HomeMy Public PortalAboutStrategic Business and Operating Plan FY 2021-2025
Strategic Business and Operating Plan
Fiscal Years 2021-2025
METROPOLITAN ST. LOUIS SEWER DISTRICT
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METROPOLITAN ST. LOUIS SEWER DISTRICT
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 and sustainability.
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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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGIC BUSINESS AND OPERATING PLAN
The Fiscal Year (FY) 2021 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 2021 goals may
appear similar to the original set of goals, the underlying refinements and changes in these goals are significant. The FY 2021 SBOP is easily understood, the
goals and resulting strategies are actionable, and the impact of the strategies is measurable. Additionally, the FY 2021 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 2021 SBOP proposes six business-focused strategies:
Strategy 1: Inform, educate and partner to build stakeholder understanding.
Essential to our success is an active dialog with stakeholders to improve mutual understanding of the needs of the District a nd 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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METROPOLITAN ST. LOUIS SEWER DISTRICT
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 o f 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 pract ices 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 manag ement, it is
essential that we assist in the creation of regulations that will efficiently achieve desired results. 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 legislatio n 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.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
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, stormwater, and supporting assets, including data and information
technology security. This can only be achieved through investigation, planning, maintenance and capital replacement programs with co ntinual consideration
for emerging technology. A model infrastructure management program effectively integrates these processes whi le 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 accountabil ity: 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 employee’s role in the success of the overall organization.
FISCAL YEAR 2021 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 2021 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 t he 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
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 1: INFORM, EDUCATE AND PARTNER TO BUILD STAKEHOLDER UNDERSTANDING
Objective 1: EXECUTE COMMUNITY OUTREACH PROGRAMS AND ENGAGEMENT PROGRAMS
Annual Support Activities
a) Maintain relationships with stakeholders and engage additional stakeholders with message synergy to educate and inform on MSD and its goals and
initiatives
b) Review and update public communication and outreach programs goals and staffing.
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Complete stormwater listening sessions. Q1, FY 2021 Q2, FY 2021
Prepare for any Plan (Charter) Amendment recommendations and election. Q2, FY 2021 Q3, FY 2021
Develop draft employee talking point protocol for Stormwater Capital
Program.
Q1, FY 2021 Q2, FY 2021
Gather employee input for employee talking point protocol for Stormwater
Capital Program.
Q3, FY 2021 Q4, FY 2021
Develop plan to engage stakeholder groups for specific deliverables for
Stormwater Capital Program.
Q1, FY 2021 Q2, FY 2021
Get stakeholder groups feedback on engagement topics and process for
Stormwater Capital Program.
Q3, FY 2021 Q4, FY 2021
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STRATEGY 1: INFORM, EDUCATE AND PARTNER TO BUILD STAKEHOLDER UNDERSTANDING
Objective 1: EXECUTE COMMUNITY OUTREACH PROGRAMS AND ENGAGEMENT PROGRAMS
Milestones Year 2: 2022 Milestones Years 3 - 5: 2023 – 2025
Evaluate public desire for District-wide stormwater Capital program. Follow-up on results of stormwater program polling.
Develop final talking point protocol and implement. Measure results of stakeholders group engagement plan.
Implement stakeholder group engagement plan. Evaluate leveraging MSD 70th anniversary in 2024.
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STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 2: EXECUTE OUTREACH PROGRAMS FOR ELECTED REPRESENTATIVES AND OTHER MUNICIPAL OFFICIALS
Annual Support Activities
a) Develop legislative agenda for both State and Federal activities.
b) Conduct meetings with St. Louis City (Mayor’s office and Board of Aldermen) and 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 a focus on
expanding peer to peer relationships with staff counterparts.
d) Provide annual review of the Legislative Outreach Program results and assess future activities for enhancing effectiveness.
e) Conduct annual outreach and Jefferson City briefings for State of Missouri legislators.
f) Conduct annual legislative briefing for Federal legislators.
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Inform and engage officials on plans to poll the public’s desire for a District-
wide stormwater capital program.
Q3, FY 2021 Q4, FY 2021
Milestones Year 2: 2022 Milestones Years 3 - 5: 2023 – 2025
Inform and engage officials on results of public’s desire for a District-
wide stormwater capital program.
Evaluate leveraging MSD 70th anniversary in 2024.
Engage elected officials as appropriate on any new stormwater capital
funding initiative.
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STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 3: EXECUTE DIVERSITY AND ASSOCIATED OUTREACH PROGRAMS
Annual Support Activities
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.
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Continue to implement the Disparity Study results and recommendations. Q1, FY 2021
Q2, FY 2021
Continue program focused on early development of construction industry
workers.
Q1, FY 2021
Q4, FY 2021
Based on the Disparity Study findings, update the diversity program, as
necessary.
Q1, FY 2021
Q4, FY 2021
Milestones Year 2: 2022 Milestones Years 3 - 5: 2023 – 2025
Evaluate the effectiveness of the new program focused on early
development of construction industry workers.
Consider whether or not to include the impact of the utilization of other
classes of disadvantaged individuals prior to the execution of the next
Disparity Study.
Assess the Job Training Program to increase opportunities for contractors to
hire low income, unemployed and underemployed individuals for District
projects.
Evaluate the effectiveness of the Workforce Development Grant program.
Leverage 10 year anniversary of Community Benefits Agreement.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 2: MANAGE THE DISTRICT’S COSTS AND REVENUES TO OPTIMIZE FINANCIAL IMPACTS
Objective 1: INCREASE COLLECTION OF DELINQUENT REVENUE
Annual Support Activities
a) Continue to assess and modify collection process reduce net average collection period by 1 day each fiscal year.
b) Evaluate and implement changes to the Customer Assistance Program (CAP) in order to increase participation.
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Continue to implement the water shut-off program, and then
assess effectiveness.
Q1, FY 2021
Q4, FY 2021
Milestones Year 2: 2022 Milestones Years 3 - 5: 2023 - 2025
Evaluate the effectiveness of the shut-off program and adjust accordingly. Continue implementation of process improvements relating to the shut-
off program.
Calculate cost savings of shut-off program.
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STRATEGY 2: MANAGE THE DISTRICT’S COSTS AND REVENUES TO OPTIMIZE FINANCIAL IMPACTS
Objective 2: IDENTIFY AND IMPLEMENT COST SAVINGS INITIATIVES
Annual Support Activities
a) Maintain annual operating budgets that are aligned with approved Rate Commission report.
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Evaluate occupational injury trends and determine if the District’s Safety
Program needs to be modified.
Q2, FY 2021 Q3, FY 2021
Evaluate results of the Wellness Program. Q1, FY 2021 Q2, FY 2021
Evaluate P-card Program and expand vendor’s use of e-payments. Q1, FY 2021 Q4, FY 2021
Milestones Year 2: 2022 Milestones Years 3 - 5: 2023 - 2025
Evaluate integrated payables process results (i.e., e-payments). Begin process automation project(s).
Investigate the District’s ability to offer non-traditional benefits.
Assess changes needed to the Wellness Program.
Conduct an evaluation of processes that could potentially be
automated.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 2: MANAGE THE DISTRICT’S COSTS AND REVENUES TO OPTIMIZE FINANCIAL IMPACTS
Objective 3: MAXIMIZE LONG-TERM FINANCIAL PLANS FOR DISTRICT NEEDS
Annual Support Activities
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) Continue using predictive analytics to improve financial forecasting and revenue collection.
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Implement Board approved rates resulting from the Wastewater Rate
Commission Proposal into effect.
Q1, FY 2021 Q4, FY 2021
Refine application of predictive analytics to enhance decision making relative to
financial forecasting and revenue collection.
Q1, FY 2021 Q2, FY 2021
Determine budget adjustments needed if OMCI taxes are reenacted and develop
revenue sharing program with municipalities.
Q1, FY 2021 Q4, FY 2021
Begin Inflow and Infiltration (I/I) Allocation Study. Q1, FY 2021 Q4, FY 2021
Begin City Water Attribute Assumption Study. Q1, FY 2021 Q4, FY 2021
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Milestones Year 2: 2022 Milestones Years 3 - 5: 2023 - 2025
Continue to refine application of predictive analytics to enhance decision
making relative to financial forecasting and revenue collection.
Start Wastewater Rate Commission process.
Evaluate the need for a Stormwater Capital Program. If applicable, start Stormwater Capital Rate Commission process.
Complete I/I Allocation Study.
Complete City Water Attribute Assumption Study.
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STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 1: IMPLEMENT INFORMATION GOVERNANCE PROGRAM THAT MEETS THE DISTRICT’S RECORDS & INFORMATION DISCOVERY, COMPLIANCE AND INFORMATION
SECURITY POLICIES
Annual Support Activities
a) Continue communication and change management, marketing and messaging campaigns for the IG Program.
b) Review and update policies and procedures related to business processes.
c) Continue implementation of business process and organization changes.
d) Continue to manage physical records storage and the disposition of records pursuant to the District’s Records Retention Schedule.
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Complete training and phased implementation of the “Electronic Records
Cleanup” pursuant to the Record Retention Schedule (RRS).
Q1, FY 2021
Q4, FY 2021
Facilitate end-user adoption of the Enterprise Content Management (ECM)
software solution, including file sharing with business partners .
Q1, FY 2021 Q4, FY 2021
Conduct a District-wide “Privacy Impact Assessment” for Personal Identifiable
Information held in IT Systems.
Q1, FY 2021 Q4, FY 2021
Milestones Year 2: 2022 Milestones Years 3 - 5: 2023 - 2025
Assess enterprise compliance in the use of ECM relative to retention
requirements.
Develop plan to address any issues resulting from the Privacy Impact
Assessment.
Re-assess and evaluate IG Program milestones and objectives based upon
regulatory requirements.
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STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 2: INTEGRATE ASSET INFORMATION ACROSS SYSTEMS (ORACLE, MAXIMO AND GIS))
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Design and implement system interfaces between Oracle projects, GIS and Oracle
Asset book to improve asset capitalization accuracy (currently manually updated)
and improve asset reconciliation for new projects and improvements.
Q1, FY 2021 Q2, FY 2021
Assess impact of business process changes resulting from automation of asset
capitalization and determine plan to address financial impact (if any).
Q3, FY 2021
Q4, FY 2021
Define requirements and strategy for managing non-linear inventory. Q3, FY 2021 Q4, FY 2021
Milestones Year 2: 2022 Milestones Years 3 - 5: 2023 - 2025
Determine strategy to reconcile assets (historical) between GIS and
Oracle and implement in conjunction with Oracle EBS upgrade (Objective
4).
Execute strategy to reconcile assets (historical) between GIS and Oracle
and implement in conjunction with Oracle EBS upgrade (Objective 4).
Deploy a Master Asset data store for operational and financial system
usage. This milestone will occur and be aligned with master data strategy
(Objective 5 of Strategy 5).
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STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 3: IMPLEMENT UPDATED LABORATORY INFORMATION MANAGEMENT SYSTEM (LIMS)
Annual Support Activities
a) Leverage new features and functions of LIMS replacement system to gain efficiencies in lab operations.
b) Review Laboratory business processes and look for additional ways to enhance productivity and quality
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Complete implementation and training for the LIMS replacement system. Q1, FY 2021
Q2, FY 2021
Provide post go live support and change management for LIMS replacement
system.
Q1, FY 2021 Q2, FY 2021
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STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 4: ORACLE EBS UPGRADE
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Assess core business processes focusing on areas where leveraging new or un -
utilized functionality of EBS 12.2 would improve and optimize. Process review
scope includes: HR, Financials, Treasury, Capital Projects and Purchasing.
Q1, FY 2021
Q2, FY 2021
Develop RFP for professional services to implement EBS v12.2 with requirements
(may include ISupplier, Position Control, Applicant Tracking, Expense Reporting)
to support process changes identified in milestone 1.
Q3, FY 2021 Q4, FY 2021
Develop an upgrade plan and communicate to stakeholders. Q4, FY 2021
Q4, FY 2021
Milestones Year 2: 2022 Milestones Years 3 - 5: 2023 - 2025
Implement and complete EBS Upgrade and leverage new functionality to
improve business processes.
Continue to assess business processes that can be improved through EBS
functionality.
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STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 5: MOBILE TECHNOLOGY STRATEGY
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Develop District mobile technology strategy to standardize mobile hardware and
software including Mobile Device Management (MDM) for secure usage of MSD
applications on Bring Your Own Device (BYOD) and shared remote network access
devices.
Q1, FY 2021
Q2, FY 2021
Implement provision mobile technology standards and required IT infrastructure
and processes.
Q3, FY 2021 Q4, FY 2021
Develop consumer facing mobile communication strategy utilizing mobile
application and text messaging for relaying project status, working in the area
notices and for reporting issues.
Q1, FY 2021 Q3, FY 2021
Initiate RFP process for the development of systems for Consumer facing
communication using mobile technology.
Q4, FY2021 Q4, FY 2021
Investigate First Responder network (FirstNet) for use by MSD providing priority
cellular service during crisis events.
Q1, FY 2021 Q2, FY 2021
Milestones Year 2: 2022 Milestones Years 3 - 5: 2023 - 2025
Continue to provision standards and infrastructure to support Mobile
strategy.
Continue to identify and leverage mobile technology to improve district
business processes.
Continue development and implementation of systems for Consumer
facing mobile communications.
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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
Annual Support Activities
a) Advocate in regulatory stakeholder groups created to address nutrient criteria, ammonia criteria, emerging contaminants, bacteria criteria, wet
weather issues, Impaired Waters (303d) Listing & Methodology and other changes to the Missouri Department of Nat ural Resources (MDNR) effluent
regulations and water quality standards, air emission limits, and biosolids regulations.
b) Advocate in state and local environmental and economic organizations such as the Association of Missouri Cleanwater Agencies (AMCA) and the
Missouri Water Environment Association (MWEA).
c) Advocate in the Water Environment Federation (WEF), Water Research Foundation (WRF) and the National Association of Clean Water Agencies
(NACWA) on water quality issues.
d) Maintain a dialog with the Non-Governmental Organizations (NGOs) on critical environmental issues.
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Implement the stakeholder process for submitting a Municipal Separate Storm
Sewer System (MS4) application and Stormwater Management Plan.
Q1, FY 2021 Q4, FY 2021
Participate in Missouri-led stakeholder meetings on nutrient reduction strategy
and nutrient trading.
Q1, FY 2021 Q4, FY 2021
Participate in the Volkswagen Trust grant program stakeholder process, to help
replace MSD trucks with more emission friendly equipment.
Q1, FY 2021
Q4, FY 2021
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METROPOLITAN ST. LOUIS SEWER DISTRICT
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: 2022 Milestones Years 3 - 5: 2023 - 2025
Continue to implement the stakeholder process for submitting a
Municipal Separate Storm Sewer System (MS4) application and
Stormwater Management Plan.
Continue to participate in the Volkswagen Trust grant program
stakeholder process, to help replace MSD trucks with more emission
friendly equipment.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 4: PROMOTE APPROPRIATE STANDARDS THROUGH PROACTIVE REGULATORY AND LEGISLATIVE INVOLVEMENT
Objective 2: PROMOTE APPROPRIATE REGULATORY AND LEGISLATIVE INITIATIVES THAT IMPACT ALL AREAS OF
DISTRICT OPERATIONS
Annual Support Activities
a) Monitor new regulations and legislation and develop appropriate strategies that impact MSD’s operations.
b) Work with MDNR as required to develop scientifically-based Total Maximum Daily Loads (TMDLs) with reasonable implementation
plans for the St. Louis area.
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Advocate for a national peak wet weather rule that is consistent with Missouri
regulations and the 2013 8th Circuit Iowa League of Cities decision.
Q1, FY 2021
Q4, FY 2021
Support Missouri DNR’s determination that whole body contact (e.g.,
swimming) is not an attainable use of the water in the Mississippi River at St.
Louis and in the lower River Des Peres.
Q1, FY 2021 Q4, FY 2021
Advocate for reasonable, affordable, and consistent air and water permit
requirements for all of MSD’s facilities.
Q1, FY 2021 Q4, FY 2021
Milestones Year 2: 2022 Milestones Years 3 - 5: 2023 - 2025
Continue to advocate for a national peak wet weather rule that is
consistent with Missouri regulations and the 2013 8th Circuit Iowa
League of Cities decision.
Renew the Regional General Permit 44 issued the by the U.S. Army Corps of
Engineers to streamline stormwater and sanitary sewer infrastructure
maintenance and repair.
Continue to support Missouri DNR’s determination that whole body
contact (e.g., swimming) is not an attainable use of the water in the
Mississippi River at St. Louis and in the lower River des Peres.
Continue to advocate for reasonable, affordable, and consistent air
and water permit requirements for all of MSD’s facilities.
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STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 1: IMPLEMENT STORMWATER OPERATING AND CAPITAL IMPROVEMENT PROGRAM
Annual Support Activities
a) Continue to implement stormwater program commensurate with anticipated stormwater revenues.
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Implement FY 2021 stormwater CIRP program based on funds generated from
reinstated OMCI taxes to address flooding and erosion.
Q3, FY 2021
Q4, FY 2021
Review Stormwater CMOM results and consider adjustments to I/R funds and
internal staffing needs.
Q1, FY 2021
Q4, FY 2021
Milestones Year 2: 2022 Milestones Years 3 - 5: 2023 - 2025
Develop and complete follow-up survey on stormwater services and
consider adjustments based on survey results.
Evaluate overall stormwater needs. Make recommendations for funding
and CIRP to address flooding and erosion.
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STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 2: IMPLEMENT WASTEWATER OPERATING AND CAPITAL IMPROVEMENT PROGRAM
Annual Support Activities
a) Implement the CIRP commensurate with anticipated wastewater revenues.
b) Continue to monitor progress and adjust resources, schedule, delivery, method and funding as needed to ensure CMOM requirements per Consent
Decree are met and proposed changes are warranted.
c) Continue to monitor progress and rate of spending for green infrastructure projects program; adjust program as needed.
d) Evaluate post-construction flow metering for I/I program and re-assess the need for future capital projects to eliminate Constructed Sanitary Sewer
Overflows and provide Capacity Assurance. Update the CIRP based on the results.
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Transition the use of Watershed Consultants to best fit the changing CIRP design
and construction management needs.
Q1, FY 2021
Q4, FY 2021
Milestones Year 2: 2022 Milestones Years 3 - 5: 2023 - 2025
Implement modeling software upgrades to take advantage of new
technology that will increase engineering efficiencies in flow metering,
modeling, and capacity assurance analysis.
Evaluate the CSO Volume Reduction Green Infrastructure and Cityshed
Programs for program compliance and future CIRP programming.
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STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 3: IMPLEMENT ASSET MANAGEMENT PROGRAM
Annual Support Activities
a) Continue implementation of the monetized ratings process that incorporates business risk exposure into the prioritization of CIRP projects at
wastewater plants and pump stations.
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Implement asset management plan that incorporates the monetized ratings
process for the District’s linear assets.
Q1, FY 2021
Q4, FY 2021
Implement asset management plan that incorporates prioritization for the
District’s Information Technology hardware and software assets.
Q1, FY 2021
Q4, FY 2021
Milestones Year 2: 2022 Milestones Years 3 - 5: 2023 - 2025
Ensure that Asset Management is incorporated into CIRP and Operational
budget process.
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STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 4: ENHANCE RELIABILITY OF INFORMATION TECHNOLOGY INFRASTRUCTURE
Annual Support Activities
a) Strategically leverage Information Technology to sustain, protect and foster innovation of the IT Infrastructure and Enterprise Applications that
support the District’s critical business operations.
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Continue the development and implementation of the IT Disaster Recovery
Strategy which includes Critical Tier 1 business systems and associated
infrastructure that support the District’s critical operations (Maximo, EBS,GIS).
Q1, FY 2021
Q2, FY 2021
Continue to develop the Technology Security Risk Program through the
introduction of additional governance processes, policies, and an employee
security awareness program to further protect MSD
hardware/software/information assets.
Q1, FY 2021
Q3, FY 2021
Develop a Master Data Management (MDM) Program Strategy and associated
technical infrastructure to centralize, manage and govern enterprise data
(Customer, Address Parcel Owner, lateral and horizontal assets).
Q1, FY 2021
Q3, FY 2021
Milestones Year 2: 2022 Milestones Years 3 - 5: 2023 - 2025
Continue to enhance the Technology Security Risk Program. Sustain the Technology Security Risk Program.
Implement Master Data Management Program. Continue to enhance Master Data Management Program and extend
capabilities to enhancing customer digital experience.
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STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 5: IMPLEMENT SMART UTILITY TECHNOLOGIES AND DATA DRIVEN SOLUTIONS TO REDUCE CAPITAL COSTS AND INCREASE UTILITY PERFORMANCE
Annual Support Activities
a) Engage a Smart Utility Task Force to continually evaluate new technology for cost savings and operational efficiencies.
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Prepare strategic analysis and requirements document for Wet Weather
Optimization plan for Lemay Service Area.
Q1, FY 2021
Q3, FY 2021
Plan sensor/SCADA network and data viewing platform. Q1, FY 2021
Q4, FY 2021
Execute and evaluate “pilot” optimization project in the Baden Combined Sewer
Area to maximize the functionality of an existing stormwater basin in an effort to
reduce CSO volume and increase the level of service of the Baden Trunk Sewer.
Q1, FY 2021
Q2, FY 2021
Milestones Year 2: 2022 Milestones Years 3 - 5: 2023 - 2025
Develop Wet Weather Optimization Plan for Lemay Service Area. Execute SCADA system for Districtwide visibility.
Plan Wet Weather Operational Structure for Organization. Finalize CIRP based on Wet Weather Optimization Plan for Lemay Service
Area.
Develop and Implement Wet Weather Operational Structure for
Organization.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON COMPETENCY AND ACCOUNTABLILITY
Objective 1: INCREASE ORGANIZATIONAL PERFORMANCE THROUGH IMPROVED COMMUNICATIONS
Annual Support Activities
a) Conduct onboarding and orientation training for new employees.
b) Facilitate annual compliance training for employees.
Milestones Year 2: 2022 Milestones Years 3 - 5: 2023 - 2025
Complete and establish mandatory compliance training for all employees
to include impact on employee workplace injuries and retention.
Review metrics of annual compliance training for all employees to insure
goals are met.
Develop department specific onboarding training for new hires and newly
promoted employees.
Review District Safety Council impact of reducing Worker Compensation
Claims through training.
Communicate implementation plan to employees to promote
transparency and accountability.
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Work with departments to identify mandatory compliance training to be
administered during the first 90 days of employment.
Q3, FY 2021 Q4, FY 2021
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON COMPETENCY AND ACCOUNTABLILITY
Objective 2: IMPROVE ORGANIZATIONAL EFFECTIVENESS THROUGH LEADERSHIP DEVELOPMENT AND SUCCESSION MANAGEMENT
Annual Support Activities
a) Provide external and internal training opportunities to support leadership goals.
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Identify key positions that may be at risk of vacancy within the next 3-5 years
and then assess the knowledge, skills, and abilities needed to support business
continuity.
Q1, FY 2021 Q4, FY 2021
Milestones Year 2: 2022 Milestones Years 3 - 5: 2023 - 2025
Present Leadership Development and Succession Management initiative
to the Department Directors and Board for necessary approvals.
Implement the initiative within Human Resources processes and efforts
to attract, retain, develop, and sustain high quality employees.
Continuously plan, support, and measure the development progress of
existing and emerging leaders for future vacancies within the
organization.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON COMPETENCY AND ACCOUNTABLILITY
Objective 3: INCREASE INDIVIDUAL ACCOUNTABILITY AND JOB SATISFACTION THROUGH CONTINUAL PERFORMANCE
COACHING AND TRAINING
Annual Support Activities
a) Design and develop training programs to support improved performance outcomes.
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Develop a training course on Writing Effective Performance Improvement
Plans and Impact of Changed Behavior, outlining in detail any issues or
behaviors causing problems, corrective actions to take, and resources available
to offer support.
Q1, FY 2021 Q4, FY 2021
Milestones Year 2: 2022 Milestones Years 3 - 5: 2023- 2025
Implement Writing Effective Performance Improvement Plans and Impact of
Changed Behavior Training Program as a pilot course to managers and then offer
as a scheduled classroom and online course.
Follow up with managers in 30–60 days to assess the impact of
Effective Performance Improvement Plans and Impact of
Changed Behavior as a practical application tool.
Establish a fair and consistent document to help employees understand their
current challenges and long-term goals and to take an active role in supporting
them.
Equip managers with a consistent tool to administer all employee
performance improvement plans by providing guidelines
throughout the process.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON COMPETENCY AND ACCOUNTABLILITY
Objective 4: RESTRUCTURE A RECRUITMENT STRATEGY THAT PROMOTES AND RETAINS A TALENTED AND DIVERSIFIED WORKFORCE
Annual Support Activities
a) Leverage recruitment sources and various referral systems for support with MSD job openings and vacancies.
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Conduct department specific focus groups to discuss their experiences, gather
input related to current processes, and identify areas for improvement.
Q1, FY 2021 Q4, FY 2021
Re-evaluate and assess the process of recruiting and hiring to secure the right
people with the right skill sets needed for the organization’s business.
Q1, FY 2021 Q4, FY 2021
Milestones Year 2: 2022 Milestones Years 3 - 5: 2023 - 2025
Establish an internal recruitment process with diverse high-quality candidates
within the organization who can be cross-trained to fill specific position gaps.
Increase opportunities to develop more internal trainee and
apprenticeship programs in key areas that are difficult to fill from
the outside (due to competitors or other factors).
Develop different recruitment approaches and methods of hiring for specific
positions within the organization, through “On-site” application fairs, and more
focused competency criteria methods for screening specific applicants for
advanced selection of qualified applicants.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON COMPETENCY AND ACCOUNTABLILITY
Objective 5: “SHOW ME MSD” – BUSINESS PARTNERSHIP TO MEET THE NEEDS OF THE COMMUNITIES THAT SUPPORT THEM
Annual Support Activities
a) Attend job fairs at colleges and agencies to assist in obtaining qualified and diverse applicants for open positions.
b) Recruit qualified interns for open positions.
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Develop a school and business collaboration plan for a mentorship program
focused on diverse students who have an interest in STEM careers.
Q3, FY 2021 Q4, FY 2021
Milestones Year 2: 2022 Milestones Years 3 - 5: 2023 - 2025
Establish mentorship program focused on diverse students who have an interest
in STEM careers.
Recruit non-traditional students who may be interested in the
ERTC scholarship and/or other apprenticeship or internship
programs.
Establish an externship for teachers to spend time at the “District” to learn
through direct experience about skill requirements and opportunities related to
classroom subjects that will enhance their teaching abilities and relevance to
students learning.
Recruit teachers interested in an externship partnership with
“MSD” professionals to develop enhanced teaching approaches
to “real-life” occupations.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON COMPETENCY AND ACCOUNTABLILITY
Objective 6 IDENTIFY AND IMPLEMENT SAFETY AND SECURITY TRAINING TO SUPPORT TRAINING TO SUPPORT A SAFE WORK ENVIRONMENT.
Annual Support Activities
a) Provide Annual Safety and Disaster Training Employees.
b) Review Safety Communication and Training Protocols.
Milestones Year 1: 2021 Initiation Timeframe Completion Timeframe
Assess security monitoring and access issues in the field and at all facilities. Q1, FY, 2021 Q4, FY, 2021
Identify gaps in security, safety and incident response and reporting. Q1, FY, 2021 Q4, FY, 2021
Milestones Year 2: 2022 Milestones Years 3 - 5: 2023 - 2025
Develop plans to address gaps in security, safety and incident response and
reporting.
Execute plans to address any security monitoring, safety, as well as
incident response and reporting. This may include implementing
additional security measures and added security personnel.
Identify plans and systems required to properly support safe work
environment.
Measure success of implemented processes and systems required
to properly support safe work environment.