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My name is Celeste Metcalf. I hold the credentials of CPA/MBA, and I want to be the next Comptroller of the City of St. Louis. 

My goal is to offer my expertise, organizational skills, discipline and integrity to the city’s financial affairs and operations. I want to be on the Team that is willing to roll up their sleeves; a Team that is committed to work collectively and cohesively to strive toward the realization of success in the achievement of City of St. Louis objectives. 

I need your vote to accomplish this goal!!!

Effective financial management involves an accurate assessment of current and future objectives followed by a determination of which available resources best achieve these stated objectives. I have worked within the Recorder of Deeds Office, the License Collector’s Office, the Comptroller’s Office and the Treasurer’s Offices, so I am already familiar with some of the accounting struggles and financial management challenges inherent within the city’s financial structure.

Over the last few years, the City of St. Louis has received an unprecedented amount of money from the American Rescue Plan and from the RAMS litigation settlement. As exciting and wonderful as it is to have received these huge sums of money, the question that must be asked is whether or not the current use of these funds is appropriate and responsive to our city’s existing needs?

One of the main roles of government is to assess taxes on private citizens and then use these receipts to ultimately serve the general public. Once tax revenues are collected, the government is responsible for distributing these resources on projects for the enhancement and betterment of the community and constituents. 

If the ARPA and RAMS funds are being placed in the bank to collect interest or to boost our credit rating, then there appears to be a disconnect between the purpose of those funds and the role that government is designed to play. 

Having a budget surplus only deserves applause if the needs of our citizens have been met. But given the current state of affairs, how do we explain:

• The potholes and disrepair of city streets if we have the money to fix them?
• The inability of the city to pay its bills on time if the money exists to pay these bills?
• Paying late fees and penalties just because we have the money to do so?
• An ineffective accounting system if we have the money to buy a better one?

What other issues could have been addressed with this significant windfall of cash the City currently has in its coffers? Accumulating interest, compiling a budget surplus or focusing on using this cash to ensure a good credit rating ignores the major role and the vital purpose governments are designed to play: to benefit publicly available infrastructures and to enhance the quality of life of the community being served.

The City of St. Louis is at a critical point of growth, from an economic, from a population and from a physical infrastructure perspective. Good business decisions require the availability of consistent, accurate and reliable information combined with an understanding of when the pursuit of debt is acceptable and necessary.

As the City’s Chief Financial Officer, the Comptroller must have a good understanding of accounting principles, must possess the ability to interpret financial statements and must be equipped with a background that promotes effective business practices. I possess all of these necessary skills and I am prepared to leverage my educational background, my experiences and my past performance in the execution of my responsibilities as the City’s next Comptroller.

HERE ARE A FEW STRATEGIC INFRASTRUCTURE ENHANCEMENTS AND BUSINESS DEVELOPMENT IDEAS FOR CONSIDERATION:

REVISIT THE INITIATIVE TO INTRODUCE AND PROMOTE HIGH SPEED RAIL IN THE MIDWEST

• Introduced in 2009 by the American Recovery and Reinvestment Act (ARRA)
• Intended to facilitate and incentivize interstate commerce and travel
• Designed to mimic high-speed passenger trains offered throughout Europe
• ARRA proposed trains that would support travel to and from:
  • Chicago and St. Louis, and
  • St. Louis and Kansas City
• Implementation involves upgrades to all railway tracks to accommodate faster trains
• Requires installation of faster, more responsive railway crossing devices and alerts

ACTIVELY PROMOTE ST. LOUIS AS A DESIRABLE LOCATION FOR ENTERTAINMENT INDUSTRY FILMED PROJECTS TO:

• Add to the list of projects filmed in Missouri, like Winter’s Bone and Netflix’ Ozark 
• Take advantage of the variety of backdrops and architecture readily available
• Expose the history, uniqueness, diversity and beauty of St. Louis
• Provide additional revenue streams, e.g., hotel, hospitality, location rental & sales taxes
• Offer transient employment opportunities in response to creative industry demands

CONFRONT AND ADDRESS THE CONSEQUENCES OF “RED-LINING” WHICH HAVE RESULTED IN:

• An abundance of vacant lots and abandoned buildings north of the Delmar Divide
• An irreplaceable loss of historic row houses and architecturally unique structures
• Significant population loss combined with a corresponding loss of our city’s tax base

MAKE ENHANCEMENTS TO LAMBERT AIRPORT, A “FORMER TWA HUB” TO:

• Attract more corporate headquarters/regional offices seeking viable airport accessibility
• Make effective use of an abundance of runways qualifying as “hub worthy” 
• Keep revenues in St. Louis by enabling local businesses to be concession vendors
• Allow these local businesses to expose airport travelers to “A Taste of St. Louis” 

ELIMINATE VACANT OR UNDER-UTILIZED MULTI-STORY BUILDINGS, ESPECIALLY IN DOWNTOWN, TO:

• Restore the aesthetically pleasing and historical splendor of our aging infrastructure
• Enhance the revenue generating possibilities of all mixed-use buildings
• Increase the traffic, viability and attractiveness of downtown or surrounding areas
• Attract complementary and vertically integrated business ventures and possibilities
• Increase the overall value of an area along with the adjacent properties
• Reduce vagrancy and the backdrop for potential criminal activity

DEVELOP AND CREATE VARIOUS FOCAL POINTS ALONG THE RIVERFRONT TO:

• Take advantage of St. Louis’ prime, unique and enviable riverfront location
• Capitalize on the features, benefits and ambiance that only a waterway can provide
• Establish riverfront attractions similar to San Antonio, Baltimore and Chicago offerings
• Redevelop and restore Laclede’s Landing to its once desirable prominence
• Create a docking station for riverboat and dinner cruises featuring live entertainment
• Establish a Grafton-like “Loading Dock” to facilitate seasonal entertainment activities

ESTABLISH A ROUTINE MAINTENANCE/COST SCHEDULE FOR CURRENT & FUTURE INFRASTRUCTURE PROJECTS

• Document all pending/necessary road, bridge, street, sidewalk or surface repairs
• Document all pending/necessary roof, tuckpoint, paint or other exterior building projects
• Document all pending/necessary vehicle maintenance and retirement dates
• Refer to each of these pending schedules whenever revenues exceed expectations

ESTABLISH A SYSTEM FOR CAPTURING FINANCIAL DETAILS TO FACILITATE AND ENHANCE TREND ANALYSES

• Develop a fluent understanding of the relationship between an activity and anticipated tax revenues
• Confirm, dissect the pros and cons of various types of convention activities and events
• Ascertain the future impact of freezing senior real estate taxes, given an aging population

ESTABLISH A GOOD SYSTEM OF INTERNAL CONTROL, E.G., FINANCIAL POLICIES AND PROCEDURES

• To minimize the risk of financial statement error and fraud
• To ensure proper segregation of duties in the recording and authorization of transactions
• A requirement outlined in an external auditor’s “Management Representation Letter”  

  
  

Here are some of the interrelated components that I’ve learned are consistent with sound financial management policies and practices:

• Maximize the use of existing resources to ensure all operational expenses and obligations are being met
• Explore the creation of economic development opportunities that can provide additional revenues 
• Minimize debt and/or the percentage of current and future revenues that are required to pay off debt
• Ensure contingency plans exist that enable an immediate and effective response to unexpected changes in revenues and/or expenditures
• Invest in a well-functioning accounting system that can provide timely and accurate information on a regular and consistent basis
• Establish a good system of internal controls, processes and procedures that minimize the risk of fraud and error, to ensure the integrity of financial details