HomeMy Public PortalAboutStrategic Business and Operating Plan FY 2017-20211
Metropolitan St. Louis Sewer District
Strategic Business and Operating Plan
Fiscal Years 2017-2021
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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) 2017 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 2017 goals may appear similar to the original set of goals, the underlying refinements and changes in these goals are
significant. The FY 2017 SBOP is easily understood, the goals and resulting strategies are actionable, and the impact of the
strategies is measurable. Additionally, the FY 2017 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 2017 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 2017 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 2017 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: 2017 Initiation Timeframe Completion Timeframe
a) Implement strategies identified for the next phase of MSD’s Project
Clear based on the established 90-day model.
b) Identify, evaluate and establish relationships with additional
stakeholders with message synergy (e.g. sports, theatre, arts, and
amusement organizations) to leverage efforts to educate and inform
with a focus on MSD’s mission.
c) Maintain communications and relationships with stakeholders
regarding MSD issues, beginning with stormwater funding and
wastewater bond financing.
d) Develop, refine and implement strategies and identify the required
resources for future phases of public communication and outreach
programs.
e) Implement recommendations for public outreach programs to
reduce nutrients in wastewater and stormwater, consistent with the
Missouri Nutrient Reduction Strategy.
a) Q1, FY 2017
b) Q1, FY 2017
c) Q1, FY 2017
d) Q1, FY 2017
e) Q1, FY 2017
a) Q4, FY 2017
b) Q4, FY 2017
c) Q4, FY 2017
d) Q4, FY 2017
e) Q4, FY 2017
STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 1: Execute Community Outreach Programs
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Milestones Year 2: 2018 Milestones Years 3 - 5: 2019 - 2021
a) Implement strategies identified for the next phase of MSD’s
Project Clear based on the established 90-day model.
b) Maintain relationships with additional stakeholders with
message synergy to educate and inform on MSD’s mission.
c) Maintain communications and relationships with
stakeholders regarding MSD issues of concern.
d) Continue to refine and implement strategies and identify the
required resources for future phases of public
communication and outreach programs.
e) Continue implementation of recommendations for public
outreach programs to reduce nutrients in wastewater and
stormwater, consistent with the Missouri Nutrient
Reduction Strategy.
f) Conduct outreach and education to obtain feedback on
possible enhancements to stormwater services and method
of revenue collection.
g) Begin planning for the next Rate Commission Process.
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 outreach for Rate Commission process.
d) Review and revise public communication and outreach
program 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, convene commission, and vote on any Plan
Amendment changes.
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: 2017 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, FY 2017
b) Q1, FY 2017
c) Q1, FY 2017
d) Q2, FY 2017
e) Q3, FY 2017
f) Q1, FY 2017
a) Q1, FY 2017
b) Q4, FY 2017
c) Q4, FY 2017
d) Q4, FY 2017
e) Q4, FY 2017
f) Q1, FY 2017
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: 2018 Milestones Years 3 - 5: 2019 - 2021
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
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Milestones Year 1: 2017 Initiation Timeframe Completion Timeframe
a) Continue hosting semi-annual networking events and other
community events for the MWBE program to increase stakeholder
relationships and participation with the District.
b) Identify and evaluate efforts to increase workforce participation by
women in the construction of CIRP projects.
c) Re-evaluate all investments made as part of the CBA and make
adjustments to program and funding, as appropriate.
d) Seek opportunities to expand CBA participation on signatories,
owners and minority organizations.
e) Implement recommendations from the evaluation of the SLATE
First Source Hiring Program to provide opportunities for
contractors to hire low income, unemployed and underemployed
individuals for District projects.
a) Q1, FY 2017
b) Q1, FY 2017
c) Q1, FY 2017
d) Q1, FY 2017
e) Q1, FY 2017
a) Q4, FY 2017
b) Q4, FY 2017
c) Q1, FY 2017
d) Q4, FY 2017
e) Q4, FY 2017
STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 3: Execute Diversity and Outreach Programs
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Milestones Year 2: 2018 Milestones Years 3 - 5: 2019 – 2021
a) Continue hosting semi-annual networking events and other
community events for the MWBE program to increase
stakeholder relationships and participation with the District.
b) Implement strategies to increase workforce participation by
women in the construction of CIRP projects.
c) Continue to monitor MSD’s Diversity Programs and report
on progress.
d) Expand CBA participation on signatories, owners and
minority organizations.
e) 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.
f) Assess the need for an update of the Disparity Study.
a) Maintain relationships and dialogue with external
stakeholders.
b) Review effectiveness of diversity utilization initiatives and
recommend appropriate adjustments.
c) Based on the assessment, update the Disparity Study, as
necessary, and implement results.
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: 2017 Initiation Timeframe Completion Timeframe
a) Develop plan for water shutoff solution to increase collection of
delinquent sewer charges.
b) Continue to evaluate results of efforts to expand the Customer
Assistance 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.
a) Q1, FY 2017
b) Q1, FY 2017
c) Q1, FY 2017
a) Q4, FY 2017
b) Q4, FY 2017
c) Q4, FY 2017
Milestones Year 2: 2018 Milestones Years 3 - 5: 2019 - 2021
a) Begin implementing water shutoff solution to increase
collection of delinquent sewer service charges.
b) Continue to assess and modify collection process to achieve
net average collection period for receivables to 45 days or
less.
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 shutoff program,
and then assess effectiveness.
c) Reevaluate 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
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Milestones Year 1: 2017 Initiation Timeframe Completion Timeframe
a) Maintain annual operating budgets that are aligned with
Approved 2015 Rate Commissions report.
b) Assess results of electronic billing and payment promotion.
Evaluate use of additional multi-channel strategies, such
as text and optimized websites.
c) Evaluate results of occupational injury prevention program to
mitigate “at risk” behaviors, and revise accordingly.
a) Q1, FY 2017
b) Q2, FY 2017
c) Q1, FY 2017
a) Q4, FY 2017
b) Q4, FY 2017
c) Q4, FY 2017
Milestones Year 2: 2018 Milestones Years 3 - 5: 2019 - 2021
a) Maintain annual operating budgets that are aligned with
approved 2015 Rate Commission report.
b) Assess 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.
a) Maintain annual operating budgets that are aligned with
Approved 2015 Rate Commission report.
b) Evaluate next steps of the occupational injury prevention
program.
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: 2017 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) Continue development and implementation of predictive analytics
to enhance financial forecasting used in strategic decision making.
f) Implement the stormwater funding plan, as presented to the rate
commission and approved by the Board.
a) Q1, FY 2017
b) Q1, FY 2017
c) Q1, FY 2017
d) Q1, FY 2017
e) Q1, FY 2017
f) Q1, FY 2017
a) Q4, FY 2017
b) Q4, FY 2017
c) Q4, FY 2017
d) Q4, FY 2017
e) Q4, FY 2017
f) Q4, FY 2017
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 2: 2018 Milestones Years 3 – 5: 2019 – 2021
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) Complete implementation of predictive analytics to enhance
decision making.
f) Begin Public Communication and obtain input on service
levels in preparation for the development of RC Proposal in
FY19.
a) Continue to manage capital program within supporting
revenue while assuring Consent Decree compliance.
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) Continue to refine and report on multi-decade financing
plan to support Consent Decree.
d) Develop Rate Commission Proposal and complete Rate
Commission Process for FY 2021-2024.
e) Refine application of predictive analytics to enhance
decision making.
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: 2017 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.
c) Identify KPI’s to post to Internet.
a) Q1, FY 2017
b) Q1, FY 2017
c) Q3, FY 2017
a) Q4, FY 2017
b) Q4, FY 2017
c) Q4, FY 2017
Milestones Year 2: 2018 Milestones Years 3 - 5: 2019 – 2021
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.
c) Implement plan to regularly post KPI’s to Internet.
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: 2017 Initiation Timeframe Completion Timeframe
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 new Development Review/Permitting business
process improvements.
c) Complete implementation of paperless process utilizing tools as
supported by good business processes.
d) Conduct customer survey of user community.
a) Q1, FY 2017
b) Q3, FY 2017
c) Q1, FY 2017
d) Q3, FY 2017
a) Q4, FY 2017
b) Q4, FY 2017
c) Q4, FY 2017
d) Q4, FY 2017
Milestones Year 2: 2018 Milestones Years 3 – 5: 2019 – 2021
a) Complete post-implementation review and report results to
regional partners.
b) Evaluate and use customer survey results to improve
business processes.
a) Work with regional partners to help identify opportunities
for improvement.
b) Support regional partners’ efforts to expand utilization.
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: 2017 Initiation Timeframe Completion Timeframe
a) Complete implementation of Phase 2, Title Quote software solution
and modification of existing business processes to align with
industry best practices.
a) Q2, FY 2017 a) Q4, FY 2017
Milestones Year 2: 2018 Milestones Years 3 – 5: 2019 – 2021
a) Perform cost/benefit analysis to assess improvements
gained as a result of implementation of the software
solution.
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: 2017 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 2017 a) Q4, FY 2017
Milestones Year 2: 2018 Milestones Years 3 – 5: 2019 – 2021
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: 2017 Initiation Timeframe Completion Timeframe
a) Adopt the District’s Document Retention Policy & Schedule.
b) Initiate the Document Retention Policy & Schedule 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 & Schedule.
a) Q1, FY 2017
b) Q1, FY 2017
c) Q1, FY 2017
d) Q2, FY 2017
a) Q1, FY 2017
b) Q4, FY 2017
c) Q2, FY 2017
d) Q4, FY 2017
Milestones Year 2: 2018 Milestones Years 3 – 5: 2019 – 2021
a) Begin implementation of selected software solution and
modify existing business processes as required to support
the document management strategy.
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: 2017 Initiative Timeframe Completion Timeframe
a) Complete business process mapping for financial information for all
asset types (CS, TP, PS, etc.) across company.
b) Develop and initiate process plan to load individual asset attributes
and valuation information into Oracle Financials and identify any
associated system requirements.
a) Q1, FY 2017
b) Q2, FY 2017
a) Q1, FY 2017
b) Q4, FY 2017
Milestones Year 2: 2018 Milestones Years 3 – 5: 2019 – 2021
a) Develop an automated process to maintain data
synchronization between systems (Oracle, GIS, and
Maximo).
b) Continue to load asset attributes and valuation information
into Oracle Financials.
a) Complete loading of asset attributes and valuation
information into Oracle Financials.
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: 2017 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. customer service
application) that are needed to implement prioritized customer
service improvements.
d) Assess feasibility of consolidated response for service delivery for
delinquent customers.
a) Q1, FY 2017
b) Q1, FY 2017
c) Q1, FY 2017
d) Q3, FY 2017
a) Q4, FY 2017
b) Q4, FY 2017
c) Q4, FY 2017
d) Q4, FY 2017
Milestones Year 2: 2018 Milestones Years 3-5: 2019 – 2021
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.
c) Develop and implement plan for consolidated response for
service delivery for delinquent customers.
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: 2017 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) Participate in the National Stormwater Rule rulemaking and
advocate for a rule that is based on sound science and can be
supported at sustainable funding levels.
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 2017
b) Q1, FY 2017
c) Q1, FY 2017
d) Q1, FY 2017
e) Q1, FY 2017
f) Q1, FY 2017
a) Q4, FY 2017
b) Q4, FY 2017
c) Q4, FY 2017
d) Q4, FY 2017
e) Q4, FY 2017
f) Q4, FY 2017
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: 2018 Milestones Years 3 – 5: 2019 – 2021
a) Participate in regulatory stakeholder groups, report on
results, and identify upcoming regulatory issues.
b) Begin stakeholder process for submitting a Municipal
Separate Storm Sewer System (MS4) application and
Stormwater Management Plan in FY2018.
a) Participate in regulatory stakeholder groups.
b) Obtain approval for the new MS4 permit in FY2020.
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: 2017 Initiation Timeframe Completion Timeframe
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.
c) Participate in water quality trading workgroups and support
legislation needed to ensure trading is allowed to the fullest extent
permitted by the Clean Water Act.
a) Q3, FY 2017
b) Q1, FY 2017
c) Q1, FY 2017
a) Q4, FY 2017
b) Q4, FY 2017
c) Q4, FY 2017
Milestones Year 2: 2018 Milestones Years 3 – 5: 2019 – 2021
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.
c) Determine if a (variance or DEC?) modification to the Clean
Water Act section 208 Area wide Plan, regarding
regionalization of wastewater treatment, is needed to
implement recommendations from the ammonia and
nutrient study.
a) Propose modifications to the 208 Areawide Plan if needed to
implement recommendations from the nutrient study, other
critical infrastructure expenditures and/or MSD’s Asset
Management Plan.
b) Work with MDNR to develop scientifically-based Total
Maximum Daily Loads (TMDLs) with reasonable
implementation plans for the St. Louis area.
c) Evaluate and report on upcoming regulatory issues that
need Integrated Watershed Planning.
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: 2017 Initiation Timeframe Completion Timeframe
a) Implement the FY 2017 CIRP commensurate with anticipated
stormwater revenues and existing fund balances.
b) Begin implementation of stormwater O&M program commensurate
with anticipated stormwater revenues similar to the existing CMOM
program for wastewater.
a) Q1, FY 2017
b) Q1, FY 2017
a) Q4, FY 2017
b) Q4, FY 2017
Milestones Year 2: 2018 Milestones Years 3 - 5: 2019 – 2021
a) Complete implementation of stormwater O&M program
commensurate with anticipated stormwater revenues
similar to the existing CMOM program for wastewater
assets.
b) Begin development of rate proposal exploring impervious
or other rate methodologies.
a) Adjust service level and stormwater rate based on customer
satisfaction survey, regulatory changes, and repair & replace
capital needs identified by stormwater CMOM program.
b) Begin development of stormwater program based on rate
proposal scenarios.
c) Perform 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: 2017 Initiation Timeframe Completion Timeframe
a) Implement the FY2017 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) Plan and begin implementation of specific green infrastructure
projects in accordance with the approved program.
c) 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.
d) Complete ammonia and nutrient study to address future water
quality requirements.
e) Continue to analyze results of condition assessment and service
level to identify potential modifications to the CMOM requirements
of the Consent Decree.
a) Q1, FY 2017
b) Q1, FY 2017
c) Q1, FY 2017
d) Q1, FY 2017
e) Q1, FY 2017
a) Q4, FY 2017
b) Q4, FY 2017
c) Q4, FY 2017
d) Q4, FY 2017
e) Q4, FY 2017
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A
COMPEHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 2: Implement Wastewater Operating and Capital Improvement Program
29
Milestones Year 2: 2018 Milestones Years 3 – 5: 2019-2021
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 to analyze results of condition assessment and
service level to identify potential modifications to the
CMOM requirements of the Consent Decree.
d) Revise capital program and operations to address future
nutrient requirements and plant operating strategies.
e) Choose ammonia and nutrient strategies to implement with
existing equipment and budget anticipated costs.
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 to analyze results of condition assessment and
service level and identify potential modifications to the
CMOM requirements of the Consent Decree.
d) Plan to implement selected ammonia and nutrient removal
strategies with existing plant equipment.
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A
COMPEHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 3: Implement Asset Management Program
30
Milestones Year 1: 2017 Initiation Timeframe Completion Timeframe
a) Complete Phase 2 critical infrastructure asset management plan
within plants and pump stations.
b) Initiate Phase 3 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) Q1, FY 2017
b) Q2, FY 2017
c) Q1, FY 2017
a) Q1, FY 2017
b) Q4, FY 2017
c) Q4, FY 2017
Milestones Year 2: 2018 Milestones Years 3 – 5: 2019 – 2021
a) Continue Phase 3 critical infrastructure asset management
plant 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) Complete Phase 3 critical infrastructure asset management
plan within plants and pump stations.
b) Continue implementation of remaining asset management
plans for other asset classes identified.
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A
COMPEHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 4: Implement Comprehensive Facility Maintenance Management Plan
31
Milestones Year 1: 2017 Initiation Timeframe Completion Timeframe
a) Define scope of the centralized responsibility model for the creation
and management of facility maintenance plans and schedules for all
locations.
b) Evaluate results from (a) and make recommendation concerning its
potential implementation, if action is found to be needed.
c) Begin preparation for implementation of recommended platform for
District facility information.
a) Q1, FY 2017
b) Q2, FY 2017
c) Q4, FY 2017
a) Q1, FY 2017
b) Q4, FY 2017
c) Q4, FY 2017
Milestones Year 2: 2018 Milestones Years 3 – 5: 2019 – 2021
a) Continue implementation of the recommendations of the
centralized facility maintenance plan.
b) Reassess the value and results of the plan.
a) Complete execution of recommended centralized facility
maintenance plan.
b) Reassess the value and results of the plan.
c) 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
32
Milestones Year 1: 2017 Initiation Timeframe Completion Timeframe
a) Finalize land utilization plan including procedures that identified
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.
Pursue other means for disposing of small surplus parcels.
b) Declare unimproved parcels that have potential commercial value to
a private property owner/developer as surplus and seek buyers.
a) Q1, FY 2017
b) Q1, FY 2017
a) Q2, FY 2017
b) Q4, FY 2017
Milestones Year 2: 2018 Milestones Years 3 – 5: 2019 - 2021
a) Land Utilization Plan including procedures is in place with
yearly reviews of the properties to be determined if surplus.
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A
COMPEHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 6: Enhance Reliability of Information Technology Infrastructure
33
Milestones Year 1: 2017 Initiation Timeframe Completion Timeframe
a) Implement Information Technology (IT) infrastructure sustainability
plan that includes data center colocation services.
a) Q1, FY 2017
a) Q2, FY 2017
Milestones Year 2: 2018 Milestones Years 3 – 5: 2019 – 2021
a) Assess results of IT infrastructure sustainability plan.
b) Evaluate and make recommendations for further
enhancement of the IT infrastructure sustainability plan in
order to best support the District’s Business Continuity
needs.
a) Implement enhancements to the IT infrastructure plan that
ensures that the District’s Business Continuity needs are
addressed.
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON
COMPETENCY AND ACCOUNTABLILITY
Objective 1: Increase Organizational Performance through Improved Communications
34
Milestones Year 1: 2017 Initiation Timeframe Completion Timeframe
a) Assess and refine Let’s Talk Pilot Program as needed to facilitate
effective, two-way communications at all levels.
b) Implement multi-department group recommendations on use of
digital tools to facilitate internal communication, considering IT
capacity and security issues. (i.e. instant messaging (IM), phone
dialing, and voicemail dictation using Outlook, employee photos
added to Outlook profile, Facebook, YouTube, Twitter, etc.)
a) Q1, FY 2017
b) Q1, FY 2017
a) Q4, FY 2017
b) Q4, FY 2017
Milestones Year 2: 2018 Milestones Years 3 – 5: 2019 – 2021
a) Perform District-wide assessment of progress with regard to
communication effectiveness of Let’s Talk initiatives.
b) Evaluate effectiveness of digital tools to facilitate internal
communication.
a) We anticipate this objective to have new Milestones and
ideas for Years 2019-2021 and beyond.
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON
COMPETENCY AND ACCOUNTABILITY.
Objective 2: Improve Organizational Effectiveness through Leadership Development
35
Milestones Year 1: 2017 Initiation Timeframe Completion Timeframe
a) Implement training entitled, “Effective Communication in
Leadership” for Managers and Supervisors.
b) Develop and implement leadership training classes for employees
interested in future leadership opportunities.
c) Develop leadership parameters for involvement of Senior Leadership
Team with future leaders.
a) Q1, FY 2017
b) Q1, FY 2017
c) Q1 FY 2017
a) Q4, FY 2017
b) Q4, FY 2017
c) Q4 FY 2017
Milestones Year 2: 2018 Milestones Years 3 – 5: 2019 - 2021
a) Assess and modify as needed the “Effective
Communication Leadership” training program.
b) Assess and modify leadership training classes.
c) Assess and modify leadership parameters for Senior
Leadership Team involvement with future leaders.
a) We anticipate this objective to have new Milestones and
ideas for Years 2019-2021 and beyond.
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
36
Milestones Year 1: 2017 Initiation Timeframe Completion Timeframe
a) Integrate SBOP and District Policies into applicable training
programs and performance review documents.
b) Assess and adjust the post-orientation electronic survey which
monitors the program’s effectiveness with new/promoted
employees. Use survey results to enhance employee orientation.
a) Q1, FY 2017
b) Q1, FY 2017
a) Q2, FY 2017
b) Q4, FY 2017
Milestones Year 2: 2018 Milestones Years 3 – 5: 2019 – 2021
a) Continue to integrate SBOP and District Policies into
applicable training programs and performance review
documents.
b) Refine the orientation survey as necessary.
a) We anticipate this objective to have new Milestones and
ideas for Years 2019-2021 and beyond.