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Metropolitan St. Louis Sewer District
Strategic Business and Operating Plan
Fiscal Years 2018-2022
Final 01/10/2017 Page 2
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.
Final 01/10/2017 Page 3
Strategic Business and Operating Plan
The Fiscal Year (FY) 2018 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 2018 goals may appear similar to the original set of goals, the underlying refinements and changes in these goals are
significant. The FY 2018 SBOP is easily understood, the goals and resulting strategies are actionable, and the impact of the
strategies is measurable. Additionally, the FY 2018 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 2018 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.
Final 01/10/2017 Page 4
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.
Final 01/10/2017 Page 5
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 2018 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 2018 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:
Final 01/10/2017 Page 6
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
Final 01/10/2017 Page 7
Milestones Year 1: 2018 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) 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, with a focus on stormwater funding and
Project Clear activities.
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) Continue outreach and education to obtain feedback on possible
enhancements to stormwater services and method of revenue
collection.
g) Plan for and implement activities for the Stormwater Rate
Commission process.
a) Q1, FY 2018
b) Q1, FY 2018
c) Q1, FY 2018
d) Q1, FY 2018
e) Q1, FY 2018
f) Q1, FY 2018
g) Q1, FY 2018
a) Q4, FY 2018
b) Q4, FY 2018
c) Q4, FY 2018
d) Q4, FY 2018
e) Q4, FY 2018
f) Q4, FY 2018
g) Q4, FY 2018
STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 1: Execute Community Outreach Programs
Final 01/10/2017 Page 8
Milestones Year 2: 2019 Milestones Years 3 - 5: 2020 – 2022
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, convene commission, and vote on any Plan
Amendment changes.
g) Plan for and implement activities for the Wastewater 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) Review and revise public communication and outreach
program goals and staffing.
d) Implement activities for the Wastewater Rate Commission
Process.
e) Maintain communication and relationships with
stakeholders following the stormwater, wastewater, and
plan amendment ballot outcomes.
STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 2: Execute Outreach Programs for Elected Representatives and Other Municipal Officials
Final 01/10/2017 Page 9
Milestones Year 1: 2018 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 2018
b) Q1, FY 2018
c) Q1, FY 2018
d) Q2, FY 2018
e) Q3, FY 2018
f) Q1, FY 2018
a) Q1, FY 2018
b) Q4, FY 2018
c) Q4, FY 2018
d) Q4, FY 2018
e) Q4, FY 2018
f) Q1, FY 2018
STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 2: Execute Outreach Programs for Elected Representatives and Other Municipal Officials
Final 01/10/2017 Page 10
Milestones Year 2: 2019 Milestones Years 3 - 5: 2020 - 2022
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
Final 01/10/2017 Page 11
Milestones Year 1: 2018 Initiation Timeframe Completion Timeframe
a) Continue hosting networking events and other community events
for the MWBE program to increase stakeholder relationships and
participation with the District.
b) Continue to identify and evaluate efforts 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) Continue to evaluate all investments made as part of the CBA and
make adjustments to program and funding, as appropriate.
e) Continue efforts to expand CBA participation on signatories,
owners and minority organizations.
f) Continue execution and evaluation of the SLATE First Source
Hiring Program to provide opportunities for contractors to hire low
income, unemployed and underemployed individuals for District
projects.
g) Begin the process to update the Disparity Study.
h) Evaluate the effectiveness of the On The Job Training (OJT)
programs for capital tunneling projects.
a) Q1, FY 2018
b) Q1, FY 2018
c) Q1, FY 2018
d) Q1, FY 2018
e) Q1, FY 2018
f) Q1, FY 2018
g) Q1, FY 2018
h) Q1, FY 2018
a) Q4, FY 2018
b) Q4, FY 2018
c) Q1, FY 2018
d) Q4, FY 2018
e) Q4, FY 2018
f) Q4, FY 2018
g) Q4, FY 2018
h) Q4, FY 2018
STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 3: Execute Diversity and Outreach Programs
Final 01/10/2017 Page 12
i) Evaluate the effectiveness of the MSD Contractor Tunneling
Training Program for capital tunneling projects.
Milestones Year 2: 2019
Milestones Years 3 - 5: 2020 – 2022
a) Continue hosting networking events and other community
events for the MWBE program to increase stakeholder
relationships and participation with the District.
b) Continue to identify and evaluate efforts to increase
workforce participation by women in the construction of
CIRP projects.
a) Maintain relationships and dialogue with external
stakeholders.
b) Review effectiveness of diversity utilization initiatives and
recommend appropriate adjustments.
STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 3: Execute Diversity and Outreach Programs
Final 01/10/2017 Page 13
c) Continue to monitor MSD’s Diversity Programs and report
on progress.
d) Continue to evaluate all investments made as part of the
CBA and make adjustments to program and funding, as
appropriate.
e) Continue to expand CBA participation on signatories,
owners and minority organizations.
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) Complete the update of the Disparity Study.
h) Continue to evaluate and report the effectiveness of the On
The Job Training (OJT) programs for capital tunneling
projects.
i) Continue to evaluate and report the effectiveness of the
MSD Contractor Tunneling Program for capital tunneling
projects.
c) Based on the Disparity Study findings, update the diversity
program, as necessary.
STRATEGY 2: MANAGE THE DISTRICT’S COSTS AND REVENUES TO OPTIMIZE
FINANCIAL IMPACTS
Objective 1: Increase Collection of Delinquent Revenue
Final 01/10/2017 Page 14
Milestones Year 1: 2018 Initiation Timeframe Completion Timeframe
a) Continue implementing pilot water shutoff solution to increase
collection of delinquent sewer service charges.
b) Evaluate additional water shut-off options.
c) Continue to assess and modify collection process to achieve net
average collection period for receivables to 45 days or less.
a) Q1, FY 2018
b) Q1, FY 2018
c) Q1, FY 2018
a) Q4, FY 2018
b) Q4, FY 2018
c) Q4, FY 2018
Milestones Year 2: 2019 Milestones Years 3 - 5: 2020 - 2022
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.
c) Re-evaluate the effectiveness of the Customer Assistance
Program and adjust accordingly.
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
Final 01/10/2017 Page 15
Milestones Year 1: 2018 Initiation Timeframe Completion Timeframe
a) Maintain annual operating budgets that are aligned with
Approved Rate Commissions report.
b) Assess multi-channel e-commerce strategies for billing and payment
promotion and incorporate new technologies.
c) Continue to evaluate results of occupational injury prevention
program to mitigate “at risk” behaviors, and revise accordingly.
d) Evaluate refunding opportunities to refinance debt service cost.
e) Investigate appropriate benchmarks that could be used to drive cost
savings.
f) Compile and analyze data to determine effectiveness of the
Wellness Program.
g) Implement internal audit recommendations relating to Fleet
Management process.
a) Q1, FY 2018
b) Q2, FY 2018
c) Q1, FY 2018
d) Q1, FY 2018
e) Q1, FY 2018
f) Q1, FY 2018
g) Q1, FY 2018
a) Q4, FY 2018
b) Q4, FY 2018
c) Q4, FY 2018
d) Q4, FY 2018
e) Q4, FY 2018
f) Q4, FY 2018
g) Q4, FY 2018
STRATEGY 2: MANAGE THE DISTRICT’S COSTS AND REVENUES TO OPTIMIZE
FINANCIAL IMPACTS
Objective 2: Identify and Implement Cost Savings Initiatives
Final 01/10/2017 Page 16
Milestones Year 2: 2019 Milestones Years 3 - 5: 2020 - 2022
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) 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.
STRATEGY 2: MANAGE THE DISTRICT’S COSTS AND REVENUES TO OPTIMIZE
FINANCIAL IMPACTS
Objective 3: Maximize Long-Term Financial Plans for District Needs
Final 01/10/2017 Page 17
Milestones Year 1: 2018 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) Develop stormwater rate proposal for submission to the Rate
Commission.
a) Q1, FY 2018
b) Q1, FY 2018
c) Q1, FY 2018
d) Q1, FY 2018
e) Q1, FY 2018
f) Q1, FY 2018
a) Q4, FY 2018
b) Q4, FY 2018
c) Q4, FY 2018
d) Q4, FY 2018
e) Q4, FY 2018
f) Q3, FY 2018
STRATEGY 2: MANAGE THE DISTRICT’S COSTS AND REVENUES TO OPTIMIZE
FINANCIAL IMPACTS
Objective 3: Maximize Long-Term Financial Plans for District Needs
Final 01/10/2017 Page 18
Milestones Year 2: 2019 Milestones Years 3 – 5: 2020 – 2022
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) 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) Implement Wastewater Rate Commission Proposal.
e) Refine application of predictive analytics to enhance
decision making.
f) Complete and implement stormwater rate proposal.
g) Conduct outreach to municipalities to address the status of
OMCI taxes.
STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 1: Implement Regional Development Review/Permitting Business Process Improvements
Final 01/10/2017 Page 19
Milestones Year 1: 2018 Initiation Timeframe Completion Timeframe
a) Implement software solution and complete organizational changes
required to fully benefit from the software 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) Continue implementation of paperless process utilizing tools as
supported by good business processes.
d) Develop and conduct customer survey of user community.
a) Q1, FY 2018
b) Q4, FY 2018
c) Q4, FY 2018
d) Q3, FY 2018
a) Q4, FY 2018
b) Q4, FY 2018
c) Q4, FY 2018
d) Q4, FY 2018
Milestones Year 2: 2019 Milestones Years 3 - 5: 2020 – 2022
a) Complete implementation of paperless process and conduct
post-implementation review. 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 2: Implement E-CIS (Billing and Collection) Business Process Improvements
Final 01/10/2017 Page 20
Milestones Year 1: 2018 Initiation Timeframe Completion Timeframe
a) Perform cost/benefit analysis to assess improvements gained as a
result of the System Upgrade and the implementation of the Title
Quote software solution.
a) Q1, FY 2018
a) Q4, FY 2018
Milestones Year 2: 2019 Milestones Years 3 – 5: 2020 – 2022
STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 3: Implement Fleet Management Business Process Improvements
Final 01/10/2017 Page 21
Milestones Year 1: 2018 Initiation Timeframe Completion Timeframe
a) Complete cost/benefit analysis to assess improvements gained as a
result of implementation of the software solution and fleet
management business process improvements.
a) Q2, FY 2018 a) Q4, FY 2018
Milestones Year 2: 2019 Milestones Years 3 – 5: 2020 – 2022
STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 4: Implement Information Governance Program That Meets the District’s Records & Information
Discovery, Compliance and Information Security Policies
Final 01/10/2017 Page 22
Milestones Year 1: 2018 Initiative Timeframe Completion Timeframe
a) Finalize the hiring of an Information Governance (IG) Manager.
b) Continue communication, change management, marketing, and
messaging plans for the IG Program “Physical Records Cleanup”
rollout.
c) Continue training and phased implementation of the “Physical
Records Cleanup”pursuant to the Records Retention Schedule (RRS).
a) Q1, FY 2018
b) Q1, FY 2018
c) Q1, FY 2018
a) Q4, FY 2018
b) Q4, FY 2018
c) Q4, FY 2018
Milestones Year 2: 2019 Milestones Years 3 – 5: 2020 – 2022
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.
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 5: Integrate Asset Information Across Systems (Oracle, Maximo and GIS)
Final 01/10/2017 Page 23
Milestones Year 1: 2018 Initiation Timeframe Completion Timeframe
a) Develop interfaces and reporting to maintain data synchronization
between systems (Oracle, GIS and Maximo).
b) Continue to load asset attributes and valuation information into
Oracle.
a) Q1, FY 2018
b) Q1, FY 2018
a) Q4, FY 2018
b) Q4, FY 2018
Milestones Year 2: 2019 Milestones Years 3 – 5: 2020 – 2022
a) Implement interfaces and reporting to maintain data
synchronization between systems (Oracle, GIS, and
Maximo).
b) Maintain asset attributes and valuation information in
Oracle Financials.
a) Evaluate procedures for synchronization process and adjust
accordingly.
STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 6: Implement Customer Service Business Process Improvements
Final 01/10/2017 Page 24
Milestones Year 1: 2018 Initiative Timeframe Completion Timeframe
a) Create and document a customer service strategy/plan to address
prioritized customer service improvement opportunities.
b) Identify and document technology enablers (e.g. customer service
applications) that are needed to implement prioritized customer
service improvements.
c) Assess feasibility of consolidated response for service delivery for
delinquent customers.
a) Q1, FY 2018
b) Q2, FY 2018
c) Q3, FY 2018
a) Q4, FY 2018
b) Q4, FY 2018
c) Q4, FY 2018
Milestones Year 2: 2019 Milestones Years 3 – 5: 2020 – 2022
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
Final 01/10/2017 Page 25
Milestones Year 1: 2018 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 FY 2018 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, FY 2018
b) Q1, FY 2018
c) Q1, FY 2018
d) Q1, FY 2018
e) Q1, FY 2018
a) Q4, FY 2018
b) Q4, FY 2018
c) Q4, FY 2018
d) Q4, FY 2018
e) Q4, FY 2018
Milestones Year 2: 2019 Milestones Years 3 – 5: 2020 – 2022
a) Participate in regulatory stakeholder groups, report on
results, and identify upcoming regulatory issues.
a) Participate in regulatory stakeholder groups.
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
Final 01/10/2017 Page 26
b) Begin stakeholder process for submitting a Municipal
Separate Storm Sewer System (MS4) application and
Stormwater Management Plan in FY 2021.
c) Obtain approval for the new MS4 permit in FY 2022.
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
Final 01/10/2017 Page 27
Milestones Year 1: 2018 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) Determine if an update to the Clean Water Act Section 201 Areawide
Facility Plan, regarding regionalization of wastewater treatment is
needed to implement recommendations from ammonia and nutrient
study.
a) Q3, FY 2018
b) Q1, FY 2018
c) Q3, FY 2018
a) Q4, FY 2018
b) Q4, FY 2018
c) Q4, FY 2018
Milestones Year 2: 2019 Milestones Years 3 – 5: 2020 – 2022
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) Propose variance or modification to the Clean Water Act
Section 201 Areawide Facility Plan needed to implement
recommendations from the ammonia and nutrient study.
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) Pursue variance or modifications to the Clean Water Act
Section 201 Areawide Facility Plan, if needed to implement
recommendations from the ammonia and nutrient study.
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A
COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 1: Implement Stormwater Operating and Capital Improvement Program
Final 01/10/2017 Page 28
Milestones Year 1: 2018 Initiation Timeframe Completion Timeframe
a) Implement the FY 2018 CIRP commensurate with anticipated
stormwater revenues and existing fund balances.
b) Continue implementation of stormwater O&M program
commensurate with anticipated stormwater revenues similar to the
existing CMOM program for wastewater.
a) Q1, FY 2018
b) Q1, FY 2018
a) Q4, FY 2018
b) Q4, FY 2018
Milestones Year 2: 2019 Milestones Years 3 - 5: 2020 – 2022
a) Begin development of stormwater program based on results
of Rate Commission input or election results.
a) Begin to implement stormwater program based upon
election results.
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A
COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 2: Implement Wastewater Operating and Capital Improvement Program
Final 01/10/2017 Page 29
Milestones Year 1: 2018 Initiation Timeframe Completion Timeframe
a) Implement the FY2018 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) Finalize plan to adjust 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 enhanced floodproofing measures at flood sensitive
assets to mitigate risks.
f) Update solids handling plan and adjust the capital program
accordingly.
g) Revise capital program and operations to address future nutrient
requirements and plant operating strategies.
a) Q1, FY 2018
b) Q1, FY 2018
c) Q1, FY 2018
d) Q1, FY 2018
e) Q1, FY 2018
f) Q1, FY 2018
g) Q1, FY 2018
a) Q4, FY 2018
b) Q1, FY 2018
c) Q4, FY 2018
d) Q4, FY 2018
e) Q4, FY 2018
f) Q4, FY 2018
g) Q2, FY 2018
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A
COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 2: Implement Wastewater Operating and Capital Improvement Program
Final 01/10/2017 Page 30
Milestones Year 2: 2019 Milestones Years 3 – 5: 2020-2022
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) Implement the solids handling plan.
e) Implement selected ammonia and nutrient removal
strategies with existing plant equipment.
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.
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A
COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 3: Implement Asset Management Program
Final 01/10/2017 Page 31
Milestones Year 1: 2018 Initiation Timeframe Completion Timeframe
a) Continue Phase 3 critical infrastructure asset management plan
within plants and pump stations.
a) Q1, FY 2018
a) Q4, FY 2018
Milestones Year 2: 2019 Milestones Years 3 – 5: 2020 – 2022
a) Complete Phase 3 critical infrastructure asset management
plan within plants and pump stations.
b) 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) Asset Management incorporated into CIRP process.
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
Final 01/10/2017 Page 32
Milestones Year 1: 2018 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.
a) Q1, FY 2018 a) Q4, FY 2018
Milestones Year 2: 2019 Milestones Years 3 – 5: 2020– 2022
a) Evaluate results from (a) and make recommendation
concerning its potential implementation if action is found to
be needed.
b) Begin preparation for implementation of recommended
platform for District facility information.
a) Continue implementation of the recommendations of the
centralized facility maintenance plan.
b) Reassess the value and results of the plan.
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A
COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 5: Implement a Land Utilization Plan
Final 01/10/2017 Page 33
Milestones Year 1: 2018 Initiation Timeframe Completion Timeframe
a) Take results of input from municipal and neighborhood outreach to
assess interest in ownership of surplus properties and develop plans
for property disposal that takes into account cost and risk for the
District.
b) Dispose of surplus properties per plan with the help of outside
contract assistance.
a) Q1, FY 2018
b) Q1, FY 2018
a) Q2, FY 2018
b) Q4, FY 2018
Milestones Year 2: 2019 Milestones Years 3 – 5: 2020 - 2022
a) Annually review Land Utilization Plan including newly
acquired property assets to be considered surplus.
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A
COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 6: Enhance Reliability of Information Technology Infrastructure
Final 01/10/2017 Page 34
Milestones Year 1: 2018 Initiation Timeframe Completion Timeframe
a) Assess results of data center co-location effort and determine
strategy/approach (i.e. on premise, cloud, hosting) to refresh aging or
end-of-life IT hardware, software and network assets.
a) Q1, FY 2018
a) Q4, FY 2018
Milestones Year 2: 2019 Milestones Years 3 – 5: 2020 – 2022
a) Implement Information Technology (IT) project initiatives
that will address asset refresh as part of the overall IT
infrastructure sustainability plan.
b) Enhance the IT infrastructure sustainability plan so as 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
Final 01/10/2017 Page 35
Milestones Year 1: 2018 Initiation Timeframe Completion Timeframe
a) Perform District-wide assessment of progress with regard to
communication effectiveness of Let’s Talk initiatives.
b) Continue implementation and assess effectiveness of digital tools to
facilitate internal communication.
a) Q1, FY 2018
b) Q1, FY 2018
a) Q4, FY 2018
b) Q4, FY 2018
Milestones Year 2: 2019 Milestones Years 3 – 5: 2020 – 2022
a)
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON
COMPETENCY AND ACCOUNTABILITY.
Objective 2: Improve Organizational Effectiveness through Leadership Development
Final 01/10/2017 Page 36
Milestones Year 1: 2018 Initiation Timeframe Completion Timeframe
a) Assess and modify as needed the “Effective Communication
Leadership” training program.
b) Implement leadership training classes.
c) Implement leadership parameters for Senior Leadership Team
involvement with future leaders.
a) Q1, FY 2018
b) Q1, FY 2018
c) Q1 FY 2018
a) Q4, FY 2018
b) Q4, FY 2018
c) Q4 FY 2018
Milestones Year 2: 2019 Milestones Years 3 – 5: 2020 - 2022
a) Assess and modify leadership training classes.
b) Assess and modify leadership paramenters for Senior
Leadership Team involvement with future leaders.
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
Final 01/10/2017 Page 37
Milestones Year 1: 2018 Initiation Timeframe Completion Timeframe
a) Implement SBOP and revised District Policies into applicable
training programs and performance review documents.
b) Automate and refine the orientation survey via the Learning
Management System (LMS) as necessary.
c) Implement changes to Civil Service Rules.
d) Establish a Task Force to redesign the Performance Review System.
a) Q1, FY 2018
b) Q1, FY 2018
c) Q2, FY 2018
d) Q1, FY 2018
a) Q4, FY 2018
b) Q4, FY 2018
c) Q4, FY 2018
d) Q4, FY 2018
Milestones Year 2: 2019 Milestones Years 3 – 5: 2020 – 2022
a) Implement changes to the Performance Review System. a) Assess effectiveness of changes to the Performance Review
System.