ABOUT US

The Office of Strategy + Innovation sets direction and drives performance through the intersection of knowledge, ideas and collaboration to create positive change for St. Louis County. To learn more about the Office of Strategy + Innovation, click here

What's next?

WHAT'S NEXT & FEEDBACK

The employee feedback highlighted in these sections is being used in the upcoming strategy development phase of the planning process. Here are some of our major takeaways.

MAKING GOVERNMENT WORK FOR EVERYONE

1.

St. Louis County employees want to be effective and efficient, have the smart tools they need to do their jobs, and be appreciated for their efforts. Just as 21st century citizens want more from their government, 21st century employees want more from their employer, including adequate pay and recognition.

2.

Lack of customer data impacts the ability to improve performance, results, and effective service delivery. The more St. Louis County government can learn from its residents and customers, the more County government can determine success.

3.

St. Louis County government is firmly planted in the 20th Century, lacking modern workplaces, operations, and technology. Modernizing the St. Louis County government workplace means identifying ways to impact the built environment, making spaces more accessible and user-friendly, and applying best practices across the enterprise.

ADDRESSING OUR REGION'S BIGGEST CHALLENGES

4.

As a regional leader, St. Louis County is in a position to leverage current economic and institutional resources.

Home to the largest population and workforce in the state, St. Louis County is largely prospering and continues to be an attractive place to live and invest in the economy.

5.

Place matters: where you live in St. Louis County impacts your health, safety, and overall quality of life. The lasting effects of exclusionary housing policies are still seen today in St. Louis County’s racially segregated neighborhoods and geographies, ultimately impacting education, economic opportunity and life expectancy.

6.

A 21st century approach to addressing public safety increases transparency and encourages prevention and diversion. Ongoing coordination and collaboration between agencies involved in public safety and the justice system will ultimately improve the quality of life for all residents.

7.

The number of generations in the workforce is shifting the economic landscape. With an influx of Generation Z and Millennials entering the workforce and Boomers retiring, job training and competition will affect St. Louis County and the larger region.

8.

The aging population of St. Louis County will continue to significantly impact the economy, housing, health and human services. St. Louis County is aging, with 16 percent of the population over the age of 65 and the Baby Boomers representing the largest generational cohort.

BRIDGING INTERNAL & EXTERNAL PRIORITIES

9.

Prioritizing diversity, equity, and inclusion in both St. Louis County government and the St. Louis region will strengthen and better prepare us in the 21st century. Economists are finding that high levels of racial inclusion and progress on income equality also correlate with strong economic growth. A St. Louis region that works for and across all population groups is one that will succeed in the 21st century. 

10.

To encourage effective implementation, the St. Louis County Strategic Plan will need to leverage the planning, engagement, and community priorities already identified in the region. Many of the current St. Louis regional plans focus on issues that are critical to the community’s wellbeing and economic vitality: health, housing, economic and workforce development, education and opportunity, justice, transportation, and the needs of children and an aging population.

We want to hear what you have to say.

Give us your feedback on the findings report.