"We're proud to continue YouthBuild's legacy of transforming lives in the City of St. Louis. Since the program returned to our community in 2014, it has helped hundreds of young people build brighter futures. With this investment, participants earn wages and gain valuable skills while helping revitalize our neighborhoods through affordable housing projects. We are grateful to our partners whose collaboration made this award possible and whose shared commitment will continue to transform our community," said SLATE Executive Director Connie Johnson. 

The award will support 60 youth ages 16 to 24 from the City of St. Louis and surrounding communities who are not currently enrolled in school, providing a pathway to education, career training, and long-term employment. Participants divide their time between earning a high school diploma or HiSET through a partnership with St. Louis Public Schools, receiving hands-on occupational skills training, and participating in leadership development and community service projects.

This funding expands career opportunities through a Construction Plus model. In partnership with Ranken Technical College, participants will earn industry-recognized construction credentials through the National Center for Construction Education and Research (NCCER). Participants interested in transportation careers will also have the opportunity to earn a Commercial Driver's License (CDL-A) through one of SLATE's eligible training providers, preparing them for another in-demand career pathway.

"Construction is one of the most direct ways to see the difference you make with your own hands. This partnership matters because of what it gives young people: proof, every day, that they're building something that lasts, both on the job site and in their own future," said Don Pohl, President of Ranken Technical College.

A new feature of this award is the integration of artificial intelligence (AI) literacy throughout the construction curriculum. Participants will learn to use AI responsibly to explore careers, strengthen technical skills, critically evaluate information, and solve real-world construction challenges.

The program also connects participants with registered apprenticeship opportunities through partnerships with the Mid-America Carpenters Regional Council and Apprenticeship Missouri. Following program completion, participants will receive 12 months of follow-up services, including career coaching, job placement assistance, transportation support, financial literacy education, leadership development, and other supportive services to help ensure long-term success.

YouthBuild is made possible through a strong network of community partners, including Ranken Technical College, St. Louis Public Schools, St. Louis Development Corporation (SLDC), Universal Build LLC, the Mid-America Carpenters Regional Council, and Apprenticeship Missouri.

"To put it simply, this is a monumental win for the City of St. Louis," said Mayor Cara Spencer. "We are empowering our youth, providing them with exciting career opportunities, and simultaneously bolstering the City's workforce with highly-skilled professionals. I'm so grateful to SLATE, our community partners, and the U.S. Department of Labor for investing in our city."

Enrollment information for the next YouthBuild cohort will be announced soon. Information about eligibility, enrollment, and upcoming YouthBuild cohorts will be available at www.stlworks.com.

About SLATE Missouri Job Center

SLATE is the City of St. Louis government agency providing no-cost services to job seekers and businesses, including employment assistance, job training, and career advancement opportunities. Since 1975, SLATE has remained committed to developing a strong, inclusive workforce that supports economic growth throughout the city. For more information, visit www.stlworks.com or call (314) 589-8000.

Contact

Svetlana Bostick, Public Information Officer
(314) 657-3522
sbostick@stlworks.com

The Centers for Disease Control and Prevention (CDC) is notifying clinicians, public health practitioners, and laboratorians of cases of domestically acquired cyclosporiasis in multiple U.S. states. Since May 1, 2026, CDC has received reports of 1,645 confirmed domestic cases of cyclosporiasis and is aware of more than 5,100 cases that require further analysis to confirm the illness as domestically acquired cyclosporiasis. This is substantially higher than the 249 cases reported nationally by this same time last year. Of the 1,645 case-patients with available information, 141 (9%) were hospitalized, and none have died.

CDC, the U.S. Food and Drug Administration (FDA), and state and local health departments are working together to investigate multistate outbreaks of Cyclospora infections and to identify the sources of illness. Because cyclosporiasis is often underdiagnosed and underreported, the true number of illnesses is likely higher than what has been reported to CDC. This Health Advisory provides background information about cyclosporiasis, current U.S. surveillance data, and recommendations for clinicians, laboratorians, and public health departments to support recognition, diagnosis, and reporting.

Background

Cyclosporiasis is a gastrointestinal illness caused by the microscopic parasite Cyclospora. People can become infected by consuming food or water contaminated with the parasite. This illness is not usually spread directly from person to person. Case counts typically rise during spring and summer months, and CDC considers May 1-August 31 the annual cyclosporiasis season. Previous outbreaks have been linked to consuming contaminated fresh produce.
Symptoms of cyclosporiasis typically begin about 1 week after exposure. Onset of symptoms can occur 2-14 days after being exposed. The most common symptoms include watery diarrhea, which can be frequent, along with loss of appetite, weight loss, bloating, nausea, and fatigue. Less common symptoms include low-grade fever and vomiting. Without treatment, symptoms can follow a remitting-relapsing course that can last from a few days to a month or longer. Illness can be severe, but is not usually life-threatening.

Complications can include malabsorption, cholecystitis, and reactive arthritis. Laboratory detection of Cyclospora in stool can be challenging even in symptomatic patients, and standard ova and parasite exams might not detect it reliably. Clinicians should specifically request diagnostic testing for Cyclospora when it is clinically suspected.

Since May 1, 1,645 lab-confirmed cases were reported to CDC in people who acquired cyclosporiasis in the United States. Cases were reported by 34 states. Case-patients developed illness after eating food in the United States and did not report any travel during the previous 14 days. Case-patients ranged in age from 2-95 years, with a median age of 44 years, and 56% were female. Of 1,645 case-patients with information available, 141 (9%) were hospitalized. No deaths have been reported. This is substantially higher than the 249 cases reported nationally from May 1-July 16, 2025.

CDC is working closely with FDA and state health authorities to investigate multiple clusters of cyclosporiasis. CDC has posted an investigation notice about an outbreak with more than 400 cases in at least four U.S. states that appear to be epidemiologically linked, suggesting that there could be a common source of these infections.

Recommendations for Clinicians

• Consider cyclosporiasis in patients presenting with prolonged or relapsing watery diarrhea, particularly during the May-August cyclosporiasis season, even without a history of international travel.
• Ask patients with suspected or confirmed cyclosporiasis about their recent food and travel history to assist local investigations.
• Specifically request Cyclospora laboratory testing on stool specimens because routine ova and parasite (O&P) examinations might not reliably detect the parasite. Consider molecular (PCR-based) diagnostic testing where available, because it can improve detection.
• Treat confirmed cases of cyclosporiasis with 7-10 days of trimethoprim-sulfamethoxazole (TMP-SMX) for immunocompetent adults and children over age 2 months; consider longer courses for patients with immunocompromising conditions. Consult current CDC clinical guidance for recommended dosing.
• Advise patients to stay well hydrated, especially if diarrhea is frequent or severe.
• Contact the Council for State and Territorial Epidemiologists (CSTE) clinician line after hours for on call support if needed.

Recommendations for Disinfecting Cyclospora in Healthcare Settings

• Given the typical lifecycle of Cyclospora, person-to-person transmission is unlikely, even within healthcare settings. If an affected patient is continent of stool, the level of environmental contamination is probably small.
• Cyclospora is unlikely to be killed or inactivated by routine chemical disinfection. No EPA-registered disinfectant products have been demonstrated to be effective against Cyclospora. When affected patients are incontinent or diapered, the risk of contamination of healthcare surfaces might be higher. Facilities should clean surfaces initially with a detergent to remove any visible soil and scrub the surfaces thoroughly. After this cleaning, an EPA-registered hospital disinfectant should be used. Immediately after cleaning, healthcare personnel (HCP) should remove gloves used during cleaning and clean their hands.
• HCP should always use Standard Precautions, including wearing gloves when there might be direct contact withfeces. A gown, facemask, and eye protection, or face shield should be used if splashing might occur. Hand hygiene should be performed before and after every patient contact. If hands are visibly soiled, HCP should wash them with soap and water, scrubbing vigorously for 15-20 seconds. If hands are not visibly soiled, alcohol-based hand sanitizer may be used. For patients with gastroenteritis who are diapered or incontinent of stool, HCP should use Contact Precautions when providing direct patient care in healthcare settings.

Recommendations for Laboratories

• Check that stool testing protocols include specific diagnostic methods for Cyclospora detection (e.g., modified acid-fast staining or PCR), rather than relying solely on routine ova and parasite (O&P) exams.
• Promptly report confirmed Cyclospora results to the ordering clinician and to the state, tribal, local, or territorial health department per jurisdictional reporting requirements.

Recommendations for Health Departments

• Communicate with local clinicians and laboratories about this increase in cases and the importance of specific Cyclospora diagnostic testing.
• Promptly report confirmed cyclosporiasis cases to CDC to support national surveillance; cyclosporiasis is nationally notifiable in 47 states, the District of Columbia, and New York City.
• Interview patients with confirmed cases about recent food and travel exposures to help identify potential common sources.
• Coordinate with CDC and FDA on multistate cluster and trace back investigations as requested.

Recommendations for the Public 

• Visit a clinician if you have prolonged or watery diarrhea, especially if it lasts more than a few days.
• Reduce your risk by thoroughly washing fresh produce under clean running water before eating and by following safe food handling practices. Be aware that chemically disinfecting or sanitizing produce might not fully eliminate Cyclospora. It is important to thoroughly wash produce even if it is labeled as pre-washed.

Northside Youth and Senior Services Center (NSYSSC) has served the Ville for over 50 years, and their operations have long outgrown their original building. On Thursday, June 11, 2026, NSYSSC held a groundbreaking for their new intergenerational community center. 

Community leaders shovel into dirt for official groundbreaking ceremony

Located just down the block from their current headquarters, the new building holds promise for the organization's expansion. It aims to provide a safe space for community members of all ages to gather.

Just a few of the services provided by NSYSSC include youth summer and afterschool programs, a robust Meals on Wheels program that served 738 seniors in 2024, job training, computer and fitness classes for senior citizens, and counseling. Northside also has buses that serve residents and clients to transport them, along with a fleet of electric vehicles. 

The new space will span 16,000 square feet and house a multipurpose room, gymnasium, a commercial kitchen, a pantry and basic needs distribution facility, computer lab, an outdoor activity area, collaboration spaces, and private meeting rooms. 

Mock-Up of Northside Youth and Senior Services Center New Intergenerational Community Center

The resources for the community will be able to expand and grow in the newer and bigger space. The new Intergenerational Community Center will also serve as a community gathering space. 

In an interview with Executive Director Leon Threat, he discussed the importance of having a meeting space within the community. 

"I think it serves as a rallying point, and I think that the disasters and emergencies that I've actually worked at Northside and been through. We needed spaces where groups can come together and be able to organize," Threat said. 

After the May 16th tornado, NSYSSC was quick to act and organize, providing almost 2,000 meals a day to residents in need. Residents lost gas, water, and electricity in their homes, and NSYSSC provided access to fresh meals. Northside showed their exemplary ability to organize and use their space for neighbors to gather and collaborate.

The new community center will also serve as an intergenerational and third space. Third spaces are places that are separate from the home and office. This new community center will serve as a place where people can gather, collaborate, and laugh. NSYSSC provides a place for people of all ages to come together and learn from each other. It fosters community across generations and eliminates barriers for seniors to find connection with their neighbors. 

Northside Youth and Senior Services Current Building at 4120 Maffitt Ave

Threat also described that the community center was even serving five generations at one time, which is an opportunity for mentorship, strengthening community pride, and tackling isolation in seniors. 

"The main goals of the community center are to support residents across the arc of life, so they can age in this community," Threat said. 

The new community center shows the Ville's resiliency and the NSYSSC's efforts to truly and wholly support everyone in their community. By serving all age groups, being an accessible environment, and their commitment to providing third spaces for their community, NSYSSC is a true example of what caring for one's community looks like.

"We break ground not just for a building. We break ground for hope. We break ground for dignity. We break ground for opportunity. We break ground for a stronger north St. Louis," Threat emphasized the significance of the new center at its groundbreaking. 

The community center was made possible by a $305,000 ARPA-funded Neighborhood Transformation Grant award for predevelopment activities from the Community Development Administration (CDA) in 2023. The seed money, used for design and site preparation,  was used to kick-start the $5.7 million project that is now being funded through St Louis Development Corporation (SLDC), federal funds, and various donors.

CDA staff and Mayor Cara Spencer and CDA staff present NSYSSC Executive Director Leon Threat (middle with hard hat). Left to right are CDA Executive Director Matt Moak, Mayor Cara Spencer, Marnita Spight (CDA), Anita Poole (CDA), Leon Threat, Ruth Keenoy (CDA), City of St. Louis Chief Recovery Officer Julian Nicks, and Tom Nagel (CDA). 

About the Community Development Administration (CDA):

Established in 1974, CDA invests approximately $25 million each year in affordable housing, community development, and public services across St. Louis. As the City's housing and community development agency, CDA works in partnership with HUD, the Planning and Urban Design Agency and the St. Louis Development Corporation to ensure that funding priorities are transparent, competitive, and community-driven.

The first Rams Settlement Tracking Infographic has been published with the Board of Estimate and Apportionment meeting materials on the City's website. The tracker will be updated by the Comptroller's Office as contracts funded with Rams settlement dollars come before the Board for approval and funds are encumbered for specific projects. 

"The Rams settlement funds provide an opportunity to make critical investments in our city, and residents deserve to know how these historic dollars are begin committed," Comptroller Baringer said. "This tracker will provide the public with a clear view of how these funds are being put to work while ensuring transparency and accountability throughout the process." 

The information included in the tracker will be provided by the City's Office of Recovery and updated as Rams-funded contracts move through the Board process. 

Earlier this year, Comptroller Baringer advocated for using Rams settlement funds to support critical infrastructure needs, including a $40 million investment in the City's Water Division. The legislation also provides funding to support residents and neighborhoods recovering from the devastating May 16th tornado. 

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Comptroller Donna M.C. Baringer is the chief fiscal officer of the City of St. Louis and is charged with safeguarding the city's credit rating and with protecting taxpayer dollars. Visit www.stlouismo.gov-comptroller to learn more about the Office of the Comptroller. 

The survey should take about 5-10 minutes to complete. Link to survey.

Please note that the information provided in this survey will be anonymous unless you provide contact information. Responses will be accepted through Aug. 31.

If you have any trouble filling out the survey or would like assistance, please contact Saint Louis City Recycles at 314-772-4646 or recycle@stlouis-mo.gov.
 

For years, empty lots and vacant properties have been scars and reminders of the "Delmar Divide". Homebuilder CF Vatterott has spent more than two decades transforming these vacant spaces.

Since the 1990s, this St. Louis-based company has been acquiring Land Reutilization Authority (LRA) lots and building new homes designed to blend into the surrounding neighborhoods. With support from the Community Development Administration (CDA), CF Vatterott has worked north of Delmar Ave. on streets such as Enright, Cabanee, Clemens, and Cates in the City's West End Neighborhood. Now they are turning their attention to Vernon Avenue, where they plan to build seven new homes.

A finished single-family home by CF Vatterott.  

Many of the lots the CF Vatterott takes on still contain the buried debris of demolished homes, requiring crews to excavate before any new construction can begin. It adds cost, but CF Vatterott continues working to provide for the community.

The homes that CF Vatterott builds are also carefully designed to match the character of what already exists on each block. In neighborhoods where many properties sat vacant for 30 or more years, CF Vatterott invests significant time and resources into ensuring new construction does not feel out of place or too modern. The goal, according to company president Greg Vatterott Jr., is to build homes that will last another 20 to 40 years with their classic look. 

A carpenter working on homes along Vernon Avenue.

Ripple Effect of Neighborhood Transformation 

Another goal that Greg Vatterott Jr. expressed was the hope that a growing trend can become apparent with their progress. As new homes are built, they create comparable sales data that neighboring homeowners can use to access financing. Vatterott hopes that as homes rise on Vernon Avenue, owners of adjacent properties will be able to invest in their own properties, thereby strengthening the whole block. 

When comparable home sales increase property values, existing homeowners gain equity that can be used for home repairs, renovations, and other investments. Higher property values also create stronger comparable sales, giving lenders greater confidence to finance new construction and vacant home rehab projects. This ripple effect attracts private investment, reduces vacancy, encourages new home construction, and welcomes more residents to the neighborhood.

A finished single-family home by CF Vatterott.  

Homeowners build wealth through rising equity, construction companies create jobs, lenders originate new mortgages, and the City benefits from a growing tax base and increased neighborhood stability. In the West End neighborhood, this transformation has been so significant that, beginning with the 2020 Census, the area no longer qualifies as a Qualified Census Tract (QCT), an important federal indicator of the neighborhood's economic progress.

CDA is committed to using public investment to catalyze private investment. Through HUD's HOME Investment Partnerships Program, CDA strategically invested in affordable housing where the private market alone was not yet built. These early investments helped demonstrate market demand, encouraged additional private development, and created the momentum for long-term neighborhood revitalization.

Vatterott also acknowledged that without CDA subsidies, this would not have happened. The CF Vatterott has been awarded funding several times in the past, with its most recent funding coming from the American Rescue Plan Act (ARPA), which they plan to use to build several new single-family homes in Fox Park, in south St. Louis.

One lot at a time, CDA and CF Vatterott are helping transform vacant land into lasting homeownership, stronger neighborhoods, and a more vibrant future for the West End and City of St. Louis neighborhoods.
 

For the 2026-2027 winter season, the City has increased its funding to support the unhoused by $2 million dollars, bringing the total funding available for community partners to $2,200,000. The City is seeking applicants who can provide daytime emergency shelter, overnight emergency shelter, transportation, or can track client data. 

"Last year, our city led its first Code Blue activation and it vastly improved our community's winter response," Mayor Spencer said. "We are keeping that organized approach moving forward and part of it includes making sure that we provide opportunities for our city partners to collaborate as their support is critical to our success." 

Last year's Code Blue launch resulted in milestone successes. Shelter was provided for around 800 individuals with more than 20,000 bednights across 59 total days.

"St. Louis is privileged to have so many providers, large and small, who want to serve the unhoused. This year for Code Blue, these organizations have an opportunity to get involved in the winter effort," Adam Pearson said, director of the City of St. Louis Department of Human Services. "This funding is available to homeless services providers, faith-based communities, and anyone out there who wants to serve some of our most vulnerable residents." 

Organizations interested in applying for funding can learn more on DHS's website or pick up an RFP packet at the Department of Human Services, (1520 Market St, Room 4051).

There will be a Code Blue Informational Bidder's Conference on Tuesday, July 21, from 3 p.m. - 4 p.m. via Google Meet. (Video call link: https://meet.google.com/nuz-rsis-gyi.) The conference will provide an overview of the RFP and will give applicants the opportunity to ask questions. 

Proposals are due by 4 p.m., August 10, 2026, and should be submitted via email to hsd-proposals@stlouis-mo.gov.

Our thoughts are with his wife, Betsy, and his family and friends during this time. A Memorial Mass will be held Wednesday, July 22, 2026, at 10:00 a.m. at St. Stephen Protomartyr Church, 3949 Wilmington Ave, St. Louis, MO 63116.

May Gary rest in peace.

"Today is a long-awaited moment more than four years in the making," said Mayor Spencer. "When the Rams left St. Louis, our community felt that loss. We felt it as sports fans. We felt it as taxpayers. We felt it in our infrastructure, in our economy, and in the confidence of a city that deserved better. Today, we begin turning that page."

The legislation authorizes the City's use of Rams settlement funds and establishes a framework for investing the dollars in projects that will strengthen neighborhoods, improve infrastructure, and create long-term economic opportunity.

At a press conference earlier today, Mayor Spencer thanked Blitz, Bardgett & Deutsch, and Dowd Bennett, the law firms whose work secured the settlement, as well as Board of Aldermen President Megan Green, members of the Board of Aldermen, and so many other City officials, current and former, for working together to reach an agreement that prioritizes the needs of St. Louis residents.

"This agreement wasn't easy," Spencer said. "It required countless revisions, difficult conversations, and a shared commitment to finding a path forward that puts our residents first. Because of that work, today we are ready to take what was once a loss and turn it into an investment opportunity for our city."

The City's investment strategy is centered around three priorities:

• Tornado Recovery and North St. Louis
• Citywide Infrastructure and Neighborhood Improvements
• Downtown Revitalization

Mayor Spencer emphasized that work on those priorities is already beginning.

In North St. Louis, the City will immediately invest $2.5 million to remove hazardous trees, eliminate dangerous stumps, and repair damaged sidewalks that are not eligible for FEMA reimbursement. These improvements address long-standing resident concerns while improving neighborhood safety and quality of life.

The City is also bringing resident support services in-house at City Hall, creating a more direct connection between residents and their local government. The move is intended to improve responsiveness, strengthen constituent services, and help ensure investments are meeting community needs.

When it comes to infrastructure improvements, the City will immediately begin deploying settlement funds, including the transfer of $40 million to the Water Division to immediately support essential repairs.

Downtown revitalization will begin by targeting large vacant buildings, like the Railway Exchange, and supporting efforts to develop the riverfront, thereby creating a stronger economic center that benefits the entire city.

Additional information about Rams settlement investments will be announced as projects move forward.

"By developing and sharing strategic priorities for the years ahead, we set clear expectations for where my administration and the City overall will focus our time, energy and resources," said Mayor Cara Spencer. "These priorities are not meant to encompass all the important work done by City employees, but to focus where my team and I will spend most of our time to improve our city in ways that will make a difference for St. Louisans."

The City of St. Louis Strategic Priorities, and the administration's current underlying initiatives, are:

Rebuild Trust in City Services

Streets

Launch paving and sidewalk pilot program with dedicated funding streams, and formalize "dig once" coordination with utilities.

Towing

Eliminate backlog and develop a tow lot expansion plan.

Water

Complete water infrastructure plan and update rates for system renewal.

Vacant lots

Optimize the mowing and trimming operations model for vacant private and public lots.

CEMA

Update the 2003 Comprehensive Plan and the Emergency Management Agency's structure.

Recover & Revitalize Neighborhoods

Tornado Recovery

Rapidly scale demolitions and repairs in the tornado zone and secure funding to rebuild.

North City Neighborhood Plan Implementation

Begin implementation of North St. Louis neighborhood plans and improve public health and housing availability.

Vacant Properties

Update the city plan for addressing blight with an aggressive and sustainable model led by the land bank.

Neighborhood Stabilization

Bring the Neighborhood Stabilization Division into the Mayor's cabinet and empower the division to play a bigger role in neighborhood transformation.

Homelessness

Expand permanent housing efforts and build a sustainable Code Blue plan.

Accelerate Economic Development

Downtown Revitalization

Enhance the strategy to attract and retain businesses and launch a public safety task force.

Collaboration

Establish a new model to align, incentivize and deliver economic development across agencies.

Ease of Business

Simplify permitting and licensing.

Zoning Upgrade

Lead zoning reform to increase the construction of housing.

Catalytic Investments

Ensure responsible deployment of ARPA and use Rams settlement funds to catalyze and leverage investments for visible impact.

Cultivate a Culture of Excellence

Customer-First Culture

Create customer-first experiences across departments; improve response times, resolutions, and accessibility.

Data-Driven Performance

Define operational KPIs and targets for all departments and incorporate them in CityStat.

Hiring

Improve applicant and onboarding experience; reduce application-to-offer timeline.

Training

Develop and launch a manager development and capability-building program.

Recognition

Establish a new recognition program for City staff.

Modernize City Government

Competitive Pay

Finalize and implement the new pay plan.

Organizational Review

Review organization structure and define future workforce skill and sizing needs.

Governance Reform

Modernize governance structure, right-size the number of government offices, and streamline processes.

Procurement

Modernize and streamline procurement to leverage every dollar to maximum effect.

IT

Create a roadmap to leverage modern technologies and move services, efficiency and data management into higher gear.

These strategic priorities set clear expectations for where Mayor Spencer, her staff, her cabinet, and the City workforce will focus its energy and resources over the coming years. By design, they do not cover every necessary and important city effort, like the critical expansion underway at Lambert International Airport. The priorities were created in collaboration with staff and cabinet members to ensure alignment across leadership and departments/divisions and will serve as a guiding framework as the administration focuses on critical initiatives to turn St. Louis around. 

Implementation has already begun. For example, the City completed implementation of the new pay plan on July 1, making City of St. Louis salaries more competitive and thereby, over time, enhancing the City's ability to deliver city services at the levels St. Louisans count on and deserve. Similarly, Mayor Spencer recently signed the board bill to set water rates at a sustainable level, enabling the Water Division to remain publicly owned and solvent while improving the maintenance of our community's water infrastructure.

To keep up the momentum and ensure that the priorities result in real-life improvements for St. Louisans, the administration is incorporating initiatives under each strategic priority into its internal task management system, tracking them weekly in cabinet meetings and activating them in partnership with departments, the Board of Aldermen, the Comptroller's Office, and external stakeholders.