HomeMy Public PortalAboutStrategic Business and Operating Plan FY 2015-20191
Metropolitan St. Louis Sewer District
Strategic Business and Operating Plan
Fiscal Years 2015- 2019
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Integrity
We believe in acting ethically at all times, treating everyone with honesty, fairness, and respect.
Teamwork
We believe in working together to accomplish our mission with open communication, trust, respect, and diversity.
Innovation
We embrace continuous improvement and new solutions to achieve excellence.
Employees
Customers
We are dedicated to developing successful, responsible, and safety conscious employees and acknowledging their
contributions.
We are dedicated to building strong relationships by keeping our commitments, providing excellent service, and being
transparent in everything we do.
Vision, Mission, Value statements are important elements of a strategic business plan. The Mission statement keeps the
District focused on its essential activity, the Vision statement points to its ideal purpose, and the Value statement conveys
the principles that must shape our actions.
VISION STATEMENT
Quality Service Always
MISSION STATEMENT
To protect the public’s health, safety, and water environment by responsibly
providing wastewater and stormwater management
VALUES
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• Deliver consistent, high quality customer service;
• Comply with all legal and regulatory requirements and schedules;
• Minimize customer rate increases; and
• Be accountable to the St. Louis Community
To achieve these goals, the FY2015 SBOP proposes six business-focused strategies:
Strategy 1: Educate and partner with stakeholders to build support.
STRATEGIC BUSINESS AND OPERATING PLAN
The Fiscal Year (FY) 2015 Strategic Business and Operating Plan (SBOP) is a business-focused blueprint for serving our
ratepayers now and into the future. It is a plan that puts the ratepayers and the St. Louis community first. The SBOP’s goals
are clear:
These goals build on the public input and feedback that the District has received since the first SBOP was introduced in 2001.
While the FY2015 goals may appear similar to the original set of goals,the underlying refinements and changes in these goals
are significant.The FY2015 SBOP is easily understood,the goals and resulting strategies are actionable,and the impact of the
strategies is measurable.Additionally,the FY2015 SBOP continues a philosophy that intimately links budgetary expenditures
and strategic goals.Under this philosophy,the goals and strategies of the SBOP drive budgetary expenditures and succinctly
support the SBOP’s success.Further,the budgetary expenditures for the SBOP are business focused and ultimately serve the
ratepayer.
Essential to our success is an active dialog with stakeholders to improve mutual understanding of the needs of the District and
its stakeholders.Education will focus on District goals,needs,and initiatives.When possible,we will partner with
stakeholders to achieve win-win solutions on common issues.Partnering will take many forms,including –but not restricted
to –discussions with various stakeholder groups;District organized focus groups;employee participation in civic
organizations; and regulatory advisory committees.
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Strategy 2: Manage the District’s costs and revenues to optimize financial impacts.
Strategy 3: Integrate and improve the District’s business processes.
Strategy 4: Promote appropriate standards through proactive regulatory and legislative involvement.
The District continues to face increasing fiscal demands related to regulatory issues affecting its collection and treatment
systems.In response to these demands,the District is continuing its important work to protect local waterways, ensure
compliance with State and Federal environmental regulations,and provide effective,efficient wastewater and stormwater
services to the St.Louis community. This work continues in the form of the District’s multi-decade, multi-billion dollar
Capital Improvement and Replacement Program (CIRP),which was begun in 2003.It is essential the District diligently
manage costs and minimize rate increases.Sound financial management,long-term planning, internal audit practices,and
leveraging of data are critical components of this strategy.
Not accepting the status quo as justification for current and future business practices,and continually reviewing best practices
amongst contemporaries are cultural imperatives for continual improvement. The goal of this initiative focuses on identifying
and implementing process improvements that will enable the District to meet or exceed established performance,production
and customer satisfaction goals.
The most significant factors affecting current and future rate increases are federal and state regulations and legislation.It is
often the case that implementation of multiple regulations compete for the same, scarce funding resources.As authorities in
wastewater and stormwater management,it is essential that we assist in the creation of regulations that will efficiently achieve
desired results.This extends to both regulations that govern environmental protection and regulations that are not directly
linked to those duties,but are drivers for other facets of MSD’s business functions.This strategy focuses on our involvement
in the formation of regulations and legislation that impact all areas of District operations.It is crucial that regulations and
legislation be based on sound technical information and governance frameworks.The District and others in the regulated
community are in the best position to provide such information.New regulations and legislation –particularly those
pertaining to environmental protection – should be practical and able to be implemented in a like manner.
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Strategy 5: Address customer and regulatory needs through a comprehensive infrastructure management program.
Maintaining customer service expectations and meeting regulatory requirements are paramount concerns within the District’s
mission.However,these must be balanced against the need to cost effectively maintain the District’s wastewater and
stormwater assets.This can only be achieved through investigation,planning, maintenance, and capital replacement
programs.A model infrastructure management program effectively integrates these processes while considering risk and
required service levels.The resulting program minimizes the life-cycle costs of infrastructure assets at an acceptable level of
risk, while continually delivering established levels of service.
Strategy 6: Create a learning and business oriented culture based on competency and accountability.
The District’s success is dependent upon employees having appropriate competencies and skills within a culture of
accountability - a culture that is rooted in ethical integrity and seeks a balance between effectiveness,efficiency,and cost
management.Improving employee and organizational performance at all levels is the core of this strategy.Special emphasis
will be placed on leadership development,management /supervisory skill training,open communications,general
operational and administrative needs,and building awareness of individual employees’role in the success of the overall
organization.
FISCAL YEAR 2015 OBJECTIVES
The District has developed a set of specific objectives that support these strategies,and thus achieve the goals of the Strategic
Business and Operating Plan. Objectives are segmented into “Year 1”, “Year 2”,and “Years 3-5”categories.Combined,these
objectives make up the tactical blueprint that we will engage in during FY2015 and beyond,as we strive to protect the public’s
health, safety, and water environment by responsibly providing wastewater and stormwater management.
Achieving these objectives is the responsibility of various departments within the District. These departments are shown on
the following organizational chart.
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THE METROPOLITAN ST. LOUIS SEWER DISTRICT
ORGANIZATIONAL CHART
BOARD OF TRUSTEES
Rate Commission
Internal Auditor Secretary-Treasurer
Civil Service
Executive Director
General Counsel
Finance Human Resources Information
Technology
Engineering Operations
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a)Continue to implement 90-day program segments for Project Clear
and conduction quarterly reviews of performance, based on public
communication and outreach programs.
a)Ongoing a)Ongoing
b)Evaluate and develop strategies and identify the resources for the
next phase of public communication outreach programs.
b)Q1 FY2015 b)Q2 FY2015
c)Implement improvement initiatives to address issues of concern to
customers and enhance current communications through the use of
the MSD website, social media, and related technology, by the
District as a whole. Implement strategies to address
communications specific to customer service needs.
c)Q1 FY2015 c)Q4 FY2015
d)Continue implementation of communications plan to address
stormwater funding issue in coordination with Rate Commission
process.
d)Ongoing d)Ongoing
e)Identify key messaging gaps in MSD public communications and
make corrections towards consistent messaging.
e)Q1 FY2015 e)Q4 FY2015
f)Begin communication with key stakeholders and the public
regarding the Rate Commission process.
f)Q1 FY2015 f)Ongoing
STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Milestones Year 1: 2015 Completion Time FrameInitiation Time Frame
Objective 1: Execute Outreach Programs
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a)Implement strategies identified for the next phase of public
communication and outreach programs based on a 90-day model for
Project Clear.
a)
b)Evaluate initiatives implemented to address communications and
customer service needs.
b)
c)Continue communication with key stakeholders and public
regarding the Rate Commission process and support for the Rate
Commission Report.
d)Continue implementation of communications plan on stormwater
funding.
e)Evaluate and develop strategies and identify the resources for the
next phase of public communication outreach programs.
Milestones Year 2: 2016 Milestones Year 3 - 5: 2017 - 2019
Evaluate the Public Communications and Outreach
Program activities and their role in the District's
comprehensive Communication Plan.
Review and revise Public Communication &
Outreach Program goals and staffing.
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a)Develop legislative priorities for both State and Federal activities
and obtain legislative sponsors.
a)Q1 FY2015 a)Q1 FY2015
b)Conduct meetings with St. Louis City (Mayor's office & Board of
Alderman), St. Louis County (County Executive's office & County
Council regarding District goals and needs.
b)Q1 FY2015 b)Q4 FY2015
c)Continue to enhance relationships with municipalities through
legislative briefings for elected officials.
c)Q1 FY2015 c)Q4 FY2015
d)Conduct annual legislative briefings in Jefferson City for State of
Missouri legislators.
d)Q1 FY2015 d)Q4 FY2015
e)Conduct legislative briefing for Federal legislators.e)Q1 FY2015 e)Q4 FY2015
f)Provide annual report on Legislative Outreach Program results and
assess future activities for enhancing effectiveness.
f)Q1 FY2015 f)Q4 FY2015
STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 2: Strengthen the Elected Officials Outreach Programs
Milestones Year 1: 2015 Initiation Time Frame Completion Time Frame
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a)Develop legislative agenda for both State and Federal activities.a)
b)Conduct meetings with St. Louis City (Mayor's office & Board of
Alderman), St. Louis County (County Executive's office & County
Council) regarding District goals and needs.
b)
c)Continue to enhance relationships with municipalities through
legislative briefings for elected officials.
c)
d)Conduct annual legislative briefings in Jefferson City, for State of
Missouri legislators.
d)
e)Conduct legislative briefing for Federal legislators.e)
f)Provide annual report on Legislative Outreach Program results and
assess future activities for enhancing effectiveness.
f)
Milestones Year 2: 2016 Milestones Year 3 - 5: 2017 - 2019
Develop legislative agenda for both State and
Conduct meetings with St. Louis City (Mayor's
office & Board of Alderman), St. Louis County
(County Executive's office & County Council)
Continue to enhance relationships with
municipalities through legislative briefings for
l d ffi i l
Conduct annual legislative briefings in Jefferson
City, for State of Missouri legislators.
Conduct legislative briefing for Federal legislators.
Provide annual report on Legislative Outreach
Program results and assess future activities for
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a)Seize opportunities to engage in community events, forums, and
seminars which focus on doing business with MSD.
a)Q1 FY2015 a)Q4 FY2015
b)Host an in-house networking event for MWBE program to increase
participation in the MSD CIRP to align with needs defined by the
current disparity study.
b)Q2 FY2015 b)Q4 FY2015
c)Continue implementation of the Community Benefits Agreement
(CBA) and report on progress.
c)Ongoing c)Ongoing
d)Seek opportunities to expand CBA participation.d)Ongoing d)Ongoing
e)Continue implementation of recommendations identified in the
Disparity Study.
e)Q1 FY2015 e)Q2 FY2015
f)Maintain relationships with external stakeholders of MSD's MWBE
Utilization initiative.
f)Ongoing f)Ongoing
g)Continue to enhance relationships for co-operative programs with
non-profit organizations, schools, colleges and disadvantaged youth
programs with corporate and professional/trade association
partners.
g)Ongoing g)Ongoing
h)Continue implementation and evaluation of SLATE First Source
Hiring Program to provide opportunities for contractors to hire low
income, unemployed and under employed individuals for MSD
sewer projects.
h)Ongoing h)Ongoing
STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 3: Achieve Vendor & Workforce Inclusion Objectives
Milestones Year 1: 2015 Initiation Time Frame Completion Time Frame
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a)Review the appropriateness of the MWBE certification agencies.a)
b)Seize opportunities to engage in community events, forums and
seminars which focus on doing business with MSD.
b)
c)Host semi-annual networking events for MWBE program to increase
participation in the MSD CIRP to align with needs defined by the
current disparity study.
c)
d)Continue implementation of the Community Benefits Agreement
(CBA) and report on progress.
e)Seek opportunities to expand CBA participation.
f)Maintain relationships with external stakeholders of MSD's MWBE
Utilization initiative.
g)Continue to enhance relationships for co-operative programs with
non-profit organizations, schools, colleges and disadvantaged youth
programs with corporate and professional/trade association
partners.
h)Continue implementation and evaluation of SLATE first Source
Hiring Program to provide opportunities for contractors to hire low
income, unemployed and under employed individuals for MSD
sewer projects
Milestones Year 2: 2016 Milestones Year 3 - 5: 2017 - 2019
Maintain relationships and dialogue with external
stakeholders.
Re-evaluate need to update the disparity study.
Review effectiveness of Diversity utilization
initiatives.
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a)Develop plan for water shutoff solution to increase collection of
delinquent sewer charges.
a)Q1 FY2015 a)Q2 FY2015
b)Review Low Income Program outreach and revise as necessary to
reach 2011 Rate Commission Report goal of 3,193 participants.
b)Q1 FY2015 b)Q4 FY2015
c)Continue to assess and modify collection procedures to achieve net
average collection period for receivables to 45 days or less.
c)Q1 FY2015 c)Q4 FY2015
d)Assess feasibility of consolidated response for service delivery for
delinquent customers.
d)Q1 FY2015 d)Q2 FY2015
a)Implement water shutoff to increase collection of delinquent sewer
charges.
a)
b)Review Low Income Program outreach and revise as necessary to
reach 2011 Rate Report goal of 3,623 participants.
b)
c)Continue to assess and modify collection procedures to achieve net
average collection period for receivable to 45 days or less.
c)
d)
STRATEGY 2: MANAGE THE DISTRICT'S COSTS AND REVENUES TO OPTIMIZE
FINANCIAL IMPACTS
Implement consolidated response for service
delivery to delinquent customers.
Objective 1: Increase Collection of Delinquent Revenue
Milestones Year 1: 2015 Initiation Time Frame Completion Time Frame
Assess water shut off program results.
Milestones Year 2: 2016 Milestones Year 3 - 5: 2017 - 2019
Review qualification and participation level goals
for Low Income Program.
Continue to assess and modify collection
procedures to maintain net average collection
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a)Manage District O&M expenses so that total expenditures don’t
increase more than 3% as outlined in the 2011 Rate Commission
Report.
a)Q1 FY2015 a)Q4 FY2015
b)Development of Rate Commission Proposal for FY17 – FY20.b)Q1 FY2015 b)Q3 FY2015
c)Manage risk associated with occupational injuries and illnesses to
achieve an indemnity incident rate within 5% of the five year
indemnity rate for sewage treatment facilities as calculated by the
Bureau of Labor & Statistics.
c)Q1 FY2015 c)Q4 FY2015
d)Implement an occupational injury prevention program to mitigate
"at risk" behaviors.
d)Q1 FY2015 d)Q4 FY2015
a)Manage District O & M expenses so that total expenditures don't
increase more than 3% as outlined in the 2011 Rate Commission
Report.
a)
b)Complete Rate Commission Process for FY17 - FY20.b)
c)Manage risk associated with occupational injuries and illnesses to
achieve an indemnity incident rate within 5% of the five year
indemnity rate for sewage treatment facilities as calculated by the
Bureau of Labor & Statistics.
c)
STRATEGY 2: MANAGE THE DISTRICT'S COSTS AND REVENUES TO OPTIMIZE
FINANCIAL IMPACTS
Objective 2: Identify and Implement Cost Savings Initiatives
Milestones Year 1: 2015 Initiation Time Frame Completion Time Frame
Milestones Year 2: 2016 Milestones Year 3 - 5: 2017 - 2019
Maintain annual operating budgets that are aligned
with approved Rate Commission Report.
Continue to identify, measure and report additional
cost reductions/avoidance measures that include
improvements in operating efficiencies and report
semi annually.
Continue to manage risk to achieve continued loss
prevention and cost reduction programs to stay
within 5% goals.
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a)Manage capital program within supporting revenue while assuring
Consent Decree compliance.
a)Q1 FY2015 a)Q4 FY2015
b)Manage District's long term Bonding Program to meet key bond
indicators to maintain ratings and Consent Decree compliance.
b)Q1 FY2015 b)Q4 FY2015
c)Revise and report on multi-decade financing plan to support current
and future requirements.
c)Q1 FY2015 c)Q4 FY2015
d)Develop long-term stormwater funding plan.d)Q1 FY2015 d)Q2 FY2015
e)Pursue external sources of funding where available.e)Q1 FY2015 e)Q4 FY2015
f)Develop and implement Outreach Program and focus
communication for financial investor relations.
f)Q1 FY2015 f)Q1 FY2015
STRATEGY 2: MANAGE THE DISTRICT'S COSTS AND REVENUES TO OPTIMIZE
FINANCIAL IMPACTS
Objective 3: Maximize Long-Term Financing Plans for District Needs
Milestones Year 1: 2015 Initiation Time Frame Completion Time Frame
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a)Manage capital program (wastewater and stormwater) within
supporting revenue while assuring Consent Decree compliance and
regulatory requirements.
a)
b)Manage District’s long term Bonding Program to meet key bond
indicators to maintain current bond ratings and Consent Decree
compliance.
b)
c)Revise and report on multi-decade financing plan to support current
and future requirements.
c)
d)Pursue external sources of funding where available.d)
e)Refine Outreach Program and focus communication for financial
investor relations.
Milestones Year 2: 2016 Milestones Year 3 - 5: 2017 - 2019
Continue to manage capital program within
supporting revenue while assuring Consent Decree
compliance.
Manage District's long term Bonding Program to
meet key bond indicators to achieve best rating
possible and Consent Decree compliance.
Continue to refine and report on multi-decade
financing plan to support Consent Decree.
Implement long-term stormwater funding plan.
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a)Evaluate adequacy of KPI's annually.a)Q1 FY2015 a)Q4 FY2015
b)Use monthly KPI results to identify potential business process
changes.
b)Q1 FY2015 b)Q4 FY2015
c)Continue to validate that Consent Decree performance meets
regulatory requirements and make improvements and refine as
needed.
c)Q1 FY2015 c)Q4 FY2015
a)Continue to use monthly KPI results to identify business process
changes.
a)
b)Continue to validate that Consent Decree performance meets
regulatory requirements and make improvements and refine as
needed.
b)
Milestones Year 1: 2015 Initiation Time Frame Completion Time Frame
Milestones Year 2: 2016 Milestones Year 3 - 5: 2017 - 2019
Continue to use KPI results to identify and
implement business process changes as well as to
STRATEGY 3: INTEGRATE & IMPROVE THE DISTRICT'S BUSINESS PROCESS
Objective 1: Use Key Performance Indicators to monitor and improve performance.
Continue to validate that Consent Decree
performance meets regulatory requirements and
make improvements and refine as needed.
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a)
Complete implementation of software solution and modify existing
business processes as required to make industry best practices.
a)Q1 FY2015 a)Q4 FY2015
b)Implement organizational changes required to fully benefit from the
implementation of the software solution and business process
improvements.
b)Q2 FY2015 b)Q4 FY2015
a)Begin post implementation review to assess improvements gained as
a result of the Development Review/Permitting business process
improvement initiative.
a)
b)Begin implementation of paperless process capability and tools such
as electronic plan review and electronic payment procedures, as
supported by good business processes.
b)
c)
d)
Milestones Year 2: 2016 Milestones Year 3 - 5: 2017 - 2019
Support efforts to expand utilization.
Complete post implementation review and report
results.
Complete implementation of paperless process.
Customer Survey of user community.
STRATEGY 3: INTEGRATE & IMPROVE THE DISTRICT'S BUSINESS PROCESS
Objective 2: Implement Development Review/Permitting Business Process Improvement
Milestones Year 1: 2015 Initiation Time Frame Completion Time Frame
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a)Begin implementation of software solution and modify existing
business processes to align with industry best practices.
a)Q1 FY2015 a)Ongoing
b)Begin implementation of organizational changes required to fully
benefit from the implementation of the software solution.
b)Q3 FY2015 b)Ongoing
a)Complete implementation of software solution.a)
b)Continue implementation of required business process and
organizational changes.
b)
Complete implementation of business process and
organizational changes.
Perform cost/benefit analysis to assess
improvements gained as a result of implementation
of the software solution and E-CIS business process
STRATEGY 3: INTEGRATE & IMPROVE THE DISTRICT'S BUSINESS PROCESS
Objective 3: Implement E-CIS (Billing and Collection) Business Process Implementation
Milestones Year 1: 2015 Initiation Time Frame Completion Time Frame
Milestones Year 2: 2016 Milestones Year 3 - 5: 2017 - 2019
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a)Continue implementation of required business processes and
organizational changes as outlined in fleet study.
a)Q1 FY2015 a)Q4 FY2015
b)Begin implementation of Mintert Maintenance Yard Enhancements.b)Q1 FY2015 b)Ongoing
a)Complete Mintert Maintenance yard enhancements.a)
b)Begin benefit analysis to assess improvements gained as a result of
implementation of the software solution and Fleet Management
business process improvements.
b)
STRATEGY 3: INTEGRATE & IMPROVE THE DISTRICT'S BUSINESS PROCESS
Objective 4: Implement Fleet Management Business process Improvement
Perform cost/benefit analysis to assess
improvements gained as a result of implementation
of the software solution and Fleet Management
business process improvement.
Milestones Year 1: 2015 Initiation Time Frame Completion Time Frame
Milestones Year 2: 2016 Milestones Year 3 - 5: 2017 - 2019
Complete implementation of business process and
organizational changes.
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a)Adoption of the District's Document Retention Policy.a)Q1 FY2015 a)Q1 FY2015
b)Implementation of Document Retention Policy transition plan.b)Q2 FY2015 b)Q4 FY2015
c)Q2 FY2015 c)Q4 FY2015
c)Development and complete RFT documentation and select software
solution.
a)Begin implementation of the selected software solution and modify
existing business processes as required to support the document
management strategy.
a)
b)
c)
STRATEGY 3: INTEGRATE & IMPROVE THE DISTRICT'S BUSINESS PROCESS
Objective 5: Implement Document Management Business Practices that Meet the District's Retention,
Retrieval and Recovery Needs and Policies
Milestones Year 1: 2015 Initiation Time Frame Completion Time Frame
Milestones Year 2: 2016 Milestones Year 3 - 5: 2017 - 2019
Complete implementation of the selected software
solution.
Complete implementation of business process and
organizational changes.
Perform cost/benefit analysis to assess
improvements gained as a result of implementation
of the software solution and Document
Management business process improvements.
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a)Complete closure of identified asset attributes data gap between the
GIS and Maximo systems.
a)Q1 FY2015 a)Q2 FY2015
b)Begin implementation of process plan to load individual asset
attributes and valuation information into Oracle.
b)Q2 FY2015 b)Q4 FY2015
c)Implement process plan to ensure that collection system asset
renewal financial data in Maximo and Oracle Projects are reflected in
Oracle Financials.
c)Q2 FY2015 c)Q4 FY2015
d)Implement process plan to synchronize Oracle, Maximo and GIS
collection system asset information.
d)Q2 FY2015 d)Q4 FY2015
a)Complete implementation of process plan to load individual asset
attributes and valuation information into Oracle.
a)
b)Refine/improve process plan to ensure that collection system asset
renewal financial data in Maximo and Oracle Projects are reflected in
Oracle Financials.
b)
c)Refine/improve business process to synchronize Oracle, Maximo
and GIS collection system asset information.
c)
STRATEGY 3: INTEGRATE & IMPROVE THE DISTRICT'S BUSINESS PROCESS
Objective 6: Integrate Oracle Financial, Maximo and GIS Asset Information
Milestones Year 1: 2015 Initiation Time Frame Completion Time Frame
Milestones Year 2: 2016 Milestones Year 3 - 5: 2017 - 2019
Complete implementation of process plan to load
individual asset attributes and valuation
Refine/improve process plan to ensure that
collection system asset renewal financial data in
Maximo and Oracle Projects are reflected in Oracle
Refine/improve business process to synchronize
Oracle, Maximo and GIS collection system asset
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a)Advocate in regulatory stakeholder groups created to address
nutrient criteria, ammonia criteria, bacteria criteria, wet weather
issues, eDMR Reporting, Impaired Waters (303d) Listing &
Methodology and other changes to the Missouri Department of
Natural Resources (MDNR) effluent regulations and water quality
standards.
a)Q1 FY2015 a)Q4 FY2015
b)Advocate in state and local environmental and economic
organizations such as the Association of Missouri Clean water
Agencies (AMCA).
b)Q1 FY2015 b)Q4 FY2015
c)Advocate in the Water Environment Federation (WEF), Water
Environment Research Foundation (WERF) and the National
Association of Clean Water Agencies (NACWA) on water quality
issues.
c)Q1 FY2015 c)Q4 FY2015
d)Develop annual report to present results of participation in
regulatory agencies.
d)Q1 FY2015 d)Q2 FY2015
e)Identify upcoming regulatory issues for FY 2016 and develop an
appropriate strategy.
e)Q1 FY2015 e)Q2 FY2015
f)Identify and Initiate a dialog with the Non-Governmental
Organizations (NGOs) on critical water quality issues in the St. Louis
Area.
f)Q1 FY2015 f)Q2 FY2015
Objective 1: Participate in Stakeholder Groups to Develop Sound Technical Basis for Regulatory Issues
Milestones Year 1: 2015 Initiation Time Frame Completion Time Frame
STRATEGY 4: PROMOTE APPROPRIATE STANDARDS THROUGH PROACTIVE
REGULATORY AND LEGISLATIVE INVOLVEMENT
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a)Participate in regulatory stakeholder groups, report on results, and
identify upcoming regulatory issues.
a)
b)
c)
Milestones Year 2: 2016 Milestones Year 3 - 5: 2017 - 2019
Participate in regulatory stakeholders groups.
Begin stakeholder process for submitting a MS4
application and Storm Water Management Plan in
FY2018.
Obtain approval for the new MS4 permit in 2019.
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a)Develop a plan to improve legislation and regulations to facilitate
the appropriate implementation of Integrated Watershed Planning
that meets the needs of MSD.
a)Q3 FY2015 a)Q4 FY2015
b)Work with MDNR to develop scientifically-based Total Maximum
Daily Loads (TMDLs) with reasonable implementation plans for the
St. Louis area.
b)Q1 FY2015 b)Q4 FY2015
c)Work with MDNR and the East-West Gateway on updating the 208
area wide plan for the Meramec River watershed to ensure it is
consistent with MSD’s plans for upgrading or eliminating
wastewater treatment plants.
c)Q1 FY2015 c)Q4 FY2015
a)Propose new legislation and regulations enabling Integrated
Watershed Planning.
a)
b)Work with MDNR and the East-West Gateway on updating the 208
area wide plan for the Meramec River watershed to ensure it is
consistent with MSD’s plans for upgrading or eliminating
wastewater treatment plants.
Milestones Year 1: 2015 Initiation Time Frame Completion Time Frame
Milestones Year 2: 2016 Milestones Year 3 - 5: 2017 - 2019
Identify MSD projects and/or pilot watersheds
which could be considered for integrated watershed
STRATEGY 4: PROMOTE APPROPRIATE STANDARDS THROUGH PROACTIVE
REGULATORY AND LEGISLATIVE INVOLVEMENT
Objective 2: Promote Appropriate Regulatory and Legislative Initiative to allow for Integrated Watershed
Planning
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a)Continue implementation of service levels by area in line with
available stormwater revenue.
a)Q1 FY2015 a)Q4 FY2015
b)Determine stormwater operations and capital program funding
requirements for FY2016.
b)Q1 FY2015 b)Q2 FY2015
c)Finalize the stormwater operating and capital funding requirement
for the next rate proposal covering fiscal years 2017-2020.
c)Q1 FY2015 c)Q1 FY2015
a)Complete implementation of service levels by area in line with
available stormwater revenue.
a)
b)Develop the FY2017 CIRP commensurate with anticipated
stormwater revenues and existing Fund balances.
c)Develop and implement a stormwater program in line with available
stormwater revenue similar to the existing CMOM program for
wastewater assets.
d)Evaluate customer satisfaction with current stormwater service
levels.
Milestones Year 2: 2016 Milestones Year 3 - 5: 2017 - 2019
Adjust service level and stormwater rate based on
customer satisfaction survey, regulatory changes,
STRATEGY 5: ADDRESS CUSTOMER & REGULATORY NEEDS THOUGH A
COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 1: Implement Stormwater Operating and Capital Improvement Program
Milestones Year 1: 2015 Initiation Time Frame Completion Time Frame
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a)Determine wastewater operating and capital program funding needs
for the next rate proposal covering fiscal years 2017-2020.
a)Q1 FY2015 a)Q1 FY2015
b)Monitor Consent Decree related Capital Program progress and
adjust program resources, delivery method, schedule, and funding
as needed to ensure that Consent Decree requirements are met.
b)Q1 FY2015 b)Q4 FY2015
c)Develop and update capital program to address asset renewal and
regulatory requirements.
c)Q1 FY2015 c)Q2 FY2015
d)Monitor progress, develop and refine action plans/processes and/or
resources as needed to ensure that CMOM requirements per the
Consent Decree are met.
d)Q1 FY2015 d)Q4 FY2015
e)Analyze results of condition assessment and service level and
identify potential modifications to the CMOM requirements of the
Consent Decree.
e)Q1 FY2015 e)Q4 FY2015
f)Review adequacy of asset management funding proposed; including
for large diameter sewers cleaning an inspection.
f)Q1 FY2015 f)Q2 FY2015
g)Develop wastewater operating and capital program funding needs
for remainder of Consent Decree.
g)Q1 FY2015 g)Q4 FY2015
STRATEGY 5: ADDRESS CUSTOMER & REGULATORY NEEDS THOUGH A COMPREHENSIVE
INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 2: Implement Wastewater Operating and Capital Improvement Program
Milestones Year 1: 2015 Initiation Time Frame Completion Time Frame
28
a)Submit Green Infrastructure Pilot Program Final Report for EPA’s
approval by 12/31/15.
a)
b)Continue to monitor progress and adjust resources, schedule,
delivery method and funding as needed to ensure that CMOM
requirements per the Consent Decree are met.
b)
c)Continue to analyze results of condition assessment and service level
and identify potential modifications to the CMOM requirements of
the Consent Decree.
Milestones Year 2: 2016 Milestones Year 3 - 5: 2017 - 2019
Continue to analyze results of condition assessment
and service level and identify potential
modifications to the CMOM requirements of the
Consent Decree.
Review, revise, and adjust as necessary capital
delivery model.
29
a)Develop an on-going process for updating and continue to develop
and refine matrices for determining business risk exposure (i.e.
Probability & Consequence of Failure) for Storm Sewers,
Sanitary/Combined Gravity Sewers, Pump Stations and Force
Mains, Wastewater Facilities, and Fleet.
a)Q1 FY2015 a)Q4 FY2015
b)Begin the development of the asset management plans; commencing
with the critical infrastructure to cost effectively mitigate risk
exposure.
b)Q1 FY2015 b)Q4 FY2015
c)Complete development of plant and pump station infrastructure
assessment and renewal plan in time for next rate proposal covering
Fiscal Years 2017 – 2020.
c)Q1 FY2015 c)Q1 FY2015
a)Continue to analyze and refine Asset Management Program as
knowledge is gained.
a)
b)Adjust the infrastructure assessment and renewal plan in accordance
with the revenue defined by the rate process.
b)
c)Complete critical infrastructure asset management plan to cost
effectively mitigate risk exposure.
c)
Milestones Year 2: 2016 Milestones Year 3 - 5: 2017 - 2019
Continue to analyze and refine Asset Management
Program as knowledge is gained.
Adjust the infrastructure assessment and renewal
plan in accordance with the revenue defined by the
Continue implementation of remaining asset
management plans.
STRATEGY 5: ADDRESS CUSTOMER & REGULATORY NEEDS THOUGH A COMPREHENSIVE
INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 3: Implement Asset Management Program
Milestones Year 1: 2015 Initiation Time Frame Completion Time Frame
30
a)Establish teams representing each location to evaluate current
method of upkeep and maintenance of all District facilities.
a)Q1 FY2015 a)Q2 FY2015
b)Document the process that each location uses for upkeep and
maintenance of the facilities.
b)Q3 FY2015 b)Q4 FY2015
c)Document square footage utilization at all locations (to determine
available capacity).
c)Q4 FY2015 c)Q4 FY2015
a)
Evaluate if centralized responsibility for creating and managing
maintenance plans and schedules for all locations is recommended.
a)
b)If centralized management is recommended, establish an
implementation plan.
STRATEGY 5: ADDRESS CUSTOMER & REGULATORY NEEDS THOUGH A COMPREHENSIVE
INFRASTRUCTURE MANAGEMENT PROGRAM
Complete execution of recommended plan.
Objective 4: Implement Comprehensive Facility maintenance management Plan
Milestones Year 1: 2015 Initiation Time Frame Completion Time Frame
Milestones Year 2: 2016 Milestones Year 3 - 5: 2017 - 2019
31
a)Evaluate currently owned unimproved property and identify parcels
that may be of potential value to others.
a)Q1 FY2015 a)Q1 FY2015
b)Identify potential partnership arrangements with others to utilize
unimproved properties when opportunities and interest exist.
b)Q2 FY2015 b)Q3 FY2015
c)Declare unimproved parcels that have potential commercial value to
a private property owner/developer as surplus and seek buyers.
c)Q1 FY2015 c)Q1 FY2015
a)Identify and evaluate any parcels for potential purchase for future
improvement and/or expansions of existing facilities.
a)
STRATEGY 5: ADDRESS CUSTOMER & REGULATORY NEEDS THOUGH A COMPREHENSIVE
INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 5: Implement an Unimproved Land Utilization Plan
Milestones Year 1: 2015 Initiation Time Frame Completion Time Frame
Milestones Year 2: 2016 Milestones Year 3 - 5: 2017 - 2019
Continue to identify and evaluate any parcels for
potential purchase for future improvement and/or
expansions of existing facilities.
32
a)Form multi-department task force (to be led by HR and/or PI
Manager or designee) to develop, recommend, and begin
implementation of best management practices to facilitate effective
and timely two-way communications at all levels of the organization
to include, at a minimum:
1) Significant event communications,
2) Transitional communications,
3) Recommendations for types and frequency of recurring
communications,
4) Measurable performance standards and goals, and
5) Identification of appropriate resource(s) to advance internal
communication focus on an ongoing basis.
a)Q1 FY2015 a)Q4 FY2015
b)To promote awareness of the District’s various functions, initiate
series of quarterly, informal cross-functional learning sessions to be
led by different department/function and provide videotaped
learning sessions to all non-attendees via intranet.
b)Q1 FY2015 b)Q4 FY2015
c)Implement multi-functional group’s recommendations on use of
digital tools in internal communication, considering IS capacity and
security issues.
c)Q3 FY2015 c)Q4 FY2015
d)Enhance Enhance management training to foster effective, ongoing
and timely communications by managers and team leaders
(incorporating best management practices and standardized
expectations).
d)Q1 FY2015 d)Q2 FY2015
Objective 1: Increase Organizational Performance through Improved Communications
Milestones Year 1: 2015 Initiation Time Frame Completion Time Frame
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON
COMPETENCY AND ACCOUNTABILITY
33
a)Multi-departmental task force or dedicated resource to refine as
needed best management practices to facilitate effective, two-way
communications at all levels.
a)
b)Multi-disciplinary task force or dedicated resource to create
methodology/tool to assess impact and effectiveness of
communication best practice initiatives and issue recommendations
as appropriate.
b)
c)Continue with program of quarterly cross-functional learning
sessions.
Milestones Year 2: 2016 Milestones Year 3 - 5: 2017 - 2019
Perform District-wide assessment of progress with
regard to communication effectiveness.
Evaluate effectiveness of cross-functional learning
sessions.
34
a)Incorporate effective communication component in management
training and performance assessments.
a)Q1 FY2015 a)Q2 FY2015
b)Implement management feedback assessment.b)Q1 FY2015 b)Q4 FY2015
c)Identify and assess employees interested in leadership and address
as part of performance management system.
c)Q2 FY2015 c)Q3 FY2015
d)Complete senior leadership teamwork training.d)Q1 FY2015 d)Q2 FY2015
a)Complete development plans for each potential functional leader
identified during FY 2015.
a)
b)Assess and refine as needed effective communication component in
management training and performance assessments.
b)
c)Prepare and implement development plan based on management
feedback assessment process.
c)
d)Develop a pool of mentors to assist employees interested in
leadership opportunities.
d)
e)
Milestones Year 1: 2015 Initiation Time Frame Completion Time Frame
Milestones Year 2: 2016 Milestones Year 3 - 5: 2017 - 2019
Evaluate need for additional senior leadership
training.
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON
COMPETENCY AND ACCOUNTABILITY
Objective 2:Improve Organizational Effectiveness through Leadership Development
Continue utilizing managers as co-facilitators in
selected management training classes.
Implement and monitor compliance of leadership
development plans and assessments.
Continue to make external coaching available to the
Sr. Leadership Team.
Assess effectiveness and refine management
feedback assessment process.
35
a)Designated third party to monitor effectiveness of new/promoted
employee orientation effort through post-orientation
feedback/interview process and refine orientation program as
necessary.
a)Q1 FY2015 a)Q4 FY2015
b)Re-educate management on the application of District-wide policies
and need for accountability and consistency on prospective basis.
b)Q2 FY2015 b)Q4 FY2015
a)Address gaps identified during review of the application of District-
wide policies.
a)
Milestones Year 1: 2015 Initiation Time Frame Completion Time Frame
Milestones Year 2: 2016 Milestones Year 3 - 5: 2017 - 2019
Monitor effectiveness of strategies related to
accountability and adjust as needed.
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON
COMPETENCY AND ACCOUNTABILITY
Objective 3: Increase Individual Accountability and Job Satisfaction through Continual Performance
Coaching and Training