HomeMy Public PortalAboutStrategic Business and Operating Plan FY 2016-20201
Metropolitan St. Louis Sewer District
Strategic Business and Operating Plan
Fiscal Years 2016-2020
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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
Integrity
Acting ethically at all times, treating everyone with honesty, fairness and respect.
Teamwork
Working together to accomplish our mission with open communication, trust, respect and diversity.
Innovation
Embracing continuous improvement and new solutions to achieve excellence.
Employees
Developing successful, responsible, and safety conscious employees and acknowledging their contributions.
Customers
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.
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Strategic Business and Operating Plan
The Fiscal Year (FY) 2016 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:
• 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.
These goals build on the public input and feedback that the District has received since the first SBOP was introduced in 2001.
While the FY 2016 goals may appear similar to the original set of goals, the underlying refinements and changes in these goals are
significant. The FY 2016 SBOP is easily understood, the goals and resulting strategies are actionable, and the impact of the
strategies is measurable. Additionally, the FY 2016 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.
To achieve these goals, the FY 2016 SBOP proposes six business-focused strategies:
Strategy 1: Educate and partner with stakeholders to build support.
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 the District’s 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.
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 Project Clear, which includes the District’s multi-decade, multi-billion dollar
Capital Improvement and Replacement Program (CIRP). 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.
Strategy 3: Integrate and improve the District’s business processes.
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.
Strategy 4: Promote appropriate standards through proactive regulatory and legislative involvement.
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 the District’s business functions. This strategy focuses on our involvement in the formation of
regulations and legislation that impact all areas of the District's 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 2016 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 FY 2016 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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BOARD OF TRUSTEES
Rate Commission
Internal Auditor Secretary-Treasurer
Civil Service Commission
Executive Director
General Counsel
Engineering Human
Resources
Information
Technology Operations Finance
THE METROPOLITAN ST. LOUIS SEWER DISTRICT
ORGANIZATIONAL CHART
STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 1: Execute Community Outreach Programs
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Milestones Year 1: 2016 Initiation Timeframe Completion Timeframe
a) Implement strategies identified for the next phase of Public
Communication and Outreach Programs based on a 90-day model
for Project Clear.
b) Evaluate initiatives implemented to address future communications
and customer service needs.
c) Continue communication with the key stakeholders and the public
regarding the Rate Commission process and the resulting Rate
Commission Report.
d) Continue implementation of communications plan for stormwater
funding.
e) Evaluate and develop strategies and identify the required resources
for the next phase of Public Communication and Outreach
Programs.
f) Develop recommendations for public outreach programs to reduce
nutrients in wastewater and stormwater, consistent with the
Missouri Nutrient Reduction Strategy.
a) Q1, FY 2016
b) Q1, FY 2016
c) Q1, FY 2016
d) Q1, FY 2016
e) Q1, FY 2016
f) Q3, FY 2016
a) Q4, FY 2016
b) Q2, FY 2016
c) Q4, FY 2016
d) Q4, FY 2016
e) Q4, FY 2016
f) Q4, FY 2016
STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 1: Execute Community Outreach Programs
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Milestones Year 2: 2017 Milestones Years 3 - 5: 2018 - 2020
a) Implement strategies identified for the next phase of Public
Communication and Outreach Programs based on a 90-day
model for Project Clear.
b) Evaluate initiatives implemented to address future
communications and customer service needs.
c) Continue implementation of communications plan for
stormwater funding.
d) Review and revise Public Communication and Outreach
Program goals and staffing.
e) Begin implementing recommendations for public outreach
programs to reduce nutrients in wastewater and
stormwater, consistent with the Missouri Nutrient
Reduction Strategy.
a) Evaluate Project Clear and its role in the District’s
communication strategy.
b) Review and revise Public Communication and Outreach
Program goals and staffing.
STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 2: Execute Outreach Programs for Elected Representatives and Other Municipal Officials
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Milestones Year 1: 2016 Initiation Timeframe Completion Timeframe
a) Develop legislative priorities for both State and Federal activities
and obtain legislative sponsors.
b) Conduct meetings with St. Louis City (Mayor’s office and Board of
Aldermen), St. Louis County (County Executive’s office and County
Council) regarding District goals and needs.
c) Continue to enhance relationships with municipalities through
Project Clear briefings and other outreach efforts targeting elected
officials and administration.
d) Conduct annual legislative briefings in Jefferson City for State of
Missouri legislators.
e) Conduct legislative briefing for Federal legislators.
f) Provide annual report on Legislative Outreach Program results and
assess future activities for enhancing effectiveness.
a) Q1, FY 2016
b) Q1, FY 2016
c) Q1, FY 2016
d) Q1, FY 2016
e) Q1, FY 2016
f) Q1, FY 2016
a) Q1, FY 2016
b) Q4, FY 2016
c) Q4, FY 2016
d) Q4, FY 2016
e) Q4, FY 2016
f) Q1, FY 2016
STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 2: Execute Outreach Programs for Elected Representatives and Other Municipal Officials
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Milestones Year 2: 2017 Milestones Years 3 - 5: 2018 - 2020
a) Develop legislative agenda for both State and Federal
activities.
b) Conduct meetings with St. Louis City (Mayor’s office and
Board of Aldermen), St. Louis County (County Executive’s
office and County Council) regarding District goals and
needs.
c) Continue to enhance relationships with municipalities
through Project Clear briefings with elected officials and
administration.
d) Conduct annual legislative briefings in Jefferson City for
State of Missouri legislators.
e) Conduct legislative briefing for Federal legislators.
f) Provide annual report on Legislative Outreach Program
results and assess future activities for enhancing
effectiveness.
a) Develop legislative agenda for both State and Federal
activities.
b) Conduct meetings with St. Louis City (Mayor’s office and
Board of Aldermen), St. Louis County (County Executive’s
office and County Council) regarding District goals and
needs.
c) Continue to enhance relationships with municipalities
through Project Clear briefings with elected officials and
administration.
d) Conduct annual legislative briefings in Jefferson City for
State of Missouri legislators.
e) Conduct legislative briefing for Federal legislators.
f) Provide annual report on Legislative Outreach Program
results and assess future activities for enhancing
effectiveness.
STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 3: Execute Diversity and Outreach Programs
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Milestones Year 1: 2016 Initiation Timeframe Completion Timeframe
a) Review the appropriateness of the Minority Women Business
Enterprise (MWBE) certification agencies.
b) Host semi-annual networking events for MWBE program to
increase participation in the District’s CIRP aligning with the needs
defined by the current disparity study.
c) Continue implementation of the Community Benefits Agreement
(CBA) and report on progress.
d) Continue relationships with external stakeholders of the District’s
MWBE utilization initiative, such as co-operative programs with
non-profit organizations, schools, colleges, and disadvantaged
youth programs, as well as with corporate and professional/trade
association partners.
e) Evaluate the SLATE (St. Louis Agency on Training and
Employment) First Source Hiring Program to provide opportunities
for contractors to hire low income, unemployed and
underemployed individuals for District projects.
a) Q1, FY 2016
b) Q1, FY 2016
c) Q1, FY 2016
d) Q1, FY 2016
e) Q1, FY 2016
a) Q2, FY 2016
b) Q4, FY 2016
c) Q4, FY 2016
d) Q4, FY 2016
e) Q4, FY 2016
STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 3: Execute Diversity and Outreach Programs
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Milestones Year 2: 2017 Milestones Years 3 - 5: 2018 - 2020
a) Continue to engage in community events, forums and
seminars, which focus on doing business with the District.
b) Continue hosting semi-annual networking events for MWBE
program to increase participation in the District’s CIRP
aligning with the needs defined by the current disparity
study.
c) Continue implementation of the CBA and report on
progress.
d) Seek opportunities to expand CBA participation.
e) Continue relationships with external stakeholders of the
District’s MWBE utilization initiative, such as co-operative
programs with non-profit organizations, schools, colleges,
and disadvantaged youth programs, as well as with
corporate and professional/trade association partners.
f) Continue execution and evaluation of SLATE First Source
Hiring Program to provide opportunities for contractors to
hire low income, unemployed and underemployed
individuals for District projects.
g) Begin collection of data for next disparity evaluation.
a) Maintain relationships and dialogue with external
stakeholders.
b) Review effectiveness of diversity utilization initiatives and
recommend appropriate adjustments.
c) Review need to update vendor and workforce inclusion
disparity study.
STRATEGY 2: MANAGE THE DISTRICT’S COSTS AND REVENUES TO OPTIMIZE
FINANCIAL IMPACTS
Objective 1: Increase Collection of Delinquent Revenue
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Milestones Year 1: 2016 Initiation Timeframe Completion Timeframe
a) Begin to implement water shutoff solution to increase collection of
delinquent sewer charges.
b) Evaluate results of efforts to expand low income program
participation and revise accordingly.
c) Continue to assess and modify collection process to achieve net
average collection period for receivables to 45 days or less.
d) Assess feasibility of consolidated response for service delivery for
delinquent customers.
a) Q1, FY 2016
b) Q1, FY 2016
c) Q1, FY 2016
d) Q3, FY 2016
a) Q4, FY 2016
b) Q4, FY 2016
c) Q4, FY 2016
d) Q4, FY 2016
Milestones Year 2: 2017 Milestones Years 3 - 5: 2018 - 2020
a) Assess water shutoff program results.
b) Continue to assess and modify collection process to achieve
net average collection period for receivables to 45 days or
less.
c) Develop plan for consolidated response for service delivery
for delinquent customers.
a) Continue to assess and modify collection process, including
water shutoff solution, to achieve net average collection
period for receivables to 45 days or less.
b) Implement consolidated response for service delivery to
delinquent customers and assess results.
STRATEGY 2: MANAGE THE DISTRICT’S COSTS AND REVENUES TO OPTIMIZE
FINANCIAL IMPACTS
Objective 2: Identify and Implement Cost Savings Initiatives
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Milestones Year 1: 2016 Initiation Timeframe Completion Timeframe
a) Manage District’s operation and maintenance (O&M) expenses to
ensure expenditures do not increase more than three percent (3%) as
outlined in the 2011 Rate Commission Report.
b) Evaluate results of occupational injury prevention program to
mitigate “at risk” behaviors, and revise accordingly.
c) Promote “SmartPay” electronic payment, paperless billing and
mobile application programs to increase customer participation.
a) Q1, FY 2016
b) Q1, FY 2016
c) Q1, FY 2016
a) Q4, FY 2016
b) Q3, FY 2016
c) Q4, FY 2016
Milestones Year 2: 2017 Milestones Years 3 - 5: 2018 - 2020
a) Maintain annual operating budgets that are aligned with
approved Rate Commission Report.
b) Assess results of electronic billing and payment promotion
and evaluate use of additional multi-channel strategies, such
as text and optimized websites.
a) Maintain annual operating budgets that are aligned with
approved Rate Commission Report.
b) Assess multi-channel e-commerce strategies for billing and
payment and incorporate new technologies.
STRATEGY 2: MANAGE THE DISTRICT’S COSTS AND REVENUES TO OPTIMIZE
FINANCIAL IMPACTS
Objective 3: Maximize Long-Term Financial Plans for District Needs
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Milestones Year 1: 2016 Initiation Timeframe Completion Timeframe
a) Manage capital program (wastewater and stormwater) within
supporting revenue, while assuring Consent Decree and regulatory
requirements.
b) Manage District’s key financial ratios to maintain current bond
ratings and Consent Decree compliance.
c) Manage multi-decade financing plan to support current and future
requirements.
d) Pursue external sources of funding, where available.
e) Complete Rate Commission process for FY 2017-2020.
f) Develop and implement predictive analytics to enhance financial
forecasting used in strategic decision making.
a) Q1, FY 2016
b) Q1, FY 2016
c) Q1, FY 2016
d) Q1, FY 2016
e) Q1, FY 2016
f) Q1, FY 2016
a) Q4, FY 2016
b) Q4, FY 2016
c) Q4, FY 2016
d) Q4, FY 2016
e) Q4, FY 2016
f) Q4, FY 2016
Milestones Year 2: 2017 Milestones Years 3 – 5: 2018 – 2020
a) Manage capital program (wastewater and stormwater)
within supporting revenue while assuring Consent Decree
compliance and regulatory requirements.
b) Manage District’s key financial ratios to maintain current
bond ratings and Consent Decree compliance.
a) Continue to manage capital program within supporting
revenue while assuring Consent Decree compliance.
b) Manage District’s long-term Bonding Debt Program to meet
key bond financial ratios indicators to maintain current
bond ratings and Consent Decree compliance.
STRATEGY 2: MANAGE THE DISTRICT’S COSTS AND REVENUES TO OPTIMIZE
FINANCIAL IMPACTS
Objective 3: Maximize Long-Term Financial Plans for District Needs
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c) Manage multi-decade financing plan to support current and
future requirements.
d) Pursue external sources of funding, where available.
e) Refine application of predictive analytics to enhance
decision making.
c) Continue to refine and report on multi-decade financing
plan to support Consent Decree.
d) Implement long-term stormwater funding plan.
e) Develop Rate Commission Proposal and complete Rate
Commission Process for FY 2021-2024.
STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 1: Use Key Performance Indicators to Monitor and Improve Performance
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Milestones Year 1: 2016 Initiation Timeframe Completion Timeframe
a) Evaluate adequacy of Key Performance Indicators (KPI) annually.
b) Continue to validate that Consent Decree performance meets
regulatory requirements and make improvements and refine as
needed.
a) Q1, FY 2016
b) Q1, FY 2016
a) Q4, FY 2016
b) Q4, FY 2016
Milestones Year 2: 2017 Milestones Years 3 - 5: 2018 – 2020
a) Continue to use monthly KPI results to identify business
process changes.
b) Continue to validate that Consent Decree performance
meets regulatory requirements and make improvements
and refine as needed.
a) Continue to use KPI results to identify and implement
business process changes as well as to refine organizational
alignment.
b) Continue to validate that Consent Decree performance
meets regulatory requirements and make improvements
and refine as needed.
STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 2: Implement Regional Development Review/Permitting Business Process Improvements
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Milestones Year 1: 2016 Initiation Timeframe Completion Timeframe
a) Complete implementation of software solution and modify existing
business processes as required to meet industry best practices.
b) Begin implementation of organizational changes required to fully
benefit from the implementation of the software solution and
business process improvements.
c) Begin implementation of paperless process utilizing tools such as
electronic plan review and electronic payment procedures, as
supported by good business processes.
a) Q1, FY 2016
b) Q1, FY 2016
c) Q1, FY 2016
a) Q4, FY 2016
b) Q4, FY 2016
c) Q4, FY 2016
Milestones Year 2: 2017 Milestones Years 3 – 5: 2018 – 2020
a) Complete organizational changes required to fully benefit
from the implementation of the software solutions and
business process improvements.
b) Begin post-implementation review to assess improvements
gained as a result of the Regional Development
Review/Permitting business process improvement
initiative.
c) Complete implementation of paperless process utilizing
tools as supported by good business processes.
d) Conduct customer survey of user community.
a) Support efforts to expand utilization including
opportunities to further regionalize.
b) Complete post-implementation review and report results.
Evaluate regional partners’ use of system and identify
opportunities for improvement.
c) Evaluate and use customer survey results to improve
business processes.
STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 3: Implement E-CIS (Billing and Collection) Business Process Improvements
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Milestones Year 1: 2016 Initiation Timeframe Completion Timeframe
a) Complete implementation of Phase 1 software solution and
modification of existing business processes to align with industry
best practices.
b) Complete implementation of Phase 1 organizational changes
required to align with and best leverage the system upgrade.
c) Begin implementation of Phase 2 software solution and modification
of existing business processes to align with industry best practices.
a) Q1, FY 2016
b) Q1, FY 2016
c) Q1, FY 2016
a) Q4, FY 2016
b) Q4, FY 2016
c) Q4, FY 2016
Milestones Year 2: 2017 Milestones Years 3 – 5: 2018 – 2020
a) Complete implementation of Phase 2 software solution and
modification of existing business processes to align with
industry best practices.
a) Perform cost/benefit analysis to assess improvements
gained as a result of implementation of the software
solution and E-CIS business process changes.
STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 4: Implement Fleet Management Business Process Improvements
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Milestones Year 1: 2016 Initiative Timeframe Completion Timeframe
a) Initiate cost/benefit analysis to assess improvements gained as a
result of implementation of the software solution and fleet
management business process improvements.
a) Q1, FY 2016 a) Q4, FY 2016
Milestones Year 2: 2017 Milestones Years 3 – 5: 2018 – 2020
a) Complete cost/benefit analysis to assess improvements
gained as a result of implementation of the software
solution and fleet management business process
improvements.
STRATEGY 3: INTEGRATE AND 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
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Milestones Year 1: 2016 Initiation Timeframe Completion Timeframe
a) Adopt the District’s Document Retention Policy.
b) Create and implement the Document Retention Policy transition
plan.
c) Based on Request for Proposal (RFP) process, evaluate and select
software solution.
d) Begin destruction of existing documents as allowed by Document
Retention Policy.
a) Q1, FY 2016
b) Q1, FY 2016
c) Q3, FY 2016
d) Q2, FY 2016
a) Q1, FY 2016
b) Q4, FY 2016
c) Q4, FY 2016
d) Q4, FY 2016
Milestones Year 2: 2017 Milestones Years 3 – 5: 2018 – 2020
a) Begin implementation of selected software solution and
modify existing business processes as required to support
the document management strategy.
b) Continue destruction of existing documents as allowed by
Document Retention Policy.
a) Complete implementation of the selected software solution.
b) Complete implementation of business process and
organizational changes.
c) Perform cost/benefit analysis to assess improvements
gained as a result of implementation of the software
solution and document management business process
improvements.
STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 6: Integrate Asset Information Across Systems (Oracle, Maximo and GIS)
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Milestones Year 1: 2016 Initiative Timeframe Completion Timeframe
a) Form inter-departmental team to develop process plan to integrate
asset records across IT systems (Oracle, Maximo and GIS). Use
documented asset renewal financial processes currently in practice as
input to development of process plan.
a) Q1, FY 2016 a) Q4, FY 2016
Milestones Year 2: 2017 Milestones Years 3 – 5: 2018 – 2020
a) Create and begin implementation of process plan to load
individual asset attributes and valuation information into
the Oracle system.
a) Complete implementation of process plan to load individual
asset attributes and valuation information into the Oracle
system.
b) Refine/improve process plan to ensure that collection
system asset renewal financial data in Maximo and Oracle
project modules are reflected in Oracle financials module.
STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 7: Implement Customer Service Business Process Improvements
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Milestones Year 1: 2016 Initiation Timeframe Completion Timeframe
a) Identify and prioritize potential opportunities for customer service
improvement based on business process touch points.
b) Create and document a customer service strategy/plan to address
prioritized customer service improvement opportunities.
c) Identify and document technology enablers (e.g. data, software,
hardware, etc.) that are needed to implement prioritized customer
service improvements.
a) Q1, FY 2016
b) Q1, FY 2016
c) Q1, FY 2016
a) Q4, FY 2016
b) Q4, FY 2016
c) Q4, FY 2016
Milestones Year 2: 2017 Milestones Years 3-5: 2018 – 2020
a) Procure technology solutions to begin implementation of
customer service improvements.
b) Begin implementation of technology solutions as well as
business process and organizational changes to realize
customer service improvements.
a) Complete implementation of technology solutions as well as
business process and organizational changes.
b) Perform cost/benefit analysis to assess customer service
improvements gained as a result of implemented
technology solutions, business process and organizational
changes.
STRATEGY 4: PROMOTE APPROPRIATE STANDARDS THROUGH PROACTIVE
REGULATORY AND LEGISLATIVE INVOLVEMENT
Objective 1: Participate in Stakeholder Groups to Develop Sound Technical Basis for Regulatory Issues
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Milestones Year 1: 2016 Initiation Timeframe Completion Timeframe
a) Advocate in regulatory stakeholder groups created to address
nutrient criteria, ammonia criteria, bacteria criteria, wet weather
issues, Impaired Waters (303d) Listing & Methodology and other
changes to the Missouri Department of Natural Resources (MDNR)
effluent regulations and water quality standards.
b) Advocate in state and local environmental and economic
organizations such as the Association of Missouri Cleanwater
Agencies (AMCA).
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.
d) Develop and implement a notification system for potential
significant regulatory changes.
e) Identify upcoming regulatory issues for FY 2017 and develop an
appropriate strategy.
f) Maintain a dialog with the Non-Governmental Organizations
(NGOs) on critical water quality issues in the St. Louis area.
a) Q1, FY 2016
b) Q1, FY 2016
c) Q1, FY 2016
d) Q1, FY 2016
e) Q1, FY 2016
f) Q1, FY 2016
a) Q4, FY 2016
b) Q4, FY 2016
c) Q4, FY 2016
d) Q4, FY 2016
e) Q4, FY 2016
f) Q4, FY 2016
STRATEGY 4: PROMOTE APPROPRIATE STANDARDS THROUGH PROACTIVE
REGULATORY AND LEGISLATIVE INVOLVEMENT
Objective 1: Participate in Stakeholder Groups to Develop Sound Technical Basis for Regulatory Issues
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Milestones Year 2: 2017 Milestones Years 3 – 5: 2018 – 2020
a) Participate in regulatory stakeholder groups, report on
results, and identify upcoming regulatory issues.
a) Participate in regulatory stakeholder groups.
b) Begin stakeholder process for submitting a Municipal
Separate Storm Sewer System (MS4) application and
Stormwater Management Plan in FY 2018.
c) Obtain approval for the new MS4 permit in FY 2019.
STRATEGY 4: PROMOTE APPRORIATE 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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Milestones Year 1: 2016 Initiation Timeframe Completion Timeframe
a) Propose new legislation and regulations enabling Integrated
Watershed Planning.
b) Work with MDNR to develop scientifically-based Total Maximum
Daily Loads (TMDLs) with reasonable implementation plans for the
St. Louis area.
a) Q1, FY 2016
b) Q1, FY 2016
a) Q4, FY 2016
b) Q4, FY 2016
Milestones Year 2: 2017 Milestones Years 3 – 5: 2018 – 2020
a) Work with Environmental Protection Agency (EPA) and
MDNR on policies which would enable Integrated Planning.
a) Identify District projects and/or pilot watersheds which
could be considered for integrated watershed planning.
b) Develop justification to support a variance to the 208
Areawide Plan for the Meramec River watershed.
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A
COMPEHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 1: Implement Stormwater Operating and Capital Improvement Program
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Milestones Year 1: 2016 Initiation Timeframe Completion Timeframe
a) Continue implementation of service levels by area in line with
available stormwater revenue.
b) Develop the FY 2017 CIRP commensurate with anticipated
stormwater revenues and existing fund balances.
c) Develop a stormwater program commensurate with anticipated
stormwater revenues similar to the existing Capacity, Maintenance,
and Operations & Maintenance (CMOM) program for wastewater
assets.
a) Q1, FY 2016
b) Q1, FY 2016
c) Q1, FY 2016
a) Q4, FY 2016
b) Q3, FY 2016
c) Q2, FY 2016
Milestones Year 2: 2017 Milestones Years 3 – 5: 2018 – 2020
a) Implement the FY 2017 CIRP commensurate with
anticipated stormwater revenues and existing fund
balances.
b) Begin implementation of stormwater program
commensurate with anticipated stormwater revenues
similar to the existing CMOM program for wastewater
assets.
a) Complete implementation of stormwater program
commensurate with anticipated stormwater revenues
similar to the existing CMOM program for wastewater
assets.
b) Adjust service level and stormwater rate based on customer
satisfaction survey, regulatory changes and capital needs.
c) Perform a customer satisfaction baseline survey regarding
current stormwater service levels.
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A
COMPEHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 2: Implement Wastewater Operating and Capital Improvement Program
28
Milestones Year 1: 2016 Initiation Timeframe Completion Timeframe
a) Submit Green Infrastructure Pilot Program Final Report for EPA
approval by 12/31/15.
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.
c) Initiate nutrient study to address future nutrient requirements.
d) Review and determine adequacy of asset management funding
proposed for large diameter sewer cleaning and inspection.
a) Q1, FY 2016
b) Q1, FY 2016
c) Q1, FY 2016
d) Q1, FY 2016
a) Q2, FY 2016
b) Q4, FY 2016
c) Q4, FY 2016
d) Q2, FY 2016
Milestones Year 2: 2017 Milestones Years 3 – 5: 2018 – 2020
a) Plan and begin implementation of specific green
infrastructure projects in accordance with the approved
program.
b) Continue to analyze results of condition assessment and
service level to identify potential modifications to the
CMOM requirements of the Consent Decree.
c) Revise capital program and operations to address future
nutrient requirements and plant operating strategies.
a) Evaluate progress and rate of spending for green
infrastructure projects program.
b) Continue to analyze results of condition assessment and
service level and identify potential modifications to the
CMOM requirements of the Consent Decree.
c) Implement plant operating strategies regarding nutrient
removal best practices with existing plant equipment.
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A
COMPEHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 3: Implement Asset Management Program
29
Milestones Year 1: 2016 Initiation Timeframe Completion Timeframe
a) Adjust the infrastructure assessment and renewal plan in accordance
with the revenue defined by the rate process.
b) Complete Phase 1 critical infrastructure asset management plan
within plants and pump stations.
c) Develop and begin implementation of a process that incorporates
business risk exposure (i.e. Probability & Consequence of Failure)
into the prioritization for storm sewers, gravity sewers and fleet.
a) Q2, FY 2016
b) Q1, FY 2016
c) Q1, FY 2016
a) Q4, FY 2016
b) Q4, FY 2016
c) Q4, FY 2016
Milestones Year 2: 2017 Milestones Years 3 – 5: 2018 – 2020
a) Develop Phase 2 critical infrastructure asset management
plan within plants and pump stations.
b) Complete implementation of the process that incorporates
business risk exposure (i.e. Probability & Consequence of
Failure) into the prioritization for storm sewers, gravity
sewers, and fleet.
a) Implement Phase 2 critical infrastructure asset management
plan within plants and pump stations.
b) Continue implementation of remaining asset management
plans.
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A
COMPEHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 4: Implement Comprehensive Facility Maintenance Management Plan
30
Milestones Year 1: 2016 Initiation Timeframe Completion Timeframe
a) Evaluate and define scope of the centralized responsibility model for
the creation and management of facility maintenance plans and
schedules for all locations and make recommendation concerning its
potential implementation.
b) Begin implementation of recommended platform for District facility
information.
a) Q1, FY 2016
b) Q1, FY 2016
a) Q2, FY 2016
b) Q4, FY 2016
Milestones Year 2: 2017 Milestones Years 3 – 5: 2018 - 2020
a) Implement the recommendations of the centralized facility
maintenance plan.
b) Continue implementation of recommended platform for
District facility information.
a) Complete execution of recommended centralized facility
maintenance plan.
b) Continue maintenance of platform and integration of
District facility information.
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A
COMPEHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 5: Implement a Land Utilization Plan
31
Milestones Year 1: 2016 Initiation Timeframe Completion Timeframe
a) Define a land utilization plan to identify any parcels for potential
purchase for future improvement and/or expansion of existing
facilities to meet CIRP program including potential future
opportunities for green infrastructure and city shed.
b) Declare unimproved parcels that have potential commercial value to
a private property owner/developer as surplus and seek buyers.
c) Link Geographical Information System (GIS) parcel database with
information containing existing or future District land ownership
plans.
a) Q1, FY 2016
b) Q1, FY 2016
c) Q1, FY 2016
a) Q4, FY 2016
b) Q4, FY 2016
c) Q2, FY 2016
Milestones Year 2: 2017 Milestones Years 3 – 5: 2018 - 2020
a) Evaluate and update the land utilization plan that identifies
any parcels for potential purchase for future improvement
and/or expansion of existing facilities.
a) Continue to identify and evaluate any parcels for potential
purchase for future improvement and/or expansion of
existing facilities.
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A
COMPEHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 6: Enhance Reliability of Information Technology Infrastructure
32
Milestones Year 1: 2016 Initiation Timeframe Completion Timeframe
a) Evaluate alternative options for enhancement of Information
Technology (IT) computing infrastructure for future sustainability
(i.e. operational redundancy, etc.).
b) Recommend IT infrastructure sustainability strategy that aligns with
O&M cost and customer service level objectives.
c) Develop implementation plan to support IT infrastructure
sustainability strategy and communicate with stakeholders.
d) Begin to implement IT infrastructure sustainability plan.
a) Q1, FY 2016
b) Q2, FY 2016
c) Q3, FY 2016
d) Q4, FY 2016
a) Q2, FY 2016
b) Q3, FY 2016
c) Q4, FY 2016
d) Q4, FY 2016
Milestones Year 2: 2017 Milestones Years 3 – 5: 2018 – 2020
a) Continue to implement IT infrastructure sustainability plan. a) Complete implementation of IT infrastructure sustainability
plan and assess results.
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON
COMPETENCY AND ACCOUNTABLILITY
Objective 1: Increase Organizational Performance through Improved Communications
33
Milestones Year 1: 2016 Initiation Timeframe Completion Timeframe
a) Implement Let’s Talk Program initiatives.
b) To promote greater awareness of the District’s business functions,
initiate cross-functional learning sessions to be led by different
department/functional groups and provide videotaped learning
sessions to all non-attendees via Intranet.
c) Implement multi-department group recommendations on use of
digital tools to facilitate internal communication, considering IT
capacity and security issues.
a) Q1, FY 2016
b) Q1, FY 2016
c) Q1, FY 2016
a) Q4, FY 2016
b) Q3, FY 2016
c) Q4, FY 2016
Milestones Year 2: 2017 Milestones Years 3 – 5: 2018 – 2020
a) Assess and refine Let’s Talk Pilot Program as needed to
facilitate effective, two-way communications at all levels.
b) Support multi-department task force or dedicated resource
in creation of methodology/tool to assess impact and
effectiveness of communication best practice initiatives.
Issue recommendations for improvement as appropriate.
a) Perform District-wide assessment of progress with regard to
communication effectiveness as a result of Let’s Talk
initiatives.
b) Evaluate effectiveness of cross-functional learning sessions.
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON
COMPETENCY AND ACCOUNTABLILITY
Objective 2: Improve Organizational Effectiveness through Leadership Development
34
Milestones Year 1: 2016 Initiation Timeframe Completion Timeframe
a) Develop and implement benchmark management feedback
assessment.
b) Develop and implement effective communication component in
management training and performance assessments.
c) Assess employees interested in leadership and address as part of
performance management system.
d) Complete senior leadership teamwork training.
e) Develop a mentorship program to assist employees interested in
leadership opportunities.
a) Q1, FY 2016
b) Q1, FY 2016
c) Q1, FY 2016
d) Q1, FY 2016
e) Q1, FY 2016
a) Q4, FY 2016
b) Q2, FY 2016
c) Q4, FY 2016
d) Q3, FY 2016
e) Q2, FY 2016
Milestones Year 2: 2017 Milestones Years 3 – 5: 2018 - 2020
a) Complete implementation of benchmark management
feedback assessment.
b) Implement development plan based on management
feedback assessment process.
c) Assess and modify as needed effective communication
component in management training and performance
assessments.
a) Implement and monitor compliance of leadership
development plans and assessments.
b) Assess effectiveness and refine management feedback
assessment process.
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON
COMPETENCY AND ACCOUNTABLILITY
Objective 2: Improve Organizational Effectiveness through Leadership Development
35
d) Complete development plans for each employee interested
in leadership identified in FY 2016.
e) Implement mentorship program.
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON
COMPETENCY AND ACCOUNTABLILITY
Objective 3: Increase Individual Accountability and Job Satisfaction through Continual Performance
Coaching and Training
36
Milestones Year 1: 2016 Initiation Timeframe Completion Timeframe
a) Create a post-orientation electronic survey to monitor the program’s
effectiveness with new/promoted employees. Use survey results to
enhance employee orientation.
b) Identify inconsistent application of District policies.
a) Q1, FY 2016
b) Q2, FY 2016
a) Q4, FY 2016
b) Q4, FY 2016
Milestones Year 2: 2017 Milestones Years 3 – 5: 2018 – 2020
a) Address and analyze inconsistent practices.
b) Educate and measure employees’ understanding and
application of District policy execution.
c) Integrate SBOP and District policies in applicable training
courses.
a) Monitor effectiveness of strategies related to accountability
and adjust as needed.