HomeMy Public PortalAboutStrategic Business and Operating Plan FY 2019-2023
Metropolitan St. Louis Sewer District
Strategic Business and Operating Plan
Fiscal Years 2019-2023
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.
Strategic Business and Operating Plan
The FY19 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 FY19 goals may appear similar to the original set of goals, the underlying refinements and changes in these goals are
significant. The FY19 SBOP is easily understood, the goals and resulting strategies are actionable, and the impact of the strategies
is measurable. Additionally, the FY19 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 FY19 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.
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
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.
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 2019 OBJECTIVES
The District has developed a set of specific objectives that support these strategies and, thus, achieve the goals of the SBOP.
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 FY19 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
organizational chart on page 5 of this book.
STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 1: Execute Community Outreach Programs
Milestones Year 1: 2019 Initiation Timeframe Completion Timeframe
a) Evaluate Project Clear and its role in the District’s communication
strategy.
b) Maintain relationships with additional stakeholders with message
synergy to educate and inform on MSD’s mission.
c) Continue support for Stormwater Rate Commission Process.
d) Review and revise public communication and outreach programs
goals and staffing.
e) Continue implementation of the public outreach programs
consistent with the Missouri Nutrient Reduction Strategy.
f) Develop Staff recommendations for Plan Amendment Commission
and implement appointment process.
g) Plan for and implement activities for the Wastewater Rate
Commission Process.
a) Q1, FY19
b) Q1, FY19
c) Q1, FY19
d) Q1, FY19
e) Q1, FY19
f) Q1, FY19
g) Q1, FY19
a) Q4, FY19
b) Q4, FY19
c) Q4, FY19
d) Q4, FY19
e) Q4, FY19
f) Q4, FY19
g) Q4, FY19
STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 1: Execute Community Outreach Programs
Milestones Year 2: 2020 Milestones Years 3 - 5: 2021 – 2023
a) Evaluate Project Clear and its role in the District’s
communication strategy.
b) Maintain relationships with additional stakeholders with
message synergy to educate and inform on MSD’s mission.
c) Review and revise public communication and outreach
programs goals and staffing.
d) Continue implementation of the public outreach programs
consistent with the Missouri Nutrient Reduction Strategy.
e) Convene commission, and vote on any Plan Amendment
recommendations.
f) Implement activities for the Wastewater Rate Commission
Process.
g) Maintain communication and relationships with
stakeholders following the stormwater, wastewater, and
plan amendment ballot outcomes.
a) Evaluate Project Clear and its role in the District’s
communication strategy.
b) Maintain relationships with additional stakeholders with
message synergy to educate and inform on MSD’s mission.
c) Review and revise public communication and outreach
program goals and staffing.
d) Plan for and implement activities for the Wastewater Rate
Commission Process.
STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 2: Execute Outreach Programs for Elected Representatives and Other Municipal Officials
Milestones Year 1: 2019 Initiation Timeframe Completion Timeframe
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) Enhance relationships with local governments through briefings on
projects and other topics of mutual concern, with focus on
expanding peer to peer relationships with staff counterparts.
d) Conduct annual outreach and Jefferson City briefings for State of
Missouri legislators.
e) Conduct annual legislative briefing for Federal legislators.
f) Provide annual review of the Legislative Outreach Program results
and assess future activities for enhancing effectiveness.
a) Q1, FY19
b) Q1, FY19
c) Q1, FY19
d) Q2, FY19
e) Q3, FY19
f) Q1, FY19
a) Q1, FY19
b) Q4, FY19
c) Q4, FY19
d) Q4, FY19
e) Q4, FY19
f) Q1, FY19
STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 2: Execute Outreach Programs for Elected Representatives and Other Municipal Officials
Milestones Year 2: 2020 Milestones Years 3 - 5: 2021 - 2023
a) Develop legislative agenda for both State and Federal
activities.
b) Continue 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 local governments
through briefings on Projects and other topics of mutual
concern, with focus on expanding peer to peer relationships
with staff counterparts.
d) Conduct annual legislative outreach and Jefferson City
briefings for State of Missouri legislators.
e) Conduct annual legislative briefing for Federal legislators.
f) Provide annual review of the 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 briefings on projects and other topics of mutual
concern with elected officials and administration.
d) Conduct annual legislative outreach and Jefferson City
briefings for State of Missouri legislators.
e) Conduct annual legislative briefing for Federal legislators.
f) Provide annual review of the 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
Milestones Year 1: 2019 Initiation Timeframe Completion Timeframe
a) Participate in networking events and other community events to
increase stakeholder relationships and participation with the
District’s Diversity Programs.
b) Identify opportunities to increase women workforce participation
on CIRP construction projects.
c) Continue to report on the progress of MSD’s Diversity Programs.
d) Continue to evaluate all investments made as part of the CBA and
make adjustments to programs and funding, as appropriate.
e) Assess and implement opportunities for adjustments to First Source
Hiring Program and Job Training Program.
f) Start update of the Disparity Study.
g) Evaluate the effectiveness of the On The Job Training (OJT)
programs for capital tunneling projects.
a) Q1, FY19
b) Q1, FY19
c) Q1, FY19
d) Q1, FY19
e) Q1, FY19
f) Q1, FY19
g) Q1, FY19
a) Q4, FY19
b) Q4, FY19
c) Q1, FY19
d) Q3, FY19
e) Q4, FY19
f) Q4, FY19
g) Q3, FY19
STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 3: Execute Diversity and Outreach Programs
Milestones Year 2: 2020
Milestones Years 3 - 5: 2021 – 2023
a) Continue participating in networking events and other
community events to increase stakeholder relationships and
participation with the District’s Diversity Program.
b) Continue to identify and evaluate efforts to increase woman
workforce participation on CIRP construction projects.
c) Continue to report on the progress of MSD’s Diversity
Program and make adjustments for improvements as
necessary.
d) Complete the update of the Disparity Study.
e) Continue to evaluate and report the effectiveness of the On
The Job Training (OJT) programs for capital tunneling
projects.
a) Maintain relationships and dialogue with external
stakeholders.
b) Review effectiveness of diversity utilization initiatives and
recommend appropriate adjustments.
c) Based on the Disparity Study findings, update the diversity
program, as necessary.
d) Continue to evaluate all investments made as part of the
CBA and make adjustments to program and funding, as
appropriate.
e) Continue assessment of opportunities to adjust First Source
Hiring Program and Job Training Program to increase
opportunities for contractors to hire low income,
unemployed and underemployed individuals for District
projects.
STRATEGY 2: MANAGE THE DISTRICT’S COSTS AND REVENUES TO OPTIMIZE
FINANCIAL IMPACTS
Objective 1: Increase Collection of Delinquent Revenue
Milestones Year 1: 2019 Initiation Timeframe Completion Timeframe
a) Continue implementing pilot water shutoff solution to increase
collection of delinquent sewer service charges.
b) Re-evaluate the effectiveness of the Customer Assistance Program
and adjust accordingly.
c) Continue to assess and modify collection process to achieve net
average collection period for receivables to 45 days or less.
a) Q1, FY19
b) Q1, FY19
c) Q1, FY19
a) Q4, FY19
b) Q3, FY19
c) Q4, FY19
Milestones Year 2: 2020 Milestones Years 3 - 5: 2021 - 2023
a) Continue to assess and modify collection process to achieve
net average collection period for receivables to 45 days or
less.
b) Complete implementation of the water shut-off program,
and then assess effectiveness.
a) Continue to assess and modify collection process to achieve
net average collection period for receivables to 45 days or
less.
b) Re-evaluate the effectiveness of the Customer Assistance
Program and adjust accordingly.
STRATEGY 2: MANAGE THE DISTRICT’S COSTS AND REVENUES TO OPTIMIZE
FINANCIAL IMPACTS
Objective 2: Identify and Implement Cost Savings Initiatives
Milestones Year 1: 2019 Initiation Timeframe Completion Timeframe
a) Maintain annual operating budgets that are aligned with approved
Rate Commission report.
b) Implement multi-channel e-commerce strategies for billing and
payment promotion and incorporate new technologies.
c) Continue to evaluate results of occupation injury prevention
program while providing counseling and training resources to
employees that encounter frequent occupational injuries.
d) Continue compilation of data to determine the effectiveness of the
Wellness Program.
a) Q1, FY19
b) Q1, FY19
c) Q1, FY19
d) Q1, FY19
a) Q4, FY19
b) Q4, FY19
c) Q4, FY19
d) Q4, FY19
STRATEGY 2: MANAGE THE DISTRICT’S COSTS AND REVENUES TO OPTIMIZE
FINANCIAL IMPACTS
Objective 2: Identify and Implement Cost Savings Initiatives
Milestones Year 2: 2020 Milestones Years 3 - 5: 2021 - 2023
a) Maintain annual operating budgets that are aligned with
Approved Rate Commission report.
b) Evaluate next steps of the occupational injury prevention
program.
c) Evaluate results of the Wellness Program.
a) Maintain annual operating budgets that are aligned with
Approved Rate Commission report.
b) Implement modifications to occupational injury prevention
program
c) If applicable, implement adjusts Wellness Program.
STRATEGY 2: MANAGE THE DISTRICT’S COSTS AND REVENUES TO OPTIMIZE
FINANCIAL IMPACTS
Objective 3: Maximize Long-Term Financial Plans for District Needs
Milestones Year 1: 2019 Initiation Timeframe Completion Timeframe
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.
c) Manage multi-decade financing plan to support current and future
requirements.
d) Pursue external sources of funding, where available.
e) Pursue implementation of predictive analytics to enhance decision
making to enhance financial forecasting used in strategic decision
making.
f) Continue work on stormwater rate commission process.
g) Begin development of wastewater rate proposal.
a) Q1, FY19
b) Q1, FY19
c) Q1, FY19
d) Q1, FY19
e) Q1, FY19
f) Q1, FY19
g) Q1, FY19
a) Q4, FY19
b) Q4, FY19
c) Q4, FY19
d) Q4, FY19
e) Q4, FY19
f) Q4, FY19
g) Q4, FY19
STRATEGY 2: MANAGE THE DISTRICT’S COSTS AND REVENUES TO OPTIMIZE
FINANCIAL IMPACTS
Objective 3: Maximize Long-Term Financial Plans for District Needs
Milestones Year 2: 2020 Milestones Years 3 – 5: 2021 – 2023
a) Manage capital program (wastewater and stormwater)
within supporting revenue while assuring Consent Decree
compliance and regulatory requirements.
b) Manage District’s long-term Debt Program to meet key
bond financial ratios indicators to maintain current bond
ratings and Consent Decree compliance.
c) Complete and implement stormwater rate proposal
d) Continue work on Wastewater Rate Commission Proposal
e) Conduct outreach to municipalities to address the status of
OMCI taxes.
f) Manage multi-decade financing plan to support current and
future requirements.
g) Pursue external sources of funding, where available.
a) Continue to manage capital program within supporting
revenue while assuring Consent Decree compliance.
b) Continue to manage District’s long-term Debt Program to
meet key bond financial ratios indicators to maintain current
bond ratings and Consent Decree compliance.
c) Continue to refine and report on multi-decade financing
plan to support Consent Decree.
d) Implement Wastewater Rate Commission Proposal.
e) Implement strategies relating to OMCI taxes based on the
feedback received from municipalities.
f) Refine application of predictive analytics to enhance
decision making.
STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 1: Implement Regional Development Review/Permitting Business Process Improvements
Milestones Year 1: 2019 Initiation Timeframe Completion Timeframe
a) Begin post-implementation review to assess improvements gained as
a result of the new Development Review/Permitting business
process improvements.
b) Complete implementation of paperless process utilizing tools as
supported by good business processes. Report results to regional
partners.
c) Develop and conduct customer survey of user community.
a) Q1, FY19
b) Q1, FY19
c) Q1, FY19
a) Q4, FY19
b) Q4, FY19
c) Q2, FY19
Milestones Year 2: 2020 Milestones Years 3 - 5: 2021 – 2023
a) Evaluate and use customer survey results to improve
business processes.
b) Work with regional partners to identify opportunities for
improvement.
a) Support regional partners’ efforts to expand utilization.
STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 2: Implement Information Governance Program That Meets the District’s Records & Information
Discovery, Compliance and Information Security Policies
Milestones Year 1: 2019 Initiation Timeframe Completion Timeframe
a) Finalize District-wide phased implementation of the “Physical
Records Cleanup” pursuant to the RRS.
b) Based on responses to a Request for Proposal (RFP), evaluate and
select an Enterprise Content Management (ECM) software solution
unless determined that an existing District system can satisfy IG
Program requirements.
c) Begin communication, change management, marketing and
messaging campaigns for the IG Program “Electronic Records
Cleanup” rollout.
d) Initiate training and phased implementation of the “Electronic
Records Cleanup” pursuant to the RRS commencing with the Legal
Department pilot program.
e) Move physical records to new off-site storage facility.
a) Q1, FY19
b) Q1, FY19
c) Q1, FY19
d) Q1, FY19
e) Q1, FY19
a) Q4, FY19
b) Q4, FY19
c) Q4, FY19
d) Q4, FY19
e) Q4, FY19
Milestones Year 2: 2020 Milestones Years 3 – 5: 2021 – 2023
a) Begin implementation of the ECM software solution.
b) Continue implementation of business process and
organizational changes.
c) Finalize policies and procedures related to business
processes.
a) Complete implementation of the ECM software solution.
b) Complete implementation of business process and
organizational changes.
c) Perform cost/benefit analysis to access improvements
gained as a result of the IG Program.
STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 3: Integrate Asset Information Across Systems (Oracle, Maximo and GIS)
Milestones Year 1: 2019 Initiation Timeframe Completion Timeframe
a) Load reconciled GIS/Maximo collection system assets (pre-2010) into
Oracle.
b) In accordance with revised business process, develop interfaces and
reporting to support ongoing data synchronization of collection
system assets between systems (Oracle, Maximo and GIS).
c) Develop business process to provide for plant asset valuation based
on state of each asset and its associated attributes.
a) Q1, FY19
b) Q3, FY19
c) Q3, FY19
a) Q2, FY19
b) Q4, FY19
c) Q4, FY19
Milestones Year 2: 2020 Milestones Years 3 – 5: 2021 – 2023
a) Begin development of interfaces and reporting to support
data synchronization of plant assets between systems
(Oracle, Maximo and GIS).
b) Begin loading of plant assets into Oracle.
a) Complete development of interfaces and reporting to
support data synchronization of plant assets between
systems (Oracle, Maximo and GIS).
b) Complete loading of plant assets into Oracle.
c) Evaluate procedures and results of collection system and
plant asset synchronization process and adjust accordingly.
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
Milestones Year 1: 2019 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) Identify upcoming regulatory issues for FY19 and develop an
appropriate strategy.
e) Maintain a dialog with the Non-Governmental Organizations
(NGOs) on critical water quality issues in the St. Louis area.
a) Q1, FY19
b) Q1, FY19
c) Q1, FY19
d) Q1, FY19
e) Q1, FY19
a) Q4, FY19
b) Q4, FY19
c) Q4, FY19
d) Q4, FY19
e) Q4, FY19
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
Milestones Year 2: 2020 Milestones Years 3 – 5: 2021 – 2023
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 FY21.
c) Obtain approval for the new MS4 permit in FY22.
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
Milestones Year 1: 2019 Initiation Timeframe Completion Timeframe
a) Evaluate and report on upcoming regulatory issues that need
Integrated Watershed Planning.
b) Work with MDNR as required to develop scientifically-based Total
Maximum Daily Loads (TMDLs) with reasonable implementation
plans for the St. Louis area.
c) Propose update to the East-West Gateway 208 Water Quality
Management Plan needed to finalize long term strategy regarding
regionalization of wastewater treatment within the Lower Meramec
watershed. Final Plan will include recommendations from the
ammonia and nutrient study and final regional solids handling plan.
a) Q1, FY19
b) Q1, FY19
c) Q1, FY19
a) Q4, FY19
b) Q4, FY19
c) Q4, FY19
Milestones Year 2: 2020 Milestones Years 3 – 5: 2021 – 2023
a) Evaluate and report on upcoming regulatory issues that
need 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) Evaluate and report on upcoming regulatory issues that
need 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.
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A
COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 1: Implement Stormwater Operating and Capital Improvement Program
Milestones Year 1: 2019 Initiation Timeframe Completion Timeframe
a) Begin development of stormwater program based on results of Rate
Commission input or election results.
b) Review Stormwater CMOM results and consider adjustments to I/R
funds and internal staffing needs.
c) Implement FY19 CIRP commensurate with anticipated stormwater
revenue and existing fund balance.
a) Q1, FY19
b) Q1, FY19
c) Q1, FY19
a) Q4, FY19
b) Q4, FY19
c) Q4, FY19
Milestones Year 2: 2020 Milestones Years 3 - 5: 2021 – 2023
a) Begin to implement stormwater program based upon
election results.
a) Complete implementation of Stormwater CIRP based on
election results.
b) Complete Follow up survey and consider adjustments based
on survey results.
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A
COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 2: Implement Wastewater Operating and Capital Improvement Program
Milestones Year 1: 2019 Initiation Timeframe Completion Timeframe
a) Implement the FY19 CIRP commensurate with anticipated
wastewater revenues. Continue to analyze results of completed
program and identify potential modifications to the Remedial
Requirements of the Consent Decree.
b) Transition the use of Watershed Consultants to best fit the changing
CIRP needs.
c) Continue the implementation of specific green infrastructure projects
in accordance with the approved program.
d) 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 and propose changes
as warranted.
e) Implement the updated solids handling plan and adjust the capital
program accordingly.
f) Develop strategies to address potential future nutrient requirements
as identified by the Nutrient Study.
a) Q1, FY19
b) Q1, FY19
c) Q1, FY19
d) Q1, FY19
e) Q1, FY19
f) Q1, FY19
a) Q4, FY19
b) Q1, FY19
c) Q4, FY19
d) Q4, FY19
e) Q4, FY19
f) Q4, FY19
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A
COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 2: Implement Wastewater Operating and Capital Improvement Program
Milestones Year 2: 2020 Milestones Years 3 – 5: 2021-2023
a) Implement the CIRP commensurate with anticipated
wastewater revenues.
b) Evaluate progress and rate of spending for green
infrastructure projects program; adjust program as needed.
c) Continue implementation of the solids handling plan.
d) Integrate Asset Management Program to feed future CIRP.
a) Implement the CIRP commensurate with anticipated
wastewater revenues.
b) Evaluate progress and rate of spending for green
infrastructure projects program; adjust program as needed.
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A
COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 3: Implement Asset Management Program
Milestones Year 1: 2019 Initiation Timeframe Completion Timeframe
a) Complete Phase 3 critical infrastructure asset management plan
within plants and pump stations.
b) Implement a monetized rating process that incorporates business
risk exposure into the prioritization of (both linear and vertical asset
related) all CIRP projects.
a) Q1, FY19
b) Q1, FY19
a) Q4, FY19
b) Q4, FY19
Milestones Year 2: 2020 Milestones Years 3 – 5: 2021 – 2023
a) Asset Management incorporated into CIRP process.
b) Continue implementation of remaining asset management
plans for other asset classes identified.
a) Continue to monitor and adjust asset management process
for efficiency and effectiveness.
b) Continue implementation of remaining asset management
plans for other asset classes identified.
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A
COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 4: Implement Comprehensive Facility Maintenance Management Plan
Milestones Year 1: 2019 Initiation Timeframe Completion Timeframe
a) Evaluate results from facility audits and make determination
concerning its potential implementation.
b) Begin preparation for implementation of recommended platform for
District facility information.
a) Q1, FY19
b) Q1, FY19
a) Q4, FY19
b) Q4, FY19
Milestones Year 2: 2020 Milestones Years 3 – 5: 2021– 2023
a) Continue implementation of the recommendations of the
centralized facility maintenance plan.
a) Reassess the value and results of the plan.
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A
COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 5: Enhance Reliability of Information Technology Infrastructure
Milestones Year 1: 2019 Initiation Timeframe Completion Timeframe
a) Implement an enterprise hosted phone/video (HCS) solution.
b) Implement and test the updated IT disaster recovery strategy.
c) Begin development of an upgrade plan for the District’s Enterprise
Oracle System.
d) Assess feasibility and make recommendation to use the District’s
Maximo System for supporting information technology assets.
a) Q1, FY19
b) Q1, FY19
c) Q1, FY19
d) Q1, FY19
a) Q4, FY19
b) Q4, FY19
c) Q1, FY19
d) Q1, FY19
Milestones Year 2: 2020 Milestones Years 3 – 5: 2021 - 2023
a) Begin the implementation of the District’s upgraded
Enterprise Oracle system.
b) Move information technology assets into the District’s
Maximo System based on a positive recommendation to use
the software tool for ongoing support.
a) Complete the implementation of the District’s upgraded
Enterprise Oracle system.
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON
COMPETENCY AND ACCOUNTABLILITY
Objective 1: Increase Organizational Performance through Improved Communications
Milestones Year 1: 2019 Initiation Timeframe Completion Timeframe
a) Implement Compliance Training for all new employees to be
completed within the first 90 days of employment.
b) Conduct a Communication Survey on the effectiveness of
management communication.
a) Q1 FY19
b) Q1 FY19
a) Q4 FY19
b) Q4 FY19
Milestones Year 2: 2020 Milestones Years 3 – 5: 2021 – 2023
a) Review/respond to the Management Communication
Survey.
b) Implement biannual on-line compliance training for new
employees.
a) Implement Management Communication Survey changes,
as needed.
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON
COMPETENCY AND ACCOUNTABILITY
Objective 2: Improve Organizational Effectiveness through Leadership Development
Milestones Year 1: 2019 Initiation Timeframe Completion Timeframe
a) Identify components of the MSD Leadership Institute for future
leaders.
b) Develop the certified MSD Leadership Institute.
c) Develop Management Council to assist with certified MSD
Leadership Institute.
d) Develop Leadership Webinars and host online discussions.
a) Q1 FY19
b) Q1 FY19
c) Q1 FY19
d) Q1 FY19
a) Q4 FY19
b) Q4 FY19
c) Q4 FY19
d) Q4 FY19
Milestones Year 2: 2020 Milestones Years 3 – 5: 2021 - 2023
a) Implement the MSD Leadership Institute.
b) Assess the MSD Leadership Institute and modify as needed.
c) Survey Participation in Leadership Webinars and On Line
discussions.
d) Develop cross-departmental training opportunities.
a) Publish results of Survey Participation and make
recommended changes.
b) Implement cross-departmental training recommended
changes.
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
Milestones Year 1: 2019 Initiation Timeframe Completion Timeframe
a) Assess the new Performance Review System.
b) Develop training – How to write Effective Performance
Improvement Plans.
c) Develop training – The Impact of Changed Behavior.
d) Implement online bi-annual compliance training for all employees.
e) Establish a District Safety Council to review training topics.
a) Q1, FY19
b) Q1 FY19
c) Q1 FY19
d) Q1 FY19
e) Q1 FY19
a) Q4, FY19
b) Q4, FY19
c) Q4 FY19
d) Q4 FY19
e) Q4 FY19
Milestones Year 2: 2020 Milestones Years 3 – 5: 2021 – 2023
a) Implement changes to the Performance Review System.
b) Implement– How to write Effective Performance
Improvement Plans and the Impact of Changed Behavior.
c) Review District Safety Council impact of reducing Worker
Compensation Claims through training.
a) Develop Surveys to assess impact of Effective Performance
Improvement Plans and Impact of Changed Behavior.
b) Assess District Safety Council’s impact upon reducing
Worker Compensation Claims.