As someone who lives in St. Louis City, I care deeply about our community —not just because I live here, but because I believe in what this city can be. While I haven’t spent my entire life here, I’ve seen enough to understand the pride, frustration, and cautious hope that define conversations in our neighborhoods. Like a lot of residents, I’ve grown invested in what happens at City Hall—not out of habit or cynicism, but because I believe that local government should work for everyone.
The recent election of Mayor Cara Spencer marks a turning point. This was a clear message from voters: we expect better regardless of race, gender, or party affiliation. And while the historic election of former Mayor Tishaura Jones marked an important milestone in representation, her tenure also exposed persistent challenges in how the city is run. The citizens have now signaled, clearly and decisively, that leadership must be based on competence, transparency, and execution.
What Went Wrong Under the Last Administration
Mayor Jones’s administration made strides to address systemic inequality, reduce violence, and modernize infrastructure. During her tenure, crime rates dropped to a 10-year low, and over $300 million was allocated for transportation projects. However, serious problems inside City Hall made it hard to see those wins.
There were long delays in using the $790 million NFL settlement money. City departments struggled with disorganization, multiple deaths in the city’s correctional facility, and scandals involving ethics violations among staff and inspectors. Even well-meaning public outreach efforts often didn’t go anywhere. Police budget cuts led to fewer officers and slower response times. Plans to fix major problems often lacked clear direction, leaving many residents disappointed and doubtful.
What Needs to Happen Now
Mayor Spencer now has more than a new title and has a responsibility to run this city with competence, transparency, and execution. City government should be treated like a serious operation, where planning, communication, and follow-through are standard practice, not afterthoughts. Public Safety remains a top concern, especially after the recent state takeover of the St. Louis Metropolitan Police Department, which complicates local control, but not local accountability. The city must remain a partner in driving data-informed, community-based policing strategies. Residents expect to be safe and to feel heard.
On the financial side, St. Louis is at a critical point. Between federal relief funding and the NFL settlement, there’s a rare opportunity to invest in the city’s future, but only if the money is managed wisely. That means setting clear priorities, proper planning and plan implementation, making spending transparent, and keeping the public updated every step of the way. City services also need major attention. Things like trash pickup, business permits, and road repairs might not make headlines, but they’re daily markers of how well a city functions. These services must be efficient, properly staffed, and easy to access. The basics need to work. When it comes to health and human services, the city must stop treating public health as a crisis-only issue. St. Louis must ensure its public health response is not only equitable but fully integrated across agencies and neighborhoods, with measurable benchmarks tied to service delivery.
No one office or organization can fix the city alone. Complex urban problems require collaboration. City Hall must coordinate effectively with nonprofits, foundations, hospitals, educators, and the business community—not just for support but also for shared accountability.
St. Louis also has to do better for its most vulnerable residents. Poverty, housing instability, trauma, and systemic exclusion are not issues that can be solved in silos. Through coordinated public-private action, the city must invest in wraparound services that address root causes—housing, mental health, workforce development, childcare, and transportation. Strategic alignment and shared data systems will be essential.
Lastly, transparency can’t be optional. The public deserves regular updates on city performance, clear data on outcomes, and meaningful ways to give feedback. Trust won’t be rebuilt with promises. It will take consistent, visible progress.
The Stakes Are High—And So Is the Opportunity
St. Louis is rich in talent, history, and heart—but for too long, it has been held back by inconsistent management, political turf wars, and a lack of long-term planning. That has to change. Citizens have cast their votes. Now, they expect a government that delivers.
References
City of St. Louis. (2024). Public Input on Future of Transportation. https://www.stlouis-mo.gov/government/departments/mayor/news/public-input-transportation.cfm
Duecker, J. (2025). The shambles of St. Louis. City Journal. https://www.city-journal.org/article/st-louis-mayor-tishaura-jones
Missouri Independent. (2025). State takeover of St. Louis police requires ongoing community engagement. https://missouriindependent.com/2025/04/07/after-state-takeover-st-louis-police-should-maintain-community-based-intervention-efforts/
St. Louis Metropolitan Police Department. (2025). 2024: Crime Remains on Downward Trend. https://slmpd.org/2024-crime-remains-on-downward-trend/
St. Louis Post-Dispatch. (2024). City still working out NFL settlement spending plan. https://www.stltoday.com/news/local/govt-and-politics/st-louis-nfl-settlement-spending-plan/article_45a2f28e-6f29-11ee-89b6-3f5fc5f5eeb7.html
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