Complex renovations:o Exterior Complex retrofit for $450,000.o Demolish the dilapidated pool at theGreensfelder Recreation Complex for$200,000. Replacement of Federal Pacific main electricalswitch gears at North County RecreationComplex and Greensfelder Recreation Complexfor an estimated $130,000. Above Ground and Underground fuel tankreplacements at eight (8) sites at an estimatedcost of $240,000. Additional renovations such as lightningprotection, siding, windows, and chimney tuckpointing at AKC Museum of the Dog for anestimated cost of $245,500. Playground replacements at Bee Tree, Buder,and Lemay parks totaling $450,000.- 208 -

DEPARTMENT OF PARKS & RECREATIONCentral/WestArea7%North Area6%OperationalServices8%2010 Allocation of ResourcesSouth Area10%Metro Parks19%PROGRAMS/DIVISIONSAll Other22%ProgramServices9%Admin.19%AdministrationThe Administration Division provides support of allof the department’s functions through effectiveleadership, information technology, and fiscalmanagement. The tracking of requisitions andinvoices, submission of bid documents, humanresources and payroll, and maintaining 200workstations are only some of the supportivefunctions of this division.OperationsThe Operations Division operates and managesoutdoor facilities (playgrounds, shelters, restrooms,etc.) and all grounds maintenance (fields, trails,lakes, etc.) of County Parks divided into threegeographic areas (North, Central/West, and South)to ensure availability and safety of park visitors.Program ServicesThe Program Services Division manages allrecreation complexes, historical/cultural sites,museum collections and the special usage of allCounty Park’s outdoor facilities and grounds. It alsooperates and manages indoor facilities, recreationprograms, and cultural events. It is responsible forthe management of Volunteer/Friends/Partnershipprograms.Park Rangers are responsible for visitor andresource protection, interpretive programming andpublic relations. This includes a special events teamresponsible for traffic control and public safety at avariety of large special events utilizing specialRanger patrols on foot, horse, ATV, or bicycle.Metro ParksThe Metro Parks Division’s professional and tradestaff address capital improvements, assetmanagement, and reinvestment of Metro funds forsafe, equitable park facilities and infrastructure.PERFORMANCE MEASURES2007Actual2008Actual2009Actual2010Estimated2011ProjectedInterpretive Programs(Presented/Attendance) 59/1,258 64/1,350 132/2,142 101/1,200 85/1,000Special Events Attendance: Non‐Departmental 96,932 92,120 82,335 77,645 82,000Ranger Incidents 615 521 1,377 892 900Miles of Trail Maintained 105.83 105.83 131.00 131.00 131.00Daily Pool Admissions 30,220 26,372 27,210 30,770 30,000Winter Wonderland Vehicle Admissions 14,337 13,263 16,454 16,000 16,750Day Camp Enrollment 587 1,152 1,189 1,549 1,500Volunteer Hours 80,017 83,818 96,787 97,000 98,000- 209 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF PARKS & RECREATIONDEPARTMENT ORGANIZATION- 210 -

DEPARTMENT OF PARKS & RECREATIONBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryAdministration $ 4,594.8 $ 4,665.2 $ 4,058.4 $ 4,802.4 $ 4,898.5 $ 4,945.5 $ 4,922.9 $ 4,922.9Operational Services 1,139.8 1,172.9 1,765.0 2,081.8 2,081.8 2,063.2 2,063.2 2,063.2North Area 1,432.7 1,467.6 1,513.5 1,649.9 1,649.9 1,631.7 1,631.7 1,631.7Central/West Area 1,686.4 1,710.5 1,690.2 1,810.7 1,810.7 1,814.2 1,773.9 1,773.9South Area 2,445.0 2,304.4 2,356.2 2,544.2 2,544.2 2,524.2 2,524.2 2,524.2Horticulture Group 600.8 620.5 ‐ ‐ ‐ ‐ ‐ ‐Laumeier Sculpture Group 592.5 608.4 635.7 657.2 657.2 531.1 531.1 531.1Parks Program Services 2,602.9 2,552.5 2,661.5 2,215.2 2,177.7 2,496.2 2,496.2 2,496.2Greensfelder Rec Complex 841.9 725.6 720.8 871.4 871.4 852.8 852.8 852.8Affton Community Center 480.3 409.7 417.4 481.7 474.7 469.1 469.1 469.1North County Rec Complex 746.8 684.9 639.5 871.7 871.7 890.3 890.3 890.3W.C. Kennedy Complex 743.2 684.2 704.6 805.6 805.6 807.4 807.4 807.4Museum of Transportation 753.3 700.0 790.4 847.0 847.0 840.7 840.7 840.7St. Vincent Community Center 488.1 504.9 479.9 622.6 612.6 617.2 617.2 617.2Faust Park 767.0 808.8 865.0 929.0 919.0 810.0 810.0 810.0Metro Parks Tax Projects 4,913.4 3,459.2 4,404.9 5,150.3 5,150.3 4,859.8 4,719.6 4,719.6Total $ 24,828.8 $ 23,079.5 $ 23,703.1 $ 26,340.8 $ 26,372.3 $ 26,153.4 $ 25,950.3 $ 25,950.3Expenditure Category SummarySalaries and Wages $ 11,151.9 $ 11,314.4 $ 10,866.5 $ 12,129.8 $ 12,129.8 $ 12,046.2 $ 11,905.1 $ 11,905.1Payroll Fringes 3,922.5 3,885.5 3,997.1 4,612.9 4,575.1 4,556.3 4,494.4 4,494.4Purchased Services 5,420.6 3,990.8 5,045.6 4,866.7 4,762.7 4,743.8 4,743.8 4,743.8Commodities and Supplies 1,683.9 1,476.1 1,262.1 2,030.6 1,938.7 1,711.9 1,711.9 1,711.9Personal Allowances 75.4 58.7 45.9 84.9 69.9 67.5 67.5 67.5Other Expenses 550.1 644.9 477.3 504.6 504.8 438.7 438.7 438.7Transfer Payments 1,166.3 1,100.0 1,113.8 1,297.0 1,280.9 1,604.5 1,604.5 1,604.5Capital Outlays 895.3 609.5 894.8 814.3 1,110.5 984.5 984.5 984.5Expenditure Offset (37.2) (0.3) ‐ ‐ ‐ ‐Total $ 24,828.8 $ 23,079.5 $ 23,703.1 $ 26,340.8 $ 26,372.3 $ 26,153.4 $ 25,950.3 $ 25,950.3Fund SummaryPark Maintenance Fund $ 24,828.8 $ 23,079.5 $ 23,703.1 $ 26,340.8 $ 26,372.3 $ 26,153.4 $ 25,950.3 $ 25,950.3Total $ 24,828.8 $ 23,079.5 $ 23,703.1 $ 26,340.8 $ 26,372.3 $ 26,153.4 $ 25,950.3 $ 25,950.3- 211 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF PARKS & RECREATION2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Position SummaryAdministration 27 26 24 25 25 25 23 23Operational Services 10 10 23 23 23 23 23 23North Area 35 35 37 35 35 35 35 35Central/West Area 36 36 38 36 36 36 35 35South Area 47 50 50 50 50 50 50 50Horticulture Group 13 13 ‐ ‐ ‐ ‐ ‐ ‐Laumeier Sculpture Group 9 11 10 10 10 9 9 9Parks Program Services 44 45 49 37 37 40 40 40Greensfelder Rec Complex 40 40 42 44 44 44 44 44Affton Community Center 12 11 11 11 11 11 11 11North County Rec Complex 54 62 47 43 43 43 43 43W.C. Kennedy Complex 59 59 59 58 58 58 58 58Museum of Transportation 19 20 19 19 19 19 19 19St. Vincent Community Center 35 35 37 37 37 37 37 37Faust Park 17 18 19 19 19 17 17 17Metro Parks Tax Projects 35 36 27 42 42 42 39 39Total 492 507 492 489 489 489 483 483- 212 -

Chapter Summary2007ActualExpend.Administration 15,565.7General Government(in thousands)2008ActualExpend.2009ActualExpend.2010AdjustedBudget2011AdoptedBudget$ $ 11,814.8 $ 13,501.8 $ 13,885.5 $ 13,513.0Boundary Commission 122.0 125.9 111.2 181.0 173.1County Council 1,566.1 1,625.5 1,644.4 1,816.5 1,816.0County Counselor 2,565.2 2,564.1 2,673.4 2,756.3 2,743.2County Executive 1,376.3 1,543.0 1,945.3 2,070.2 1,996.9Board of Elections 4,827.1 7,568.9 5,584.2 7,694.2 5,593.3Revenue 17,576.8 16,315.6 17,589.7 18,989.3 18,034.0U. of MO Extension 143.0 146.5 147.0 165.1 166.3Miscellaneous 56,840.5 49,936.1 47,599.4 52,802.8 51,342.1TOTAL $ 100,582.8 $ 91,640.5 $ 90,796.3 $ 100,360.9 $ 95,378.0General GovernmentAppropriations & Expenditures$110$105$100$95$90$85$80$752007 Expend 2008 Expend 2009 Expend 2010 Adj.Budget2011 AdoptedBudget30%28%26%24%22%20%Funding ($ in millions)% of Operating Budget- 213 -FISCAL YEAR 2011ADOPTED BUDGET

Department ofAdministrationPamela J. Reitz, CPFO, Directorwww.stlouisco.com(314) 615‐7046OVERVIEWDepartment MissionThe mission of the Department of Administration isto promote the vision and values of St. Louis CountyGovernment by facilitating the effective delivery ofservices, and providing leadership and support toCounty departments while insuring prudent use ofresources for the constituents of the County.Strategic Priorities Continue user training and documentation ofthe new County Administrative ProcessingSystems (CAPS) to increase productivity andtransparency. Maintain the County’s strong financial structureas indicated by its AAA bond rating andbalanced budgets. Enhance responsiveness by improvingcommunication and training. Further identify and pursue more efficient andcost effective use of Information Technologies,while aligning department business strategieswith the County’s Strategic Plan. The employment brand, "Service with Purpose,"was introduced in 2010. The goal in 2011 willbe to communicate the brand throughout theorganization, providing each employee a senseof progress and achievement to the greatestextent possible. Work to modernize ordinances and proceduresused to guide the department’s operations.Department Products and ServicesThe Department of Administration providesadministrative services to all St. Louis County officesand departments as well as the general public.These services include the management of: payroll;capital assets inventory; telecommunication; IToperations; risk and insurance; safety, employeebenefits; retirement plan administration;investments; sales tax administration; bankingrelationships; records; mail and courier services;central receiving, the County’s integrated financial,procurement and human resource system (CAPS),front desk and telephone support for the mainCounty information telephone line (615‐5000) andpublishing employee newsletters. The Departmentof Administration also prepares and publishes theannual budget and financial reports.Providing assistance and guidance in theadministrative process are the Civil ServiceCommission, Retirement Board of Trustees,Insurance Advisory Committee, Fund InvestmentAdvisory Committee, and the Employee BenefitsAdvisory Committee.In September 2009 St. Louis County opened its first centralizedcashiering facility at the North County Satellite Office. TheTreasurer’s office staff processes payments for the Collector ofRevenue, Public Works Code Enforcement, Public WorksNeighborhood Preservation, Human Services and various otherareas such as false alarms. Centralized cashiering has allowedthe County to enhance customer service by reducing the waittime for payment only transactions as well as providing citizensthe opportunity to pay by cash, check or money orders.- 214 -

DEPARTMENT OF ADMINISTRATIONDepartment Resources Employed($ in thousands)2009Actual2010Adj.Approp2011AdoptedAppropStaffing (Positions) 111 107 106Resources Required $13,501.8 $13,885.5 $13,513.0(‐) Program Revenue 465.7 49.9 50.0(‐) Dedicated Funds 0.0 0.0 0.0(=) Net Cost to County $13,036.1 $13,835.6 $13,463.0MAJOR ACCOMPLISHMENTS Continued refinement of the CAPS Project.Since implementation, two significant upgradeshave been installed to increase usability and toupdate to the most recent Microsoft platforms. Received national awards for both the AnnualBudget books and the Comprehensive AnnualFinancial Reports. Successfully completed five low‐interest bondissues to support major capital projects. Recertified the County’s AAA rating with thethree major rating agencies. Enhanced the County Wellness program with aWeightwatchers‐At‐Work program thatencouraged more than 250 employees to enroll.Also piloting an on‐site Nurse program. Implemented an electronic purchasing systemthat enhances customer service and reducesprocurement costs. Implemented a process/plan to better managedata files, resulting in greater efficiencies whileeliminating the need to purchase more costlystorage facilities Opened a new Customer Service desk and aCentral Cashiering operation in the NorthCounty Satellite Center leading to enhancedcustomer service.2011 BUDGET HIGHLIGHTS Included funding to research moving to a selffundedhealth insurance program to helpcontrol health care costs. The budget includes funds to contract with aconsultant to update and modernizeProcurement procedures.$18.0$16.0$14.0$12.0$10.0$8.0$6.0$4.0$2.0$0.02007Expend5‐Year Summary of Resources2008ExpendFunding ($ in millions)2009Expend2010 AdjApprop.2011AdoptedApprop.5.0%4.0%3.0%2.0%1.0%0.0%% of Operating Budget2011 UNFUNDED PRIORITIES Data center viability continues to be an issuethat will need resolution within the next fewyears. Programming or purchasing a new sales taxdistribution system is needed to continue todistribute sales tax properly to all Countyagencies. Expand Records Management storage area toallow for more records to be housed out ofdepartment work areas.- 215 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF ADMINISTRATIONPROGRAMS/DIVISIONSInformationTechnology25%2011 Allocation of ResourcesProcurement19%Personnel14%CAPS15%FiscalMgmt.14%Director'sOffice13%Director’s OfficeThe Director’s Office includes the DepartmentDirector and Executive Secretary. It also includesthe following offices: Budget and Risk Management Treasury Customer ServiceThe Budget and Risk Management Office isresponsible for coordinating the County’s annualbudget process, including the financial forecast,development of budget guidelines, review of agencyrequests, and preparation of the County Executive’sRecommended Budget. It also provides technicalassistance to departments, citizens, and otherparties throughout the year related to budgetimplementation and management.The Risk Management and Insurance staff ensurethe health and safety of County residents,employees, and public officials, and protect theCounty’s financial assets. They work to mitigatelosses and manage financial liabilities through aprogram of both self‐insurance and commercialinsurance. Recognizing the importance of promptand fair resolution of claims against the County,claims are administered using both in‐house staffand a contract claims administrator. Safety staffworks with County departments to preventaccidents and injuries from occurring and tomaintain a safe environment for citizens andemployees.The Treasury’s responsibilities include managementof the County’s daily cash position and liquidity,banking relationships and investment portfolio. TheTreasury is also responsible for the monthlydistribution of sales taxes to the 91 municipalitieswithin the County.CustomerService strivesto beresponsive tocitizen’s needsby providing aphone line forgeneral citizeninquiries(615‐5000).Questions regarding St. Louis County’s TrashDistricting Program are also answered through thenumber 615‐HAUL. Customer Service’sknowledgeable and friendly professionals directcitizens to their destination by staffing a desk inthree of the busiest County Government facilities.Fiscal ManagementThe duties of the Division of Fiscal Management areoutlined in Article IV, Section 4.050 of the Charter.These duties include providing information to theCPA firm conducting the County’s annual audit andgenerating all schedules and data to be included inthe Comprehensive Annual Financial Report. Thedivision records and verifies reports received fromother departments, processes payroll checks andretirement benefits, acts as agent in trust formonies outside County government and recordsand encumbers funds for contracts for which theCounty has made an obligation. The division is theprimary financial record keeper of the County.Various reports are produced and distributed tointernal offices and outside agencies.- 216 -

DEPARTMENT OF ADMINISTRATIONCAPSThe County Administrative Processing Systems(CAPS) Division is responsible for the management,maintenance, support, and training of the County’sfinancial and human resources computer systems.The division provides trouble‐shooting,enhancement requests, report writing, and trainingsupport to core users and end‐users of thesesystems. The CAPS Division supports interfaces tothird‐party systems procured by Countydepartments to increase efficiency and reduceerrors. CAPS also serves as a liaison with thesoftware vendor (Tyler Technologies/MUNIS) andwith REJIS for network and desktop services relatedto CAPS. The new CAPS system provides better andfaster information to employees, citizens andvendors who do business with the County.Information TechnologyThe Information Technology (IT) Division developsCounty IT policies and plans and manages theintroduction, operation and use of informationtechnologies, including telecommunications, from acountywide or enterprise perspective. Activitiesinclude developing and communicating ITstrategies, policies, practices, budgets, architectureand standards. The division manages projects andalso issues and consults with departments toidentify and address their needs. The division plansand coordinates the business telecommunicationssystems, facilities, operations, and projects for theCounty as an enterprise.PersonnelThe Division of Personnel is the administrative armof the Civil Service Commission and is responsiblefor the administration of the County merit systemas outlined under Article VII of the Charter. Servicesprovided include recruitment, classification,compensation, employee/labor relations, andtraining/organizational development. Through theRetirement Board of Trustees, the divisionadministers the civilian employees' and policeofficers' retirement plans. The division isresponsible for administering the employees' andretirees' health insurance program and coordinatesthe deferred compensation plans, flexible benefits,long and short term disability, dental, vision, andlife insurance programs.Procurement and Administrative ServicesThe Division of Procurement and AdministrativeServices is charged with six primary areas ofresponsibility: procurement, records management,mail processing, courier services, central receiving,and surplus property management at thegovernment centers. Duties include awarding andadministering contracts, inspecting and testinggoods, and expediting their shipment, collecting,distributing and processing interoffice and outgoingmail, utilizing and disposing of surplus property,retaining records, managing inactive records andimaging services, and updating policies andprocedures.- 217 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF ADMINISTRATIONPERFORMANCE MEASURES2007 2008 2009 2010 2011Actual Actual Actual Estimated ProjectedPercent of Invoices Paid Within 4 Days N/A N/A 92% 94% 94%Annual Interest Rate Above/(Below) Benchmark (Two‐Year Treasury Moving Average)Percent Time AvailableInternet Services/E‐mail ServicesTelephone Services.199 1.109 .670 .50 .25N/AN/A99.7%100%98.2%99.4%99.7%99.9%99.5%99.5%Average Contract Lead Time ‐ Days N/A N/A 86.5 90.0 90.0Interviews Conducted By Personnel Staff 2,914 2,874 2,648 2,895 2,500Applications Received 12,217 13,906 17,659 17,704 17,500Customer Service Calls Answered 88,379 112,042 93,217 90,000 90,000DEPARTMENT ORGANIZATIONCounty ExecutiveChief OperatingOfficerDirector ofAdministration*FiscalManagementProcurement &AdministrativeServicesInformationTechnologyPersonnelCAPS*The Budget and Risk Management Office, Treasury Office and Customer Service are located in the Director of Administration’s Division.- 218 -

DEPARTMENT OF ADMINISTRATIONBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryDirector's Office $ 7,822.6 $ 1,303.0 $ 2,059.5 $ 1,795.5 $ 1,890.6 $ 1,775.7 $ 1,775.7 $ 1,775.7Fiscal Management 2,873.0 2,593.5 1,762.4 1,902.4 1,902.4 1,895.5 1,895.5 1,895.5CAPS ‐ ‐ 1,919.0 1,933.7 2,178.4 2,068.0 2,068.0 2,068.0Cus tomer Service 262.8 317.5 ‐ ‐ ‐ ‐ ‐ ‐Information Technology ‐ 3,295.1 3,517.0 3,673.7 3,429.0 3,295.2 3,295.2 3,295.2Personnel 1,724.1 1,700.8 1,728.2 1,863.4 1,863.4 1,868.4 1,868.4 1,868.4Procurement 2,883.2 2,604.8 2,515.7 2,621.8 2,621.8 2,610.3 2,610.3 2,610.3Total $ 15,565.7 $ 11,814.8 $ 13,501.8 $ 13,790.5 $ 13,885.5 $ 13,513.0 $ 13,513.0 $ 13,513.0Expenditure Category SummarySalaries and Wages $ 4,584.2 $ 4,532.0 $ 4,867.5 $ 5,158.4 $ 5,149.4 $ 5,078.0 $ 5,078.0 $ 5,078.0Payroll Fringes 1,436.5 1,392.5 1,719.8 1,960.2 1,960.2 1,965.0 1,965.0 1,965.0Purchased Services 9,594.8 7,102.0 6,770.4 6,583.4 6,590.2 6,350.8 6,350.8 6,350.8Commodities and Supplies 426.8 467.1 319.1 388.9 389.4 254.2 254.2 254.2Personal Allowances 177.4 160.7 165.1 202.3 202.3 212.3 212.3 212.3Other Expenses 727.1 796.1 431.9 492.8 492.9 481.2 481.2 481.2Transfer Payments 708.3 681.4 321.2 204.9 300.0 259.8 259.8 259.8Capital Outlays 975.3 149.2 336.8 211.4 213.1 145.0 145.0 145.0Expenditure Offset (3,064.6) (3,466.3) (1,429.9) (1,411.8) (1,411.8) (1,233.1) (1,233.1) (1,233.1)Total $ 15,565.7 $ 11,814.8 $ 13,501.8 $ 13,790.5 $ 13,885.5 $ 13,513.0 $ 13,513.0 $ 13,513.0Fund SummaryGeneral Fund $ 15,565.7 $ 11,814.8 $ 13,501.8 $ 13,790.5 $ 13,885.5 $ 13,513.0 $ 13,513.0 $ 13,513.0Total $ 15,565.7 $ 11,814.8 $ 13,501.8 $ 13,790.5 $ 13,885.5 $ 13,513.0 $ 13,513.0 $ 13,513.0Position SummaryDirector's Office 19 20 28 24 23 24 24 24Fiscal Management 20 24 21 21 22 21 21 21CAPS ‐ ‐ 5 5 5 5 5 5Cus tomer Service 5 5 ‐ ‐ ‐ ‐ ‐ ‐Information Technology ‐ 5 5 5 5 5 5 5Personnel 22 22 22 22 22 21 21 21Procurement 37 31 30 30 30 30 30 30Total 103 107 111 107 107 106 106 106- 219 -FISCAL YEAR 2011ADOPTED BUDGET

Boundary CommissionMichelle Dougherty, Executive Directorwww.boundarycommission.com(314) 863-3005OVERVIEWThe Boundary Commission is an independentcommission established by state law which reviewsproposed changes to boundaries of incorporatedand unincorporated areas in St. Louis County. TheCommission is a separate entity and is not a part ofSt. Louis County Government. However, the Countyis statutorily responsible for providing reasonableand necessary operational funding for theCommission.Once the members of the Commission areappointed they operate independently of anyCounty or local jurisdiction. The Commission hasthe authority to establish a budget, hire staff, createrules and make decisions.The Commission must approve most proposedboundary changes, which in most cases are thensubject to approval by voters in the affected areas.Under certain, specific circumstances, however, theCommission’s approval of a proposal is sufficient toenact a boundary change.The Boundary Commission is entering the final yearof the current proposal cycle. The Commissionreceived four annexation proposals before thedeadline. This budget supports management ofeach proposal in a timely and efficient manner asrequired by state law. The deadline for annexationproposals was July 1, 2010. The next cycle beginsJanuary 1, 2012 with the filing of Map Plans.Department Resources Employed2010Adj.Approp2011AdoptedApprop2009($ in thousands) ActualStaffing (Positions) 1 1 1Resources Required $111.2 $181.0 $173.1(-) Program Revenue 0.0 0.0 0.0(-) Dedicated Funds 0.0 0.0 0.0(=) Net Cost to County $111.2 $181.0 $173.15-Year Summary of Resources$0.20$0.15$0.10$0.05$0.002007Expend2008Expend2009Expend2010 AdjApprop.2011AdoptedApprop.0.10%0.08%0.06%0.04%0.02%0.00%Funding ($ in millions)% of Operating Budget2011 BUDGET HIGHLIGHTS• The Boundary Commission’s 2011 budget is$8,866 (or 5%) below the 2010 adjustedappropriation due to reductions in professionalservices and rental costs.- 220 -

BOUNDARY COMMISSIONBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryBoundary Commission 122.0 125.9 111.2 181.0 181.0 173.1 173.1 173.1Total $ 122.0 $ 125.9 $ 111.2 $ 181.0 $ 181.0 $ 173.1 $ 173.1 $ 173.1Expenditure Category SummarySalaries and Wages $ 51.5 $ 54.2 $ 56.3 $ 58.2 $ 58.2 $ 60.5 $ 60.5 $ 60.5Payroll Fringes 9.4 10.0 11.5 11.0 11.0 11.7 11.7 11.7Purchased Services 49.7 51.9 33.3 93.8 93.8 82.6 82.6 82.6Commodities and Supplies 0.2 0.1 0.1 2.3 2.3 2.0 2.0 2.0Personal Allowances 0.1 0.3 0.2 1.0 1.0 0.8 0.8 0.8Other Expenses 11.1 9.4 9.9 13.8 13.8 12.9 12.9 12.9Trans fer Payments - - - - - 0.4 0.4 0.4Capital Outlays - - - 1.0 1.0 2.1 2.1 2.1Expenditure Offset - - - - - - - -Total $ 122.0 $ 125.9 $ 111.2 $ 181.0 $ 181.0 $ 173.1 $ 173.1 $ 173.1Fund SummaryGeneral Fund $ 122.0 $ 125.9 $ 111.2 $ 181.0 $ 181.0 $ 173.1 $ 173.1 $ 173.1Total $ 122.0 $ 125.9 $ 111.2 $ 181.0 $ 181.0 $ 173.1 $ 173.1 $ 173.1Position SummaryBoundary Commission 1 1 1 1 1 1 1 1Total 1 1 1 1 1 1 1 1- 221 -FISCAL YEAR 2011ADOPTED BUDGET

County CouncilGenevieve M. Frank, Administrative Directorwww.stlouisco.com/council(314) 615‐5440OVERVIEWThe St. Louis County Council is the electedlegislative body of the County and exercises allpowers as set forth in Article II of the St. LouisCounty Charter, as well as all other powers set outin laws related to County Commissions notsuperseded by the Charter. The Council consists ofseven Council Members representing sevengeographic Council Districts. The Department ofthe County Council includes the offices of CountyCouncil Administration, County Clerk, and CountyAuditor.Strategic Priorities Provide excellent customer service to the publicregarding requests for information, notarypublic renewals, board and commissionappointments, and all contacts with thedepartment. Provide high quality administrative support tothe members of the St. Louis County Council. Increase the use of technology to provide thepublic with timely, accurate, and completeinformation regarding the activities of theCounty Council and all records for which thedepartment has the responsibility to maintain. Professional and timely assistance to otherdepartments within St. Louis CountyGovernment. Timely and full compliance with the MissouriSunshine Law and all other applicable statutesand ordinances.Department Products and ServicesThe department provides administrative services tothe Council; maintains various permanent recordsof the County and provides requested publicinformation and documents to other St. LouisCounty departments and the public; receives andtakes appropriate action on various petitions asprescribed by law; produces a videotape of eachCouncil meeting for replay on public access cabletelevision; produces and posts notice of all Councilmeetings and hearings as prescribed by law;maintains a web site with information regardingeach Council District and Member; administers theoath of office for new or renewal notary publiccommissions and to various board and commissionappointees as prescribed by law; provides anindependent internal audit function of Countyoperations; and provides a telephone hotline andinternet feedback page for citizens to reportconcerns of improper and/or illegal behavior.St. Louis County CouncilDepartment Resources Employed($ in thousands) 2009Actual2010Adj.Approp2011AdoptedAppropStaffing (Positions) 26 26 25Resources Required $1,625.5 $1,816.5 $1,816.0(‐) Program Revenue 12.4 15.0 15.0(‐) Dedicated Funds 0.0 0.0 0.0(=) Net Cost to County $1,613.1 $1,801.5 $1,801.0MAJOR ACCOMPLISHMENTS Expanded use of available technology to storedocuments, as well as to deliver documents toCounty Departments and the Public in a moreefficient and cost effective manner.- 222 -

COUNTY COUNCIL$1.9$1.8$1.8$1.7$1.7$1.6$1.6$1.5$1.5$1.4Identified necessary upgrades to the audio andvisual equipment used to broadcast Councilmeetings and began process of purchasing theequipment. Funding from this project will comefrom the Cable Television Government AccessFund, which is funded completely by paymentsmade by Charter Communications. No taxdollars will be used for this purchase.The County Auditor’s Office provided additionalassistance to external auditors in 2010 thatexceeded similar duties in previous years.Audit hours expended per audit have beenreduced. The scope and number of auditsperformed remain similar.2007Expend5‐Year Summary of Resources2008Expend2009ExpendFunding ($ in millions)2010 AdjApprop.2011AdoptedApprop.0.5%0.4%0.3%0.2%0.1%0.0%% of Operating Budget2011 BUDGET HIGHLIGHTS The 2011 budget maintains all expensereductions made in 2009 and 2010. The CouncilMembers and staff work very hard to maintaina lean budget and reduce expenses whereverpossible. Most travel and training for the departmentwas eliminated. Auditors attend only onerequired training session per year.2011 UNFUNDED PRIORITIES Purchase and implement an automated agendamanagement software system.2011 Allocation of ResourcesCountyAuditor21%County Clerk19%PROGRAMS/DIVISIONSCountyCouncil60%County Council AdministrationThe Council appoints the Administrative Directorand the staff of the Council. Administrationprovides high quality administrative support to theCouncil Members; professional and timelyassistance to other St. Louis County departments;and excellent customer service to the public.County ClerkThe St. Louis County Clerk’s Office, under thedirection of the Council AdministrativeDirector/County Clerk and the Chief Deputy CountyClerk, prepares the agenda and journal of CountyCouncil meetings; maintains the permanent recordof all ordinances, resolutions and orders; providescopies of ordinances and other documentsrequested by the public and other governmententities; and performs other duties as prescribed byCounty Ordinance and Missouri State Statutes.County AuditorThe County Auditor’s Office provides anindependent internal audit function, objectiveanalysis, and appraisals of County operations;assists County officials, management, and personnelin providing County services in an effective andefficient manner; and assists the outsideindependent auditors in the performance ofevaluating the County’s financial statements.- 223 -FISCAL YEAR 2011ADOPTED BUDGET

COUNTY COUNCILPERFORMANCE MEASURES2007Actual2008Actual2009Actual2010Estimated2011ProjectedNumber of Audit Hours 4,785 4,359 4,000 4,300 3,500Department Audits Completed 6 9 8 12 11Special Project Reviews Completed 3 2 3 1 1% of Actual to Budgeted Audit Hours 86% 104% 100% 100% 100%Average Hours Per Audit 400 396 364 358 318DEPARTMENT ORGANIZATIONCounty CouncilMembers (7districts)AdministrativeDirectorCounty ClerkCounty AuditorCouncilAdministrativeAssistantsCouncil SupportStaffChief DeputyCounty ClerkCounty AuditorStaffDeputy CountyClerks- 224 -

COUNTY COUNCILBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryCounty Council $ 900.8 $ 924.3 $ 976.0 $ 1,074.5 $ 1,074.5 $ 1,090.9 $ 1,090.9 $ 1,090.9County Clerk 334.9 332.4 342.9 355.8 355.8 350.8 350.8 350.8County Auditor 330.4 368.9 325.4 386.1 386.1 374.3 374.3 374.3Total $ 1,566.1 $ 1,625.5 $ 1,644.4 $ 1,816.5 $ 1,816.5 $ 1,816.0 $ 1,816.0 $ 1,816.0Expenditure Category SummarySalaries and Wages $ 1,000.9 $ 1,057.9 $ 1,042.2 $ 1,119.0 $ 1,119.0 $ 1,084.3 $ 1,084.3 $ 1,084.3Payroll Fringes 323.8 329.8 372.5 443.0 443.0 446.8 446.8 446.8Purchased Services 130.0 128.2 132.5 142.1 142.1 172.4 172.4 172.4Commodities and Supplies 18.2 18.1 15.6 15.4 15.4 13.3 13.3 13.3Personal Allowances 52.2 48.2 48.0 57.9 57.9 61.8 61.8 61.8Other Expenses 25.1 25.5 24.9 27.2 27.2 25.5 25.5 25.5Transfer Payments 10.0 8.8 7.0 8.7 8.7 8.7 8.7 8.7Capital Outlays 5.9 9.1 1.8 3.3 3.3 3.3 3.3 3.3Expenditure Offset ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐Total $ 1,566.1 $ 1,625.5 $ 1,644.4 $ 1,816.5 $ 1,816.5 $ 1,816.0 $ 1,816.0 $ 1,816.0Fund SummaryGeneral Fund $ 1,566.1 $ 1,625.5 $ 1,644.4 $ 1,816.5 $ 1,816.5 $ 1,816.0 $ 1,816.0 $ 1,816.0Total $ 1,566.1 $ 1,625.5 $ 1,644.4 $ 1,816.5 $ 1,816.5 $ 1,816.0 $ 1,816.0 $ 1,816.0Position SummaryCounty Council 17 17 17 17 17 17 17 17County Clerk 6 6 6 6 6 6 6 6County Auditor 3 3 3 3 3 2 2 2Total 26 26 26 26 26 25 25 25- 225 -FISCAL YEAR 2011ADOPTED BUDGET

County CounselorPatricia Redington, County Counselorwww.stlouisco.com(314) 615‐7042OVERVIEWDepartment MissionThe County Counselor’s mission is to provide thehighest quality of legal support to St. Louis Countygovernment, including its officers and employees.Strategic Priorities Representation of St. Louis County in disputesand litigation. Prosecution of County ordinance violations,including domestic violence and property codeviolations, in County Municipal Court. Provision of corporate legal services such ascontract review, ordinance drafting, and legaladvice.Department Products and ServicesThe office employs twenty‐one full‐time attorneysand seven full‐time support staff members. Thedepartment provides legal support services toCounty departments and boards.Department Resources Employed($ in thousands)2009Actual2010Adj.Approp2011AdoptedAppropStaffing (Positions) 28 28 28Resources Required $2,673.4 $2,756.3 $2,743.2(‐) Program Revenue 2.0 0.0 0.0(‐) Dedicated Funds 0.0 0.0 0.0(=) Net Cost to County $2,671.4 $2,756.3 $2,743.2MAJOR ACCOMPLISHMENTS Secured millions of dollars through settlementof cases filed to pursue taxes from providers ofcommercial mobile radio services. The department addressed a significantincrease in property tax appeals cases.$2.8$2.8$2.7$2.7$2.6$2.6$2.5$2.52007Expend5‐Year Summary of Resources2008ExpendFunding ($ in millions)2009Expend2010 AdjApprop.2011 BUDGET HIGHLIGHTS Reduced the Professional Services account dueto the resolution of several outstandingmatters.2011 UNFUNDED PRIORITIES Hiring of an additional attorney.2011AdoptedApprop.5.0%4.0%3.0%2.0%1.0%0.0%% of Operating Budget- 226 -

COUNTY COUNSELORPERFORMANCE MEASURES2007Actual2008Actual2009Actual2010Estimated2011ProjectedCivil Litigation 818 521 754 689 725Municipal Court Cases 75,000 90,000 91,000 90,000 90,000Tax Protest Cases 2,000 1800 1700 4200 1800Contracts N/A N/A N/A 4910 5200Legislation 657 613 665 675 685DEPARTMENT ORGANIZATION- 227 -FISCAL YEAR 2011ADOPTED BUDGET

COUNTY COUNSELORBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryCounty Counselor $ 2,565.2 $ 2,564.1 $ 2,673.4 $ 2,756.3 $ 2,756.3 $ 2,743.2 $ 2,743.2 $ 2,743.2Total $ 2,565.2 $ 2,564.1 $ 2,673.4 $ 2,756.3 $ 2,756.3 $ 2,743.2 $ 2,743.2 $ 2,743.2Expenditure Category SummarySalaries and Wages $ 1,804.4 $ 1,865.6 $ 1,890.1 $ 1,902.1 $ 1,902.1 $ 1,906.3 $ 1,906.3 $ 1,906.3Payroll Fringes 540.2 539.5 626.7 657.1 657.1 671.3 671.3 671.3Purchased Services 119.8 60.6 62.8 82.5 82.5 59.4 59.4 59.4Commodities and Supplies 32.0 33.4 39.3 44.0 44.0 39.4 39.4 39.4Personal Allowances 30.2 27.3 26.4 35.6 35.6 36.6 36.6 36.6Other Expenses 18.6 18.8 18.6 18.8 18.8 18.2 18.2 18.2Transfer Payments 11.1 12.9 7.9 9.7 9.7 9.4 9.4 9.4Capital Outlays 8.9 6.0 1.6 6.6 6.6 2.5 2.5 2.5Expenditure Offset ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐Total $ 2,565.2 $ 2,564.1 $ 2,673.4 $ 2,756.3 $ 2,756.3 $ 2,743.2 $ 2,743.2 $ 2,743.2Fund SummaryGeneral Fund $ 2,565.2 $ 2,564.1 $ 2,673.4 $ 2,756.3 $ 2,756.3 $ 2,743.2 $ 2,743.2 $ 2,743.2Total $ 2,565.2 $ 2,564.1 $ 2,673.4 $ 2,756.3 $ 2,756.3 $ 2,743.2 $ 2,743.2 $ 2,743.2Position SummaryCounty Couns elor 28 28 28 28 28 28 28 28Total 28 28 28 28 28 28 28 28- 228 -

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County ExecutiveCharlie A. Dooley, County Executivewww.stlouisco.com/council(314) 615‐5440OVERVIEWThe County Executive is the Chief Executive Officerwith all executive powers of the County vested inhis Office.Article III of the St. Louis County Charter outlinesthe duties and responsibilities of the Executive:Section 3.010. The executive power of the Countyshall be vested in the County Executive. The CountyExecutive shall be elected at the general election in1982 and every four years thereafter. He shall takeoffice on January 1 following his election. He shallbe a qualified voter of the County and shall haveresided in the County for at least two years beforehis election. He shall devote his entire time to theduties of his Office. The salary of the CountyExecutive shall be fixed by ordinance.Department Resources Employed($ in thousands) 2009Actual2010Adj.Approp2011AdoptedAppropStaffing (Positions) 20 13 13Resources Required $1,945.3 $2,070.2 $1,996.9(‐) Program Revenue 8.8 10.0 0.0(‐) Dedicated Funds 0.0 0.0 0.0(=) Net Cost to County $1,936.5 $2,060.2 $1,996.9$2.5$2.0$1.5$1.0$0.5$0.02007ExpendCounty Executive Charlie A. Dooley5‐Year Summary of Resources2008Expend2009ExpendFunding ($ in millions)2010 AdjApprop.2011AdoptedApprop.1.0%0.8%0.6%0.4%0.2%0.0%% of Operating Budget2011 BUDGET HIGHLIGHTSThere are no significant changes from the 2010budget.DEPARTMENT ORGANIZATIONCounty ExecutiveSenior PolicyAdvisorChief OperatingOfficerExecutive OfficeStaffOperatingDepartments- 230 -

COUNTY EXECUTIVEBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryCounty Executive $ 1,376.3 $ 1,543.0 $ 1,945.3 $ 2,070.2 $ 2,070.2 $ 1,996.9 $ 1,996.9 $ 1,996.9Total $ 1,376.3 $ 1,543.0 $ 1,945.3 $ 2,070.2 $ 2,070.2 $ 1,996.9 $ 1,996.9 $ 1,996.9Expenditure Category SummarySalaries and Wages $ 1,092.1 $ 1,167.6 $ 1,152.4 $ 1,096.1 $ 1,096.1 $ 1,023.4 $ 1,023.4 $ 1,023.4Payroll Fringes 306.0 326.7 343.1 360.2 360.2 340.7 340.7 340.7Purchased Services 24.7 23.9 26.1 29.6 29.6 18.0 18.0 18.0Commodities and Supplies 21.4 17.1 15.1 19.4 22.4 16.8 16.8 16.8Personal Allowances 18.9 18.3 14.2 23.1 20.1 28.4 28.4 28.4Other Expenses 36.3 45.7 32.5 34.7 34.7 555.4 555.4 555.4Transfer Payments 13.9 56.1 358.6 555.7 555.7 5.7 5.7 5.7Capital Outlays 24.3 10.9 3.4 10.0 10.0 8.5 8.5 8.5Expenditure Offset (161.3) (123.2) ‐ (58.6) (58.6) ‐ ‐ ‐Total $ 1,376.3 $ 1,543.0 $ 1,945.3 $ 2,070.2 $ 2,070.2 $ 1,996.9 $ 1,996.9 $ 1,996.9Fund SummaryGeneral Fund $ 1,376.3 $ 1,543.0 $ 1,945.3 $ 2,070.2 $ 2,070.2 $ 1,996.9 $ 1,996.9 $ 1,996.9Total $ 1,376.3 $ 1,543.0 $ 1,945.3 $ 2,070.2 $ 2,070.2 $ 1,996.9 $ 1,996.9 $ 1,996.9Position SummaryCounty Executive 20 20 20 20 13 13 13 13Total 20 20 20 20 13 13 13 13- 231 -FISCAL YEAR 2011ADOPTED BUDGET

Board of ElectionCommissionersJoseph E. Donahue, Director (D)Judge Joseph A. Goeke III, Director (R)www.stlouisco.com/elections(314) 615‐1800OVERVIEWDepartment MissionThe mission of the St. Louis County Board ofElection Commissioners is to properly administerthe operations of all National, State, County, City,and Local elections in the County. The Board insuresthat all eligible County citizens are offered anopportunity to register and vote; educates thevoting public; maintains a complete and accuratevoter registration; and pledges the integrity of theballoting process is maintained throughout St. LouisCounty pursuant to all provisions of Missouri StateElection Law.Strategic Priorities To conduct fair and honest electionsDepartment Products and ServicesThe Board of Election Commissioners of St. LouisCounty is responsible for conducting elections onfive major election dates a year and other dateswhen allowed by law. The Board is responsible forreceiving and certifying candidates and/or issues tobe voted upon by the voters of St. Louis County.The Board is responsible for the registration andupkeep of all qualified voters, maintaining accuratetownship and precinct boundary lines and keeping acomplete updated list of qualified voters in theCounty in the various political subdivisions. Thesesubdivisions include twenty‐eight townships,ninety‐one municipalities, seven State Senatedistricts, thirty‐two State Representative districts,seven County Council districts, twenty‐four firedistricts, and twenty‐four school districts.The Board designates and contracts appropriatepolling place locations and provides votingequipment and poll workers. Voters that will not bepresent in the County on Election Day may vote anabsentee ballot, which is provided at the office or aballot can be sent to the voter by mail.Pollers making their voices heard via paper and electronicballotsThe Board is also required to verify signatures on allpetitions submitted or required by law. The St.Louis County Board of Election Commissioners isrequired by Missouri Election Law to send eachvoter a voter identification card no later than ninetydays prior to the date of a primary or generalelection for federal office. The Board also assists St.Louis County and municipal libraries in maintainingtheir cooperative efforts to use library facilities asdeputy voter registration locations.The Board of Election Commissioners is required byMissouri Election Law to cover all costs necessary toconduct elections for all St. Louis County offices andissues voted upon in its jurisdiction as well as allFederal and State elections.Department Resources Employed2010Adj.Approp2011AdoptedApprop2009($ in thousands) ActualStaffing (Positions) 87 94 88Resources Required $5,584.2 $7,694.2 $5,593.3(‐) Program Revenue 54.3 12.5 10.0(‐) Dedicated Funds 0.0 0.0 0.0(=) Net Cost to County $5,529.9 $7,681.7 $5,583.3- 232 -

BOARD OF ELECTION COMMISSIONERS5‐Year Summary of ResourcesPROGRAMS/DIVISIONS$10.0$8.0$6.0$4.0$2.0$0.02007Expend2008ExpendFunding ($ in millions)2009Expend2010 AdjApprop.2011AdoptedApprop.2.0%1.6%1.2%0.8%0.4%0.0%% of Operating Budget2011 Allocation of ResourcesAdmin.90%Int. Reg.3%StateElections0%CountyElections7%2011 BUDGET HIGHLIGHTS Embarking on the process of redistricting thepolitical subdivisions in St. Louis County. Aligning costs with 2009, a similar election year.Savings found in general operating accountsthroughout the Board of ElectionCommissioners.PERFORMANCE MEASURES2007Actual2008Actual2009Actual2010Estimated2011ProjectedElection Dates Anticipated 6 6 4 6 3Registered Voters on File 662,046 716,060 728,197 751,000 735,000New and Updated Registrations 101,200 370,262 227,493 340,125 240,000Absentee Ballots Requested 8,722 110,023 15,290 54,000 18,000Election Judges Commissioned 4,659 6,632 4,988 5,607 5,800Verify Petition Signatures 14,049 319,238 25,698 275,000 30,000- 233 -FISCAL YEAR 2011ADOPTED BUDGET

BOARD OF ELECTION COMMISSIONERSDEPARTMENT ORGANIZATIONBoard ofElectionCommissionersDirectors ofElectionsFiscalManagementElectionInformationServicesMapping andPolling PlacesJudge ClerkElection ClericalSupportWarehouseInformationTechnologyAbsentee- 234 -

BOARD OF ELECTION COMMISSIONERSBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryAdministration $ 4,702.6 $ 5,272.8 $ 4,714.6 $ 5,194.3 $ 5,247.2 $ 5,007.7 $ 5,007.7 $ 5,007.7Intermediate Registration 124.6 10.0 $ 178.2 9.0 9.0 185.6 185.6 185.6State Elections ‐ 1,143.6 $ (22.3) 969.0 969.0 ‐ ‐ ‐County Elections ‐ 1,142.5 $ 713.7 1,469.0 1,469.0 400.0 400.0 400.0Total $ 4,827.1 $ 7,568.9 $ 5,584.2 $ 7,641.3 $ 7,694.2 $ 5,593.3 $ 5,593.3 $ 5,593.3Expenditure Category SummarySalaries and Wages $ 2,791.6 $ 3,637.6 $ 3,132.7 $ 3,365.4 $ 3,365.4 $ 3,220.6 $ 3,220.6 $ 3,220.6Payroll Fringes 965.4 1,088.4 1,201.5 1,311.3 1,311.3 1,348.0 1,348.0 1,348.0Purchased Services 468.4 566.4 489.0 430.9 430.9 483.9 483.9 483.9Commodities and Supplies 296.5 120.8 75.6 161.1 205.2 113.0 113.0 113.0Personal Allowances 6.4 5.8 5.4 28.7 28.7 19.8 19.8 19.8Other Expenses 16.1 28.8 36.0 31.8 31.8 26.8 26.8 26.8Transfer Payments 334.6 2,905.8 727.1 2,482.9 2,491.6 443.8 443.8 443.8Ca pita l Outlays 48.7 4.1 54.6 13.6 13.6 39.6 39.6 39.6Expenditure Offset (100.5) (788.8) (137.8) (184.3) (184.3) (102.3) (102.3) (102.3)Total $ 4,827.1 $ 7,568.9 $ 5,584.2 $ 7,641.3 $ 7,694.2 $ 5,593.3 $ 5,593.3 $ 5,593.3Fund SummaryGeneral Fund $ 4,827.1 $ 7,568.9 $ 5,584.2 $ 7,641.3 $ 7,694.2 $ 5,593.3 $ 5,593.3 $ 5,593.3Total $ 4,827.1 $ 7,568.9 $ 5,584.2 $ 7,641.3 $ 7,694.2 $ 5,593.3 $ 5,593.3 $ 5,593.3Position SummaryAdministration 96 98 87 96 94 88 88 88Intermediate Registration ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐State Elections ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐County Elections ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐Total 96 98 87 96 94 88 88 88- 235 -FISCAL YEAR 2011ADOPTED BUDGET

Department of RevenueEugene K. Leung, Directorhttp://revenue.stlouisco.com(314) 615‐7179OVERVIEWDepartment MissionThe mission of the Department of Revenue is toadminister a property recording, assessment andtax collection system in accordance with state lawand county ordinances. The Department ofRevenue will exhibit the highest level ofintegrity in meeting its statutory obligations;operate the most efficient functional processes;provide the highest level of customer servicepossible to residents and taxpayers, and berecognized throughout the state as an example ofexemplary County administration.Strategic Priorities Implement electronic document recordingcapability (eRecording). List all new construction and complete thereassessment of all real and personal propertyas required by Missouri State Statutes. Produce property assessment rolls inaccordance with statutory deadlines. Review every parcel of real property at leastonce every six years. Implement on‐line personal propertydeclarations. Complete upgrade of integratedassessment/collection software system. Implement field devices for real propertyassessment. Acquire Light Detection and Ranging (LIDAR)data to enhance public safety and “greeninitiatives” programs.Department Products and ServicesThe Revenue Department provides a completeinventory of all real and personal property asrequired by Missouri State Statutes. It isresponsible for annual real and personal propertytax bills and annual auction sales of delinquent taxproperties.The department provides document research andrecording services, marriage licenses, specializedmaps, and liquor, amusement, solicitation andother miscellaneous licenses.The marriage license counter in the Recorder of Deeds’ office.Department Resources Employed2010Adj.Approp2011AdoptedApprop2009($ in thousands) ActualStaffing (Positions) 266 267 252Resources Required $17,589.7 $18,989.5 $18,034.0(‐) Program Revenue 25,436.1 25,668.9 24,377.9(‐) Dedicated Funds 11,741.5 12,876.9 12,148.3(=) Net Cost to County ($19,587.9) ($19,556.3) ($18,492.2)*Program Revenue collected in excess of resources requiredbecomes part of the fund balance of the General Fund- 236 -

DEPARTMENT OF REVENUEMAJOR ACCOMPLISHMENTS Implemented the Property Fraud Alert Program. Implemented on‐line submittal of Board ofEqualization Appeal applications. Implemented oblique aerial photography intoassessment record system. Collected and distributed over $1.8 billion oftaxes and fees to County taxing authorities. Completed collection interface to centralcashiering system.$19.5$19.0$18.5$18.0$17.5$17.0$16.5$16.0$15.5$15.0$14.52007Expend5‐Year Summary of Resources2008ExpendFunding ($ in millions)2009Expend2010 AdjApprop.2011AdoptedApprop.4.8%4.6%4.4%4.2%4.0%3.8%3.6%% of Operating Budget2011 BUDGET HIGHLIGHTS 2011 is a reassessment year, thereforeexpenditures are expected to increase by10.5% for the Assessment Division and 31.5%for the Board of Equalization (BOE). Theseincreases occur biennially and are for theadditional printing, mailing, and labor costsassociated with property owner advocates, BOEhearing officers, BOE members and temporaryclerical staff.PROGRAMS/DIVISIONSCollection DivisionThe main function of the Collector of Revenue'sOffice is to bill, collect and distribute more than$1.8 billion annually in: Personal Property Taxes Real Estate Property Taxes2011 Allocation of ResourcesAssessment64%All Other11%Recorder ofDeeds8%Collector ofRevenue17%Railroad and Utility TaxesMerchant's and Manufacturer's LicenseFeesThe Collector provides these services for the 241separate taxing authorities in St. Louis County. TheCollector combines and extends the tax ratesadopted by the various taxing authorities todevelop individual tax bills. The Collector provides acentralized process to efficiently manage thereceipt and distribution of funds for most taxingjurisdictions within St. Louis County.Recorder of Deeds DivisionThe Recorder of Deeds Division records and files thedocuments of writing affecting real property,subdivision plats, federal and state tax liens, andother instruments of writing. Also, the Recorder’sDivision issues marriage licenses. All recordedinstruments are available for public research.Remote access is available to real estate records bysubscription or pay as you go service. PropertyFraud Alert is available at no cost to St. Louis County- 237 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF REVENUEproperty owners. The division is organized byfunction: Document Copies/Research Document/Plat Recording Federal and State Liens Marriage LicenseSpecialized maps,Graphic services,Copies from microfilm,Programming,Web design and posting, andHardware and software support.Assessment DivisionThe Assessment Division discovers, identifies,classifies and assesses all real and personal propertywithin St. Louis County. The assessed value isapplied to the tax rates established by the taxingauthorities to determine the amount of tax leviedagainst a property. Functionally, the division iscomprised of: Abstract (Title Recording) Appraisal Support Assessment Systems Personal Property Real PropertyBy Missouri State law, the Assessor is required toreassess all real property to market value everyother (odd) year. The process involves estimatingvalues on approximately 389,000 parcels of realproperty, providing owners the opportunity toappeal, then finalizing, certifying andcommunicating the values to the individual taxingauthorities.Land and Revenue Information ServicesLand and Revenue Information Services (LRIS) hasthe responsibility for the maintenance andreproduction of the official set of locator and zoningmaps for St. Louis County. All maps containingpolitical subdivision boundary lines are maintainedby the division, as well as a master address filesystem that is updated daily to accurately reflect allknown addresses throughout St. Louis County. LRISalso provides information technology services andsupport for all software systems used by theDepartment of Revenue and maintains thedepartment’s website. Services available throughLRIS include:LRIS also provides, on a fee basis, various computerreports as requested by St. Louis County agencies orarea commercial organizations.Director’s OfficeThe Director’s Office supervises the Collection,Assessment, Recorder of Deeds, and Land andRevenue Information Services Divisions, as well asthe Board of Equalization and Licensing Offices. TheBoard of Equalization (BOE) consists of three (3)citizens appointed by the County Executive to hearappeals on property assessments. This office alsoprovides advocate services to property owners whowish to avail themselves of the County’s informaland/or statutory appeal process. Administrativesupport for the BOE is provided by the Director’sOffice. The License Office issues liquor licenses aswell as other miscellaneous business andamusement licenses and collects hotel/motel taxes.The Director of Revenue also serves as the Trusteeof delinquent tax properties that have not been soldat the public auction for three consecutive years.The Director’s Office provides comprehensivepersonnel and payroll services for all departmentalemployees and is Custodian of Records for thedepartment.- 238 -

DEPARTMENT OF REVENUEPERFORMANCE MEASURES2007Actual2008Actual2009Actual2010Estimated2011ProjectedAll Mail, Incoming and Outgoing 3,204,058 3,143,251 2,619,175 2,750,000 2,750,000Number of Cashier Payments (Clayton) 189,489 173,224 186,733 175,000 175,000Document Recordings 268,164 223,490 247,279 200,000 200,000Marriage License Applications 5,973 6,110 5,674 5,400 5,400Transfers by Recorded Document 50,382 60,000 44,374 60,000 56,000DEPARTMENT ORGANIZATIONCountyExecutiveDirector ofRevenueBoard ofEqualizationRecorder ofDeedsLicensingServicesRevenueInformationSystemsLandInformationServicesPropertyAssessmentRevenue Billing& Collection- 239 -FISCAL YEAR 2011ADOPTED BUDGET

DEPARTMENT OF REVENUEBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryAssessment $ 11,439.5 $ 10,410.4 $ 11,091.6 $ 12,460.8 $ 12,441.7 $ 11,558.6 $ 11,558.6 $ 11,558.6Coll ector of Revenue 3,069.7 2,946.8 3,151.2 3,296.4 3,296.4 3,233.3 3,139.8 3,139.8Land Information Services 623.7 666.0 667.7 700.1 700.1 698.3 698.3 698.3Recorder of Deeds 1,469.1 1,387.5 1,408.2 1,469.7 1,469.7 1,466.2 1,411.6 1,411.6Director of Revenue 545.1 584.2 621.2 646.4 646.4 682.2 636.1 636.1Board of Equalization 429.7 297.8 494.0 416.1 435.2 589.7 589.7 589.72009 Reassessment ‐ 22.9 155.8 ‐ ‐ ‐ ‐ ‐Total $ 17,576.8 $ 16,315.6 $ 17,589.7 $ 18,989.5 $ 18,989.5 $ 18,228.3 $ 18,034.0 $ 18,034.0Expenditure Category SummarySalaries and Wages $ 9,411.6 $ 9,580.6 $ 9,653.1 $ 10,358.9 $ 10,358.9 $ 9,914.2 $ 9,757.0 $ 9,757.0Payroll Fringes 3,385.9 3,345.2 3,755.0 4,253.4 4,253.4 3,704.1 3,667.1 3,667.1Purchased Services 2,435.8 2,105.0 3,002.4 2,830.6 2,830.4 3,228.1 3,228.1 3,228.1Commodities and Supplies 404.2 143.4 171.1 210.3 212.4 171.3 171.3 171.3Personal Allowances 416.3 328.6 278.4 479.6 478.8 370.4 370.4 370.4Other Expenses 101.9 85.4 117.7 93.7 93.7 81.0 81.0 81.0Transfer Payments 1,293.2 756.1 554.8 662.4 662.4 685.0 685.0 685.0Capital Outlays 130.6 92.0 57.2 100.6 99.5 74.1 74.1 74.1Expenditure Offset (2.7) (120.5) ‐ ‐ ‐ ‐ ‐ ‐Total $ 17,576.8 $ 16,315.6 $ 17,589.7 $ 18,989.5 $ 18,989.5 $ 18,228.3 $ 18,034.0 $ 18,034.0Fund SummaryGeneral Fund $ 5,707.6 $ 5,584.6 $ 5,848.2 $ 6,112.6 $ 6,112.6 $ 6,080.0 $ 5,885.7 $ 5,885.7Assessment Fund 11,869.2 10,731.0 11,741.5 12,876.9 12,876.9 12,148.3 12,148.3 12,148.3Total $ 17,576.8 $ 16,315.6 $ 17,589.7 $ 18,989.5 $ 18,989.5 $ 18,228.3 $ 18,034.0 $ 18,034.0Position SummaryAssessment 177 198 171 171 175 160 160 160Coll ector of Revenue 43 44 44 43 43 44 43 43Land Information Services 9 9 9 9 9 9 9 9Recorder of Deeds 31 31 31 28 28 28 27 27Director of Revenue 7 8 8 8 8 9 9 9Board of Equalization 3 3 3 3 4 4 4 4Total 270 293 266 262 267 254 252 252- 240 -

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University of MissouriExtension of St. Louis CountyNina Balsam, County Program Directorextension.missouri.edu/stlouis(314) 615-2911OVERVIEWDepartment MissionThe mission of the University of Missouri Extensionis to improve Missourians' lives by addressing theirhighest priorities through the application ofresearch-based education and resources.Strategic Priorities• Offer programming for women in the areas offinancial literacy, investment literacy, taxes, andhow to achieve wage equity.• Provide programming for the public for the St.Louis County Library branches in nutrition,financial literacy, taxes, stress management,youth development, etc.• Host Dr. Joseph Crumbley at the first RegionalKinship Care Conference: Strategies forSupporting Relative Caregivers of Children &Youth.• Provide facilitation services for DomesticViolence Victim Impact Panels for the St. LouisCounty Family Court, which will lead to greatervictim healing and empowerment, and greateroffender understanding of the impact of theircrime and less likelihood of recidivism.• Increase healthy food preservation/nutritionprograms and the availability of fresh producein corner stores.• Increase healthy home workshops to educateresidents about the dangers of certain cleaningand/or building products and healthieralternatives.• Improve nutrition by increasing connectionsbetween local farmers and consumers, andtraining people to grow their own fruits andvegetables.• Decrease the amount of fertilizers andpesticides in storm water runoff throughShowMe Rain Gardens (St. Louis’ regional raingarden initiative), the Master Gardener andMaster Naturalist programs, soil testingservices, and informal training at health fairsand public events.Participants learn how to make sound financial decisions in theWomen’s Financial Education Series, offered annually by MUExtension in St. Louis County’s Meramec BuildingDepartment Products and ServicesUniversity of Missouri Extension-St. Louis Countyconsists of 15 full-time personnel: ten educationalspecialists, two Food and Nutrition Program (FNP)educators, and three support personnel. The threesupport personnel are funded directly by St. LouisCounty.Educational programs are diversified and offered inevery area of St. Louis County. Businessdevelopment, horticulture, labor education,leadership training, workforce development,nutrition and health education, financial education,housing and environmental design, neighborhooddevelopment, aging, and 4-H youth clubs andactivities, are all part of the Extension's range ofprogramming. Many programs target under-servedaudiences and focus on unemployment or underemployment,economic development ofcommunities, assisting individuals with finances andhome-buying, increasing access to nutritional foodand health education, working with at-risk youth, orhelping the elderly save on home energy costs.- 242 -

UNIVERSITY OF MISSOURI EXTENSIONThe 2010 budget for University of MissouriExtension was $165,114. Nearly 172,00 peoplewere reached through classes, consultations, publicevents, newsletters, by phone and electronically.Almost 66,000 newsletters reached audiences oflegislators, the elderly, youth and the general publicand carried a diversity of articles on such things ascaring for grandchildren, keeping fit, and protectingyour home while away. Classes and programsincluded: Stay Strong, Stay Healthy; Eat Well, BeWell with Diabetes; Taking Care of You; Grow YourFarm; Homeworks Seminars; Master Gardeners;Master Naturalists; Tackling the Tough Skills; andthe Neighborhood Leadership Academy.Partnerships with St. Louis County government,other agencies and volunteers are essential to MUExtension’s operation. Partnerships strengthenExtension and provide much-needed resourcesenabling the small staff to reach a larger audience.Department Resources Employed2010Adj.Approp2011AdoptedApprop2009($ in thousands) ActualStaffing (Positions) 3 3 3Resources Required $147.0 $165.1 $166.3(-) Program Revenue 0.0 0.0 0.0(-) Dedicated Funds 0.0 0.0 0.0(=) Net Cost to County $147.0 $165.1 $166.3MAJOR ACCOMPLISHMENTS• Helped two St. Louis County childcare centersimprove the food they serve, as well as thenutrition environment. Potential to affect 750children in Jennings and Berkeley.• Partnered with Girl Scouts of Eastern Missouri,American Red Cross, Harris-Stowe StateUniversity, BJC, Animal Protective Assoc, NorthCounty Tech H.S., South Co. Tech H.S. to host 4-H Achievement Days. Utilized 216 volunteersand served 1,300 children• Partnered with Beyond Housing to present twoHomeworks Seminars, where we served 300families in the Normandy School District,offering 5 classes in each series (Floors & Walls,Energy Efficiency, Outdoor Care, Plumbing,Electrical).• Received a grant for Missouri 4-H from CargillCorp. to start new 4-H Clubs for Science,Engineering & Technology in the St. Louis area.This is a two-year grant in the amount of$78,000 that will wrap up in Jan. 2012. Thissummer, two college students were hired,through additional funding from MissouriUniversity of Science & Technology, to deliverRobotics programming in summer schools andday camps.• Received a grant from the Children’s Trust Fundto expand 4-H LIFE program (serving children ofincarcerated parents) to the correctional centerin Pacific.• Assisted more than 60 small businesses in St.Louis County to procure government contracts,partnering with the Defense Logistics Agency,St. Louis Small Business Monthly, Small BusinessAdministration, St. Louis County EconomicCouncil and Small Business and TechnologyDevelopment Centers.• Trained staff of more than 40 nonprofit and forprofitbusinesses in St. Louis County in financialmanagement issues.• Distributed nearly 500 copies of Tackling theTough Skills: A Curriculum Building Skills forWork and Life. Created by an MU Extensionurban youth and family specialist, the bookhelps adults transition from welfare to work,and teaches hard-to-reach teens and adultsimportant skills such as conflict resolution,problem solving and anger management.• Assisted local farmers seeking to create newbusinesses in the St. Louis area with the GrowYour Farm program. These farm businesses arecreating healthier, local food sources and newjobs in St. Louis. Partners included SchlaflyBottleworks, Slow Food St. Louis, LincolnUniversity, Missouri Department of Health andSenior Services, and a number of local farmers.- 243 -FISCAL YEAR 2011ADOPTED BUDGET

UNIVERSITY OF MISSOURI EXTENSION OFFICE• Trained coordinators from 15 communitygardens in the St Louis area during a three-hourworkshop. Gave them the tools needed togarner resources and manpower, plan a layout,and organize local leadership. Severalcommunities wanting to start gardens arealready into their first season.• Provided information about safe foodpreservation techniques and Extensionprograms at the Food and Farmer’s Expo,sponsored by the Healthy Planet Magazine andSappington Farmer’s Market. More than 1000people attended the event at Webster GrovesRecreation Complex.$0.18$0.15$0.12$0.09$0.06$0.03$0.002007Expend5-Year Summary of Resources2008Expend2009ExpendFunding ($ in millions)2010 AdjApprop.2011AdoptedApprop.0.10%0.08%0.06%0.04%0.02%0.00%% of Operating BudgetMU Extension’s St. Louis Master Gardeners offer a plant clinic atthe Clayton Farmers MarketPERFORMANCE MEASURES2007Actual2008Actual2009Actuals2010Estimated2011ProjectedClass Contacts and Consultations 18,000 16,000 12,713 23,504 24,000Emails and Telephone Calls 80,000 75,000 42,691 43,132 44,000Public Event Contacts N/A N/A 5,456 25,635 26,000Newsletters and Educational Material 8,500 7,000 74,038 55,844 56,000Electronic Website (On-line) Searches N/A N/A 112,315 105,509 106,000- 244 -

UNIVERSITY OF MISSOURI EXTENSIONBUDGET SUMMARY ($ in thousands)2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummaryUniv of MO Extension Center $ 143.0 $ 146.5 $ 147.0 $ 165.1 $ 165.1 $ 166.3 $ 166.3 $ 166.3Total $ 143.0 $ 146.5 $ 147.0 $ 165.1 $ 165.1 $ 166.3 $ 166.3 $ 166.3Expenditure Category SummarySalaries and Wages $ 95.3 $ 97.0 $ 98.2 $ 97.9 $ 97.9 $ 97.9 $ 97.9 $ 97.9Payroll Fringes 7.3 7.4 7.5 7.5 7.5 7.5 7.5 7.5Purchased Services 6.3 6.7 8.1 14.2 12.8 14.2 14.2 14.2Commodities and Supplies 10.0 8.8 5.2 9.5 10.9 10.2 10.2 10.2Personal Allowances 19.8 25.4 23.9 32.7 32.7 34.3 34.3 34.3Other Expenses 1.2 1.2 1.2 2.0 2.0 1.3 1.3 1.3Trans fer Payments - - - - - 0.9 0.9 0.9Capital Outlays 3.1 - 2.9 1.3 1.3 - - -Expenditure Offset - - - - - - - -Total $ 143.0 $ 146.5 $ 147.0 $ 165.1 $ 165.1 $ 166.3 $ 166.3 $ 166.3Fund SummaryGeneral Fund $ 143.0 $ 146.5 $ 147.0 $ 165.1 $ 165.1 $ 166.3 $ 166.3 $ 166.3Total $ 143.0 $ 146.5 $ 147.0 $ 165.1 $ 165.1 $ 166.3 $ 166.3 $ 166.3Position SummaryUniv of MO Extension Center 3 3 3 3 3 3 3 3Total 3 3 3 3 3 3 3 3- 245 -FISCAL YEAR 2011ADOPTED BUDGET

Miscellaneouswww.stlouisco.com(314) 615‐5000This section includes funding for the following,which are not assigned to a specific Countydepartment:SPECIAL PROJECTS (GENERAL FUND)This division of the budget includes funding tosupport the County’s interest in variousorganizations and agencies. The 2011recommendation includes: East‐West Gateway Council ($125,912)This is an area‐wide planning agency whichreviews requests for federal funds to bechanneled into the metropolitan area. Legal Aid Society ($16,000)The Legal Aid Society provides essential legalcounseling to citizens who cannot afford privateattorneys. Missouri Association of Counties ($15,000)The Missouri Association of Counties representsthe voice of all Missouri Counties in support oflegislation.Court Appointed Special Advocates (CASA)($148,745)CASA advocates for abused and neglectedchildren in need of safe, permanent homesthrough highly trained volunteers appointed bythe Family Court. Elmwood Park Fire Protection ($66,739)Provides funding for fire protection services inElmwood Park.EMERGENCY “FUND” (GENERAL FUND)The Emergency “Fund” is a not a fund per se – it is adivision within the budget used to set aside anamount not less than three percent of totalestimated general fund revenues pursuant toMissouri statute. The County Council may, byresolution at any time upon recommendation of theCounty Executive, make transfers from theemergency fund appropriation account to any otherappropriation account within the General Fund.Transfers may only be made for unforeseenemergencies and upon unanimous vote of theCounty Council.PUBLIC MASS TRANSIT FUND (5620)This fund is used to record receipts from twocounty‐wide sales taxes (0.25% and 0.50%) andrelated expenditures for public mass transportationpurposes. The budget seeks to appropriate revenuereceived from the 0.25% tax. Appropriations fromthe 0.50% tax will be made upon the CountyCouncil’s approval of the annual contract withMetro, which typically occurs in June.CONVENTION & RECREATION TRUST FUND(8630)This fund is used to record revenue received from a3.5 percent Hotel Motel tax used to fund theCounty’s share of the debt service payments andpreservation payments of the St. Louis RegionalConvention and Sports Complex Authority and debtservice payments for the St. Louis Cardinals BallparkSite and Ballpark Project. Herbert Hoover Boys and Girls Club ($50,000)The Herbert Hoover Boys and Girls Club seeksto inspire and enable youth ages 6‐18 to realizetheir full potential as productive, responsibleand caring citizens.- 246 -

MISCELLANEOUS2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program SummarySpecial Projects $ 349.7 $ 396.2 $ 383.9 $ 469.9 $ 469.9 $ 422.4 $ 422.4 $ 422.4Convention & Rec Trust 14,920.7 9,320.7 10,383.1 9,169.1 9,169.1 9,167.7 9,167.7 9,167.7Public Mass Transit Tax 41,570.0 40,219.2 36,832.4 37,908.2 37,908.2 36,338.4 36,338.4 36,338.4Emergency Fund - - - 5,315.7 5,255.7 5,413.6 5,413.6 5,413.6Total $ 56,840.5 $ 49,936.1 $ 47,599.4 $ 52,862.8 $ 52,802.8 $ 51,342.1 $ 51,342.1 $ 51,342.1Expenditure Category SummarySalaries and Wages $ - $ - $ - $ - $ - $ - $ - $ -Payroll Fringes - - - - - - - -Purchased Services 2,725.7 3,170.7 3,168.1 3,169.1 3,169.1 3,167.7 3,167.7 3,167.7Commodities and Supplies - - - - - - - -Personal Allowances 8.7 9.3 11.9 11.9 11.9 13.5 13.5 13.5Other Expenses 39.3 39.3 17.6 5,333.2 5,273.2 5,428.6 5,428.6 5,428.6Trans fer Payments 54,066.8 46,716.8 44,401.9 44,348.6 44,348.6 42,732.3 42,732.3 42,732.3Capital Outlays - - - - - - - -Expenditure Offset - - - - - - - -Total $ 56,840.5 $ 49,936.1 $ 47,599.4 $ 52,862.8 $ 52,802.8 $ 51,342.1 $ 51,342.1 $ 51,342.1Fund SummaryGeneral Fund $ 349.7 $ 396.2 $ 383.9 $ 5,785.5 $ 5,725.5 $ 5,836.0 $ 5,836.0 $ 5,836.0Convention & Recreation Trust 14,920.7 9,320.7 10,383.1 9,169.1 9,169.1 9,167.7 9,167.7 9,167.7Public Mass Transit 41,570.0 40,219.2 36,832.4 37,908.2 37,908.2 36,338.4 36,338.4 36,338.4Total $ 56,840.5 $ 49,936.1 $ 47,599.4 $ 52,862.8 $ 52,802.8 $ 51,342.1 $ 51,342.1 $ 51,342.1Position SummarySpecial Projects - - - - - - - -Convention & Rec Trust - - - - - - - -Public Mass Transit Tax - - - - - - - -Emergency Fund - - - - - - - -Total - - - - - - - -- 247 -FISCAL YEAR 2011ADOPTED BUDGET

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Debt ManagementSt. Louis County issues debt to fund capitalimprovements and other projects through a varietyof instruments, including but not limited to generalobligation bonds and special obligation bonds. Thissummary excludes short-term notes.The County is currently rated as an AAA issuer forgeneral obligation bonds with a stable ratingsoutlook. This rating reflects the County’ssubstantial tax base and role as the economicdevelopment hub for eastern Missouri and the St.Louis region; the long trend of healthy reserves andstrong financial management; and low debt positionthat is expected to remain manageable despitefuture borrowing plans.Ratings issued for other debt types (specialobligation bonds, tax anticipation notes, etc.)depend upon the details of each issue, howeverover the past several issues, ratings of AA+(Standard and Poor’s Corporation) and Aa1(Moody’s Investor Service) have been received.GENERAL OBLIGATION BONDSGeneral Obligation Bonds are issued upon approvalof specific purposes/projects by a vote of thecitizens of St. Louis County. These bonds arebacked by the full faith and credit of the County,and are funded by a specific property tax levy.The Debt Service Fund is used to account for theredemption of general obligation bonds andpayments of interest, and also includes fees payableto the banks involved as agents for thebondholders.At this time, there is one outstanding series ofgeneral obligation bonds – Public ImprovementBonds, Series 1998. These bonds are scheduled tobe retired in 2013.Very Low Bonded DebtSt. Louis County’s bonded general obligation debtstands at less than 1 percent of the allowable limit.The County’s general obligation bondedindebtedness is limited by Sections 108.010 and108.020 of the Missouri Revised Statutes to 10percent of the assessed value of taxable tangibleproperty. As of December 31, 2010, the County’snet bonded debt will amount to 0.080 percent ofassessed value (AV), or $19.07 per capita.Legal Debt MarginAssessed value of St. LouisCounty for 2009 $23,650,886,005Limit of bonded indebtedness(10% of AV) $2,365,088,601Bonded indebtedness (principal) $37,990,000Less Amount available in DebtService Fund ($19,067,165)Bonded debt applicable to debtlimit $18,922,835Percent of Debt Limit 0.8%Legal Debt Margin $2,346,165,766Property Tax LevyYear Levy Year Levy1997 8.5¢ 2004 0.0¢1998 8.5¢ 2005 6.3¢1999 8.5¢ 2006 6.3¢2000 8.5¢ 2007 6.3¢2001 8.5¢ 2008 6.3¢2002 8.5¢ 2009 2.8¢2003 8.5¢ 2010 2.8¢2011 2.8¢- 249 -FISCAL YEAR 2011ADOPTED BUDGET

DEBT MANAGEMENTAV ($ in billions)$30$25$20$15$10$5$0Net Bonded Debt as a Percentage of Assessed Value1.4%1.2%1.0%0.8%0.6%0.4%0.2%0.0%1985198619871988198919901991199219931994199519961997199819992000200120022003200420052006200720082009Assessed Value ($1,000's)Percent Net Bonded DebtSCHEDULE OF OUSTANDING BONDED DEBT MATURITIESPRINCIPAL INTEREST TOTALINTERESTRATESeries 19982011 11,905.0 1,616.8 13,521.8 5.250%2012 12,660.0 987.8 13,647.8 5.000%2013 13,425.0 335.6 13,760.6 5.000%37,990.0 2,940.2 40,390.2The strong balance of the Debt Service Fundcoupled with the retirement of Series 1997 bonds(2009) and the upcoming retirement of Series 1998bonds (2013) provided the opportunity for a 56percent reduction in the property tax levy of theDebt Service Fund (from 6.3¢ to 2.8¢ per $100 ofAV) in 2009. This rate has been maintained in 2010and 2011.SPECIAL OBLIGATION BONDSSpecial Obligation Bonds do not require voterapproval and are secured by the County’s pledge toannually appropriate sufficient funds for debtservice.Since 2009, the County has issued a number ofspecial obligation bonds, summarized on thefollowing table. The debt service payments forthese bonds are included in the operating budget ofthe relevant County department.- 250 -

DEBT MANAGEMENTOUTSTANDING SPECIAL OBLIGATION BONDS ($ in millions)12/31/2010 BALANCE 2011SERIESPARAMOUNT PURPOSE ISSUEDTERM(YEARS) PRINCIPAL INTEREST* TOTALDEBTSVC* FUND2009 A $27.0 Refund 1999 5/13/09 9 $24.2 $2.8 $27.0 $3.4 General FundCertificates ofParticipation2009 B $7.2 Hazelwood 11/17/09 20 $7.0 $3.5 $10.4 $0.5 General FundCommerceCenter RoadImprovements2010 A/B $119.2 EmergencyCommunications4/15/10 25 $119.2 $63.2 $182.5 $1.3 EmergencyComm. Fund2010 C/D $7.1 Business4/29/10 20 $7.1 $2.8 $9.9 $0.5 General FundIncubators2010 E/F $20.4 Health Campus 6/18/10 25 $20.4 $8.4 $28.8 $1.2 Health Fund2010 H/I $28.7 Page-OliveConnector6/29/10 25 $28.7 $13.4 $42.1 $1.7 Transp.Highway Fund2010 K/L $11.6 Crime Laboratory 10/15/10 25 $11.6 $5.4 $17.0 $0.0 General Fund2010M/N$6.0 Highway Projects 12/30/10 25 $6.0 $2.9 $8.9 $0.4 Transp.Highway Fund*Net of any interest subsidies received due to the use of Build America Bonds or Recovery Zone Economic Development BondsLEASE REVENUE BONDSThe County has two outstanding series of annual appropriation lease revenue bonds outstanding, summarizedon the table, below.OUTSTANDING LEASE REVENUE BONDS ($ in millions)PAR TERM 12/31/2010 BALANCE 2011AMOUNT PURPOSE ISSUED (YEARS) PRINCIPAL INTEREST TOTAL DEBT SVC FUND$58.8 Convenion and SportsFacility Complex Projectand Refunding Bonds8/1/03 18 $41.4 $13.6 $55.0 $5.0 Conv &Rec TrustFund$45.8 Taxable St. Louis CardinalsBallpark Project Bonds12/23/03 30 $44.4 $44.1 $88.5 $3.2 Conv &Rec TrustFund- 251 -FISCAL YEAR 2011ADOPTED BUDGET

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2011‐2015 Capital Improvement ProgramThe County’s Capital Improvement Program (CIP)details capital projects funded in the 2011 Budget,as well as those under consideration for fundingthrough the 2015 budget. The CIP is a planning toolwhich details known project needs and prioritiesover the next five years. The CIP is not acommitment of funds for future years.CIP PLANNING CYCLEThe development of the CIP is a continuous processwhich attempts to compile, review, analyze, andjustify information from numerous sources in aneffort to forecast future capital needs. Countydepartments are constantly working to identify,evaluate, and prioritize projects within theconstraints of available funding.In late June, the Department of Planning providesdepartments with instructions on submitting theirCIP proposals for the next five‐year period.Departments submit their CIP requests to theDepartment of Planning and the Department ofAdministration (Budget Office) in August. Proposalssubmitted by departments are reviewed andsummarized for consideration by the CountyExecutive. Final funding recommendations aresubmitted to County Council through the CountyExecutive’s Recommended Budget.PROJECT PRIORITIZATIONCapital projects are prioritized in different ways,depending upon the specific needs of a departmentand the source(s) of available funding. Thefollowing describes how projects within theDepartments of Highways & Traffic and PublicWorks, are prioritized:Department of Highways & TrafficProjects in the Department of Highways andTraffic typically address a safety,congestion, maintenance, or access need.Realignment and widening construction work forJennings Station Road looking north from MinnieAvenue toward West Florissant Avenue. Theadjacent asphalt detour pavement allows traffic tosafely move through the construction zone whilework progresses.Once a potential project is identified bystaff, via the public, at the request of theCounty Council, or some other avenue, thedepartment gathers data for the roadwayor intersection such as current and futureland use, the number and severity ofaccidents, topography, number of accesspoints, existing traffic volume, andanticipated future traffic demand. This datais then weighted to determine an ultimate“score” that provides a method to compareprojects. Of the criteria evaluated, safetyneeds (i.e. high accident rate) is given ahigher priority than congestion or accessneeds. Many projects address acombination of needs.For the highest priority projects, thedepartment develops a concept plan andcost estimates. Provided that funding isavailable to move a proposed projectforward, the department meets with theappropriate councilmember to share theconcept and holds a public engagementmeeting to get resident and/or stakeholder- 253 -FISCAL YEAR 2011ADOPTED BUDGET

2011‐2015 CAPITAL IMPROVEMENT PROGRAMcomment on the concept design. However,if funding is available through outsidepartners who have a mutual interest in aproject (Missouri Department ofTransportation, municipalities, METRO,etc.), a project could be moved to a higherpriority status.For maintenance projects such as CRSConcrete Replacement or ARSInfrastructure projects, road ratings showwhich roads need to be included in the 5‐year plan. Roadways must be rated as“poor” (rating of 1‐3 on a scale of 10 where10 is best) to be considered in the capitalprogram. Roadways with a higherpavement condition rating are consideredfor preservation treatments as appropriateand as funding allows.Department of Public WorksFacility capital projects, managed by theDepartment of Public Works, typicallyaddress safety issues, equipment orstructural deterioration, equipmentupgrades, or space requirements.Potential projects are identified by facilityexperts, department directors, or tenants.The department evaluates options toaddress the issue and estimates the projectcost.Projects are not prioritized using a formalscoring system – they are ranked based onthe impact on safety and environmentalquality for visitors and employees. Thisincludes access to facilities for all andattention to deteriorating structuralelements. Deteriorated equipment andweatherproofing of facilities is the nextfocus as the failure of these items can causevaluable equipment, records, andworkspace to be compromised. Whenmultiple projects of similar priority arebeing compared and limited funding willnot allow all projects to move forward, thedepartment favors projects which affect thegreatest number of people and protect themost valuable resources.PROJECT FUNDINGCapital projects may be funded through annualappropriations, Master Lease financing, generalobligation bonds, certificates of participation,special obligation bonds, or other financing tools.The decision to use a specific method is madedepending upon the size, cost, and useful life of theproject, coupled with available funding and debtcapacity. Following is a description of availablefinancing options:Annual AppropriationProjects may be financed through anappropriation within the operating budgetof the user department. Examples in the2011 budget include $100,000 to replace aroof at Highway District 5 and $80,000 forPhase II of the fire alarm system upgrade inthe Administration Building. These projectsare recommended for funding in theGeneral Fund appropriation of theDepartment of Public Works.Master Lease ProgramThe Master Lease program began in 2006 tofund capital projects with a useful lifebetween three and ten years. The Countycontracts with a vendor to provide projectfinancing with annual principal and interestpayments budgeted in the operating budgetof the user department. Projects that haveused the Master Lease Program to dateinclude HVAC renovations, roofreplacements, remodeling, elevatorupgrade and repair, and informationtechnology systems.Certificates of Participation (COPs)COPs are financing arrangements where anindividual or entity purchases a share of thelease revenues of an agreement made bythe County, rather than the bond beingsecured by those revenues. The County- 254 -

2011‐2015 CAPITAL IMPROVEMENT PROGRAMrefunded all outstanding COPs in April, 2009through the issue of Special ObligationBonds (see below).Special Obligation BondsSpecial Obligation Bonds are bonds wherean investor’s sole security is the County’spromise to make annual principal andinterest payments. All outstanding SpecialObligation Bonds are summarized in theDebt Service chapter of this document.General Obligation BondsGeneral obligation bonds are bonds backedby the taxing power of St. Louis County.The County has very little bonded debt inthe form of general obligation bonds, withan outstanding principal balance of $41.8million as of January 1, 2011. Existinggeneral obligation debt will be retired in2013.2011 CAPITAL BUDGETThe 2011 capital improvement budget includes$27.6 million in capital project appropriations. Allof these projects are summarized on the followingpages. This summary does not include projectsfinanced through grants or other third‐partysources.2011 Capital Appropriations by Department($ in thousands)Highways & Traffic 26,017.0Parks & Recreation 1,057.0Public Works 479.0Total $ 27,553.0Operating BudgetThe 2011 operating budget includes $1.5million for capital projects which includefacility maintenance projects andimprovements in County parks. None ofthese projects cause a significant change tothe County’s operating budget.Highway Capital BudgetThe 2011 budget for the Highways andTraffic Capital Construction Program (CCP)is $26,017,000, a decrease of $536,450 or 2percent from the 2010 adjusted budget.None of these projects have an impact onthe County’s operating budget. The 2011program is appropriated from the followingfunds:o Federal Aid Urban Trust fund (5080):$14,955,000o Transportation Highway Fund (5590):$11,062,000**Requires an allocation of $11,300,000 of salestax revenues from the Transportation Trust Fund(5600)Table A, below, is a summary of the 2011Work Plan and shows the budget. Thebudget is in accordance with theDepartment of Highways and Traffic’s 5‐year CCP. The total 2011 CCP budgetsupports construction‐letting activity of $47million. It will allow the County to:commence or continue road, sidewalk, andbridge right‐of‐way activities; letconstruction contacts (including those forinfrastructure projects); and proceed withaddressing traffic safety projects.Table B, below, conveys the 2011 CapitalPreservation Budget as compared to the2010 Adjusted Budget.In preparing the 2011 budget, consideration wasgiven to the continued decline in TransportationSales Tax receipts which has a dramatic impact onthe CCP. A greater percentage of the budget isfocused on preservation activities rather thancongestion relief or access improvements.The ability to move forward with key projects,especially those that have received federal fundingsupport in the past, is dependent upon theidentification of alternative financing. Withoutalternative financing, the County is at risk of:- 255 -FISCAL YEAR 2011ADOPTED BUDGET

2011‐2015 CAPITAL IMPROVEMENT PROGRAM1) Delaying or terminating key projects thusmissing project construction deadlinesimposed by the Federal Government; and2) Being required to return Federal fundsacquired through the Federal Highway Billauthorization process for regionallysignificant projects.Two construction projects of critical importance tomobility and economic vitality, including jobcreation, which remain unfunded, are:To complete these projects, alternative capitalfinancing is required. The alternative financing willrequire a dedicated funding source for debt servicepayments. In 2011, the Department of Highwaysand Traffic will continue to work to identify andsecure, as appropriate, this alternative funding. Thefailure to identify a source of funds will force adelay in the completion or a cancellation of thenecessary improvements.ProjectHanley RoadScudder RoadBudget$73.4 M$12.5 M$85.9 MTABLE A: HIGHWAYS & TRAFFIC CCP 2011 WORK PLAN FUNDING SUMMARY($ in thousands)2010 & PriorYear Approp.BalanceOther FundsApplied*2011AdoptedBudget2011 WorkPlanProfessional Services $ 157.4 $ ‐ $ 1,000.0 $ 1,157.4Right‐of‐Way 3,179.2 210.4 ‐ 3,389.6Debt Service 1,090.0 ‐ 1,984.0 3,074.0Construction** 22,910.0 1,012.0 23,033.0 46,955.0TOTAL $ 27,336.6 $ 1,222.4 $ 26,017.0 $ 54,575.9*Traffic Generation Assessment and Partner Funding, but does not include the Special Road and Bridge Fund**Includes utility adjustmentsTABLE B: CAPITAL PRESERVATION PROGRAM BUDGET($ in thousands)Fund Preservation Project2010 AdjustedBudget2011 AdoptedBudget5080 CRS Concrete Replacement $ 8,000.0 $ 8,000.05080 CRS Overlay 500.0 500.05590 ARS Overlay 7,550.0 7,077.05590 ARS Sidewalk* 750.0 1,867.05080 CRS Sidewalk** 1,350.0 342.0TOTAL $ 18,150.0 $ 17,786.0*2011 includes $575,000 of carryover funds**2011 Oakville TGA- 256 -

2011‐2015 CAPITAL IMPROVEMENT PROGRAM2007ActualExpend.2008ActualExpend.2009ActualExpend.2010OriginalApprop.2010AdjustedApprop.2011DepartmentRequest2011CountyExecutiveRecomm.Approp.2011AdoptedApprop.Division/Program Summary1990 Capital Imp Pro $ ‐ $ 557.7 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐Bridges and Culverts 1,638.2 2,384.9 479.7 2,975.0 2,975.0 ‐ ‐ ‐Roadway Improvements 2,075.8 19,910.7 7,407.3 6,162.5 6,162.5 7,693.0 7,693.0 7,693.0Traffic Signals/Intersect 2,351.4 1,872.5 228.6 19.0 19.0 ‐ ‐ ‐Design Contracts 1,959.7 50.1 988.2 2,347.0 2,347.0 1,000.0 1,000.0 1,000.0Facilities Cons tr / Rehab 11.3 8.1 ‐ ‐ ‐ ‐ ‐ ‐Pavement Restor‐Infrastr 13,705.7 9,331.6 9,332.5 15,050.0 15,050.0 17,324.0 17,324.0 17,324.0Total $ 21,742.1 $ 34,115.6 $ 18,436.2 $ 26,553.5 $ 26,553.5 $ 26,017.0 $ 26,017.0 $ 26,017.0Expenditure Category SummarySalaries and Wages $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐Payroll Fringes ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐Purchased Services 19,909.5 26,245.8 17,527.4 20,777.0 20,777.0 24,324.0 24,324.0 24,324.0Commodities and Supplies 212.7 271.8 200.0 ‐ ‐ ‐ ‐ ‐Personal Allowances ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐Other Expenses ‐ ‐ 55.0 3,148.5 3,148.5 1,693.0 1,693.0 1,693.0Transfer Payments 162.9 5,690.5 370.0 395.0 395.0 ‐ ‐ ‐Capital Outlays 1,457.0 1,907.5 283.8 2,233.0 2,233.0 ‐ ‐ ‐Expenditure Offset ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐Total $ 21,742.1 $ 34,115.6 $ 18,436.2 $ 26,553.5 $ 26,553.5 $ 26,017.0 $ 26,017.0 $ 26,017.0Fund SummaryFederal Aid Urban Trust $ 11,071.5 $ 12,821.6 $ 8,370.4 $ 10,592.0 $ 10,592.0 $ 14,955.0 $ 14,955.0 $ 14,955.0Transportation Highway 10,670.5 21,294.0 10,065.8 15,961.5 15,961.5 11,062.0 11,062.0 11,062.0Total $ 21,742.1 $ 34,115.6 $ 18,436.2 $ 26,553.5 $ 26,553.5 $ 26,017.0 $ 26,017.0 $ 26,017.0Position SummaryFederal Aid Urban Trust ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐Transportation Highway ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐Total ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐- 257 -FISCAL YEAR 2011ADOPTED BUDGET

Table IFEDERAL AID URBAN TRUST FUND (5080)2011 BUDGET SUMMARY2011 ESTIMATED INCOME $ 14,433,946ESTIMATED FUND BALANCE DECEMBER 31, 2010BALANCE DECEMBER 31, 2009 $ 12,520,843ESTIMATED 2010 REVENUE 11,200,03923,720,882PRIOR YEAR PROJECTS RE‐BUDGETED IN 2010 8,153,258ESTIMATED 2010 EXPENDITURES 10,592,000TOTAL 2010 ESTIMATED EXPENDITURES 18,745,258ESTIMATED FUND BALANCE END 2010 4,975,624TOTAL AVAILABLE FOR APPROPRIATION 19,409,570ADOPTED APPROPRIATION 14,955,000UNAPPROPRIATED BALANCE* $ 4,454,570*The Unappropriated Balance has been programmed toward project needs in the Five Year CapitalImprovement Program. This balance is not available for expenditure on new additional projects.- 258 -

Table IIFEDERAL AID URBAN TRUST FUND (5080)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATEINVESTMENT EARNINGS $ 86,486 $ 94,629 $ 129,746RENTS 5,400 7,200 7,200STATE AID ‐ CART 3,000,000 3,000,000 3,000,000FEDERAL GRANTS 3,274,470 5,325,100 9,479,000STATE GRANTS 400,766 20,000 100,000LOCAL GOVERNMENT GRANTS 6,812,577 2,072,740 1,523,000OTHER GRANTS 1,155,630 680,370 195,000OTHER REVENUE 16,445 ‐ ‐FUND TOTAL $ 14,751,773 $ 11,200,039 $ 14,433,946- 259 -

Table ITRANSPORTATION HIGHWAY FUND (5590)2011 BUDGET SUMMARYLOWER OF 2010 OR 2011 ESTIMATED REVENUE $ 434,1992011 ALLOCATION FROM TRANSPORTATION TRUST FUND 11,300,000ESTIMATED FUND BALANCE DECEMBER 31, 2010BALANCE DECEMBER 31, 2009 36,991,993ESTIMATED 2010 REVENUE 434,1992010 CANCELLED PURCHSE ORDERS/CONTRACTS 519,1282010 ALLOCATIONS 11,600,00049,545,320PRIOR YEAR PROJECTS RE‐BUDGETED IN 2010 33,567,262ESTIMATED 2010 EXPENDITURES 15,961,450TOTAL 2010 ESTIMATED EXPENDITURES 49,528,712ESTIMATED FUND BALANCE END 2010 16,608TOTAL AVAILABLE FOR APPROPRIATION 11,750,807ADOPTED APPROPRIATION 11,062,000UNAPPROPRIATED BALANCE $ 688,807- 260 -

Table IITRANSPORTATION HIGHWAY FUND (5590)ACTUAL INCOME FOR 2009 ANDESTIMATED INCOME FOR 2010 AND 20112009 2010 2011ACTUAL ESTIMATE ESTIMATEINVESTMENT EARNINGS $ 354,643 $ 434,199 $ 602,758TOTAL REVENUE 354,643 434,199 602,758ALLOCATIONS:TRANSPORTATION TRUST FUND 18,525,047 11,600,000 11,300,000FUND TOTAL $ 18,879,690 $ 12,034,199 $ 11,902,758- 261 -

Capital Construction Program2011 AFund No. 508P&I / Construction orCapital Workplan Survey Design Right-of-way Utility Agree. Special Programming TotalBridge - Replacement1275.0000 Antire Road - Bridge No000 0 455,000 455,000C 437/417 Misc. 20' BridgeRehabs, Beam Replacements,Painting, etc000 0 455,000 455,000Rehabilitation1380.0000 Overlay Program - 2011 CRS2000 0 500,000 500,000C1382.0000ProgramConcrete Replacement Program000 0 3,000,000 3,000,000C1383.0000- 2011 CRS AConcrete Replacement Program000 0 2,000,000 2,000,000C1384.0000- 2011 CRS BConcrete Replacement Program000 0 3,000,000 3,000,000C - 2011 CRS c000 0 8,500,000 8,500,000Roadway856.2000 Baxter Road - N. of Clayton Rd.000 0 6,000,000 6,000,000A to Summer Ridge Dr.000 0 6,000,000 6,000,000Grand Total 000014,955,00014,955,000- 262 -

Capital Construction Program2011 AFund No. 559P&I / Construction orCapital Workplan Survey Design Right-of-way Utility Agree. Special Programming TotalCooperative Project1168.1236 Page Ave. - Olive Connector **000 0 303,000 303,000A1239.0000ONLY debt serviceDorsett Road - * MoDOT to000 0 1,390,000 1,390,000MoDOT administer * STLCO SHARE @$5.1M by MTFC LOAN -MoDOT reduced principal by$900K prepayment Feb 2010 **Only debt service000 0 1,693,000 1,693,000Rehabilitation1214.0000 Infrastructure Program -000 0 2,500,000 2,500,000A Howdershell Rd - * 660' North ofCharbonier Road to 300' Southof Behlmann Drive - Mill &Overlay1262.0000 Infrastructure Program - West000 0 2,600,000 2,600,000A Florissant Avenue - ChambersRd to New Halls Ferry to 2011per MAB email 6.10.101329.0000 Infrastructure Program -000 0 345,000 345,000A Woodson Road - OliveBoulevard to Kempland Placeand @ Page Avenue1330.0000 Infrastructure Program - Kienlen000 0 242,000 242,000A Avenue - Greer Avenue to 200ft. SW of Idadale Avenue1340.1311 Infrastructure Program - Warson000 0 940,000 940,000A Road / Ashby Road - Olive Blvdto Page Ave6000.0000 Infrastructure Program -000 0 450,000 450,000A Redman Ave., 367 toBellefontaine PCR 4000 0 7,077,000 7,077,000Sidewalks1340.1301 Warson Road - 2011 Sidewalk000 50,000 1,242,000 1,292,000SWK Program000 50,000 1,242,000 1,292,000Studies / Engineering Inv.1337.0000 Traffic Study - River Valley0 1,000,0000 0 0 1,000,000A Connector01,000,0000 00 1,000,000Grand Total 01,000,000050,00010,012,00011,062,000- 263 -

Department of Highways & TrafficCapital Five Year Plan2011Projected855 Roadway - Baumgartner RoadTelegraph Road to Blackforest Drive2012Projected856 Roadway - Baxter RoadN. of Clayton Rd. to Summer Ridge Dr.2013Projected1168 Cooperative Project - Page Ave.Debt service only2014Projected1212 Rehabilitation - Infrastructure ProgramSappington Road - Gravois Road to Big Bend Road-Mill & Overlay2015Projected5 YEARProjectedConst Cont 0 5,214,000000 5,214,000Const Cont 6,000,0000000 6,000,000Interest 303,000 1,687,000 1,685,000 1,682,500 1,685,000 7,042,5001214 Rehabilitation - Infrastructure ProgramHowdershell Rd - * 660' North of Charbonier Road to 300' South of BehlmannDrive - Mill & OverlayConst Cont 00 2,700,00000 2,700,0001230 Traffic Intersection Improvement - Midland Blvd.@ Woodson Rd - Great Street ImprovementLand/Bldg 00 50,00000 50,0001239 Cooperative Project - Dorsett RoadProject Total 00 2,750,00000 2,750,0001261 Rehabilitation - Infrastructure ProgramHereford Rd, Elizabeth to FlorissantConst Cont 2,500,0000000 2,500,000Const Cont 0 1,020,000000 1,020,000Interest 1,390,000 1,390,000 315,00000 3,095,000Const Cont 0 2,610,000000 2,610,000Source of funding has NOT been securedthe Department is pursuing Alterntive Financing- 264 -1262 Rehabilitation - Infrastructure Program

2011Projected2012Projected2013ProjectedDepartment of Highways & TrafficCapital Five Year Plan2014Projected2015Projected5 YEARProjectedConst Cont 2,600,0000000 2,600,000Land/Bldg 0 5,0000 50,000 50,000 105,000West Florissant Avenue - Chambers Rd to New Halls FerryConst Cont 0000 3,450,000 3,450,000Prof Srv 00 407,00000 407,000Project Total 0 5,000 407,000 50,000 3,500,000 3,962,0001274 Bridge - Replacement - Allen RoadBridge 239Const Cont 455,0000000 455,0001275 Bridge - Replacement - Antire RoadBridge No 437/417 Misc. 20' Bridge Rehabs, Beam Replacements, Painting,etcLand/Bldg 0 6,400 7,00000 13,400Const Cont 00 698,00000 698,000Project Total 0 6,400 705,00000 711,400Const Cont 0000 3,450,000 3,450,0001281 Bridge - Replacement - Green Valley DriveBridge 103 - 0.20 mi. N of Chambers RdLand/Bldg 0 5,0000 50,000 50,000 105,0001285 Bridge - Replacement - Lewis RoadBridge 331Prof Srv 00 407,00000 407,000Project Total 0 5,000 407,000 50,000 3,500,000 3,962,000Const Cont 00 1,330,00000 1,330,000Land/Bldg 0 168,000 168,00000 336,000Source of funding has NOT been securedthe Department is pursuing Alterntive Financing- 265 -1300 Traffic Intersection Improvement - Adams Avenueand North Taylor

2011ProjectedDepartment of Highways & TrafficCapital Five Year Plan2012Projected2013Projected2014Projected1301 Sidewalks - Warson Road2010 Sidewalk Program - See #13402015Projected5 YEARProjectedProject Total 0 168,000 1,498,00000 1,666,000Const Cont 1,292,0000000 1,292,0001309 Rehabilitation - Infrastructure ProgramAirport Road - I-170 to James S. Mcdonnell BlvdConst Cont 00 2,700,00000 2,700,0001310 Rehabilitation - Infrastructure ProgramMidland Boulevard - Delmar to CantonConst Cont 0 1,500,000000 1,500,000Land/Bldg 0 50,000000 50,000Project Total 0 1,550,000000 1,550,0001311 Rehabilitation - Infrastructure ProgramWarson Road / Ashby Road - Olive Blvd to Page Ave - See #1341Const Cont 940,0000000 940,0001317 Roadway - Butler Hill Rd.I-55 to Kerth Rd.Prof Srv 000 198,0000 198,0001319 Roadway - Bellefontaine RoadSt. Cyr Rd. to Chambers Rd.Land/Bldg 000 25,0000 25,000Project Total 000 223,0000 223,000Prof Srv 000 384,000 1,184,000 1,568,000Land/Bldg 000 25,0000 25,000Project Total 000 409,000 1,184,000 1,593,000Source of funding has NOT been securedthe Department is pursuing Alterntive Financing- 266 -1321 Traffic Intersection Improvement - Charbonier Roadand Howdershell/Shackelford Rd

2011ProjectedDepartment of Highways & TrafficCapital Five Year Plan2012Projected1325 Rehabilitation - Infrastructure ProgramMarshall Road - Timberbrook Lane to St. Louis Avenue and @ Big Bend2013Projected1326 Rehabilitation - Infrastructure ProgramLackland Road - 500 ft. E. of Craig Road to 100 ft. E. of Concours2014Projected2015Projected5 YEARProjectedConst Cont 0 1,381,000000 1,381,000Land/Bldg 0 158,500000 158,5001327 Rehabilitation - Infrastructure ProgramMattis Road - Worthington Drive to Little Rock RoadProject Total 0 1,539,500000 1,539,500Const Cont 00 1,100,00000 1,100,000Land/Bldg 00 50,00000 50,0001329 Rehabilitation - Infrastructure ProgramWoodson Road - Olive Boulevard to Kempland Place and @ Page AvenueProject Total 00 1,150,00000 1,150,000Const Cont 00 210,00000 210,000Land/Bldg 00 50,00000 50,0001330 Rehabilitation - Infrastructure ProgramKienlen Avenue - Greer Avenue to 200 ft. SW of Idadale AvenueProject Total 00 260,00000 260,000Const Cont 0 1,250,000000 1,250,000Land/Bldg 0 50,000000 50,000Project Total 0 1,300,000000 1,300,000Const Cont 345,0000000 345,000Const Cont 242,0000000 242,000Prof Srv 1,000,0000000 1,000,000Source of funding has NOT been securedthe Department is pursuing Alterntive Financing- 267 -1337 Studies / Engineering Inv. - Traffic StudyRiver Valley Connector

2011Projected2012Projected2013ProjectedDepartment of Highways & TrafficCapital Five Year Plan2014Projected1376 Sidewalks - Eddie and Park RoadSappington Road to 9525 Sappington Road.2015Projected5 YEARProjectedLand/Bldg 0 24,425 25,00000 49,4251380 Rehabilitation - Overlay Program2011 CRS2 ProgramConst Cont 500,0000000 500,0001382 Rehabilitation - Concrete Replacement Program2011 CRS AConst Cont 3,000,0000000 3,000,0001383 Rehabilitation - Concrete Replacement Program2011 CRS BConst Cont 2,000,0000000 2,000,0001384 Rehabilitation - Concrete Replacement Program2011 CRS cConst Cont 3,000,0000000 3,000,0006020 Roadway - Shackelford RoadCharbonier to HumesLand/Bldg 0 25,000 1,045,00000 1,070,0009010 Rehabilitation - Concrete Replacement ProgramFuture yearsConst Cont 000 4,850,0000 4,850,000Prof Srv 0 900,000000 900,000Project Total 0 925,000 1,045,000 4,850,0000 6,820,000Const Cont 0 8,000,000 8,000,000 8,000,000 8,000,000 32,000,000Source of funding has NOT been securedthe Department is pursuing Alterntive Financing- 268 -9020 Rehabilitation - Infrastructure ProgramConcrete Replacement & Overlay - Future years (2011-Redman) (2012-Rock Hill,Big Bend) (2014-N. Hanley, Shrewsbury) (2015-Adams, Carmen,W. Flor)

2011ProjectedDepartment of Highways & TrafficCapital Five Year Plan2012Projected2013Projected9030 Rehabilitation - Overlay ProgramFuture years CRS2 Program9040 Sidewalks - CRS Sidewalk Restoration ProgramFuture years Program2014Projected2015Projected5 YEARProjectedConst Cont 450,000 1,662,0000 1,045,000 2,750,000 5,907,000Const Cont 0 500,000 500,000 500,000 500,000 2,000,000Const Cont 00 250,000 250,000 250,000 750,000Source of funding has NOT been securedthe Department is pursuing Alterntive Financing- 269 -

2011Projected2012Projected2013Projected2014Projected2015Projected5 YEARProjected53 HWY CAPITAL FUNDS TOTAL $26,017,000 $27,606,325 $21,697,000 $17,059,500 $21,369,000 $113,748,825EXCLUDES:ROAD & BRIDGE PRESERVATION $2,599,000 $2,725,000 $2,725,000 $2,725,000 $2,725,000 $13,499,000TGA CONTRIBUTION $565,350 $0 $0 $1,850,000$0 $2,415,350#1232 - Old Halls Ferry supplement $250,000 $0 $0 $0 $0#1375 - Milburn Rd Sidewalks $315,350 $0 $0 $0 $0Department of Highways & TrafficCapital Five Year Plan# 6004 - Union Rd Infrastructure $0 $0 $0 $1,850,000$0NOT FUNDED - pursuing alternative funding#1132 - Hanley Road $22,389,000 $50,989,000 $0$0$0 $73,378,000#1191- Scudder Road $1,900,000 $10,600,000 $0 $0 $0 $12,500,000GRAND TOTAL $53,470,350 $91,920,325 $24,422,000 $21,634,500 $24,094,000 $215,541,175Source of funding has NOT been securedthe Department is pursuing Alterntive Financing- 270 -

CAPITAL IMPROVEMENTS BY FACILITY AND YEAR (2011‐2015)Excludes Highway Capital Projects($ in thousands)FACILITYPROJECTPRIORYEARS 2011 2012 2013 2014 2015 TOTALAdmin Bldg Exterior caulking & tuck pointing ‐ ‐ 200.0 ‐ ‐ ‐ 200.0Admin Bldg Interactive Voice Response (IVR)‐ ‐ 230.0 ‐ ‐ ‐ 230.0Upgrade/ReplacementAdmin Bldg Phone System Upgrade ‐ ‐ ‐ 3,000.0 ‐ ‐ 3,000.0Admin BldgReplace (2) Hot Water HeatingBoiler Units ‐ 1185 MH output360.0 ‐ ‐ ‐ ‐ ‐ 360.0Admin Bldg Tuckpoint brickwork and reseal 180.0 ‐ ‐ ‐ ‐ ‐ 180.0windows, Phase 1Admin Bldg Upgrade Fire Alarm System,80.0 ‐ ‐ ‐ ‐ ‐ 80.0Phase IAdmin, Police Upgrade Fire Alarm System Phase ‐ ‐ ‐ 450.0 ‐ ‐ 450.0AnnexIIAll County Safety Upgrades to elevators and 136.4 190.0 105.0 105.0 110.0 116.0 762.4Facilities escalatorsAnimal Shelter Facility Remodeling 5,300.0 ‐ ‐ ‐ ‐ ‐ 5,300.0Bee TreePark playground replacementand site work‐ ‐ 200.0 ‐ ‐ ‐ 200.0Bee Tree Renovate Nims Mansion ‐ ‐ ‐ ‐ 118.0 872.0 990.0BellefontaineBelleview FarmBissellConstruct a new access road intothe park; new restroom buildingat Kingsbury Shelter andneighborhood connectionsDemolition ‐ two (2) barns, corncrib, storage shedMake barn restroom ADAw/security and fire alarm‐ ‐ ‐ 580.0 ‐ ‐ 580.0‐ ‐ 50.0 ‐ ‐ ‐ 50.0‐ ‐ 88.0 ‐ ‐ ‐ 88.0Bissell Replace brick sidewalks ‐ ‐ 30.0 ‐ ‐ ‐ 30.0Black Forest New restroom and spray pool ‐ ‐ ‐ ‐ 800.0 ‐ 800.0BohrerConnect to MSD and replacerestroom‐ ‐ ‐ 60.0 440.0 ‐ 500.0Bohrer New shelter and playground ‐ ‐ ‐ 60.0 440.0 ‐ 500.0- 271 -

FACILITYPROJECTPRIORYEARS 2011 2012 2013 2014 2015 TOTALBohrer Renovate pond ‐ ‐ ‐ ‐ 36.0 ‐ 36.0Bon Oak Renovate restroom and shelter ‐phase III‐ ‐ ‐ ‐ ‐ 500.0 500.0Buder North ‐ road enhancements ‐ 95.0 ‐ ‐ ‐ ‐ 95.0Buder South ‐ new restroom ‐ ‐ ‐ 60.0 440.0 ‐ 500.0BuderSouth ‐ new shelter andplayground‐ ‐ ‐ 66.0 484.0 ‐ 550.0Clayton Campus HVAC Improvements at the deli. 31.0 ‐ ‐ ‐ ‐ ‐ 31.0Clayton Campus Boiler Replacement 400.0 ‐ ‐ ‐ ‐ ‐ 400.0Clayton Campus Energy Monitoring 320.0 ‐ ‐ ‐ ‐ ‐ 320.0Clayton Campus Foundation Repair ‐ 23.0 ‐ ‐ ‐ ‐ 23.0Courts Bldg General carpentry ‐ walls,‐ ‐ ‐ ‐ 33.0 ‐ 33.0partitions, wall coverings, ceilingtile repairCourts Bldg Modify Court Rooms for‐ ‐ 230.0 ‐ ‐ ‐ 230.0AccessibilityCourts Bldg Provide ADA Rest rooms ‐ ‐ 35.0 ‐ ‐ ‐ 35.0Courts Bldg Update Fire Alarm, Phase 1 180.0 ‐ ‐ ‐ ‐ ‐ 180.0Courts BldgUpgrade Fire Alarm System PhaseII (Will still need PhaseIII)‐ 80.0 ‐ ‐ ‐ ‐ 80.0Courts Bldg Upgrade Fire Alarm System Phase ‐ ‐ 110.0 ‐ ‐ ‐ 110.0IIICourts Bldg Window Replacement (2 or 3 600.0 ‐ ‐ ‐ ‐ ‐ 600.0floors)Creve Coeur Two (2) restroom renovations ‐ ‐ 100.0 500.0 ‐ ‐ 600.0Creve Coeur Park Replace/stabilize the failed‐ ‐ 115.0 560.0 2,435.0 1,440.0 4,550.0perimeter lake walls. Add twonew restroom buildings withutility connectionsCrime Lab Upgrade and relocate Crime Lab 10,000.0 ‐ ‐ ‐ ‐ ‐ 10,000.0to Police AnnexDOH Gantner Miscellaneous Tuckpointing ‐‐ ‐ 3.0 ‐ ‐ ‐ 3.0GantnerDOH NCCHC HVAC Replacement ‐ ‐ ‐ ‐ 190.0 ‐ 190.0DOH SCHC Convert Card Swipe System to‐ ‐ ‐ 35.0 ‐ ‐ 35.0Work with County IDsDOH SCHC Roof Replacement ‐ ‐ ‐ ‐ ‐ 95.0 95.0- 272 -

FACILITYEmergency 911CenterFaustPROJECTRelocate E911 center off campus,New communications SystemEstate‐new restroom and MSDhookup by stagePRIORYEARS 2011 2012 2013 2014 2015 TOTAL10,000.0 ‐ ‐ ‐ ‐ ‐ 10,000.0‐ ‐ ‐ ‐ 80.0 720.0 800.0Faust Shelter construction ‐ 40.0 350.0 ‐ ‐ ‐ 390.0Ft. BellefontaineGeorge WinterGeorge WinterGreensfelderStructural repairs to stonebuilding, walks and stairsRe‐erecting ninety‐five (95) ft.pedestrian bridgeRelocating ninety‐five (95) ft.pedestrian bridgeEagle Valley Trail renovations(Phase I)‐ ‐ ‐ 120.0 880.0 ‐ 1,000.0‐ ‐ 70.0 ‐ ‐ ‐ 70.014.0 ‐ ‐ ‐ ‐ ‐ 14.0344.0 ‐ ‐ ‐ ‐ ‐ 344.0Greensfelder New public water supply system 100.0 ‐ ‐ ‐ ‐ ‐ 100.0Greensfelder/Kennedy RecSwitch gears ‐ ‐ 55.0 55.0 ‐ ‐ 110.0HT District 1Fleet Waste Tire & Empty DrumStorage Shelter‐ ‐ 34.0 ‐ ‐ ‐ 34.0HT District 2Fleet Waste Tire & Empty DrumStorage Shelter‐ ‐ 34.0 ‐ ‐ ‐ 34.0HT District 2 Install garage bay doors ‐ ‐ ‐ ‐ ‐ 400.0 400.0HT District 3Fleet Waste Tire & Empty DrumStorage Shelter‐ ‐ 34.0 ‐ ‐ ‐ 34.0HT District 4 Build wash bay & crane 240.0 ‐ ‐ ‐ ‐ ‐ 240.0HT District 4Fleet Waste Tire & Empty DrumStorage Shelter‐ ‐ 34.0 ‐ ‐ ‐ 34.0- 273 -

FACILITYPROJECTPRIORYEARS 2011 2012 2013 2014 2015 TOTALHT District 4 Salt Dome ‐ ‐ 400.0 ‐ ‐ ‐ 400.0HT District 5 Build wash bay & crane ‐ ‐ ‐ 475.0 ‐ ‐ 475.0HT District 5Fleet Waste Tire & Empty DrumStorage Shelter‐ ‐ 34.0 ‐ ‐ ‐ 34.0HT District 5 Roof Replacement ‐ 100.0 ‐ ‐ ‐ ‐ 100.0HT/Fleet Hdqrtr Fleet Wash Bay Recycle ‐ ‐ ‐ 64.0 ‐ ‐ 64.0Jefferson Barracks Atkinson Shelter ‐ install electric ‐ ‐ ‐ 50.0 ‐ ‐ 50.0Jefferson Barracks Historical slate roof replacementon Ordnance and PowderMagazine buildings.Jefferson Barracks Partner to construct LemayCommunity Center and AquaticCenterJefferson Barracks Powder Magazine PlazaRenovationJefferson Barracks Repair/replace 20 Hancock roofand install new windowsJefferson Barracks Replace two (2) restrooms andconnect to MSD‐ Lee (2012) andLeuthauser Shelters (2011)Jefferson Barracks Trail ‐develop trailhead restroomalong Hancock150.0 ‐ ‐ ‐ ‐ ‐ 150.0‐ ‐ 150.0 2,610.0 ‐ ‐ 2,760.0‐ ‐ ‐ 75.0 ‐ ‐ 75.0‐ ‐ 75.0 75.0 ‐ ‐ 150.040.0 300.0 330.0 ‐ ‐ ‐ 670.0‐ ‐ ‐ ‐ ‐ 500.0 500.0Jefferson Barracks Waterproof Visitor Center ‐ 25.0 ‐ ‐ ‐ ‐ 25.0Justice Center Boiler Controls ‐ ‐ ‐ ‐ ‐ 68.4 68.4Justice Center Emergency Power Ext. ‐ ‐ ‐ 121.3 ‐ ‐ 121.3Justice Center Replace Fluid Cooler 140.0 ‐ ‐ ‐ ‐ ‐ 140.0Justice Center Upgrade HVAC fans ‐ return ‐ ‐ ‐ ‐ 12.0 ‐ 12.0Kennedy RecComplexNew lighted marquee ‐ 15.0 ‐ ‐ ‐ ‐ 15.0- 274 -

FACILITYKennedy RecComplexPROJECTPRIORYEARS 2011 2012 2013 2014 2015 TOTALReplace flooring ‐ ‐ 80.0 ‐ ‐ ‐ 80.0Kennedy RecComplexLakeside CenterLakeside CenterReplace pool with new aquaticfacility, renovate existingrecreation complexLakeside pavement repair andsealingRepair crack in AdminFoundation‐ ‐ ‐ ‐ 560.0 4,610.0 5,170.0‐ ‐ ‐ 26.0 ‐ ‐ 26.0‐ ‐ ‐ ‐ 4.2 ‐ 4.2Lakeside Center Repair erosion & provide control ‐ ‐ ‐ ‐ 39.0 ‐ 39.0LaumeierSculptureEducation building ‐ exterior leadabatement‐ ‐ 50.0 50.0 ‐ ‐ 100.0Lone Elk Chubb Trail improvements 127.5 ‐ ‐ ‐ ‐ ‐ 127.5McDonnellDevelop a skate park andneighborhood access, availablefor youth and programming(reduced scope by $250K)‐ ‐ ‐ ‐ ‐ 250.0 250.0MET Center Repair Columns 43.0 ‐ ‐ ‐ ‐ ‐ 43.0MET Center Repair/ Replace Roof Over‐ 26.0 ‐ ‐ ‐ ‐ 26.0Machine ShopMET Center Replace Bricks and Tuckpointing ‐ ‐ ‐ 96.0 ‐ ‐ 96.0Metro Parks‐TradesAltec LRV60‐E70 Boom Truck 153.0 ‐ ‐ ‐ ‐ 153.0Multiple CountyownedsitesInstall Solar Power WaterHeaters225.0 ‐ ‐ ‐ ‐ ‐ 225.0Multiple CountyownedsitesReplace Rooftop HVAC 250.0 ‐ ‐ ‐ ‐ ‐ 250.0Museum ofTransportationNew HealthCenterNew HealthCenterConstruct new artifact storagefacilityConsultant for Design/BuildContract for New Health CenterDesign/Build Contract for NewHealth Center‐ ‐ ‐ ‐ ‐ 136.0 136.0625.0 ‐ ‐ ‐ ‐ ‐ 625.020,000.0 ‐ ‐ ‐ ‐ ‐ 20,000.0North County RecComplexAdditional facility renovation 261.0 500.0 ‐ ‐ ‐ ‐ 761.0North County RecComplexAdditional facility renovation(ARRA funds)179.0 ‐ ‐ ‐ ‐ ‐ 179.0- 275 -

FACILITYNorth County RecComplexPROJECTPRIORYEARS 2011 2012 2013 2014 2015 TOTALInitial facility renovation 2,040.0 ‐ ‐ ‐ ‐ ‐ 2,040.0North County RecComplexReplace pool with new aquaticfacility‐ ‐ ‐ ‐ ‐ 300.0 300.0Police ‐ AntirePolice AcademyAntire Range Repair & ResealPavementsADA upgrades to restroom andinterior finishes and furnishings‐ ‐ ‐ ‐ 25.0 ‐ 25.0‐ ‐ ‐ 18.0 ‐ ‐ 18.0Police Academy Emergency Shelter Generator ‐ ‐ ‐ ‐ ‐ 210.0 210.0Police Academy Parking Lot Expansion ‐ ‐ ‐ ‐ 100.0 ‐ 100.0Police Academy Replace Rooftop HVAC (4 units) 25.0 ‐ ‐ ‐ ‐ ‐ 25.0Police Academy Smoke Tower Replacement ‐ ‐ ‐ ‐ 840.0 ‐ 840.0Police Annex Elevator Upgrades &‐ ‐ ‐ ‐ 351.0 ‐ 351.0modernizationPolice Annex Secure Elevator (Supports Crime‐ ‐ ‐ 350.0 ‐ ‐ 350.0Lab)Police Annex Bldg Concrete flatwork ‐ 60.0 ‐ ‐ ‐ ‐ 60.0Police Annex Bldg Masonry Repair & Tuckpointing ‐ ‐ ‐ ‐ 87.0 ‐ 87.0Police Annex Bldg Update Fire Alarm, Phase 1 50.0 ‐ ‐ ‐ ‐ ‐ 50.0Police EOC Repair charcoal/HEPA filter air‐ ‐ 40.0 ‐ ‐ ‐ 40.0filtration systemPolice EOC Upgrade Electrical System ‐ ‐ 240.0 ‐ ‐ ‐ 240.0Queeny Culvert repairs ‐ ‐ 20.0 ‐ ‐ ‐ 20.0Queeny Demo pool area of GRC ‐ ‐ 200.0 ‐ ‐ ‐ 200.0QueenyQueenyQueenyQueenyDog Museum lightning rodprotection system and chimneytuck pointingDog Museum roof and HVACrepairsDog Museum sidingrepair/replacementGreensfelder Recreation Complexrenovation‐ ‐ 155.0 ‐ ‐ ‐ 155.0163.0 75.0 ‐ ‐ ‐ ‐ 238.0‐ ‐ 95.0 ‐ ‐ ‐ 95.0100.0 ‐ 500.0 ‐ ‐ ‐ 600.0Queeny Jarville Pond renovation 735.0 7.0 ‐ 15.0 ‐ ‐ 757.0- 276 -

FACILITYPROJECTPRIORYEARS 2011 2012 2013 2014 2015 TOTALQueeny Two New Shelters and Restrooms ‐ ‐ ‐ ‐ 180.0 ‐ 180.0Record Center Pavement repair and sealing ‐ ‐ ‐ ‐ ‐ 27.0 27.0Record Center Replace exit platform by docks 7.0 ‐ ‐ ‐ ‐ ‐ 7.0Record Center Tuck‐point exterior joints ‐ ‐ ‐ ‐ 10.0 ‐ 10.0St. Louis CountyUpgrade Early Warning SirenSystem10,000.0 ‐ ‐ ‐ ‐ ‐ 10,000.0St. Vincent New shelter and restroom ‐ ‐ ‐ 750.0 ‐ ‐ 750.0St. Vincent CCHVAC and controlsimprovements40.0 ‐ ‐ ‐ ‐ ‐ 40.0St. Vincent CC Waterpark renovations ‐ ‐ 400.0 ‐ ‐ ‐ 400.0SusonRenovate farm ‐ parking ($100K),‐ ‐ 10.0 100.0 ‐ 880.0 990.0sidewalks, fencing ($10K) andADA restroomSylvan Springs Construct new skate park facility 173.0 ‐ ‐ ‐ ‐ ‐ 173.0Sylvan Springs Demo two shelters and 1restroom; replace 1 shelter and 1restroom; make parkingimprovementsTillesReplace restrooms and renovatepond‐ ‐ ‐ ‐ 900.0 ‐ 900.0‐ ‐ 95.0 1,705.0 ‐ ‐ 1,800.0Weinman Center Entry Foyer ‐ ‐ 33.0 ‐ ‐ ‐ 33.0Weinman Center Foundation Waterproofing ‐‐ ‐ 20.0 ‐ ‐ ‐ 20.0South and North WingWeinman Center Install Emergency Generator ‐ ‐ 81.0 ‐ ‐ ‐ 81.0Weinman Center Miscellaneous Spot Tuckpointing ‐ ‐ 15.0 ‐ ‐ ‐ 15.0Weinman Center Update Phone System ‐ ‐ ‐ 30.0 ‐ ‐ 30.0TOTAL $63,811.9 $ 1,536.0 $5,130.0 $12,261.3 $9,594.2 $11,124.4 $103,457.7- 277 -

- 278 -

GrantsSt. Louis County receives grants from State, Federal, and other agencies to fund specific activities, such aspurchasing bulletproof vests for police officers, victim advocacy in the courts, child support enforcement,runway rehabilitation, nutrition programs, public health programs, and job training programs.The amounts detailed on the following pages represent estimates of grant funding to be received by Countydepartments during 2010 and 2011. If awarded, these grants will be received and appropriated pursuant toordinance and administered through funds that are not included in the annual budget process.2010‐2011 Estimated Grant Funding by Department($ in thousands)DEPARTMENT2010ESTIMATED2011PROJECTEDFAMILY COURT $ 825.8 $ 722.2HEALTH 9,025.5 11,368.5HUMAN SERVICES 29,692.8 14,081.2JUDICIALADMINISTRATION 340.0 340.0JUSTICE SERVICES 13.3 115.9PLANNING 13,273.1 10,841.1POLICE 3,020.6 1,031.2TOTAL $ 56,191.1 $ 38,500.22011 Projected Grant Funding($ in thousands)HUMAN SERVICES$14,081.2 JUDICIALADMINISTRATION$340.0JUSTICE SERVICES$115.9HEALTH$11,368.5PLANNING$10,841.1FAMILY COURT$722.2POLICE$1,031.2- 279 -FISCAL YEAR 2011ADOPTED BUDGET

2010 Estimated and 2011 Projected Grant Funding($ in thousands)DEPT PROJECT / PROGRAM FUNDING SOURCERECEIVINGFUND2010 EST.FUNDING2011 PROJ.FUNDING FTEsFAMILY COURT MENTOR PROJECT DIVISION OF YOUTH 3220 $ 39.5 $ 38.5 0.5SERVICESFAMILY COURT SEX OFFENDER TREATMENT DIVISION OF YOUTH 3220 177.4 162.6 3.0SERVICESFAMILY COURT PRIVATE CARE DIVERSION DIVISION OF YOUTH 3220 9.5 9.5 ‐SERVICESFAMILY COURT RESTORATIVE JUSTICE DIVISION OF YOUTH 3220 70.6 70.6 1.0SERVICESFAMILY COURT REPORTING CENTER DIVISION OF YOUTH 3220 22.3 22.3 0.5SERVICESFAMILY COURT YOUTH ADVOCACY DIVISION OF YOUTH 3220 69.4 69.4 2.0PROGRAMSERVICESFAMILY COURT OUT OF HOME CARE CHILDRENS' DIVISION 3220 2.0 ‐ ‐FAMILY COURT DRUG TESTING CHILDRENS' DIVISION 3220 20.0 20.0 ‐FAMILY COURT VICTIMS OF CRIME ACT MISSOURI DEPT OF PUBLIC 3220 9.5 9.5 ‐SAFETYFAMILY COURT JUVENILE ACCOUNTABILITY MISSOURI DEPT OF PUBLIC 3220 124.6 123.8 2.0INCENTIVESAFETYFAMILY COURT REPORTING CENTER MISSOURI DEPT OF PUBLIC 3220 50.0 50.0 1.0EXPANSIONSAFETYFAMILY COURT DAY TREATMENT MISSOURI DEPT OF PUBLIC 3220 50.0 49.6 1.0SAFETYFAMILY COURT CIVIL DOMESTIC VIOLENCE MISSOURI DEPT OF PUBLIC 3220 66.2 ‐ 0.5COURTSAFETYFAMILY COURT DV COURT VOLUNTEER MISSOURI DEPT OF PUBLIC 3220 23.6 8.0 0.5SAFETYFAMILY COURT VICTIM ADVOCACY MISSOURI DEPT OF PUBLIC 3220 37.8 37.8 1.0SAFETYFAMILY COURT MULTI‐DISCIPLINARY OSCA 3220 1.8 ‐ ‐TRAININGFAMILY COURT DV VIOLENCE VICTIM IMPACT OSCA 3220 5.0 ‐ ‐PANELSFAMILY COURT DOMESTIC VIOLENCE VICTIM OSCA 3220 10.0 20.0 ‐ADVOCACYFAMILY COURT JUVENILE DETENTION OSCA 3220 3.0 ‐ ‐ALTERNATIVESFAMILY COURT MULTI‐DISCIPLINARY OSCA 3220 3.0 ‐ ‐TRAININGFAMILY COURT DRUG COURT OSCA 3220 30.6 30.6 ‐HEALTH STD PROGRAM DHSS 3060 211.0 211.0 ‐HEALTH WIC DHSS 3070 1,345.0 1,680.0 22.5HEALTHCOMMUNITY BASED HOME DHSS 3120 25.0 40.0 ‐VISITING (BRIGHTBEGINNINGS)HEALTHNURSE FAMILY PARTNERSHIP DHSS 3120 320.0 320.0 4.5(BUILDING BLOCKS OR NURSEHOME VISITING SERVICES)HEALTH FAMILY PLANNING MO FOUNDATION FORHEALTH- 280 -3120 192.0 192.0 3.0

DEPT PROJECT / PROGRAM FUNDING SOURCERECEIVINGFUND2010 EST.FUNDING2011 PROJ.FUNDING FTEsHEALTHCOMMUNITY ACTION GRT‐ AMERICAN HEART ASSN 3160 5.0 ‐ ‐HIP HOPHEALTH HIP HOP SEQUEL 07‐0235‐ MO FOUNDATION FOR 3120 75.0 61.0 1.0HAC‐07HEALTHHEALTHMCH (MATERNAL & CHILD DHSS‐BLOCK 3130 202.0 202.0 2.0HEALTHHEALTHEMERGENCY PLANNING DHSS 3140 662.0 662.0 8.0(BIOTERRORISM)HEALTH SPM GRANT MDNR 3140 226.0 226.0 2.0HEALTHHEART DISEASE & STROKE DHSS 3140 31.5 31.5 ‐PREVENTION (HDSP)HEALTHCPPW (ARRA) GRANT‐ CDC 3160 1,000.0 6,500.0 7.0SMOKING CESSTHEALTHARRA‐ MDHSS‐ REACHING DHSS 3160 93.5 93.5 1.5MORE CHILDREN ANDADULTSHEALTH CHILD LEAD DHSS 3160 72.0 72.0 ‐HEALTHCSHCN‐CHILDREN OF SPECIALHEALTH CARE NEEDSDHSS 3160 118.0 118.0 2.0HEALTH PHER DHSS 3140 3,188.0 ‐ ‐HEALTH TB OUTREACH DHSS 3160 41.5 41.5 0.5HEALTHHOUSEHOLD HAZARDOUS ST. LOUIS‐JEFFERSON 3180 200.0 300.0 ‐WASTESOLID WASTEHEALTH AIR POLLUTION MDNR 3190 594.0 594.0 9.0HEALTH PM2.5 MDNR 3190 24.0 24.0 ‐HEALTHDOE/WM‐GO GREEN/CART DEPT OF ENERGY ARRA 3210 400.0 ‐ ‐RECYCLING‐ARRA FUNDSHUMAN SERVICES HOUSING RESOURCE ST LOUIS COUNTY 5770 832.1 833.4 ‐COMMISSIONHUMAN SERVICES FEDERAL EMERGENCY US ‐ HOUSING & URBAN 4170 234.1 235.0 ‐SHELTER 2010 (FESG) DEVELOPMENTHUMAN SERVICES MISSOURI EMERGENCY MISSOSURI ‐ DEPT OF 4110 50.0 50.0 ‐SHELTER 2009 (MESG) SOCIAL SERVICESHUMAN SERVICES MISSOURI HOMELESS4690 44.2 44.2 ‐CHALLENGEHUMAN SERVICES HUD SUPPORTIVE HOUSING US ‐ HOUSING & URBAN 4280 717.5 ‐ ‐2005 (SHP)DEVELOPMENTHUMAN SERVICES HUD SUPPORTIVE HOUSING US ‐ HOUSING & URBAN 4220 839.8 673.5 ‐2008 (SHP)DEVELOPMENTHUMAN SERVICES HUD SUPPORTIVE HOUSING US ‐ HOUSING & URBAN 4230 454.1 741.6 ‐2008 (SHP)DEVELOPMENTHUMAN SERVICES RECOVERY ‐ HPRP #1 US ‐ HOUSING & URBAN 7800 1,094.4 1,091.3 ‐DEVELOPMENTHUMAN SERVICES RECOVERY ‐ HPRP #2 US ‐ HOUSING & URBAN TBD 80.0 41.9 ‐DEVELOPMENTHUMAN SERVICES VICTIMS OF CRIME ACT MISSOURI ‐ DEPT OF 6650 83.6 83.6 3.5(VOCA) ‐ WEINMAN PUBLIC SAFETYHUMAN SERVICES STOP VIOLENCE AGAINSTWOMEN (VAWA) ‐WEINMANMISSOURI ‐ DEPT OFPUBLIC SAFETY6670 44.2 44.2 2.0HUMAN SERVICES WEINMAN ‐ DONATIONS ST LOUIS COUNTY 5330 6.6 3.4 ‐HUMAN SERVICESWEINMAN ‐ MUNICIPALITYFEESST LOUIS COUNTY 5160 441.5 440.1 ‐- 281 -

DEPT PROJECT / PROGRAM FUNDING SOURCEHUMAN SERVICES DOMESTIC VIOLENCE MISSOURI ‐ DEPT OFSHELTER (DVSS)PUBLIC SAFETYHUMAN SERVICES DOMESTIC VIOLENCE MISSOURI ‐ DEPT OFSHELTER (DVSS)PUBLIC SAFETYHUMAN SERVICES MO FOUNDATION FOR MISSOURI FOUNDATIONHEALTH ‐ WOMEN'S HEALTH FOR HEALTHRECEIVINGFUND2010 EST.FUNDING2011 PROJ.FUNDING FTEs6120 3.5 3.8 1.56130 23.0 20.4 1.57590 34.4 33.4 0.5HUMAN SERVICESCHILDREN AND ADULT CAREFOOD PROGRAM (CACFP)HUMAN SERVICES CHILDREN'S SERVICE FUNDGRANT (CYP)HUMAN SERVICES CHILDREN'S SERVICE FUNDGRANT (WEINMAN)HUMAN SERVICES WIA 1B ADULT PY10/FY11 MISSOURI DIVISION OFWORKFORCEDEVELOPMENTHUMAN SERVICES WIA 1B YOUTH FY10 MISSOURI DIVISION OFWORKFORCEDEVELOPMENTHUMAN SERVICESHUMAN SERVICESHUMAN SERVICESHUMAN SERVICESHUMAN SERVICESHUMAN SERVICESHUMAN SERVICESWIA 1B DISLOCATEDWORKER PY10/FY11WIA 1B 15% FLEXIBLESTAFFING PY09/FY10WIA 1B 25% FLEXIBLESTAFFING PY09/FY10WIA 15% INCENTIVEPY09/FY10WIA 1B RAPID RESPONSEPY10/FY11WIA 1B HERO AT HOMEPY09/FY11CAREER ASSISTANCEPROGRAM/TANF (HHS)MISSOURI ‐ DEPT OFHEALTH & SENIORSERVICES7540 20.0 45.0 ‐ST. LOUIS COUNTY 6110 ‐ 294.5 3.0ST. LOUIS COUNTY 6600 ‐ 102.0 ‐MISSOURI DIVISION OFWORKFORCEDEVELOPMENTMISSOURI DIVISION OFWORKFORCEDEVELOPMENTMISSOURI DIVISION OFWORKFORCEDEVELOPMENTMISSOURI DIVISION OFWORKFORCEDEVELOPMENTMISSOURI DIVISION OFWORKFORCEDEVELOPMENTMISSOURI DIVISION OFWORKFORCEDEVELOPMENTMISSOURI DIVISION OFWORKFORCEDEVELOPMENTHUMAN SERVICES WIA 1D CHRYSLER MISSOURI DIVISION OFWORKFORCEDEVELOPMENTHUMAN SERVICESWIA 1D MULTI INDUSTRY(WESTERN UNION & MACY'S)MISSOURI DEVISION OFWORKFORCEDEVELOPMENTHUMAN SERVICES WIA 1D AUTO INDUSTRY MISSOURI DIVISION OFWORKFORCEDEVELOPMENTHUMAN SERVICES WIA 1D BRAC MISSOURI DEVISION OFWORKFORCEDEVELOPMENTHUMAN SERVICESDISABILITY NAVIGATOR PY10 MISSOURI DIVISION OFWORKFORCEDEVELOPMENT- 282 -3510 2,235.8 1,876.8 ‐3520 2,429.9 2,039.1 25.03530 3,014.2 2,928.1 ‐7750 50.0 ‐ ‐7760 50.0 ‐ ‐7790 10.0 ‐ ‐3950 50.0 51.5 ‐3960 20.0 20.0 ‐3640 1,705.8 426.5 ‐TBD 337.3 304.2 ‐TBD 80.0 50.0 ‐TBD 202.3 24.7 ‐TBD 225.0 442.4 ‐3940 30.4 19.4 ‐

DEPT PROJECT / PROGRAM FUNDING SOURCERECEIVINGFUND2010 EST.FUNDING2011 PROJ.FUNDING FTEsHUMAN SERVICES WIA 1D ON THE JOB MISSOURI DIVISION OF TBD ‐ 215.0 ‐TRAINING PY10/FY11 WORKFORCEDEVELOPMENTHUMAN SERVICES WIA 1D REGIONAL MISSOURI DIVISION OF TBD ‐ 246.5 1.0INNOVATION GRANT (RIG)PY10/FY11WORKFORCEDEVELOPMENTHUMAN SERVICES RECOVERY ‐ WIA 1B ADULT MISSORUI DIVISION OF 7810 1,291.4 ‐ ‐FY09WORKFORCEDEVELOPMENTHUMAN SERVICES RECOVERY ‐ WIA 1B MISSOURI DIVISION OF 7830 3,584.8 ‐ ‐DISLOCATED WORKER FY09 WORKFORCEDEVELOPMENTHUMAN SERVICES RECOVERY ‐ WIA 1B YOUTH MISSORUI DIVISION OF 7820 3,155.0 ‐ ‐FY09WORKFORCEDEVELOPMENTHUMAN SERVICES RECOVERY ‐ WIA 15% MISSORUI DIVISION OF 6540 792.3 ‐ ‐SUMMER YOUTH FY09 WORKFORCEDEVELOPMENTHUMAN SERVICES WIA‐JOBS FOR MISSOURI MISSORUI DIVISION OF 7780 325.7 304.5 ‐GRADS FY10WORKFORCEDEVELOPMENTHUMAN SERVICES RECOVERY ‐ ON THE JOB MISSORUI DIVISION OF 7840 150.0 ‐ ‐TRAINING FY09WORKFORCEDEVELOPMENTHUMAN SERVICES RECOVERY ‐ STATE PARK MISSORUI DIVISION OF 6420 177.8 ‐ ‐YOUTH CORPS FY09 WORKFORCEDEVELOPMENTHUMAN SERVICES RECOVERY ‐ ARRA‐TANF MISSORUI DIVISION OF 6940 4,400.0 ‐ ‐SUMMER YOUTH FY09 WORKFORCEDEVELOPMENTHUMAN SERVICES SUMMER FOOD 2010 MISSOURI DEPARTMENT 6080 232.1 211.2 0.5OF HEALTHHUMAN SERVICES HOME SWEET HOME DAUGHTERS OF CHARITY 6380 25.0 25.0 ‐HUMAN SERVICES PARKVIEW HOUSING GRANT PARKVIEW HOUSING 4990 5.0 5.0 ‐CORPORATIONHUMAN SERVICES 2010 MISSOURI VETERANS MISSOURI DEPARTMENT 6890 110.0 110.0 1.0COMMISSIONOF HUMAN SERVICESJUDICIALST. LOUIS COUNTY DRUG OFFICE OF STATE COURT N/A 340.0 340.0 ‐ADMINISTRATION COURTADMINISTRATORSJUSTICE SERVICES CHOICES DRUG AND MO DEPT OF PUBLIC 3350 8.2 ‐ 0.6ALCOHOL PROGRAM RSAT SAFETYJUSTICE SERVICES CHOICES DRUG AND MO DEPT OF PUBLIC 3350 5.1 16.9 0.6ALCOHOL PROGRAM RSAT SAFETYJUSTICE SERVICES MENTAL HEALTH RELEASEASSISTANCEDEPT OF JUSTICE BUREAUOF JUSTICE ASSISTANT3350 ‐ 99.1 ‐PLANNINGPLANNINGCOMMUNITY DEVELOPMENTBLOCK GRANT (CDBG)COMMUNITY DEVELOPMENTBLOCK GRANT (CDBG) ‐NEIGHBORHOODSTABILIZATION PROGRAMGRANT (NSP)US DEPT OF HOUSING &URBAN DEVELOPMENTUS DEPT OF HOUSING &URBAN DEVELOPMENT4580 5,370.0 5,997.2 17.04560 3,112.9 ‐ 2.0- 283 -

DEPT PROJECT / PROGRAM FUNDING SOURCERECEIVINGFUND2010 EST.FUNDING2011 PROJ.FUNDING FTEsPLANNING HOME INVESTMENT US DEPT OF HOUSING & 4380 4,100.0 4,153.7 4.0PARTNERSHIPS PROGRAM URBAN DEVELOPMENTPLANNING LEAD‐BASED PAINT US DEPT OF HOUSING & 4670 690.2 690.2 2.0ABATEMENT GRANT URBAN DEVELOPMENTPOLICE BULLET PROOF VEST '10 US DEPT. OF JUSTICE 3460 12.0 ‐ ‐POLICE BULLET PROOF VEST '10 US DEPT. OF JUSTICE 3460 3.7 ‐ ‐POLICE BULLET PROOF VEST '11 US DEPT. OF JUSTICE 3460 ‐ 5.0 ‐POLICE CYBER CRIME RA MO. DEPT. OF PUBLIC 3460 25.0 43.0 1.0SAFETYPOLICE DNA BACKLOG US DEPT. OF JUSTICE 3460 110.0 ‐ 3.0POLICEDOMESTIC VIOLENCERECOVERY ACTMO. DEPT. OF PUBLICSAFETYPOLICE DWI ENFORCEMENT MO. DEPT. OFTRANSPORTATIONPOLICEEARLY WARNING TERRORISM EAST WEST GATEWAYCOUNCILPOLICE EMERGENCY MANAGEMENT MO. STATE EMERGENCYMANAGEMENT AGENCYPOLICE HIDTA ‐ CRIME LAB 09 MO. DEPT. OF PUBLICSAFETYPOLICE HIDTA ‐ CRIME LAB 10 MO. DEPT. OF PUBLICSAFETYPOLICEHIDTA ‐ DEA INTELLIGENCE MO. DEPT. OF PUBLIC09SAFETYPOLICEHIDTA ‐ DEA INTELLIGENCE MO. DEPT. OF PUBLIC10SAFETYPOLICEHIDTA ‐ MAJORMO. DEPT. OF PUBLICINVESTIGATIONSAFETYPOLICEHIDTA ‐ MAJORMO. DEPT. OF PUBLICINVESTIGATIONSAFETYPOLICEHIDTA ‐ VIOLENTMO. DEPT. OF PUBLICTRAFFICKERSSAFETYPOLICE HIDTA ‐ WIRE INTERCEPT 09 MO. DEPT. OF PUBLICSAFETYPOLICE HIDTA ‐ WIRE INTERCEPT 11 MO. DEPT. OF PUBLICSAFETYPOLICE HIGHWAY SAFETY TEAM MO DEPT OFTRANSPORTATIONPOLICE HIGHWAY SAFETY TEAM MO DEPT OFTRANSPORTATIONPOLICE HITDA ‐ MJDTF 10 MO. DEPT. OF PUBLICSAFETYPOLICE HITDA ‐ MJDTF 11 MO. DEPT. OF PUBLICSAFETYPOLICE HOMELAND SECURITY 10 MO. STATE EMERGENCYMANAGEMENT AGENCYPOLICE HOMELAND SECURITY 08 MO. STATE EMERGENCYMANAGEMENT AGENCYPOLICE HOMELAND SECURITY 09 MO. STATE EMERGENCYMANAGEMENT AGENCYPOLICE JAG US BUREAU OF JUSTICEASSISTANCEPOLICE JAG US BUREAU OF JUSTICEASSISTANCE- 284 -3460 120.0 70.0 2.03460 100.0 ‐ ‐3460 75.0 50.0 1.03450 250.0 25.0 4.03460 22.0 ‐ ‐3460 70.0 ‐ 1.03460 30.0 ‐ ‐3460 80.0 29.0 2.03460 7.2 ‐ ‐3460 ‐ 7.2 ‐3460 5.0 ‐ ‐3460 150.0 ‐ ‐3460 ‐ 150.0 ‐3460 200.0 ‐ 7.03460 50.0 200.0 ‐3460 100.0 17.0 ‐3460 50.0 74.0 ‐3470 77.03470 198.0 ‐ ‐3470 85.0 ‐ ‐3460 0.7 ‐ ‐3460 ‐ ‐ ‐

DEPT PROJECT / PROGRAM FUNDING SOURCERECEIVINGFUND2010 EST.FUNDING2011 PROJ.FUNDING FTEsPOLICEJAG COMMUNICATIONS US BUREAU OF JUSTICE 3460 100.0 50.0 ‐BACKUPASSISTANCEPOLICE SUPPORT HIRED PO RA US BUREAU OF JUSTICE 3460 445.0 ‐ ‐ASSISTANCEPOLICEENHANCE FORENSIC & CRIME DOJ OJP 3460 55.0 80.0 2.0SCENE RAPOLICE MCLUP MO. DEPT. OF PUBLIC 3460 63.0 ‐ ‐SAFETYPOLICE MCLUP MO. DEPT. OF PUBLIC 3460 60.0 36.0 1.0SAFETYPOLICE MJDTF MO. DEPT. OF PUBLIC 3460 40.0 ‐ ‐SAFETYPOLICE MJDTF MO. DEPT. OF PUBLIC 3460 130.0 130.0 8.0SAFETYPOLICE MJDTF RECOVERY MO. DEPT. OF PUBLIC 3460 105.0 ‐ ‐SAFETYPOLICE SOBRIETY CHECKPOINT MO DEPT OF3460 35.0 ‐ ‐TRANSPORTATIONPOLICE SOBRIETY CHECKPOINT MO DEPT OF3460 15.0 35.0 ‐TRANSPORTATIONPOLICE STOP VIOLENCE MO. DEPT. OF PUBLIC 3460 100.0 ‐ 3.0SAFETY$ 56,139.1 $ 38,470.2 176.7- 285 -

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St. Louis County MissouriSummary of Budgeted Funds# Name Purpose1010 General Fund Account for general governmental andadministrative expenses, County Police, andJudicial Services.1020 Special Road and Bridge Account for repairs and maintenance of CountyFundroads.1030 Health Fund Account for health inspections, pollutionmonitoring, clinical, and other health relatedservices.1050 Park Maintenance Fund Account for maintenance and operation of allpublic recreational facilities of the County.TOTAL ‐ GENERAL FUNDS($ in millions)2011ProjectedRevenue2011AdoptedBudget$ 215.5 $ 227.344.0 47.747.5 54.422.5 26.0329.5 355.45570 Assessment Fund Record the revenue and expenditures of theAssessor as required under Sec. 137.750 RSMo.5580 Sewer Lateral Fund Record Sewer Lateral fees imposed on allresidential property located within unincorporatedSt. Louis County having six of less dwelling units, tofund repairs of defective lateral sewer service lines.Reference Ordinance 19,549.10.7 12.12.9 2.85600 Transportation TrustFund (1)5740 Police Air SupportProgram Fund5800 EmergencyCommunications FundRecord sales tax revenue and expenditures fortransportation purposes.Record receipts and disbursements for the St. LouisCounty Police Air Support Program which providesaerial support for the entire St. Louis region. St.Louis City and St. Charles County also participate inthe Police Air Support Program. ReferenceOrdinance 22,101.Record receipts from the 0.1% sales tax foremergency communications initiatives and relateddisbursements including debt service.0.1 0.10.3 0.313.7 4.9- 287 -

# Name Purpose5900 Children's Services Fund Record receipts from the 0.25% sales tax forchildren's services. Funds are used for programs toprotect the well‐being and safety of children andyouth 19 years of age and less.($ in millions)2011ProjectedRevenue2011AdoptedBudget34.4 1.08630 Convention andRecreation Trust FundRecord a sales tax of not more than 3.5% on thesales and charges for hotel and motel rooms withinSt. Louis County. Deposited funds shall bedisbursed subject to annual appropriation to the St.Louis Regional Convention and Sports ComplexAuthority to pay the County share of thedevelopment of a multi‐purpose convention,exhibition, and sports facility as an expansion ofthe Cervantes Convention Center in the City of St.Louis. Reference Ordinances 15,016 and 15,023.8.1 9.28640 Water Service Line Fund Record Water Service Line fees imposed on allresidential property located within unincorporatedSt. Louis County having six or less dwelling units, tofund repairs of defective water service lines.Reference Ordinance 20,111.4.0 4.38650 Solid WasteManagement FundRecord annual licensing fees and surcharges onwaste deposited at sanitary and demolitionlandfills. Reference Ordinance 15,599.1.0 1.81110 Debt Service Fund Account for the redemption of bonds andpayments of interest and bank service fees.1100 Spirit of St. Louis AirportFundTOTAL ‐ SPECIAL REVENUE FUNDSAccount for the Spirit Airport facility, which servesas the prime reliever airport for the St. LouisMetropolitan Area. At present, fuel sales andhangar and tie down rent are the major source ofincome.TOTAL ‐ OPERATING BUDGET75.1 36.49.5 13.522.1 21.7436.2 427.0- 288 -

# Name Purpose5620 Public Mass Transit Record 0.25% sales tax revenue and expendituresFundfor public transportation purposes (primarily foroperation of the Metrolink by the Bi‐StateDevelopment Agency). Reference Ordinance17,153.($ in millions)2011ProjectedRevenue2011AdoptedBudget105.8 36.35080 Road and Bridge TOPICSand FAU5590 Transportation HighwayFundFinancial management of the Traffic OperationProgram to Increase Capacity and Safety (TOPICS)and Federal Aid Urban (FAU) for reimbursement ofcosts of certain road and bridge improvements.Financial management of construction,reconstruction, and repair of highways.GRAND TOTAL14.4 15.011.9 11.126.3 26.0$ 568.4 $ 489.4(1)Does not reflect fund balance transferred to other funds or potential appropriations for Metro- 289 -

ST. LOUIS COUNTY, MISSOURIASSESSED VALUES: LAST TEN FISCAL YEARSYear Real Estate Personal Property2001(1)Merchants andManufacturersRailroads andUtilitiesTotal13,698,991,260 3,300,394,632 604,229,339 495,664,115 18,099,279,3462002 13,852,152,740 3,241,481,939 605,386,917 470,406,128 18,169,427,7242003(1)14,702,942,350 3,189,847,330 532,458,960 423,582,381 18,848,831,0212004 14,902,024,630 3,100,490,790 457,479,510 361,254,731 18,821,249,661200520062007(1)(2)(1)16,982,265,260 3,123,456,140 448,999,600 363,241,776 20,917,962,77617,175,092,890 3,242,354,380 470,220,490 361,444,762 21,249,112,52220,800,199,450 3,210,652,070 396,761,210 372,811,198 24,780,423,9282008 20,954,628,380 3,275,438,670 416,029,640 378,662,486 25,024,759,1762009(1)19,713,861,420 3,113,525,030 433,935,170 393,662,975 23,654,984,5952010 19,842,584,210 2,840,593,050 318,399,320 396,165,545 23,397,742,125Source: St. Louis County Department of RevenueNotes:(1) General reassessments of all property values have been completed since 1985 and subsequently every two years, in oddnumbered years.(2) Reflects restatement of previously reported amounts.- 290 -

ST. LOUIS COUNTY, MISSOURIPROPERTY TAX RATES ‐ DIRECT AND OVERLAPPING GOVERNMENTS ‐ LAST TEN FISCAL YEARS(rate per $100 of assessed value)St. Louis County Direct RatesOverlapping Average Tax RatesFiscalYearBasicRateGeneralObligationDebtServiceTotalDirectCountySchoolDistricts CitiesServiceDistricts(1)Other(2)Total Direct&OverlappingRates2000 0.495 0.085 0.580 4.210 0.430 1.350 1.440 8.0102001 0.495 0.085 0.580 4.260 0.340 1.400 1.610 8.1902002 0.495 0.085 0.580 4.350 0.350 1.470 1.630 8.3802003 0.495 0.085 0.580 4.380 0.430 1.530 1.610 8.5302004 0.580 (3) ‐(3)0.580 4.570 0.470 1.570 1.740 8.9302005 0.495 0.063 0.558 4.550 0.400 1.540 1.630 8.6782006 0.495 0.063 0.558 4.530 0.450 1.580 1.720 8.8382007 0.495 0.063 0.558 4.350 0.430 1.510 1.660 8.5082008 0.495 0.063 0.558 4.377 0.486 1.444 1.700 8.5652009 0.495 0.028 0.523 4.451 0.500 1.123 1.769 8.366Notes:(1) Service Districts include fire, light, and sewer.(2) Include Special School, Community College, Zoo Museum, Sheltered Workshop, and Library districts and State of MO.(3) Reflects property tax rate allocation from the Debt Service Fund to the General Fund- 291 -

ST. LOUIS COUNTY, MISSOURITAX RATES: LAST TEN FISCAL YEARSTax rates, as set in budgets, per $100 assessed valuesFund 2001 2002 2003 2004 (1) 2005 2006 2007 2008 2009 2010^General Fund $0.190 $0.190 $0.190 $0.255 $0.190 $0.190 $0.190 $0.190 $0.190 $0.200Special Road & Bridge Fund 0.105 0.105 0.105 0.105 0.105 0.105 0.105 0.105 0.105 0.105Health Fund 0.165 0.165 0.165 0.175 0.165 0.165 0.150 0.150 0.150 0.140Park Maintenance Fund 0.035 0.035 0.035 0.045 0.035 0.035 0.050 0.050 0.050 0.050Total ‐ General Funds 0.495 0.495 0.495 0.580 0.495 0.495 0.495 0.495 0.495 0.495Debt Service Fund 0.085 0.085 0.085 0.000 0.063 0.063 0.063 0.063 0.028 0.028Total ‐ All Funds $0.580 $0.580 $0.580 $0.580 $0.558 $0.558 $0.558 $0.558 $0.523 $0.523Notes:^Budgeted rates(1)Reflects property tax rate allocation from the Debt Service Fund to the General Fund- 292 -

ST. LOUIS COUNTY, MISSOURIRATIO OF NET GENERAL BONDED DEBT TO ASSESSED VALUE & NET BONDEDDEBT PER CAPITA ‐ LAST TEN FISCAL YEARS(rate per $100 of assessed value)AmountAvailable inDebt ServiceRatio of NetBonded Debtto AssessedNetBondedDebt perCapitaFiscalYear PopulationAssessedValue (inthousands) Bonded Debt FundNet BondedDebtValue2000 1,016,300 16,375,004 232,560,000 118,998,905 113,561,095 0.694% 111.742001 1,017,970 18,099,279 225,395,000 124,485,218 100,909,782 0.558% 99.132002 1,018,102 18,169,428 217,760,000 125,442,978 92,317,022 0.508% 90.682003 1,013,123 18,848,831 116,545,000 33,482,756 83,062,244 0.441% 81.992004 1,009,235 18,821,250 107,830,000 21,054,103 86,775,897 0.461% 85.982005 1,004,666 20,917,963 98,505,000 21,363,451 77,141,549 0.369% 76.782006 998,704 21,249,113 88,615,000 22,814,509 65,800,491 0.310% 65.892007 993,512 24,780,424 78,010,000 24,741,428 53,268,572 0.215% 53.622008 991,830 25,024,759 66,710,000 29,284,329 37,425,671 0.150% 37.732009 992,408 23,654,985 49,050,000 19,067,165 29,982,835 0.127% 30.21Population Source: U.S. Bureau of Census, Census 2000 and estimates by Population Division- 293 -

ST. LOUIS COUNTY, MISSOURIMISCELLANEOUS FACTSDemographic and Economic Facts ‐ Last Ten Fiscal YearsYearPopulationPersonalIncome ($ inthousands)Per capitaIncomeMedianAgeEducationalAttainment:Bachelor'sDegree orHigherPublicSchoolEnrollmentUnemploymentRate2000 1,016,300 $ 41,011,770 $ 40,354 37.5 37.8% 152,518 2.2%2001 1,017,970 42,320,067 41,573 37.5 37.8% 150,830 3.8%2002 1,018,102 42,959,832 42,196 38.4 37.0% 146,947 4.8%2003 1,013,123 43,792,242 43,225 38.7 37.0% 149,569 5.1%2004 1,009,235 45,517,508 45,101 39.6 38.3% 147,949 5.4%2005 1,004,666 46,311,739 47,023 39.6 38.3% 142,462 5.1%2006 998,704 49,662,201 49,727 40.1 38.9% 148,303 4.6%2007 993,512 51,374,904 51,710 40.1 38.1% 148,516 4.9%2008 991,830 53,926,646 54,371 40.5 38.4% 146,781 5.9%2009 992,408 NA NA 40.5 (1) 38.4% (1) 150,127 8.9%Sources of Information:Population:U.S. Census Bureau, Census 2000 and estimates by Population DivisionPer Capita Income:U.S. Department of Commerce, Bureau of Economic AnalysisMedian Age: U.S. Bureau of the Census, 2000 Census and American Community Survey (2006‐2008)Educational Attainment: U.S. Bureau of the Census, 2000 Census and American Community Survey (2006‐2008)Public School Enrollment:Missouri Department of Elementary and Secondary EducationUnemployment Rate:Missouri Economic Research and Information Center, Missouri Department of Economic DevelopmentNotes:(1)Median age and educational attainment information not available. 2008 information used.Political Entities with Taxing AuthorityNumberState of Missouri 1St. Louis County (5 funds) 1Municipalities (78 levy property tax) 91School Districts 24Special School District 1St. Louis Community College District 1St. Louis County Library District 1Municipal Library Districts 6Fire Protection Districts 23Metropolitan St. Louis Sewer District 1Metropolitan Zoological Park & Museum District 1Sheltered Workshop & Residence Fund 1152- 294 -

ST. LOUIS COUNTY, MISSOURIPRINCIPAL PROPERTY TAXPAYERS20092000TaxpayerTaxable AssessedValueRank% of TotalCounty TaxableAssessed ValueTaxable AssessedValueRank% of TotalCounty TaxableAssessed ValueAmerenUE $ 306,473,531 1 1.3% $ 244,390,823 1 1.5%Daimler/Chrysler Corporation 184,560,030 2 0.8% 183,416,760 3 1.1%Duke Realty LP 169,086,090 3 0.7% 83,104,850 4 0.5%Boeing (1) 165,205,820 4 0.7% 233,895,050 2 1.4%Missouri American Water Company (2) 85,289,810 5 0.4% 65,066,810 10 0.4%Ford Motor Company 79,447,470 5 0.5%THF Realty 79,258,100 6 0.3%AT&T 70,671,984 7 0.3%Southwestern Bell 77,636,544 6 0.5%Pfizer, Inc. 70,600,750 8 0.3%Laclede Gas Company 64,751,360 9 0.3%Monsanto 62,427,300 10 0.3% 75,815,210 7 0.5%Westfield Corporation 74,721,110 8 0.5Harrah's Entertainment 65,352,200 9 0.4%TOTAL $ 1,258,324,7755.4% $ 1,182,846,8277.3%Source: St. Louis County Department of RevenueNotes: (1) McDonnell Douglas merged with Boeing.(2)St. Louis County Water Company merged with Missouri American Water Company- 295 -

ST. LOUIS COUNTY, MISSOURIPRINCIPAL EMPLOYERS2009 2000Employer Employees Rank% of TotalCountyEmployment Employees Rank% of TotalCountyEmploymentBoeing 16,000 1 2.6% 16,400 1 2.6%Washington University in St. Louis 12,390 2 2.0% 10,255 4 1.6%SSM Healthcare 12,102 3 2.0% 10,664 3 1.7%Schnucks Markets 10,500 4 1.7% 12,393 2 1.9%St. John's Mercy Health Care 8,876 5 1.5%Special School District 5,071 6 0.8%Dierbergs Markets 5,000 8 0.8% 4,412 9 0.7%Edward Jones 4,712 7 0.8%Enterprise Rent‐A‐Car 4,400 9 0.7%St. Louis County Government 4,114 10 0.7% 4,317 10 0.7%DaimlerChrysler Corporation 8,161 6 1.3%Unity Health 10,066 5 1.6%Tenet 4,745 8 0.7%United Parcel Service 5,198 7 0.8%TOTAL 83,165 13.6% 86,611 13.6%Source: St. Louis Regional Chamber & Growth Association- 296 -

ST. LOUIS COUNTY, MISSOURIINVESTMENT AND PORTFOLIO POLICYReviewed and Approved: May 10, 2010SCOPEThis investment policy applies to activities of the St. Louis County Department of Administration. Thispolicy is written in regard to investing the pooled financial assets of all St. Louis County funds and fundsin the custody of St. Louis County. This policy also includes the investment of general obligation bondproceeds when invested separately from the pool. This policy excludes investments of the pension fundsand funds held in the custody of the St. Louis County Circuit Clerk.All funds under management of the St. Louis County Treasurer (except for general obligation bondproceeds) are consolidated and invested on a pooled basis in order to maximize investment earnings.Investment income will be allocated to the various funds based on the daily accumulated average balanceof the participating funds.OBJECTIVESThe primary objectives, in priority order, of St. Louis County's investment activities shall be:Safety:Safety of principal is the foremost objective of the investment program.Investments of St. Louis County shall be undertaken in a manner that seeks toensure the preservation of principal in the overall portfolio.a. Credit RiskSt. Louis County will minimize credit risk, the risk of loss due tothe failure of the security issuer or backer, by:‣ Pre-qualifying the financial institutions, securities dealers,intermediaries, and advisors with which St. Louis County will dobusiness.‣ Diversifying the portfolio so that potential losses on individualsecurities will be minimized.‣ Settling all purchase/sale transactions delivery-vs-payment.b. Interest Rate RiskSt. Louis County will minimize the risk that the market value ofsecurities in the portfolio will fall due to changes in general interest ratesby:‣ Structuring the investment portfolio so that securities mature to meetcash requirements for ongoing operations, thereby avoiding the needto sell securities on the open market prior to maturity.‣ Maintaining a sufficient balance in liquid funds to adequately coverforecasted cash requirements.- 297 -

Liquidity:St. Louis County's investment portfolio will remain sufficiently liquid to enableSt. Louis County to meet all operating requirements which might be reasonablyanticipated. This is accomplished by structuring the portfolio so that securitiesmature concurrent with cash needs to meet anticipated demands (static liquidity).Furthermore, since all possible cash demands cannot be anticipated, the portfolioshould consist largely of securities with active secondary or resale markets(dynamic liquidity). A portion of the portfolio also may be placed in repurchaseagreements that offer same-day liquid funds.Yield:The St. Louis County investment portfolio shall be designed with theobjective of attaining a market rate of return throughout budgetary and economiccycles, taking into account St. Louis County's investment risk constraints and thecash flow characteristics of the portfolio. Return on investment is of secondaryimportance compared to the safety and liquidity objectives described above. Thecore of investments are limited to relatively low risk securities in anticipation ofearning a fair return relative to the risk being assumed. Securities shall not besold prior to maturity with the following exceptions:‣ A security with declining credit may be sold early to minimize loss ofprincipal.‣ A security swap which would improve the quality, yield, or target duration inthe portfolio.‣ Liquidity needs of the portfolio require that the security be sold.DELEGATION OF AUTHORITYAuthority to manage the St. Louis County's investment program is derived from St. Louis CountyOrdinances 303.030 and 303.110. Management responsibility for the investment program is delegated tothe St. Louis County Treasurer. The St. Louis County Fund Investment Advisory Committee shall advisethe Treasurer and the County Council relative to the amounts which should be invested, the time at whichinvestments should be made, the terms of such investments, the kinds of bonds or certificates in whichfunds should be invested, and such other matters as the Fund Advisory Committee determines are for thegood of the County's financial affairs.The Treasurer shall establish written procedures for the operation of the investment program consistentwith this investment policy. Such procedures shall include explicit delegation of authority to personsresponsible for the investment transactions. The Treasurer shall be responsible for all transactionsundertaken and shall establish a system of controls to regulate the activities of subordinate personnel.PRUDENCEThe standard of care to be used by the Treasurer and delegated investment personnel shall be the "PrudentPerson Standard" and shall be applied in the context of managing an overall portfolio. The Treasurer anddelegated investment personnel acting in accordance with written procedures and this investment policyand exercising due diligence shall be relieved of personal liability for an individual security's credit riskor market price changes, provided deviations from expectations are reported in a timely fashion and thesale of securities are carried out in accordance with the terms of this policy.- 298 -

Investments shall be made with judgement and care, under circumstances then prevailing, which personsof prudence, discretion and intelligence exercise in the management of their own affairs, not forspeculation, but for investment, considering the probable safety of their capital as well as the probableincome to be derived.ETHICS AND CONFLICT OF INTERESTFund Investment Advisory members and employees of St. Louis County involved in the investmentprocess shall refrain from personal business activity that could conflict with proper execution of theinvestment program, or which would impair their ability to make impartial investment decisions.Employees and officers shall refrain from undertaking personal investment transactions with the sameindividual with which business is conducted on behalf of St. Louis County.Financial interest statements may be required of Fund Investment Advisory Committee members asrequired by St. Louis County Ordinances 203.200, 203,210 and 203.220.AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONSInvestments will be made through financial institutions or securities dealers who have been approved bythe Fund Investment Advisory Committee. Authorized securities dealers and financial institutions shallmaintain an office in the St. Louis metropolitan area.All financial institutions and securities dealers who desire to become qualified bidders for investmenttransactions of St. Louis County must supply the following as appropriate:‣ Audited Financial Statements‣ Proof of National Association of Securities Dealers (NASD) certification‣ Proof of state registration‣ Resume and qualifications of sales representative‣ Certification of having read and understood and agreeing to adhere with St. Louis County’sinvestment policy in providing offerings that are in compliance with the AuthorizedInvestment Instruments.An annual review of the financial condition of the qualified institutions and securities dealers will beconducted by the Assistant Treasurer. For those institutions with debt ratings, the Moody’s and S&P debtratings should be investment grade or above. Financial statement reviews will be conducted for thoseinstitutions which do not carry a rating by Moody’s and/or S&P.AUTHORIZED INVESTMENT INSTRUMENTSIn accordance with and subject to restrictions imposed by current statutes, the following list represents theentire range of investments that St. Louis County will consider and which shall be authorized for theinvestments of funds by the County:a. United States Treasury Securities. St. Louis County may invest in obligations of theUnited States government for which the full faith and credit of the United States arepledged for payment of principal and interest. This includes:‣ U.S. Treasury Bills‣ U.S. Treasury Notes and Bonds‣ U.S. Treasury Strips- 299 -

. United States Agency Securities. St. Louis County may invest in obligations issued orguaranteed by the following agencies of the United States Government: Federal NationalMortgage Association (FNMA); Federal Home Loan Mortgage Corporation (FHLMC);Federal Home Loan Bank System (FHLB); Federal Farm Credit Banks (FFCB); andStudent Loan Marketing Association (SLMA). Such debt securities shall be senior debtand rated with the highest debt rating by Moody’s Investor Services, Inc. and Standardand Poor’s Corporation. Allowable security types include:‣ Coupon securities with no embedded options‣ Discount Notes‣ Callable securitiesc. Repurchase Agreements. St. Louis County may invest in contractual repurchaseagreements between the County and commercial banks. The purchaser in a repurchaseagreement (repo) enters into a contractual agreement to purchase U.S. Treasury andgovernment agency securities while simultaneously agreeing to resell the securities atpredetermined dates and prices.d. Collateralized Interest Bearing Checking. St. Louis County may allow collected balancesin interest bearing checking accounts to remain in the account as an alternative toovernight repurchase agreements. Such accounts are required to be backed by acceptablecollateral as stated in this policy.e. Collateralized Certificates of Deposit. Instruments issued by financial institutions whichstate that specified sums have been deposited for specified periods of time and atspecified rates of interest. The certificates of deposit are required to be backed byacceptable collateral as stated in this policy.f. Bankers Acceptances. Time drafts drawn on and accepted by a commercial bank,otherwise known as bankers’ acceptances. St. Louis County may invest in bankersacceptances issued by domestic commercial banks possessing the highest debt ratingissued by Moody’s Investor Services, Inc. or Standard and Poor’s Corporation.g. Commercial Paper. St. Louis County may invest in commercial paper issued by domesticcorporations, which has received the highest rating issued by Moody’s Investor Services,Inc. or Standard and Poor’s Corporation (S&P) and has a debt rating of at least A by S&Pand Moody’s. Eligible paper is further limited to issuing corporations that have totalcommercial paper program size in excess of five hundred million dollars ($500,000,000).COLLATERALIZATIONSecurity for Deposits is outlined in Title III, Chapter 303 SLCRO 1974, Section 303.080.Collateralization will be required on three types of investments: interest bearing checking, certificates ofdeposit and repurchase agreements. Section 303.080 states: The selected depository shall depositsecurities such as are required for deposit under Section 30.270 R.S. MO. and applicable laws of the Stateof Missouri in an amount at least equal to those outlined in a document promulgated by the Missouri StateTreasurer’s Office known as “Securities Acceptable as Collateral to Secure State Deposits, Attachment A,Collateralization Requirements for State Deposits”. The County Treasurer is authorized to refuse toaccept as collateral any security or securities listed in said document, or to request the submission ofalternate acceptable security or securities if, in the discretion of the County Treasurer, such action willprovide greater security for the deposit of County funds. .- 300 -

St. Louis County shall have a depositary contract and pledge agreement with each safekeeping bank thatwill comply with the Financial Institutions, Reform, Recovery, and Enforcement Act of 1989 (FIRREA).This will ensure that St. Louis County’s security interest in collateral pledged to secure deposits isenforceable against the receiver of a failed financial institution.SAFEKEEPING AND CUSTODYAll security transactions entered into by St. Louis County shall be executed on a delivery-versus-payment(DVP) basis to ensure that securities are deposited in eligible financial institutions prior to the release offunds. All securities shall be perfected in the name of the St. Louis County Treasurer and shall be held bya third party custodian designated by the Treasurer and evidenced by safekeeping receipts.DIVERSIFICATIONSt. Louis County will diversify by security type and institution. Security types shall be diversified tominimize the risk of loss resulting from over concentration of assets in a specific maturity, specific issuer,or specific class of securities. Diversification strategies shall be established and periodically reviewed.Specific percentages are as follows:a. U. S. Treasury securities………………………………….…..…..up to 100%b. U. S. Agency securities..….…..……….……………..…....no more than 60%c. Collateralized Interest Bearing Checking……………..…..no more than 50%d. Collateralized Certificates of Deposit…..………………....no more than 50%e. Collateralized Repurchase Agreements…………………...no more than 50%f. U.S. Agency Callable securities……………………..…….no more than 35%g. Commercial Paper………………………………………...no more than 10%h. Bankers Acceptances……………………………………...no more than 10%For initial investment of bond proceeds, the diversification percentages listed above also apply. Theselimits will not apply to reinvestment of bond proceeds.Investment in any single issuer of U.S. Agency Securities will be limited to 40% of the total amount inthe U.S. Agency Securities category. Investment transactions with a single institution will be limited to35% of the total portfolio.MAXIMUM MATURITIESTo the extent possible, St. Louis County will attempt to match its investments with anticipated cash flowrequirements. Investments in commercial paper shall mature and become payable not more than onehundred eight days (180) from the date of purchase. Investments in repurchase agreements shall notexceed a maturity of ninety days (90) from the date of purchase. All other investments shall mature andbecome payable not more than five (5) years from the date of purchase. The weighted average days tomaturity (or weighted average days to call) of the portfolio shall not exceed 900 days (2.5 years). Incalculating weighted average maturity, callable securities priced above par shall be averaged to the nextcall date.For the investment of County bond proceeds, all investments will match anticipated cash flow needs witha maximum maturity not to exceed the anticipated final expenditure date.- 301 -

REVERSE REPURCHASE AGREEMENTSAs cash flow needs dictate, any negotiable, book entry security held by the St. Louis County Treasurercan be sold in a reverse repurchase agreement in order to fund a temporary cash flow shortage. Suchrepurchase agreement shall not exceed 2 weeks in maturity. No more than 10% of the portfolio may besold in a reverse repurchase agreement and at no time shall a reverse repurchase agreement be authorizedto leverage the portfolio.PROHIBITED TRANSACTIONSTo provide for the safety and liquidity of St. Louis County’s funds, the investment portfolio will besubject to the following restrictions:a) Instruments known as Structured Notes (e.g. inverse floaters, leveraged floaters, andequity-linked securities) are not permitted. Investment in any instrument, which iscommonly considered a “derivative” instrument (e.g. options, futures, swaps, caps,floors, and collars), is prohibited.b) Contracting to sell securities not yet acquired in order to purchase other securities forpurposes of speculating on developments or trends in the market is prohibited.c) No more than 3% of the total market value of the portfolio may be invested in bankersacceptances issued by any one commercial bank and no more than 3% of the total marketvalue of the portfolio may be invested in commercial paper of any one issuer.INTERNAL CONTROLSThe Treasurer shall establish a system of internal controls which will be reviewed annually by anindependent auditor. The internal control structure shall be designed to ensure that the assets of St. LouisCounty are protected and to prevent losses of St. Louis County funds arising from fraud, employee error,misrepresentation by third parties, or imprudent actions by employees and officers of St. Louis CountyGovernment and to provide reasonable assurances that these objectives are met. The concept ofreasonable assurance recognizes that (1) the cost of the control should not exceed the benefits likely to bederived and (2) the valuation of costs and benefits require estimates and judgements by management.The internal controls shall address the following points:‣ Control of collusion‣ Separation of transaction authority from accounting and record keeping‣ Custodial safekeeping‣ Avoidance of physical delivery securities‣ Clear delegation of authority to staff members‣ Written confirmations of investment transactionsPERFORMANCE STANDARDSThe St. Louis County investment portfolio will be managed in accordance with the parameters specifiedwithin this policy. The portfolio should obtain a market average rate of return during budgetary andeconomic cycles, taking into account investment risk constraints and cash flow needs.Commercial paper and bankers acceptances must be reviewed monthly to determine if the rating level haschanged. If the securities are downgraded below the minimum acceptable rating levels, a possible sale- 302 -

transaction should be reviewed.REPORTINGThe Treasurer is responsible for monthly reporting to the Fund Investment Advisory Committee, theCounty Auditor and internal Administration staff. The monthly reporting will include portfolio statistics,cash flow projections, investment and collateral detail. The Treasurer and Fund Investment AdvisoryCommittee will meet every other month to discuss reporting and investment strategies. An annualinvestment report will be prepared by the Fund Investment Advisory Committee Chairman and presentedto the County Council.The market value of the portfolio shall be calculated at least quarterly and a statement of the market valueof the portfolio shall be issued at least annually. This will ensure that review of the investment portfolio,in terms of value and price volatility, has been performed.INVESTMENT POLICY ADOPTIONThe St. Louis County investment policy shall be reviewed and approved by the Fund InvestmentAdvisory Committee. The policy shall be reviewed on an annual basis and any modifications must beapproved by the Committee. This policy and any recommended changes will be presented to the St. LouisCounty Council for consideration.ADDITIONAL INFORMATIONA glossary of relevant investment terminology is included with this investment policy.Listings of authorized investment personnel, authorized broker dealers, relevant investment statutes andordinances, and copies of executed agreements are available upon request.- 303 -

Glossary & AcronymsGLOSSARYAccount Number ‐ A numerical code identifyingrevenues and expenditures by fund, department,activity, type and object.Accrual ‐ Accrual accounting/budgeting refers to amethod of accounting/budgeting in which revenuesare recorded when earned and expenditures arerecorded when goods are received or services areperformed, even though the actual receipts anddisbursements of cash may occur, in whole or inpart, in a different fiscal period.Adopted Budget ‐ Also known as “Final Budget”,refers to appropriations as originally approved bythe County Council at the beginning of the year andalso to the budget document which consolidates allbeginning‐of‐the‐year operating appropriations.Ad Valorem Tax ‐ Commonly referred to asproperty taxes, these taxes are levied on both realand personal property according to the property’sassessed valuation and the tax rate.Annual Budget ‐ A budget applicable to a singlefiscal year.Appropriation ‐ A specific amount of moneyauthorized by the County Council to a specified unitof County government to make expenditures and toincur encumbrances for specific purposes.Appropriations expire at the end of the fiscal year.Assessed Value ‐ A value set on real estate or otherproperty as a basis for levying taxes. The assessedvalue is set by the County Assessor, who is chargedwith determining the taxable value of propertyaccording to a formula set by the State of Missouri.Balanced Budget ‐ A balanced budget is one inwhich the available revenues and appropriated fundbalances equal estimated expenditures for a fiscalyear.Bond ‐ A contract to pay a specified sum on money(the principal or face value) at a specified futuredate (maturity) plus interest paid at an agreedpercentage of the principal.Budget ‐ A financial plan, including proposedexpenditures and estimated revenues, for a givenperiod.Budget Calendar ‐ A schedule of key dates whichthe County follows in the preparation, adoption andadministration of the budget.Budget Document ‐ The instrument used by theCounty Executive to present a comprehensivefinancial program to the County Council.Budget Message ‐ The opening section of thebudget which provides County Council and thepublic with a summary of the most importantaspects of the budget, changes from previous fiscalyears, and recommendations regarding theCounty’s financial policy for the upcoming fiscalyear.Budgetary Control ‐ The control or management ofa government or enterprise in accordance with anapproved budget that keeps expenditures withinthe limitations of available appropriations andrevenues.Capital Asset ‐ An expenditure for an item with avalue of $500 or more and that has an expected lifeof more than one (1) year. Capital items includereal property, office equipment, furnishings, andvehicles.- 304 -

GLOSSARY & ACRONYMSCapital Expenditure ‐ A direct expenditure thatresults in or contributes to the acquisition orconstruction of a capital asset. The expendituremay be for new construction, addition,replacement, or renovations to buildings thatincrease their value, or major alteration of a capitalasset. Capital assets include land, infrastructure,buildings, equipment, vehicles, and other tangibleand intangible assets that have useful lives longerthan one year.Capital Improvement Program (CIP) ‐ A plan forcapital expenditures to be incurred each year over afixed period of years to meet capital needs arisingfrom the long‐term work program or other capitalneeds. The CIP sets forth each project or othercontemplated expenditures in which thegovernment is to have a part and specifies theresources estimated to be available to finance theprojected expenditures.Certificate of Participation (COP) ‐ a securitycreated as part of a lease‐purchase agreement. Thelender, the holder of the certificate, owns a right toparticipate in periodic lease payments (interest andreturn of principal) as they are paid.Chart of Accounts ‐ A listing and description of allCounty revenue and expenditure accounts.Comprehensive Annual Financial Report ‐ Anofficial annual report which presents the status ofthe County’s finances in a standardized report. TheCAFR is organized by fund and contains two basictopes of information: (1) a balance sheet thatcompares assets with liabilities and fund balance,and (2) an operating statement that comparesrevenues and expenditures.Debt Service Fund ‐ A fund used to account foraccumulation of resources for, and the payment of,general long‐term debt principal and interestpayments on a bond issue.Department ‐ The primary organizational unit in St.Louis County. Each department is managed by aDirector. Departments are generally composed ofdivisions and programs which share a commonpurpose or which perform similar duties.Distinguished Budget Presentation Program ‐ Avoluntary program administered by theGovernment Finance Officers Association toencourage governments to publish efficientlyorganized and easily readable budget documents.Encumbrance ‐ An obligation incurred in the formof purchase orders, contracts, and similar items thatwill become payable when the goods are deliveredor the services rendered. An encumbrance is anobligation of funding for an anticipated expenditureprior to actual payment for an item.Ending Fund Balance ‐ Unexpended funds that areavailable to appropriate and spend in the budgetyear. Often incorrectly referred to as “surplus.”Enterprise Fund ‐ Funds to account for operationsthat are financed and operated in a manner similarto private business enterprises. An enterprise fundis a self‐supporting fund designed to account foractivities supported by user charges. The Spirit ofSt. Louis Airport Fund is an enterprise fund.Enterprise Resource Planning (ERP) System ‐ Asuite of computer applications designed to organizeand administer processes in a systematic way acrossmany areas of an organization to improve businessprocesses and ultimately improve the informationand services delivered to customers. The County’sERP system, currently under design work, is knownas the County Administrative Processing System(CAPS).Expenditure ‐ The disbursement of appropriatedfunds to purchase goods and/or services.- 305 -FISCAL YEAR 2011ADOPTED BUDGET

GLOSSARY & ACRONYMSFair Labor Standards Act (FLSA) ‐ Federal legislationregulating minimum wage, overtime, recordkeeping, child labor standards and prohibitingsexual discrimination in pay. 1985 amendmentsapplied FLSA to state and local governments.Fees – see “User Fee”Final Budget – see “Adopted Budget”Fiscal Year ‐ In St. Louis County, the twelve monthsbeginning on January 1 and ending the followingDecember 31. (The State of Missouri’s fiscal yearbegins on July 1. The federal government’s fiscalyear begins October 1).Fringe Benefits ‐ Fringe benefits include St. LouisCounty’s contribution to Social Security, RetirementPlan, Unemployment Compensation, Workmen’sCompensation, Hospital Insurance, Long TermDisability and Life Insurance.Full‐Time Equivalent (FTE) ‐ A part‐time positionconverted to the decimal equivalent of a full‐timeposition based upon 2,080 hours worked per year(40 hours per week). For example, a part‐timeemploys working 20 hours per week (1,040 hoursper year) is the equivalent of 0.5 of a full‐timeemployee, or 0.5 FTE. A full‐time employee working2,080 hours per year is 1.0 FTE.Fund ‐ An accounting device established to controlthe receipt and disbursement of income fromsources set aside to support specific activities orattain certain objectives.General Revenues ‐ All revenues are generalrevenues unless they are required to be reported asprogram revenues. All taxes, even those that arelevied for a specific purpose are general revenues.All other non‐tax revenues (including interest,grants, and contributions) that do not meet thecriteria to be reported as program revenues shouldbe reported as general revenues.Generally Accepted Accounting Principles (GAAP) ‐Uniform minimum standards and guidelines forfinancial accounting and reporting. They govern theform and content of the financial statements of anentity. GAAP encompass the practice at a particulartime; they include not only broad guidelines ofgeneral application, but also detailed practices andprocedures. GAAP provide a standard by which tomeasure financial presentations. The primaryauthoritative body on the application of GAAP tostate and local governments is the GASB.Governmental Accounting Standards Board (GASB)‐ A private, non‐governmental organization which iscurrently the source of generally acceptedaccounting principles (GAAP) used by state and localgovernments in the United States. It is a private,non‐governmental organization. The GASB hasissued Statements, Interpretations, TechnicalBulletins, and Concept Statements defining GAAPfor state and local governments since 1984.General Fund ‐ A fund created to account for allfinancial resources for the general operatingrevenue and expenditures of the County.General Obligation Bond ‐ Bonds for which the fullfaith and credit of the County are pledged.Grant ‐ A contribution of assets (usually cash) byone governmental unit or other organization toanother. Typically these contributions are made tolocal governments from the state and federalgovernments. Grants are usually made for specificpurposes.Intergovernmental Revenues ‐ Revenue collectedprimarily from state or federal governments asgrants, shared revenue, payments in lieu of taxes,or reimbursement for government services.Levy ‐ The total amount of taxes, specialassessments or service charges imposed by agovernment.- 306 -

GLOSSARY & ACRONYMSMaster Lease ‐ a program of financing which allowsthe County to pay for the costs of major capitalassets over the life of the asset, rather than all inone year, supplementing the County’s needs tocomplete a variety of major projects.Modified Accrual Basis of Accounting ‐ The basis ofaccounting under which revenues are recognizedwhen they are earned (whether or not cash isreceived then) and expenditures when the goods orservices are received (whether or not cashpayments are made then).Municipal ‐ In its broadest sense, an adjectivedenoting the state and all subordinate units ofgovernment. In a more restricted sense, anadjective denoting a city or village as opposed toother local governments.Operating Budget ‐ Plans of current expendituresand the proposed means of financing them. Theannual operating budget is the primary means bywhich most of the financing, acquisition, spendingand service delivery activities of a government arecontrolled.Ordinance ‐ A formal legislative enactment by theCounty Council.Personal Property ‐ Property, other than real estateidentified for purposes of taxation, includingpersonally owned items, as well as corporate andbusiness equipment or property. Examples includeautomobiles, motorcycles, boats, and trailers.Position ‐ A group of duties and responsibilities, asprescribed by an office or Department, to beperformed by a person on a full‐time or part‐timebasis.Program – An organized set of activities directedtoward a common purpose or goal, undertaken orproposed by a Department in order to carry out itsmission.Program Revenues ‐ Revenues derived directly froma program itself. Program revenues reduce the netcost of functions to be financed from governments’general revenues. Program revenues are furtherdivided between charges for services and programspecificgrants and contributions (operating andcapital).Property Tax ‐ A tax levied on the assessed value ofreal and personal property. This tax is also knownas an ad valorem tax.Recommended Budget ‐ A plan of financialoperations submitted by the County Executive tothe County Council. This plan reflects estimatedrevenues, expenditures, transfers, and departmentgoals and objectives.Real Property ‐ Real estate, including land andimprovements (buildings, fences, pavements, etc.)classified for purposes of assessment.Resolution ‐ An informal statement of policy by theCounty Council.Revenue ‐ Monies received from all sources (withexception of fund balances) that will be used tofund expenditures in a fiscal year.Sales Tax ‐ Tax imposed on the taxable sales of allfinal goods.Sewer Lateral Program ‐ Approved by a generalelection on April 6, 1999. The taxpayers/votersagreed to pay $28.00 per property per year to funda program to defray the cost of repairs to theirprivately owned sewer laterals.Special Revenue Funds ‐ Funds used to account forthe proceeds of specific revenue sources (otherthan expendable trusts or major capital projects)that are legally restricted to expenditure for specificpurposes. GAAP only requires the use of specialrevenue funds when legally mandated.Supplemental Appropriation Ordinance – Anordinance appropriating funds in addition to thosein the adopted budget. Supplementalappropriations provide additional budget authority- 307 -FISCAL YEAR 2011ADOPTED BUDGET

GLOSSARY & ACRONYMSbeyond the original estimates for programs oractivities (including new programs authorized afterthe date of the adopted budget) in cases where theneeds for funds is too urgent to be postponed untilenactment of the next regular budget ordinance.Taxes ‐ Compulsory charges levied by a governmentto finance services performed for the commonbenefit.Tax Increment Financing (TIF) ‐ A tool used toincrease real property values through the physicalimprovement of a specific redevelopment area asauthorized by Missouri Statute (RSMo. 99,800 –99,865).Transfer ‐ Movement of monies from one fund,activity, department or account to another. Thisincludes budgetary funds and/or movement ofassets.Trust Fund ‐ Funds used to account for assets heldby a government in a trustee capacity forindividuals, private organizations, othergovernments and/or other funds.Unappropriated Fund Balance – Monies notappropriated or committed to a specific program orpurpose.User Fees ‐ Charge for expenses incurred whenservices are provided to an individual or groups andnot the community at large. Major types of userfees include business and non‐business licenses andfees.ACRONYMS(underlined acronyms are defined in the glossary)ADA – Americans with Disabilities ActARS – Arterial Road SystemBOE – Board of EqualizationCAFR – Comprehensive Annual Financial ReportCAPS – County Administrative Processing SystemCIP – Capital Improvement ProgramCCP – Highways and Traffic Capital ConstructionProgramCDCS – Communicable Disease Control Services(Department of Health)CHARMS – County Habile Accounting ResourceManagement SystemCHLPP – Childhood Lead Poisoning PreventionProgramCMPA – St. Louis County and Municipal PoliceAcademyCOP – Certificate of ParticipationCORP – County Older Resident ProgramCRS – County Road SystemCVP – County Veterans ProgramCYP – County Youth ProgramDOH – Department of HealthDTS – Doors to SuccessEHL – Environmental Health LaboratoriesERP – Enterprise Resource Planning systemEWGCOG – East‐West Gateway Council ofGovernmentsFAU – Federal Aid Urban Trust FundFDA – U.S. Food and Drug AdministrationFLSA – Fair Labor Standards ActFTE – Full‐Time Equivalent- 308 -

GLOSSARY & ACRONYMSFY – Fiscal YearGAAP – Generally Accepted Accounting PrinciplesGASB – Governmental Accounting Standards BoardGFOA – Government Finance Officers AssociationGIS – Geographic Information SystemGRC – Greensfelder Recreation ComplexGRG – Great Rivers GreenwayHAVA – Help Americans Vote ActHEP – Health Education ProgramHIPAA – Health Insurance Portability andAccountability ActHRC – Housing Resource CommissionHUD – U.S. Department of Housing and UrbanDevelopmentHVAC – Heating, Ventilation, and Air ConditioningsystemIAS – Integrated Assessment SystemICMA ‐ International City/County ManagementAssociationJIS – Justice Information SystemLEPC – St. Louis County Local Emergency PlanningCommitteeLIS – Land Information Services Division(Department of Revenue)LOMA – Laumeier Outdoor Music AmphitheaterMDC – Missouri Department of ConservationMDHSS – Missouri Department of Health and SeniorServicesMODoT – Missouri Department of TransportationMOT – Museum of TransportationMOVANS – Missouri Victim Automated NotificationSystemMVC – Missouri Veterans CommissionNCRC – North County Recreation ComplexOCD – Office of Community Development(Department of Planning)OEM – Office of Emergency Management (PoliceDepartment)PICS – Partners in Customer ServiceREJIS – Regional Justice Information SystemRHAP – Refugee Health Assessment ProgramSHYP – Sexually Harmful Youth ProgramSUP – Special Use PermitSWMP – Solid Waste Management ProgramTIF – Tax Increment FinancingTIP – Transportation Improvement PlanTMA – Transportation Museum AssociationWIC – Women, Infants &Children SupplementalNutrition ProgramMCOMS – Municipal Court OperationsManagement System- 309 -FISCAL YEAR 2011ADOPTED BUDGET

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