| St. Louis Five Year Consolidated Plan Strategy | |||||
| Chapter 3 |
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Anti-Crime | Youth | Seniors | Economy | Planning | Codes | Preservation | Energy 
The City of St. Louis faces a wide range of transportation and infrastructure challenges as it enters the 21st century. Chief among these are:
This chapter examines the City's water, streets, sewer, sidewalk, floodplain, airport, and river port systems. Specific attention is paid to the improvements made over the past five years, as well as the capital investments scheduled for the coming five years. Current needs and recommendations are provided for each of these public infrastructure areas. [ Table III-E-1, Transportation Improvement Program (TIP) - Next Three Years ] WATER IMPROVEMENTS The City of St. Louis' water needs are the responsibility of the Department of Public Utilities, Water Division. The responsibilities include supplying potable water to residential, commercial, and industrial customers and providing water on a wholesale basis to cities and private water companies within proximity to St. Louis City. The City has owned and operated its water service since 1829. Current Services The Water Division provides St. Louis residents and businesses with over 50 billion gallons of water annually. The Water Division runs an enterprise fund, which means the cost of providing services is financed through user charges, rather than through the City's general operating fund. Currently the City operates two water treatment plants, Chain of Rocks and Howard Bend, as well as two water reservoirs. The water treatment plants utilize rapid sand filters, pumps, mixing basins, chlorination equipment, and a fluoridation and lime softening treatment process. The total treatment capacity between both plants stands at 400 million gallons per day. During 1998, the average water produced by both plants on a daily basis was 134 million gallons or 33 percent of daily capacity. The two reservoirs have a total storage and operating capacity of 128.6 million gallons. The Distribution System is divided into two semi-isolated systems. One system services the higher elevation customers while the other system services customers in lower elevations. Through this System, the City maintains and services approximately 22,000 valves, more than 15,000 fire hydrants, and 1,400 miles of water mains. The Distribution section of the Water Division includes the meter and tap program, engineering services, and leak inspection services. The Water Division provides St. Louis City customers with water service on a retail basis, but it also supplies water on a wholesale basis to other surrounding communities. Due to the surplus in treatment capacity, the City is able to offer these services at a reasonable rate. The Water Division has determined that approximately 92 percent of water sold is to retail customers. The remaining 8 percent is sold to wholesale customers. Customers are charged in one of two ways, a flat rate or metered. About 87,000 customers are charged on a flat rate, while 14,300 are metered. The charges on water bills for metered customers are for actual water used in the previous quarter. Flat rate customers are billed quarterly in advance of service. Bills that are not paid constitute a lien on the property to which the service was provided, but the Water Division estimates 99.5 percent of all customers pay their bills. Needs and Challenges The Water Division has identified several federal and state laws that have an impact on the operation and maintenance of the waterworks system. Among these are the Safe Drinking Water Act and its 1986 amendments and the Surface Water Treatment Rule adopted by the Environmental Protection Agency (EPA) in 1989. The Water Division is in compliance with these requirements. In 1994, $45 million was issued to the Water Division from a $170 million bond issue passed in 1993. The $45 million was earmarked for several major projects and the refinancing of $6 million of existing debt. These projects were listed in the 1995 St. Louis City Five-Year Consolidated Plan as Priority Water System Improvement Projects. The projects and their progress are detailed below.
Rehabilitation of 60-Inch Conduit No. 1. The rehabilitation of the 60-inch Conduit No. 1 from the Howard Bend treatment plant on the Missouri River to the Stacy Park Reservoir was necessary due to corrosion and deterioration. The rehabilitation, which cost $8.9 million, is complete. Chlorination System Improvements. The Water Division began improving the chlorination system for safety reasons and to abide by increasingly stricter regulations on the storage of chlorine gas. Improvements will be completed at both the Chain of Rocks and Howard Bend plants before Year 2000 and it will cost $3.4 million. Compton Hill Improvements. Replacement of this facility at the same location to restore the structural and seismic integrity of the complex, eliminate leakage, improve water quality, and improve the efficiency of the reservoir. Compton Hill improvements were completed at a cost of $20.4 million. [ Table III-E-2, Water System Improvement Projects to Be Completed Prior to FY 2000 ] In the past, the Water Division has financed selected projects with current revenues. As part of its long-range planning process, the Water Division has identified a number of capital improvement projects to be addressed over the next five years. Future cash financed capital improvement projects and their costs are listed below. [ Table III-E-3, Cash Financed Capital Improvements-The Next Five Years ] The past five years also included cash financed capital improvement projects. Since 1995, $8.8 million was spent on projects to enhance the Water Division's continued efforts to better serve its customers. Recommendations a) Continue to make prudent capital improvements.
b) Continue monitoring State and Federal regulations.
c) Continue to sell excess water to public and private clients.
d) Incorporate new technology into all phases of the operation.
Resources The City of St. Louis has been successful in implementing a two-tier funding process. The first tier involves the authorization of $170 million in revenue bonds. These bonds finance short- and long-term capital improvement projects and refinance existing debts. The second tier of financing consists of water sales to retail and wholesale customers. The Water Division virtually never comes close to producing its capacity of water. This allows St. Louis City to provide additional customers outside of the City with clean water. The increase in customers will provide an increase in revenue without substantially increasing the cost of production. STREET IMPROVEMENTS Overall, the streets in the City of St. Louis have improved over the last five years. Residential streets have seen the most improvement with some wards in the City having been almost entirely resurfaced in the past five years. Arterial streets, the main streets of the City, have also improved but to a lesser extent than the residential streets. Large projects completed by the Street Department during this time included resurfacing approximately 90 percent of the central downtown business district in the Summer 1998, as well as the completion of several major bridge projects. The Street Department is responsible for the maintenance of 1,100 miles of streets and 600 miles of alleys within the City. The Department repairs and maintains approximately 1,050 miles of improved streets; 10 miles of unimproved streets; 600 miles of improved alleys and 68 bridges and viaduct structures. The Department also cleans improved streets, maintains 55,000 feet of floodwall and levees, and removes ice and snow from 440 miles of major arterial and collector streets. Current Services The Street Department carries out its services through several sections. The Street Maintenance Section is responsible for maintaining all streets and alley pavement. Ten crews fill chuckholes, level depressed pavement areas, and fill and top cave-ins. This Section is also responsible for snow and ice removal, using chemicals and abrasives. The Bridge Maintenance Section is charged with maintaining and repairing City-owned bridges, viaducts, and pedestrian overpasses, and underpasses. The Section's principal duty is minimizing the wear and tear facilities sustain from usage and deterioration. The Street Cleaning Section cleans all improved streets in the City. These cleanings are carried out on a bi-weekly basis or monthly as the budget dictates. Needs and Challenges The Street Department is encountering severe funding challenges. Currently, the Street Department does not set resurfacing priorities. Instead, the 28 wards divide the total budget for street resurfacing. The pro rata amount is assigned to each ward. Aldermen determine which streets in their wards are repaired and resurfaced. Arterial streets are a growing concern as a result of this funding mechanism. In an effort to be responsive to residents, aldermen tend to focus their resurfacing dollars on residential streets. Although arterial streets are more heavily traveled and quite possibly in greater need of repair, the lack of residences on arterial streets makes them a lower priority. In past years, the Street Department was able to use Capital Improvement Fund money from the City to maintain arterial roads. What had historically been a funding source of approximately $1 million a year was cut to $100,000 in FY99, making it difficult to bring even the worst streets up to City standards. Recommendations a) Identify other funding sources that could supplement the Capital Improvements Sales Tax.
b) Work with CDA to coordinate neighborhood development resurfacing opportunities with development activity.
c) Investigate the issuance of a citywide capital improvement bond.
Resources Funding for street improvements comes from three sources:
[ Table III- E- 4, City Of St. Louis Funding Sources For Street Maintenance and Repair ] The Street Department anticipates the projected cost for resurfacing will average approximately $3 million per year for the next five years, or a total of $15 million. Other funding sources should be pursued. Possible resources to consider are:
SEWER IMPROVEMENTS The Metropolitan Sewer District (MSD) of St. Louis was created in 1954 to provide a sewer system for the City of St. Louis and the more densely populated areas of St. Louis County. Prior to the development of MSD, municipalities and private sewer companies provided sewer service that collected and transported sewage to rivers and streams. This quickly became a problem due to little or no treatment of the sewage before being released into these water systems. The majority of these sewer companies did not have the financial means or capabilities to treat hazardous substances. When MSD began operations, it assumed control of publicly owned wastewater and stormwater drainage facilities within its jurisdiction and began constructing an extensive system of collector and interceptor sewers and treatment facilities. In 1977, voters approved MSD's annexation of a 270 square mile area of the lower Missouri River and the lower Meramec River Watersheds. MSD's service area now encompasses 524 square miles including all 62 square miles of the City of St. Louis and 462 square miles of St. Louis County. The current population served by MSD is approximately 1.4 million. Current Services and Operations All powers of MSD are vested in a six-member Board of Trustees. The Mayor of the City of St. Louis appoints three members of the Board and the County Executive of St. Louis County appoints the three remaining members. No more than two trustees from each area can be of the same political affiliation. MSD is presently responsible for the $6.5 billion network of sewers and sewage treatment facilities in both the City and County of St. Louis. This includes the operation and maintenance of 8,585 miles of pipes and channels. MSD employs over 900 people, and has a total operating budget of $226.6 million. The majority of these funds are obtained through user charges. While more than half of the budget is spent on the Capital Improvement and Replacement Program. MSD provided service to over 429,900 accounts in FY99. This represents an increase of 8,600 accounts since 1994. In 1998, a single-family home averaged spending $164.64 on service. While in 1994, the same type of structure averaged $177.00. Commercial and industrial facilities have risen over the past five years. The charges increased from $149.76 in 1994 to $164.52 in 1998. Ten wastewater treatment facilities are operated by MSD. These facilities treat 348.9 million gallons of water per day. The City uses the Bissell Point Plant, located at 10 East Grand Avenue, and the Lemay Plant, at 201 Hoffmeister Avenue, to treat its wastewater in the Mississippi River Watershed. The two plants have a design capacity of 317 million gallons per day. The two plants combined have an annual operating expense of $18.3 million. The Bissell Point Plant has been in operation since 1970, and it treats an average of 139 million gallons per day. Bissell Point disposes of its sludge, along with the sludge of the Missouri River Plant, through incineration. The Lemay Plant went into operation in 1968. It treats 118 million gallons per day. This plant also disposes of its sludge by means of incineration. The Missouri River Watershed has two plants treating 59 million gallons per day, and the Meramec River Watershed has six plants treating 33 million gallons per day. MSD had 805 sewer plans approved in 1998, affecting 60 miles of sewers. In 1998, there were 1,032 sewer construction permits issued affecting 72 miles of new sewers. MSD collected $4.5 million in 1998 from 1,518 connection permits that were issued for customer connections. Also, over $30 million in new sewers were dedicated to MSD by developers in 1998. According to MSD, the entire St. Louis area has an abundance of sewage facilities and can sustain future economic growth. Customer service is a growing priority for MSD. It wants to make its customers aware of its services and operations while continuing to build upon the services provided. MSD is in the progress of enacting two new insurance programs that will assist customers with damages caused by the backup of sewer systems. The estimated cost of the programs is set at $7.2 million. While not directly responsible for individual residential laterals (house connections), MSD provides services and support to house lateral insurance programs instituted by many of the area's municipalities. MSD has five major goals that direct its day-to-day operations now and in the future. They are:
Needs and Challenges After the Great Flood of 1993, changes needed to take place in the way MSD handled many of its operations. The District saw the need to improve sewer lines, the treatment process and facilities, as well as how another "great" flood would affect the region. MSD has taken many steps towards improving its service for its customers. Since 1994, MSD has worked to improve various sites throughout the entire St. Louis Region. Within the City of St. Louis between 1995 and 1998, MSD has performed works totaling well over $59 million. In FY00, MSD is set to begin projects in the City of St. Louis totaling over $31.5 million. The projects undertaken since 1995 include preventative measures to stop overflow into the Mississippi River, River Des Peres, and other bodies of water, such as the Post-Dispatch Lake in Forest Park; rehabilitation and replacement of existing sewers, including those within City Parks; sewer inspections and recommendations; improvement of treatment facilities; and rehabilitation of relief sewers throughout the City. These improvements, although extensive, leave plenty of work to be done. Many of these projects are in preliminary stages, and MSD has plans for phases of projects stretching into the year 2024. Orderly compliance with federal and state environmental legislation and regulations is a major focus in the development of MSD's priorities. Fulfilling regulatory mandates while providing tangible public services is the basis for MSD's improvement programs. MSD serves the entire St. Louis Region, but the needs for St. Louis City have been estimated at more than $260 million for the next five years. The following table shows the breakdown. [ Table III-E-5, Projected Five-Year Needs of MSD for the City of St. Louis ] MSD recognizes the importance of these projects and programs; however, additional funding is needed if it is to accomplish its goals, which include meets operating requirements, as well as replacement, maintenance, capital improvements, and other environmental needs. Stormwater: Stormwater run-off is the responsibility of MSD. The responsibilities range from cleaning and maintaining street inlets to operating and maintaining the floodwall pump stations along the Mississippi River and River Des Peres. Stormwater run-off is a serious problem and is continually growing due to the amount of natural spaces being developed. MSD is planning area-wide stormwater service and maintenance in an effort to stop flooding and sewer backups. While addressing issues of contaminants found in urban runoff. The comprehensive stormwater master plan began in 1994 is now complete. In MSD's 1999 capital improvement and replacement program, it has listed 18 new stormwater projects for the entire St. Louis region totaling $2.9 million. In order for MSD to improve on storm water control in the area it must acquire the needed financing. The current storm water fee is 24 cents a month on sewer bills. This rate is a flat rate and does not vary according to the size of the property or the amount of impervious area on the property. The current system of user charges and ad valorem taxes produces approximately $7 million per year for stormwater projects. Previous studies indicate stormwater improvements required to prevent flooding and erosion will cost between $600 million and $1 billion. A proposal by MSD would enforce an impervious charge on every property in the district based on impervious land measurements taken from highly accurate aerial photographs. MSD has completed the measurements at a cost of $1.3 million. The rate would be between 14 and 20 cents per 100 feet of impervious land. Also, a monthly base charge of 49 cents would be applied to all landowners to cover administration expenses. The impervious charge could double the revenue from the current system. If the new charge is put into affect, property owners in the entire district would cease paying a tax of 2 cents for each $100 of assessed value as well as cease paying the 24 cents user charge. The original area serviced by MSD, including St. Louis City, would no longer be required to pay a 5 cents property tax and taxes ranging from 4 to 10 cents would no longer be applicable in some sewer-district sub-districts in St. Louis County. A successful future vote would authorize a stormwater funding mechanism that would assist in the continued financing of stormwater projects and maintenance. MSD anticipates that the State will also make more than $8 million available in stormwater grants during the next year for the St. Louis area. These funds will be in addition to the stormwater capital funding already provided by MSD. The State stormwater grants are made possible through the passage of Amendment 7 in November 1998. This amendment allows the State to issue up to $200 million in bonds for stormwater work. MSD pushed for approval of Amendment 7 in the Missouri General Assembly and provided the campaign committee with a great deal of information to help obtain voter approval. Wastewater: The 1972 Clean Water Act required the elimination of dry weather overflows of wastewater. The Act also required upgrading wastewater treatment facilities to secondary treatment facilities. This made it mandatory for 90 percent of the impurities to be removed from such water. The Environmental Protection Agency (EPA) issued the combined sewer overflow (CSO) control policy in 1994, and it is currently reviewing a similar policy for the control of sanitary sewer overflows (SSO). Combined sewers are an old technology that allows stormwater and wastewater to flow together in a single pipe. During dry weather, all waters that pass through a combined sewer are treated at a wastewater treatment plant. However, during times of heavy rains and high river stages, the treatment facilities lack the capacity to treat all of the water that is collected and transported through the combined sewer systems. During rain, waste and storm water combined are discharged untreated directly into the Mississippi River, River Des Peres, or other various bodies of water. The estimated cost to control these CSO's is $700 million. During wet weather, SSOs can spill raw sewage into basements or out of manholes onto streets and into clean bodies of water, before the impurities can be removed. The EPA has found that SSOs can pose a serious health hazard by spreading pathogens through water and air as well as cause environmental problems such as stream degradation. MSD, along with the EPA, considers SSOs a major concern due to the health and environmental problems associated with them. To address the problem of SSOs, MSD began a series of studies of the separate sanitary sewer systems in St. Louis. Flow monitors are being placed inside sewers to determine how much flow gets into the system during certain weather events. The monitors will help provide the information MSD needs to correct the problem. Currently, MSD estimates the total cost to correct SSO problems to be $1.4 billion over the next 25 years. Two specific relief projects are in affect this year due to the flooding of more than 1,800 households during July 1998. The Grand and Bates Neighborhood and the Harlem Baden Neighborhood will each receive $4 million for the next five years to stop the flooding in these neighborhoods. Fairgrounds Park, O'Fallon Park, Forest Park, and Tower Grove Park will benefit from a federal grant, which will allow MSD to repair and replace the failing sewer systems that run throughout these city parks. The project entails cleaning, repairs, and replacement of sewers and structures. Over half (55 percent) of the total $8.6 million will be paid for by the grant. One of MSD's largest ongoing construction projects is the Lemay Overflow Regulation System (ORS). To date, $143.8 million has been put towards this project. In FY00, an additional $17.5 million will be funded through the Sanitary Replacement Fund, and the total amount of the project upon completion is estimated at $185.5 million. Lemay ORS project has two main purposes; it will confine wastewater to the combined sewer running beneath the River Des Peres channel, and it will also give the area a more reliable system of flood control. To diminish the amount of sewage entering River Des Peres, MSD will continue to construct gate structures, pump stations, and sewers along the lower stretch of the River. This combined with a four-mile stretch of new tunnel into University City will drastically reduce the overflow of raw sewage into the waterways. Recommendations MSD has examined the challenges it is facing in the next five years regarding its operation, maintenance, replacement, and capital improvements. The biggest challenge for MSD is to find an equitable method of financing. MSD needs to strive to make the public aware of its operations that in turn will help MSD obtain voter approval for possible upcoming elections. The public approval of MSD will assist it with future funding as well as help it in becoming a people-driven service. a) Continue to search for the most equitable approach to providing services.
b) Allocate renewed attention to St. Louis City's sewer problems.
c) MSD must promote and obtain voter approval for the upcoming elections.
d) Promote customer service and public understanding of MSD's operations.
e) Follow through with the recommendations of the management audit.
Resources Under the current plan, approved by voters in 1954 establishing MSD, user charges and taxes can fund the construction of improvements as well as MSD's operation and maintenance costs. Additional funding is derived from interest and fees as well as Grants. The total amount of revenue for MSD is $226.6 million per year. User charges produce the greatest portion of MSD's funding. These charges account for 59.6% or $134.9 million annually. This revenue is subdivided into a Wastewater User Charge and Stormwater User Charge. Tax revenues are responsible for $19.6 million of the remaining funds acquired. Interest and Fees represent $15.4 million per year while Grants account for the remaining $7.5 million. Additional sources of revenue could be supplied from:
SIDEWALK IMPROVEMENTS Sidewalks in the City of St. Louis have improved in the past five years largely due to an influx of money from the City Capital Improvement fund. The current state of sidewalks in the City was assessed by the Sidewalk Director as having reached "the high end of fair" as opposed to the "low end of fair" as was the situation five years ago. Consistent with the distribution of wealth in the City, sidewalks in the southwest are in the best condition, while sidewalks in the Northeast, where many lots are vacant, are in the worst condition. The maintenance and repair of sidewalks within the City of St. Louis are the sole responsibility of the adjacent property owner. The City has developed a program to assist property owners in the City with this responsibility. The Street Department receives approximately 200 complaints regarding sidewalk conditions per year. While many of these complaints are resolved, more money is needed to meet current demand for sidewalk repairs. Current Services The Street Department currently operates a 50/50 Sidewalk program. The 50/50 program was involved with 77% of the sidewalk work done in the City in 1998. This program provides approximately 50% of all costs associated with the replacement of sidewalks adjacent to both residential and commercial owners. Based on lists provided to the Department by aldermen and requests from owners, sidewalk segments are replaced. The owner has one year to repay. Private contractors are selected through a bid process to replace sidewalks. All contract work is done on a ward-by-ward basis. The typical cost for replacement to the resident averages $41 for a typical five by five-foot section or $1.62 per square foot. Except in historic areas, sidewalks are generally replaced with concrete. In historic areas, sidewalks are replaced with exposed aggregate or brick for a slightly higher cost. Not all costs associated with sidewalk maintenance and replacement are passed on to residents. The Sidewalks Department absorbs costs for curb maintenance and repair, tree root removal (for trees planted by the City), and various anomalies associated with certain jobs (working around sewer vents for example). After these expenses are considered, the Sidewalks Department is reimbursed for approximately $.35 for each dollar it spends. In addition to the 50/50 Sidewalk program, specific improvements to the public right-of-way are often made as part of a housing or commercial/industrial development. The sidewalk improvement costs are typically included in the overall construction costs. The table that follows shows the total amount of sidewalk work done in the City over the past five years. [ Table III-E-6, City Sidewalk Work in Past Five Years ] Recommendations Although the City has no responsibility for the maintenance or replacement of sidewalks, it should continue its efforts to provide partial financial relief. The program should be expanded to cover a larger area of need with more discretion on the part of the Street Department in the selection of sites. Resources In order to finance the replacement of sidewalks, the Street Department utilizes three sources of funding: Utility Tax (St. Louis Works) revenue, re-circulated owner payments, and City Capital Improvement funds. The Street Department estimates that approximately one-fifth of the utility tax revenues is earmarked for the 50/50 sidewalk program. The Street Department has estimated that the total revenues from the utility tax applied to the 50/50 program were approximately $598,985 in FY98. City capital Improvement funds provided $741,523 of tax revenue for sidewalk improvements, while re-circulated owner payments contributed $351,991 in FY98. The total amount of potential funding from these sources was $1.69 million. A breakdown of 50/50 sidewalk program funding over the past five years is shown below. [ Table III-E-7, 50/50 SIDEWALK PROGRAM FUNDING ] Additional sidewalk improvements would be possible with the passage of a Capital Improvements Bond Issue or the receipt of state or federal public works funding support. FLOODPLAIN IMPROVEMENTS The Corps of Engineers has been involved on the Mississippi River since the 1800s. Levees, canals, locks and dams support a shipping industry. St. Louis is the second largest inland port. This industry generates traffic that moves 505 million tons per year up and down the river. This traffic along with the floodwall is responsible for limited recreational use of the river. Current Services Executive Order 11988 requires that communities protect the values and benefits of floodplains and reduce the risks of flood activities in floodplains unless there is no practical alternative. The Corps of Engineers built the floodwall, but the City of St. Louis is responsible for all routine repairs and operations In an effort to connect the City with the Riverfront, Mayor Clarence Harmon established Downtown Now! in 1997. Downtown Now! is a public/private partnership led by the City of St. Louis, the Regional Commerce and Growth Association (RCGA), Downtown St. Louis Partnership, and St. Louis 2004. It was created to develop a five to seven year action plan to revitalize the City, and linking the Riverfront with the rest of the City is one of four priority areas for Downtown Now! Downtown Now! is in Phase III of their planning process. This final phase will illustrate the overall urban fabric of the downtown core and its connection with the Riverfront. St. Louis 2004 is also supporting the effort to build a Confluence Greenway. This will utilize the floodplain on both sides of the Mississippi River from the Arch grounds beyond the Missouri River. The Confluence Greenway is being put forth by a collaboration of regional and nonprofit organizations and local, state and federal agencies to create a 40-mile riverside trail and park on both sides of the Mississippi River. The Metropolitan Sewer District (MSD) is responsible for controlling the flooding along River Des Peres. During the 1993 flood, this was a problem because the 15 pump stations used to control the water were found to be unmanageable and inefficient. Since then, MSD has taken steps to alleviate this problem through the Lemay Overflow Regulation System. The System has two main objectives. It will confine wastewater to the combined sewer running beneath the River Des Peres channel, and it will also give the area a more reliable system of flood control by installing more gate structures, pump stations, and sewers through the River Des Peres Basin. Due to the flood of 1993, the City has successfully administered a buyout program. This program is designed to clear affected homes, businesses, and infrastructure from floodplains. Approximately 170 residential and 10 commercial properties were bought out over the past five years throughout the City. This space is often converted into parks and natural spaces. Needs and Challenges After the flood of 1993, there were four major repairs or replacements that needed special attention:
St. Louis City accomplished all of these challenges over the course of the past five years. The City must continue with to build upon its achievements. St. Louis City is situated on the second largest inland port in the country. The efforts of Downtown Now! to link the City core to the River remains a challenge. The open spaces in floodplains are ideal locations for the development of parks and pathways for pedestrians and bicycles. The Army Corps of Engineers will begin a Reconstruction Evaluation of the St. Louis Flood Protection System this Fall. The Evaluation will determine if improvements are required to ensure the integrity of the flood protection system. The Corp of Engineers is also performing a Lower River Des Peres Feasibility Study. The study will determine the feasibility of increasing flood protection along River Des Peres from Virginia to I-55 along Germania, and I-55 to Morganford along Carondelet. Recommendations The floodwall is well maintained and the pumping stations and sewer systems that complement the floodwall all pass the Army Corps of Engineers' inspections on a regular basis. However, there are still areas regarding the floodplains that need attention. a) Create notices to alert the public to changes in FEMA floodzones.
b) Continue to develop floodplains into non-commercial, non-residential areas.
c) Develop a concrete policy for use of the Mississippi Riverfront continuing efforts to connect it with the City's Core.
d) Continue to pursue methods of containing the flooding along the River Des Peres Basin.
Resources Repairs to the floodwall are the responsibility of the City of St. Louis. FEMA and HUD provide assistance after floods to help rebuild and resettle residents and businesses. The City needs to review resources for expanded commercial and public use of the riverfront. Gambling produces funds for further development of the riverfront downtown. The Transportation Efficiency Act - 21 (TEA-21) may supply some dollars for development, but these funds do require a local match. Voter approval of general obligation and revenue bonds limits the likelihood of this funding for infrastructure improvements. The repairs and upgrades to the River Des Peres Basin by MSD are expected to cost over $185 million. This cost is split between the City and St. Louis County. AIRPORT IMPROVEMENTS The St. Louis Airport Authority was established in 1968 by an ordinance adopted by the St. Louis Board of Aldermen to oversee the operations of Lambert-St. Louis International Airport (Lambert). Lambert is owned and operated by the City of St. Louis. The Airport Authority consists of the Airport Commission, the Airport Director, as well as 660 other full-time City employees. A similar operating group had existed prior to 1968, but this ordinance allowed the airport greater control over its own operations and planning. This quickly led the way for a $200 million local bond issue for terminal modernization and improvement programs. Including the 660 City employees, Lambert employs over 19,000 people through airlines, vendors, and service companies. Current Services Lambert has grown extensively over the past few decades, as Trans World Airlines (TWA) made Lambert the center of its hub and spoke system. Lambert is an extremely busy airport. According to Airports Council International in 1998, Lambert was ranked as the world's tenth busiest airport based on aircraft movements, which is the sum of take-offs and landings. Also in 1998, Lambert ranked as the 22nd busiest airport in the world and 15th in the United States based on the total number of passengers served. During this same year, Lambert was number 40 in the United States and number 94 in the world for total cargo moved in a single year. Also, among major airports throughout the United States, Lambert has the second lowest operations and maintenance cost per enplaned passenger, at $4.66. Lambert presently handles 27 airlines: eight freight airlines and nineteen passenger airlines. These companies provide just-in-time (JIT) and overnight/same day delivery of critical freight, such as seafood, machinery parts, postal mail, and deliverable packages. Annually, over 63,000 tons of cargo moves through Lambert. Lambert serves well over 25 million passengers yearly with 1,407 average daily arrivals and departures coming and going through its 81 gates. [ Table III-E-8, Passenger Statistics 1995-1998 ] Total aircraft movements for a single year total over 510,000 at the airport. All of this accounts for a $5.1 billion annual economic impact on the St. Louis region. Construction that began in February of 1996 on a new East Terminal was completed in March 1999. This project cost $105 million and offers new state-of the-art facilities. The new terminal includes twelve gates that are used by Southwest Airlines. Southwest now has capacity for an additional 89 flights per day. The new facility is expected to be used by 3.5 million passengers annually. Needs and Challenges Lambert continues to be one of the fastest growing airports in the world. Due to this increase in growth, Lambert has found it necessary to prepare to meet the challenges of the 21st Century. It is projected Lambert will serve 42 million passengers in the year 2015. The newly opened East Terminal along with the proposed Master Plan will allow Lambert to meet the needs of the next century. The largest challenge ahead of the Airport Authority is the successful completion of the $2.6 billion Master Plan. The Master Plan was given a favorable Record of Decision (ROD) from the Federal Aviation Administration (FAA) in September of 1998. This plan will help accommodate the increase of passengers that are expected to come through Lambert as well as decrease the aircraft delay problems that are far too frequent at Lambert. The Airport Authority has finalized an expansion study, which approves the W-1W Option for expansion. Phase 1 of the plan will add a third east-west parallel runway southwest of the present airport property. In order to accommodate nonstop flights to and from the Pacific Rim countries, the main runway would be extended to approximately 13,000 feet by the plan. Other improvements included in the overall Master Plan are added gates and revised roadway systems for more convenient access to the airport. Two adjacent cities to the expansion project have filed lawsuits to block W-1W. St. Charles and Bridgeton are causing a major challenge to the FAA approval of an expansion plan. The communities have various reasons for their actions ranging from lack of proper analysis to infringement on local zoning to fear of potentially increased noise. The lawsuits are currently in the court system, but the Airport Authority is following through with the approved plan. Pending any setbacks, the new facilities will be operating in 2006. Lambert realizes its role in maintaining the City of St. Louis' status as a world-class city. This promotes a challenge to the Airport Authority to maintain its level of superior safety, efficiency, and service to its customers while continuing to be an asset to the City. Recommendations Lambert is an essential part to the growing economy of the St. Louis region. The airport plays an important role in local, national, regional, and international commerce. The Airport Authority has a responsibility to maintain its role in the economy of the region well into the 21st Century. The following list of recommendations has been developed to ensure future expectations are met. a) Ensure the expansion plans are not thwarted by the lawsuits of neighboring communities.
b) Promote regionalism through the expansion of Lambert.
Resources Lambert's revenues are generated from a variety of sources. Just over 1/2 of the revenues are from signatory airlines in the form of landing fees and terminal rents. Revenue is also received from concessions that operate on the airport property. These include the sales of food and beverages, gift shops, coin-operated devices, ground transportation, public parking, car rentals, in-flight catering as well as other concession revenues. Other forms of revenue are collected through non-signatory airline fees, cargo, hangar, tenant improvement surcharges, employee lot, gain on sale of investments, and other miscellaneous revenues. The total Airport Authority revenues in Fiscal Year 1999 are $108.5 million. PORT IMPROVEMENTS The City of St. Louis Port Authority operates under the St. Louis Development Corporation (SLDC). The Port Authority conducts operations in the area designated as the St. Louis Port District. The Port District consists of the 19.3 miles of riverfront along the Missouri side of the Mississippi River. The City of St. Louis Port Authority's jurisdiction is part of the Port of Metropolitan St. Louis. The Port of Metropolitan St. Louis is 70 river miles long. The Port of Metropolitan St. Louis is located at the head of year-round open-water navigation and its central location in the Nation's Inland Waterway System allows it to handle over 30 million tons of commodities annually. The majority of these commodities consist of coal, grain, and petroleum. Over 80 million tons of products annually float up and down the river past the City of St. Louis Port District. The Port of Metropolitan St. Louis is the second largest inland port in the nation and currently it ranks as the 21st largest port, by tonnage, in the United States. The variety and facilities of the Metropolitan Port of St. Louis are unmatched by any other inland port. Current Services The City of St. Louis Port Authority has jurisdiction over the City-owned parts of the riverfront extending from the Chain of Rocks Bridge to River Des Peres. The City-owned land makes up 65% of the entire area. The Port Authority coordinates mooring leases on the City-owned property, monitors and coordinates development within the Port District, and organizes river-related activities. The City leases riverfront land to construction companies, fabricators, chemical movers, coal companies, and grain companies, among others. City-owned levee properties are also used as fleet zones, which are parking areas for barges. A percentage is used for parks and flood control. Port personnel coordinate with individuals and private corporations for initial preparation and negotiation of riverfront land and mooring leases for the development of property owned by St. Louis City within the Port District. The Port Authority also supervises the operation of its floating equipment as well as works with the Army Corps of Engineers, the United States Coast Guard, and the United States Maritime Administration. These three agencies help the Port Authority with all river-related matters that occur within the Port District. Port personnel represent the Port Authority with the:
The Port Authority coordinates all permits for mooring privileges on the improved wharf with the Director of Streets. The Port Authority also has an interest in the development of the Port District for pedestrian use. There is an ongoing effort to make the port an attractive safe place for people to visit. Approximately 5 million people visit the Port District annually. The Port Authority attempts to make the area more pedestrian-friendly by maintaining the property daily with a clean-up and repair crew at an annual cost of $125,000. Needs and Challenges The riverfront is a vital part of the City of St. Louis. Many public attractions are based on or around the area presided over by the City's Port Authority. This creates public safety challenges for the Port Authority. However, it also creates other challenges. The Port Authority is attempting to take on these challenges by developing and maintaining the majority of the 19.3 miles of riverfront under its jurisdiction. The St. Louis City Riverfront is often thought of as the core of the City's redevelopment efforts. The Port Authority sees two major challenges with this idea. The first challenge is to develop the riverfront into a safe place where people can go for entertainment, exercise, recreation, and sightseeing. The riverfront is currently used for these purposes, but not nearly to its capacity. There is still plenty of land to be developed into parks, marinas, and other attractions. Pedestrian use of the riverfront has grown over the past few years with the development of the North Riverfront pedestrian and bike trail along with the addition of the Admiral Casino and other attractions on moored 'riverboats' along the river's edge. The main challenge is to build on this success and create a safe family-oriented riverfront. The second challenge to development of the riverfront is the conflict between industrial and recreational uses. This is quickly becoming problematic with the larger number of people using the developed section of the riverfront at the foot of the Gateway Arch, as well as the new pedestrian and bike paths. The North Riverfront pedestrian and bike path stretches along a section of the riverfront that has a heavy amount of industrial traffic. This traffic includes railroads, automobiles, and large trucks. The Port Authority is working to install signage and other warning devices to protect pedestrians, bikers, and the operators of the motorized vehicles from dangerous situations. Also, it is now becoming apparent with the influx of people to these industrial areas that fences and warning signs are needed to alert people to the hazards of straying from the paths designed for their use. The overall development of the riverfront will bring more people to the riverfront, which in turn means more people to the City. Currently, there are two specific proposals being put forth by the Port Authority. The first proposal involves dock repairs at the City Municipal Terminal. Repairs are needed at both docks at the Terminal, which handles 2,000,000 tons of commodities annually. These improvements will allow the public continued access to low-cost river transportation for moving products. The second proposal involves extending the Central Riverfront Promenade between the Poplar Street Bridge and the MacArthur Bridge, as well as levee improvements to support a Floating Transient Marina Facility. The extension will run south along the riverfront with a sidewalk, street lighting, bollards with chain, levee entrances and promenade amenities. Levee improvements will include a boat launch ramp near the MacArthur Bridge, a work boat location, and support for a transient marina. This will allow the public to use the river for small watercraft, creating a place for transient pleasure craft to temporarily moor, and overall enhancement of the Wharf. The following chart lists the proposed costs and percentage breakdowns of these two projects. [ Table III-E-9, Priority Project Cost Breakdown ] The Port Authority has a two-year plan for projected cash flow needs for 1999 and 2000. These needs are for infrastructure improvements along the riverfront. Below is a breakdown of those needs. [ Table III-E-10, Projected Cash Flow Needs for Infrastructure Improvements ] Recommendations The process by which the Port Authority operates and plans for development has been successful, but efforts must continue to allow for complete usage of all 19.3 miles of riverfront. Therefore, the following list of recommendations has been developed to promote total use of the City's land along the Mississippi River. a) Promote and develop the riverfront to make it a major attraction not only to visitors but also to the people of the St. Louis area.
b) Continue coordination with Gateway Parks and Trails and the Confluence Greenway Project, a collaboration of regional and national nonprofit organizations and local, state, and federal agencies, to make the areas along the river containing bike and pedestrian paths safer.
c) Continue planning and development of the Central Riverfront Promenade Extension and Levee Improvements as well as dock repairs at the City Municipal Terminal.
d) Proceed with the decorative lighting maintenance and renovation along the Eads Bridge and the Dr. Martin Luther King, Jr. (MLK) Bridge.
Resources The St. Louis Port Authority operates with an annual budget of approximately $2.1 million. The revenue generated for this budget comes primarily from two sources: the Port Development Fund and the Gaming Revenue. The Port Development Fund receives the majority of its revenue through port leases that amount to approximately $850,000 annually. Gaming revenue from the Admiral Casino falls under this category and it accounts for approximately $1.2 million annually. In addition, a transfer in the amount of $125,000 from the Improved Wharf Fund for cleaning of the wharf began in Fiscal Year 1993. The Port Commission annually approves a Port Development Fund Budget that is forwarded to the City Budget Director for approval through the City budget process. Two other funds have been established for specific uses in specific areas. These funds are the Improved Wharf Fund and the Lease Agreement Fund. The Improved Wharf Fund as it stands today was established in February 1992. It currently allows for the Port Authority to use the funds for construction, design, marketing, studies and other costs relating to the improved wharf. The revenues to this fund come from the levee parking contract and total approximately $350,000 per year under the existing contract. The existing contract is on a month-to-month basis. These funds accumulate and do not revert to the General Fund. The balance of this fund as of January 31, 1999, is $1,595,281. The Lease Agreement Fund was established in July of 1988. The City Municipal Terminal property and mooring rights were leased in 1987 to the St. Louis Port Authority. The St. Louis Port Authority, in turn, entered into a long-term lease agreement with a private company to provide a public river-rail-truck terminal for the handling of waterborne cargo, storage incidental to the transportation of waterborne cargo or incidental to the development of waterborne commerce or terminal distribution operations. The fund assists the St. Louis Port Authority to make necessary improvements to the leased premises subject to availability of funds. The balance of this fund as of January 31, 1999, is $1,645,429. | |||||
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TRANSPORTATION AND INFRASTRUCTURE NEEDS
