County assessor defends reassessment work, appeals handling and automation plans; flags IT and customer‑service gaps

Jake Zimmerman, St. Louis County assessor, told the County Council’s budget committee on Oct. 14 that his office’s core mission is to "classify and value real estate and personal property," and he outlined reassessment results, appeal numbers and a set of operational priorities for 2026.

Nut graf: Zimmerman said the office handled a high reassessment workload this year and defended the accuracy of its valuations while urging the council to consider legislative and process changes that would let staff focus visits on properties that need inspection. He also described persistent technology and inter‑agency challenges that have reduced customer service.

Reassessment results and appeals

Zimmerman summarized the reassessment outcome and market trends: the median property in St. Louis County increased about 13.3% over two years (roughly 6–7% per year), and he said smaller, more affordable homes have appreciated faster than higher‑end properties. He reported approximately 23,000 appeals filed in the most recent cycle and, based on preliminary numbers, roughly 7,000 were brought before the board of equalization or hearing officers. Including settlements and other adjustments, about 11,000 appeals so far resulted in a reduction, Zimmerman said.

Budget and fund balance

The assessor said the office's recommended 2026 budget is lower than 2025 primarily because 2026 is a non‑reassessment year; he also noted changes in staff composition after the Department of Revenue shifted responsibilities and systems that previously were jointly staffed. In committee discussion Zimmerman estimated that if the office were to spend the entire recommended budget the 2026 year‑end fund balance would be about $13.5 million; he said the most likely practical ending range is roughly $13 million to $17 million depending on actual spending.

Technology, process and customer service concerns

Zimmerman argued the assessor's office needs better automation to reduce routine, manual tasks — for example, software that can validate legal property descriptions and reduce review time — and he described an internal automation project called "Just Appraised" intended to flag inconsistencies automatically. He said he is not using — nor intends to use — AI to set property values, but he supports targeted automation for administrative and data‑validation tasks.

A recurrent theme was customer service disruption when the Department of Revenue moved to a different computer system and stopped maintaining certain shared front‑desk roles; Zimmerman said the county no longer benefits from joint staffing and that taxpayers now must navigate two separate systems. Committee members also raised problems with online and remote hearings (conference and teleconference technology, described by witnesses as Avaya/Spaces or Webex replacements), and Zimmerman asked the council to consider greater local discretion for running hearings and IT tools that meet the office's needs.

Legal and programmatic context

Zimmerman noted state statutory requirements that drive in‑person visits in certain circumstances (for example when a property increases beyond a statutory threshold), and he said changing those rules would require legislative action. He pointed to the state tax commission's ratio study — a standard audit that compares assessed values to sale prices — and said St. Louis County's ratios historically place it among the more accurate assessor offices in Missouri.

Council follow-up and directions

Council members asked for additional detail about projected fund balances, overtime budgeting in non‑reassessment years, customer‑service complaints (phones and online hearings), and the assessor's plans for further automation and electronic declarations. Zimmerman said he will provide further documentation and has submitted, or plans to submit, written testimony to the state legislature on rules that affect property visit requirements.

Ending note

Zimmerman framed the office's priorities as accuracy, fairness and improved customer service, and he told the committee he would pursue technology and process changes to reduce unnecessary in‑person visits so staff can spend more time on cases that require direct contact.