HomeMy Public PortalAboutExhibit MSD 19 - FY 2015 Operating Budget DocumentMetropolitan St. Louis Sewer District
2014-2015 Budget
BEFORE
BEFORE PROJECT CLEAR:
Downspout disappears into
the ground and connects
to the house lateral.
BEFORE
BEFORE PROJECT CLEAR:
Cracked sewer pipe lets in groundwater.AFTER
AFTER PROJECT CLEAR:
Repaired sewer pipe keeps the rain out.
AFTER
AFTER PROJECT CLEAR:
Downspout drains onto the
ground and does NOT
connect to the
house lateral.
Adopted June 12, 2014
Exhibit MSD 19
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished
Budget Presentation Award to Metropolitan St. Louis Sewer District, Missouri for its annual budget for the fiscal year
beginning July 1, 2013. In order to receive this award, a governmental unit must publish a budget document that meets
program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device.
This award is valid for a period of one year only. W e believe our current budget continues to conform to program
requirements, and we are submitting it to GFOA to determine its eligibility for another award.
Fiscal Year 2015 BUDGET
The Introduction Section contains information regarding how to use this document, a
table of contents, the District Organizational Chart, a brief history of Greater St. Louis
and the District, services provided by the District, significant demographic information
and a map of the service area.
INTRODUCTION
i
HOW TO USE THIS BUDGET DOCUMENT
The Metropolitan St. Louis Sewer District’s Annual Budget is comprised of three separate documents: The Annual Budget (this
book), the Budget Supplement (Capital Improvement and Replacement Program budget), and the Strategic Business and Operating
Plan. This budget document is designed to communicate to the public concise and readable information about District policies,
financial structure, operations and its organizational framework. It displays the District's goals, strategies and budget for the 2015
Fiscal Year (July 1, 2014 to June 30, 2015) and analyzes the District's revenues and expenditures.
The document is broken down into the following sections:
Introduction: The introductory section contains the Table of Contents which lists in detail the schedules that make up
each section of the budget document. Also included is a District Organizational Chart with a listing of appointed Board
members and key personnel followed by a brief history of Greater St. Louis and the District, services provided by the
District, and significant demographic information.
Budget Message: The Executive Director's Budget Message provides an outline of the major assumptions relating to
the annual budget, a general indication of the status of the District's finances and service levels, short and long-term
goals and other significant information.
Budget Summary: This section starts with a recap of the District’s Strategic Planning Process, Vision Statement,
Mission, Values, Goals, and Strategies. A Gantt chart that lists each department’s objectives as they relate to the
District’s overall Strategic Business and Operating Plan and performance against prior year’s objectives is also included.
Each department’s objectives coincide with MSD’s goals and strategies. As each department works toward achieving
their objectives, it will support the District in its mission to protect the public’s health, safety and water environment by
responsibly providing wastewater and stormwater management. The Budget Summary section presents the budgeted
revenues and expenditures of the District along with Budget Policies and Procedures, Budget Calendar, and Allocated
Positions.
Capital Improvement & Replacement Program Summary: This section provides an overview of the upcoming and
continued capital projects. These projects are funded from a variety of sources, including user charges, fund balance
reserves, taxes, grants, State Revolving Fund (SRF) and revenue bonds. In addition, a Multi-decade CIRP needs table
and a proposed five-year timeline is presented.
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General Fund: The General Fund section begins with an overview of the fund followed by sections for individual
departmental expenses. Each department’s section includes their mission, recent accomplishments, department
objectives, budget and staffing. Following the General Fund department expense sections, the document is broken
down into other fund groups.
Revenue Funds: All user charge revenue is recorded in either the Wastewater or Stormwater Revenue Fund. These
funds represent actual, budgeted and projected wastewater and stormwater user charge revenue with projected service
levels. A portion of the revenue is allocated to the General Fund for daily operating and maintenance costs and a portion
to the Debt Service Funds to retire outstanding revenue bonds issued for capital improvements. The balance of the
revenue is transferred to the Sanitary Replacement Fund, the Workers’ Compensation Fund, the Water Backup Fund
and the Emergency Fund.
Operations, Maintenance, and Construction Improvement (OMCI) Funds: These funds provide actual, budgeted
and projected revenues, expenditures and fund balances of the taxing subdistricts. The primary source of revenue is
generated from a voter approved subdistrict ad valorem tax levy. This revenue is restricted for stormwater and
operations and maintenance related capital improvement projects within the individual taxing subdistrict, with the
exception of the Bonfils and Meramec subdistricts, which are dedicated to wastewater projects.
Construction Funds: This section provides actual, budgeted and projected revenues, capital improvement
expenditures and fund balances including a detail listing of planned projects and costs.
Debt Service Funds: This group of funds presents actual, budgeted and projected debt service obligations for revenue
bonds issued by the District.
Special Funds: This section details actual, budgeted, and projected revenues, expenditures and fund balances of the
various special funds such as the Water Back-up Insurance Fund and the Emergency Funds.
Ordinances: The last few sections contain the text of the ordinances concerning the revenues and expenditures, taxes
and user charges covered in this document.
Glossaries: A list of the terminology and acronyms used in this document that is either technical in nature or unique to
the Metropolitan St. Louis Sewer District. Each term is given a short description that defines it within the context it is
used.
In addition to this main budget document, a Capital Improvement and Replacement Program (CIRP) Budget Supplement is available.
The CIRP Budget Supplement provides detailed descriptions and locations of the sewer projects planned for Fiscal Year 2015.
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GFOA DISTINGUISHED BUDGET AWARD
I. INTRODUCTION
A. Introduction Description .......................................................... i
B. How to Use this Budget Document .......................................... ii
C. Table of Contents ..................................................................... iv
D. MSD 2015 Organization Chart ................................................ vii
E. MSD History and Demographics ............................................. viii
F. Service Area Map..................................................................... xi
II.EXECUTIVE DIRECTOR’S BUDGET MESSAGE ............... 1
III.BUDGET SUMMARY
A. Budget Summary Description .................................................. 5
B. Budget and Financial Policies .................................................. 6
C. Strategic Business & Operating Plan (SBOP) ......................... 14
D. Budget Process ......................................................................... 22
E. Sources and Uses of Funding ................................................... 25
F. User Charges ............................................................................ 30
G. Expenditures ............................................................................ 36
H. Issued Revenue Bonds & Estimated Debt Capacity ................ 37
I. District-Wide Operating Expenses ........................................... 39
J. Allocated Positions .................................................................. 40
K. Consolidated Statement of Changes in Fund Balance .............. 41
L. Segmentation of Operating and Storm Water Budgets ............ 44
M Interfund Transfer Activity by Fund FY15-FY17 ................... 47
N. List of Funds ............................................................................ 50
O. Fund Basis vs. GAAP Basis Statement of Operations ............. 51
IV.CAPITAL IMPROVEMENT AND REPLACEMENT
PROGRAM
A. Capital Improvement and Replacement Description ............... 53
B. Summary ................................................................................. 54
C. CIRP Projects with Impact on Operating Costs ...................... 57
D. Wastewater Construction Projects ............................................ 61
E. Wastewater Engineering Projects ............................................. 65
F. Stormwater Construction Projects ............................................ 69
G. Stormwater Engineering Projects ............................................. 72
H. Continued Wastewater Projects ................................................ 74
I. Continued Stormwater Projects ............................................... 76
J. CIRP Funding Timeline ........................................................... 78
K. Multi-decade CIRP Needs ....................................................... 79
V. GENERAL FUND
A. General Fund Description ......................................................... 81
B. Revenue Trends and Changes in Fund Balance........................ 82
C. General Fund Budget by Natural Account Group ..................... 84
D. Significant Budget Changes .................................................... 85
E. General Fund Operating Expense Budget and Variance .......... 86
F. General Fund Budget and Two Year Projection ....................... 93
G. General Fund Expenditures by Organization
1.Board of Trustees………………………………………….. 97
2.Rate Commission ............................................................... 103
3.Secretary-Treasurer ............................................................ 109
4.Civil Service Commission .................................................. 119
5.Executive Director ............................................................. 125
6.General Counsel ................................................................. 135
7.Human Resources .............................................................. 145
8.Finance ............................................................................... 159
9. Information Systems .......................................................... 171
10. Engineering ........................................................................ 183
11. Operations .......................................................................... 197
METROPOLITAN ST. LOUIS SEWER DISTRICT
FISCAL YEAR 2015 BUDGET
TABLE OF CONTENTS
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iv
VI.REVENUE FUNDS
A. Revenue Funds Description ..................................................... 225
B. Changes in Fund Balance – Consolidated ................................ 226
C. Changes in Fund Balance - Individual Fund Statements
1.Wastewater Revenue Fund (3306) .................................. 228
2.Projected User Charge Revenue-Wastewater .................. 229
3.Stormwater Revenue Fund (3307) ................................... 230
4.Projected User Charge Revenue-Stormwater .................. 231
VII.CONSTRUCTION FUNDS
A. Construction Funds Description ............................................... 233
B. Changes in Fund Balance – Consolidated ................................ 234
C. Changes in Fund Balance - Individual Fund Statement
1.Caulks Creek Construction (6610) .................................. 236
2.Williams Creek Construction (6620) ............................... 237
3.Sanitary Replacement Fund (6660) ................................. 238
4. Stormwater Replacement Fund (6700) ............................ 245
VIII.OPERATION, MAINTENANCE and CONSTRUCTION
IMPROVEMENT FUNDS
A. OMCI Funds Description .........................................................247
B. Changes in Fund Balance – Consolidated ................................248
C. Changes in Fund Balance - Individual Fund Statements
1.District-wide Stormwater (5110) .....................................250
2.Stormwater Operations & Maintenance (5130) ...............251
3. Consolidated less District-wide Funds .............................252
4.Bond Place Special Taxing Sub-district (5401) ................253
5.Clayton-Central (5563) ....................................................254
6.Coldwater Creek (5564) ...................................................255
7.Creve Coeur-Frontenac (5565) ........................................257
8.Deer Creek (5566) ...........................................................259
9.Blackjack (Dellwood) (5567)...........................................261
10. Fountain Creek (5569) .....................................................262
11. Gravois Creek (5571) .......................................................263
12. Hwy 67 & Cambria Creek (5572) ....................................265
13. Loretta-Joplin (5574) .......................................................266
14. Lynn Haven (5575) ..........................................................267
15. Maline Creek (5576) ........................................................268
16. Marlborough (5577) .........................................................270
17. North Affton (5579) .........................................................271
18. North Kinloch (5580) .......................................................272
19. Sugar Creek (5583) ..........................................................273
20.University City Branch of River des Peres (5584) ..........274
21.Upper Paddock Creek (5585) ..........................................275
22. Watkins Creek (5587) ......................................................276
23. Wedgewood Creek (5588) ...............................................277
24. Wellston (5589) ...............................................................278
25. Missouri River-Bonfils (5590) .........................................279
26. Lower Meramec River Basin (5591)................................280
27. Shrewsbury Branch of River des Peres (5592) ................281
28. Seminary Branch of River des Peres (5593) ....................282
29.Black Creek (5594) ..........................................................284
D. Stormwater Operation and Maintenance Expenses in OMCI
Funds (FY15-FY17) ................................................................ 286
METROPOLITAN ST. LOUIS SEWER DISTRICT
FISCAL YEAR 2015 BUDGET
TABLE OF CONTENTS
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v
IX.DEBT SERVICE FUNDS
A. Debt Service Funds Description ............................................... 289
B. Changes in Fund Balance – Consolidated ................................ 290
C. Changes in Fund Balance – Individual Fund Statement
1.Mississippi River Principal and Interest (2205) ............... 292
2.Wastewater Revenue Bond Service Fund (2804) ............. 293
3.Wastewater Revenue Bond Service Fund (2808) ............. 294
4.Wastewater Revenue Bond Service Fund (2810) ............. 295
5.Wastewater Revenue Bond Service Fund (2812) ............. 296
6.Wastewater Revenue Bond Service Fund (2816) ............. 297
7.Wastewater Revenue Bond Service Fund (2817) ............. 298
8.Wastewater Revenue Bond Service Fund (2818) ............. 299
9.Wastewater Revenue Bond Service Fund (2819) ............. 300
10.Wastewater Revenue Bond Service Fund (Proposed) ...... 301
D. Wastewater Debt Service Amortization Schedule ................... 302
X. SPECIAL FUNDS
A. Special Funds Description ....................................................... 305
B. Changes in Fund Balance – Consolidated ................................ 306
C Changes in Fund Balance - Individual Fund Statements
1.Improvement Fund (4102) ............................................... 308
2.Water Backup Insurance & Reimbursement (4104) ........ 310
3.Workers’ Compensation Fund (4105) ............................. 311
4.Wastewater Emergency Fund (4122) ............................. 312
5. Stormwater Emergency Fund (4123)............................... 314
XI. ORDINANCES
XI.ORDINANCES
A. Budget Ordinance #13855 ........................................................317
B. Tax Ordinance #13856 .............................................................325
C. Wastewater User Charge Ordinance #13758 ............................335
D. Stormwater Ordinance #13466 .................................................357
XII.GLOSSARIES
A. Glossary ...................................................................................369
B. Acronym Glossary ....................................................................379
METROPOLITAN ST. LOUIS SEWER DISTRICT
FISCAL YEAR 2015 BUDGET
TABLE OF CONTENTS
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Citizens – City of St. LouisCitizens – St. Louis CountyFrancis G. SlayMayorCharlie A. DooleyCounty ExecutiveElectsAnnette MandelChairTerm Expires: 3/15/16James FaulTrusteeTerm Expires: 3/15/17Ruby BonnerTrusteeTerm Expires: 3/15/18Michael YatesVice ChairTerm Expires: 3/14/14Robert BerryTrusteeTerm Expires: 3/14/16Valerie PattonTrusteeTerm Expires: 3/14/17Board of TrusteesBrian HoelscherExecutive DirectorBudget - $1,285,215Page 125 FTE - 5Internal AuditorBudget included in Secretary-Treasurer DepartmentRate CommissionBudget - $512,200Page 103 FTE - 0Timothy R. SnokeSecretary-TreasurerBudget - $1,650,422Page 109 FTE - 7Civil Service CommissionBudget - $10,000Page 119 FTE - 0Janice M. ZimmermanDirectorFinanceBudget - $22,537,450Page 159 FTE - 68Richard UnverferthDirectorEngineeringBudget - $24,119,366Page 183 FTE - 235Susan MyersGeneral CounselBudget - $2,558,204Page 135 FTE - 7Vicki Taylor-EdwardsDirectorHuman ResourcesBudget - $12,850,462Page 145 FTE - 28Jonathon SpragueDirectorOperationsBudget - $104,001,708Page 197 FTE - 594Barbara MohnDirectorInformation SystemsBudget - $13,248,539Page 171 FTE - 43Page 97Budget - $6,100ElectsAppointsAppointsvii
St. Louis Metropolitan Area
The City of St. Louis is an independent city, meaning it is not part of a
county, founded in 1766, located on the eastern border of Missouri and
covers an area of approximately 62 square miles.
Before Europeans moved west, the St. Louis area was the center of the
Native American Mississippian culture. European exploration began in
1673; five years later the area was claimed as part of French Louisiana.
In 1764 control of the area was assumed by the Spanish as part of the
Viceroyalty of New Spain. During the American Revolution, the Battle of
St. Louis was waged by the British using Native American forces.
In 1800 St. Louis was transferred to the Republic of France. In 1803, St.
Louis was sold by France to the U.S. as part of the Louisiana Purchase.
Steamboats arrived in St. Louis in 1818, improving connections to New
Orleans and eastern markets. Missouri became a state in 1821 with St.
Louis continuing to grow due to its port connections.
In 1904 St. Louis hosted the first Olympics held outside of Europe and
the World’s Fair, Louisiana Purchase Exhibition. Today’s Forest Park ,
which contains the St. Louis Zoo, St. Louis Art Museum and Missouri
History Museum, was built as part of the Fair.
St. Louis expanded in the early 20th century with the peak population in
1950. Suburbanization from the 50’s through the 90’s reduced the City’s
population drastically. Revitalization efforts began in the 1980’s and
resulted in St. Louis receiving the World Leadership Award for urban
renewal in 2006.
Today’s City of St. Louis has a population of 319,294 according to the
2010 U.S. Census; 49.0% is African American, 42.2% is non-Hispanic,
white, 3.5% is Hispanic, 2.9% is Asian, 0.2% is Native American/Alaska
Native and 2.1% reports two or more races. The median age in the City
is 34 and the median income per household is $34,801.
St. Louis County is comprised of 92 municipalities with some
unincorporated areas, encompassing a total of 508 square miles. The
population as of 2012 was 1,000,438 with a median age of 40 years. As
of the 2010 Census data, the racial makeup of the County is 70.3% Non-
Hispanic White, 23.3% African American, 0.2% Native American, 3.5%
Asian, 0.3% Pacific Islander, 0.9% from other races, and 1.9% from two
or more races. The median household income is $57,561.
The County was organized in 1812 with the City of St. Louis voting to
become independent in 1877. At the time there were 350,000 residents
in the City and 30,000 in the County. The City residents wanted to be,
“rid of county taxes and state influence over county government.” In
1970 the population of the County was 951,353 and the City’s population
was 750,026. In the 2010 Census both the City and the County
experienced a reduction in population.
The combined City and County is known as Greater St. Louis and is the
19th largest metropolitan area in the U.S. The average annual
temperature is 57 degrees Fahrenheit with an average precipitation of
41 inches per year. The City of St. Louis is also known as the Gateway
to the West with the iconic St. Louis Arch rising 630 feet above
downtown with the city at 465 feet above sea level. St. Louis supports
three major sports teams: Cardinals baseball, Blues hockey and Rams
football.
Greater St. Louis is home to several Fortune 500 companies including
Express Scripts, Emerson Electric, Monsanto, Reinsurance Group of
America, Centene, Peabody Energy, Ameren, Graybar Electric and
Edward Jones. Employment is supported by healthcare, education, trade
and transportation, professional business services and manufacturing,
The City of St. Louis has an unemployment level of 7.0%, the level for St.
Louis County is 6.9%, with the national average level of 6.2%.
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Metropolitan St. Louis Sewer District
The Metropolitan St. Louis Sewer District was created in 1954 to provide a metropolitan -wide sewer system and drainage
facility to serve the City of St. Louis and most of the more heavily populated areas of St. Louis County. Before MSD’s
creation, the City of St. Louis, various municipalities and private sewer companies provided sewer service that primarily
included only collecting and transporting sewage from small geographic areas to nearby rivers and streams with little or no
treatment. Most of the municipalities or private sewer companies serving the area did not have the jurisdictional authority or
financial resources needed to eliminate health hazards from untreated sewage.
When the District began operations, it took over the publicly owned wastewat er and stormwater drainage facilities within its
jurisdiction and began the construction of an extensive system of collector and interceptor sewers and treatment facilities.
In 1977, voters approved the District’s annexation of a 270 square mile area of th e lower Missouri River and lower
Meramec River watersheds. The District purchased the Fee Fee Trunk Sewer Company and the Missouri Bottoms Sewer
Company in 1978. MSD has since annexed other property and acquired other investor -owned or municipally operated
systems.
The District’s service area now encompasses 525 square miles, including all 62 square miles of the City of St. Louis and
462 square miles of St. Louis County. The current population served by the District is approximately 1.3 million.
MSD is organized pursuant to Article VI, Section 30 of the Missouri State Constitution that empowers the people of St.
Louis County and the City of St. Louis “to establish a metropolitan district for functional administration of services common
to the area”. MSD is the only district established pursuant to that section of the Missouri State Constitution.
The Proposed Plan of the Metropolitan St. Louis Sewer District (the Plan), approved by the voters in 1954 and amended in
2000 and 2012, established the District. The Plan describes the District as “a body corporate, a municipal corporation and a
political subdivision of the state”. As a political subdivision of the state, MSD is comparable to a county or city, such as the
city of St. Louis or St. Louis County, onl y with powers and responsibilities limited to wastewater collection and treatment
and stormwater management.
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METROPOLITAN ST. LOUIS SEWER DISTRICT AT A GLANCE
INCORPORATION/GOVERNMENT
Established .............................. February 9, 1954
Form of government ............................................
Political subdivision of the State of Missouri
The Plan of the District was drafted by a Board of
Freeholders and approved by the voters in 1954
and amended in 2000 and 2012.
A six-member Board of Trustees -- three
appointed by the Mayor of the City of St. Louis
and three appointed by the County Executive of
St. Louis County, sets the policy governing MSD.
Board Member Term Expires
Annette Mandel, Chair (City) ............... 3/15/2016
James Faul (City) ................................ 3/15/2017
Ruby Bonner (City) .............................. 3/15/2018
Michael Yates, Vice Chair (County) .... 3/14/2014
Robert Berry, (County) ........................ 3/14/2016
Valerie Patton. (County) ...................... 4/14/2017
Board meetings are held the second Thursday of
the month and are open to the public. Various
citizen groups are formed to submit comments on
ballot propositions and key District initiatives.
The voters in the community must approve all
debt issues and tax issues.
Bond Ratings Series 2013B
Moody’s ...................................................... Aa1
S&P ............................................................ AAA
Fitch ........................................................... AA+
FY15 BUDGET
Operating Budget ......................... $204.1 million
CIRP .............................................. $284.2 million
Debt Service ................................. $ 66.7 million
Total FY14 Budget ........................ $555.0 million
MAJOR SERVICES PROVIDED BY MSD
Wastewater Treatment
Sanitary & Stormwater Maintenance
Floodwater Control
Pump Station Operation & Maintenance
Monitoring of Industrial Waste
Issuance of Pretreatment Discharge Permits
Engineering Design and Specification
Construction of Sewer Lines
Plan Reviews and Approvals
Issuance of Connection Permits
FY14 SERVICE STATISTICS
OPERATIONS
Sewer Lines ....................................... 9,563 Miles
Treatment Plants .................................... 7 Plants
Sewage Treatment:
Average flow in million gallons
per day (MGD) ............................................. 274
Treatment Capacity (MGD) ............................ 533
Annual engineering maximum plant capacity
(millions of gallons) ............................... 194,454
Amount treated annually
(millions of gallons) ................................. 99,945
Unused Capacity (millions gallons) .......... 94,509
Percentage of capacity utilized .................. 51.4%
ENGINEERING
Engineering Services:
Sewer Plans Approved ............................... 487
Sewer Construction Permits Issued ........ 3,472
Sewer Connection Permits Issued .......... 1,764
BILLING
Single Family Accounts .......................... 358,928
Multi-Family Accounts .............................. 40,951
Commercial-Industrial Accounts ............... 24,297
Total Accounts ...................................... 424,176
DEMOGRAPHICS
Land Area ................................. 525 square miles
Population ............................................ 1.3 million
No. of Households - City & County ......... 543,991
No. of Registered Voters ..................... 1,000,235
Median Age of Residents-City ................ 34.0 yrs
Median Age of Residents-County ........... 39.9 yrs
Median Household Income-City ............. $34,384
Median Household Income-County ........ $58,485
Median value of housing-City ............... $121,700
Median value of housing-County .......... $177,400
Persons below poverty level:
- St. Louis City .......................................... 27.0%
- St. Louis County ...................................... 10.5%
Unemployment St. Louis City ...................... 7.0%
Unemployment St. Louis County ................. 6.9%
Unemployment Missouri Average ............... 6.5%
Unemployment National Average ................ 6.2%
Cultural Institutions & Attractions:
-Gateway Arch
-St. Louis Art Museum
-Missouri History Museum
-St. Louis Zoo
-Science Center
-Saint Louis Symphony
-Missouri Botanical Garden
-Busch Stadium
-Six Flags over Mid-America
Major employers include: Barnes-Jewish
Hospital, Mercy Hospital, Boeing Company,
Washington University, St. Louis University,
Express Scripts and Monsanto Company.
Fortune 500 companies include: Express Scripts
Holding, Emerson, Monsanto, Reinsurance
Group, Centene, Peabody Energy, Ameren,
Graybar Electric and Jones Financial.
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Fiscal Year 2015 BUDGET
xii
BUDGET
MESSAGE
The Executive Director's Budget Message provides an outline of the major assumptions
relating to the annual budget, a general indication of the status of the District's finances
and service levels, short and long-term goals and other significant information.
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March 13, 2014 Board of Trustees Metropolitan St. Louis Sewer District 2350 Market Street St. Louis, MO 63103 Dear Trustees: The mission of the Metropolitan St. Louis Sewer District (MSD) is to protect the public’s health and safety, and the region’s water environment, by responsibly providing wastewater and stormwater management. In fulfilling our mission, we focus on delivering sound fiscal management and fostering a business-focused culture throughout the organization. As we build upon our progress over the past several years and move into fiscal year (FY) 2015, MSD will focus on several key areas of its overall operations: STRATEGIC BUSINESS AND OPERATING PLAN – MSD’s management is committed to running this utility like a business. A key aspect of this effort is MSD’s Strategic Business and Operating Plan (SBOP). The FY 2015 SBOP is a business-focused blueprint for serving our customers now and into the future. It is a plan that puts the customers and the St. Louis community first. The SBOP goals are clear: Deliver consistent, high quality customer service;Comply with all legal and regulatory requirements andschedules;Be accountable to the St. Louis communityThe SBOP is tied to the budgeting process to ensure that initiatives are properly funded. Each department prepares a base budget that covers funding for its day-to-day operations, and an incremental budget for strategic activities that are to be implemented throughout the budget year. A detailed budget review process ensures an in-depth review of all budgetary requests. If fiscal constraints require reduced funding, the costs of strategic objectives are identified so that proper decisions can be made. WASTEWATER PROJECTS – Perhaps the most important part of MSD’s mission today is the execution of the Capital Improvement and Replacement Program (CIRP). The long-term goals of the CIRP are to protect the health and safety of our St. Louis community through the renewal and improvement of MSD’s existing wastewater collection and treatment capabilities. As we continue our progress on this important program, more and more work will be done on the collection system itself. In FY 2015, MSD plans 76 new or continuing wastewater projects, located throughout MSD’s service area, totaling $210.3 million. These projects are funded primarily from the Sanitary Replacement Fund, and represent $28.6 million in continued projects and $181.7 million in new projects. STORMWATER – The Missouri Department of Natural Resources has issued a Phase II Stormwater permit to MSD, St. Louis County, and 58 county municipalities. Under the provisions of this permit, MSD is the St. Louis Coordinating Authority for our separate municipal stormwater sewer system. St. Louis County and the municipalities are co-permittees. 2
Per the Phase II Storm Water Management Plan, MSD has again committed significant resources to this important effort. Not only does this work help us meet MSD’s legal obligations as a stormwater permit holder and as the St. Louis Coordinating Authority, but it significantly reduces the overall compliance burden incurred by our co-permittees. Such an approach allows for a comprehensive and meaningful direction to our community’s Phase II Stormwater efforts. In FY 2015, MSD tentatively plans 26 stormwater projects, including continuing projects from FY 2014, totaling $6.7 million. In 2008, MSD implemented an impervious stormwater fee to provide more robust and equitable stormwater services for all MSD customers. However, MSD was sued over the validity of this fee and reverted back to the previous tax-based funding method in 2010. In November 2013, the Missouri Supreme Court ruled that this fee was, in fact, a tax and not permissible. As the funding and resulting service challenges remain, an extensive outreach effort is planned to engage the public and our various stakeholders to guide our efforts going forward on this important matter. PROJECT CLEAR – In 2007, the State of Missouri and the United States Environmental Protection Agency filed a lawsuit against MSD regarding overflows. The Missouri Coalition for the Environment later joined the lawsuit as an intervener. Throughout MSD’s service area, there are hundreds of points where a combination of rainwater and wastewater discharges into local waterways from the sewer system during moderate to heavy rainstorms. These sewer overflow points act as relief valves when too much rainwater enters the sewer system, and without them, communities could experience thousands of basement backups and/or extensive street flooding. In April 2012, the United States Federal Court approved an agreement known as a Consent Decree bringing the lawsuit to a close. The agreement calls for $4.7 billion in improvements the wastewater system over 23 years. The FY 2015 budget continues MSD’s ongoing execution of the Consent Decree. Knowing that robust and simplified communications would be critical to the success of the Consent Decree, MSD launched Project Clear. Project Clear is the name MSD has given to all Consent Decree activities and resulting communications with stakeholders. Therefore, Project Clear is MSD’s $4.7 billion, 23-year initiative to plan, design, and build system-wide improvements to address water quality and alleviate many wastewater concerns in the St. Louis region. Project Clear will focus on system-wide improvements across the St. Louis area to get the rain out, repair and maintain, and build system improvements. Projects range in scale from massive underground tunnels to carry the volume of stormwater needed in a growing region with more paved surfaces, to the disconnection of residential downspouts from the sanitary sewer line, and rainscaping improvements to manage stormwater as close as possible to where it falls. RAINSCAPING/ GREEN INFRASTRUCTURE – As part of Project Clear, $100.0 million will be allocated to implement a rainscaping (green infrastructure) program that includes a five-year pilot program meant to help understand the regulatory, logistical, financial, and educational challenges that will need to be managed as green infrastructure is utilized to address sewer overflows. The program includes an agreement between MSD and the City of St. Louis’ Land Reutilization Authority (LRA) for a $3.0 million pilot program in the combined sewer portion of MSD’s service area. Additional efforts include an early-action program for large-scale site developers and, planned for FY 2015, smaller projects with homeowners and neighborhood organizations. 3
DIVERSITY – MSD has had a well-recognized diversity program in place for several years, marked by its success in helping build minority and women owned businesses in our St. Louis community. Minority/Women Business Enterprise (MWBE) firms have had extensive participation in MSD's Capital Improvement and Replacement Program (CIRP). In FY 2013, MWBE participation in construction projects was 18.82%, MWBE participation in professional services projects was 30.33%, and MWBE participation in other capital vendor services was 18.80%. As evidenced by these numbers, MWBE participation in the CIRP has been an important part of our diversity efforts. In addition, MWBE participation in general purchasing transactions was 19.27%. These expenditures resulted in a cumulative MWBE utilization percentage of 22.04%. As MSD continues the important work we are doing to protect our environment, we will continue our efforts to ensure MSD staff and our service providers are reflective of the diverse community we serve. One example of that commitment is the signed Community Benefits Agreement (CBA), a formal agreement between MSD and community organizations that establishes a framework for addressing issues in workforce training, business development, and other areas that often act as obstacles in developing a diverse labor pool and contracting community. BUDGET SUMMARY – As the Executive Director of MSD, I affirm that rates and charges as currently implemented will generate sufficient revenues to meet all expenditures as proposed in the FY 2015 budget and will provide adequate operating liquidity as directed in MSD's Debt Management Policy. Furthermore, current rates and charges are adequate to ensure MSD’s compliance with all obligations as provided in the Master Bond Ordinance, adopted by the Trustees on April 22, 2004. The proposed FY 2015 operating budget includes $182.8 million for day-to-day operations, reflecting a $16.0 million or 10% increase over the FY 2014 budget. The total District budget for FY 2015 is $555.0 million. Proposed expenditures for the FY 2015 are summarized as follows: Operations$204.1 millionCIRP 284.2 million Debt Service 66.7 million TOTAL EXPENSE BUDGET $555.0 million Versus costs presented to and approved by the Rate Commission, the Operations budget for FY 2013 through FY 2016 is projected to be 1.09% less than originally planned; the CIRP budget FY 2013 through FY 2016 is projected to be 1.42% less than originally planned. In FY 2015, we pledge to continue to scrutinize our business practices, deliver sound fiscal management, and be fully accountable to the public for the ways in which we spend their money. We will continue to improve our customer service levels and our efforts to inform the community of our operations and needs. We will persist in addressing the health, safety, and environmental needs of our St. Louis community. In short, we will work to prepare MSD, its customers, and our community for the challenges of the future. Sincerely, Brian Hoelscher, Executive Director, P.E. 4
BUDGET SUMMARYThe Budget Summary section contains policies, processes, graphs and charts describingbudget development. This section also contains information regarding user charges,funding through the issuances of bonds and how those funds are managed.5
BUDGET & FINANCIAL POLICIES
The Metropolitan St. Louis Sewer District's budget & financial policies set forth the basic framework for the District’s overall management
of operations taking into account changing circumstances and conditions. These policies assist the decision making process of the
Board and provide guidelines for evaluating both current activities and proposals for future programs.
Balanced Budget Policy
Section 7.130 of the District’s Charter requires a balanced budget be submitted to The Board for approval.
•In no event shall the total amount of proposed expenditures for the budget year from any fund exceed the estimated
revenues to be actually received plus any unencumbered balance or less any deficit estimated for the beginning of the
budget year.
•The Annual Budget must be balanced. All funds, Department operations and services, supported by the financial
resources of the District, must function within the limits of these resources identified or available specifically to them. A
balance must be struck between revenues and expenditures so that the public can realize the benefits of a strong and
stable utility. By law, budgets cannot exceed available resources, defined as revenues generated in the current period
added to balances carried forward from prior years.
•Pursuant to the Metropolitan St. Louis Sewer District Charter, Section 7.130, not later than the fifteenth day of March in
each year, the Executive Director will submit to The Board a budget for the ensuing fiscal year, an explanatory budget
message, and a general appropriation ordinance conforming with such budget. The budget shall provide a financial plan
for the budget year for all District and subdistrict funds.
Operating Budget Policies
•Historical levels of funding and expenditures shall be included in the budget to provide comparisons. Financial
forecasting of future requirements shall be included to provide estimates of future financial and operating conditions.
•Whenever approved by The Board, the Executive Director may transfer any unencumbered appropriation balances or
portions from one classification of expenditure to another.
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BUDGET & FINANCIAL POLICIES (continued)
Operating Budget Policies (continued)
•Per Section 7.160 of the Charter, at any time during the budget year, upon recommendation of the Executive Director,
The Board may, by ordinance, make supplementary appropriations if (1) the Executive Director estimates that such
appropriations will not result in a deficit at the end of the budget, or (2) The Board shall adopt an ordinance or
ordinances consistent with the requirements in Section 7.140 providing additional revenues and the Executive Director
estimates that the amount to be actually received there from during the budget year will equal or exceed the amount of
such supplementary appropriations.
•The District will maintain a budgetary control system to ensure adherence to the budget and will prepare regular reports
comparing actual revenues and expenditures to budgeted amounts.
Basis of Budgeting
•The Metropolitan St. Louis Sewer District is legally required to prepare its annual budget utilizing the modified accrual
method of accounting. Modified accrual accounting is the process of formally recording encumbrances in the ledger as
reductions to the budgetary accounts to ensure that total actual expenditures plus related commitments do not exceed
appropriations. The funds and accounts of the District are maintained on the modified accrual method to demonstrate
compliance with finance related legal and contractual provisions. Revenues are recognized when they are obligated to
the District (for example, W astewater User Charges are recognized as revenue when bills are produced). Appropriations
lapse at year-end only to the extent of the unencumbered balances. Open encumbrances at year end are reviewed and
closed, if not associated with a specific contract, service or vendor.
Revenue Policies
•The District will seek to maintain a diversified and stable revenue system to minimize short-run fluctuations in any one
revenue source. The District will follow an aggressive policy of collecting revenues.
•The District will establish wastewater user charges and stormwater user charges, fees and tax rates at a level related to
the full cost (operating, direct, indirect and capital) of providing the service. Voter approval is required to implement tax
rate increases.
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BUDGET & FINANCIAL POLICIES (continued)
Revenue Policies (continued)
•The District will review wastewater fees and stormwater user charges, and fees annually to determine if the revenues
support the cost of the service. Rate increases to generate needed revenues are required, per Charter Section 7.040, to
be submitted to the District’s Rate Commission for review and recommendation to The Board.
•The major revenue sources of the District include Wastewater User Charges, Stormwater User Charges, Taxes,
Revenue Bonds, Grant Income, Investment Income and Connection Fees.
Investment Policies
•The District will maximize the return on all cash available for investment without sacrifice of safety or necessary liquidity.
•The Secretary-Treasurer will develop and maintain a comprehensive, well-documented investment reporting system.
This system will provide The Board with appropriate investment performance information.
Debt Policies
•The Board shall authorize and approve all debt issued for the purpose of financing portions of the District’s Capital
Improvement and Replacement Program (CIRP) as well as debt that may be issued for the purpose of refunding any
outstanding District debt.
•The District will confine long-term borrowing to finance authorized capital improvement projects or to refund, on a current
or advanced basis, outstanding debt obligations.
•The District may issue long-term debt (general obligation or revenue bonds) where it is deemed that capital improvements
should not be financed from current revenues. Long-term borrowing will not be used to finance current operations or
normal maintenance. Long-term debt will be self-supporting and structured such that the weighted average maturity of
the debt does not exceed the expected useful life of the capital project.
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BUDGET & FINANCIAL POLICIES (continued)
Debt Policies (continued)
•The District may issue (1) general obligation bonds to finance capital improvement projects that result in community-wide
benefits (2) revenue bonds to finance capital improvement projects serviced from the net revenues from a particular
enterprise, such as sewer service.
•Issuance of general obligation bonds requires 57% approval of those voting at primary and general elections and a 67%
approval at other elections. Issuance of revenue bonds requires simple majority approval of those voting.
•No general obligation bonds shall be issued in an amount, which together with existing indebtedness of the District or a
subdistrict exceeds in the aggregate 5% of the value of all taxable tangible property in the District and its subdistricts.
•Any general obligation bonds issued under the District charter shall mature over a period not exceeding 20 years from the
date contracted.
•For the purpose of refunding, extending, or unifying the whole or any part of its valid bonded indebtedness, the District
may issue refunding bonds not exceeding the principal amount of the outstanding indebtedness to be refunded and the
accrued interest to the date of such refunding bonds.
•Short-term borrowing may be utilized as authorized by District Charter, Section 3.020(13), for the temporary funding of
capital projects or for operational cash flow deficits subject to the following policies:
District may issue short-term debt when there is a defined and adequate repayment source.
Lines of Credit may be considered as an alternative to other short-term borrowing options if it is determined to be
more cost-effective.
Other short-term debt, including commercial paper notes, may be used when it provides an interest rate
advantage or as interim financing until market conditions are more favorable for long-term debt issuance.
•Per Charter Section 3.020, the District may use short-term debt to provide for the borrowing of money in anticipation of
the collection of taxes and revenues for the fiscal year. The amount of such loans shall at no time exceed 90% of the
estimated collectible taxes and revenues for the year yet uncollected.
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BUDGET & FINANCIAL POLICIES (continued)
Reserve Policies
•The operating reserve is a balance maintained in the General Fund, Construction Funds and Special Funds combined to
accommodate fluctuations in annual revenues and expenditures. The District currently maintains a minimum fund
balance of 60 days or 16.4% of the next year’s annual operating expenditures for working capital.
•The District will maintain a Stormwater Emergency Fund with a minimum balance of $250,000 and a Wastewater
Emergency Fund with a minimum balance of $500,000.
•The District will maintain a Wastewater Backup Insurance and Reimbursement Fund with a minimum balance of $1
million dollars.
•The District will maintain a Workers’ Compensation Fund with a minimum balance of $200,000 dollars.
•Funds will be reserved to comply with the terms and conditions of the debt instruments used to finance capital
improvement projects.
•Property taxes levied by the District and other revenue received for construction, operations and maintenance in
particular taxing subdistricts will be reserved for that use.
Capital Improvement and Replacement Policies
•The District shall prepare a long-term plan for wastewater infrastructure projects to relieve backup complaints and/or for
the correction of identified sanitary sewer capacity inadequacies and deficiencies and/or for the correction of bypasses
and overflows. This plan shall include stormwater projects to prevent flooding and erosion threatening homes and
property. This plan shall be used to develop a five year CIRP and make all capital improvements accordingly. This five
year plan shall be updated annually.
•The Board adopts the CIRP as a planning document, but does not appropriate the identified multi-year expenditures.
These expenditures are legally authorized during the year at the time a fixed contract is awarded.
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BUDGET & FINANCIAL POLICIES (continued)
Capital Improvement and Replacement Policies (continued)
•The District will maintain its physical assets at a level adequate to protect the District's capital investment and to minimize
future maintenance and replacement costs.
Financial and Accounting Policies
•An independent audit shall be made of all accounts of the District at least annually by a certified public accounting firm
that shall be engaged by The Board.
•Monthly financial reports will be submitted to The Board and District Staff.
•District financial information will be available through monthly financial statements, the Comprehensive Annual Financial
Report (CAFR) and Annual Budget.
•The District will produce annual financial reports in accordance with Generally Accepted Accounting Principles (GAAP)
as outlined by the Governmental Accounting Standards Board (GASB).
Basis of Accounting
The CAFR shows the status of the District’s finances on the basis of GAAP. In most cases, this conforms to the way the District
prepares its budget. Exceptions are as follows:
1.Principal payments on long-term debt within the Enterprise Funds are applied to the outstanding liability on a GAAP
basis, as opposed to being expended on a budget basis.
2.Capital Outlay within the Enterprise Funds are recorded as assets on a GAAP basis and expended on a budget basis.
3.Depreciation expense is recorded on a GAAP basis only.
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BUDGET & FINANCIAL POLICIES (continued)
Financial Structure
The District’s financial structure is organized on the basis of funds, each of which is considered a separate accounting entity with fund
specific balancing accounts that comprise its assets, liabilities, fund balances, revenues and expenditures. Governmental r esources are
allocated to and accounted for in individual funds based upon the purposes for which they are to be spent and the means by wh ich
spending activities are controlled.
Governmental funds are those through which most governmental functions are financed. The acquisition, use, and balances of the
District’s expendable financial resources and the related liabilities are accounted for through governmental funds. The measurement
focus is on the determination of changes in financial position rather than upon net income. The following fund types are used by the
District:
General Fund
The General Fund is the general operating fund of the District. It is used to account for all financial resources except those required to
be accounted for in another fund. The General Fund consists of eleven operating departments:
1.Board of Trustees
2.Rate Commission
3.Civil Service Commission
4. Secretary-Treasurer
5.Executive Director
6.General Counsel
7.Human Resources
8. Finance
9.Information Systems
10. Engineering
11. Operations
Revenue Funds
The Revenue Funds account for all wastewater and stormwater user charges billed to customers. User Charge proceeds are recorded
in the Revenue Funds and allocated to the various other funds to cover operation and maintenance costs and capital improvement
expenditures.
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BUDGET & FINANCIAL POLICIES (continued)
Financial Structure (continued)
Operation, Maintenance and Construction Improvement Funds (OMCI)
These funds account for the proceeds from tax levies in the various subdistricts. These are primarily stormwater dedicated subdistrict
assessments which fund projects, stormwater operations and maintenance specific to each subdistrict’s geographic area. There are
currently 23 subdistricts either collecting, using or holding tax revenue balances.
Construction Funds
The Construction Funds are established to receive and disburse proceeds from revenue sources and restricted for construction of
improvements to sewerage and drainage collection systems and treatment facilities. The District has two construction funds that support
the majority of the CIRP: 1) the Sanitary Replacement Fund and, 2) the Stormwater Replacement Fund. Use of these funds is
dedicated to sanitary and stormwater projects, respectively.
Debt Service Funds
The Debt Service Funds are established for bond issues sold by the District. These funds provide for the accounting of receipt and
disbursement of monies designated for payment of principal and interest and redemption of outstanding bond issues. A distinct fund is
established for each of the District’s bond issues.
Special Funds
The Special Funds are established to account for specific revenues that are legally restricted to expenditures for particular purposes.
The District’s current Special Funds consist of the following:
1.Improvement Fund – to account for the cost of any improvements and special tax bills issued for any improvement.
2.Water Backup Insurance and Reimbursement Fund – to account for customer water backup insurance claims resulting from over
charged lines or blocked mains.
3.Workers’ Compensation Fund – to be used to pay the cost of workers’ compensation claims and all related expenses.
4.Two Emergency Funds – to account for monies needed to address Wastewater and Stormwater emergencies. Such
emergencies require immediate District response. Examples are sewer repairs and replacements to immediately address severe
disruption in the operations and maintenance of the District, weather related disruption of District operations, and other
disruptions of District services caused by dramatic unforeseen events.
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FISCAL YEAR 2015 STRATEGIC BUSINESS AND OPERATING PLAN 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. 14
FISCAL YEAR 2015 STRATEGIC BUSINESS AND OPERATING PLAN The Fiscal Year (FY) 2015 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; andBe 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 FY2015 goals may appear similar to the original set of goals, the underlying refinements and changes in these goals are significant. The FY2015 SBOP is easily understood, the goals and resulting strategies are actionable, and the impact of the strategies is measureable. Additionally, the FY2015 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 FY2015 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. 15
FISCAL YEAR 2015 STRATEGIC BUSINESS AND OPERATING PLAN Strategies-continuedStrategy 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 the District’s multi-decade, multi-billion dollar Capital Improvement and Replacement Program (CIRP), which was begun in 2003. It is essential the District diligently manages 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 MSD’s business functions. This strategy focuses on our involvement in the formation of regulations and legislation that impact all areas of District operations. It is crucial that regulations and legislation be based on sound technical information and governance frameworks. The District 16
FISCAL YEAR 2015 STRATEGIC BUSINESS AND OPERATING PLAN Strategies-continuedand others in the regulated community are in the best position to provide such information. New regulations and legislation – particularly those pertaining to environmental protection - should be practical and able to be implemented in a like manner. Strategy 5: Address customer and regulatory needs through a comprehensive infrastructure management program. Maintaining customer service expectations and meeting regulatory requirements are paramount concerns within the District’s mission. However, these must be balanced against the need to cost effectively maintain the District’s wastewater and stormwater assets. This can only be achieved through investigation, planning, maintenance and capital replacement programs. A model infrastructure management program effectively integrates these processes while considering risk and required service level. 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. 17
FISCAL YEAR 2015 STRATEGIC BUSINESS AND OPERATING PLAN ObjectivesThe District has developed a set of specific objectives that support these strategies, and thus achieve the goals of the SBOP. Objectives are segmented into “Year 1”, “Year 2” and “Years 3-5” categories. Combined, these objectives make up the tactical blueprint that we will engage in during FY15 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 and each objective’s respective impact are shown on the following chart. 18
Executive General Human Information Secretary
Strategy Obj Description Engineering Director Finance Counsel Resources Systems Operations Treasurer Q1 Q2 Q3 Q4 2016 2017 2018 2019
1 Educate and Partner with Stakeholders to Build Support
1.Execute Outreach Programs L
2.Strengthen the Elected Officials Outreach Programs L
3.Achieve Vendor and Workforce Inclusion Objectives L
2 Manage the District's Costs and Revenues to Optimize
Financial Impacts
1.Increase Collection of Delinquent Revenue L
2.Identify and Implement Cost Savings Initiatives L
3.Maximize Long-Term Financing Plans for District Needs L
3 Integrate and Improve the District's Business Processes
1.Use Key Performance Indicators to Monitor and Improve L
Performance L
2.Implement Development /Review of Permitting Business
Process Improvement L
3.Implement E-CIS (Billing and Collection) Business
Process Improvement L
4.Implement Fleet Management Business Process
Improvement L
5.Implement Document Management Business Practices
that Meet the District's Retention, Retrieval and
Recovery Needs and Policies L
6.Integrate Oracle Financial, Maximo and
GIS Asset Information L
4 Promote Appropriate Standards Through Proactive Regulatory
and Legislative Involvement
1.Participate in Stakeholder Groups to Develop Sound
Technical Basis for Regulatory Issues L
2.Promote Appropriate Regulatory and Legislative Initiative
to Allow for Integrated Watershed Planning L
5 Address Customer and Regulatory Needs Through a
Comprehensive Infrastructure Management Program
1.Implement Stormwater Operating and Capital
Improvement Program L
2.Implement Wastewater Operating and Capital
Improvement Program L
3.Implement Asset Management Program L
4.
Implement Comprehensive Facility Maintenance Management
Plan L
5.Implement an Unimproved Land Utilization Plan L
6 Create a Learning- and Business-Oriented Culture Based on
Competency and Accountability
1.Increase Organizational Performance through
Improved Communication L
2.Improve Organizational Effectiveness through
Leadership Development L
3.Increase Individual Accountability and Job Satisfaction
Through Continual Performance Coaching and Training L
L Indicates Department Lead for Objective
DEPARTMENTS IMPACTED
STRATEGIC BUSINESS AND OPERATING PLAN
FISCAL YEARS 2015 - 2019 OBJECTIVES
FY15
Years of Additional
Milestones
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Accomplishments
Executive General Human Information Secretary Objectives
Strategy Obj Description Engineering Director Finance Counsel Resources Systems Operations Treasurer Completed*
1 Educate and Partner with Stakeholders to Build Support
1.Execute Outreach Programs YES
2.Strengthen the Elected Officials Outreach Programs YES
3.Achieve Vendor & Workforce Inclusion Objectives YES
2 Manage the District's Costs and Revenues to Optimize
Financial Impacts
1.Increase Collection of Delinquent Revenue YES
2.Identify and Implement Cost Savings Initiatives YES
3.Maximize Long-Term Financing Plans for District Needs YES
3 Integrate and Improve the District's Business Processes
1.Implement Business Process Improvements Based on
Analysis of Key Performance Indicators YES
2.Implement Development /Review of Permitting Business
Process Improvement NO
3.Implement Customer Information System
(Billing and Collection System) Business Process YES
4.Implement & Improve Fleet Management Business Process YES
5.Implement Document Management Business Practices that Meets the
District's Retention, Retrieval and Recovery Needs and Policies NO
6.Integrate Oracle Financial, Maximo and GIS Asset information NO
4 Promote Appropriate Standards Through Proactive Regulatory
and Legislative Involvement
1.Participate in Stakeholder Groups to Develop Sound
Technical Basis for Regulatory Issues YES
2.Promote Appropriate Regulatory and Legislative Initiative
to allow for Integrated Watershed Planning YES
5 Address Customer and Regulatory Needs Through a
Comprehensive Infrastructure Management Program
1.Implement Stormwater Operating and Capital Improvement Program YES
2.Implement Wastewater Operating and Capital Improvement Program YES
3.Implement Asset Management Program NO
6 Create a Learning- and Business-Oriented Culture Based on
Competency and Accountability
1.Increase Organizational Performance through Improved Communication YES
2.Improve Organizational Effectiveness through Leadership Development YES
3.Increase Individual Accountability and Job Satisfaction
through Continual Performance Coaching and Training YES
* as of 6/30/14-Objectives is considered completed if more than 50% of the milestones were met.
STRATEGIC BUSINESS AND OPERATING PLAN
FY14 Objectives and Accomplishments
DEPARTMENTS INVOLVED
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Category Subject FY12
Performance
FY13
Performance FY14 Goal FY14
Performance FY15 Goal
Customer
Service Overall Quality of Service 7.9 8.2 > 8 out of 10 8.3 > 8 out of 10
Emergency 4-Hour Response Rate 79.0%89.3%> 90%90.0%> 90%
Mission
Treatment Plant Compliance Rate 99.9%99.9%100.0%100.0%100.0%
Sewer Overflows-Dry Weather 15/Month 11/Month <22/Month 15/Month <22/Month
Dry Weather Bypasses 17/Month 16/Month <11/month 15/Month <11/month
Maintenance Related Backups 24/Month
287/yr*28/Month <35/Month 29/Month <35/Month
Construction Schedule Compliance 94.0%76.0%> 75%81.0%> 75%
Financial
Operating Budget Performance 3.2% under budget 4% under budget 1.5% under budget 1.1% under budget 1.5% under budget
Construction Budget Performance 96.0%84.0%>95%88.0%>95%
Organizational
Effectiveness Non-Capital Competitive Purchasing 95.7%97.2%>95%96.5%>95%
* historic low number
METROPOLITAN ST. LOUIS SEWER DISTRICT
PERFORMANCE SCORECARD
As of June 30, 2014
21
BUDGET PROCESS FY15 The District’s Strategic Business and Operating Plan (SBOP) is the key to the development of the Annual Budget. The SBOP process begins in July when all Departments are given the opportunity to reassess goals, strategies and objectives and the means for accomplishing them. The budget serves as the tool to communicate the District’s long-term plans and policies to the public, details the costs of services and programs and becomes the plan to accomplish the District’s goals and objectives during the next fiscal year. The budget process begins in early October with the projection of revenues (wastewater and stormwater user charges, investment & other income). District-wide imperatives and budgetary parameters are established by Executive Management and The Board of Trustees (“The Board”). The imperatives for this fiscal year include: IMPERATIVES FOR FY15 STRATEGIC BUSINESS PLAN STRATEGY OBJECTIVE District wastewater expenses are to be budgeted no higher than the November 2011 Rate Commission Report. 2 3 Stormwater program solely based on taxes and flat rate charge. 5 1 Execution of CIRP within the total four year parameter of the November 2011 Rate Commission Report. 2 3 Fund Information Technology long range infrastructure plan. 3 5 Meet all requirements and deadlines of the Consent Decree. 3 and 4 1 and 2 Meet requirements of Disparity Study, Community Benefits Agreement and overall Diversity Program. 1 3 Continue emphasis on employee and leadership development and cultural change. 6 2 Budget anticipated costs associated with the customer billing contract ending in May 2014. 3 3 Budget appropriate costs associated with preliminary work on a document management system for the District. 3 5 Department Directors and Managers begin budget development by providing an updated expenditure forecast for the remainder of FY14. A two step, zero-based budgeting method is used to develop the FY15 budget. This method requires written justification as to need and purpose for all expenditures. The first step is the preparation of a base budget that reflects the ongoing day-to-day operations of each Department. The second step is the preparation of an incremental budget, which reflects costs associated with initiatives outlined in the SBOP. Throughout the budget development process, departmental staff is required to evaluate programs and identify possible changes in services and staff positions. The Department Directors forward their proposed base budgets to the Director of Finance for analysis. Cost benefit business cases to support incremental budgets are submitted to the Executive Director for review. The base budgets and requests for incremental funding are then compiled and further analyzed to ensure the preliminary budget meets the District’s needs, priorities, goals and objectives without exceeding forecasted resources. Any unresolved issues are presented to the Executive Director for a final decision. The recommended budget reductions and adjustments are then incorporated. Per Charter a preliminary budget is delivered to the Board of Trustees (“The Board”) for review by March 15th. A series of budget presentations are given to The Board’s Finance Committee to allow for more in-depth review by the Trustees. 22
BUDGET PROCESS FY15-continued The Board’s recommended budget adjustments are then incorporated into a final budget document. A proposed financial plan and an Executive Summary of the budget are communicated to the general public in the form of a public hearing. The public hearing is advertised in the newspapers at least three weeks before the scheduled hearing in order to allow sufficient time for the public to review and ask questions. The Board is then required to adopt the budget, tax and rate ordinances (if applicable) consistent with the District’s Charter and state law. The District’s fiscal year begins on July 1st. Departments are accountable for budgetary control throughout the fiscal year. Expenditure patterns are examined and compared to budget plans with variances reported. Responses to significant variances are required quarterly from each Department and reviewed by the Director of Finance. Budget status is reviewed with senior staff monthly, and is reported quarterly to The Board at its monthly Finance Committee meeting. The Director of Finance reviews the District’s monthly financial statements and budget variance report ensuring the District’s actual revenue is sufficient to support budgeted expenditures. Forecasted expenses are also compared to budget. The District’s operating budget is adopted at the Department level as detailed in the District’s Budget Ordinance. Any transfers between Funds require Board approval. Budget transfers are made on an as-needed basis. Expenditures for the Capital Improvement and Replacement Program (“CIRP”) are presented on an appropriated basis as opposed to a cash flow basis. Governmental accounting procedures require an adequate budget to pay for an entire contract to be available and appropriated in the period in which a contract is entered. All outstanding CIRP encumbrances remain open until a project is completed. A budget is developed for both revenues and expenses: 1. Revenue expectations are developed from trend analysis, incorporating upcoming rate increases and significant economic and policy factors.FY15 Total Revenue: (shown in million $)Wastewater User Charges: $278.0 Stormwater User Charges: 1.2 Revenue Bonds: 166.9 Taxes: 24.0 Investment and Other Income: 24.8 Use of Fund Balances: 60.1 TOTAL DISTRICT REVENUE: $555.0 2. Operating Expenses are developed using a zero based budgeting method with written justification for all expenditures. The CIRP is developed bythe District’s Engineering Department based on the revenues forecasted for the coming year. Projects prioritized for the coming year are outlined ina supplemental report in conjunction with the Operating Budget. Debt service for the District’s existing and forecasted use of bonds is developed bythe District’s Secretary-Treasurer’s Department and incorporated into the Operating Budget.FY15 Total Expense: (shown in million $)Operating Budget: $204.1 CIRP: 284.2 Debt Service: 66.7 TOTAL DISTRICT EXPENSES: $555.0 23
7/1/14 2/28/14 3/27/14 4/16/14 5/8/14 11/15/13 12/20/13 1/30/14
MSD Calendar for Fiscal Year 2015 Budget Development
Presentation of
Proposed Budget
and CIRP to Finance
Committee
Introduce
Budget and Tax
Ordinance
Adopt Budget
and Tax
Ordinance
Begin Fiscal
Year 2015
Hold Public
Hearing on
Expense Budget,
CIRP and Taxes
Publish Notice of
Public Hearing
on Budget, CIRP,
Taxes and User
Charges
Departmental
Budget Requests
Submitted to
Budget Office
Executive
Director’s Review
of Draft
Consolidated
Budget
Distribute FY15
Budget Packets
and Provide
Training
Budget Analysis by
Director of Finance
and Budget Office
Completed
6/12/14 5/8/14
24
$s in millions
Taxes
$24.0 4.3%
User Charges
$279.2 50.3%
Capital Improvement &
Replacement Program
$284.2 51.2%
Operating
$204.1 36.8%
Sources and Uses of Funding
Debt Service
$66.7 12.0%
TOTAL FY15 BUDGET $555.0
Revenue Bonds
$166.9 30.1%
Use of Fund
Balance
$60.1 10.8%
Where does the money come from? Where does the money go?
Investment and
Other Income
$24.8 4.5%
25
FY15 SOURCES OF FUNDING USER CHARGES The District has two types of user charges, a wastewater user charge and a stormwater user charge. All user charge revenue is recorded in the associated Revenue Fund. A portion of the revenue is transferred to the General Fund to cover daily operating, maintenance and replacement costs; a portion is allocated to the Water Backup Insurance and Reimbursement Fund to provide assistance to homeowners with damages resulting from blocked main and basement backups, another portion is transferred to the Workers’ Compensation Fund to cover claim and related expenses resulting from injuries to District employees while on the job, and a portion is allocated to the Debt Service Funds to retire outstanding bonds issued for capital improvements. The remainder of the revenue is transferred to the Capital Improvement and Replacement Funds for construction projects and emergencies. A chart detailing the flow of funds is also included in the preceding pages of the Budget Summary section. Wastewater: Residential customers with metered water service will pay a billing and collection charge, a system availability charge and a volume charge based on the most recent winter quarter water usage. Unmetered customers will pay the same charges with the exception of a volume charge. Unmetered volume is based on housing attributes such as the number of rooms and plumbing fixtures. Non-residential customers will pay the same charges plus an additional compliance charge. Some non-residential customers will pay extra strength surcharges for the treatment of wastewater containing suspended solids, biochemical oxygen demand or chemical oxygen demand exceeding normal wastewater strengths. The Wastewater User Charge revenue for FY15 is estimated at $279.3 million. Stormwater: Residential and commercial customers will pay a flat per month stormwater service charge that appears on each customer’s bill. The estimated stormwater revenue for FY15 is $1.2 million. Other User Charges: Other User Charge revenue such as Late Fees, Lien Interest, Refunds and Account Adjustments are estimated to be ($1.3 million). This amount is net of a provision to recognize delinquent customer bills. TOTAL REVENUE: The District’s total FY15 User Charge revenue is estimated to be $279.2 million. 26
FY15 SOURCES OF FUNDING-continued The District also provides a Customer Assistance Program. Those customers who are eligible will receive a credit equal to 50% of their sewer service charge bill. A composite schedule of the budgeted Wastewater and Stormwater user charge revenue by customer class can be found in the pages of the Revenue Funds Section. REVENUE BONDS The District plans to issue approximately $166.9 million in bonds in FY15 to be used for capital improvement projects. Prior to a November 2000 Charter change, the District was unable to issue revenue bonds as a source of funding its Capital Improvement and Replacement Program (“CIRP”). Almost all of the District’s capital expenditures were funded from annual cash flow, known as Pay-As-You-Go (PAYGO) funding. Continuation of a PAYGO approach as the District’s sole funding option would have required significant rate increases to generate the necessary annual capital funding. PAYGO is the lowest cost funding source due to it’s avoidance of the financing and interest costs associated with long term debt. The primary negatives associated with PAYGO funding include: 1) the short-term impact on customer rates, and 2) the mismatch between the cost and benefit of the District’s capital infrastructure to the users. In the case of capital projects that have a long life expectancy, PAYGO funding causes today’s customers to pay for an asset that will be used by tomorrow’s customers for many years. Financing a portion of the capital program with bonds is an excellent way to distribute the cost of long-term assets to the future customers who will benefit from the use of the assets and lessen the impact of short-term rate increases. It is typically considered good public policy to allocate a portion of the cost of long-term assets to future users by the use of debt. At the same time, prudent fiscal policy would not allow 100% debt financing. The goal is to strike the correct balance between the distribution of the cost of long-term assets to the users that benefit from them and maintaining healthy financial ratios. AD VALOREM TAXES During FY15 all taxpayers within the District’s boundaries will be assessed a $0.02 (two cents) per $100 of assessed valuation tax levy to pay primarily for stormwater services required by State and Federal regulations. All taxpayers within the District’s original boundaries will also be assessed a $0.06 (six cents) per $100 of assessed valuation tax levy to pay for the District’s stormwater operation and maintenance costs. This tax revenue of approximately $15.2 million is recorded in the General Fund of the District. 27
FY15 SOURCES OF FUNDING-continued Property tax rates will also be assessed for twelve (12) taxing subdistricts within the District’s boundaries. All subdistrict taxes collected within these boundaries are held in the Operation, Maintenance and Construction Improvement (OMCI) fund balances and must be used primarily for stormwater capital improvements and stormwater operating expenses within the specific subdistrict boundaries in which the taxes of an estimated $8.8 million are collected. INVESTMENT INCOME & OTHER FEES Investment Income and Other Fees will fund $24.8 million of the Budget. $16.2 million in Stormwater Interfund Revenue from OMCI funds will purchase services from the General Fund. Investment Income of approximately $1.9 million, based on an investment return of 0.25% is assumed on all beginning fund balances. $683 thousand is expected to be generated from connection fees that are based on a flat rate per connection to the sanitary system. These revenue estimates are based on previous experience, current economic conditions and anticipated new home construction. Rental income is expected to generate $153 thousand. Permit, Plan Review and other engineering fees are projected to be $3.4 million. Miscellaneous Income of approximately $2.3 million is expected, comprised of $2.0 million in refunds of court costs and attorney fees and $300 thousand from multiple other sources including sale of fixed assets and scrap and reimbursement of District costs. GRANT INCOME No grant income is anticipated during the 2015 fiscal year. In the past, large Federal grants were available to help defray the cost of major clean water projects. Currently, however, the Federal government has decided to leave the funding of these projects to the local users of the system. The District will continue to aggressively pursue all possible grant opportunities. FUND BALANCES These sources of funding will result in a fund balance decrease of $60.1 million during FY15. 28
Capital
Operations Debt Improvement &TOTAL
Service Replacement
Program
Wastewater User Charges $182.5 $66.8 $28.7 $278.0
Stormwater User Charges 1.0 0.0 0.2 1.2
Revenue Bonds 0.0 13.9 153.0 166.9
Taxes 15.2 0.0 8.8 24.0
Investment Income & Other 6.1 0.2 18.5 24.8 *
Anticipated Grants 0.0 0.0 0.0 0.0
Fund Balances (0.7)(14.2)75.0 60.1
TOTAL $204.1 $66.7 $284.2 $555.0
Note: Includes $16.2 million of Interfund Revenue for Stormwater services, see page 44 for details.
Sources of Funding
Fiscal Year 2015
($s in millions)
29
Wastewater User Charges
FY15
$83,654,887
29.9%
$195,672,375
70.1%
Residential Non-Residential
24,050
5.7%
399,729
94.3%
Residential Non-Residential
This chart shows the distribution of revenue and accounts expected to be billed between
residential and non-residential accounts. The smaller class of accounts (non-residential)
contributes a proportionately greater amount of the user charge revenues.
Total Revenue $279,327,262 Total Accounts 423,779
Revenue Accounts
30
FY15 MSD FLOW OF USER CHARGE FUNDS
The use of separate funds for wastewater and stormwater revenue reflects MSD’s two separate and distinct self-supporting services: wastewater
service and stormwater service. In order to recover the cost of providing these services in a fair and equitable manner, there are two distinct
pricing methods. The wastewater service charge is based on the volume and strength of wastewater discharged into the sewer. The stormwater
service charge is a flat rate for all accounts.
Wastewater User Charges are recorded in the Wastewater Revenue Fund. Stormwater User Charges are recorded in the Stormwater Revenue
Fund. The details of the Wastewater revenue and the Stormwater revenue can be found in the revenue section of this document. From each of
these revenues funds, a portion of the funds is transferred to other function-specific funds. The Stormwater Revenue Fund is divided between
the Stormwater Emergency Fund and the District-wide Stormwater Fund. From the Wastewater Revenue Fund, the largest amount is allocated
to the General Fund for the operation and maintenance of existing facilities and transferred to the corresponding Replacement Fund for the
replacement of existing facilities. Smaller amounts are transferred to the Wastewater Emergency Fund to cover the cost of emergency work
that may occur during this fiscal year, the Water Backup Insurance & Reimbursement Fund to cover the cost of water backup insurance and
reimbursement and the Debt Service Fund to cover the cost of principal and interest on revenue bonds.
The overall budget for the General Fund, whose resources are only partially made up of the sewer service charge allocation from the revenue
fund, can be found in the General Fund section.
The proposed budget for the Sanitary Replacement Fund can be found in the Construction Funds section. The revenue derived from the
applicable user charge is listed as an Interfund Transfer in the column labeled BUDGET FY15. The pages immediately following the table
show the projects currently planned for that fund.
The proposed budget for the District-wide Stormwater Fund can be found in the OMCI section. The revenue transferred from the Stormwater
Revenue Fund is listed as an Interfund Transfer in the column labeled BUDGET FY15
The proposed budget for the Wastewater Revenue Bond Service Fund can be found in the Debt Service Funds section. The revenue transferred
from the Wastewater Revenue Fund is listed as an Interfund Transfer in the column labeled BUDGET FY15.
The proposed budget for the Water Backup Insurance and Reimbursement Fund can be found in the Special Funds section. The revenue
transferred from the Wastewater Revenue Fund is listed as an Interfund Transfer in the column labeled BUDGET FY15.
The budget for the Wastewater and Stormwater Emergency Funds can be found in the Special Funds section. The revenues transferred from
the Wastewater and Stormwater Revenue Funds are listed as Interfund Transfers in the column labeled BUDGET FY15.
Please refer to the following chart that graphically depicts the MSD flow of funds.
31
MSD Flow of User Charges FY15
Wastewater
Revenue Fund
$279,327,262
Stormwater
Revenue
Fund
$1,194,996
$250,000
Wastewater
Emergency
Fund
$3,650,000
Water Back-Up
Insurance &
Reimbursement
Fund
$28,471,700
Sanitary
Replacement
Fund
$1,470,000
Workers’
Compensation
Fund
$66,713,092
Debt Service
Fund
$178,772,470
General Fund
$250,000
Stormwater
Emergency
Fund
$944,996
Districtwide
Stormwater
Fund
32
FY15 MONTHLY USER CHARGE STRUCTURE
WASTEWATER USER CHARGE RATES (Monthly)
FY15 FY14 FY13 FY12 FY11
Unmetered:
Billing, Collection
& System Availability Charge $16.25 $14.85 $13.15 $11.85 $11.40
Per Room 1.83 1.63 1.48 1.38 1.32
Per Water Closet 6.88 6.10 5.56 5.15 4.93
Per Bath 5.73 5.08 4.64 4.30 4.11
Per Separate Shower 5.73 5.08 4.64 4.30 4.11
Metered--Residential and Non-Residential:
Billing, Collection
& System Availability Charge $16.25 $14.85 $13.15 $11.85 $11.40
Volume Charge - $/100 Cubic Ft.2.82 2.50 2.28 2.11 2.02
Metered--Non-Residential:
Compliance Charge $31.95 $30.85
Compliance Charge Tier 1 $9.00 $16.00 $23.00
Compliance Charge Tier 2 43.55 41.85 39.80
Compliance Charge Tier 3 92.75 89.15 84.75
Compliance Charge Tier 4 136.00 130.70 124.25
Compliance Charge Tier 5 179.25 172.25 163.75
Extra Strength Surcharge - $/Ton:
Suspended Solids over 300 mg/l*$244.03 $231.35 $231.35 $231.35 $222.62
BOD over 300 mg/l 620.14 620.14 620.14 620.14 596.72
COD over 600 mg/l 310.07 310.07 310.07 310.07 298.36
*mg/l: milligrams per liter
STORMWATER USER CHARGE RATES (Monthly)
Per Single Family or Commercial Account/Per Month:Source: Memphis Light, Gas and Water 2014 Utility Bill Comparisons Report
$0.24 $0.24 $0.24 $0.24 $0.24
Per Unit of Multi-unit Residential Account/Per Month:
$0.18 $0.18 $0.18 $0.18
Monthly Average for a Typical Single Family Residence
Based on 10 CCF’s
A cost of service model is used to project revenues and revenue requirements for four fiscal years, recognizing anticipated growth in number of customers and increased wastewater flows
throughout the service area. The study of revenue requirements recognizes projected operation and maintenance expense, capital improvement requirements met from revenues, principal and
interest payments on current and proposed revenue bond issues, and recommended reserve fund requirements.
Allocated costs of service are developed for each class of customer and type of service based on considerations of utility revenue needs and projected customer service requirements. User charge
rate adjustments are designed for customers in accordance with allocated costs of service and local policy and practical considerations.
Residential Wastewater User Charge
St. Louis and Other Municipalities
$67.63
$64.11
$57.08 $56.92
$47.39
$44.45
$41.69
$32.75
$30.92
$16.96
$0.00
$15.00
$30.00
$45.00
$60.00
$75.00
AustinDetroit
Jacks
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e
New Yo
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k
Louisvi
l
l
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St. Lo
u
i
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Columb
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s
Spring
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San An
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Memphi
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33
FY15 FY14 FY13 FY12 FY11
WASTEWATER USER CHARGE RATES (Annual)
Unmetered:
Billing, Collection
& System Availability Charge $195.00 $178.20 $157.80 $142.20 $136.80 Percent of
Per Room 21.96 19.56 17.76 16.56 15.84 Total User
Per Water Closet 82.56 73.20 66.72 61.80 59.16 Customer User Charge Charges*
Per Bath 68.76 60.96 55.68 51.60 49.32
Per Separate Shower 68.76 60.96 55.68 51.60 49.32 InBev Anheuser-Busch $5,294,053 2.14%
Metered--Residential and Non-Residential:Mallinckrodt 1,306,741 0.53%
Billing, Collection
& System Availability Charge $195.00 $178.20 $157.80 $142.20 $136.80 Washington University 1,259,836 0.51%
Volume Charge - $ per 100 Cubic Feet 2.82 2.50 2.28 2.11 2.02
City of St. Louis 1,233,418 0.50%
Metered--Non-Residential:
Compliance Charge $383.40 $370.20 Sigma-Aldrich 819,862 0.33%
Compliance Charge Tier 1 $108.00 $192.00 $276.00
Compliance Charge Tier 2 522.60 502.20 477.60 Saint Louis Zoo 771,623 0.31%
Compliance Charge Tier 3 1,113.00 1,069.80 1,017.00
Compliance Charge Tier 4 1,632.00 1,568.40 1,491.00 St. Louis University 744,536 0.30%
Compliance Charge Tier 5 2,151.00 2,067.00 1,965.00
The Dial Corporation 702,978 0.28%
Extra Strength Surcharge-$/Ton:
Suspended Solids over 300 mg/l*$2,928.36 $2,776.20 $2,776.20 $2,776.20 $2,671.44 Sensient Colors Inc.686,964 0.28%
BOD over 300 mg/l 7,441.68 7,441.68 7,441.68 7,441.68 7,160.64
COD over 600 mg/l 3,720.84 3,720.84 3,720.84 3,720.84 3,580.32 Trigen-Energy Corp 516,045 0.21%
* ml/g: milligrams per liter
$13,336,056 5.39%
STORMWATER SERVICE CHARGE (Annual)
*Total User Charges FY14 $247,533,800
Per Single Family/Commercial Account $2.88 $2.88 $2.88 $2.88 $2.64
Per Unit of Multi-Unit Residential Account 2.16/unit 2.16/unit 2.16/unit 2.16/unit 1.98/unit
Ten Largest Customers' User Charges
For the Year Ended June 30, 2014
MSD ANNUAL USER CHARGE STRUCTURE
34
WASTEWATER USER CHARGE
Metered Single Family $122,348,742
Unmetered Single Family 30,711,159
Metered Multi-Family 26,648,388
Unmetered Multi-Family 16,603,740
Non-Residential 76,097,620
Extra Strength Surcharges 7,557,266
Less: Customer Assistance Credits (639,653)
Subtotal WASTEWATER USER CHARGE $279,327,262 99.6%
STORMWATER USER CHARGE
Single Family $1,033,535
Multi-Family 96,015
Non-Residential 69,528
Less: Customer Assistance Credits (4,082)
Subtotal STORMWATER USER CHARGE $1,194,996 0.4%
USER CHARGE REVENUE $280,522,258 100.0%
Bad Debt Provision ($4,100,000)
Adjustments, Late Charges & Refunds 2,887,000
($1,213,000)
TOTAL USER CHARGE REVENUE $279,309,258
COMPOSITE
METROPOLITAN ST. LOUIS SEWER DISTRICT
Projected User Charge Revenue
FY15 BUDGET
35
Operating
36.8%
Debt
Service
12.0%
CIRP
51.2%
Total Expenditures FY15
Operating $204.1
Debt Service 66.7
Capital Improvement &
Replacement Program (CIRP) 284.2
TOTAL $555.0
($s in millions)
Note:
Operations includes: General Fund, Water
Backup Insurance & Reimbursement Fund and
Stormwater Operation & Maintenance of OMCI
funds.
36
Issued Revenue Bonds & Estimated Debt CapacityCalculation of Estimated Debt Capacity:January 1, 2010 Census - District population1,318,000Debt Capacity per MSD Co-Financial AdvisorsPer capita:$1,400Total Debt Capacity$1,845,200,000Revenue Bonds Issued through FY15*$1,383,000,000ESTIMATED Remaining Debt Capacity$462,200,000Percent of Debt Capacity Remaining25.1%*Note: Figure includes $1.218 billion previously authorized and issued plus $165 millionproposed to be issued in FY15. The District's current total debt limit is $1,720,000,000 asaproved by voters on June 5, 2012.75.0%25.0%Debt CapacityFiscal Year 2015$1,125,000,000$462,200,000The chart above shows that MSD could issue an additional $462.2 million of revenue bonds before reaching the debt capacity.For moreinformationon debtservice, seethe section onDebt Service Funds thatbegins on page289. In thatsection on page303, you will find a full pagereproductionof this DebtService On Existing Debt graph. The section also includes details by fund and an amortization schedule for existing debt.$0.00$100.00$200.00$300.00$400.00$500.00$600.00$700.00$800.00$900.00$1,000.00$1,100.00$1,200.00$1,300.00$1,400.00Current FY15 Proposed FY16 Projected FY17 Projected$924.13 $1,049.32 $1,208.65 $1,305.01 Debt Per Capita$1.218billion $1.383 billion$1.593 billion $1.720 billion37
The table below summarizes the District's outstanding debt.BEGINNINGBONDS / LOANS / NOTESORIGINAL AMOUNT OF ISSUANCEISSUE DATEFINAL PAYMENT DATEINTEREST RATEOUTSTANDING BALANCE 07/01/14INTEREST PAYABLEPRINCIPAL PAYABLE TOTALSenior Revenue Bonds: Series 2006C60,000,000 11/2006 5/1/2036 4.125% - 5.00%60,000,000 2,902,000$ -$ 2,902,000$ Series 2008A30,000,000 11/2008 5/1/2038 5.10% - 5.75% 30,000,000 1,632,435-1,632,435 Series 2010B85,000,000 1/2010 5/1/2039 5.86%85,000,000 4,977,600-4,977,600 Series 2011B52,250,000 12/2011 5/1/2032 3.00% - 5.00% 48,925,000 2,123,300 1,755,000 3,878,300 Series 2012A225,000,000 8/2012 5/1/2042 3.00% - 5.00% 225,000,000 10,554,225-10,554,225 Series 2012B141,730,000 11/2012 5/1/2034 1.25% - 5.00% 141,730,000 6,777,463 2,125,000 8,902,463 Series 2013B150,000,000 12/2013 5/1/2043 2.00% - 5.00% 150,000,000 7,112,175-7,112,175Subordinate Revenue Bonds: Series 2004B$161,280,000 5/20041/1/2027 2.00% - 5.25% 105,155,000 5,357,663 7,635,000 12,992,663 Series 2005A6,800,000 5/2005 7/1/20253.00% - 5.00%4,750,000 223,038 310,000 533,038 Series 2006A42,715,000 5/20067/1/2026 3.60% - 5.25% 32,085,000 1,462,525 2,170,000 3,632,525 Series 2006B14,205,000 11/2006 7/1/20274.00% - 5.00% 10,945,000 476,813 685,000 1,161,813 Series 2008B40,000,000 10/2008 1/1/20292.01% - 4.41% 31,140,000 1,667,833 1,820,000 3,487,833SRF Direct Loans: Series 2009$23,000,000 12/2009 1/1/2030 1.46%19,589,300 282,282 1,025,700 1,307,982 Series 2010A7,980,700 1/20107/1/2031 1.48%7,298,500 106,724 351,500 458,224 Series 2010C37,000,000 12/2010 1/1/2031 1.65%33,224,000 541,720 1,580,000 2,121,720 Series 2011A39,769,300 11/20111/1/2034 1.52%39,769,300 604,493 795,000 1,399,493 Series 2013A52,000,000 10/20137/1/2034 1.55%16,043,275 942,572-942,572Subtotal Bonds / Loans 1,343,730,000$ 1,040,654,375$ 47,744,861$ 20,252,200$ 67,997,061$ FY15 Projected New Debt: Senior Revenue Bond150,000,000$ 12/2014 SRF Direct Loan15,000,000 12/2014Total Bonds / Loans 1,508,730,000$ 1,040,654,375$ 47,744,861$ 20,252,200$ 67,997,061$ Notes: Energy Loan322,388 4/2004 2/1/2020 2.50% - 3.15%166,445 4,357 31,565 35,922Subtotal Notes322,388$166,445$ 4,357$ 31,565$ 35,922$ TOTAL DEBT 1,509,052,388$ 1,040,820,820$ 47,749,218$ 20,283,765$ 68,032,983$ * - These amounts do not include fees or subsidies and therefore do not agree to budget amountsNot Known At This TimeOutstanding Revenue Bonds and Estimated Debt ServiceReview and analysis of the District's debt position is necessary to provide a capital financing plan for infrastructure improvements. District needs, available resources and impacts on user charge rates drive the District's debt issuance program. Long-term projected financing is linked with economic, demographic and financial resources expected to be available to repay the debt. At elections held on February 3, 2004, August 5, 2008, and June 5, 2012, voters within the District approved the total issuance by the District of $1,720,000,000 in sewer system revenue bonds to enable the District to comply with federal and state clean water requirements. The District may use the proceeds of such revenue bonds for the purpose of constructing, repairing, replacing and equipping new and existing District wastewater facilities.FY15 DEBT SERVICE *Not Known At This Time38
$99.4
52.9%
$18.1
9.6% $16.2
8.6%
$50.4
26.9%
$3.8
2.0%
Personnel Services
Supplies
Utilities
Contractual Services
Capital Outlay
District-Wide Operating Expense
by Natural Account Group
FY15
Total Expenses $187.9
($s in millions)
Note: The Stormwater
Operations and Maintenance
expense of $16,192,860 is not
included in Total Expenses.
Personnel
Services
Supplies Utilities
Contractual
Services
Capital
Outlay
39
Budgeted INCREASE/
DEPARTMENT FY12 FY13 FY14 FY15 (DECREASE)EXPLANATION
Secretary - Treasurer 7 7 7 7 0 Position count remains the same as previous year
Executive Director 4 4 4 5 1 Added 1 position to Public Affairs for Project Clear initiative
General Counsel 7 7 7 7 0 Position count remains the same as previous year
Human Resources 27 28 28 28 0 Position count remains the same as previous year
Finance 63 62 68 68 0 Position count remains the same as previous year
Information Systems 43 43 45 43 (2)Removed 2 positions
Engineering 229 229 229 235 6 Added 6 new positions to Construction Management
Operations 576 583 588 594 6 Added 4 positions to Pump Station, 1 to Support & 1 to TP
Total Available Positions 956 963 976 987 11 Total positions added (eliminated)
ALLOCATED POSITIONS
Metropolitan St. Louis Sewer District
Fiscal Year 2015
900
925
950
975
1000
FY12 FY13 FY14 FY15
Allocated Positions History
0
100
200
300
400
500
FY15 Allocated Positions by Category
40
$(100,000)
$(50,000)
$-
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000 Wastewater User Charges
Stormwater User Charges
Revenue Bonds
Taxes
Grant Income
Interest, Fees, Misc.
Stormwater Interfund Revenue
Change in Fund Balance
CONSOLIDATED STATEMENT OF CHANGES IN FUND BALANCE
Revenue Trends
($s in thousands)
This analysis of MSD’s revenue compares actual revenues received in FY12 and FY13, forecasted for FY14, budgeted for FY15 and projected for FY16 and FY17. A
Rate Commission Report, approved by the Board of Trustees, established a four year Wastewater User Charge rate with annual increases from FY13 through FY16.
The Wastewater Rate ordinance can be found on pages 335-356 of this book, and it includes an appendix with rates for all four of these years. Revenue growth
from rate increases has been mitigated by a declining trend in billed volumes resulting in an average revenue growth rate of approximately 10% from FY13 to FY16.
Rates for FY17, were not set by the rate commission, so they are assumed to remain at FY16 levels in this book. A system of flat charges and property taxing
districts generate revenue to pay for stormwater service, and these revenues remain relatively flat from year to year.
In June 2012, the voters approved the authorization of $975 million in bonds. Through FY14, the District has issued $427 million in bonds against this
authorization. Planned issuances of $165 million, $210 million, and $127 million in years FY15, FY16, and FY17, respectively will fund the scheduled projects as
part of the multi-decade Capital Improvement and Replacement Program (CIRP).
Interest, fees, and miscellaneous includes interest on investments, connection and other fees. The stormwater inter-fund revenue category was established in
FY11 to report General Fund revenues received as a result of that fund providing stormwater operations and maintenance services to the OMCI funds.
Fund balance changes are affected greatest by the timing of bond revenues received and project expenditures funded by those bond proceeds. In FY12 through
FY14 overall fund balances increased while in FY15 through FY17 overall fund balances are expected to decline as excess bond proceeds from the prior years are
spent down.
41
Actual Actual Budget Forecast Budget Projected Projected
FY2012 FY2013 FY2014 FY2014 FY2015 FY2016 FY2017
FUND BALANCE B.O.P.144,521,951$ 180,950,064$ 303,246,108$ 321,300,102$ 398,411,484$ 338,389,269$ 306,593,198$
Revenues:
Revenue Bonds 92,243,093$ 225,000,000$ 125,000,000$ 227,912,817$ 166,905,402$ 217,091,647$ 131,849,633$
SW Interfund Revenue 13,407,285 13,410,992 15,832,420 15,768,465 16,192,860 16,516,728 16,847,060
Wastewater User Charges 219,416,210 234,641,793 259,716,175 253,539,213 277,979,262 313,643,491 313,658,491
Stormwater User Charges 1,349,371 1,338,273 1,192,490 1,303,638 1,194,996 1,194,996 1,194,996
Taxes 24,604,171 26,014,888 24,100,197 23,310,508 24,032,843 24,032,843 24,032,843
Interest on Investments 2,863,733 1,775,390 806,049 2,295,509 1,938,648 1,581,084 1,462,620
Grant Income 5,795 - - 955,600 - - -
Connection and Other Fees 2,352,747 2,283,072 1,909,000 4,192,389 4,113,000 2,863,000 2,863,000
Proceeds from Sale of Property 82,464 269,073 100,000 191,166 100,000 100,000 100,000
Rental Income 294,466 293,034 340,000 325,540 152,500 152,500 152,500
Miscellaneous 2,566,968 3,225,615 4,289,160 3,543,926 2,326,000 2,326,000 2,326,000
Total Revenues 359,186,303$ 508,252,130$ 433,285,491$ 533,338,770$ 494,935,511$ 579,502,289$ 494,487,143$
Expenditures:
Personnel Services 87,148,396$ 91,939,437$ 96,457,463$ 96,005,793$ 99,346,705$ 102,050,199$ 104,768,717$
Supplies 15,297,804 11,811,716 15,278,736 15,548,179 18,101,305 19,216,503 19,792,894
Utilities 12,612,858 14,533,558 15,256,386 15,181,563 16,191,992 16,963,202 17,853,576
Contractual Services 32,058,810 33,829,938 42,553,752 42,394,117 50,434,261 49,257,028 49,277,713
Capital Outlay 1,935,288 4,683,798 2,974,795 3,058,047 3,771,640 4,037,544 4,136,441
Stormwater O&M Expense 13,407,287 13,410,993 15,832,420 15,768,465 16,192,860 16,516,728 16,847,060
Construction and Engineering 123,201,075 177,591,365 247,647,000 212,019,645 284,168,000 318,860,500 270,041,084
Principal Payments 19,551,825 21,857,996 19,150,160 19,151,751 20,283,765 29,579,359 34,949,873
Interest Payments 21,303,778 29,586,439 37,247,885 35,507,253 44,301,433 52,507,824 59,702,914
Other (3,758,930) (31,343,149) 1,100,000 1,592,576 2,165,764 2,309,474 2,407,678
Total Expenditures 322,758,190$ 367,902,092$ 493,498,598$ 456,227,389$ 554,957,726$ 611,298,360$ 579,777,949$
Net Operating Income (Loss)36,428,113$ 140,350,038$ (60,213,107)$ 77,111,381$ (60,022,215)$ (31,796,071)$ (85,290,806)$
O & M Allocation from Other Funds 138,911,700 148,889,819 164,920,175 157,656,598 178,772,470 183,000,000 178,000,000
O & M Allocation to General Fund (138,911,700)(148,889,819)(164,920,175)(157,656,598)(178,772,470)(183,000,000)(178,000,000)
Interfund Transfers -$ -$ -$ -$ -$ -$ -$
Increase (Decrease) in Fund Bal.36,428,113$ 140,350,038$ (60,213,107)$ 77,111,381$ (60,022,215)$ (31,796,071)$ (85,290,806)$
Percentage of Change 25%78%-20%24%-15%-9%-28%
FUND BALANCE E.O.P.180,950,064$ 321,300,102$ 243,033,001$ 398,411,483$ 338,389,269$ 306,593,198$ 221,302,392$
METROPOLITAN ST. LOUIS SEWER DISTRICT
CHANGES IN TOTAL FUND BALANCE
CONSOLIDATED STATEMENT OF CHANGES IN FUND BALANCE
42
OPER. MAINT. &DEBT
GENERAL REVENUE CONST. IMPR CONSTRUCTION SERVICE SPECIAL WBU FY2015
FUND FUNDS FUNDS FUNDS FUNDS FUNDS FUND TOTAL
FUND BALANCE B.O.P.20,226,240$ -$ 60,878,566$ 240,535,937$ 60,787,654$ 11,327,732$ 4,655,355$ 398,411,484$
Revenues:
Revenue Bonds -$ -$ -$ 152,994,710$ 13,910,692$ -$ -$ 166,905,402
SW Interfund Revenue 16,192,860 - - - - - - 16,192,860
Wastewater User Charges (1,348,000) 279,327,262 - - - - - 277,979,262
Stormwater User Charges - 1,194,996 - - - - - 1,194,996
Taxes 15,255,044 - 8,777,799 - - - - 24,032,843
Interest on Investments 104,568 - 302,232 1,216,992 231,960 53,508 29,388 1,938,648
Grant Income - - - - - - - -
Connection and Other Fees 3,430,000 - - - - 683,000 - 4,113,000
Proceeds from Sale of Property 100,000 - - - - - - 100,000
Rental Income 152,500 - - - - - - 152,500
Miscellaneous 2,326,000 - - - - - - 2,326,000
Total Revenues 36,212,972$ 280,522,258$ 9,080,031$ 154,211,702$ 14,142,652$ 736,508$ 29,388$ 494,935,511$
Expenditures:
Personnel Services 98,716,705$ -$ -$ -$ -$ 630,000$ -$ 99,346,705$
Supplies 18,101,305 - - - - - - 18,101,305
Utilities 16,191,992 - - - - - - 16,191,992
Contractual Services 45,998,021 - - - - 835,992 3,600,248 50,434,261
Capital Outlay 3,771,640 - - - - - - 3,771,640
Stormwater O&M Expense - - 16,192,860 - - - - 16,192,860
Construction and Engineering 17,590,000 - 7,268,000 258,210,000 - 1,100,000 - 284,168,000
Principal Payments 31,565 - - - 20,252,200 - - 20,283,765
Interest Payments 4,357 - - - 44,297,076 - - 44,301,433
Other 2,000 - - - 2,163,764 - - 2,165,764
Total Expenditures 200,407,586$ -$ 23,460,860$ 258,210,000$ 66,713,040$ 2,565,992$ 3,600,248$ 554,957,726$
Net Operating Income (Loss)(164,194,614)$ 280,522,258$ (14,380,829)$ (103,998,298)$ (52,570,388)$ (1,829,484)$ (3,570,860)$ (60,022,215)$
O & M Allocation from Other Funds 178,772,470 - - - - - - 178,772,470
O & M Allocation to General Fund - (178,772,470) - - - - - (178,772,470)
Interfund Transfers (15,255,043)$ (101,749,788)$ 16,200,040$ 28,471,700$ 66,713,091$ 1,970,000$ 3,650,000$ -$
Increase (Decrease) in Fund Bal.(677,187)$ -$ 1,819,211$ (75,526,598)$ 14,142,703$ 140,516$ 79,140$ (60,022,215)$
Percentage of Change -3%0%3%-31%23%1%2%
FUND BALANCE E.O.P.19,549,053$ -$ 62,697,777$ 165,009,339$ 74,930,357$ 11,468,248$ 4,734,495$ 338,389,269$
METROPOLITAN ST. LOUIS SEWER DISTRICT
CHANGES IN INDIVIDUAL FUND BALANCES
CONSOLIDATED STATEMENT OF CHANGES IN FUND BALANCE
FOR FY2015 BUDGET
43
OMCI Sanitary Total OMCI Stormwater Total Total
General Debt Special (Wastewater)Construction Wastewater (Stormwater)Districtwide Maintenance Stormwater Stormwater Stormwater District
Fund Funds Funds Funds Funds Budget Funds Stormwater & Operations Emergency Replacement Budget Budget
Beginning Fund Balance 20,226 60,788$ 14,768$ 2,214$ 238,470$ 336,466$ 37,448$ 4,789$ 16,428$ 1,215$ 2,066$ 61,946$ 398,412$
Revenues:
WW User Charges (1,348)$ -$ -$ -$ -$ (1,348)$ -$ -$ -$ -$ -$ -$ (1,348)$
SW User Charges - - - - - - - - - - - - -
Taxes 15,255 - - - - 15,255 8,778 - - - - 8,778 24,033
Interfund Revenue 16,193 - - - - 16,193 - - - - - - 16,193
Bonds - 13,910 - - 152,995 166,905 - - - - - - 166,905
Other 6,113 232 758 11 1,207 8,321 203 35 53 8 10 309 8,630
Total Revenues 36,213$ 14,142$ 758$ 11$ 154,202$ 205,326$ 8,981$ 35$ 53$ 8$ 10$ 9,087$ 214,413$
Expenses:
Personnel Services 98,717$ -$ 630$ -$ -$ 99,347$ -$ -$ -$ -$ -$ -$ 99,347$
Supplies 18,101 - - - - 18,101 - - - - - - 18,101
Utilities 16,192 - - - - 16,192 - - - - - - 16,192
Contractual Services 45,998 - 4,436 - - 50,434 - - - - - - 50,434
Capital 3,772 - - - - 3,772 - - - - - - 3,772
SW Expense - - - - - - 3,045.00 6,468 6,680 - - 16,193 16,193
Construction 17,590 - 850 - 258,210 276,650 7,268 - - 250 - 7,518 284,168
Principal & Interest 36 64,549 - - - 64,585 - - - - - - 64,585
Other 2 2,164 - - - 2,166 - - - - - - 2,166
Total Expenses 200,408$ 66,713$ 5,916$ -$ 258,210$ 531,247$ 10,313$ 6,468$ 6,680$ 250$ -$ 23,711$ 554,958$
Interfund Transfer 163,517 66,713 5,370 - 28,472 264,072 0 5,980 10,220 250 - 16,450 280,522
Fund Increase/(Decrease)(678)$ 14,142$ 212$ 11$ (75,536)$ (61,849)$ (1,332)$ (453)$ 3,593$ 8$ 10$ 1,826$ (60,023)$
Ending Fund Balance 19,548$ 74,930$ 14,980$ 2,225$ 162,934$ 274,617$ 36,116$ 4,336$ 20,021$ 1,223$ 2,076$ 63,772$ 338,389$
Note: The arrows represent the use of interfund transactions between the Wastewater Budget and the Stormwater Budget for the Stormwater Program.
METROPOLITAN ST. LOUIS SEWER DISTRICT
SEGMENTATION RECONCILIATION
FOR FY15 BUDGET
($s in thousands)
Wastewater Budget Stormwater Budget
44
OMCI Sanitary Total OMCI Stormwater Total Total
General Debt Special (Wastewater)Construction Wastewater (Stormwater)Districtwide Maintenance Stormwater Stormwater Stormwater District
Fund Funds Funds Funds Funds Budget Funds Stormwater & Operations Emergency Replacement Budget Budget
Beginning Fund Balance 19,548 74,930 14,980 2,225 162,934 274,617$ 36,116 4,336 20,021 1,223 2,076 63,772$ 338,389$
Revenues:
WW User Charges (1,735)$ -$ -$ -$ -$ (1,735)$ -$ -$ -$ -$ -$ -$ (1,735)$
SW User Charges - - - - - - - - - - - - -
Taxes 15,255 - - - - 15,255 8,778 - - - - 8,778 24,033
Interfund Revenue 16,517 - - - - 16,517 - - - - - - 16,517
Bonds - 31,721 - - 185,370 217,091 - - - - - - 217,091
Other 4,856 310 759 11 763 6,699 202 33 71 8 10 324 7,023
Total Revenues 34,893$ 32,031$ 759$ 11$ 186,133$ 253,827$ 8,980$ 33$ 71$ 8$ 10$ 9,102$ 262,929$
Expenses:
Personnel Services 101,363$ -$ 687$ -$ -$ 102,050$ -$ -$ -$ -$ -$ -$ 102,050$
Supplies 19,217 - - - - 19,217 - - - - - - 19,217
Utilities 16,963 - - - - 16,963 - - - - - - 16,963
Contractual Services 44,746 - 4,511 - - 49,257 - - - - - - 49,257
Capital 4,038 - - - - 4,038 - - - - - - 4,038
SW Expense - - - - - - 3,107.00 6,597 6,813 - - 16,517 16,517
Construction 17,649 - 750 - 284,054 302,453 16,158 - - 250 - 16,408 318,861
Principal & Interest 36 82,051 - - - 82,087 - - - - - - 82,087
Other 2 2,307 - - - 2,309 - - - - - - 2,309
Total Expenses 204,014$ 84,358$ 5,948$ -$ 284,054$ 578,374$ 19,265$ 6,597$ 6,813$ 250$ -$ 32,925$ 611,299$
Interfund Transfer 169,172 84,359 5,500 - 41,093 300,124 0 5,980 10,220 250 - 16,450 316,574
Fund Increase/(Decrease)51$ 32,032$ 311$ 11$ (56,828)$ (24,423)$ (10,285)$ (584)$ 3,478$ 8$ 10$ (7,373)$ (31,796)$
Ending Fund Balance 19,599$ 106,962$ 15,291$ 2,236$ 106,106$ 250,194$ 25,831$ 3,752$ 23,499$ 1,231$ 2,086$ 56,399$ 306,593$
Note: The arrows represent the use of interfund transactions between the Wastewater Budget and the Stormwater Budget for the Stormwater Program.
METROPOLITAN ST. LOUIS SEWER DISTRICT
SEGMENTATION RECONCILIATION
FOR FY16 BUDGET
($s in thousands)
Wastewater Budget Stormwater Budget
45
OMCI Sanitary Total OMCI Stormwater Total Total
General Debt Special (Wastewater)Construction Wastewater (Stormwater)Districtwide Maintenance Stormwater Stormwater Stormwater District
Fund Funds Funds Funds Funds Budget Funds Stormwater & Operations Emergency Replacement Budget Budget
Beginning Fund Balance 19,599 106,962 15,291 2,236 106,106 250,194$ 25,831 3,752 23,499 1,231 2,086 56,399$ 306,593$
Revenues:
WW User Charges (1,720)$ -$ -$ -$ -$ (1,720)$ -$ -$ -$ -$ -$ -$ (1,720)$
SW User Charges - - - - - - - - - - - - -
Taxes 15,255 - - - - 15,255 8,778 - - - - 8,778 24,033
Interfund Revenue 16,847 - - - - 16,847 - - - - - - 16,847
Bonds - 8,438 - - 123,411 131,849 - - - - - - 131,849
Other 4,856 474 760 11 506 6,607 161 30 88 8 10 297 6,904
Total Revenues 35,238$ 8,912$ 760$ 11$ 123,917$ 168,838$ 8,939$ 30$ 88$ 8$ 10$ 9,075$ 177,913$
Expenses:
Personnel Services 104,020$ -$ 749$ -$ -$ 104,769$ -$ -$ -$ -$ -$ -$ 104,769$
Supplies 19,793 - - - - 19,793 - - - - - - 19,793
Utilities 17,854 - - - - 17,854 - - - - - - 17,854
Contractual Services 44,684 - 4,593 - - 49,277 - - - - - - 49,277
Capital 4,136 - - - - 4,136 - - - - - - 4,136
SW Expense - - - - - - 3,120.00 6,729 6,998 - - 16,847 16,847
Construction 14,020 - 250 - 252,570 266,840 2,951 - - 250 - 3,201 270,041
Principal & Interest 36 94,617 - - - 94,653 - - - - - - 94,653
Other 2 2,406 - - - 2,408 - - - - - - 2,408
Total Expenses 204,545$ 97,023$ 5,592$ -$ 252,570$ 559,730$ 6,071$ 6,729$ 6,998$ 250$ -$ 20,048$ 579,778$
Interfund Transfer 164,082 97,023 5,650 - 33,369 300,124 0 5,980 10,220 250 - 16,450 316,574
Fund Increase/(Decrease)(5,225)$ 8,912$ 818$ 11$ (95,284)$ (90,768)$ 2,868$ (719)$ 3,310$ 8$ 10$ 5,477$ (85,291)$
Ending Fund Balance 14,374$ 115,874$ 16,109$ 2,247$ 10,822$ 159,426$ 28,699$ 3,033$ 26,809$ 1,239$ 2,096$ 61,876$ 221,302$
Note: The arrows represent the use of interfund transactions between the Wastewater Budget and the Stormwater Budget for the Stormwater Program.
METROPOLITAN ST. LOUIS SEWER DISTRICT
SEGMENTATION RECONCILIATION
FOR FY17 BUDGET
($s in thousands)
Wastewater Budget Stormwater Budget
46
METROPOLITAN ST. LOUIS SEWER DISTRICTInterfund Transfer Activity by FundFor FY15($s in thousands)Fund1101 - General2804 - Wastewater P&I 2004A2808 - Wastewater P&I 2006C2810 - Wastewater P&I 2008A2812 - Wastewater P&I 2010B2816 - Wastewater P&I 2011B2817 - Wastewater P&I 2012A2818 - Wastewater P&I 2013B2819 - Wastewater P&I 2013BProposed P&I Bond 13306 - Wastewater Revenue3307 - Stormwater Revenue4104 - Water Backup4105 - Workers' Compensation4122 - Wastewater Emergency4123 - Stormwater Emergency5110 - District Wide Stormwater5130 - Stormwater O&M6660 - Sanitary ReplacementNet Transfer In / (Out)1101 - General- - - - - - - - - 178,772 - - - - - (5,035) (10,220) - 163,517 2804 - Wastewater P&I 2004A- - - - - - - - - 24,604 - - - - - - - - 24,604 2808 - Wastewater P&I 2006C- - - - - - - - - 2,904 - - - - - - - - 2,904 2810 - Wastewater P&I 2008A- - - - - - - - - 1,635 - - - - - - - - 1,635 2812 - Wastewater P&I 2010B- - - - - - - - - 3,363 - - - - - - - - 3,363 2816 - Wastewater P&I 2011B- - - - - - - - - 3,881 - - - - - - - - 3,881 2817 - Wastewater P&I 2012A- - - - - - - - - 10,557 - - - - - - - - 10,557 2818 - Wastewater P&I 2012B- - - - - - - - - 8,905 - - - - - - - - 8,905 2819 - Wastewater Principal and Interest Fund 2013B- - - - - - - - - 7,115 - - - - - - - - 7,115 Proposed P&I Bond 1- - - - - - - 3,750 - - - - - - - - 3,750 3306 - Wastewater Revenue(178,772) (24,604) (2,904) (1,635) (3,363) (3,881) (10,557) (8,905) (7,115) (3,750) - (3,650) (1,470) (250) - - - (28,472) (279,327) 3307 - Stormwater Revenue- - - - - - - - - - - - - - (250) (945) - - (1,195) 4104 - Water Backup- - - - - - - - - - 3,650 - - - - - - - 3,650 4105 - Workers' Compensation- - - - - - - - - - 1,470 - - - - - - - 1,470 4122 - Wastewater Emergency- - - - - - - - - - 250 - - - - - - - 250 4123 - Stormwater Emergency- - - - - - - - - - - 250 - - - - - - 250 5110 - District Wide Stormwater5,035 - - - - - - - - - - 945 - - - - - - 5,980 5130 - Stormwater O&M10,220 - - - - - - - - - - - - - - - - - 10,220 6660 - Sanitary Replacement- - - - - - - - - - 28,472 - - - - - - - 28,472 Net Transfer (In) or Out (163,517) (24,604) (2,904) (1,635) (3,363) (3,881) (10,557) (8,905) (7,115) (3,750) 279,327 1,195 (3,650) (1,470) (250) (250) (5,980) (10,220) (28,472) - Thistable should be read with a focus on the rows. Positive numbers represent a transfer into the fund listed in the row and out of the fund listed in the column. This page provides detail of fund transfers allowing the user of this book to better understand which fund is the source and which fund is the recipient of a fund transfer. This information is presented in a summary fashion in multiple places throughout this book.47
METROPOLITAN ST. LOUIS SEWER DISTRICT Interfund Transfer Activity by FundFor FY16($s in thousands)Fund1101 - General2804 - Wastewater P&I 2004A2808 - Wastewater P&I 2006C2810 - Wastewater P&I 2008A2812 - Wastewater P&I 2010B2816 - Wastewater P&I 2011B2817 - Wastewater P&I 2012A2818 - Wastewater P&I 2012A2819 - Wastewater P&I 2013BProposed P&I Bond 13306 - Wastewater Revenue3307 - Stormwater Revenue4104 - Water Backup4105 - Workers' Compensation4122 - Wastewater Emergency4123 - Stormwater Emergency5110 - District Wide Stormwater5130 - Stormwater O&M6660 - Sanitary ReplacementNet Transfer In / (Out)1101 - General- - - - - - - - - 184,427 - - - - - (5,035) (10,220) - 169,172 2804 - Wastewater P&I 2004A- - - - - - - - - 27,736 - - - - - - - - 27,736 2808 - Wastewater P&I 2006C- - - - - - - - - 2,904 - - - - - - - - 2,904 2810 - Wastewater P&I 2008A- - - - - - - - - 1,635 - - - - - - - - 1,635 2812 - Wastewater P&I 2010B- - - - - - - - - 3,363 - - - - - - - - 3,363 2816 - Wastewater P&I 2011B- - - - - - 3,883 - - - - - - - - 3,883 2817 - Wastewater P&I 2012A- - - - - - - - - - 15,557 - - - - - - - - 15,557 2818 - Wastewater P&I 2012B- - - - - - - - - - 9,041 - - - - - - - - 9,041 2819 - Wastewater Principal and Interest Fund 2013B- - - - - - - - - - 8,115 - - - - - - - - 8,115 Proposed P&I Bond 1- - - - - - - - - 12,125 - - - - - - - - 12,125 3306 - Wastewater Revenue(184,427) (27,736) (2,904) (1,635) (3,363) (3,883) (15,557) (9,041) (8,115) (12,125) - - (3,650) (1,600) (250) - - - (41,093) (315,378) 3307 - Stormwater Revenue- - - - - - - - - - - - - - (250) (945) - - (1,195) 4104 - Water Backup- - - - - - - - - - 3,650 - - - - - - - 3,650 4105 - Workers' Compensation- - - - - - - - - - 1,600 - - - - - - - 1,600 4122 - Wastewater Emergency- - - - - - - - - - 250 - - - - - - - 250 4123 - Stormwater Emergency- - - - - - - - - - - 250 - - - - - - 250 5110 - District Wide Stormwater5,035 - - - - - - - - - - 945 - - - - - - 5,980 5130 - Stormwater O&M10,220 - - - - - - - - - - - - - - - - - 10,220 6660 - Sanitary Replacement- - - - - - - - - - 41,093 - - - - - - - 41,093 Net Transfer In or (Out) (169,172) (27,736) (2,904) (1,635) (3,363) (3,883) (15,557) (9,041) (8,115) (12,125) 315,378 1,195 (3,650) (1,600) (250) (250) (5,980) (10,220) (41,093) - Thistable should be read with a focus on the rows. Positive numbers represent a transfer into the fund listed in the row and out of the fund listed in the column. This page provides detail of fund transfers allowing the user of this book to better understand which fund is the source and which fund is the recipient of a fund transfer. This information is presented in a summary fashion in multiple places throughout this book.48
METROPOLITAN ST. LOUIS SEWER DISTRICT Interfund Transfer Activity by FundFor FY17($s in thousands)Fund1101 - General2804 - Wastewater P&I 2004A2808 - Wastewater P&I 2006C2810 - Wastewater P&I 2008A2812 - Wastewater P&I 2010B2816 - Wastewater P&I 2011B2817 - Wastewater P&I 2012A2818 - Wastewater P&I 2012A2819 - Wastewater P&I 2013BProposed P&I Bond 13306 - Wastewater Revenue3307 - Stormwater Revenue4104 - Water Backup4105 - Workers' Compensation4122 - Wastewater Emergency4123 - Stormwater Emergency5110 - District Wide Stormwater5130 - Stormwater O&M6660 - Sanitary ReplacementNet Transfer In / (Out)1101 - General- - - - - - - - - 179,337 - - - - - (5,035) (10,220) - 164,082 2804 - Wastewater P&I 2004A- - - - - - - - - - 29,440 - - - - - - - - 29,440 2808 - Wastewater P&I 2006C- - - - - - - - - 2,904 - - - - - - - - 2,904 2810 - Wastewater P&I 2008A- - - - - - - - - 1,635 - - - - - - - - 1,635 2812 - Wastewater P&I 2010B- - - - - - - - - 3,363 - - - - - - - - 3,363 2816 - Wastewater P&I 2011B- - - - - - - - - 3,861 - - - - - - - - 3,861 2817 - Wastewater P&I 2012A- - - - - - - - - - 15,657 - - - - - - - - 15,657 2818 - Wastewater P&I 2012B- - - - - - - - - - 9,193 - - - - - - - - 9,193 2819 - Wastewater Principal and Interest Fund 2013B- - - - - - - - - - 10,095 - - - - - - - - 10,095 Proposed P&I Bond 1- - - - - - - - - 20,875 - - - - - - - - 20,875 3306 - Wastewater Revenue(179,337) (29,440) (2,904) (1,635) (3,363) (3,861) (15,657) (9,193) (10,095) (20,875) - - (3,650) (1,750) (250) - - - (33,369) (315,378) 3307 - Stormwater Revenue- - - - - - - - - - - - - - (250) (945) - - (1,195) 4104 - Water Backup- - - - - - - - - - 3,650 - - - - - - - 3,650 4105 - Workers' Compensation- - - - - - - - - - 1,750 - - - - - - - 1,750 4122 - Wastewater Emergency- - - - - - - - - - 250 - - - - - - - 250 4123 - Stormwater Emergency- - - - - - - - - - - 250 - - - - - - 250 5110 - District Wide Stormwater5,035 - - - - - - - - - - 945 - - - - - - 5,980 5130 - Stormwater O&M10,220 - - - - - - - - - - - - - - - - - 10,220 6660 - Sanitary Replacement- - - - - - - - - - 33,369 - - - - - - - 33,369 Net Transfer In or (Out) (164,082) (29,440) (2,904) (1,635) (3,363) (3,861) (15,657) (9,193) (10,095) (20,875) 315,378 1,195 (3,650) (1,750) (250) (250) (5,980) (10,220) (33,369) - Thistable should be read with a focus on the rows. Positive numbers represent a transfer into the fund listed in the row and out of the fund listed in the column. This page provides detail of fund transfers allowing the user of this book to better understand which fund is the source and which fund is the recipient of a fund transfer. This information is presented in a summary fashion in multiple places throughout this book.49
METROPOLITAN ST. LOUIS SEWER DISTRICT
FISCAL YEAR 2015 LIST OF FUNDS*
Fund No. Fund Name Fund No. Fund Name
1101
2205
2804
2808
2810
2812
2816
2817
2818
2819
3306
3307
4102
4104
4105
4122
4123
General Fund
Board of Trustees
Rate Commission
Civil Service Commission
Secretary - Treasurer
Executive Director
General Counsel
Human Resources
Finance
Information Systems
Engineering
Operations
Debt Funds
Mississippi River Prin. & Int.
Wastewater Revenue Bond Service 2004A
Wastewater Revenue Bond Service 2006C
Wastewater Revenue Bond Service 2008A
Wastewater Revenue Bond Service 2010B
Wastewater Revenue Bond Service 2011B
Wastewater Revenue Bond Service 2012A
Wastewater Revenue Bond Service 2012B
Wastewater Revenue Bond Service 2013B
Wastewater Revenue Bond Service Proposed
Revenue Funds
Wastewater Revenue
Stormwater Revenue
Special Funds
Improvement
Water Back-up Insurance & Reimbursement
Workers’ Compensation Fund
Wastewater Emergency Fund
Stormwater Emergency Fund
5110
5130
5401
5563
5564
5565
5566
5567
5569
5571
5572
5574
5575
5576
5577
5579
5580
5583
5584
5585
5587
5588
5589
5590
5591
5592
5593
5594
6610
6620
6660
6700
Operation, Maintenance and Construction
Improvement Funds
District Wide Stormwater Fund
Stormwater Operations and Maintenance Fund
Bond Place Special Taxing Subdistrict
Clayton-Central
Coldwater Creek
Creve Coeur-Frontenac
Deer Creek
Black Jack (Dellwood)
Fountain Creek
Gravois Creek
Highway 67 Cambria Creek
Loretta-Joplin
Lynn Haven
Maline Creek
Marlborough
North Affton
North Kinloch
Sugar Creek
University City
Upper Paddock Creek
Watkins Creek
Wedgewood Creek
Wellston
MO River Bonfils Subd. #448
Lower Meramec River Basin Subd. #449
Shrewsbury Br. of RDP Subd. #453
Seminary Br. of RDP Subd. #454
Black Creek Subd. #455
Construction Funds
Caulks Creek Const. Fund
Williams Creek Const. Fund
Sanitary Replacement
Stormwater Replacement
*The District uses modified accrual basis of budgeting for each fund.
50
FUND BASIS GAAP BASIS
STATEMENT OF STATEMENT OF
OPERATIONS Adjustments OPERATIONS
Operating Revenues:
Wastewater User Charges 279,327$ 2,875$ 282,203$
Stormwater User Charges 1,195 12 1,207
Provision for Doubtful Accounts (1,348)(2,752)(4,100)
Licenses, Permits & Other Fees 4,113 - 4,113
Stormwater Interfund Revenue 16,193 (16,193) 0
Other 2,326 - 2,326
Total Operating Revenues 301,806$ (16,058)$ 285,748$
Operating Expenses:
Pumping and treatment 57,606$ -$ 57,606$
Collection system maintenance 42,785 (4,583) 38,202
Engineering and construction management 24,072 (22,357)1,715
General and Administrative 54,545 - 54,545
Stormwater O&M Expense 16,193 (16,193) 0
Depreciation 0 74,400 74,400
Other 7,232 43,358 50,590
Total Operating Expenses 202,433$ 74,625$ 277,058$
OPERATING INCOME/(LOSS) 99,373$ (90,683)$ 8,691$
Add Non-operating Revenues:
Revenue Bonds 166,905$ (166,905)$ -$
Property Taxes Levied by the District 24,033 - 24,033
Investment Income 1,939 - 1,939
Other 253 - 253
Total Non-Operating Revenues 193,129$ (166,905)$ 26,224$
Less Non-operating Expenses:
Interest Expense 44,301$ (20,276)$ 24,025$
Loss/(Gain) on Disposal of Utility Plant - 300 300
Non-recurring Projects and Studies 284,168 (276,416)7,752
Total Non-Operating Expenses 328,469$ (296,392)$ 32,077$
NET INCOME/(LOSS)(35,967)$ 38,804$ 2,838$
NON-EXPENSE CASH OUTLAYS
Capital Outlay (Equipment)3,772$ (3,772)$ -$
Principal Payments 20,284 (20,284) -
Total Non-Expense Cash Outlays 24,055$ (24,055)$ -$
NET INCOME/LOSS
After Non-Expense Cash Outlays (60,022)$ 62,860$ 2,838$
FY15 Fund Basis vs. GAAP Basis Statement of Operations
($s in thousands)
51
Fiscal Year 2015 BUDGET
52
CIRP
The Capital Improvement and Replacement Program identifies, prioritizes, establishes
scope of work, and oversees completion of wastewater and stormwater related projects.
Capital projects are funded via sewer service charges, revenue bonds and tax receipts.
Non-capital related projects are funded through the General Fund.
53
CAPITAL IMPROVEMENT AND REPLACEMENT PROGRAM SUMMARY
The identification and prioritization of projects to be included in the Capital Improvement and Replacement Program (CIRP) is a multi-step
process, requiring continuous monitoring and updating to ensure that the highest priority problems within the District are addressed in a timely
manner, given funding limitations. These stages include: project identification, conceptual solution, preliminary study, final design and
construction.
New projects are identified on an ongoing basis to ensure that the District is in compliance with the regulatory requirements of the United
States Environmental Protection Agency and Missouri Department of Natural Resources, to address customer problems, remedy deficiencies
and implement required collection system and wastewater treatment plant upgrades. Upon the initial identification of the regulatory issues,
localized problems, or system deficiencies, a conceptual solution is developed, which includes a project scope, cost estimate and priority
ranking relative to similar projects. The project may then be incorporated into the CIRP.
At each step in the process the project scope is reevaluated to verify that it continues to meet regulatory requirements and customers’ needs.
The project cost is updated based on available information, and the project’s priority is assessed to ensure that the highest priority projects are
funded first. Project cost estimates used in the budget preparation process are usually based on the preliminary study stage of the process.
Preliminary study cost estimates are intended to be within thirty percent of the design engineer’s final estimates.
Before the year in which funding of the project is anticipated, a preliminary study is performed. In this study, scope is reevaluated in greater
detail. A project may be rescheduled to a later fiscal year within the CIRP, should priority ranking be reduced due to increase project cost or
modification of its scope. The final design of a project is performed by either the District’s Engineering Department staff or an engineering
consultant service. For projects of significant scope and impact, coordination with property owners who will benefit or who will be affected by
the construction of the project is achieved at “open-line” meetings hosted by the District. A project is advertised for public bidding a minimum
of three weeks, followed by a formal bid opening. Bids are evaluated to determine the lowest responsive, responsible bidder.
Wastewater projects are funded via revenue from the wastewater user charge paid by ratepayers. The user charge also supports the sale of
revenue bonds to fund the wastewater program. The Sanitary Replacement Fund is used to pay for capital wastewater work, while the General
Fund is used to pay for non-capital wastewater related work. The allocation of a given project’s costs between these two funds is an accounting
function necessary to facilitate capitalization of District assets. Wastewater projects may also be funded by various Operation, Maintenance,
Construction and Improvement (OMCI) Funds, Construction Funds, Special Funds, or the Improvement Fund. Stormwater projects may be
funded via the General Fund, Construction Funds, Special Funds, the Improvement Fund, or from various OMCI Funds.
CIRP for the FY15 budget year is summarized by project type on the following pages. For additional information on the stages of
identification and prioritization of projects, please refer to the Program Summary section of the FY15 Budget Supplement.
54
$181.7
63.9%
$6.5
2.3%
$66.6
23.4%
$28.6
10.1%
$0.2
0.1%
$0.6
0.2%
Wastewater Construction
Wastewater Engineering
Continued Wastewater
Continued Stormwater
Stormwater Construction
Other
Capital Improvement and
Replacement Program
FY15
($s in millions)
Note:
The Other category represents the Non-
Wastewater/Stormwater Specific Projects
Total $284.2
55
TYPE OF PROJECTNUMBER OF PROJECTSPROJECT COST CONSTRUCTIONStormwater Construction 25 $6,538,000 Wastewater Construction68181,742,000 Wastewater Engineering9166,548,000 TOTAL:184$ 254,828,000 CONTINUEDStormwater Continued 1$180,000 Wastewater Continued828,600,000 TOTAL:9$28,780,000 TOTAL CIRP:193$ 283,608,000 Non-Stormwater/Wastewater1 $560,000 GRAND TOTAL194$ 284,168,000 CAPITAL IMPROVEMENT AND REPLACEMENT PROGRAM SUMMARY - FY15METROPOLITAN ST. LOUIS SEWER DISTRICT56
Cost/Foot (0.30)0.7742 $0.00040
PROJECT DESCRIPTION
Feet Pipe
Added Cost Impact
Project Budget for
I/I Removal Cost Impact
WASTEWATER CONSTRUCTION PROJECTS
ASHBROOK I/I REDUCTION (ASHBROOK DR AND CHAMBERS RD)400 310$ 530,000$ (212)$
AYRES SANITARY RELIEF AND I/I REDUCTION 3,510 2,717 2,200,000 (880)
CAULKS CREEK PUMP STATION B FORCE MAIN 1,000 774 - -
CONCORDIA I/I REDUCTION (NE QUADRANT CLAYTON RD AND BIG BEND BLVD)435 337 270,000 (108)
CSO - GINGRAS CREEK AND I/I REDUCTION (BP-059)7,500 5,807 2,500,000 (1,000)
CSO - MCKNIGHT RD #2737 CSO INTERCEPTOR (I-298)/OUTFALL (L-161)2,300 1,781 750,000 (300)
DC-06 DEER CREEK SANITARY RELIEF PHASE III AND I/I REDUCTION 3,000 2,323 1,500,000 (600)
DELCREST SANITARY RELIEF (SKME-565) I/I REDUCTION 440 341 400,000 (160)
FAIRLIGHT AND BRIGHTLING SEWER SEPARATION 245 190 - -
FERGUSON SANITARY SEWER (OLIVE TO PAGE) (DIAMOND PARK)6,500 5,032 - -
FF-04 QUIET VILLAGE SANITARY RELIEF (THAMES COURT TO FIESTA CIRCLE)2,160 1,672 - -
FF-11 FEE FEE CREEK SANITARY RELIEF 4,150 3,213 - -
FF-15 MCKELVEY/R.R. TO ADIE SANITARY RELIEF PHASE III 4,700 3,639 - -
FORESTWOOD LATERAL SANITARY RELIEF (SKME-321)7,700 5,961 - -
FORESTWOOD SANITARY RELIEF (SKME-435)7,980 6,178 - -
HARMONY-ACORN SEWER SEPARATION AND I/I REDUCTION 3,100 2,400 - -
INFRASTRUCTURE REPAIR #087P CAULKS CREEK A (P-750) PHASE VI 11,400 8,826 - -
LADUE SUBTRUNK SANITARY RELIEF (SKME-654)1,250 968 700,000 (280)
LANG ROYCE LATERAL SANITARY RELIEF (SKME-320)2,000 1,548 - -
MARIETTA DR STORM SEPARATION AND I/I REDUCTION (BP-292)700 542 - -
NEW ENGLAND TOWN QUARRY PUMP STATION (P-307) (SKME-544) IMPROVEMENTS 8,900 6,890 - -
RIDGEMOOR DRIVE I/I REDUCTION & STORM IMPROVEMENTS (SKME-574)1,000 774 800,000 (320)
UPPER MALINE TRUNK SANITARY RELIEF PHASE IV SECTION A 7,300 5,652 - -
UR-10 MENDELL AND WOLTER SANITARY RELIEF (SKME-595)78,000 60,388 - -
WEBSTER ACRES SANITARY SEWER REPLACEMENT 2,250 1,742 1,120,000 (448)
WEST WISE I/I REDUCTION (NW QUADRANT I-64 AND BIG BEND BLVD)960 743 800,000 (320)
WISMER - HUNTINGTON SANITARY RELIEF (SKME -592)2,500 1,936 - -
BADEN CREEK EXTENSION (BP-001) (I/I REDUCTION)650,000 (260)
BALLAS ROAD SUBTRUNK SOUTH PUBLIC I/I REDUCTION 5,000,000 (2,000)
CIRP PROJECTS WITH IMPACT ON OPERATING COSTS
FISCAL YEAR 2015
CIRP Impact on Operating Costs
57
Cost/Foot (0.30)0.7742 $0.00040
PROJECT DESCRIPTION
Feet Pipe
Added Cost Impact
Project Budget for
I/I Removal Cost Impact
CIRP PROJECTS WITH IMPACT ON OPERATING COSTS
FISCAL YEAR 2015
CIRP Impact on Operating Costs
WASTEWATER CONSTRUCTION PROJECTS-Continued
BISSELL - COLDWATER - MISSOURI - MERAMEC PUBLIC I/I REDUCTION (2015) CONTRACT A 4,680,000 (1,872)
BISSELL - COLDWATER - MISSOURI - MERAMEC PUBLIC I/I REDUCTION (2015) CONTRACT B 4,920,000 (1,968)
BISSELL - COLDWATER - MISSOURI - MERAMEC PUBLIC I/I REDUCTION (2015) CONTRACT C 3,810,000 (1,524)
BISSELL - COLDWATER - MISSOURI - MERAMEC PUBLIC I/I REDUCTION (2015) CONTRACT D 5,000,000 (2,000)
BISSELL - COLDWATER - MISSOURI - MERAMEC PUBLIC I/I REDUCTION (2015) CONTRACT E 4,130,000 (1,652)
BISSELL - COLDWATER - MISSOURI - MERAMEC PUBLIC I/I REDUCTION (2015) CONTRACT F 4,490,000 (1,796)
BISSELL - COLDWATER - MISSOURI - MERAMEC PUBLIC I/I REDUCTION (2015) CONTRACT G 5,000,000 (2,000)
BISSELL - COLDWATER - MISSOURI - MERAMEC PUBLIC I/I REDUCTION (2016) CONTRACT A 60,000 (24)
BISSELL - COLDWATER - MISSOURI - MERAMEC PUBLIC I/I REDUCTION (2017) CONTRACT D 100,000 (40)
BISSELL HILLS SANITARY RELIEF/CALUMET I/I REDUCTION (BP-317)1,460,000 (584)
BISSELL POINT I/I REDUCTION (BP-619) (VALLEY DR)235,000 (94)
BLACK CREEK I/I REDUCTION 5,700,000 (2,280)
BRIDGEVALE I/I REDUCTION (BRIDGEVALE AVE AND LAKEVIEW AVE)110,000 (44)
CEDARCREST PRIVATE I/I REDUCTION (SKME-561)380,000 (152)
CHAPEL HILL I/I REDUCTION (MATTIS RD AND VENARDE DR)100,000 (40)
COLDWATER CREEK WATERSHED I/I REMOVAL - SHARON STUDY AREA (N LINDBERGH BLVD AND LINDSAY
LN)300,000 (120)
CREVE COEUR CREEK PUBLIC I/I REDUCTION SOUTH 120,000 (48)
DC-06 DEER CREEK SANITARY RELIEF PHASE III AND I/I REDUCTION 50,000 (20)
DEER CREEK PUBLIC I/I REDUCTION (2015)5,000,000 (2,000)
DEER CREEK PUBLIC I/I REDUCTION (2016)150,000 (60)
FOREST BROOK SANITARY RELIEF (SKME-003 AND SKME-016) REHABILITATION & I/I REDUCTION 420,000 (168)
HARTLAND TO GOTHLAND SEWER SEPARATION 1,360,000 (544)
INFRASTRUCTURE REPAIRS (REHABILITATION) (FY2015) CONTRACT A 5,000,000 (2,000)
INFRASTRUCTURE REPAIRS (REHABILITATION) (FY2015) CONTRACT B 5,000,000 (2,000)
INFRASTRUCTURE REPAIRS (REHABILITATION) (FY2015) CONTRACT C 5,000,000 (2,000)
ISABELLE I/I REDUCTION 100,000 (40)
LADUE ESTATES SANITARY RELIEF 70,000 (28)
LEMAY PUBLIC I/I REDUCTION (2015)4,800,000 (1,920)
LEMAY PUBLIC I/I REDUCTION (2015) CONTRACT B 5,000,000 (2,000)
LEMAY PUBLIC I/I REDUCTION (2016)200,000 (80)
58
Cost/Foot (0.30)0.7742 $0.00040
PROJECT DESCRIPTION
Feet Pipe
Added Cost Impact
Project Budget for
I/I Removal Cost Impact
CIRP PROJECTS WITH IMPACT ON OPERATING COSTS
FISCAL YEAR 2015
CIRP Impact on Operating Costs
WASTEWATER CONSTRUCTION PROJECTS-Continued
LEMAY WATERSHED PUBLIC I/I REMOVAL - NORTH HAMPTON CREEK 130,000 (52)
LOWER MERAMEC WATERSHED I/I REMOVAL 5,000,000 (2,000)
MISSOURI RIVER SERVICE AREA I/I REDUCTION - CREVE COEUR CREEK EAST 50,000 (20)
OLDE ENGLISH I/I REMOVAL 265,000 (106)
PROVIDENCE PUBLIC I/I REDUCTION 3,000,000 (1,200)
ROCK HILL SANITARY RELIEF (SKME -618)1,350,000 (540)
ROXBURY I/I REDUCTION 1,070,000 (428)
SAPPINGTON CREEK I/I REDUCTION (GRAVOIS ROAD AND SAPPINGTON ROAD)450,000 (180)
ST MARIE SANITARY RELIEF I/I REDUCTION 250,000 (100)
STERLING PLACE SEPARATE SEWER I/I REMOVAL 380,000 (152)
SUBURBAN I/I REDUCTION (HARRISON DR AND SUBURBAN AVE)800,000 (320)
SUBURBAN PUBLIC I/I REDUCTION (HARRISON DR AND SUBURBAN AVE)60,000 (24)
TRAMPE I/I REDUCTION (CASTILON AVE AND TRAMPE AVE)80,000 (32)
UNIVERSITY CITY I/I REDUCTION - EAST (HANLEY HILLS AND BEL-NOR)1,100,000 (440)
UNIVERSITY CITY I/I REDUCTION - EAST (UR-08 AND UR-09)1,450,000 (580)
UNIVERSITY CITY I/I REDUCTION - EAST (UR-10)350,000 (140)
UNIVERSITY CITY I/I REDUCTION - EAST (WC-01, WC-02, & WC-03)950,000 (380)
UNIVERSITY CITY PUBLIC I/I REDUCTION - EAST (WC-01)60,000 (24)
UNIVERSITY CITY PUBLIC I/I REDUCTION - EAST (WC-02 AND WC-03)70,000 (28)
UNIVERSITY CITY PUBLIC I/I REDUCTION - EAST (BEL-NOR)60,000 (24)
UNIVERSITY CITY PUBLIC I/I REDUCTION - EAST (HANLEY HILLS)70,000 (28)
UNIVERSITY CITY PUBLIC I/I REDUCTION - EAST (UR-08 AND UR-09)90,000 (36)
UNIVERSITY CITY PUBLIC I/I REDUCTION - EAST (UR-10)50,000 (20)
UNIVERSITY CITY PUBLIC I/I REDUCTION - WEST 4,500,000 (1,800)
UPPER COLDWATER SECTION D I/I REDUCTION 350,000 (140)
Total Wastewater Construction Projects 171,380 132,682$ 111,950,000$ (44,780)$
59
Cost/Foot (0.30)0.7742 $0.00040
PROJECT DESCRIPTION
Feet Pipe
Added Cost Impact
Project Budget for
I/I Removal Cost Impact
CIRP PROJECTS WITH IMPACT ON OPERATING COSTS
FISCAL YEAR 2015
CIRP Impact on Operating Costs
STORMWATER CONSTRUCTION PROJECTS
ALGONQUIN WOOD DR. #12 STORM SEWER 430 333$
BREEZERIDGE AND FAWNRIDGE STORM SEWER 185 143
BROOKHURST DRIVE STORM SEWER 1,850 1,432
BROOKTRAIL CT. STORM SEWER 370 286
CHELSEA AND IDLEWILD STORM SEWER 360 279
CREEKHAVEN DRIVE STORM IMPROVEMENTS 285 221
DICKSON STREET #1033 STORM SEWER 145 112
FIRETHORN DRIVE #1901 STORM IMPROVEMENTS 90 70
FORCEE LANE STORM SEWER 565 437
FRONTENAC FOREST STORMWATER IMPROVEMENTS 295 228
FRONTENAC FOREST TO PORTLAND DRIVE STORM SEWER 590 457
LACLEDE STATION - CHAMBERLAIN STORM SEWER 410 317
LAVEN - DEL LN. #1322-1323 STORM SEWER 271 210
PARK LANE #9568 - #9572 STORM SEWER 110 85
TREGARON PL. TO COUNTRY ESTATES STORM IMPROVEMENTS (FRONTENAC 4-3A)115 89
VILLA COUBLAY DR. #11 AND 15 STORM IMPROVEMENTS (FRONTENAC 7-7)155 120
RIDGEMOOR DRIVE I/I REDUCTION & STORM IMPROVEMENTS (SKME-574)1,000 774 800,000$ (320)$
Total Stormwater Construction Projects 7,226 5,594$ 800,000$ (320)$
TOTAL 178,606 $138,277 $112,750,000 ($45,100)
NOTES:
2. Projects that include rehabilitation or replacement will result in a savings in operating costs due to reduced need for preventive maintenance and possible basement back-ups. Inflow and Infiltration
(I/I) projects results in less wastewater being processed at treatment facilities. Sewer separation and relief projects result in added sewer pipe so an added cost is expected in maintenance of those
structures.
1. Only projects with an impact on operating costs are included here. For a full list of projects, please see the FY15 Budget Supplement from the MSD Engineering Department.
60
WASTEWATER CONSTRUCTION PROJECTS
The projects described in this section are related to construction, rehabilitation or maintenance repair of sanitary or
combined sewers, improvements to existing treatment plants, and the reduction of inflow and infiltration into the sewer
system. These types of projects help alleviate basement backups, address regulatory issues, enable the removal of sanitary
and combined sewer overflows, and rebuild part of our aging infrastructure system. Sixty-eight (68) projects are to be
funded at a total estimated cost of $181,742,000.
The District’s revenue source for construction of the majority of these projects is obtained from the Sanitary Replacement
Fund, which receives money from wastewater user charges and from the sale of revenue bonds. The remaining projects
will be funded with revenues from various Operation, Maintenance, Construction, and Improvement (OMCI) Funds,
Construction Funds, Special Funds, or the Improvement Fund. The property taxes collected within the boundaries of the
OMCI Taxing Districts must be spent for improvements within their specific areas of collection. The Construction Fund
and Improvement Fund also receive revenues from various connection fees.
61
PROJECT NAME MUNICIPALITY COST ESTIMATE
1101 - GENERAL FUND
CSO VOLUME REDUCTION GREEN INFRASTRUCTURE Various $5,000,000
GENERAL SERVICES AGREEMENT - PROPERTY APPRAISAL (2015) CONTRACT A Various 65,000
GENERAL SERVICES AGREEMENT - PROPERTY APPRAISAL (2015) CONTRACT B Various 65,000
GENERAL SERVICES AGREEMENT - PROPERTY APPRAISAL (2015) CONTRACT C Various 65,000
GENERAL SERVICES AGREEMENT - PROPERTY APPRAISAL (2015) CONTRACT D Various 65,000
INFRASTRUCTURE REPAIRS (SANITARY/COMBINED - FY2015)Various 1,500,000
TELEGRAPH ROAD #2928 I/I REDUCTION Unincorporated 132,000
$6,892,000
4102 - IMPROVEMENT FUND
SUPPLEMENTAL ENVIRONMENTAL PROJECTS (SEP) PROGRAM Various $600,000
$600,000
4122 - WASTEWATER EMERGENCY FUND
EMERGENCY REPAIR FUNDS (WASTEWATER)Various $250,000
$250,000
5594 - BLACK CREEK SUBD #455 OMCI FUND
RIDGEMOOR DRIVE I/I REDUCTION & STORM IMPROVEMENTS (SKME-574)Clayton $1,200,000
$1,200,000
6660 - SANITARY REPLACEMENT FUND
BALLAS ROAD SUBTRUNK SOUTH PUBLIC I/I REDUCTION Various $5,000,000
BISSELL & LEMAY WWTP INCINERATOR SCRUBBER REPLACEMENT St. Louis City & County 15,000,000
BISSELL & LEMAY WWTP INCINERATOR SCRUBBER REPLACEMENT St. Louis City & County 5,500,000
BISSELL - COLDWATER - MISSOURI - MERAMEC PUBLIC I/I REDUCTION (2015) CONTRACT A Various 4,680,000
BISSELL - COLDWATER - MISSOURI - MERAMEC PUBLIC I/I REDUCTION (2015) CONTRACT B Various 4,920,000
WASTEWATER CONSTRUCTION PROJECTS
PROJECT LISTING FY15
Subtotal: Number of Projects 7
Subtotal: Number of Projects 1
Subtotal: Number of Projects 1
Subtotal: Number of Projects 1
62
PROJECT NAME MUNICIPALITY COST ESTIMATE
WASTEWATER CONSTRUCTION PROJECTS
PROJECT LISTING FY15
6660 - SANITARY REPLACEMENT FUND-Continued
BISSELL - COLDWATER - MISSOURI - MERAMEC PUBLIC I/I REDUCTION (2015) CONTRACT C Various $3,810,000
BISSELL - COLDWATER - MISSOURI - MERAMEC PUBLIC I/I REDUCTION (2015) CONTRACT D Various 5,000,000
BISSELL - COLDWATER - MISSOURI - MERAMEC PUBLIC I/I REDUCTION (2015) CONTRACT E Various 4,130,000
BISSELL - COLDWATER - MISSOURI - MERAMEC PUBLIC I/I REDUCTION (2015) CONTRACT F Various 4,490,000
BISSELL - COLDWATER - MISSOURI - MERAMEC PUBLIC I/I REDUCTION (2015) CONTRACT G Various 5,000,000
BISSELL HILLS SANITARY RELIEF/CALUMET I/I REDUCTION (BP-317)Bellefontaine Neighbors 1,460,000
BISSELL POINT I/I REDUCTION (BP-619) (VALLEY DR)Various 235,000
BLACK CREEK I/I REDUCTION Clayton 5,700,000
CAULKS CREEK PUMP STATION B FORCE MAIN Chesterfield 3,100,000
CEDARCREST PRIVATE I/I REDUCTION (SKME-561)Various 380,000
COLDWATER CREEK WWTF SCREENINGS & WASHER/COMPACTOR IMPROVEMENTS Unincorporated 2,800,000
COLDWATER SANITARY RELIEF SECTION B, C & D WET WEATHER STORAGE FACILITY TANK C Hazelwood 2,000,000
COLDWATER SANITARY TRUNK SEWER SECTION A REHABILITATION (SKME -240)Unincorporated 670,000
CSO - GINGRAS CREEK AND I/I REDUCTION (BP-059)Various 2,500,000
DC-06 DEER CREEK SANITARY RELIEF PHASE III AND I/I REDUCTION Various 1,500,000
DEER CREEK PUBLIC I/I REDUCTION (2015)Various 5,000,000
DEER CREEK SANITARY TUNNEL (CLAYTON RD TO RDP) - LAND ACQUISITION St. Louis County 6,000,000
DELCREST SANITARY RELIEF (SKME-565) I/I REDUCTION University City 400,000
EASEMENT ACQUISITION FOR COMBINED / SANITARY PROJECTS (FY 2015)St. Louis City & County 3,500,000
FAIRLIGHT AND BRIGHTLING SEWER SEPARATION Olivette 110,000
FOREST BROOK SANITARY RELIEF (SKME-003 AND SKME-016) REHABILITATION & I/I REDUCTION Various 420,000
FORESTWOOD LATERAL SANITARY RELIEF (SKME-321)Ferguson 1,600,000
HARLEM - BADEN RELIEF PHASE IV (HEBERT) (DETENTION BASIN)St. Louis City 2,700,000
HARMONY-ACORN SEWER SEPARATION AND I/I REDUCTION Unincorporated 3,400,000
HARTLAND TO GOTHLAND SEWER SEPARATION Overland 1,360,000
INFRASTRUCTURE REPAIR #087P CAULKS CREEK A (P-750) PHASE VI Various 3,800,000
INFRASTRUCTURE REPAIRS (REHABILITATION) (FY2015) CONTRACT A St. Louis City & County 5,000,000
INFRASTRUCTURE REPAIRS (REHABILITATION) (FY2015) CONTRACT B Various 5,000,000
63
PROJECT NAME MUNICIPALITY COST ESTIMATE
WASTEWATER CONSTRUCTION PROJECTS
PROJECT LISTING FY15
6660 - SANITARY REPLACEMENT FUND-Continued
INFRASTRUCTURE REPAIRS (REHABILITATION) (FY2015) CONTRACT C Various $5,000,000
INFRASTRUCTURE REPAIRS (SANITARY/COMBINED - FY2015)Various 5,500,000
ISABELLE I/I REDUCTION St. Ann 100,000
LANG ROYCE LATERAL SANITARY RELIEF (SKME-320)Ferguson 1,400,000
LEMAY PUBLIC I/I REDUCTION (2015)Various 4,800,000
LEMAY PUBLIC I/I REDUCTION (2015) CONTRACT B Various 5,000,000
LEMAY WWTF PLANT CONTROLS Unincorporated 1,500,000
LOWER MERAMEC WATERSHED I/I REMOVAL Unincorporated 5,000,000
MARIETTA DR STORM SEPARATION AND I/I REDUCTION (BP-292)Normandy 1,050,000
NORTH BADEN CREEK I/I REDUCTION (BP-612)(CANTERBURY DR)Pasadena Hills 580,000
OAKLAND COMBINED SEWER DETENTION AND STORAGE (CLAYTON AVE AND OAKLAND AVE)St. Louis City 1,000,000
OLDE ENGLISH I/I REMOVAL Unincorporated 265,000
PAGE TO TRENTON SANITARY RELIEF Overland 1,000,000
PROSPECT HILL LANDFILL VERTICAL EXPANSION Various 300,000
PROVIDENCE PUBLIC I/I REDUCTION Webster Groves 3,000,000
RIDGEMOOR DRIVE I/I REDUCTION & STORM IMPROVEMENTS (SKME-574)Clayton 800,000
ROCK HILL SANITARY RELIEF (SKME -618)Rock Hill 1,350,000
ROXBURY I/I REDUCTION Clayton 1,070,000
ST MARIE SANITARY RELIEF I/I REDUCTION Florissant 250,000
UNIVERSITY CITY PUBLIC I/I REDUCTION - WEST Various 4,500,000
UPPER COLDWATER SECTION D I/I REDUCTION Various 350,000
UPPER MALINE TRUNK SANITARY RELIEF PHASE IV SECTION A Ferguson 7,500,000
UR-10 MENDELL AND WOLTER SANITARY RELIEF (SKME-595)Various 3,000,000
WEBSTER ACRES SANITARY SEWER REPLACEMENT Webster Groves 1,120,000
WISMER - HUNTINGTON SANITARY RELIEF (SKME -592)Overland 1,200,000
$172,800,000
$181,742,000
Subtotal: Number of Projects 58
TOTAL: NUMBER OF PROJECTS 68
64
WASTEWATER ENGINEERING PROJECTS
The projects described in this section relate to the preliminary or final design of new or rehabilitated sanitary and
combined sewer systems. Also included in this section are projects relating to combined and separate sewer overflow
elimination and separation projects, additional appropriations for combined and separate sewer area inflow/infiltration
assessments, combined and separate sewer area CCTV inspections and physical inspection of sewers, construction
management services, and continued funding of the District’s Watershed Facilities Planning efforts. The construction
phase of design projects are planned in later fiscal years due to the complexity of the designs, the size of the projects, and
the time required to obtain needed easements.
Ninety-one (91) wastewater engineering projects are planned at a total estimated cost of $66,548,000. The cost estimates
indicated are for only the required engineering work and do not include construction. The project scopes are fully
described in the Budget Supplement document. The District’s revenue source for the majority of these projects is obtained
from the Sanitary Replacement Fund and the General Fund.
65
PROJECT NAME MUNICIPALITY COST ESTIMATE
1101 - GENERAL FUND
BISSELL - COLDWATER - MISSOURI - MERAMEC SANITARY SYSTEM IMPROVEMENTS (WATERSHED
CONSULTANT)
Various $700,000
CCTV INSPECTION AND PHYSICAL INSPECTION OF SEWERS (2014)Various 2,000,000
CCTV INSPECTION OF SEWERS (2014)Various 1,000,000
CRITICAL INFRASTRUCTURE ASSESSMENT Various 1,200,000
DEER CREEK SANITARY SYSTEM IMPROVEMENTS (WATERSHED CONSULTANT)Clayton 1,800,000
GENERAL SERVICES AGREEMENT - PLANNING (FY2014)Various 500,000
LEMAY SANITARY SYSTEM IMPROVEMENTS (WATERSHED CONSULTANT)Various 3,100,000
LOWER & MIDDLE RDP CSO CONTROLS SYSTEM IMPROVEMENTS (WATERSHED CONSULTANT)Various 710,000
PRIVATE INFLOW/INFILTRATION PUBLIC ENGAGEMENT PROGRAM 2013 Various 709,000
RADAR RAINFALL DATA (FY2014)Various 130,000
RDP TRIBUTARIES & UPPER RDP CSO CONTROLS & LOWER MERAMEC SYSTEM IMPROVEMENTS
Various 600,000
STREAM FLOW GAUGE OPERATION AND MAINTENANCE (USGS)St. Louis City & County 550,000
STREAM FLOW WATER QUALITY SAMPLING (FY 2014)Various 799,000
$13,798,000
6660 -SANITARY REPLACEMENT FUND
ASHBROOK I/I REDUCTION (ASHBROOK DR AND CHAMBERS RD)Bellefontaine Neighbors $530,000
BADEN CREEK EXTENSION (BP-001) (I/I REDUCTION)Various 650,000
BISSELL - COLDWATER - MISSOURI - MERAMEC PUBLIC I/I REDUCTION (2016) CONTRACT A Various 60,000
BISSELL - COLDWATER - MISSOURI - MERAMEC PUBLIC I/I REDUCTION (2017) CONTRACT D Various 100,000
BISSELL - COLDWATER - MISSOURI - MERAMEC SANITARY SYSTEM IMPROVEMENTS (WATERSHED
CONSULTANT)
Various 1,900,000
BRIDGEVALE I/I REDUCTION (BRIDGEVALE AVE AND LAKEVIEW AVE)Unincorporated 110,000
CHAPEL HILL I/I REDUCTION (MATTIS RD AND VENARDE DR)Unincorporated 100,000
COLDWATER CREEK WATERSHED I/I REMOVAL - SHARON STUDY AREA (N LINDBERGH BLVD AND
LINDSAY LN)
Florissant 300,000
COLDWATER SANITARY RELIEF SECTION B, C & D WET WEATHER STORAGE FACILITY TANK C Hazelwood 200,000
CONCORDIA I/I REDUCTION (NE QUADRANT CLAYTON RD AND BIG BEND BLVD)Clayton 270,000
CONSTRUCTION MANAGEMENT SERVICES - LOWER AND MIDDLE RDP TUNNEL FACILITIES Various 3,000,000
CONSTRUCTION MANAGEMENT SERVICES - LOWER MERAMEC AND DEER CREEK TUNNELS Various 1,000,000
CONSTRUCTION MANAGEMENT SERVICES - MISSOURI WWTP SECONDARY EXPANSION & DISINFECTION Maryland Heights 500,000
CONSTRUCTION MANAGEMENT SERVICES - TANK/TREATMENT/PUMP STATION FACILITIES Various 3,600,000
CREVE COEUR CREEK PUBLIC I/I REDUCTION SOUTH Various 120,000
PROJECT LISTING FY15
WASTEWATER ENGINEERING PROJECTS
Subtotal: Number of Projects 13
66
PROJECT NAME MUNICIPALITY COST ESTIMATE
PROJECT LISTING FY15
WASTEWATER ENGINEERING PROJECTS
6660 -SANITARY REPLACEMENT FUND-Continued
CSO - MCKNIGHT RD #2737 CSO INTERCEPTOR (I-298)/OUTFALL (L-161)Rock Hill $750,000
DC-06 DEER CREEK SANITARY RELIEF PHASE III AND I/I REDUCTION Clayton 50,000
DEER CREEK PUBLIC I/I REDUCTION (2016)Clayton 150,000
DEER CREEK SANITARY SYSTEM IMPROVEMENTS (WATERSHED CONSULTANT)Clayton 630,000
DEER CREEK SANITARY TUNNEL (CLAYTON RD TO RDP)Clayton 6,000,000
FERGUSON SANITARY SEWER (OLIVE TO PAGE) (DIAMOND PARK)Clayton 2,230,000
FF-04 QUIET VILLAGE SANITARY RELIEF (THAMES COURT TO FIESTA CIRCLE)Unincorporated 300,000
GENERAL SERVICES AGREEMENT - CONSTRUCTION MANAGEMENT (FY2014)Various 250,000
GENERAL SERVICES AGREEMENT - GEOTECHNICAL (FY2015) CONTRACT A Various 50,000
GENERAL SERVICES AGREEMENT - GEOTECHNICAL (FY2015) CONTRACT B Various 50,000
GENERAL SERVICES AGREEMENT - GEOTECHNICAL (FY2015) CONTRACT C Various 50,000
GENERAL SERVICES AGREEMENT - SURVEY SERVICES (FY2014) CONTRACT A Various 50,000
GENERAL SERVICES AGREEMENT - SURVEY SERVICES (FY2014) CONTRACT B Various 50,000
GENERAL SERVICES AGREEMENT - SURVEY SERVICES (FY2014) CONTRACT C Various 50,000
GENERAL SERVICES AGREEMENT - SURVEY SERVICES (FY2014) CONTRACT D Various 50,000
GENERAL SERVICES AGREEMENT - SURVEY SERVICES (FY2014) CONTRACT E Various 50,000
GENERAL SERVICES AGREEMENT - SEWER & PROCESS DESIGN (FY2014)Various 300,000
GENERAL SERVICES AGREEMENT - SEWER DESIGN (FY2013) CONTRACT A Various 90,000
GENERAL SERVICES AGREEMENT - SEWER DESIGN (FY2013) CONTRACT B Various 90,000
GENERAL SERVICES AGREEMENT - SEWER DESIGN (FY2013) CONTRACT C Various 90,000
JEFFERSON BARRACKS TUNNEL (LEMAY WWTP TO MARTIGNEY PS)Unincorporated 1,660,000
JEFFERSON BARRACKS TUNNEL CONSOLIDATION SEWERS Various 320,000
LADUE ESTATES SANITARY RELIEF Creve Coeur 70,000
LADUE SUBTRUNK SANITARY RELIEF (SKME-654)Various 700,000
LEMAY CSO HIGH RATE CLARIFICATION FACILITY (BROADWAY & LEMAY WWTF)St. Louis City 330,000
LEMAY NO. 3 PUMP STATION AND FORCE MAIN Unincorporated 580,000
LEMAY PUBLIC I/I REDUCTION (2016)Various 200,000
LEMAY SANITARY SYSTEM IMPROVEMENTS (WATERSHED CONSULTANT)Various 610,000
LEMAY WATERSHED I/I REMOVAL - NORTH HAMPTON CREEK Various 1,350,000
LEMAY WATERSHED PUBLIC I/I REMOVAL - NORTH HAMPTON CREEK Various 130,000
LEMAY WWTP SECONDARY IMPROVEMENTS Unincorporated 170,000
LEMAY WWTP SECONDARY IMPROVEMENTS Unincorporated 600,000
LMRDP CSO STORAGE TUNNEL NORTH DRIVE (RDP PARK TO RDP TUBES)St. Louis City 2,040,000
67
PROJECT NAME MUNICIPALITY COST ESTIMATE
PROJECT LISTING FY15
WASTEWATER ENGINEERING PROJECTS
6660 -SANITARY REPLACEMENT FUND-Continued
LMRDP CSO STORAGE TUNNEL NORTH DRIVE CONSOLIDATION SEWERS St. Louis City $290,000
LMRDP CSO STORAGE TUNNEL SOUTH DRIVE (BROADWAY TO RDP PARK)Various 1,850,000
LMRDP CSO STORAGE TUNNEL SOUTH DRIVE CONSOLIDATION SEWERS St. Louis City 200,000
LMRDP TUNNEL DEWATERING PUMP STATION St. Louis City 1,780,000
LOWER MERAMEC RIVER SYSTEM IMPROVEMENTS - BAUMGARTNER TO FENTON WWTF TUNNEL Various 3,600,000
MALINE CREEK CSO BP 051 & 052 LOCAL STORAGE FACILITY (CHAIN OF ROCKS DR TO CHURCH DR)St. Louis City 2,850,000
MISSOURI RIVER SERVICE AREA I/I REDUCTION - CREVE COEUR CREEK EAST Various 50,000
PARDEE - BLACKTHORN - HOLLY - ARBAN I/I REDUCTION (WATSON ROAD AND S ROCK HILL ROAD)Crestwood 350,000
PUMP STATION REPLACEMENT PROJECTS (PHASE I)Various 200,000
RDP TRIBUTARIES (DEER CREEK) CSO TUNNEL Various 300,000
RIDGEMOOR DRIVE I/I REDUCTION & STORM IMPROVEMENTS (SKME-574)Clayton 100,000
ROLENS DRIVE AND TELEGRAPH ROAD SANITARY STORAGE Unincorporated 230,000
SAPPINGTON CREEK I/I REDUCTION (GRAVOIS ROAD AND SAPPINGTON ROAD)Sunset Hills 450,000
STERLING PLACE SEPARATE SEWER I/I REMOVAL Unincorporated 380,000
SUBURBAN I/I REDUCTION (HARRISON DR AND SUBURBAN AVE)Ferguson 800,000
SUBURBAN PUBLIC I/I REDUCTION (HARRISON DR AND SUBURBAN AVE)Ferguson 60,000
TRAMPE I/I REDUCTION (CASTILON AVE AND TRAMPE AVE)Unincorporated 80,000
UNIVERSITY CITY I/I REDUCTION - EAST (HANLEY HILLS AND BEL-NOR)Various 1,100,000
UNIVERSITY CITY I/I REDUCTION - EAST (UR-08 AND UR-09)Various 1,450,000
UNIVERSITY CITY I/I REDUCTION - EAST (UR-10)Various 350,000
UNIVERSITY CITY I/I REDUCTION - EAST (WC-01, WC-02, & WC-03)Various 950,000
UNIVERSITY CITY PUBLIC I/I REDUCTION - EAST (WC-01)University City 60,000
UNIVERSITY CITY PUBLIC I/I REDUCTION - EAST (WC-02 AND WC-03)University City 70,000
UNIVERSITY CITY PUBLIC I/I REDUCTION - EAST (BEL-NOR)Various 60,000
UNIVERSITY CITY PUBLIC I/I REDUCTION - EAST (HANLEY HILLS)Various 70,000
UNIVERSITY CITY PUBLIC I/I REDUCTION - EAST (UR-08 AND UR-09)Various 90,000
UNIVERSITY CITY PUBLIC I/I REDUCTION - EAST (UR-10)Various 50,000
UNIVERSITY CITY SANITARY STORAGE FACILITY (HAFNER CT)University City 1,300,000
UPPER RDP (UNIVERSITY CITY) CSO STORAGE TUNNEL University City 300,000
WEST WISE I/I REDUCTION (NW QUADRANT I-64 AND BIG BEND BLVD)Richmond Heights 800,000
Subtotal: Number of Projects 78 $52,750,000
$66,548,000 Total: Number of Projects 91
68
STORMWATER CONSTRUCTION PROJECTS
The projects described in this section are related to constructing storm sewers, channels, and creek bank stabilization,
which will help alleviate flooding and erosion problems. There are twenty-five (25) projects planned at a total estimated
cost of $6,538,000.
The District’s revenue sources to plan and construct these projects are from the District’s Stormwater Emergency Fund or
from the property tax revenue in various Operation, Maintenance, Construction and Improvement (OMCI) Funds currently
established throughout the District.
69
PROJECT NAME MUNICIPALITY COST ESTIMATE
EMERGENCY REPAIR FUNDS (STORMWATER)Various $250,000
$250,000
STORMWATER INFRASTRUCTURE REPAIR / REPLACEMENT - COLDWATER CREEK OMCI Various $400,000
EASEMENT ACQUISITION FOR COLDWATER CREEK OMCI PROJECTS Various 450,000
$850,000
CONWAY - CLERBROOK STORM CHANNEL Ladue $920,000
$920,000
ALGONQUIN WOOD DR. #12 STORM SEWER Glendale $124,000
BREEZERIDGE AND FAWNRIDGE Des Peres 160,000
BROOKHURST DRIVE STORM SEWER Warson Woods 450,000
BROOKTRAIL CT. STORM SEWER Creve Coeur 100,000
CHALET COURT STREAMBANK STABILIZATION Creve Coeur 215,000
CHELSEA AND IDLEWILD STORM SEWER Glendale 89,000
CLERMONT LANE BANK STABILIZATION Ladue 65,000
CREEKHAVEN DRIVE STORM IMPROVEMENTS Des Peres 45,000
DICKSON STREET #1033 STORM SEWER Kirkwood 77,000
FORCEE LANE STORM SEWER Ladue 148,000
FRONTENAC FOREST STORMWATER IMPROVEMENTS Frontenac 110,000
FRONTENAC FOREST TO PORTLAND DRIVE STORM SEWER Frontenac 220,000
LACLEDE STATION - CHAMBERLAIN STORM SEWER Webster Groves 230,000
LAVEN - DEL LN. #1322 - 1323 STORM SEWER Kirkwood 230,000
PARK LANE #9568 - #9572 STORM SEWER Ladue 30,000
TREGARON PL. TO COUNTRY ESTATES STORM IMPROVEMENTS (FRONTENAC 4-3A)Frontenac 110,000
VILLA COUBLAY DR. #11 AND 15 STORM IMPROVEMENTS (FRONTENAC 7-7)Frontenac 65,000
EASEMENT ACQUISITION FOR DEER CREEK OMCI PROJECTS Various 650,000
$3,118,000
Subtotal: Number of Projects 1
STORMWATER CONSTRUCTION PROJECTS
PROJECT LISTING FY15
STORMWATER EMERGENCY FUND
COLDWATER CREEK OMCI FUND
DEER CREEK OMCI FUND
CREVE COEUR FRONTENAC OMCI FUND
Subtotal: Number of Projects 1
Substotal : Number of Projects 2
Subtotal: Number of Projects 18
70
PROJECT NAME MUNICIPALITY COST ESTIMATE
STORMWATER CONSTRUCTION PROJECTS
PROJECT LISTING FY15
EASEMENT ACQUISITION FOR GRAVOIS CREEK OMCI PROJECTS Various $950,000
$950,000
STORMWATER INFRASTRUCTURE REPAIR / REPLACEMENT -MALINE CREEK OMCI Various $350,000
$350,000
STORMWATER INFRASTRUCTURE REPAIR / REPLACEMENT -SEMINARY BRANCH OMCI Various $100,000
$100,000
$6,538,000
Subtotal: Number of Projects 1
GRAVOIS CREEK OMCI FUND
MALINE CREEK OMCI FUND
SEMINARY BRANCH OMCI FUND
Subtotal: Number of Projects 1
Subtotal: Number of Projects 1
TOTAL : Number of Projects 25
71
STORMWATER ENGINEERING PROJECTS
There are no projects included in this section for FY2015.
The District’s revenue source is from the property tax revenue in various Operation, Maintenance, Construction and
Improvement (OMCI) Funds currently established throughout the District.
72
PROJECT NAME MUNICIPALITY COST ESTIMATE
There are no Stormwater Engineering Projects scheduled for FY15
STORMWATER ENGINEERING PROJECTS
TOTAL : Number of Projects 0
PROJECT LISTING FY15
73
CONTINUED WASTEWATER PROJECTS
Some of the District’s Wastewater Projects are continued from previous fiscal years due to difficulties in easement
acquisition, the permit process from other agencies, design revisions or status, or other special requirements or issues.
There are eight (8) projects that were identified in previous budget supplements that are still in the design, permitting,
and/or easement acquisition process. These projects have a total estimated cost of $28,600,000.
The District’s revenues to construct these projects are from the Sanitary Replacement Fund.
74
PROJECT NAME REASON PROJECT CONTINUED MUNICIPALITY COST ESTIMATE
AYRES SANITARY RELIEF AND I/I
REDUCTION
PROJECT CONTINUED DUE TO EASEMENT
ACQUISITION. ANTICIPATE BOARD
INTRODUCTION IN AUGUST, 2014.
Various $2,200,000
FF-11 FEE FEE CREEK SANITARY RELIEF PROJECT CONTINUED DUE TO EASEMENT
ACQUISITION. ANTICIPATE BOARD
INTRODUCTION IN AUGUST, 2014.
Maryland Heights 4,100,000
FF-15 MCKELVEY/R.R. TO ADIE
SANITARY RELIEF PHASE III
PROJECT CONTINUED DUE TO EASEMENT
ACQUISITION. ANTICIPATE BOARD
INTRODUCTION IN AUGUST, 2014.
Maryland Heights 6,000,000
FORESTWOOD SANITARY RELIEF (SKME-
435)
PROJECT CONTINUED DUE TO EASEMENT
ACQUISITION. ANTICIPATE BOARD
INTRODUCTION IN NOVEMBER, 2014.
Unincorporated 2,100,000
GC-06 GRAVOIS CREEK TO BRIARSTONE
AND GATES SANITARY RELIEF
PROJECT CONTINUED DUE TO EASEMENT
ACQUISITION. ANTICIPATE BOARD
INTRODUCTION IN FEBRUARY, 2015.
Unincorporated 3,000,000
GRAVOIS TRUNK (WHITECLIFF TO RDP)
SANITARY RELIEF PHASE III IV & V
(SKME -521)
PROJECT CONTINUED DUE TO COORDINATION
WITH AMEREN AND UNION PACIFIC RAILROAD.
ANTICIPATE BOARD INTRODUCTION IN MAY,
2015.
Unincorporated 5,000,000
MALINE CREEK CSO BP 051 & 052 LOCAL
STORAGE FACILITY (CHAIN OF ROCKS
DR TO CHURCH DR)
PROJECT CONTINUED DUE TO EASEMENT
ACQUISITION (FINAL SITE FOR FACILITY IS
NOT YET ESTABLISHED). ANTICIPATE BOARD
INTRODUCTION IN JANUARY, 2015.
St. Louis City 2,000,000
NEW ENGLAND TOWN QUARRY PUMP
STATION (P-307) (SKME-544)
IMPROVEMENTS
PROJECT CONTINUED DUE TO EASEMENT
ACQUISITION. ANTICIPATE BOARD
INTRODUCTION IN JULY, 2014.
Unincorporated 4,200,000
$28,600,000
WASTEWATER CONTINUED PROJECTS
PROJECT LISTING FY15
TOTAL: Number of Projects 8
75
CONTINUED STORMWATER PROJECTS
Some of the District’s Stormwater Projects are continued from previous fiscal years due to difficulties in easement
acquisition, the permit process from other agencies, design revisions or status, or other special requirements or issues.
There is one (1) project that was identified in previous budget supplements that is still in the design, permitting, and/or
easement acquisition process. This project has a total estimated cost of $180,000.
The District’s revenues to construct these projects are from the appropriate Operation, Maintenance, Construction, and
Improvement (OMCI) Funds.
76
PROJECT NAME REASON PROJECT CONTINUED MUNICIPALITY COST ESTIMATE
FIRETHORN DRIVE 31901 STORM
IMPROVEMENTS
PROJECT CONTINUED DUE TO SCOPE
CHANGE. ANTICIPATE BOARD
INTRODUCTION IN OCTOBER 2014
Unincorporated $180,000
$180,000
PROJECT LISTING FY15
CONTINUED STORMWATER
PROJECTS
DEER CREEK OMCI FUND
TOTAL: Number of Projects 1
77
MSD CIRP Proposed Funding Timeline
Through June 30, 2017
WASTEWATER
Represents a rate increase
STORMWATER
Wastewater Projects
$276.9M
Wastewater Projects
$228.8M
FY14 FY15
Wastewater Projects
$241.1M
FY16 FY13
7/13
Stormwater Projects
$5.3M
Stormwater Projects
$5.2M
Stormwater Projects
$6.7M
7/12 7/14 7/15
Issue First $225.0M of
2012 Authorization
Issue Additional
Bonds $218.0M
FY17
Issue Additional
Bonds $165.0M 7/16
Wastewater Projects
$302.5M
Stormwater Projects
$16.4M
Issue Additional
Bonds $210.0M
Wastewater Projects
$270.0M
Issue Additional
Bonds $127.0M
Stormwater Projects
$4.7M
78
Total Total Total (1)
Program/Year 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2003 2016 2003
Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Budget -2015 -2027 -2027
Collection System Improvement $38.0 $49.4 $76.6 $78.2 $75.7 $124.5 $109.2 $116.4 $95.8 $54.2 $160.3 $203.4 $249.6 $1,431.3 $3,894.1 $5,325.4
Treatment Plant Improvements 9.4 91.1 113.4 103.9 78.1 79.1 63.7 37.4 59.0 91.6 29.7 9.1 25.6 791.1 321.9 1,113.0
Stormwater Replacement 6.7 5.4 8.0 14.4 9.0 11.4 14.4 10.7 11.4 7.6 5.1 5.2 6.7 116.0 18.7 134.7
Other 0.0 0.0 0.0 0.0 1.6 0.0 10.8 0.0 0.0 0.0 0.0 0.0 0.0 12.4 0.0 12.4
TOTAL $54.1 $145.9 $198.0 $196.6 $164.5 $215.0 $198.1 $164.5 $166.2 $153.4 $195.1 $217.7 $281.9 $2,350.9 $4,234.7 $6,585.6
(1) As measured in 2002 dollars.
Annual funding levels beginning in FY10 assumes annual rate increase for wastewater rates.
Stormwater rates 2008-2011 were impervious-based.
Multi-Decade Capital Improvement and Replacement Needs
Fiscal Year 2003 to Fiscal Year 2027
($s in millions)
79
Fiscal Year 2015 BUDGET
80
GENERALFUNDAfund established by administrative action to finance the ordinary operations of the District.The General Fund may be used for any legally authorized purpose of the District. It is used toaccount for all revenues and activities not provided for in any other fund. It may receive any andall revenues not specifically designated for other funds. All wastewater and stormwater usercharges receivable, less allowances for uncollectible accounts, are recorded to the General Fund.This section provides details of the General Fund budget for each department.81
$(10,000) $(5,000) $‐ $5,000 $10,000 $15,000 $20,000GENERAL FUND ‐FUND 1101Revenue Trends($s in thousands)TaxesStormwater Interfund RevenueInterest, Fees, Misc.Change in Fund BalanceThis analysis of MSD’s revenue compares actual revenues received in FY12 and FY13, forecasted for FY14, budgeted for FY15 and projected for FY16 and FY17. The stormwater inter‐fund revenue category was established in FY11 to report General Fund revenues received as a result of that fund providing stormwater operations and maintenance services to the OMCI funds. These funds are expected to increase from $15.8 million in FY15 to $16.2 million in FY17, or roughly 3% per year. Ad valorem taxes are based on current property assessed valuations provided by the City of St. Louis and St. Louis County and are projected to remain flat through the projections period. Interest, fees and miscellaneous income will decrease slightly over the next three years due to a short‐term increase in hauled waste revenue that is expected to end midway through FY15. Finally, it should be noted that the General Fund receives much of its funding from the sewer service charges originally received into the revenue funds and later transferred to the General Fund. These revenues are left off of this graph because they are reported as revenues in the revenue funds. This major source of funding is expected to increase along with scheduled rate increases through FY16 as recommended by the District’s Rate Commission and approved by the Board of Trustees. That inflow to the General Fund is planned to rise from a forecast of $157.7 million in FY14 to $183.0 million in FY16 before tapering off to $178.0 millin in FY17. Fund Balance declines in the FY14 forecast are due to a projected shortfall in sewer service charges relative to budget related to water usage data. The FY17 fund balance decline is due to a lack of an approved sewer service charge rate increase. A new rate commission process will begin in FY15, and it is anticipated that rates for FY17 through FY20 will be set during that process. 82
METROPOLITAN ST. LOUIS SEWER DISTRICTCHANGES IN FUND BALANCEGENERAL FUND - FUND 1101Actual Actual Budget Forecast Budget Projected ProjectedFY2012 FY2013 FY2014 FY2014 FY2015 FY2016 FY2017FUND BALANCE B.O.P.15,362,177$ 19,234,383$ 20,972,637$ 29,265,476$ 20,226,240$ 19,549,053$ 19,600,927$ Revenues: Revenue Bonds 223,793$ -$ -$ (24,304) -$ -$ -$ SW Interfund Revenue13,407,285 13,410,992 15,832,420 15,768,465 16,192,860 16,516,728 16,847,060 Wastewater User Charges(3,009,748) 758,996 (2,417,000) (1,377,434) (1,348,000) (1,735,000) (1,720,000) Taxes15,678,337 16,353,312 15,259,256 14,800,896 15,255,044 15,255,044 15,255,044 Interest on Investments61,517(5,981)48,08662,543 104,56897,93297,332 Connection and Other Fees1,880,012 1,558,812 1,409,000 3,694,645 3,430,000 2,180,000 2,180,000 Proceeds from Sale of Property82,464 269,073 100,000 191,166 100,000 100,000 100,000 Rental Income294,466 293,034 340,000 325,540 152,500 152,500 152,500 Miscellaneous2,722,869 2,399,304 2,547,000 2,195,148 2,326,000 2,326,000 2,326,000Total Revenues31,340,995$ 35,037,542$ 33,118,762$ 35,636,664$ 36,212,972$ 34,893,204$ 35,237,936$ Expenditures: Personnel Services87,148,396$ 91,490,802$ 95,857,463$ 95,681,648$ 98,716,705$ 101,363,499$ 104,020,214$ Supplies15,297,804 11,811,716 15,278,736 15,548,179 18,101,305 19,216,503 19,792,894 Utilities12,612,858 14,533,558 15,256,386 15,181,563 16,191,992 16,963,202 17,853,576 Contractual Services30,536,564 30,291,916 37,777,812 37,228,716 45,998,021 44,745,549 44,684,223 Capital Outlay1,935,288 4,683,798 2,974,795 3,016,144 3,771,640 4,037,544 4,136,441 Construction and Engineering15,225,636 12,977,500 17,557,000 20,462,731 17,590,000 17,649,000 14,020,000 Principal Payments11,783 12,157 32,160 34,751 31,565 32,359 33,173 Interest Payments703 329 6,072 3,658 4,357 3,564 2,749 Other76 - - 0 2,000 2,000 2,000 Total Expenditures162,769,107$ 165,801,777$ 184,740,425$ 187,157,390$ 200,407,586$ 204,013,219$ 204,545,269$ Net Operating Income (Loss)(131,428,112)$ (130,764,235)$ (151,621,663)$ (151,520,726)$ (164,194,614)$ (169,120,015)$ (169,307,333)$ O & M Allocation from Other Funds138,911,700 148,889,819 164,920,175 157,656,598 178,772,470 183,000,000 178,000,000 Interfund Transfers(3,611,382)$ (8,094,491)$ (15,259,256)$ (15,175,109)$ (15,255,043)$ (13,828,111)$ (13,918,174)$ Increase (Decrease) in Fund Bal.3,872,207$ 10,031,093$ (1,960,744)$ (9,039,236)$ (677,187)$ 51,874$ (5,225,507)$ Percentage of Change 25%52%-9%-31%-3%0%-27%FUND BALANCE E.O.P.19,234,383$ 29,265,476$ 19,011,893$ 20,226,240$ 19,549,053$ 19,600,927$ 14,375,420$ 83
General Fund Budget
by Natural Account Group
FY15
$98.7
54.0%
$18.1
9.9% $16.2
8.9%
$46.0
25.1%
$3.8
2.1%
Personnel Services
Supplies
Utilities
Contractual Services
Capital Outlay
Total Expenses $182.8
($s in millions)
Personnel
Services
Contractual
Services
Supplies
Utilities
Capital
Outlay
84
FY15 SIGNIFICANT BUDGET CHANGES
GENERAL FUND
Personnel Services – 51000 Natural Account Group
Personnel Services increased $2,859,242 or 3.0% from the FY2014 Budget. This increase reflects a $1,719,157 increase in Salary and Wages and
FICA associated with a 2.6% average salary increase and a net increase of 11 funded positions. In addition, increases in Group Insurance of
$482,941 in Temporary Help of $482,941 and in Other Post-Employment Benefits of $297,283 are expected. All other Personnel Services expenses
decreased a net amount of $135,524.
Supplies – 52000 Natural Account Group
Supplies increased $2,822,569 or 18.5% over the prior year. An increase of $1,113,873 in Instrument Supplies is due to the purchase of new flow monitors.
Chemical Supply expenses increased $950,075 as a result of regulatory required disinfection activities. Machinery and Equipment Parts are increasing
$523,568 due to the completion of the Missouri River Treatment Plant expansion and replacement of a pump at Bissell Treatment Plant. Electrical Supplies
are increasing $214,365 for work to be done at two of the treatment plants. All other Supply expenses increased a net of $20,688.
Utilities – 53000 Natural Account Group
Utilities are anticipated to increase $935,606 or 6.1%. Electric Usage is planned to increase $688,286 associated to a rate hike by Ameren and partially to
an increase in demand related to mandated disinfection processes. Telephone Usage is expected to increase $255,649 due to a new initiative to outsource
data processing, new circuitry at one of the facilities, expanded GPS tracking and increased general cell phone usage costs. Water Usage is expected to
increase $17,870 and a reduction of $26,200 is expected in Natural Gas Usage.
Contractual Services – 54000 Natural Account Group
Contracted Services are anticipated to increase $8,220,209 or 21.8% from the FY2014 Budget. Professional Service expenses are increasing $3,200,625;
included in the increase is $2,112,500 for new initiatives related to Operations, Information Technology and Finance, $420,000 for the Rate Commission
Process, $438,000 for the billing and collection system upgrade, and $230,125 for additional managed service contracts. Collection Services is expected to
increase $1,613,902 for continued efforts to collect delinquent sewer service charges. Building Repairs and Services are increasing $1,243,848 due to
$557,800 for improvements to the Market Street facility and $686,048 for roof repairs to plants and pump stations and building improvements at the Grand
Glaize annex. Sewer Repair & Structural Cleaning is increasing $529,785 for large diameter pipe cleaning, lateral inspections and vactoring wet wells.
Office System Services has increased $413,236 in response to maintenance costs on new systems. Plumbing Services and Electrical Repair Services are
collectively increasing $331,374 for Consent Decree related work and preventive maintenance and upgrades to pump station facilities. Bond and Liability
Insurance is increasing $326,975 related to market conditions and insurance for new buildings. Advertising Services is increasing $232,991 for new
initiatives in Public Affairs and for the Rate Commission Process. Ash Hauling increased $216,700 for cleaning of the lagoon. All other Contractual Services
will increase a net amount of $110,773.
Capital Outlay – 55000 Natural Account Group
Capital Outlay increased $796,845 or 26.8% from the FY2014 Budget. The Motor Vehicles budget is $399,000 higher to accommodate scheduled
replacement of fleet vehicles. Machinery and Implements expense is expected to increase $382,300 as a result of purchasing new excavators, blower
replacement, and purchase of CCTV camera equipment for the maintenance yards. Processing Equipment is increasing $257,000 in response to upgrading
and rebuilding control equipment. All other Capital Outlay expenses decreased a net of $241,455.
85
METROPOLITAN ST. LOUIS SEWER DISTRICT
General Fund Budget
by Natural Account Group
Fiscal Year 2015
Personnel Contractual Capital Budget Percent
Services Supplies Utilities Services Outlay FY15 of Total
BOARD OF TRUSTEES $3,000 $0 $0 $3,100 $0 $6,100 0.0%
RATE COMMISSION 0 900 0 511,300 0 512,200 0.3%
SECRETARY-TREASURER 712,888 15,800 456 915,178 6,100 1,650,422 0.8%
CIVIL SERVICE COMMISSION 5,000 0 0 5,000 0 10,000 0.0%
EXECUTIVE DIRECTOR 710,675 42,500 2,280 529,760 0 1,285,215 0.6%
GENERAL COUNSEL 870,101 84,100 500 1,602,503 1,000 2,558,204 1.3%
HUMAN RESOURCES 7,561,755 42,305 9,482 5,236,920 0 12,850,462 6.4%
FINANCE 5,060,005 88,104 281,000 17,107,341 1,000 22,537,450 11.2%
INFORMATION SYSTEMS 7,771,531 164,594 672,098 4,535,315 105,000 13,248,538 6.6%
ENGINEERING 22,635,388 522,169 57,714 856,595 47,500 24,119,366 12.0%
OPERATIONS 53,386,363 17,140,833 15,168,462 14,695,009 3,611,040 104,001,708 51.9%
TOTAL OPERATING BUDGET $98,716,705 $18,101,305 $16,191,992 $45,998,021 $3,771,640 $182,779,664 91.2%
CIRP CONST. & ENGINEERING $0 $0 $0 $0 $0 $17,590,000 8.8%
OTHER*0 0 0 0 0 37,922 0.0%
TOTAL GENERAL FUND BUDGET $98,716,705 $18,101,305 $16,191,992 $45,998,021 $3,771,640 $200,407,586 100.0%
*Includes Inventory, Principal and Interest Paid
86
METROPOLITAN ST. LOUIS SEWER DISTRICT
General Fund Budget
by Natural Account Group
Fiscal Year 2014
Personnel Contractual Capital Budget Percent
Services Supplies Utilities Services Outlay FY14 of Total
BOARD OF TRUSTEES $3,000 $0 $0 $3,100 $0 $6,100 0.0%
RATE COMMISSION 0 0 0 0 0 0 0.0%
SECRETARY-TREASURER 728,400 16,609 456 936,210 8,350 1,690,025 0.9%
CIVIL SERVICE COMMISSION 10,000 0 0 10,000 0 20,000 0.0%
EXECUTIVE DIRECTOR 684,170 25,500 216 466,769 0 1,176,655 0.6%
GENERAL COUNSEL 848,544 86,000 500 2,106,750 2,000 3,043,794 1.6%
HUMAN RESOURCES 6,816,789 30,880 6,741 4,655,183 0 11,509,593 6.2%
FINANCE 5,004,468 87,274 222,080 14,219,236 17,600 19,550,659 10.6%
INFORMATION SYSTEMS 7,400,416 774,171 517,176 2,847,010 257,995 11,796,768 6.4%
ENGINEERING 22,170,613 432,338 37,400 1,025,680 86,800 23,752,832 12.9%
OPERATIONS 52,191,063 13,825,964 14,471,817 11,507,874 2,602,050 94,598,768 51.2%
TOTAL OPERATING BUDGET $95,857,463 $15,278,736 $15,256,386 $37,777,812 $2,974,795 $167,145,193 90.5%
CIRP CONST. & ENGINEERING $0 $0 $0 $0 $0 $17,557,000 9.5%
OTHER*0 0 0 0 0 38,232 0.0%
TOTAL GENERAL FUND BUDGET $95,857,463 $15,278,736 $15,256,386 $37,777,812 $2,974,795 $184,740,425 100.0%
*Includes Inventory, Principal and Interest Paid
87
METROPOLITAN ST. LOUIS SEWER DISTRICT
General Fund Budget
by Organization by Natural Account Group
Percent of
Total Difference Difference
Personnel Contractual Capital Total FY14 FY15 FY15
Services Supplies Utilities Services Outlay FY15 Forecast vs FY14 vs FY14
BOARD OF TRUSTEES $3,000 $0 $0 $3,100 $0 $6,100 $7,200 $(1,100)-15%
RATE COMMISSION 0 900 0 511,300 0 512,200 0 512,200 N/A
SECRETARY-TREASURER 712,888 15,800 456 915,178 6,100 1,650,422 1,517,926 132,496 9%
CIVIL SERVICE COMMISSION 5,000 0 0 5,000 0 10,000 14,457 (4,457)-31%
EXECUTIVE DIRECTOR 710,675 42,500 2,280 529,760 0 1,285,215 1,179,481 105,734 9%
GENERAL COUNSEL 870,101 84,100 500 1,602,503 1,000 2,558,204 2,973,679 (415,475)-14%
HUMAN RESOURCES 7,561,755 42,305 9,482 5,236,920 0 12,850,462 11,458,864 1,391,598 12%
FINANCE 5,060,005 88,104 281,000 17,107,341 1,000 22,537,450 18,617,124 3,920,326 21%
INFORMATION SYSTEMS 7,771,531 164,594 672,098 4,535,315 105,000 13,248,538 11,814,244 1,434,294 12%
ENGINEERING 22,635,388 522,169 57,714 856,595 47,500 24,119,366 23,152,505 966,862 4%
OPERATIONS 53,386,363 17,140,833 15,168,462 14,695,009 3,611,040 104,001,708 95,801,738 8,199,970 9%
TOTAL OPERATING BUDGET $98,716,705 $18,101,305 $16,191,992 $45,998,021 $3,771,640 $182,779,664 $166,537,216 $16,242,448 10%
CIRP CONST. & ENGINEERING $0 $0 $0 $0 $0 $17,590,000 $20,462,731
OTHER 0 0 0 0 0 37,922 157,442
TOTAL GENERAL FUND BUDGET $98,716,705 $18,101,305 $16,191,992 $45,998,021 $3,771,640 $200,407,586 $187,157,390
Variance - Increase (Decrease)
FY15 vs. FY14
88
$ Change % Change$ Change % ChangeFY14FY14fromfromFY15fromfromBUDGET FORECAST 2014 Budget 2014 Budget BUDGET 2014 Budget 2014 Budget51010 Salaries & Wages$ 60,237,803 $ 59,370,950 $ (866,853)-1%$61,823,891$1,586,0883%51020 Overtime2,358,894 2,564,887 205,9939% 2,499,018 140,1246%51030 Compensatory Pay Accrual10,000 22,40712,407124% 10,00000%51040 Sick Leave Accrual860,000 840,763(19,237)-2% 860,00000%51050 Vacation Accrual625,000 750,403 125,40320% 850,000 225,00036%51060 Worker's Compensation Pay05,1595,159NM000%51070 Board Member Fees2,7004,3251,62560% 2,70000%51080 Floating Holiday Accrual20,000 390,740 370,740 1854%0 (20,000) -100%51090 Civil Service Commision Fees10,0005,000(5,000) -50% 5,000 (5,000)-50%51100 Emp Service & Incentive Awards 69,036 60,692(8,344) -12% 49,520 (19,516)-28%51110 Workers' Comp Settlements000NM000%51120 Membership & Licensing Fees 291,662 300,2708,6083% 284,551 (7,111)-2%51130 Education Assistance Program 200,000 200,00330% 200,00000%51210 FICA Taxes4,749,785 4,615,849 (133,936)-3% 4,882,854 133,0703%51220 Group Insurance9,127,888 8,618,219 (509,669)-6% 9,623,273 495,3855%51230 Pension Contribution12,939,350 12,894,740(44,610)0% 12,490,000 (449,350)-3%51234 EAP14,898 22,1117,21348% 15,2263282%51240 Unemployment Insurance25,000 43,54218,54274% 25,00000%51250 Second Injury Insurance/Tax000NM000%51300 Other Post Employment Benefits 1,702,717 1,694,645(8,072)0% 2,000,000 297,28317%51510 Temporary Help2,612,730 3,276,943 664,21325% 3,095,671 482,94118%Total Personnel Services$ 95,857,463 $ 95,681,648 $ (175,815)0%$98,716,705$2,859,2423%52010 Fuels,Lubricants,Gases$ 1,493,152 $ 1,537,672 $ 44,5203%$1,682,474$189,32213%52020 Motor Vehicle Parts & Equip321,750 367,07345,32314% 357,650 35,90011%52030 Machinery & Equipment Parts 3,377,203 3,328,284(48,919)-1% 3,493,631 116,4283%52040 Machinery & Equipment - Non-Ca 88,720 132,46443,74449% 495,860 407,140459%52050 Construction & Bldg Supplies 2,246,768 2,371,237 124,4696% 2,313,467 66,6993%52070 Hardware108,019 109,8011,7822% 114,1226,1036%52080 Hose Supplies188,955 267,11678,16141% 260,044 71,08938%Expense ObjectMetropolitan St. Louis Sewer DistrictFiscal 2015 General Fund Operating Expense Budget and Variances89
$ Change % Change$ Change % ChangeFY14FY14fromfromFY15fromfromBUDGET FORECAST 2014 Budget 2014 Budget BUDGET 2014 Budget 2014 BudgetExpense ObjectMetropolitan St. Louis Sewer DistrictFiscal 2015 General Fund Operating Expense Budget and Variances52090 Electrical Supplies793,919 729,560(64,359)-8% 1,008,284 214,36527%52100 Instrument Supplies544,851 610,41165,56012% 1,658,724 1,113,873204%52110 Chemical Supplies3,010,117 3,076,55166,4342% 3,960,192 950,07532%52120 Laboratory Supplies145,875 122,294(23,581) -16% 136,175 (9,700)-7%52130 Engineering & Drafting Supply3,4501,000(2,450) -71% 3,45000%52150 Plumbing Supplies454,350 512,77558,42513% 537,896 83,54618%52160 Paint Supplies48,675 55,7357,06015% 56,4347,75916%52170 Safety Supplies290,483 312,70722,2248% 293,0652,5821%52220 Janitorial Supplies161,804 147,324(14,480)-9% 157,899 (3,905)-2%52240 Hand Tools287,546 296,0888,5423% 259,641 (27,905)-10%52280 Uniforms306,090 278,633(27,456)-9% 309,8393,7491%52300 Safety Footwear133,625 150,64117,01613% 139,4005,7754%52310 Telephone/Communic Equip/Suppl 296,675268,330(28,345) -10% 19,600 (277,075)-93%52320 Office Supplies141,198 149,0527,8546% 147,9646,7665%52330 Computer Supplies379,192 338,694(40,498) -11% 243,424 (135,768)-36%52340 Computer Equipment - Non-Capit223,263 141,923(81,340) -36% 175,108 (48,155)-22%52360 Grounds Supplies24,096 21,838(2,258)-9% 28,7714,67519%52370 Photo & Video Supplies7,1169,8932,77739% 6,066 (1,050)-15%52380 Publications/Training Supplies 133,980 131,133(2,847)-2% 137,8093,8293%52390 Administrative Supplies51,904 51,667(237)0% 69,882 17,97835%52400 Furniture & Office Equipment -15,960 28,28012,32077% 34,435 18,475116%Total Supplies$ 15,278,736 $ 15,548,179 $ 269,4422%$18,101,305$2,822,56918%53060 Electric Usage$ 11,842,541 $ 11,797,482 $ (45,059)0%$12,530,828$688,2866%53070 Natural Gas Usage1,969,924 1,927,778(42,146)-2% 1,943,724 (26,200)-1%53080 Water Usage550,454 528,101(22,353)-4% 568,324 17,8703%53270 Telephone Usage893,467 928,20134,7344% 1,149,116 255,64929%Total Usage$ 15,256,386 $ 15,181,563 $ (74,824)0%$16,191,992$935,6066%54010 Postage$ 1,612,291 1,496,294 (115,997)-7%$1,524,532$(87,759)-5%90
$ Change % Change$ Change % ChangeFY14FY14fromfromFY15fromfromBUDGET FORECAST 2014 Budget 2014 Budget BUDGET 2014 Budget 2014 BudgetExpense ObjectMetropolitan St. Louis Sewer DistrictFiscal 2015 General Fund Operating Expense Budget and Variances54050 Office System Services2,555,058 2,412,717 (142,341)-6% 3,018,294 463,23618%54060 Printing Services380,150 317,935(62,215) -16% 371,988 (8,162)-2%54080 Advertising Services204,417 328,892 124,47561% 437,408 232,991114%54100 Travel Expenses417,226 370,362(46,864) -11% 404,499 (12,727)-3%54120 Photo Services3,0001,450(1,550) -52% 5,5002,50083%54130 Bond & Liability Insurance2,607,300 2,500,936 (106,364)-4% 2,934,275 326,97513%54140 Training Programs/Seminar Fees 541,908 510,716(31,192)-6% 560,915 19,0074%54160 Data Imaging Services77,100 82,4785,3787% 86,7819,68113%54180 Courier And Freight105,906 97,201(8,705)-8% 99,642 (6,263)-6%54190 Property & Other Space Rental 144,279 157,53313,2549% 169,506 25,22717%54340 Other02202200%000%54350 Lockbox Services820,084 780,578(39,506)-5% 983,268 163,18420%54360 Banking Services Total147,000 74,749(72,251) -49% 85,000 (62,000)-42%54370 Board Of Election Commission000NM000%54390 Hospital & Medical Services116,150 124,2488,0987% 130,200 14,05012%54400 Judgments & Claims Settlements 998,000 326,446 (671,554) -67% 725,000 (273,000)-27%54410 Judgments & Claims Accrual0 398,821 398,821NM000%54420 Court Costs & Lien Fees302,200 271,564(30,636) -10% 327,050 24,8508%54440 Easement Acquisitions/Fees30,000 11,755(18,245) -61% 30,00000%54450 Collection Services3,944,426 4,128,699 184,2725% 5,558,328 1,613,90241%54470 Water Agency Data Services497,240 494,740(2,500)-1% 492,240 (5,000)-1%54520 Professional Service10,291,215 9,221,534 (1,069,681) -10% 13,491,840 3,200,62531%54530 Building Repairs & Services819,407 1,018,650 199,24324% 2,063,255 1,243,848152%54540 Janitorial Services1,111,395 989,554 (121,841) -11% 1,069,888 (41,507)-4%54550 Grounds Services630,094 699,99769,90311% 830,604 200,51032%54560 Motor Vehicle Services166,450 164,706(1,744)-1% 176,750 10,3006%54570 Machinery & Equipment Services 2,547,828 3,101,392 553,56422% 2,516,909 (30,919)-1%54580 Equipment Rental268,718 1,029,136 760,418283% 309,150 40,43215%54590 Sewer Rep & Structure Cleaning 1,083,941 1,021,566(62,375)-6% 1,613,726 529,78549%54600 Electrical Repair Services328,526 517,736 189,21058% 462,913 134,38741%91
$ Change % Change$ Change % ChangeFY14FY14fromfromFY15fromfromBUDGET FORECAST 2014 Budget 2014 Budget BUDGET 2014 Budget 2014 BudgetExpense ObjectMetropolitan St. Louis Sewer DistrictFiscal 2015 General Fund Operating Expense Budget and Variances54610 Instrument Repair Services415,229 401,799(13,430)-3% 535,901 120,67229%54620 Plumbing Services229,630 454,151 224,52198% 426,617 196,98786%54630 HVAC Services259,250 294,68635,43614% 244,252 (14,998)-6%54640 Damage Repairs & Services30,400 40,63110,23134% 30,40000%54650 Waste Hauling1,341,598 1,322,602(18,996)-1% 1,401,977 60,3805%54660 Ash Hauling548,300 212,496 (335,804) -61% 765,000 216,70040%54670 Other Governmental Fees1,071,598 885,472 (186,126) -17% 916,978 (154,620)-14%54680 Laboratory Testing Services518,050 525,0386,9881% 493,630 (24,420)-5%54690 Safety Services109,948 102,490(7,458)-7% 93,305 (16,643)-15%54700 Asbestos Removal Services21,500 11,999(9,501) -44% 22,5001,0005%54710 Community Outreach Programs 263,000 199,618(63,382) -24% 370,000 107,00041%54720 Tree Removal/Weed Spraying 218,000 125,127(92,873) -43% 218,00000%54800 Worker Comp Accrual000NM000%Total Contractual Services$ 37,777,812 $ 37,228,716 $ (549,096)-1%$45,998,021$8,220,21022%55010 Land Purchases$0 $ 1,618 $ 1,618100%$0$00%55030 Structural Improvements225,000 259,38534,38515% 177,000 (48,000)-21%55040 Processing Equipment260,000 228,000(32,000) -12% 517,000 257,00099%55050 Auxiliary Equipment000NM000%55060 Motor Vehicles2,060,000 2,089,29729,2971% 2,459,000 399,00019%55070 Machinery & Implements18,500 162,953 144,453781% 400,800 382,300 2066%55080 Instruments & Apparatus136,55079,400(57,150) -42% 63,500 (73,050)-53%55090 Furniture & Office Equipment10,5007,750(2,750) -26% 11,9001,40013%55110 Computer Equipment264,245 187,742(76,503) -29% 142,440 (121,805)-46%Total Capital Outlay$ 2,974,795 $ 3,016,144 $ 41,3491%$3,771,640$796,84527%$ 167,145,193 $ 166,656,249 $ (488,944)0%$182,779,664$15,634,4719%Total General Fund Operating Expense92
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 201751010 Salaries & Wages$ 54,643,730 $ 56,512,239 $ 60,237,803 $ 59,370,950$ 61,823,891$ 63,273,568 $ 64,547,65951020 Overtime2,497,378 2,871,255 2,358,894 2,564,8872,499,0182,548,999 2,599,97951030 Compensatory Pay Accrual9,764(6,423) 10,00022,40710,00010,00010,00051040 Sick Leave Accrual851,568 863,508 860,000840,763860,000860,000 860,00051050 Vacation Accrual887,012 821,183 625,000750,403850,000850,000 850,00051060 Worker's Compensation Pay46,34722,86305,15900051070 Board Member Fees2,0752,1752,7004,3252,7002,7002,70051080 Floating Holiday Accrual(6,648)66420,000390,74000051090 Civil Service Commision Fees18023010,0005,0005,00010,00010,00051100 Emp Service & Incentive Awards55,31059,05569,03660,69249,52051,00652,53651110 Workers' Comp Settlements345,61900000051120 Membership & Licensing Fees172,426 325,827 291,662300,270284,551296,629 305,52551130 Education Assistance Program140,323 175,313 200,000200,003200,000206,016 212,19751210 FICA Taxes4,207,404 4,418,320 4,749,785 4,615,8494,882,8544,736,600 4,831,99251220 Group Insurance7,601,196 8,834,700 9,127,888 8,618,2199,623,27310,233,869 10,817,36751230 Pension Contribution10,973,587 12,114,993 12,939,350 12,894,74012,490,00012,934,137 13,346,18751234 EAP21,31528,74714,89822,11115,22615,68316,15351240 Unemployment Insurance52,61423,78225,00043,54225,00025,75026,52351250 Second Injury Insurance/Tax64,630(0)0000051300 Other Post Employment Benefits1,382,260 1,271,935 1,702,717 1,694,6452,000,0002,120,000 2,247,20051510 Temporary Help3,200,308 3,150,437 2,612,730 3,276,9433,095,6713,188,541 3,284,197Subtotal 51000 Personnel Services$ 87,148,396 $ 91,490,802 $ 95,857,463 $ 95,681,648$ 98,716,705$ 101,363,499 $ 104,020,21452010 Fuels,Lubricants,Gases$ 1,524,636 $ 1,578,248 $ 1,493,152 $ 1,537,672$ 1,682,474$ 1,732,948 $ 1,784,93752020 Motor Vehicle Parts & Equip288,147 341,901 321,750367,073357,650368,380 379,43152030 Machinery & Equipment Parts3,939,060 3,038,394 3,377,203 3,328,2843,493,6313,598,440 3,706,39352040 Machinery & Equipment - Non-Ca357,621 (98,750) 88,720132,464495,860510,736 526,05852050 Construction & Bldg Supplies2,194,893 2,002,427 2,246,768 2,371,2372,313,4672,382,871 2,454,35752070 Hardware116,081 106,830 108,019109,801114,122117,546 121,07252080 Hose Supplies182,742 233,159 188,955267,116260,044267,845 275,88152090 Electrical Supplies1,142,888 522,362 793,919729,5601,008,2841,038,533 1,069,688Metropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionTotal DistrictExpense Object93
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 2017Metropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionTotal DistrictExpense Object52100 Instrument Supplies432,748 565,323 544,851610,4111,658,7242,326,486 2,396,28052110 Chemical Supplies1,343,571 1,440,120 3,010,117 3,076,5513,960,1924,078,998 4,201,36852120 Laboratory Supplies122,385 125,438 145,875122,294136,175140,260 144,46852130 Engineering & Drafting Supply1,4181,5043,4501,0003,4503,5543,66052150 Plumbing Supplies549,847 356,604 454,350512,775537,896554,033 570,65452160 Paint Supplies30,45143,40848,67555,73556,43458,12759,87152170 Safety Supplies330,282 282,934 290,483312,707293,065301,856 310,91252220 Janitorial Supplies171,043 150,874 161,804147,324157,899129,676 133,56652240 Hand Tools293,039 242,090 287,546296,088259,641267,430 275,45352280 Uniforms260,128 252,415 306,090278,633309,839321,695 331,11252300 Safety Footwear107,845 130,245 133,625150,641139,400144,346 148,81652310 Telephone/Communic Equip/Suppl28,9029,507 296,675268,33019,60020,70021,31852320 Office Supplies166,336 133,672 141,198149,052147,964151,888 156,44552330 Computer Supplies569,929 289,226 379,192338,694243,424259,552 267,33152340 Computer Equipment - Non-Capit252,981 161,926 223,263141,923175,108164,602 169,54052360 Grounds Supplies14,36113,47824,09621,83828,77128,70729,56852370 Photo & Video Supplies11,3285,5797,1169,8936,0666,2486,43552380 Publications/Training Supplies129,413 117,630 133,980131,133137,809141,943 146,20252390 Administrative Supplies20,48131,80851,90451,66769,88271,97874,13852400 Furniture & Office Equipment -39,22554,22315,96028,28034,43527,12527,939Subtotal 52000 Supplies$ 14,621,781 $ 12,132,574 $ 15,278,736 $ 15,548,179$ 18,101,305$ 19,216,503 $ 19,792,89453060 Electric Usage$ 9,942,991 $ 11,287,771 $ 11,842,541 $ 11,797,482$ 12,530,828$ 13,220,023 13,947,12453070 Natural Gas Usage1,389,492 1,826,194 1,969,924 1,927,7781,943,7242,050,629 2,163,41453080 Water Usage456,779 545,249 550,454528,101568,324588,155 605,80053270 Telephone Usage823,595 874,344 893,467928,2011,149,1161,104,395 1,137,238Subtotal 53000 Usage$ 12,612,858 $ 14,533,558 $ 15,256,386 $ 15,181,563$ 16,191,992$ 16,963,202 $ 17,853,57654010 Postage$ 1,343,807 $ 1,460,870 $ 1,612,291 $ 1,496,294$ 1,524,532$ 2,761,458 $ 2,606,62054050 Office System Services2,150,171 2,324,387 2,555,058 2,412,7173,018,2943,097,598 3,233,97554060 Printing Services353,119 359,811 380,150317,935371,988548,905 552,79094
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 2017Metropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionTotal DistrictExpense Object54080 Advertising Services142,838 306,963 204,417328,892437,408363,041 379,37854100 Travel Expenses293,200 278,001 417,226370,362404,499431,091 450,49054120 Photo Services7,7258,1143,0001,4505,5003,1353,27654130 Bond & Liability Insurance2,590,349 2,440,002 2,607,300 2,500,9362,934,2753,080,989 3,235,03854140 Training Programs/Seminar Fees373,170 382,421 541,908510,716560,915591,595 615,95754160 Data Imaging Services41,16363,97477,10082,47886,78190,68694,76754180 Courier And Freight119,73278,506 105,90697,20199,64299,633 104,11654190 Property & Other Space Rental114,912 119,551 144,279157,533169,506169,296 176,91554340 Other090022000054350 Lockbox Services774,700 819,407 820,084780,578983,2681,027,515 1,073,75354360 Banking Services Total2,187(347) 147,00074,74985,00088,82592,82254370 Board Of Election Commission1,221,47700001,500,000054390 Hospital & Medical Services658,967 119,724 116,150124,248130,200136,059 142,18254400 Judgments & Claims Settlements886,111 555,690 998,000326,446725,000752,750 781,60254410 Judgments & Claims Accrual(4,936,875) (136,581)0398,82100054420 Court Costs & Lien Fees392,854 189,900 302,200271,564327,050328,267 329,53954440 Easement Acquisitions/Fees6,50211,07330,00011,75530,00031,35032,76154450 Collection Services4,051,200 4,548,743 3,944,426 4,128,6995,558,3285,808,453 6,069,83354470 Water Agency Data Services492,240 492,240 497,240494,740492,240492,240 492,24054520 Professional Service7,556,589 6,539,523 10,291,215 9,221,53413,491,8408,929,925 9,169,10154530 Building Repairs & Services2,650,951 104,926 819,407 1,018,6502,063,2551,630,367 1,701,40154540 Janitorial Services977,766 984,006 1,111,395989,5541,069,8881,141,546 1,192,91554550 Grounds Services444,051 568,336 630,094699,997830,604853,351 891,75254560 Motor Vehicle Services158,535 188,119 166,450164,706176,750184,704 193,01554570 Machinery & Equipment Services3,031,292 1,568,449 2,547,828 3,101,3922,516,9092,630,170 2,748,52854580 Equipment Rental315,720 609,579 268,718 1,029,136309,150323,062 337,60054590 Sewer Rep & Structure Cleaning1,039,207 1,024,781 1,083,941 1,021,5661,613,7261,686,344 1,762,22954600 Electrical Repair Services277,505 276,780 328,526517,736462,913483,744 505,51354610 Instrument Repair Services620,987 218,298 415,229401,799535,901298,767 312,21154620 Plumbing Services187,432 272,935 229,630454,151426,617445,815 465,87654630 HVAC Services436,726 221,715 259,250294,686244,252240,613 251,44195
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 2017Metropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionTotal DistrictExpense Object54640 Damage Repairs & Services37,64255,36630,40040,63130,40031,73833,13654650 Waste Hauling1,368,450 1,099,833 1,341,598 1,322,6021,401,9771,465,066 1,530,99454660 Ash Hauling45,572 765,204 548,300212,496765,000787,950 811,58954670 Other Governmental Fees676,263 731,731 1,071,598885,472916,978958,242 1,001,36354680 Laboratory Testing Services52,377 390,026 518,050525,038493,630515,843 539,05654690 Safety Services48,71743,792 109,948102,49093,30597,504 101,89154700 Asbestos Removal Services15,85433,23421,50011,99922,50023,51324,57154710 Community Outreach Programs96,92882,868 263,000199,618370,000386,650 404,04954720 Tree Removal/Weed Spraying151,78475,143 218,000125,127218,000227,750 237,93754800 Worker Comp Accrual(745,283)000000Subtotal 54000 Contractual Services$ 30,524,617 $ 30,277,182 $ 37,777,812 $ 37,228,716$ 45,998,021$ 44,745,549 $ 44,684,22355010 Land Purchases$ 145,678 $ 501,118 $0 $ 1,618$0$0$ 055030 Structural Improvements(215,130) 1,506,632 225,000259,385177,000182,310 187,77955040 Processing Equipment215,227 545,094 260,000228,000517,000532,510 548,48555050 Auxiliary Equipment(78,799) 16,1360000055060 Motor Vehicles733,573 1,212,376 2,060,000 2,089,2972,459,0002,509,080 2,584,35255070 Machinery & Implements682,070 283,16818,500162,953400,800412,824 425,20955080 Instruments & Apparatus(9,966) 430,920 136,55079,40063,50057,48036,97455090 Furniture & Office Equipment17467,28110,5007,75011,90012,25712,62555110 Computer Equipment462,461 121,073 264,245187,742142,440331,083 341,016Subtotal 55000 Capital Outlay$ 1,935,288 $ 4,683,798 $ 2,974,795 $ 3,016,144$ 3,771,640$ 4,037,544 $ 4,136,441$ 146,842,939 $ 153,117,915 $ 167,145,193 $ 166,656,249$ 182,779,664$ 186,326,296 $ 190,487,347Total General Fund Expenses96
BOARD OF TRUSTEES Board of Trustees Executive Director General Counsel Rate Commission Internal Auditor Civil Service Commission Information Systems Operations Engineering Finance Human Resources Secretary-Treasurer 97
Board of Trustees
Mission
1.Develop public policies, through official action, to meet MSD’s responsibilities for sanitation, storm flow and protection
of water resources.
2.Develop general strategies to direct and supervise the Executive Director in the implementation of official policies and
programs.
3.Generally oversee the implementation of appropriate recommendations contained in various internal and contracted
studies; i.e. the Independent Auditor’s Management Letter, Pension Fund Investment Consultant, Financial Advisors,
and the Internal Auditor.
4.Direct and supervise the activities of the Secretary-Treasurer and the Internal Auditor.
DESCRIPTION OF SERVICES
Pursuant to the provisions of the Plan and subject to the limitations imposed by the Constitution of
the State of Missouri, all powers of the District are vested in the Board of Trustees who enact
District ordinances, adopt budgets, and determine policies. The Board of Trustees appoints the
Executive Director, who executes the ordinances and administers the government of the District
and all subdistricts (Sect. 1.020 of the Plan), and the Secretary-Treasurer (Sect. 7.020 of the
Plan), and the Internal Auditor (Sect. 7.030 of the Plan).
98
Board of Trustees
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
District Governance $2,075 $2,175 $6,100 $7,200 $6,100 $6,249 $6,404
TOTAL EXPENSES $2,075 $2,175 $6,100 $7,200 $6,100 $6,249 $6,404
$0.000
$0.001
$0.002
$0.003
$0.004
$0.005
$0.006
$0.007
$0.008
Expenses
Actual
Forecast
Budget
Projected
99
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $2,075 $2,175 $3000 $4,625 $$3,000 $$3,009 $$3,018
52000 Supplies 0 0 0 0 0 0 0
53000 Usage 0 0 0 0 0 0 0
54000 Contractual Services 0 0 3100 2,575 3,100 3,240 3,385
55000 Capital Outlay 0 0 0 0 0 0 0
TOTAL EXPENSES $2,075 $2,175 $6,100 $7,200 $6,100 $6,249 $6,404
District Governance
100
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 201751010 Salaries & Wages$0 $0 $0 $0$0$0$ 051070 Board Member Fees2,0752,1752,7004,3252,7002,7002,70051120 Membership & Licensing Fees00300300300309318Subtotal 51000 Personnel Services$ 2,075 $ 2,175 $ 3,000 $ 4,625$3,000$ 3,009 $ 3,01852010 Fuels,Lubricants,Gases$0 $0 $0 $0$0$0$ 0Subtotal 52000 Supplies$0$0$0$0$0$0$ 053060 Electric Usage$0 $0 $0 $0$0$0 0Subtotal 53000 Usage$0$0$0$0$0$0$ 054010 Postage$0 $0 $0 $0$0$0$ 054100 Travel Expenses003,1002,5753,1003,2403,385Subtotal 54000 Contractual Services$0 $0 $ 3,100 $ 2,575$3,100$ 3,240 $ 3,38555010 Land Purchases$0 $0 $0 $0$0$0$ 0Subtotal 55000 Capital Outlay$0$0$0$0$0$0$ 0$ 2,075 $ 2,175 $ 6,100 $ 7,200$6,100$ 6,249 $ 6,404Total General Fund ExpensesMetropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionBoard of Trustees Expense Object101
Fiscal Year 2015 BUDGET
102
RATE COMMISSION Board of Trustees Executive Director General Counsel Secretary-Treasurer Internal Auditor Human Resources Operations Finance Engineering Information Systems Civil Service Commission Rate Commission 103
Rate Commission
Mission
Any change in a rate recommended to the Board by the Rate Commission shall be accompanied by a statement of the
Rate Commission that the proposed rate change, and all portions thereof:
1.Is consistent with constitutional, statutory or common law as amended from time to time.
2.Enhances the District’s ability to provide adequate sewer and drainage systems and facilities, or related services.
3.Is consistent with and not in violation of any covenant or provision relating to any outstanding bonds or indebtedness
of the District.
4.Does not impair the ability of the District to comply with applicable Federal or State laws or regulations as amended
from time to time.
5.Imposes a fair and reasonable burden on all classes of ratepayers.
DESCRIPTION OF SERVICES
There shall be a rate commission (“Rate Commission”) to review and make
recommendations to the Board regarding all proposed changes in wastewater rates,
stormwater rates and tax rates or change in the structure of any of the foregoing (“Rate”).
104
Rate Commission
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
Rate Commission $48,414 $(15,669)$0 $0 $512,200 $75,000 $0
TOTAL EXPENSES $48,414 $(15,669)$0 $0 $512,200 $75,000 $0
The Rate Commission is established
every four years to consider new wastewater
and stormwater service charges. Expenses
related to the Rate Commission are
in relation to recruitment of members and
public notices for hearings. In addition to
Professional Services for assistance
from an outside firm to develop new rates.
-$0.100
$0.000
$0.100
$0.200
$0.300
$0.400
$0.500
$0.600
Expenses
Actual
Forecast
Budget
Projected
105
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $0 $0 $0 $0 $0 $0 $0
52000 Supplies 8,345 (11)0 0 900 0 0
53000 Usage 75 0 0 0 0 0 0
54000 Contractual Services 39,994 (15,658)0 0 511,300 75,000 0
55000 Capital Outlay 0 0 0 0 0 0 0
TOTAL EXPENSES $48,414 $(15,669)$0 $0 $512,200 $75,000 $0
Rate Commission
106
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 201751010 Salaries & Wages$0 $0 $0 $0$0$0$ 0Subtotal 51000 Personnel Services$0$0$0$0$0$0$ 052010 Fuels,Lubricants,Gases$0 $0 $0 $0$0$0$ 052100 Instrument Supplies8,345(11)0000052310 Telephone/Communic Equip/Suppl00004000052320 Office Supplies000050000Subtotal 52000 Supplies$ 8,345 $(11) $0 $0$900$0$ 053060 Electric Usage$0 $0 $0 $0$0$0 053270 Telephone Usage75000000Subtotal 53000 Usage$75$ 0$ 0$ 0$0$0$ 054010 Postage$0 $0 $0 $0$0$0$ 054080 Advertising Services41,14300090,0000054120 Photo Services7,50000000054160 Data Imaging Services4500000054180 Courier And Freight100001,3000054190 Property & Other Space Rental37500000054520 Professional Service(9,504) (15,658)00420,00075,000054710 Community Outreach Programs425000000Subtotal 54000 Contractual Services$ 39,994 $ (15,658) $0 $0$ 511,300$ 75,000 $055010 Land Purchases$0 $0 $0 $0$0$0$ 0Subtotal 55000 Capital Outlay$0$0$0$0$0$0$ 0$ 48,414 $ (15,669) $0 $0$ 512,200$ 75,000 $0Total General Fund ExpensesMetropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionRate Commission Expense Object107
Fiscal Year 2015 BUDGET
108
SECRETARY-TREASURER Secretary Treasurer Audit Administration Board of Trustees Executive Director General Counsel Rate Commission Internal Auditor Civil Service Commission Information Systems Operations Engineering Treasury Finance Human Resources Secretary-Treasurer 109
Secretary-Treasurer
Mission
Secretary/Treasurer serves as Secretary to the Board of Trustees, manages District funds, provides administrative support
and oversight to the Audit function, and provides service to all customers.
Fiscal Year 2014 Accomplishments
1.Secured additional State Revolving Fund (SRF) financing for certain wastewater
projects ($52,000,000 2013A SRF Subordinated Direct Loan through MDNR).
Strategy 2, Objective 4
2.Obtained cost effective long-term financing to support the District’s Capital
Improvement and Replacement Program ($150,000,000 2013B Senior Bonds).
Strategy 2, Objective 3
3.Continued to maintain strong credit ratings with all three rating agencies:
S & P (AAA Rating), Moody’s (Aa1 rating, and Fitch (AA+ rating).
Strategy 2, Objective 3
4.Maintained FY14 department spend at FY11 levels. Strategy 2, Objective 2
110
Secretary-Treasurer FY15 Strategic Business Plan
District Strategies / Objectives / Milestones Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Strategy 1: Educate and Partner with Stakeholders to Build Support
Objective 1: Execute Outreach Programs
f)Begin communication with the key stakeholders and the public regarding the Rate commission process.
Strategy 2: Manage the District's Costs and Revenues to Optimize Financial Impacts
Objective 2: Identify and Implement Cost Savings Initiatives
b)
Objective 3: Maximize Long-Term Financing Plans for District Needs
b)
c)
d)
e)
f)
a)
b)
a)
b)
a)
b)
c)Develop and complete Request for Proposal (RFP) process and select software solution.
c)
Manage District's long-term Program to meet key financial ratios to maintain current bond ratings and Consent Decree
compliance.
Revise and report on multi-decade financing plan to support current and future requirements.
Objective 5: Implement Document Management Business Practices that Meet the District's Retention,
Retrieval and Recovery Needs and Policies
Ongoing
Ongoing
Objective 1: Use Key Performance Indicators to Monitor and Improve Performance
Use monthly KPI results to identify potential business process changes.
Objective 2: Implement Development Review/Permitting Business Process Improvement
Objective 3: Implement E-CIS (Billing and Collection) Business Process Improvement
Begin implementation of organizational changes required to fully benefit from the implementation of the software solution.
Develop long-term stormwater funding plan.
Pursue external sources of funding, where available.
3rd Quarter 4th Quarter
Develop Rate Commission Proposal for FY2017-FY2020.
1st Quarter 2nd Quarter
Ongoing
Evaluate adequacy of Key Performance Indicators (KPI) annually.
Begin implementation of software solution and modify existing business processes to align with industry best practices.
Strategy 3: Integrate and Improve the District's Business Process
Strategy 5: Address Customer and Regulatory Needs Through a Comprehensive
Infrastructure Management Program
Develop and implement Outreach Program and focus on communication for financial investor relations.
Complete implementation of software solution and modify existing business processes as required to meet the industry's best
practices.
Implement organizational changes required to fully benefit from the implementation of the software solution and business
process improvements.
Objective 5: Implement an Unimproved Land Utilization Plan
Declare unimproved parcels that have potential commercial value to a private property owner/developer as surplus and seek
buyers.
111
The FY15 Budget of $1.7 million reflects an This budget reflects no change in the
increase of $132 thousand over the FY14 Forecast. number of full-time equivalent positions.
The increase is primarily in Contractual Services with
a $104 thousand increase in Professional Services.
Secretary-Treasurer Department
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
in millions Expenses
0
2
4
6
8
10
Personnel
Projected
Budget
Forecast
Actual
112
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
District Secretary Divison $1,595,460 $193,989 $331,521 $308,124 $301,926 $1,811,493 $319,716
Treasurer Division 510,003 582,082 773,812 667,785 762,002 799,371 828,244
Audit Division 614,887 591,912 584,692 542,018 586,494 610,334 635,463
TOTAL EXPENSES $2,720,348 $1,367,984 $1,690,025 $1,517,926 $1,650,422 $3,221,198 $1,783,422
ALLOCATED STAFFING SUMMARY
District Secretary Divison 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Treasurer Division 4.00 4.00 4.00 4.00 4.00 4.00 4.00
Audit Division 0.00 0.00 1.00 1.00 1.00 1.00 1.00
TOTAL POSITIONS 6.00 6.00 7.00 7.00 7.00 7.00 7.00
71369
SIGNIFICANT BUDGET CHANGES
51230
54000 Reduction of $62,000 in Banking Services and an Debt Coverage Ratio-Senior
increase of $30,800 in Professional Services Debt Coverage Ratio-All Others
Secretary-Treasurer Department
Results FY14Key Performance Measures Goals FY14
PERFORMANCE MEASURES FOR FY14 AND FY15
Reduction of $21,025 in Pension Goals FY15
1.15 1.89 1.15
1.25 3.09 1.25
113
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $271,120 $263,080 $285,302 $270,727 $260,098 $267,828 $274,132
52000 Supplies 0 1,692 1,859 971 1,900 1,957 2,016
53000 Usage 0 0 0 0 0 0 0
54000 Contractual Services 1,324,340 (70,783)43,260 35,876 38,828 1,540,575 42,401
55000 Capital Outlay 0 0 1,100 550 1,100 1,133 1,167
TOTAL EXPENSES $1,595,460 $193,989 $331,521 $308,124 $301,926 $1,811,493 $319,716
ALLOCATED STAFFING SUMMARY
Officials/Administrative 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Professional 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 2.00 2.00 2.00 2.00 2.00 2.00 2.00
1)
2)
3)
4)
5)
Coordinate the meetings and functions of the Rate Commission.
Attesting to various documents and records.
District Secretary Division
DESCRIPTION OF SERVICES
This area is responsible for:
Maintaining the minutes of the meetings of the Board of Trustees and issuing the
minutes prior to the next Board meeting.
Maintaining a complete record of all ordinances, resolutions and journals.
Administering and maintaining oaths of office of the Directors and Trustees and
maintaining information regarding conflict of interest situations.
114
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $314,248 $338,555 $344,206 $344,364 $351,546 $363,339 $372,827
52000 Supplies 3,551 8,084 8,550 5,275 8,550 8,807 9,071
53000 Usage 0 0 456 228 456 470 484
54000 Contractual Services 192,030 235,617 415,600 315,418 396,450 421,605 440,557
55000 Capital Outlay 174 (174)5,000 2,500 5,000 5,150 5,305
TOTAL EXPENSES $510,003 $582,082 $773,812 $667,785 $762,002 $799,371 $828,244
ALLOCATED STAFFING SUMMARY
Officials/Administrative 0.00 0.00 0.00 0.00 1.00 1.00 1.00
Professional 1.00 1.00 1.00 1.00 0.00 0.00 0.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 3.00 3.00 3.00 3.00 3.00 3.00 3.00
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 4.00 4.00 4.00 4.00 4.00 4.00 4.00
This area is responsible for:
1)
2)
3)
4)
5)
6)
7)
8)Maintaining federal and state legislative relationships to improve funding opportunities.
Monitoring the pension, defined contribution and deferred compensation plans of the District.
The deposit of all monies coming into the District.
Acting as a liaison for all investor related act ivies.
Assist in coordinating the efforts of the Finance Committee and the Audit Committee.
to ensure cash resources will be available to meet District obligations on a timely basis.
Investing excess funds in compliance with Plan with the primary objectives, in order of priority,
of: 1) safety, 2) liquidity, and 3) yield.
Coordinating the activities related to the issuance of debt.
Treasurer Division
DESCRIPTION OF SERVICES
Maintaining depository relationships with banking institutions and preparing cash forecasts
115
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $146,573 $118,226 $98,892 $102,517 $101,244 $103,328 $105,724
52000 Supplies 4,015 4,099 6,200 3,583 5,350 5,511 5,676
53000 Usage 0 0 0 0 0 0 0
54000 Contractual Services 464,299 469,587 477,350 434,793 479,900 501,495 524,063
55000 Capital Outlay 0 0 2,250 1,125 0 0 0
TOTAL EXPENSES $614,887 $591,912 $584,692 $542,018 $586,494 $610,334 $635,463
ALLOCATED STAFFING SUMMARY
Officials/Administrative 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Professional 0.00 0.00 1.00 1.00 1.00 1.00 1.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 0.00 0.00 1.00 1.00 1.00 1.00 1.00
1)
2)
audit functions through external firm.
Audit Division
DESCRIPTION OF SERVICES
Provides contract administration for the annual audit of the District's Financial
Statements.
Provides Internal Audit Administration services and coordinates and supports internal
116
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 201751010 Salaries & Wages$ 422,376 $ 478,747 $ 523,153 $ 526,202$ 531,098$ 539,864 $ 550,66151020 Overtime18944054900051120 Membership & Licensing Fees1,1751,5742,5002,7502,7952,8792,96551210 FICA Taxes28,79334,65637,41235,71137,87538,49039,26051220 Group Insurance47,05056,21858,82554,67655,63565,04368,75351230 Pension Contribution85,87191,250 106,51097,66485,48588,22091,04351234 EAP9410105600051510 Temporary Help146,39357,27200000Subtotal 51000 Personnel Services$ 731,941 $ 719,862 $ 728,400 $ 717,608$ 712,888$ 734,496 $ 752,68352010 Fuels,Lubricants,Gases$0 $0 $0 $0$0$0$ 052090 Electrical Supplies71(20)0000052120 Laboratory Supplies02000000052170 Safety Supplies02370000052240 Hand Tools0002300052320 Office Supplies1,0262,1443,8002,1913,7503,8633,97852330 Computer Supplies1441,4232,0001,2782,0002,0602,12252340 Computer Equipment - Non-Capit1673,3381,5007501,0001,0301,06152380 Publications/Training Supplies5,4944,1297,2094,0876,9507,1597,37352390 Administrative Supplies6637302,1001,4992,1002,1632,22852400 Furniture & Office Equipment -01,69400000Subtotal 52000 Supplies$ 7,566 $ 13,875 $ 16,609 $ 9,828$ 15,800$ 16,274 $ 16,76253060 Electric Usage$0 $0 $0 $0$0$0 053270 Telephone Usage00456228456470484Subtotal 53000 Usage$0 $0 $ 456 $228$456$ 470 $ 48454010 Postage$86 $97 $ 260 $130$260$ 272 $ 28454050 Office System Services30,84032,51831,40031,42233,00034,48536,03754060 Printing Services2080500250500523546Metropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionSecretary Treasurer DepartmentExpense Object117
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 2017Metropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionSecretary Treasurer DepartmentExpense Object54080 Advertising Services9,89120,33920,65020,04720,00020,90021,84154100 Travel Expenses2,4544,1347,9009,3878,7189,1109,52054140 Training Programs/Seminar Fees5,0504,1898,3004,1508,8009,1969,61054160 Data Imaging Services0(112)0000054180 Courier And Freight2,7604,1531,0002,4103,90094198354190 Property & Other Space Rental6,8487,53511,5009,28715,00015,67516,38054360 Banking Services Total2,187(347) 147,00074,74985,00088,82592,82254370 Board Of Election Commission1,221,47700001,500,000054400 Judgments & Claims Settlements0(61)010700054520 Professional Service698,568 559,439 700,200627,404731,000774,345 809,19154530 Building Repairs & Services080902,0101,5001,5681,63854570 Machinery & Equipment Services2991,727048000054600 Electrical Repair Services00050300054670 Other Governmental Fees007,5003,7507,5007,8388,190Subtotal 54000 Contractual Services$ 1,980,668 $ 634,421 $ 936,210 $ 786,087$ 915,178$ 2,463,676 $ 1,007,04155010 Land Purchases$0 $0 $0 $0$0$0$ 055090 Furniture & Office Equipment174(174)5,1002,5503,1003,1933,28955110 Computer Equipment003,2501,6253,0003,0903,183Subtotal 55000 Capital Outlay$ 174 $ (174) $ 8,350 $ 4,175$6,100$ 6,283 $ 6,471$ 2,720,348 $ 1,367,984 $ 1,690,025 $ 1,517,926$ 1,650,422$ 3,221,198 $ 1,783,442Total General Fund Expenses118
CIVIL SERVICE COMMISSION Board of Trustees Executive Director General Counsel Rate Commission Secretary-Treasurer Internal Auditor Human Resources Operations Finance Civil Service Commission Information Systems Engineering 119
Civil Service Commission
Mission
The Civil Service Commission shall:
1.Advise the Board, Executive Director, and Human Resources Director on problems concerning personnel
administration.
2.Investigate certain personnel administrative decisions in the District service and report to the Board at least once a
year its findings, conclusions, and recommendations.
3.Recommend civil service rules to the Board.
4.Hear appeals from disciplinary action.
5.Advise, assist, and cooperate in fostering the interest of institutions of learning and civic, professional, and employee
organizations in the improvement of personnel standards and conditions in the District.
DESCRIPTION OF SERVICES
There shall be a civil service commission to hold public hearings upon proposed civil
service rules recommended by the Human Resources Director or by the Civil Service
Commission. After such hearing, the Commission shall approve or reject the rules wholly
or in part, or may modify them and approve them as so modified. The rules approved by
the Commission shall then be submitted to the Board and shall become effective when
adopted by ordinance. Such rules and ordinances shall include such provisions as may
be necessary to establish a merit system for all positions in the classified service, and
shall include a prohibition against the appointment, promotion, reduction, suspension, or
removal of any officer or employee in the classified service, or seeking admission thereto,
without just cause or because of his race, creed or color, or because of his political,
religious, or union opinions or affiliations, except affiliations with any group or organization
which seeks or advocates the overthrow of the government of the United States by force
or violence or because of any other reason prohibited by law.
120
Civil Service Commission
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
Personnel Advisor $930 $1,105 $20,000 $14,457 $10,000 $15,000 $15,000
TOTAL EXPENSES $930 $1,105 $20,000 $14,457 $10,000 $15,000 $15,000
$0.000
$0.005
$0.010
$0.015
$0.020
$0.025
in millions Actual
Forecast
Budget
Projected
Expenses
121
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $180 $230 $10,000 $5,000 $5,000 $10,000 $10,000
52000 Supplies 0 0 0 0 0 0 0
53000 Usage 0 0 0 0 0 0 0
54000 Contractual Service 750 875 10,000 9,457 5,000 5,000 5,000
55000 Capital Outlay 0 0 0 0 0 0
TOTAL EXPENSES $930 $1,105 $20,000 $14,457 $10,000 $15,000 $15,000
Personnel Advisor
122
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 201751010 Salaries & Wages$0 $0 $0 $0$0$0$ 051090 Civil Service Commision Fees18023010,0005,0005,00010,00010,000Subtotal 51000 Personnel Services$ 180 $ 230 $ 10,000 $ 5,000$5,000$ 10,000 $ 10,00052010 Fuels,Lubricants,Gases$0 $0 $0 $0$0$0$ 0Subtotal 52000 Supplies$0$0$0$0$0$0$ 053060 Electric Usage$0 $0 $0 $0$0$0 0Subtotal 53000 Usage$0$0$0$0$0$0$ 054010 Postage$0 $0 $0 $0$0$0$ 054080 Advertising Services00076400054520 Professional Service75087510,0008,6935,0005,0005,000Subtotal 54000 Contractual Services$ 750 $ 875 $ 10,000 $ 9,457$5,000$ 5,000 $ 5,00055010 Land Purchases$0 $0 $0 $0$0$0$ 0Subtotal 55000 Capital Outlay$0$0$0$0$0$0$ 0$ 930 $ 1,105 $ 20,000 $ 14,457$ 10,000$ 15,000 $ 15,000Total General Fund ExpensesMetropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionCivil Service Commission Expense Object123
Fiscal Year 2015 BUDGET
124
EXECUTIVE DIRECTOR District Administration Board of Trustees General Counsel Rate Commission Secretary-Treasurer Internal Auditor Civil Service Commission Human Resources Operations Finance Executive Director Public Information Engineering Information Systems Executive Director 125
Executive Director
Mission
The Mission of the Executive Director’s Department is to ensure all affairs of the District are in
accordance with the District’s Charter, the policies of the Board of Trustees, inform and engage
stakeholders regarding the services they receive from MSD, and the District’s importance to the
community.
Fiscal Year 2014 Accomplishments
1.Successfully sustained and expanded MSD Project Clear communication efforts, establishing an
understandable identity with the public. Strategy 1, Objective 1
2.Successfully launched a new MSD website that utilizes industry standard technology and methods to
communicate with the public. Strategy 1, Objective 1
3.Held a series of public meetings as the first step in developing a stormwater funding rate proposal, to be
presented to the Rate Commission in 2015. Strategy 1, Objective 1
4.Successfully sustained and expanded MSD's relationship with the City of St. Louis and St. Louis County
through the establishment of regular and consistent communications with both entities. Strategy 1, Objective 2
5.In addition to more focused communications with individual municipalities, hosted over a dozen MSD Project Clear meetings for
municipal officials, so as to keep these stakeholders current on MSD's current and future strategic plans. Strategy 1, Objective 2
6.Supported the creation and maintenance of a District-wide blog for use by the Executive Director and senior management to
communicate with employees. Strategy 6, Objective 1
7.Created an internal communications campaign that is focused on educating employees on the messages MSD is working to
communicate to the public through MSD Project Clear. Strategy 6, Objective 1
8.Initiated steps to assess the role of social media in internal communications and what changes to technology and policies will be
needed if the decision is made to make these resources available to employees. Strategy 6, Objective 1
126
Executive Director FY15 Strategic Business Plan
District Strategies / Objectives / Milestones Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Strategy 1: Educate and Partner with Stakeholders to Build Support
Objective 1: Execute Outreach Programs
a)
b)
c)
d)
e)
f)
Objective 2: Strengthen the Elected Officials Outreach Programs
a)
b)
c)
d)
e)
f)
Objective 3: Achieve Vendor and Workforce Inclusion Objectives
a)
c)
d)
e)
f)
g)
h)
Strategy 2: Manage the District's Costs and Revenues to Optimize Financial Impacts
Objective 1: Increase Collection of Delinquent Revenue
a)
Objective 2: Identify and Implement Cost Savings Initiatives
a)
b)
Objective 3: Maximize Long-Term Financing Plans for District Needs
d)
f)
Develop plan for water shutoff solution to increase collection of delinquent sewer charges
Manage District's O & M expenses to ensure expenditures do not increase more than three percent (3%) as outlined in the 2011 Rate
Commission Report.
Develop Rate Commission Proposal for FY2017-FY2020.
Develop long-term stormwater funding plan.
Continue implementation of recommendations identified in the Disparity Study.
Maintain relationships with external stakeholders of MSD's MWBE Utilization initiative. Ongoing
Continue to enhance relationships for co-operative programs with non-profit organizations, schools, colleges, and disadvantaged youth
programs, as well as corporate and professional/trade association partners, Ongoing
Continue implementation and evaluation of SLATE (St. Louis Agency on Training and Employee) First Source Hiring Program to provide
opportunities for contractors to hire low income, unemployed and under employed individuals for MSD sewer projects. Ongoing
Continue implementation of the Community Benefits Agreement (CBA) and report on progress. Ongoing
Seek opportunities to expand CBA participation. Ongoing
Provide annual report on Legislative Outreach Program results and assess future activities for enhancing effectiveness.
Find opportunities to engage in community events, forums and seminars, which focus on doing business with MSD.
Continue to enhance relationships with municipalities through legislative briefings for elected officials.
Conduct annual legislative briefings in Jefferson City for State of Missouri legislators.
Conduct legislative briefings for Federal legislators.
Begin communication with the key stakeholders and the public regarding the Rate commission process. Ongoing
Develop legislative priorities for both State and Federal activities and obtain legislative sponsors.
Conduct meetings with St. Louis City (Mayor's office and Board of Alderman), St. Louis County (County Executive's office and County Council)
regarding District goals and needs.
Implement improvement initiatives to address customer service needs and issues and enhance current communications through the use of the
District website, social media and related technology.
Continue implementation of communications plan to address stormwater funding issue in coordination with Rate Commission process. Ongoing
Identify key messaging gaps in MSD public communications, report gaps and make adjustments towards consistent messaging.
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Evaluate and develop strategies and identify the resources for the next phase of public communication outreach programs.
Continue to implement 90-day program segments for Project Clear and conduct quarterly review of performance, based on public
communication and outreach programs. Ongoing
Develop and implement Outreach Program and focus on communication for financial investor relations.
127
Executive Director FY15 Strategic Business Plan
District Strategies / Objectives / Milestones Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
a)
b)
c)
b)
c)Develop and complete Request for Proposal (RFP) process and select software solution.
a)
b)
c)
f)
a)
b)
c)
d)
d)
b)
Create and implement the Document Retention Policy transition plan.
To promote greater awareness of the District's business functions, initiate a series of quarterly, informal cross-functional learning sessions to be
led by different department/functional groups and provide videotaped learning sessions to all non-attendees via intranet.
Objective 3: Increase Individual Accountability and Job Satisfaction Through Continual Performance Coaching and
Assess consistent application of District-wide policies.
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
Advocate in regulatory stakeholder groups created to address nutrient criteria, ammonia criteria, bacteria criteria, wet weather issues, eDMR
Reporting, Impaired Waters (303d) Listing and Methodology and other changes to the Missouri Department of Natural Resources (MDNR)
effluent regulations and water quality standards.
Enhance management training to foster effective, ongoing and timely communications by managers and team leaders (incorporating best
management practices and standardized expectations).
Form multi-department task force to develop, recommend and begin implementation of best management practices to facilitate effective and
timely two-way communications at all levels of the organization.
Implement multi-department group's recommendations on use of digital tools to facilitate internal communication, considering IS capacity and
security issues.
Objective 2: Improve Organizational Effectiveness through Leadership Development
Advocate in state and local environmental and economic organizations such as the Association of Missouri Clean water Agencies (AMCA).
Use monthly KPI results to identify potential business process changes.
Continue to validate that Consent Decree performance meets regulatory requirements and make improvements and refine as needed.
Objective 5: Implement Document Management Business Practices that Meet the District's Retention, Retrieval and
Strategy 6: Create a Learning and Business-Oriented Culture Based on Competency and
Evaluate adequacy of Key Performance Indicators (KPI) annually.
Strategy 3: Integrate and Improve the District's Business Process
Objective 1: Use Key Performance Indicators to Monitor and Improve Performance
Objective 1: Increase Organizational Performance Through Improved Communication
Complete senior leadership teamwork training.
Identify and initiate a dialog with the Non-Governmental Organizations (NGOs) on critical water quality issues in the St. Louis area.
Advocate in the Water Environment Federation (WEF), Water Environmental Research Foundation (WERF) and the National Association of
Clean Water Agencies (NACWA) on water quality issues.
128
A new position was added to the
Public Affairs Division to assist
with new Community Outreach
The Executive Director's Budget for FY15 is $1.3 million,
an increase of $106 thousand over the FY14 Forecast.
The increase is primarily in Contractual Services for new
Community Outreach initiatives and in Personnel. initiatives.
Executive Director Department
0
1
2
3
4
5
Personnel
Projected
Budget
Forecast
Actual
$0.0
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
in millions Expenses
129
Executive Director Department
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
District Administration Division $401,010 $459,621 $478,629 $491,233 $446,817 $457,273 $469,051
Public Information Division 384,990 805,028 698,026 688,249 838,398 889,258 920,268
TOTAL EXPENSES $786,001 $1,264,649 $1,176,655 $1,179,481 $1,285,215 $1,346,532 $1,389,319
ALLOCATED STAFFING SUMMARY
District Administration Division 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Public Information Division 2.00 2.00 2.00 2.00 3.00 3.00 3.00
TOTAL POSITIONS 4.00 4.00 4.00 4.00 5.00 5.00 5.00
SIGNIFICANT BUDGET CHANGES
51000
54000
Increased $59,097 primarily as a result of adding a new position.
Overall increase of $62,991 due to higher Advertising expenses
of $142,500 for expanded Project Clear efforts, a decrease of
$58,500 in Postage, and a decrease of $39,500 in Community
Outreach expenses.
PERFORMANCE MEASURES FOR FY14 AND FY15
Key Performance Measures Goals FY14 FY14 Results Goals FY15
Overall rating for MSD, as
responded to by MSD
customers, where they rank
MSD versus other area utilities
on a 10 point scale (1 = worst
possible score and 10 = best
possible score)
8.00 8.33 8.00
130
District Administration Division
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $387,691 $452,597 $467,369 $479,292 $434,777 $$455,966
52000 Supplies 539 1,025 1,250 2,187 1,250 1,288 1,326
53000 Usage 0 0 0 649 780 803 828
54000 Contractual Services 12,780 5,999 10,010 9,105 10,010 10,460 10,931
55000 Capital Outlay 0 0 0 0 0 0 0
TOTAL EXPENSES $401,010 $459,621 $478,629 $491,233 $446,817 $457,273 $469,051
ALLOCATED STAFFING SUMMARY
Officials/Administrative 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Professional 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 2.00 2.00 2.00 2.00 2.00 2.00 2.00
DESCRIPTION OF SERVICES
Responsible for the effective and efficient management of all
District functions in accordance with the Plan of the District and
as directed by the Board of Trustees.
131
Public Information Division
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $244,711 $278,417 $216,801 $214,878 $275,898 $296,802 $304,084
52000 Supplies 3,894 15,239 24,250 28,554 41,250 42,488 43,762
53000 Usage 252 439 216 1,046 1,500 2,055 2,112
54000 Contractual Services 136,134 510,932 456,759 443,771 519,750 547,914 570,310
55000 Capital Outlay 0 0 0 0 0 0 0
TOTAL EXPENSES $384,991 $805,028 $698,026 $688,249 $838,398 $889,258 $920,268
ALLOCATED STAFFING SUMMARY
Officials/Administrative 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Professional 1.00 1.00 1.00 1.00 2.00 2.00 2.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 2.00 2.00 2.00 2.00 3.00 3.00 3.00
where MSD might work more closely with the St. Louis community it serves.
Public Information Division informs the District's stakeholders about the services
DESCRIPTION OF SERVICES
they receive from MSD and the District's importance to the community through
news releases, press events, newsletters and other activities. These efforts are
designed to inform and engage the public in District activities, and identify areas
132
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 201751010 Salaries & Wages$ 392,267 $ 383,404 $ 406,387 $ 415,832$ 459,974$ 475,347 $ 485,48451030 Compensatory Pay Accrual02620000051100 Emp Service & Incentive Awards10,96811,2630000051120 Membership & Licensing Fees52,874 110,978 114,045106,17695,95299,593 102,58151210 FICA Taxes23,54628,30825,51624,56129,30730,47531,13351220 Group Insurance29,94732,76633,43830,59235,73442,80144,70051230 Pension Contribution79,75093,81794,78392,90189,70893,30996,15451234 EAP636303200051510 Temporary Help42,98670,15310,00024,075000Subtotal 51000 Personnel Services$ 632,402 $ 731,014 $ 684,170 $ 694,169$ 710,675$ 741,524 $ 760,05152010 Fuels,Lubricants,Gases$0 $0 $0 $0$0$0$ 052090 Electrical Supplies900000052150 Plumbing Supplies01,4700000052300 Safety Footwear00050300052310 Telephone/Communic Equip/Suppl00047900052320 Office Supplies1,3531,0112,0003,2994,5004,6354,77452330 Computer Supplies562825039550051553052370 Photo & Video Supplies04981,0001,00025025826552380 Publications/Training Supplies2927521,5001,6241,5001,5451,59152390 Administrative Supplies2,72212,50620,75023,19735,75036,82337,92752400 Furniture & Office Equipment -000245000Subtotal 52000 Supplies$ 4,432 $ 16,264 $ 25,500 $ 30,741$ 42,500$ 43,775 $ 45,08853060 Electric Usage$0 $0 $0 $0$0$0 053270 Telephone Usage2524392161,6952,2802,8582,939Subtotal 53000 Usage$ 252 $ 439 $ 216 $ 1,695$2,280$ 2,858 $ 2,93954010 Postage$0 $0 $ 58,500 $0$0$0$ 054050 Office System Services1190650600650679710Metropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionExecutive Director DepartmentExpense Object133
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 2017Metropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionExecutive Director DepartmentExpense Object54060 Printing Services1,52270230,50024220,00026,12527,30154080 Advertising Services1,009 183,39940,000180,499182,500190,713 199,29554100 Travel Expenses21,5576,91414,14911,08617,36018,14118,95854120 Photo Services08,0142,5001,0005,0002,6132,73054140 Training Programs/Seminar Fees7222,2878,0006,54010,50013,13511,46654180 Courier And Freight3437724002771,1001,1491,20154190 Property & Other Space Rental1,1088148201,3542,5002,6132,73054520 Professional Service67,659 263,960 111,75084,672130,150136,007 142,12754530 Building Repairs & Services01,1700000054710 Community Outreach Programs54,87648,900 199,500166,605160,000167,200 174,724Subtotal 54000 Contractual Services$ 148,914 $ 516,932 $ 466,769 $ 452,876$ 529,760$ 558,374 $ 581,24155010 Land Purchases$0 $0 $0 $0$0$0$ 0Subtotal 55000 Capital Outlay$0$0$0$0$0$0$ 0$ 786,001 $ 1,264,649 $ 1,176,655 $ 1,179,481$ 1,285,215$ 1,346,532 $ 1,389,319Total General Fund Expenses134
GENERAL COUNSEL General Counsel Administration District Administration Engineering Board of Trustees Executive Director Rate Commission Secretary-Treasurer Internal Auditor Civil Service Commission Information Systems Litigation & Claims Operations General Counsel Human Resources Finance 135
General Counsel
Mission
The General Counsel’s office is responsible for all legal matters concerning the District. The Department
provides legal services and guidance as requested or required by the Board of Trustees, Executive
Director and District staff.
Fiscal Year 2014 Accomplishments
1.Managed legal challenges associated with the implementation of the District's
Consent Decree. (Strategy 5, Objective 2)
2.Successfully defended the District before the Civil Service Commission; Equal
Employment Opportunity Commission; Civil Court and Federal Court in a wide
variety of litigation matters. (Strategy 6, Objective 3)
3.Provided legal counseling to the District on various matters, including but not limited to, acquiring
property rights, coordinating property buy-outs for projects associated with regulatory compliance
and customer service level issues, regulatory compliance programs and procurement issues.
(Strategy 5, Objective 2)
4.Participated in stakeholders groups to develop sound technical basis for regulatory issues.
(Strategy 4, Objectives 1 & 2)
136
General Counsel FY15 Strategic Business Plan
District Strategies / Objectives / Milestones Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Strategy 1: Educate and Partner with Stakeholders to Build Support
Objective 2: Strengthen the Elected Officials Outreach Programs
a)
c)
d)
e)
f)
a)
b)
c)
a)
b)
c)Develop and complete Request for Proposal (RFP) process and select software solution.
a)
b)
c)
d)
f)
a)
b)
c)
c)
Work with MDNR and the East-West Gateway on updating the 208 area wide plan for the Meramec River watershed to ensure consistency with MSD plans
for upgrading or eliminating wastewater treatment plants. to develop scientifically-based Total Maximum Daily Loads (TMDLs) with reasonable
implementation plans for the St. Louis area.
Strategy 5: Address Customer and Regulatory Needs Through a Comprehensive Infrastructure Management
Objective 5: Implement an Unimproved Land Utilization Plan
Declare unimproved parcels that have potential commercial value to a private property owner/developer as surplus and seek buyers.
Advocate in the Water Environment Federation (WEF), Water Environmental Research Foundation (WERF) and the National Association of Clean Water
Agencies (NACWA) on water quality issues.
Work with MDNR to develop scientifically-based Total Maximum Daily Loads (TMDLs) with reasonable implementation plans for the St. Louis area.
Advocate in state and local environmental and economic organizations such as the Association of Missouri Clean water Agencies (AMCA).
Develop annual report to present results of participation in regulatory agencies.
Strategy 3: Integrate and Improve the District's Business Process
Objective 1: Use Key Performance Indicators to Monitor and Improve Performance
Continue to validate that Consent Decree performance meets regulatory requirements and make improvements and refine as needed.
Objective 2: Promote Appropriate Regulatory and Legislative Initiative to Allow for Integrated Watershed Planning
Develop a plan to improve legislation and regulations to facilitate the appropriate implementation of Integrated Watershed Planning to align with MSD
needs.
Identify and initiate a dialog with the Non-Governmental Organizations (NGOs) on critical water quality issues in the St. Louis area.
Use monthly KPI results to identify potential business process changes.
Objective 5: Implement Document Management Business Practices that Meet the District's Retention, Retrieval and Recovery
Adopt the District's Document Retention Policy.
Create and implement the Document Retention Policy transition plan.
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
Advocate in regulatory stakeholder groups created to address nutrient criteria, ammonia criteria, bacteria criteria, wet weather issues, eDMR Reporting,
Impaired Waters (303d) Listing and Methodology and other changes to the Missouri Department of Natural Resources (MDNR) effluent regulations and
water quality standards.
Provide annual report on Legislative Outreach Program results and assess future activities for enhancing effectiveness.
Evaluate adequacy of Key Performance Indicators (KPI) annually.
Develop legislative priorities for both State and Federal activities and obtain legislative sponsors.
Conduct annual legislative briefings in Jefferson City for State of Missouri legislators.
Continue to enhance relationships with municipalities through legislative briefings for elected officials.
Conduct legislative briefings for Federal legislators.
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
137
The FY15 Budget of $2.5 million reflects a decrease This budget reflects no change in the number
of $415 thousand compared to the FY14 Forecast. of full-time equivalent positions allocated to
The decrease is primarily related to a $437 thousand this department.
decrease in Contractual Services for outside legal counsel.
General Counsel
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
in millions Expenses
0
2
4
6
8
10
Personnel
Projected
Budget
Forecast
Actual
138
General Counsel Department
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
General Counsel District Administration Division $704,339 $383,473 $396,001 $343,534 $389,403 $404,200 $419,731
Litigation and Claims Division 1,826,683 1,330,260 2,449,236 2,428,519 1,959,340 2,031,326 2,105,482
General Counsel Administration Division 185,612 241,179 198,557 201,626 209,461 213,476 218,632
TOTAL EXPENSES $2,716,635 $1,954,912 $3,043,793 $2,973,679 $2,558,204 $2,649,002 $2,743,845
ALLOCATED STAFFING SUMMARY
General Counsel District Administration Division 2.00 2.00 1.00 1.00 1.00 1.00 1.00
Litigation and Claims Division 3.00 3.00 5.00 5.00 5.00 5.00 5.00
General Counsel Administration Division 2.00 2.00 1.00 1.00 1.00 1.00 1.00
TOTAL POSITIONS 7.00 7.00 7.00 7.00 7.00 7.00 7.00
SIGNIFICANT BUDGET CHANGES
54000
17%20%
PERFORMANCE MEASURES FOR FY14 AND FY15
Key Performance Measures Goals FY14 FY14 Results Goals FY15Contractual Services is decreasing approximately $486,000 in
FY15 due to reductions in Professional Services for outside legal
counsel and Judgments & Claims.
Litigation matters supported by
outside counsel 20%
139
General Counsel District Administration Division
FY12 FY13 FY14 2007-2008 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $65,773 $64,863 $66,601 $66,339 $67,053 $68,885 $70,646
52000 Supplies 76,090 78,746 86,000 81,817 84,100 86,623 89,222
53000 Usage 442 560 500 490 500 258 265
54000 Contractual Services 416,356 239,304 240,900 193,888 236,750 247,404 258,537
55000 Capital Outlay 145,678 0 2,000 1,000 1,000 1,030 1,061
TOTAL EXPENSES $704,339 $383,473 $396,001 $343,534 $389,403 $404,200 $ 419,731
ALLOCATED STAFFING SUMMARY
Officials/Administrative 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Professional 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 1.00 1.00 0.00 0.00 0.00 0.00 0.00
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 2.00 2.00 1.00 1.00 1.00 1.00 1.00
DESCRIPTION OF SERVICES
This function provides complex administrative support to the General
Counsel and the District's attorneys.
140
Litigation and Claims Division
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $526,758 $566,174 $588,636 $590,416 $600,652 $616,372 $631,877
52000 Supplies 0 43 0 112 0 0 0
53000 Usage 0 0 0 0 0 0 0
54000 Contractual Services 1,299,925 764,043 1,860,600 1,837,991 1,358,688 1,414,954 1,473,605
55000 Capital Outlay 0 0 0 0 0 0 0
TOTAL EXPENSES $1,826,683 $1,330,260 $2,449,236 $2,428,519 $1,959,340 $2,031,326 $2,105,482
ALLOCATED STAFFING SUMMARY
Officials/Administrative 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Professional 3.00 3.00 4.00 4.00 4.00 4.00 4.00
Technical 0.00 0.00 1.00 1.00 1.00 1.00 1.00
Administrative Support 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 3.00 3.00 5.00 5.00 5.00 5.00 5.00
DESCRIPTION OF SERVICES
This function handles all litigation and claims involving the District. In those
instances when the District is represented by outside counsel either assigned by
the District's insurance carrier or when chosen by the District, this functional area
coordinates the work, acts as liaison and generally, actively participates and
assists outside counsel in the litigation.
141
General Counsel Administration Division
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $181,632 $235,818 $193,307 $194,289 $202,396 $206,161 $210,988
52000 Supplies 0 0 0 0 0 0 0
53000 Usage 0 0 0 0 0 0 0
54000 Contractual Services 3,980 5,361 5,250 7,337 7,065 7,315 7,644
55000 Capital Outlay 0 0 0 0 0 0 0
TOTAL EXPENSES $185,612 $241,179 $198,557 $201,626 $209,461 $213,476 $218,632
ALLOCATED STAFFING SUMMARY
Officials/Administrative 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Professional 1.00 1.00 0.00 0.00 0.00 0.00 0.00
Technical 1.00 1.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 0.00 0.00 1.00 1.00 1.00 1.00 1.00
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 2.00 2.00 1.00 1.00 1.00 1.00 1.00
DESCRIPTION OF SERVICES
attending public meetings or meeting individually with public officials about the benefits of the services
provided by MSD and the need to secure additional support.
This division is responsible for all legal matters involving or affecting the District. It provides legal
services as requested or required by the District's Board of Trustees, Executive Director and staff.
This function also communicates with federal, state, and local officials through either lobbying efforts,
142
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 201751010 Salaries & Wages$ 564,932 $ 596,085 $ 612,306 $ 617,198$ 633,605$ 640,002 $ 652,80251020 Overtime1791751025500051120 Membership & Licensing Fees8,60250,7236,0005,3906,9557,1647,37951210 FICA Taxes41,54342,39043,93342,02842,68443,11543,97751220 Group Insurance43,94659,30057,58856,42360,55570,79374,83851230 Pension Contribution114,854 118,231 128,208129,694126,302130,344 134,51551234 EAP107109056000Subtotal 51000 Personnel Services$ 774,164 $ 866,855 $ 848,544 $ 851,044$ 870,101$ 891,418 $ 913,51152010 Fuels,Lubricants,Gases$0 $0 $0 $0$0$0$ 052030 Machinery & Equipment Parts500000052090 Electrical Supplies27100000052220 Janitorial Supplies9120000052310 Telephone/Communic Equip/Suppl0002400052320 Office Supplies2,3573,8025,0003,8405,0005,1505,30552330 Computer Supplies1591223,5002,2713,0003,0903,18352340 Computer Equipment - Non-Capit1960035100052370 Photo & Video Supplies30050028910010310652380 Publications/Training Supplies72,28474,02275,00073,61975,00077,25079,56852390 Administrative Supplies1,0238222,0001,5351,0001,0301,061Subtotal 52000 Supplies$ 76,090 $ 78,789 $ 86,000 $ 81,929$ 84,100$ 86,623 $ 89,22253060 Electric Usage$0 $0 $0 $0$0$0 053270 Telephone Usage442560500490500258265Subtotal 53000 Usage$ 442 $ 560 $ 500 $490$500$ 258 $ 26554010 Postage$27 $22 $0 $41$0$0$ 054050 Office System Services2391855,0002,5002,5002,6132,73054060 Printing Services71902001,5731,5001,5681,63854100 Travel Expenses6,4687,05411,85011,35011,55312,00512,545Metropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionGeneral Counsel DepartmentExpense Object143
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 2017Metropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionGeneral Counsel DepartmentExpense Object54140 Training Programs/Seminar Fees1,9206,21712,5008,4297,0007,3157,64454160 Data Imaging Services01540000054180 Courier And Freight27449860048660062765554190 Property & Other Space Rental1,8652,0751,6002,1011,6001,6721,74754340 Other0900000054400 Judgments & Claims Settlements199,410 176,663 550,000544,083325,000334,750 344,79254420 Court Costs & Lien Fees3,5582,67245,00025,19822,75023,77424,84454520 Professional Service1,480,782 813,077 1,450,000 1,418,4551,200,0001,254,000 1,310,43054670 Other Governmental Fees00010,00000054710 Community Outreach Programs25,000030,00015,00030,00031,35032,761Subtotal 54000 Contractual Services$ 1,720,260 $ 1,008,708 $ 2,106,750 $ 2,039,216$ 1,602,503$ 1,669,673 $ 1,739,78655010 Land Purchases$ 145,678 $0 $0 $0$0$0$ 055110 Computer Equipment002,0001,0001,0001,0301,061Subtotal 55000 Capital Outlay$ 145,678 $0 $ 2,000 $ 1,000$1,000$ 1,030 $ 1,061$ 2,716,633 $ 1,954,912 $ 3,043,794 $ 2,973,679$ 2,558,204$ 2,649,001 $ 2,743,845Total General Fund Expenses144
HUMAN RESOURCES Director of Human Resources Benefits Risk Management Recruiting Board of Trustees Executive Director General Counsel Rate Commission Secretary-Treasurer Internal Auditor Civil Service Commission Information Systems Diversity Operations Human Resources Engineering Training Finance 145
Human Resources
Mission
The Human Resources Department is a professional services team supporting a learning and business oriented culture based on
accountability, such that we:
•Assist the District and its employees to enhance skills, performance and work satisfaction
•Support the District to achieve the Strategic Business Plan
•Ensure equal employee treatment and recognition
•Ensure equal MWBE access to MSD’s procurement of goods and services
•Manage the District’s loss prevention programs
We measure our success by our customer’s satisfaction
with our performance in accomplishing mutual objectives.
Fiscal Year 2014 Accomplishments:
1.Training and Education Division directed 81 graduates through 5 District-approved apprenticeship programs, the Training staff
delivered 84 courses to nearly 800 employees, and developed and delivered 6 new training courses. Strategy 6, Objective 3
2.Risk Management Division implemented DOT physicals for positions requiring CDL licenses and performed
quarterly comprehensive facility audits for all MSD buildings. Strategy 2, Objective 2
3.Benefits Division established then expanded the District-wide Wellness Team to ensure field representation
and, with the On-Site Wellness coordinator, explored and developed other wellness programs, successfully
introduced a high deductible medical plan to control District costs, and guided the District through the
requirements of the new Affordable Care Act. Strategy 2, Objective 6
4. Recruiting Division increased diversity new hires by 25%, established a Diversity Recruitment Plan to ensure a
broader outreach to applicants, and increased diversity of intern candidates by 50%. Strategy 1, Objective 3
5.Diversity Division established First Source Hiring with SLATE in support of low-income and under employed individuals,
implemented a MWBE program to expand its base to include additional contractors/vendors, completed modifications to the
MWBE utilization program based on results of Disparity Study, conducted numerous seminars with contractors on “Doing Business
with MSD”, and established a Community Benefits Agreement with local shareholders. Strategy 1, Objective 3
146
Human Resources FY15 Strategic Business Plan
District Strategies / Objectives / Milestones Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Strategy 1: Educate and Partner with Stakeholders to Build Support
Objective 3: Achieve Vendor and Workforce Inclusion Objectives
a)
b)
c)
d)
e)
f)
g)
h)
Strategy 2: Manage the District's Costs and Revenues to Optimize Financial Impacts
Objective 2: Identify and Implement Cost Savings Initiatives
c)
d)
a)
b)
a)
b)
c)
d)
a)
b)
c)
d)
a)
b)
Ongoing
Implement an occupational injury prevention program to mitigate "at risk" behaviors.
Manage risk associated with occupational injuries and illnesses to achieve an indemnity rate within five percent (5%) of the five year indemnity rate for
sewage treatment facilities as calculated by the Bureau of Labor & Statistics.
Continue implementation of recommendations identified in the Disparity Study.
Continue implementation and evaluation of SLATE (St. Louis Agency on Training and Employee) First Source Hiring Program to provide opportunities
for contractors to hire low income, unemployed and under employed individuals for MSD sewer projects.
4th Quarter1st Quarter 2nd Quarter 3rd Quarter
Evaluate adequacy of Key Performance Indicators (KPI) annually.
Find opportunities to engage in community events, forums and seminars, which focus on doing business with MSD.
Host an in-house MWBE program networking event to increase participation in the MSD Capital Improvement Replacement Program (CIRP) to align
with needs defined by the current Disparity Study.
Continue implementation of the Community Benefits Agreement (CBA) and report on progress. Ongoing
Strategy 3: Integrate and Improve the District's Business Process
Objective 1: Use Key Performance Indicators to Monitor and Improve Performance
Seek opportunities to expand CBA participation. Ongoing
Maintain relationships with external stakeholders of MSD's MWBE Utilization initiative. Ongoing
Continue to enhance relationships for co-operative programs with non-profit organizations, schools, colleges, and disadvantaged youth programs, as
well as corporate and professional/trade association partners, Ongoing
Use monthly KPI results to identify potential business process changes.
Strategy 6: Create a Learning and Business-Oriented Culture Based on Competency and Accountability
Enhance management training to foster effective, ongoing and timely communications by managers and team leaders (incorporating best management
practices and standardized expectations).
Objective 2: Improve Organizational Effectiveness through Leadership Development
Incorporate effective communication component in management training and performance assessments.
Develop guidelines and framework for existing and potential leaders to create personal leadership development plans.
Implement multi-department group's recommendations on use of digital tools to facilitate internal communication, considering IS capacity and security
issues.
Form multi-department task force to develop, recommend and begin implementation of best management practices to facilitate effective and timely two-
way communications at all levels of the organization.
To promote greater awareness of the District's business functions, initiate a series of quarterly, informal cross-functional learning sessions to be led by
different department/functional groups and provide videotaped learning sessions to all non-attendees via intranet.
Objective 1: Increase Organizational Performance Through Improved Communication
Assess consistent application of District-wide policies.
Identify and assess employees interested in leadership and address as part of performance management system.
Complete senior leadership teamwork training.
Objective 3: Increase Individual Accountability and Job Satisfaction Through Continual Performance Coaching and Training
Designate third part to monitor effectiveness of new/promoted employee orientation effort through post-orientation feedback/interview process and refine
orientation program as necessary.
147
The FY15 Budget of $12.9 million represents an increase of $1.4 No new full-time equivalent position were added
million compared to the FY14 Forecast. The increase is the result to the Human Resources Budget.
of higher Group Insurance, Other Post Employee Benefits,
Bond and Liability Insurance and Community Outreach costs.
Human Resources Department
$0
$2
$4
$6
$8
$10
$12
$14
in millions 0
5
10
15
20
25
30
Personnel
Projected
Budget
Forecast
Actual
Expenses
148
Human Resources Department
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
Training Division $930,672 $1,020,929 $1,093,108 $1,036,319 $1,112,312 $1,147,358 $1,183,472
Benefits Division 4,270,811 4,148,477 4,484,344 4,910,382 5,153,252 4,354,795 4,496,711
Recruiting Division 622,412 495,634 502,593 512,562 529,636 544,159 558,986
Diversity Division 326,384 589,258 877,463 856,244 1,164,657 1,208,973 1,253,583
Risk Management Division (165,031)4,331,839 4,552,083 4,143,357 4,890,607 5,110,821 5,341,209
TOTAL EXPENSES $5,985,249 $10,586,137 $11,509,593 $11,458,864 $12,850,462 $12,366,106 $12,833,962
ALLOCATED STAFFING SUMMARY
Training Division 5.80 5.80 6.00 6.00 6.00 6.00 6.00
Benefits Division 3.80 3.80 4.00 4.00 4.00 4.00 4.00
Recruiting Division 4.80 4.80 5.00 5.00 5.00 5.00 5.00
Diversity Division 2.80 2.80 5.00 5.00 5.00 5.00 5.00
Risk Management Division 7.80 7.80 8.00 8.00 8.00 8.00 8.00
TOTAL POSITIONS 25.00 25.00 28.00 28.00 28.00 28.00 28.00
SIGNIFICANT BUDGET CHANGES
51000 Personnel Services increased $744,966 reflecting increases in
Other Post Employee Benefits, Vacation Accrual, Group Insurance,
and Salary and Benefit expenses.
54000 Contractual Serivces increased $607,775 in accordance with higher
Bond & Liability costs, increased Community Outreach costs,
higher Professional Services, and higher Judgement and Settlement
Claims costs.
Key Performance Measures
Increase % of Diverse Hires in
Management and Professionals
Catetories
Goals FY15
15%
FY15 Results
10%
PERFORMANCE MEASURES NEW FOR FY15
Goals FY16
15%
Increase Employee Utilization of
Benefits Percentage 10%
Reduce % of Recordable
Accidents and Incidences 25%
Conduct Required Safety and
Health Training for all Staff - 6
Courses
100%
25%
100%
149
Training Division
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $691,858 $742,006 $781,109 $787,657 $803,174 $824,410 $846,097
52000 Supplies 5,371 5,288 6,420 4,327 6,005 6,186 6,371
53000 Usage 416 399 681 341 762 785 808
54000 Contractual Services 233,027 273,236 304,899 243,994 302,371 315,977 330,197
55000 Capital Outlay 0 0 0 0 0 0 0
TOTAL EXPENSES $930,672 $1,020,929 $1,093,108 $1,036,319 $1,112,312 $1,147,358 $1,183,472
ALLOCATED STAFFING SUMMARY
Officials/Administrative 1.40 1.40 1.40 1.40 1.40 1.40 1.40
Professional 3.00 3.00 3.20 3.20 3.20 3.20 3.20
Technical 0.20 0.20 0.00 0.00 0.00 0.00 0.00
Administrative Support 1.20 1.20 1.40 1.40 1.40 1.40 1.40
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 5.80 5.80 6.00 6.00 6.00 6.00 6.00
DESCRIPTION OF SERVICES
In partnership with all MSD departments, assess and identify organizational
readiness to achieve the District's Strategic Business Plan; perform as consultants,
coaches, instructional designers, instructors and administrators of programs to
achieve successful employee performance; provide professional development
through the Educational Assistance Program; develop and/or administer technical
and general training programs; and publish the monthly UPDATE newsletter.
150
Benefits Division
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $4,153,003 $4,093,306 $4,434,706 $4,854,848 $5,100,301 $4,299,490 $4,438,949
52000 Supplies 5,453 2,673 1,840 1,866 1,955 2,014 2,074
53000 Usage 63 0 0 0 0 0 0
54000 Contractual Services 112,292 52,498 47,799 53,668 50,996 53,291 55,689
55000 Capital Outlay 0 0 0 0 0 0 0
TOTAL EXPENSES $4,270,811 $4,148,477 $4,484,344 $4,910,382 $5,153,252 $4,354,795 $4,496,711
ALLOCATED STAFFING SUMMARY
Officials/Administrative 1.40 1.40 0.40 0.40 0.40 0.40 0.40
Professional 1.00 1.00 2.20 2.20 2.20 2.20 2.20
Technical 0.20 0.20 0.00 0.00 0.00 0.00 0.00
Administrative Support 1.20 1.20 1.40 1.40 1.40 1.40 1.40
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 3.80 3.80 4.00 4.00 4.00 4.00 4.00
DESCRIPTION OF SERVICES
Administer and communicate employee benefits programs consistent with Plan
documents; ensure proper fiscal management of all benefit programs; periodically
assess financial risk of plan designs. Responsibilities include group medical, dental
life, AD&D, long-term disability, vacation, sick leave, compensatory time, benefit
related policies, and administration and employee communication for the Pension
and Deferred Compensation plans.
151
Recruiting Division
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $506,666 $438,583 $450,255 $457,157 $467,785 $479,625 $491,652
52000 Supplies 16,299 3,832 5,190 6,581 6,705 6,907 7,114
53000 Usage 63 0 0 0 0 0 0
54000 Contractual Services 99,384 53,219 47,149 48,824 55,146 57,627 60,221
55000 Capital Outlay 0 0 0 0 0 0 0
TOTAL EXPENSES $622,412 $495,634 $502,593 $512,562 $529,636 $544,159 $558,986
ALLOCATED STAFFING SUMMARY
Officials/Administrative 1.40 1.40 1.40 1.40 1.40 1.40 1.40
Professional 2.00 2.00 2.20 2.20 2.20 2.20 2.20
Technical 0.20 0.20 0.00 0.00 0.00 0.00 0.00
Administrative Support 1.20 1.20 1.40 1.40 1.40 1.40 1.40
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 4.80 4.80 5.00 5.00 5.00 5.00 5.00
DESCRIPTION OF SERVICES
Provide assistance and guidance to ensure accurate job descriptions; recruit
diversified, highly-qualified candidates to fill vacancies in a timely manner; ensure
internal job posting system considers qualified employees for promotional
opportunities; ensure compensation practices are consistent with Civil Service
regulations; and ensure all District policies and Human Resource practices foster
and support positive employee relations.
152
Diversity Division
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $242,288 $351,712 $476,670 $460,008 $480,771 $494,557 $507,273
52000 Supplies 2,471 3,707 1,915 4,226 12,050 12,412 12,784
53000 Usage 232 1,072 2,160 1,983 4,320 4,450 4,583
54000 Contractual Services 81,393 232,767 396,719 390,027 667,516 697,554 728,944
55000 Capital Outlay 0 0 0 0 0 0 0
TOTAL EXPENSES $326,384 $589,258 $877,463 $856,244 $1,164,657 $1,208,973 $1,253,583
ALLOCATED STAFFING SUMMARY
Officials/Administrative 1.40 1.40 1.40 1.40 1.40 1.40 1.40
Professional 0.00 0.00 3.20 3.20 1.20 1.20 1.20
Technical 0.20 0.20 0.00 0.00 2.00 2.00 2.00
Administrative Support 1.20 1.20 0.40 0.40 0.40 0.40 0.40
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 2.80 2.80 5.00 5.00 5.00 5.00 5.00
DESCRIPTION OF SERVICES
Develop and administer policies, procedures and programs designed to support on-going improvement
of the District's commitment to inclusion in all its activities, and communicates these ideals to internal
personnel and external stakeholders. For internal personnel, services provided are administering
adherence to the District's minority and women business utilization objectives as applicable in
and maintaining creation of Equal Employment and Affirmative Action practices and policies; and
contracting and purchasing transactions. For external stakeholders, comprised of minority and women
business owners, services provided are beginning-to-end review of all applicable projects and
purchase orders for contract goal compliance, the use of effective sourcing techniques,
encouragement of inter-business referrals, community outreach, and timely expenditure reporting.
153
Risk Management Division
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $1,066,846 $652,924 $674,050 $686,257 $709,726 $727,429 $745,468
52000 Supplies 16,799 13,630 15,515 17,729 15,590 16,058 16,540
53000 Usage 3,042 3,574 3,900 3,663 4,400 4,532 4,668
54000 Contractual Services (1,251,718)3,661,711 3,858,619 3,435,708 4,160,891 4,362,802 4,574,534
55000 Capital Outlay 0 0 0 0 0 0 0
TOTAL EXPENSES $(165,031)$4,331,839 $4,552,083 $4,143,357 $4,890,607 $5,110,821 $5,341,209
ALLOCATED STAFFING SUMMARY
Officials/Administrative 1.40 1.40 1.40 1.40 1.40 1.40 1.40
Professional 5.00 5.00 5.20 5.20 5.20 5.20 5.20
Technical 0.20 0.20 0.00 0.00 0.00 0.00 0.00
Administrative Support 1.20 1.20 1.40 1.40 1.40 1.40 1.40
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 7.80 7.80 8.00 8.00 8.00 8.00 8.00
timely reports.
may encounter: safety, security, emergency response, business interruption, etc., and then define a
strategy to manage each. Third, manage the District's Water Back Up Overcharged Line Program and
Dispute Resolution Board for Water Backup Program. Manage all third party claim administrative
functions. Lastly, continuously educate management on the cost of losses through thorough and
DESCRIPTION OF SERVICES
Develop and administer policies, procedures and programs designed to protect the District's assets by
educating, motivating, and training personnel in positive safety practices and programs thus preventing
losses from accidents, injuries, and lost time. Second, identify all types of loss exposures the District
154
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 201751010 Salaries & Wages$ 1,579,140 $ 1,677,072 $ 1,813,633 $ 1,817,495$ 1,871,819$ 1,890,719 $ 1,928,53351020 Overtime8,4111,2293,2131,7733,0503,1113,17351030 Compensatory Pay Accrual1,341 (20,680) 10,00017,13810,00010,00010,00051040 Sick Leave Accrual851,568 863,508 860,000840,763860,000860,000 860,00051050 Vacation Accrual887,012 821,183 625,000750,403850,000850,000 850,00051080 Floating Holiday Accrual(6,648)66420,000390,74000051100 Emp Service & Incentive Awards44,34347,79267,18660,48849,52051,00652,53651110 Workers' Comp Settlements345,61900000051120 Membership & Licensing Fees18,09312,70015,89417,05315,86016,33616,82651130 Education Assistance Program140,323 175,313 200,000200,003200,000206,000 212,18051210 FICA Taxes118,336 125,239 137,276133,999140,831142,018 144,85851220 Group Insurance845,061 931,473 971,039891,9981,146,371248,842 263,05351230 Pension Contribution321,048 328,134 350,932367,021374,078386,049 398,40351234 EAP7,51114,81214,89814,91515,22615,68316,15351240 Unemployment Insurance52,61423,78225,00043,54225,00025,75026,52351250 Second Injury Insurance/Tax64,63000000051300 Other Post Employment Benefits1,382,260 1,271,935 1,702,717 1,694,6452,000,0002,120,000 2,247,20051510 Temporary Help04,37803,953000Subtotal 51000 Personnel Services$ 6,660,661 $ 6,278,533 $ 6,816,789 $ 7,245,927$ 7,561,755$ 6,825,513 $ 7,029,43752010 Fuels,Lubricants,Gases$0 $0 $0 $0$0$0$ 052030 Machinery & Equipment Parts1160000052040 Machinery & Equipment - Non-Ca399778023800052050 Construction & Bldg Supplies00037400052090 Electrical Supplies901,4165028850525352100 Instrument Supplies4857960000052170 Safety Supplies3,1654,5634,0555,8904,2554,3834,51452240 Hand Tools15170500052280 Uniforms00805522,0802,1422,20752300 Safety Footwear1,3701,2281,6501,6242,2002,2662,33452310 Telephone/Communic Equip/Suppl2501100000Metropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionHuman Resources DepartmentExpense Object155
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 2017Metropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionHuman Resources DepartmentExpense Object52320 Office Supplies4,8633,9125,6504,9585,7505,9236,10052330 Computer Supplies10,2801,4322,8002,2092,8002,8842,97152340 Computer Equipment - Non-Capit3,0181,29001,9987,3207,5407,76652370 Photo & Video Supplies2,4331,8971,7002,4251,5001,5451,59152380 Publications/Training Supplies12,7997,69010,95511,20911,67512,02512,38652390 Administrative Supplies5,4374,0103,9402,9614,3004,4294,56252400 Furniture & Office Equipment -1,7808500375386398Subtotal 52000 Supplies$ 46,394 $ 29,132 $ 30,880 $ 34,732$ 42,305$ 43,574 $ 44,88153060 Electric Usage$0 $0 $0 $0$0$0 053270 Telephone Usage3,8175,0456,7415,9879,4829,76610,059Subtotal 53000 Usage$ 3,817 $ 5,045 $ 6,741 $ 5,987$9,482$ 9,766 $ 10,05954010 Postage$0 $0 $0 $0$0$0$ 054050 Office System Services36923448024043,68050252454060 Printing Services01,8045,4003,4415,6005,8526,11554080 Advertising Services15,07321,58120,00023,97125,00026,12527,30154100 Travel Expenses5,24215,30828,15022,05331,55032,97034,45354130 Bond & Liability Insurance2,590,349 2,440,002 2,607,300 2,500,9362,934,2753,080,989 3,235,03854140 Training Programs/Seminar Fees167,555 218,977 310,563257,127314,675328,835 343,63354160 Data Imaging Services2,0212,2752,6002,3212,6002,7172,83954180 Courier And Freight64454167062067070073254190 Property & Other Space Rental3,8964,8393,6503,7263,6503,8143,98654390 Hospital & Medical Services658,967 119,702 116,150124,248130,200136,059 142,18254400 Judgments & Claims Settlements681,441 379,088 448,000 (217,744)400,000418,000 436,81054410 Judgments & Claims Accrual(4,936,875) (136,581)0398,82100054520 Professional Service725,807 877,669 743,500725,586814,300896,088 936,41154530 Building Repairs & Services99,141 324,512 360,500320,508360,500376,723 393,67554690 Safety Services5,9403,3865,7205,1145,7205,9776,24654710 Community Outreach Programs90902,5001,250164,500171,903 179,63854800 Worker Comp Accrual(745,283)000000156
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 2017Metropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionHuman Resources DepartmentExpense ObjectSubtotal 54000 Contractual Services$ (725,622) $ 4,273,427 $ 4,655,183 $ 4,172,218$ 5,236,920$ 5,487,253 $ 5,749,58455010 Land Purchases$0 $0 $0 $0$0$0$ 0Subtotal 55000 Capital Outlay$0$0$0$0$0$0$ 0$ 5,985,249 $ 10,586,137 $ 11,509,593 $ 11,458,864$ 12,850,462$ 12,366,106 $ 12,833,962Total General Fund Expenses157
Fiscal Year 2015 BUDGET
158
FINANCE Director of Finance Accounting Accounts Receivable Engineering Board of Trustees Executive Director General Counsel Rate Commission Secretary-Treasurer Internal Auditor Civil Service Commission Information Systems Human Resources Purchasing Finance Operations 159
Finance
Mission
Manage the District’s costs and revenues to improve financial performance.
Fiscal Year 2014 Accomplishments
1.Received the Government Finance Officers’ Association (GFOA) award for Distinguished Budget Presentation for the 27th consecutive
year. Strategy 2, Objective 2
2.Received the GFOA award for Excellence in Financial Reporting for the 26th consecutive year. Strategy 2, Objective 2
3.Received the GFOA award for Popular Annual Financial Reporting (PAFR) the 2nd consecutive year. Strategy 1, Objective 1
4.Completed the FY13 Financial Close on time, with no audit adjustments noted by the District’s External Auditors.
Strategy 2, Objective 2
5.Implemented GASB 65 related to the recording of Items previously classified as Assets and Liabilities in April
2014. Strategy 2, Objective 2
6.Reviewed and identified gaps regarding asset attributes in GIS and Maximo in order to develop process plan to
fully integrate with Oracle. Strategy 3, Objective 6
7.Maintained an average of 96.5% in competitive spend of District expenses. Strategy 2, Objective 2
8. Maintained an average Post-Customer Contact Survey Rating of 92.7%. Strategy 1, Objective 1
9.Began 18 month implementation to upgrade District’s 10 year old Billing and Collection system. Strategy 3, Objective 3
10.Impact of Pre-collect Program has resulted in 17,040 customers, on average, entering arrears each month, a14.4% reduction.
Collection Plan, implemented in 2011, results: increased collections by 30%; decreased number of accounts assigned to collection
agency by 79%, reduction of 57% in collection agency costs, decrease of 69% in bad debt provision and a 3,530% ROI on Pre-Collect
Program. Strategy 2, Objective 1
11.Implemented as Accounts Receivable Reorganization which to-date has increased overall productivity of the Division by 5%.
Strategy 2, Objective 1
160
Finance FY15 Strategic Business Plan
District Strategies / Objectives / Milestones Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Strategy 1: Educate and Partner with Stakeholders to Build Support
Objective 1: Execute Outreach Programs
c)
d)
e)
f)
Strategy 2: Manage the District's Costs and Revenues to Optimize Financial Impacts
Objective 1: Increase Collection of Delinquent Revenue
a)
b)
c)
d)
Objective 2: Identify and Implement Cost Savings Initiatives
a)
b)
Objective 3: Maximize Long-Term Financing Plans for District Needs
b)
c)
d)
a)
b)
a)
b)
a)
b)
Evaluate adequacy of Key Performance Indicators (KPI) annually.
Revise and report on multi-decade financing plan to support current and future requirements.
Strategy 3: Integrate and Improve the District's Business Process
Objective 1: Use Key Performance Indicators to Monitor and Improve Performance
Implement improvement initiatives to address customer service needs and issues and enhance current communications through the use of the
District website, social media and related technology.
4th Quarter1st Quarter 2nd Quarter 3rd Quarter
Begin implementation of software solution and modify existing business processes to align with industry best practices.
Use monthly KPI results to identify potential business process changes.
Develop plan for water shutoff solution to increase collection of delinquent sewer charges
Assess feasibility of consolidated response for service delivery for delinquent customers.
Develop long-term stormwater funding plan.
Continue to assess and modify collection process to achieve net average collection period receivables to 45 days or less.
Manage District's O & M expenses to ensure expenditures do not increase more than three percent (3%) as outlined in the 2011 Rate
Commission Report.
Maximize an increase in the low income program participation using the State's Low Income Home Energy Assistance Program (LIHEAP) data
to identify and make verbal contact with all potential low income customers.
Manage District's long-term Program to meet key financial ratios to maintain current bond ratings and Consent Decree compliance.
Continue implementation of communications plan to address stormwater funding issue in coordination with Rate Commission process. Ongoing
Identify key messaging gaps in MSD public communications, report gaps and make adjustments towards consistent messaging.
Begin communication with the key stakeholders and the public regarding the Rate commission process. Ongoing
Develop Rate Commission Proposal for FY2017-FY2020.
Ongoing
Begin implementation of organizational changes required to fully benefit from the implementation of the software solution.Ongoing
Objective 2: Implement Development Review/Permitting Business Process Improvement
Complete implementation of software solution and modify existing business processes as required to meet the industry's best practices.
Implement organizational changes required to fully benefit from the implementation of the software solution and business process
improvements.
Objective 3: Implement E-CIS (Billing and Collection) Business Process Improvement
161
Finance FY15 Strategic Business Plan
District Strategies / Objectives / Milestones Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
4th Quarter1st Quarter 2nd Quarter 3rd Quarter
a)
b)
c)
d)
a)
b)
c)
a)
e)
f)
Objective 4: Implement Comprehensive Facility Maintenance Management Plan
a)
b)
c)
Review and determine adequacy of asset management funding proposed for large diameter sewer cleaning and inspection.
Determine stormwater operations and capital program funding requirements for FY16.
Create and begin implementation of process plan to load individual asset attributes and valuation of information into the Oracle system.
Complete closure of identified asset attributes data gap between the Geographic Information Systems (GIS) and Maximo systems.
Continue to implement process plan to ensure that collection system asset renewal financial data in Maximo and Oracle Projects are reflected
in Oracle Financials.
Continue to implement process plan to synchronize Oracle, Maximo and GIS collection system asset information.
Strategy 5: Address Customer and Regulatory Needs Through a Comprehensive Infrastructure Management
Objective 6: Integrate Oracle Financial, Maximo and GIS Asset Information
Develop summary wastewater operating and capital program funding needs for remainder of Consent Decree.
Objective 1: Implement Stormwater Operating and Capital Improvement Program
Continue implementation of service levels by area in line with available stormwater revenue.
Finalize the stormwater operating and capital funding requirement for the next rate proposal covering FY2017-2020.
Objective 2: Implement Wastewater Operating and Capital Improvement Program
Determine wastewater operating and Capital Program funding needs for the next rate proposal covering FY2017-2020
Establish teams representing each location to evaluate current method of upkeep and maintenance of all District facilities.
Document the process that each location uses for upkeep and maintenance of the facilities.
Document square footage utilization at all locations (to determine available capacity).
162
The Finance FY15 Budget of $22.5 million represents an overall increase This budget reflects no change in the number
of $3.9 million over the FY14 Forecast. The majority of the increase is under of full-time equivalent positions allocated to
Contractual Services and is related to delinquent revenue collection this department.
commissions, an upgrade to the 10-year old billing and collection
system and Market Street building repairs and upgrades.
Finance Department
0
10
20
30
40
50
60
70
Personnel
Projected
Budget
Forecast
Actual
$0
$5
$10
$15
$20
$25
in millions Expenses
163
Finance Department
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
Accounting Division $1,469,047 $1,354,590 $1,542,264 $1,483,780 $1,573,736 $1,633,040 $1,677,481
Purchasing Division 2,254,698 1,861,133 1,915,936 1,832,892 2,566,771 2,087,412 2,160,964
Accounts Receivable Division 12,964,317 13,579,893 16,092,458 15,300,450 18,396,941 17,077,537 17,460,111
TOTAL EXPENSES $16,688,067 $16,795,615 $19,550,659 $18,617,124 $22,537,450 $20,797,988 $21,298,555
ALLOCATED STAFFING SUMMARY
Accounting Division 20.00 18.00 18.00 18.00 18.00 18.00 18.00
Purchasing Division 10.00 12.00 12.00 12.00 12.00 12.00 12.00
Accounts Receivable Division 34.00 33.00 38.00 38.00 38.00 38.00 38.00
TOTAL POSITIONS 64.00 63.00 68.00 68.00 68.00 68.00 68.00
SIGNIFICANT BUDGET CHANGES
54450 Collection Services increased $1,613,902 for expected improvement
in collection of sewer service charges by collection agencies.
54520 Professional Services increasing $523,681 in conjunction with new
billing and collection system implementation.
54530 Building Repair and Services includes a one-time increase of
$557,800 for a variety of repairs and improvements to the
Market Street Facility.
Non-Capital Competitive Purchasing 95%96.5%>/= 95%
Overall Quality of Service by A/R
PERFORMANCE MEASURES FOR FY14 AND FY15
Key Performance Measures Goals FY14 FY14 Results Goals FY15
Average Collection Period 45 days 51 45 days
>/= 8.0 out of 10.0 8.7 >/= 8.0 out of 10.0based on Customer Surveys
164
Accounting Division
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $1,373,813 $1,330,463 $1,460,191 $1,441,847 $1,459,592 $1,506,577 $1,545,607
52000 Supplies 14,396 7,327 6,965 9,188 9,879 17,077 17,589
53000 Usage 424 480 480 480 480 494 509
54000 Contractual Services 80,414 16,320 74,628 32,265 102,785 107,863 112,716
55000 Capital Outlay 0 0 0 0 1,000 1,030 1,061
TOTAL EXPENSES $1,469,047 $1,354,590 $1,542,264 $1,483,780 $1,573,736 $1,633,040 $1,677,481
ALLOCATED STAFFING SUMMARY
Officials/Administrative 3.67 2.67 2.67 2.67 2.67 2.67 2.67
Professional 8.00 8.67 9.00 9.00 9.00 9.00 9.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 8.33 6.67 6.33 6.33 6.33 6.33 6.33
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 20.00 18.00 18.00 18.00 18.00 18.00 18.00
Operating Budget, Debt Service and Capital Improvement & Replacement Program.
DESCRIPTION OF SERVICES
The Accounting function ensures that District payments and receipts are properly
authorized, recorded and reported in accordance with District policy and generally
accepted accounting principals. It also provides periodic financial reports reflecting
the District's current financial position. The division annually prepares the District's
165
Purchasing Division
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $874,685 $928,913 $990,784 $958,079 $1,003,368 $1,032,335 $1,058,407
52000 Supplies 97,515 66,348 63,511 66,321 61,479 29,437 30,320
53000 Usage 227,430 204,821 221,600 295,020 280,520 298,592 314,803
54000 Contractual Services 1,368,055 269,110 625,041 505,972 1,221,404 727,049 757,435
55000 Capital Outlay (312,986)391,941 15,000 7,500 0 0 0
TOTAL EXPENSES $2,254,699 $1,861,133 $1,915,936 $1,832,892 $2,566,771 $2,087,412 $2,160,964
ALLOCATED STAFFING SUMMARY
Officials/Administrative 2.67 2.67 2.67 2.67 2.67 2.67 2.67
Professional 1.00 0.67 3.00 3.00 3.00 3.00 3.00
Technical 3.00 4.00 2.00 2.00 2.00 2.00 2.00
Administrative Support 3.33 4.67 4.33 4.33 4.33 4.33 4.33
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 10.00 12.00 12.00 12.00 12.00 12.00 12.00
that has been declared surplus to the District's needs. The Central Services
District and the management of the District's headquarters.
DESCRIPTION OF SERVICES
The division is responsible for the timely disposal of property and equipment
element of the division is responsible for mail distribution throughout the
The Purchasing Division is responsible for contracting all of the supplies, materials
equipment, construction repairs, professional services, and improvement construction
projects required by the District. Through competitive bidding procedures this
division ensures a properly authorized supply of goods and services at the best cost.
166
Accounts Receivable Division
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $2,108,508 $2,160,688 $2,553,493 $2,611,902 $2,597,045 $2,689,902 $2,760,861
52000 Supplies 8,290 36,125 16,798 18,201 16,745 17,248 17,766
53000 Usage 0 0 0 0 0 0 0
54000 Contractual Services 10,847,523 11,383,080 13,519,567 12,667,747 15,783,151 14,370,388 14,681,485
55000 Capital Outlay 0 0 2,600 2,600 0 0 0
TOTAL EXPENSES $12,964,319 $13,579,893 $16,092,458 $15,300,450 $18,396,941 $17,077,537 $17,460,111
ALLOCATED STAFFING SUMMARY
Officials/Administrative 4.67 3.67 4.67 4.67 4.67 4.67 4.67
Professional 1.00 0.67 1.00 1.00 1.00 1.00 1.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 28.33 28.67 32.33 32.33 32.33 32.33 32.33
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 34.00 33.00 38.00 38.00 38.00 38.00 38.00
against the property served, use of outside collection agencies and by termination
of service when possible.
This division also provides to the District's customers pleasant and efficient
assistance with regard to monthly user charge billings. This division collects all
payments and enforces the user charge ordinances as they pertain to non-payment
of user charges. This is accomplished through three remedies: suit and/or lien
DESCRIPTION OF SERVICES
This division maintains as account receivable record for each of the District's
434,000 customers. The user charge billing ensures a predictable flow of cash
necessary to operate, maintain and replace the wastewater and stormwater facilities.
167
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 201751010 Salaries & Wages$ 3,026,446 $ 3,004,053 $ 3,435,592 $ 3,325,719$ 3,521,642$ 3,574,495 $ 3,645,98551020 Overtime54,54923,2087,65014,62516,26416,58916,92151030 Compensatory Pay Accrual3,3051,22302,47300051120 Membership & Licensing Fees5,3848,3155,9716,7158,45111,64011,98951210 FICA Taxes227,143 226,042 260,937247,547271,547273,017 278,47751220 Group Insurance410,486 451,737 508,735459,929511,691599,404 633,83651230 Pension Contribution615,295 628,430 701,104690,976672,810694,340 716,55951234 EAP945912047800051510 Temporary Help13,45176,14284,480263,36757,60059,32861,108Subtotal 51000 Personnel Services$ 4,357,004 $ 4,420,062 $ 5,004,468 $ 5,011,830$ 5,060,005$ 5,228,813 $ 5,364,87552010 Fuels,Lubricants,Gases$0 $0 $0 $0$0$0$ 052030 Machinery & Equipment Parts2,8174230000052040 Machinery & Equipment - Non-Ca(311)00000052050 Construction & Bldg Supplies21650000052070 Hardware1,1971,1859001,28790092795552090 Electrical Supplies30,4988,0613,6003,4323,6003,7083,81952100 Instrument Supplies6,70000000052110 Chemical Supplies1,015765055000052150 Plumbing Supplies27101,25062600052160 Paint Supplies040000052170 Safety Supplies4744404700052220 Janitorial Supplies25,78027,69933,00031,69832,0000052240 Hand Tools322170000052280 Uniforms53861193653860061863752300 Safety Footwear19820060079660061863752310 Telephone/Communic Equip/Suppl(112)370000052320 Office Supplies34,90033,19238,44040,46736,50037,59538,72352330 Computer Supplies4,1971,3851,5603,29095010,97011,29952340 Computer Equipment - Non-Capit5,2531,5864007575,2402,3072,37652360 Grounds Supplies79554070050090000Metropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionFinance DepartmentExpense Object168
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 2017Metropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionFinance DepartmentExpense Object52380 Publications/Training Supplies2,4193,5622481,81262664566452390 Administrative Supplies1,6963,7485,6406,2356,1886,3746,56552400 Furniture & Office Equipment -2,25026,07701,676000Subtotal 52000 Supplies$ 120,202 $ 109,801 $ 87,274 $ 93,711$ 88,104$ 63,761 $ 65,67453060 Electric Usage$ 217,876 $ 195,006 $ 210,100 $ 282,635$ 275,000$ 290,125 306,08253080 Water Usage4,8725,5867,5005,9784,8007,7257,95753270 Telephone Usage5,1064,7094,4806,8871,2001,2361,273Subtotal 53000 Usage$ 227,854 $ 205,301 $ 222,080 $ 295,500$ 281,000$ 299,086 $ 315,31254010 Postage$ 1,343,610 $ 1,460,645 $ 1,553,136 $ 1,495,869$ 1,523,872$ 2,760,768 $ 2,605,90054050 Office System Services(44,416)1,37036090826027228454060 Printing Services311,914 330,967 312,700290,245319,568488,901 490,08654080 Advertising Services43,53164,329 101,50091,211107,500112,337 117,39354100 Travel Expenses8,97512,21825,14428,21814,82819,84220,73554140 Training Programs/Seminar Fees2,58010,81011,1559,01214,21011,85612,38954160 Data Imaging Services3,09421,69718,50021,60928,18129,44930,77454180 Courier And Freight8,2318,29013,3979,7968,9309,3329,75254190 Property & Other Space Rental18,43623,70529,59123,75429,71623,21624,26054340 Other00022000054350 Lockbox Services774,700 819,407 820,084780,578983,2681,027,515 1,073,75354420 Court Costs & Lien Fees385,002 184,598 250,000242,122300,000300,000 300,00054450 Collection Services4,051,200 4,548,743 3,944,426 4,128,6995,558,3285,808,453 6,069,83354470 Water Agency Data Services492,240 492,240 497,240494,740492,240492,240 492,24054520 Professional Service3,774,824 3,644,092 6,313,265 5,302,6946,836,9463,723,078 3,890,61654530 Building Repairs & Services756,458 (184,441) 94,10465,199651,904155,505 160,17054540 Janitorial Services112,502 127,998 143,700142,398150,000180,263 188,37454550 Grounds Services34,47328,44822,50027,50536,00022,99024,02554570 Machinery & Equipment Services103,22312,3144,6005,5593,0003,1353,27654600 Electrical Repair Services09,4059,000000054620 Plumbing Services15,60017,7639,25010,5008,0008,3608,736169
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 2017Metropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionFinance DepartmentExpense Object54630 HVAC Services95,95927,60944,00033,56639,00026,12527,30154640 Damage Repairs & Services53000000054650 Waste Hauling1,5633,2851,5841,5831,5901,6621,73654670 Other Governmental Fees50500000054680 Laboratory Testing Services02,1760000054690 Safety Services1,71479400000Subtotal 54000 Contractual Services$ 12,295,993 $ 11,668,510 $ 14,219,236 $ 13,205,984$ 17,107,341$ 15,205,298 $ 15,551,63455010 Land Purchases$0 $0 $0 $0$0$0$ 055030 Structural Improvements(215,000) 375,80515,0007,50000055050 Auxiliary Equipment(97,986) 16,1360000055090 Furniture & Office Equipment002,6002,6001,0001,0301,061Subtotal 55000 Capital Outlay$ (312,986) $ 391,941 $ 17,600 $ 10,100$1,000$ 1,030 $ 1,061$ 16,688,067 $ 16,795,615 $ 19,550,659 $ 18,617,124$ 22,537,450$ 20,797,988 $ 21,298,555Total General Fund Expenses170
INFORMATION SYSTEMS ES Retooling Technical Services Board of Trustees Executive Director General Counsel Rate Commission Secretary-Treasurer Internal Auditor Civil Service Commission Human Resources Operations Finance Information Systems Director of Information Systems Application Services Business Integration Engineering 171
Information Systems
Mission
We, as a customer-service department, will continue to lead the District in the implementation of business processes and
information technology that will assist the District in providing the highest quality services in the most efficient and cost-effective
manner possible. The priority is placed on making it easier for residents, businesses and community agencies to “do business”
with the District through improved business processes and the effective use of information technology.
Fiscal Year 2014 Accomplishments
1.Continued to build and implement graphical dashboards to support the Operations Department as they work to ensure that
Consent Decree mandated targets and metrics are being met. The dashboards are also being used to provide transparency
to all personnel within the Operations Department in terms of results and accomplishments. (Strategy 3, Objective 1)
2.Selected and procured a software solution ('Accela') to replace the District's legacy Development, Plan Review & Permitting
business application. Entered into an intergovernmental agreement with St. Louis County
through which the County shares software licensing of its Accela software with the District.
Additionally, St. Louis County provides hosting support of the solution on behalf of the
District. Initiated a project to configure the Accela software solution to support the District's
development, plan review and permitting business processes. (Strategy 3, Objective 2)
3.Initiated a software project to upgrade the District's current billing and collections platform to
a software solution called 'ECIS+'. This project will allow the District to adopt and change its
business processes to align with industry best practices in the billing, remittance and
accounts receivable / collections areas. (Strategy 3, Objective 4)
4.Formed an interdepartmental team to launch an initiative to design and implement an enforceable records management
program that reflects the Districts' organizational requirements and addresses issues of compliance and risk mitigation.
Initial organizational efforts and deliverables will focus on devising policies and strategies that will serve as the
foundation for a workable records management system. Subsequent phases will look at technology solutions to
support the District's record management program as it is being implemented throughout the organization. (Strategy 3,
Objective 5)
172
Information Systems FY15 Strategic Business Plan
District Strategies / Objectives / Milestones Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
a)
b)
a)
b)
a)
b)
a)
b)
c)Develop and complete Request for Proposal (RFP) process and select software solution.
a)
b)
c)
d)
Complete closure of identified asset attributes data gap between the Geographic Information Systems (GIS) and Maximo systems.
Create and begin implementation of process plan to load individual asset attributes and valuation of information into the Oracle system.
Continue to implement process plan to synchronize Oracle, Maximo and GIS collection system asset information.
Create and implement the Document Retention Policy transition plan.
Objective 6: Integrate Oracle Financial, Maximo and GIS Asset Information
Continue to implement process plan to ensure that collection system asset renewal financial data in Maximo and Oracle Projects are reflected in
Oracle Financials.
3rd Quarter 4th Quarter1st Quarter 2nd Quarter
Complete implementation of software solution and modify existing business processes as required to meet the industry's best practices.
Implement organizational changes required to fully benefit from the implementation of the software solution and business process
improvements.
Objective 3: Implement E-CIS (Billing and Collection) Business Process Improvement
Strategy 3: Integrate and Improve the District's Business Process
Objective 1: Use Key Performance Indicators to Monitor and Improve Performance
Evaluate adequacy of Key Performance Indicators (KPI) annually.
Use monthly KPI results to identify potential business process changes.
Objective 2: Implement Development Review/Permitting Business Process Improvement
Begin implementation of software solution and modify existing business processes to align with industry best practices. Ongoing
Objective 5: Implement Document Management Business Practices that Meet the District's Retention, Retrieval and
Objective 4: Implement Fleet Management Business Process Improvement
Continue implementation of required business processes and organizational changes as outline in fleet study.
Begin implementation of organizational changes required to fully benefit from the implementation of the software solution.Ongoing
173
The FY15 Budget of $13.2 million represents an increase of This budget reflects the reduction of two
$1.4 million over the FY14 Forecast. This increase is primarily full-time equivalent positions.
related to an increase in Contractual Services.
Information Systems Department
$0
$2
$4
$6
$8
$10
$12
$14
in millions Expenses
0
10
20
30
40
50
Personnel
Projected
Budget
Forecast
Actual
174
Information Systems Department
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
Business Integration Division $2,197,718 $2,340,472 $2,674,462 $2,629,410 $2,961,119 $2,916,285 $2,990,876
ES Retooling 1,239,748 1,241,634 1,132,675 1,129,832 1,509,421 1,554,931 1,601,816
Application Services Division 3,594,061 3,400,698 3,763,167 3,732,583 4,217,796 4,261,170 4,406,123
Technical Services Division 3,433,157 3,380,515 4,226,463 4,322,419 4,560,201 4,641,224 4,793,669
TOTAL EXPENSES $ 10,464,683 $10,363,318 $11,796,769 $11,814,242 $13,248,539 $13,373,606 $13,792,483
ALLOCATED STAFFING SUMMARY
Business Integration Division 16.00 16.00 16.00 16.00 16.67 16.67 16.67
E S Retooling 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Application Services Division 12.00 12.00 13.00 13.00 12.67 12.67 12.67
Technical Services Division 15.00 15.00 16.00 1.00 13.67 13.67 13.67
TOTAL POSITIONS 43.00 43.00 45.00 30.00 43.00 43.00 43.00
SIGNIFICANT BUDGET CHANGES PERFORMANCE MEASURES FOR FY14 AND FY15
51510 Increase of $471,821 for Temporary Help in the ES Retooling
area for the E-CIS Retooling project.
52000 Reduction of $609,577 in Supplies due to the removal of
a one-time expense included in FY14.
54520 Increase of $1,248,552 in Professional Services for
incremental costs related to Quote System upgrade
and Data Co-Location project.
Overall Quality of Service
Key Performance Measures Goals FY14 FY14 Results Goals FY15
100%95%100%by Help Desk
175
Business Integration Division
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $2,164,531 $2,266,918 $2,451,499 $2,399,317 $2,502,453 $2,608,250 $2,675,087
52000 Supplies 9,444 12,811 14,073 14,229 14,467 14,901 15,348
53000 Usage 4,611 5,615 5,600 5,615 38,933 12,704 13,016
54000 Contractual Services 19,131 41,699 203,290 210,249 405,267 280,430 287,425
55000 Capital Outlay 0 13,429 0 0 0 0 0
TOTAL EXPENSES $2,197,718 $2,340,472 $2,674,462 $2,629,410 $2,961,119 $2,916,285 $2,990,876
ALLOCATED STAFFING SUMMARY
Officials/Administrative 1.67 1.33 1.33 1.33 1.33 1.33 1.33
Professional 14.00 14.33 14.33 14.33 15.00 15.00 15.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 0.33 0.33 0.33 0.33 0.33 0.33 0.33
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 16.00 16.00 16.00 16.00 16.67 16.67 16.67
team works with cross-divisional teams to ensure the successful delivery of projects
and implementation of business processes.
DESCRIPTION OF SERVICES
The Business Integration team understands MSD's strategies and business
processes in order to align the customer needs and requirements with the
Department's need to deliver end-to-end IS services. Ensures that systems perform
reliably and verifiably in terms of business needs and requirements. Develops and
manages the IS technology program ensuring that initiatives and projects deliver on
the value of the supporting business case. Assists in the re-engineering of major
business processes including the management of technology projects which contribute
to MSD achieving its strategy of operational effectiveness. The Business Integration
176
ES Retooling
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $1,227,168 $1,230,389 $1,120,000 $1,115,462 $1,483,746 $1,528,258 $1,574,106
52000 Supplies (2)0 1,500 9,370 10,500 10,815 11,139
53000 Usage 0 0 0 0 0 0 0
54000 Contractual Services 12,582 11,245 11,175 5,000 15,175 15,858 16,571
55000 Capital Outlay 0 0 0 0 0 0 0
TOTAL EXPENSES $1,239,748 $1,241,634 $1,132,675 $1,129,832 $1,509,421 $1,554,931 $1,601,816
ALLOCATED STAFFING SUMMARY
Officials/Administrative 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Professional 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 0.00 0.00 0.00 0.00 0.00 0.00 0.00
The ES Retooling team provides technical support for the enterprise business
DESCRIPTION OF SERVICES
applications that are in use at MSD.
177
Application Services Division
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $1,971,475 $1,904,262 $1,946,974 $2,115,023 $1,954,008 $2,051,811 $2,106,235
52000 Supplies 88,891 4,117 175,403 96,928 3,167 3,262 3,360
53000 Usage 1,789 1,550 2,100 1,752 35,433 9,099 9,303
54000 Contractual Services 1,461,384 1,490,769 1,638,690 1,518,880 2,225,189 2,196,998 2,287,225
55000 Capital Outlay 70,521 0 0 0 0 0 0
TOTAL EXPENSES $3,594,061 $3,400,698 $3,763,167 $3,732,583 $4,217,796 $4,261,170 $4,406,123
ALLOCATED STAFFING SUMMARY
Officials/Administrative 1.67 1.33 1.33 1.33 1.33 1.33 1.33
Professional 10.00 10.33 11.33 11.33 11.00 11.00 11.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 0.33 0.33 0.33 0.33 0.33 0.33 0.33
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 12.00 12.00 13.00 13.00 12.67 12.67 12.67
application portfolio. The Application Services team evaluates third party
applications and technology in order to determine business fit and integration with
the existing business application portfolio.
DESCRIPTION OF SERVICES
The Application Services team provides technical solutions that are sustainable,
supportable and meet customer/business requirements. Working closely with
internal and external business partners, Application Services uses business input
and requirements in order to design, develop and support MSD's business
178
Technical Services Division
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $1,790,038 $1,850,804 $1,881,943 $1,951,669 $1,831,325 $2,071,862 $2,125,836
52000 Supplies 479,618 155,452 583,194 475,373 136,461 140,555 144,771
53000 Usage 454,552 495,986 509,476 504,096 597,731 588,266 605,845
54000 Contractual Services 706,352 822,009 993,855 1,204,364 1,889,685 1,805,521 1,881,146
55000 Capital Outlay 2,596 56,264 257,995 186,917 105,000 35,020 36,071
TOTAL EXPENSES $3,433,157 $3,380,515 $4,226,463 $4,322,419 $4,560,201 $4,641,224 $4,793,669
ALLOCATED STAFFING SUMMARY
Officials/Administrative 1.67 1.33 1.33 0.33 2.33 2.33 2.33
Professional 9.00 7.33 7.33 0.33 7.00 7.00 7.00
Technical 4.00 6.00 7.00 0.00 4.00 4.00 4.00
Administrative Support 0.33 0.33 0.33 0.33 0.33 0.33 0.33
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 15.00 15.00 16.00 1.00 13.67 13.67 13.67
DESCRIPTION OF SERVICES
The Technical Services team manages the District's enterprise technology
infrastructure including network, server, storage, computer operations and
desktop/end user services. The team works with other divisions to develop
improve the quality of the user/customer experience.
technology solutions that are cost effective, secure, and align with the District's
strategic direction. The team manages all computer operations, data
communications, Local Area Networking (LAN), Wide Area Networking (WAN),
voice communications, disaster recovery, data security, building security software
and desktop/end user services (handheld devices, PCs, peripherals and cell
providing technology solutions that lay a foundation for future growth as well as
phones) in accordance with established service levels. The team is challenged with
179
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 201751010 Salaries & Wages$ 3,058,213 $ 3,100,531 $ 3,544,072 $ 3,352,880$ 3,502,023$ 3,752,893 $ 3,827,95151020 Overtime2,75811,9849,18013,8639,90010,09810,30051030 Compensatory Pay Accrual05,88502,62000051120 Membership & Licensing Fees3,0019532,6591,8042,6122,6902,77151210 FICA Taxes231,274 239,633 269,742259,693251,562266,512 271,84351220 Group Insurance294,582 332,141 367,065330,956365,342446,745 472,31851230 Pension Contribution621,753 637,423 689,448682,765650,021701,468 723,91551234 EAP616625030700051510 Temporary Help2,941,016 2,923,196 2,518,250 2,936,5822,990,0713,079,773 3,172,166Subtotal 51000 Personnel Services$ 7,153,214 $ 7,252,372 $ 7,400,416 $ 7,581,470$ 7,771,531$ 8,260,179 $ 8,481,26452010 Fuels,Lubricants,Gases$0 $0 $0 $0$0$0$ 052090 Electrical Supplies12306,5004,3494,5004,6354,77452240 Hand Tools0100000052300 Safety Footwear467080080000052310 Telephone/Communic Equip/Suppl2,288294 282,900255,2254,5004,6354,77452320 Office Supplies38,7378,9816,7656,5707,8008,0348,27552330 Computer Supplies346,24182,488 247,342208,77490,82093,54596,35152340 Computer Equipment - Non-Capit169,25958,594 203,56591,03825,00025,75026,52352380 Publications/Training Supplies20,72619,98722,39926,08827,07427,88628,72352390 Administrative Supplies1111,1483,9003,0584,9005,0475,19852400 Furniture & Office Equipment -087800000Subtotal 52000 Supplies$ 577,951 $ 172,382 $ 774,171 $ 595,902$ 164,594$ 169,532 $ 174,61853060 Electric Usage$0 $0 $0 $0$0$0 053270 Telephone Usage460,953 503,151 517,176511,462672,098610,069 628,163Subtotal 53000 Usage$ 460,953 $ 503,151 $ 517,176 $ 511,462$ 672,098$ 610,069 $ 628,16354010 Postage$0 $0 $0 $0$0$0$ 054050 Office System Services2,063,253 2,249,900 2,434,730 2,317,8242,869,3712,987,117 3,118,523Metropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionInformation Systems DepartmentExpense Object180
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 2017Metropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionInformation Systems DepartmentExpense Object54080 Advertising Services3,6243,6103,5173,5173,6583,8223,99454100 Travel Expenses20,90719,31249,14540,16551,17553,47855,88454140 Training Programs/Seminar Fees81,98762,16486,00071,50297,020107,656 112,50054180 Courier And Freight77(30)0000054190 Property & Other Space Rental8,4788,2978,1186,5978,0408,4028,78054520 Professional Service11,62018,130 257,500490,8101,506,0521,138,333 1,172,68754530 Building Repairs & Services4,9503,3958,0008,00000054570 Machinery & Equipment Services1,12494307900054600 Electrical Repair Services3,430000000Subtotal 54000 Contractual Services$ 2,199,449 $ 2,365,721 $ 2,847,010 $ 2,938,493$ 4,535,315$ 4,298,808 $ 4,472,36955010 Land Purchases$0 $0 $0 $0$0$0$ 055080 Instruments & Apparatus001,0001,0001,0001,0301,06155110 Computer Equipment73,11669,693 256,995185,917104,00033,99035,010Subtotal 55000 Capital Outlay$ 73,116 $ 69,693 $ 257,995 $ 186,917$ 105,000$ 35,020 $ 36,071$ 10,464,684 $ 10,363,319 $ 11,796,768 $ 11,814,244$ 13,248,538$ 13,373,608 $ 13,792,484Total General Fund Expenses181
Fiscal Year 2015 BUDGET
182
ENGINEERING Director of Engineering Planning Environmental Compliance Design Finance Board of Trustees Executive Director General Counsel Rate Commission Secretary-Treasurer Internal Auditor Civil Service Commission Information Systems Human Resources Program Management Operations Engineering 183
Engineering
Mission
To responsibly deliver and regulate stormwater and wastewater
facilities to protect the water environment.
Fiscal Year 2014 Accomplishments
1.The Development Review section received private development project number P-30000 for review –
this is a milestone. Over the life of the District, including revisions and addendums, the District has
received and reviewed well over 40,000 development projects. For FY14 Development Review
approved 496 projects and issued 5,235 permits for MSD inspection. In an effort to continue to improve
service for the community, MSD participated with a Regional Permitting Initiative, and has entered into
an agreement with Accela Government Software to implement a new system to review and track
development projects, combining user access to permitting information between MSD and St. Louis
County Government. Configuration of the Accela application has begun, with scheduled completion of the new system planned
for Spring 2015. (Strategy 3, Objective 2)
2.During FY14, MSD was required to submit a Sanitary Sewer Overflow Control Master Plan to comply with the Consent Decree.
This Master Plan provides a collective summary of the remedial measures resulting from the analyses performed on the sewer
system. Projects are identified that result in the elimination of all known SSO and Constructed Sanitary Sewer Overflow Outfalls,
and includes projects that will provide for adequate capacity in the sanitary sewer system to address building backups, as well as
eliminate unpermitted bypassing at Wastewater Treatment Facilities. The Master Plan, representing $2 billion in projects, was
submitted to the EPA on December 31, 2013 and approved on May 5, 2014. (Strategy 5, Objective 2)
3.Completed the 2014-2015 Capital Improvement and Replacement Program (CIRP) budgeting process and published the Budget
Supplement document. In 2014, MSD implemented a capital program that appropriated $217 million on 49 construction projects
and numerous design projects. Significant accomplishments include completing construction inspection of about 39,400 feet of
storm and sanitary sewers and the rehabilitation of approximately 143 miles of sanitary sewers using the cured-in-place method
(CIPP). Completed construction oversight of the tunneling phase of the construction of a 3,300 foot, 96-inch force main from
Lemay Pump Station No. 1 to the Lemay Wastewater Treatment Plant. This project will increase flow capacity of the Lemay Pump
Station No. 1 to reduce CSO wet weather overflows. (Strategy 5, Objective 2)
4.Completed construction oversight and placement into service of disinfection facilities at the Bissell and Lemay Wastewater
Treatment Plants; as well as the addition of disinfection and secondary expansion at the Missouri River Wastewater Treatment
Plant. Total construction for these three plant improvements was approximately $120 million. Now, for the first time, all
wastewater treatment plants are disinfecting their discharges prior to release into the environment. (Strategy 5, Objective 2)
5.The Environmental Compliance Emergency Response Unit was able to reduce Grease Related Overflows to an all-time low of 12
this year. There were 63 Grease Related Overflows in 2004, so this represents an 80% reduction in the last ten years.
(Strategy 3, Objective 1)
184
Engineering FY15 Strategic Business Plan
District Strategies / Objectives / Milestones Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Strategy 1: Educate and Partner with Stakeholders to Build Support
Objective 1: Execute Outreach Programs
a)
e)
Objective 2: Strengthen the Elected Officials Outreach Programs
a)
Objective 3: Achieve Vendor and Workforce Inclusion Objectives
a)
b)
e)
f)
g)
Strategy 2: Manage the District's Costs and Revenues to Optimize Financial Impacts
Objective 1: Increase Collection of Delinquent Revenue
d)
Objective 2: Identify and Implement Cost Savings Initiatives
b)
Objective 3: Maximize Long-Term Financing Plans for District Needs
a)
b)
d)
e)
a)
b)
c)
a)
b)
a)
b)
a)
b)
c)
d)
Objective 3: Implement E-CIS (Billing and Collection) Business Process Improvement
Evaluate adequacy of Key Performance Indicators (KPI) annually.
Complete implementation of software solution and modify existing business processes as required to meet the industry's best practices.
Continue to validate that Consent Decree performance meets regulatory requirements and make improvements and refine as needed.
Objective 1: Use Key Performance Indicators to Monitor and Improve Performance
Use monthly KPI results to identify potential business process changes.
Find opportunities to engage in community events, forums and seminars, which focus on doing business with MSD.
Develop legislative priorities for both State and Federal activities and obtain legislative sponsors.
2nd Quarter 3rd Quarter 4th Quarter
Continue to implement 90-day program segments for Project Clear and conduct quarterly review of performance, based on public communication and outreach
programs. Ongoing
1st Quarter
Host an in-house MWBE program networking event to increase participation in the MSD Capital Improvement Replacement Program (CIRP) to align with needs defined
by the current Disparity Study.
Identify key messaging gaps in MSD public communications, report gaps and make adjustments towards consistent messaging.
Develop Rate Commission Proposal for FY2017-FY2020.
Ongoing
Continue to enhance relationships for co-operative programs with non-profit organizations, schools, colleges, and disadvantaged youth programs, as well as corporate
and professional/trade association partners,
Continue implementation of recommendations identified in the Disparity Study.
Maintain relationships with external stakeholders of MSD's MWBE Utilization initiative. Ongoing
Assess feasibility of consolidated response for service delivery for delinquent customers.
Objective 2: Implement Development Review/Permitting Business Process Improvement
Implement organizational changes required to fully benefit from the implementation of the software solution and business process improvements.
Manage capital program within supporting revenue, while assuring Consent Decree compliance.
Develop long-term stormwater funding plan.
Strategy 3: Integrate and Improve the District's Business Process
Manage District's long-term Program to meet key financial ratios to maintain current bond ratings and Consent Decree compliance.
Pursue external sources of funding, where available.
Create and begin implementation of process plan to load individual asset attributes and valuation of information into the Oracle system.
Continue to implement process plan to ensure that collection system asset renewal financial data in Maximo and Oracle Projects are reflected in Oracle Financials.
Objective 6: Integrate Oracle Financial, Maximo and GIS Asset Information
Ongoing
Begin implementation of organizational changes required to fully benefit from the implementation of the software solution.Ongoing
Continue to implement process plan to synchronize Oracle, Maximo and GIS collection system asset information.
Complete closure of identified asset attributes data gap between the Geographic Information Systems (GIS) and Maximo systems.
Begin implementation of software solution and modify existing business processes to align with industry best practices.
185
Engineering FY15 Strategic Business Plan
District Strategies / Objectives / Milestones Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
2nd Quarter 3rd Quarter 4th Quarter1st Quarter
a)
c)
d)
e)
f)
a)
b)
c)
a)
b)
c)
a)
b)
c)
e)
f)
Objective 3: Implement Asset Management Program
a)
b)
c)
a)
b)
c)
Identify partnership arrangements to utilize unimproved properties.
Develop annual report to present results of participation in regulatory agencies.
Identify and initiate a dialog with the Non-Governmental Organizations (NGOs) on critical water quality issues in the St. Louis area.
Objective 2: Promote Appropriate Regulatory and Legislative Initiative to Allow for Integrated Watershed Planning
Develop a plan to improve legislation and regulations to facilitate the appropriate implementation of Integrated Watershed Planning to align with MSD needs.
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
Advocate in regulatory stakeholder groups created to address nutrient criteria, ammonia criteria, bacteria criteria, wet weather issues, eDMR Reporting, Impaired
Waters (303d) Listing and Methodology and other changes to the Missouri Department of Natural Resources (MDNR) effluent regulations and water quality standards.
Identify upcoming regulatory issues for FY2016 and develop an appropriate strategy.
Advocate in the Water Environment Federation (WEF), Water Environmental Research Foundation (WERF) and the National Association of Clean Water Agencies
(NACWA) on water quality issues.
Determine stormwater operations and capital program funding requirements for FY16.
Finalize the stormwater operating and capital funding requirement for the next rate proposal covering FY2017-2020.
Objective 2: Implement Wastewater Operating and Capital Improvement Program
Determine wastewater operating and Capital Program funding needs for the next rate proposal covering FY2017-2020
Monitor Consent Decree related Capital Program progress and adjust program resources, delivery method, schedule and funding as needed to ensure that Consent
Decree requirements are met.
Work with MDNR to develop scientifically-based Total Maximum Daily Loads (TMDLs) with reasonable implementation plans for the St. Louis area.
Strategy 5: Address Customer and Regulatory Needs Through a Comprehensive Infrastructure Management Program
Objective 1: Implement Stormwater Operating and Capital Improvement Program
Continue implementation of service levels by area in line with available stormwater revenue.
Work with MDNR and the East-West Gateway on updating the 208 area wide plan for the Meramec River watershed to ensure consistency with MSD plans for
upgrading or eliminating wastewater treatment plants. to develop scientifically-based Total Maximum Daily Loads (TMDLs) with reasonable implementation plans for the
St. Louis area.
Objective 5: Implement an Unimproved Land Utilization Plan
Evaluate MSD owned unimproved property and identify parcels that may be of value for sale.
Declare unimproved parcels that have potential commercial value to a private property owner/developer as surplus and seek buyers.
Begin development of asset management plans commencing with the critical infrastructure with the objective to cost effectively mitigate risk exposure.
Complete development of plant and pump station infrastructure assessment and renewal plan as input to rate proposal covering FY2017-2020.
Monitor progress, develop and refine action plans/processes and/or resources as needed to ensure that CMOM requirements per the Consent Decree are met.
Review and determine adequacy of asset management funding proposed for large diameter sewer cleaning and inspection.
Develop summary wastewater operating and capital program funding needs for remainder of Consent Decree.
Develop a process that incorporates business risk exposure (i.e. Probability & Consequence of Failure) into the prioritization for Storm Sewers, Gravity Sewers, Pump
Stations, Wastewater Facilities and Fleet.
186
This budget reflects an increase of six full-time
equivalent positions allocated to this department.
Engineering's FY15 Budget of $24.1 million represents
an increase of $967 thousand over the FY14 Forecast.
This increase is primarily due to the addition of 6 FTEs.
Engineering
$0
$5
$10
$15
$20
$25
$30
in millions Expenses
0
50
100
150
200
250
Personnel
Projected
Budget
Forecast
Actual
187
Engineering Department
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
Design Division $4,824,749 $4,948,293 $5,349,630 $5,177,450 $5,391,461 $5,552,395 $5,698,887
Planning Division 6,976,047 7,313,538 7,653,809 7,523,466 7,607,445 7,960,382 8,104,262
Construction Management Division 4,817,638 5,044,856 5,270,384 5,256,415 5,760,442 6,133,389 6,295,872
Environmental Compliance Division 4,908,190 5,270,508 5,479,010 5,195,173 5,360,019 5,512,870 5,639,944
TOTAL EXPENSES $21,526,626 $22,577,198 $23,752,832 $23,152,505 $24,119,366 $25,159,036 $25,738,963
ALLOCATED STAFFING SUMMARY
Design Division 50.50 50.50 50.50 50.50 50.50 50.50 50.50
Planning Division 73.50 73.50 73.50 73.50 71.50 71.50 71.50
Construction Management Division 54.50 55.50 55.50 55.50 62.50 62.50 62.50
Environmental Compliance Division 50.50 49.50 49.50 49.50 50.50 50.50 50.50
TOTAL POSITIONS 229.00 229.00 229.00 229.00 235.00 235.00 235.00
SIGNIFICANT BUDGET CHANGES PERFORMANCE MEASURES FOR FY14 AND FY15
51000
53000
54000 A decrease of $120,000 in Professional Services because
new aerial imagery is not needed in FY15.
55000 A decrease in of $39,300 in Instrument and Apparatus expense
in Design and Environmental Compliance.
Construction Budget
Performance > 95%88%> 95%
Development Review:
Project Approval < 45 days
Goals FY15
Construction Schedule
Compliance > 75%81%> 75%
Dry Weather Bypasses
Due to Grease 1.3 per month
Increase of $20,314 for Phone Usage in all divisions.
An increase in Personnel Services of $464,775 primarily due to Key Perfomance Measures Goals FY14 FY14 Results
Dry Weather Bypasses < 11/month 15/monththe addition of 6 FTE's in Construction Management.
188
Design Division
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $4,693,298 $4,941,305 $5,135,758 $5,031,515 $5,154,480 $5,305,528 $5,441,712
52000 Supplies 21,739 28,535 22,198 20,640 40,228 41,434 42,678
53000 Usage 12,560 8,385 8,045 8,418 11,660 12,010 12,370
54000 Contractual Services 97,153 (29,932)171,829 110,977 185,094 193,423 202,128
55000 Capital Outlay 0 0 11,800 5,900 0 0 0
TOTAL EXPENSES $4,824,749 $4,948,293 $5,349,630 $5,177,450 $5,391,461 $5,552,395 $5,698,887
ALLOCATED STAFFING SUMMARY
Officials/Administrative 9.25 9.25 9.25 9.25 9.25 9.25 9.25
Professional 22.00 23.00 23.00 23.00 23.00 23.00 23.00
Technical 15.00 14.00 14.00 14.00 14.00 14.00 14.00
Administrative Support 4.25 4.25 4.25 4.25 4.25 4.25 4.25
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 50.50 50.50 50.50 50.50 50.50 50.50 50.50
supplement District staff. Additionally, the Project Design Group directs
infrastructure repair work in cooperation with the Operations Department. The
Right-of-Way/Survey Group provides overall District support as it relates to
property rights acquisition and surveying services.
DESCRIPTION OF SERVICES
The Design Division consists of three groups that provide for preparation of
construction bid documents and property rights acquisition for sanitary, storm and
combined sewer projects to execute the District's capital and infrastructure repair
programs. The Capital Projects Group is responsible for design and bidding of
large capital projects by utilizing the services of consulting engineering firms. The
Project Design Group provides for the overall design and bidding of small capital or
infrastructure repair projects with District staff or consulting engineer firms to
189
Planning Division
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $6,728,966 $6,969,876 $7,269,495 $7,135,716 $7,314,932 $7,526,711 $7,718,951
52000 Supplies 14,978 23,932 22,233 28,367 43,888 45,204 46,561
53000 Usage 2,935 3,696 3,965 3,819 3,850 4,026 4,210
54000 Contractual Services 229,169 248,580 358,116 355,564 244,776 384,441 334,541
55000 Capital Outlay 0 67,455 0 0 0 0 0
TOTAL EXPENSES $6,976,047 $7,313,538 $7,653,809 $7,523,466 $7,607,445 $7,960,382 $8,104,262
ALLOCATED STAFFING SUMMARY
Officials/Administrative 10.25 12.25 12.25 12.25 11.25 11.25 11.25
Professional 36.00 34.00 34.00 34.00 34.00 34.00 34.00
Technical 13.00 13.00 13.00 13.00 12.00 12.00 12.00
Administrative Support 14.25 14.25 14.25 14.25 14.25 14.25 14.25
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 73.50 73.50 73.50 73.50 71.50 71.50 71.50
improvements for combined, sanitary and stormwater drainage systems and providing general sewer
DESCRIPTION OF SERVICES
section which includes the plan review and permitting of all private developments and municipal
information to the public; and finally, the Planning Division provides administrative management for
the Engineering Department which includes management of the Graphics and Central Files sections,
management of the Quality Based Section (QBS) process acquiring professional services, grant
The Planning Division consists of long and short range planning for sanitary, storm and combined
applications, various budget related duties, contract preparation, and departmental reporting.
sewer projects that comprise the annual Capital Improvement & Replacement Program (CIRP) for the
District. This planning requires compliance with regulatory requirements, project prioritization,
scheduling and funding, conceptual and preliminary designs, sub-district planning, system
investigation, and hydraulic modeling of the sewer systems; the Division is responsible for the
District's GIS system and digital asset management; the Division oversees the Development Review
190
Construction Management Division
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $4,622,122 $4,857,223 $5,037,763 $5,033,995 $5,484,362 $5,870,106 $6,022,391
52000 Supplies 35,079 39,790 39,892 56,247 88,412 67,744 69,733
53000 Usage 14,251 20,496 18,425 18,616 29,204 30,033 30,887
54000 Contractual Services 146,187 127,348 174,304 147,557 158,465 165,506 172,862
55000 Capital Outlay 0 0 0 0 0 0 0
TOTAL EXPENSES $4,817,638 $5,044,856 $5,270,384 $5,256,415 $5,760,442 $6,133,389 $6,295,872
ALLOCATED STAFFING SUMMARY
Officials/Administrative 3.25 3.25 3.25 3.25 5.25 5.25 5.25
Professional 5.00 6.00 6.00 6.00 6.00 6.00 6.00
Technical 44.00 43.00 43.00 43.00 48.00 48.00 48.00
Administrative Support 2.25 3.25 3.25 3.25 3.25 3.25 3.25
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 54.50 55.50 55.50 55.50 62.50 62.50 62.50
The Development Inspection Group is responsible for the construction, inspection
and approval of improvements to the public storm, sanitary and/or combined sewer
system that are required as part of a private development or municipal improvement
project. This group is also responsible for the inspection of certain private
stormwater management features to ensure compliance with the District's regulations
and inspection of all construction projects included in the District's Capital
Improvement and Replacement Program (CIRP). This responsibility includes the
contract management services required for major projects.
DESCRIPTION OF SERVICES
The Construction Management Division consists of two groups: the Capital
Construction Group and the Development Inspection Group.
The Capital Construction Group is responsible for the management, coordination
191
Environmental Compliance Division
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $4,330,342 $4,542,742 $4,727,597 $4,586,430 $4,681,617 $4,818,016 $4,942,270
52000 Supplies 319,926 310,819 348,017 322,631 349,643 360,132 370,936
53000 Usage 6,878 8,056 6,965 9,985 13,000 13,390 13,792
54000 Contractual Services 261,011 239,632 321,431 206,127 268,260 280,332 292,947
55000 Capital Outlay (9,966)169,260 75,000 70,000 47,500 41,000 20,000
TOTAL EXPENSES $4,908,190 $5,270,508 $5,479,010 $5,195,173 $5,360,019 $5,512,870 $5,639,944
ALLOCATED STAFFING SUMMARY
Officials/Administrative 8.25 4.25 4.25 4.25 5.25 5.25 5.25
Professional 16.00 18.00 18.00 18.00 18.00 18.00 18.00
Technical 22.00 23.00 23.00 23.00 23.00 23.00 23.00
Administrative Support 3.25 3.25 3.25 3.25 3.25 3.25 3.25
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 1.00 1.00 1.00 1.00 1.00 1.00 1.00
TOTAL POSITIONS 50.50 49.50 49.50 49.50 50.50 50.50 50.50
Pretreatment and Compliance Programs.
other environmental compliance programs.
Compliance Programs is responsible for implementation of MSD's Municipal Separate Storm Sewer
System Permit, Emergency Response, Fats, Oils and Grease (FOG) Program, Regulatory Affairs and
other MSD environmental compliance programs.
Industrial Pretreatment is responsible for the implementation of the federally mandated program that
requires MSD to sample, inspect and regulate its industrial customers. This section also administers
infrastructure and the Cost Recovery Programs which include the Hauled Waste Program, Return
MSD's Field Monitoring Program which includes the monitoring of stream, SSO's, CSO's and green
Factor Program and Special Discharge Program.
DESCRIPTION OF SERVICES
and enforcement for the District and consists of three sections: Laboratory Operations, Industrial
Laboratory Operations is responsible for the analysis of wastewater, stream and sludge samples
to support MSD's Industrial Pretreatment Program, Wastewater Treatment Plant Compliance and
Environmental Compliance Division is responsible for providing environmental regulatory assistance
192
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 201751010 Salaries & Wages$ 14,473,571 $ 14,715,701 $ 15,398,357 $ 15,101,439$ 15,826,887$ 16,195,210 $ 16,523,09451020 Overtime107,948 111,887 111,415140,412115,540117,851 120,20851030 Compensatory Pay Accrual5,1185,30703300051100 Emp Service & Incentive Awards000(49)00051120 Membership & Licensing Fees16,38612,16210,50410,61510,76311,08611,41851210 FICA Taxes1,077,908 1,111,122 1,176,507 1,143,1321,216,2431,234,826 1,259,82751220 Group Insurance1,742,987 1,986,294 1,998,064 1,884,8742,071,6972,448,679 2,586,60651230 Pension Contribution2,940,369 3,345,895 3,475,767 3,456,4943,346,2583,463,271 3,573,24651234 EAP3,5113,48501,73900051510 Temporary Help6,93019,296048,96748,00049,44050,923Subtotal 51000 Personnel Services$ 20,374,727 $ 21,311,148 $ 22,170,613 $ 21,787,657$ 22,635,388$ 23,520,362 $ 24,125,32252010 Fuels,Lubricants,Gases$ 8,244 $ 8,911 $ 12,300 $ 7,225$7,300$ 7,519 $ 7,74552020 Motor Vehicle Parts & Equip060000052030 Machinery & Equipment Parts1,1055,9147,8001,6188,8009,0649,33652040 Machinery & Equipment - Non-Ca36922,44835,52031,90024,16024,88525,63152050 Construction & Bldg Supplies3,2486,4375,10026,87627,10027,91328,75052070 Hardware1,5483,73550027450051553052080 Hose Supplies1,6711,7902,5352,8821,9401,9982,05852090 Electrical Supplies4,5502,7113,9003,6903,9004,0174,13852100 Instrument Supplies40,55922,09210,54010,48110,53010,84611,17152110 Chemical Supplies76,12578,56180,00091,180100,000103,000 106,09052120 Laboratory Supplies116,326 116,704 131,375116,759128,375132,226 136,19352130 Engineering & Drafting Supply1,4181,5043,4501,0003,4503,5543,66052170 Safety Supplies5,83110,76610,40610,87711,25611,59411,94152220 Janitorial Supplies3,4804,6354,0502,0404,0504,1724,29752240 Hand Tools1,4721,7482,1003,0142,7252,8072,89152280 Uniforms17,27416,73621,15716,30319,76320,35020,95352300 Safety Footwear17,22815,88620,17519,12522,20022,62423,26752310 Telephone/Communic Equip/Suppl2,7842,6901,0002502,20051553052320 Office Supplies41,11936,98843,00039,82044,00045,32046,680Metropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionEngineering DepartmentExpense Object193
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 2017Metropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionEngineering DepartmentExpense Object52330 Computer Supplies14,17018,71511,24020,82647,38048,49249,94752340 Computer Equipment - Non-Capit14,2539,9096,2102,90126,26014,37914,81052360 Grounds Supplies28600000052370 Photo & Video Supplies8733567004621,0401,0711,10352380 Publications/Training Supplies9,3945,5529,1108,2477,9208,1588,40252390 Administrative Supplies2,8612,6724,5205,2523,3203,4203,52252400 Furniture & Office Equipment -5,5355,6085,6504,88414,0006,0776,259Subtotal 52000 Supplies$ 391,722 $ 403,075 $ 432,338 $ 427,886$ 522,169$ 514,514 $ 529,90653060 Electric Usage$ 1,073 $ 943 $ 1,200 $ 1,152$1,200$ 1,2661,33653070 Natural Gas Usage9671,0811,2001,0601,2001,2661,33653270 Telephone Usage34,58438,60935,00038,62655,31456,92758,587Subtotal 53000 Usage$ 36,624 $ 40,632 $ 37,400 $ 40,839$ 57,714$ 59,459 $ 61,25854010 Postage$0 $0 $0 $0$0$0$ 054050 Office System Services16,59616,57459,0609,02065,06067,98871,04754060 Printing Services30,82719,00624,11016,15814,61015,26715,95454080 Advertising Services28,26813,70518,7508,8838,7509,1449,55554100 Travel Expenses189,106 167,419 222,195189,769208,130217,496 227,28354120 Photo Services010050025050052354654140 Training Programs/Seminar Fees33,58346,60152,29538,91751,44553,76056,17954160 Data Imaging Services36,00339,95956,00058,54756,00058,52061,15354180 Courier And Freight1,1622,0882,7502,3193,7303,8984,07354190 Property & Other Space Rental60,81158,93076,00097,71495,50099,798 104,28854390 Hospital & Medical Services0220000054400 Judgments & Claims Settlements5,25000000054420 Court Costs & Lien Fees4,2952,6307,2004,2444,3004,4944,69654440 Easement Acquisitions/Fees6,50211,07330,00011,75530,00031,35032,76154520 Professional Service140,8854,474 265,000195,604140,000274,950 220,12354530 Building Repairs & Services88711,5711,50074550052354654540 Janitorial Services28,44827,94030,72031,71032,72034,19235,731194
ActualActualBudgetForecastBudgetProjected ProjectedFY 2012 FY 2013 FY 2014 FY 2014FY 2015FY 2016 FY 2017Metropolitan St. Louis Sewer DistrictFiscal Year 2015 General Fund Budget and Two Year ProjectionEngineering DepartmentExpense Object54570 Machinery & Equipment Services(54)539070000054580 Equipment Rental4,0016,1555,0004,3374,5004,7034,91454610 Instrument Repair Services83,30166,99472,65062,50151,40053,71356,13054630 HVAC Services10,5212194,5005,6225,5005,7486,00654640 Damage Repairs & Services1,50007,0004,5007,0007,2857,58254650 Waste Hauling10,16510,50716,50017,74416,50017,24318,01854670 Other Governmental Fees4,8924,5795,9507,6225,9506,2186,49854680 Laboratory Testing Services20,03439,06533,00030,80035,00036,57538,22154710 Community Outreach Programs16,53733,82831,00016,76315,50016,19816,92654720 Tree Removal/Weed Spraying01,6504,0004,0004,0004,1204,244Subtotal 54000 Contractual Services$ 733,520 $ 585,627 $ 1,025,680 $ 820,223$ 856,595$ 1,023,702 $ 1,002,47655010 Land Purchases$0 $0 $0 $0$0$0$ 055080 Instruments & Apparatus(9,966) 170,00086,80075,90047,50041,00020,00055090 Furniture & Office Equipment067,4550000055110 Computer Equipment0(740)00000Subtotal 55000 Capital Outlay$ (9,966) $ 236,715 $ 86,800 $ 75,900$ 47,500$ 41,000 $ 20,000$ 21,526,626 $ 22,577,198 $ 23,752,832 $ 23,152,505$ 24,119,366$ 25,159,036 $ 25,738,963Total General Fund Expenses195
Fiscal Year 2015 BUDGET
196
OPERATIONS Director of Operations Collection Systems Pump Stations Support Services Finance Operations Engineering Executive Director General Counsel Rate Commission Secretary-Treasurer Internal Auditor Civil Service Commission Information Systems Human Resources Treatment Plants Board of Trustees 197
Operations Department
Mission
To protect the public’s health, safety and water environment by effectively
operating and maintaining the District’s wastewater and stormwater infrastructure.
Fiscal Year 2014 Accomplishments
1)The seven District treatment plants received awards from the National Association of Clean Water Agencies (NACWA):
Fenton and Lower Meramec received Platinum Awards (perfect compliance for 6 years), Bissell and Grand Glaize
received Gold Awards (100% compliance) and Lemay, Coldwater and Missouri River received Silver Awards (no more
than 5 violations). (Strategy 5, Objective 3)
2)Successfully implemented Missouri River Treatment Plant expansion and
new disinfection processes at Bissell, Lemay, Coldwater Creek and
Missouri River Treatment Plants to meet regulatory deadline set by
Missouri Department of Natural Resources. (Strategy 5, Objectives 2 & 3)
3)All Consent Decree required activities involving the Capacity Management
Operations and Maintenance Program (CMOM) were met and/or
exceeded. (Strategy 5, Objective 2)
4)Historical record low number of Basement Backups – 344 (goal of 424)
(Strategy 5, Objective 3)
5)Satisfaction with the overall quality of service provided over the phone by
Field Service: 8.5 out of 10 (Strategy 6, Objective 1)
6)Satisfaction with the overall quality of service provided by MSD, Field Only:
7.9 out of 10. (Strategy 6, Objective 1)
7)Began program to implement the Maximo Fleet Transportation Module. (Strategy 3, Objective 4)
8)Implemented programs to upgrade the GPS and Fleet Fueling Systems. (Strategy 3, Objective 4)
9)Improved battery backup power supplies for Mississippi Floodwall Pump Stations to insure operational capability during
power outages. (Strategy 5, Objective 3)
198
Operations FY15 Strategic Business Plan
District Strategies / Objectives / Milestones Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Strategy 1: Educate and Partner with Stakeholders to Build Support
Objective 1: Execute Outreach Programs
a)
e)
Objective 3: Achieve Vendor and Workforce Inclusion Objectives
g)
Strategy 2: Manage the District's Costs and Revenues to Optimize Financial Impacts
Objective 1: Increase Collection of Delinquent Revenue
d)
Objective 2: Identify and Implement Cost Savings Initiatives
a)
b)
c)
d)
Objective 3: Maximize Long-Term Financing Plans for District Needs
a)
b)
d)
a)
b)
c)
a)
a)
b)
c)
d)
c)
f)
a)
b)
c)Finalize the stormwater operating and capital funding requirement for the next rate proposal covering FY2017-2020.
Objective 1: Participate in Stakeholder Groups to Develop Sound Technical Basis for Regulatory Issues
Objective 6: Integrate Oracle Financial, Maximo and GIS Asset Information
Complete closure of identified asset attributes data gap between the Geographic Information Systems (GIS) and Maximo systems.
Create and begin implementation of process plan to load individual asset attributes and valuation of information into the Oracle system.
Evaluate adequacy of Key Performance Indicators (KPI) annually.
Objective 1: Use Key Performance Indicators to Monitor and Improve Performance
Continue to validate that Consent Decree performance meets regulatory requirements and make improvements and refine as needed.
Use monthly KPI results to identify potential business process changes.
Continue to enhance relationships for co-operative programs with non-profit organizations, schools, colleges, and disadvantaged youth programs, as well as corporate and
professional/trade association partners, Ongoing
Manage risk associated with occupational injuries and illnesses to achieve an indemnity rate within five percent (5%) of the five year indemnity rate for sewage treatment
facilities as calculated by the Bureau of Labor & Statistics.
Assess feasibility of consolidated response for service delivery for delinquent customers.
Manage District's O & M expenses to ensure expenditures do not increase more than three percent (3%) as outlined in the 2011 Rate Commission Report.
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Continue to implement 90-day program segments for Project Clear and conduct quarterly review of performance, based on public communication and outreach programs. Ongoing
Identify key messaging gaps in MSD public communications, report gaps and make adjustments towards consistent messaging.
Objective 4: Implement Fleet Management Business Process Improvement
Continue implementation of required business processes and organizational changes as outline in fleet study.
Develop Rate Commission Proposal for FY2017-FY2020.
Manage capital program within supporting revenue, while assuring Consent Decree compliance.
Manage District's long-term Program to meet key financial ratios to maintain current bond ratings and Consent Decree compliance.
Develop long-term stormwater funding plan.
Strategy 3: Integrate and Improve the District's Business Process
Implement an occupational injury prevention program to mitigate "at risk" behaviors.
Continue to implement process plan to ensure that collection system asset renewal financial data in Maximo and Oracle Projects are reflected in Oracle Financials.
Strategy 4: Promote Appropriate Standards Through Proactive Regulatory and Legislative Involvement
Continue to implement process plan to synchronize Oracle, Maximo and GIS collection system asset information.
Strategy 5: Address Customer and Regulatory Needs Through a Comprehensive Infrastructure Management Program
Advocate in the Water Environment Federation (WEF), Water Environmental Research Foundation (WERF) and the National Association of Clean Water Agencies
(NACWA) on water quality issues.
Identify and initiate a dialog with the Non-Governmental Organizations (NGOs) on critical water quality issues in the St. Louis area.
Objective 1: Implement Stormwater Operating and Capital Improvement Program
Determine stormwater operations and capital program funding requirements for FY16.
Continue implementation of service levels by area in line with available stormwater revenue.
199
Operations FY15 Strategic Business Plan
District Strategies / Objectives / Milestones Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
a)
b)
c)
d)
e)
f)
Objective 3: Implement Asset Management Program
a)
b)
c)
Objective 4: Implement Comprehensive Facility Maintenance Management Plan
a)
b)
c)
Analyze results of condition assessment and service level and identify potential modifications to the CMOM requirements of the Consent Decree.
Review and determine adequacy of asset management funding proposed for large diameter sewer cleaning and inspection.
Monitor progress, develop and refine action plans/processes and/or resources as needed to ensure that CMOM requirements per the Consent Decree are met.
Objective 2: Implement Wastewater Operating and Capital Improvement Program
Determine wastewater operating and Capital Program funding needs for the next rate proposal covering FY2017-2020
Monitor Consent Decree related Capital Program progress and adjust program resources, delivery method, schedule and funding as needed to ensure that Consent Decree
requirements are met.
Develop summary wastewater operating and capital program funding needs for remainder of Consent Decree.
Develop a process that incorporates business risk exposure (i.e. Probability & Consequence of Failure) into the prioritization for Storm Sewers, Gravity Sewers, Pump
Stations, Wastewater Facilities and Fleet.
Begin development of asset management plans commencing with the critical infrastructure with the objective to cost effectively mitigate risk exposure.
Complete development of plant and pump station infrastructure assessment and renewal plan as input to rate proposal covering FY2017-2020.
Establish teams representing each location to evaluate current method of upkeep and maintenance of all District facilities.
Document the process that each location uses for upkeep and maintenance of the facilities.
Document square footage utilization at all locations (to determine available capacity).
200
The FY15 Budget of $104.0 million represents an increase
of $8.1 million from the FY14 Forecast. This change is primarily This budget reflects an increase of six
due to added staff to perform Consent Decree related tasks,full-time equivalent positions: five to Pump
higher Contractual Services, new equipment, more chemicals Stations and one to Operations Support.
and higher utility costs.
Operations Department
$0
$20
$40
$60
$80
$100
$120
in millions Expenses
0
100
200
300
400
500
600
Personnel
Projected
Budget
Forecast
Actual
201
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
Support Services $11,694,006 $11,902,354 $12,896,148 $12,761,696 $14,630,713 $13,958,531 $14,371,739
Collection System Facilities 26,271,331 27,977,771 29,116,125 29,395,338 30,885,594 31,909,539 32,815,351
Treatment Plants 35,620,564 35,339,886 39,504,996 40,024,234 43,397,216 45,098,442 46,764,721
Pump Stations 12,318,012 13,000,479 13,081,500 13,739,498 15,088,186 16,350,067 16,933,563
TOTAL EXPENSES $85,903,912 $88,220,490 $94,598,768 $95,920,771 $104,001,708 $107,316,577 $110,885,374
ALLOCATED STAFFING SUMMARY
Support Services 58.00 56.00 55.00 55.00 55.00 55.00 55.00
Collection System Facilities 282.00 286.00 290.00 290.00 293.00 293.00 293.00
Treatment Plants 176.00 176.00 183.00 183.00 182.00 182.00 182.00
Pump Stations 57.00 58.00 60.00 60.00 64.00 64.00 64.00
TOTAL POSITIONS 573.00 576.00 588.00 588.00 594.00 594.00 594.00
SIGNIFICANT BUDGET CHANGES
51000 Personnel Services increased $1,195,300 primarily due to adding 6 FTEs
52000 Supplies increased $3,314,869 as a result of the purchase of additional
flow monitors, increased cost of Chemical Supplies for disinfection
processing, the purchase of a replacement pump at one the of treatment
plants and overall cost increases on various supplies.
53000 Usage increased $696,645 reflected primarily in higher expected
electrical costs.
54000
*2.5 per 100 miles of sewer
**<1 in 1,000 customers
$529,785 increase in budget for Sewer Repair and Cleaning, and $601,947
for a combiniation of expenses in Ash Hauling, Plumbing Services and
Grounds Services.
55000 Capital Outlay is increasing $1,008,990 for vehicles, and other new equipment.
Operations Department
PERFORMANCE MEASURES FOR FY14 AND FY15
100%
Basement Backups
Key Performance Measures
On-time Emergency Response
Goals FY14
>8.0 out of 10.0 8.2 >8.0 out of 10.0
90% on time
<162 annually*
<424 annually**
182
344
Goals FY15
90% on time
<162 annually*
Asset Management group, $693,548 increase for roof repairs at the plants,
Treatment Plant Compliance
Dry Weather Overflows
Contractual Services are increasing $3,187,135. Included is an increase of
$1,268,392 in Professional Services, $1,000,000 of which is related to the
99.96%
Overall Customer Satisfaction from
Customer Surveys
100%
<424 annually**
FY14 Results
90%
202
Support Services
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $4,770,209 $4,918,455 $5,115,914 $5,099,171 $5,305,131 $5,474,097 $5,615,292
52000 Supplies 4,156,906 4,237,712 4,229,430 4,493,431 4,532,574 4,669,545 4,809,621
53000 Usage 88,657 106,876 108,650 105,550 109,130 114,379 119,893
54000 Contractual Services 1,262,721 994,129 1,366,154 908,989 2,065,578 1,027,351 1,073,580
55000 Capital Outlay 1,415,513 1,645,182 2,076,000 2,154,555 2,618,300 2,673,159 2,753,353
TOTAL EXPENSES $11,694,006 $11,902,354 $12,896,148 $12,761,696 $14,630,713 $13,958,531 $14,371,739
ALLOCATED STAFFING SUMMARY
Officials/Administrative 9.00 9.00 9.00 9.00 10.00 10.00 10.00
Professional 4.00 2.00 1.00 1.00 0.00 0.00 0.00
Technical 8.00 8.00 8.00 8.00 9.00 9.00 9.00
Administrative Support 12.00 13.00 13.00 13.00 13.00 13.00 13.00
Skilled/Craft 19.00 18.00 18.00 18.00 17.00 17.00 17.00
Service/Maintenance 6.00 6.00 6.00 6.00 6.00 6.00 6.00
TOTAL POSITIONS 58.00 56.00 55.00 55.00 55.00 55.00 55.00
The Support Services Division is divided into four areas: Customer Care and Administrative Services, Materials Management,
Asset Management and the Garage and Shops. This support encompasses:
1) Customer Care and Administrative Services receives all non-billing customer calls, creates service requests, dispatches
emergency calls, and communicates status of service requests to customers. The group also provides administrative support
to all Plants and Yards, and tracks and reports a variety of performance indicators.
2) Materials Management supports the Yards, Plants and Garage by fulfilling material requests including procurement, receipt,
storage, retrieval of supplies, Inventory Control System accuracy, develops material standards and specifications and cost
control for managing inventory.
3) Asset Management provides asset management support which includes supporting the Computerized Maintenance,
Management System, standardizing and improving work processes and developing processes to better track and predict asset
replacement costs and timing.
4) Garage and Shops provides for the maintenance, repair and upkeep of the District's office buildings and grounds, provides
vehicular and equipment maintenance and repair to the District's fleet, as well as machine shop fabrication and repairs.
DESCRIPTION OF SERVICES
203
Administrative Support Group
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $645,076 $734,459 $785,106 $813,514 $832,156 $852,937 $875,012
52000 Supplies 2,800 3,416 2,750 2,766 3,780 3,893 4,010
53000 Usage 2,536 3,556 3,350 3,800 3,780 3,893 4,010
54000 Contractual Services 346,754 346,415 729,066 329,111 334,376 350,389 366,156
55000 Capital Outlay 0 0 0 0 500 515 530
TOTAL EXPENSES $997,166 $1,087,846 $1,520,272 $1,149,191 $1,174,592 $1,211,627 $1,249,718
ALLOCATED STAFFING SUMMARY
Officials/Administrative 2.00 3.00 3.00 3.00 3.00 3.00 3.00
Professional 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Skilled/Craft 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 3.00 4.00 4.00 4.00 4.00 4.00 4.00
204
Operations Support Group
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $2,288,693 $2,416,648 $2,525,865 $2,515,879 $2,706,068 $2,793,918 $2,865,640
52000 Supplies 3,653,961 3,742,749 3,787,930 3,999,074 4,054,044 4,176,659 4,301,949
53000 Usage 7,315 16,805 10,800 10,465 10,350 10,661 10,980
54000 Contractual Services 397,667 211,759 257,788 264,029 1,322,277 249,635 260,868
55000 Capital Outlay 0 0 0 0 0 0 0
TOTAL EXPENSES $6,347,636 $6,387,961 $6,582,383 $6,789,447 $8,092,739 $7,230,873 7,439,437
ALLOCATED STAFFING SUMMARY
Officials/Administrative 5.00 4.00 4.00 4.00 6.00 6.00 6.00
Professional 4.00 1.00 1.00 1.00 0.00 0.00 0.00
Technical 8.00 8.00 8.00 8.00 9.00 9.00 9.00
Administrative Support 11.00 12.00 12.00 12.00 12.00 12.00 12.00
Skilled/Craft 2.00 1.00 1.00 1.00 0.00 0.00 0.00
Service/Maintenance 6.00 6.00 6.00 6.00 6.00 6.00 6.00
TOTAL POSITIONS 36.00 32.00 32.00 32.00 33.00 33.00 33.00
205
Facilities, Garage and Shops Division
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $1,836,440 $1,767,348 $1,804,943 $1,769,778 $1,766,907 $1,827,242 $1,874,640
52000 Supplies 500,145 491,547 438,750 491,591 474,750 488,993 503,662
53000 Usage 78,806 86,515 94,500 91,285 95,000 99,825 104,903
54000 Contractual Services 518,300 435,955 379,300 315,849 408,925 427,327 446,556
55000 Capital Outlay 1,415,513 1,645,182 2,076,000 2,154,555 2,617,800 2,672,644 2,752,823
TOTAL EXPENSES $4,349,204 $4,426,547 $4,793,493 $4,823,058 $5,363,382 $5,516,031 $5,682,584
ALLOCATED STAFFING SUMMARY
Officials/Administrative 2.00 2.00 2.00 2.00 1.00 1.00 1.00
Professional 0.00 1.00 0.00 0.00 0.00 0.00 0.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Skilled/Craft 17.00 17.00 17.00 17.00 17.00 17.00 17.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 19.00 20.00 19.00 19.00 18.00 18.00 18.00
206
Collection System Facilities
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $21,506,274 $23,244,864 $24,330,142 $24,260,329 $24,758,795 $25,554,204 $26,225,836
52000 Supplies 2,851,647 2,445,624 2,695,906 2,801,458 2,982,954 3,075,534 3,167,799
53000 Usage 248,519 254,000 256,757 281,296 306,421 316,389 326,698
54000 Contractual Services 1,664,891 1,720,243 1,823,420 2,047,688 2,724,324 2,846,919 2,975,030
55000 Capital Outlay 0 313,040 9,900 4,567 113,100 116,493 119,988
TOTAL EXPENSES $26,271,331 $27,977,771 $29,116,125 $29,395,338 $30,885,594 $31,909,539 $32,815,351
ALLOCATED STAFFING SUMMARY
Officials/Administrative 20.00 21.00 23.00 23.00 23.00 23.00 23.00
Professional 4.00 6.00 7.00 7.00 7.00 7.00 7.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Skilled/Craft 171.00 210.00 216.00 216.00 215.00 215.00 215.00
Service/Maintenance 87.00 49.00 44.00 44.00 48.00 48.00 48.00
TOTAL POSITIONS 282.00 286.00 290.00 290.00 293.00 293.00 293.00
The three Collection System Facilities are responsible for the operation and repair of the sanitary,
combined and stormwater sewers. To meet this duty, the following services are performed:
1) Routine mechanical cleaning of sewers and structures.
2) Routine closed circuit television inspection of sewers.
3) Routine inspection of sewer manholes and inlets.
4) Repair/replacement of manholes, inlets, and other structures.
5) Repair/replacement of sanitary, combined and stormwater sewers.
6) Cleaning debris from creeks and improved channels when deemed a flooding concern.
7) Repair of improved channels, creek banks and flood control structures.
8) Engineering evaluation and solution for qualified stormwater problems.
9) Sewer separation solutions for qualified homeowners experiencing sewage-in-basement problems.
10) Response to customer calls such as basement backups, odors, flooding, overflows and cave-ins.
DESCRIPTION OF SERVICES
207
Sulphur Collection System Facility
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $6,110,565 $7,029,413 $7,248,295 $7,242,731 $7,495,258 $7,735,353 $7,937,783
52000 Supplies 1,122,424 1,001,878 961,450 1,074,511 1,096,750 1,132,743 1,166,725
53000 Usage 77,438 83,596 88,000 102,334 110,700 114,021 117,442
54000 Contractual Services 523,132 522,155 593,200 662,384 845,450 883,495 923,253
55000 Capital Outlay 0 75,066 4,500 2,250 29,500 30,385 31,297
TOTAL EXPENSES $7,833,559 $8,712,108 $8,895,445 $9,084,210 $9,577,658 $9,895,997 $10,176,500
ALLOCATED STAFFING SUMMARY
Officials/Administrative 6.00 5.00 7.00 7.00 7.00 7.00 7.00
Professional 0.00 0.00 1.00 1.00 1.00 1.00 1.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Skilled/Craft 47.00 61.00 64.00 64.00 66.00 66.00 66.00
Service/Maintenance 28.00 16.00 13.00 13.00 17.00 17.00 17.00
TOTAL POSITIONS 81.00 82.00 85.00 85.00 91.00 91.00 91.00
208
Mintert Collection System Facility
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $8,023,011 $8,386,854 $8,811,210 $8,738,601 $9,003,941 $9,285,488 $9,528,332
52000 Supplies 779,242 767,184 862,207 868,622 932,889 960,876 989,702
53000 Usage 103,758 105,959 101,582 116,304 128,998 133,633 138,448
54000 Contractual Services 645,255 503,694 561,750 689,491 955,948 998,966 1,043,919
55000 Capital Outlay 0 49,986 5,400 4,117 5,600 5,768 5,941
TOTAL EXPENSES $9,551,266 $9,813,677 $10,342,149 $10,417,135 $11,027,376 $11,384,731 $11,706,342
ALLOCATED STAFFING SUMMARY
Officials/Administrative 6.00 8.00 8.00 8.00 8.00 8.00 8.00
Professional 2.00 3.00 3.00 3.00 3.00 3.00 3.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Skilled/Craft 61.00 76.00 76.00 76.00 78.00 78.00 78.00
Service/Maintenance 24.00 19.00 20.00 20.00 17.00 17.00 17.00
TOTAL POSITIONS 93.00 106.00 107.00 107.00 106.00 106.00 106.00
209
Grand Glaize Collection System Facility
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $7,372,698 $7,828,597 $8,270,637 $8,278,997 $8,259,596 $8,533,363 $8,759,721
52000 Supplies 949,981 676,562 872,249 858,325 953,315 981,915 1,011,372
53000 Usage 67,323 64,445 67,175 62,658 66,723 68,735 70,808
54000 Contractual Services 496,504 694,394 668,470 695,813 922,926 964,458 1,007,858
55000 Capital Outlay 0 187,988 0 (1,800)78,000 80,340 82,750
TOTAL EXPENSES $8,886,506 $9,451,986 $9,878,531 $9,893,993 $10,280,560 $10,628,811 $10,932,509
ALLOCATED STAFFING SUMMARY
Officials/Administrative 8.00 8.00 8.00 8.00 8.00 8.00 8.00
Professional 2.00 3.00 3.00 3.00 3.00 3.00 3.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Skilled/Craft 63.00 73.00 76.00 76.00 71.00 71.00 71.00
Service/Maintenance 35.00 14.00 11.00 11.00 14.00 14.00 14.00
TOTAL POSITIONS 108.00 98.00 98.00 98.00 96.00 96.00 96.00
210
Treatment Plants
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $14,835,093 $15,657,427 $16,662,496 $16,317,550 $16,892,634 $17,428,984 $17,877,649
52000 Supplies 4,630,204 3,605,392 5,549,282 5,651,445 7,039,078 7,248,700 7,466,154
53000 Utilities 8,755,487 10,122,001 11,053,578 10,944,598 11,583,583 12,208,736 12,867,917
54000 Contractual Services 6,776,021 4,521,452 6,012,240 6,873,623 7,048,221 7,095,811 7,403,304
55000 Capital Outlay 623,759 1,433,614 227,400 237,018 833,700 1,116,211 1,149,697
TOTAL EXPENSES $35,620,564 $35,339,886 $39,504,996 $40,024,234 $43,397,216 $45,098,442 $46,764,721
ALLOCATED STAFFING SUMMARY
Officials/Administrative 14.00 16.00 16.00 16.00 16.00 16.00 16.00
Professional 4.00 4.00 4.00 4.00 5.00 5.00 5.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 1.00 0.00 0.00 0.00 0.00 0.00 0.00
Skilled/Craft 136.00 128.00 134.00 134.00 133.00 133.00 133.00
Service/Maintenance 21.00 28.00 29.00 29.00 28.00 28.00 28.00
TOTAL POSITIONS 176.00 176.00 183.00 183.00 182.00 182.00 182.00
The seven treatment plants serve five watersheds and include two of the largest
facilities in Missouri. All plants provide full primary and secondary treatment
and disinfection to wastewater before returning the treated waste water to area
rivers. The plants have separate descriptions on the following pages grouped
by the watersheds they serve.
DESCRIPTION OF SERVICES
211
Bissell Point Treatment Plant
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $5,049,343 $5,265,117 $5,611,153 $5,432,527 $5,549,464 $5,713,231 $5,858,975
52000 Supplies 1,642,726 1,397,644 2,838,098 2,825,790 3,606,575 3,714,772 3,826,215
53000 Usage 4,068,506 4,524,848 4,794,100 4,883,541 4,798,949 5,059,105 5,333,456
54000 Contractual Services 2,425,448 1,433,006 1,985,345 2,585,520 1,874,710 1,955,842 2,037,289
55000 Capital Outlay 401,173 820,215 0 0 0 0 0
TOTAL EXPENSES $13,587,196 $13,440,830 $15,228,696 $15,727,378 $15,829,698 $16,442,950 $17,055,935
ALLOCATED STAFFING SUMMARY
Officials/Administrative 5.00 5.00 5.00 5.00 5.00 5.00 5.00
Professional 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 1.00 0.00 0.00 0.00 0.00 0.00 0.00
Skilled/Craft 48.00 43.00 43.00 43.00 41.00 41.00 41.00
Service/Maintenance 7.00 11.00 13.00 13.00 14.00 14.00 14.00
TOTAL POSITIONS 62.00 60.00 62.00 62.00 61.00 61.00 61.00
Bissell Point is the largest wastewater treatment plant in Missouri. Treating an aveage of 128 million
gallons of wastewater per day and 89 dry tons of sludge per day, it handles the majority of St. Louis'
high strength industrial wastewater. The plant serves 88 square mile Bissell Watershed consisting of
the northern half of the City of St. Louis as well as the northeastern portions of St. Louis County.
The plant's secondary treatment is a biological treatment process consisting of trickling filters. The
Disinfection Process uses sodium hypochlorate before discharging to the Mississippi River. Sludge
is thinckened and dewatered using belt filter presses. Bissell Point incinerates all solids produced
from its wastewater treatment processes as well as all solids from the Distirct's Coldwater Creek Plant.
The plant staff is also responsible for the operation and maintenance of the MSD incinerator ash
disposal site.
DESCRIPTION OF SERVICES
212
Lemay Treatment Plant
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $4,489,797 $4,734,989 $4,996,135 $4,920,605 $5,022,954 $5,178,503 $5,311,545
52000 Supplies 1,342,891 1,076,629 1,063,621 1,171,637 1,445,269 1,488,627 1,533,286
53000 Usage 1,951,393 2,387,765 2,653,666 2,445,889 2,830,151 2,981,345 3,140,721
54000 Contractual Services 1,769,853 1,372,383 1,365,206 1,331,380 1,859,642 1,676,976 1,747,187
55000 Capital Outlay 204,054 112,281 225,000 228,000 265,000 530,450 546,364
TOTAL EXPENSES $9,757,988 $9,684,047 $10,303,628 $10,097,511 $11,423,016 $11,855,901 $12,279,103
ALLOCATED STAFFING SUMMARY
Officials/Administrative 4.00 5.00 5.00 5.00 5.00 5.00 5.00
Professional 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Skilled/Craft 37.00 35.00 37.00 37.00 38.00 38.00 38.00
Service/Maintenance 11.00 14.00 13.00 13.00 11.00 11.00 11.00
TOTAL POSITIONS 53.00 55.00 56.00 56.00 55.00 55.00 55.00
Lemay is the second largest treatment plant in Missouri treating an average flow
of 119 million gallons and 50 tons of sludge each day. The Lemay Plant serves
the 115 square mile Lemay Watershed, treating waste from 48 county municipalities
and the southern portion of the City of St. Louis. The plant's secondary treatment
system consists of step feed activated sludge. The plant uses an Ultraviolet (UV)
system to disinfect wastewater before discharing to the Mississippi River. Sludge is
thickened and dewatered using belt filter presses. Lemay incinerates all solids
produced from its wastewater treatment processes.
DESCRIPTION OF SERVICES
213
Coldwater Creek Treatment Plant
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $1,330,235 $1,420,592 $1,488,000 $1,494,585 $1,679,179 $1,744,258 $1,789,973
52000 Supplies 222,123 105,810 329,695 295,425 454,955 467,053 481,058
53000 Usage 685,464 875,646 850,633 861,075 840,075 885,324 933,034
54000 Contractual Services 505,393 391,768 703,506 712,601 726,801 759,507 793,685
55000 Capital Outlay 0 0 1,200 1,200 2,000 2,060 2,122
TOTAL EXPENSES $2,743,215 $2,793,816 $3,373,034 $3,364,886 $3,703,010 $3,858,202 $3,999,872
ALLOCATED STAFFING SUMMARY
Officials/Administrative 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Professional 0.00 0.00 0.00 0.00 1.00 1.00 1.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Skilled/Craft 13.00 13.00 13.00 13.00 14.00 14.00 14.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 15.00 15.00 15.00 15.00 17.00 17.00 17.00
the Coldwater Creek. Solids are pumped to the Bissell Point Plant for processing.
DESCRIPTION OF SERVICES
Coldwater Creek Wastewater Treatment Plant treats an average of 26 mgd. It serves
the Coldwater Watershed of northern St. Louis County utilizing activated sludge
secondary treatment and sodium hypochlorate for disinfection and discharges to
214
Missouri River Treatment Plant
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $1,318,753 $1,366,046 $1,624,840 $1,520,910 $1,718,730 $1,777,962 $1,824,379
52000 Supplies 517,914 384,803 444,250 398,529 558,950 575,719 592,990
53000 Usage 318,039 344,358 696,944 720,575 979,932 1,033,330 1,089,650
54000 Contractual Services 635,700 431,394 602,532 980,584 1,056,654 1,104,203 1,153,893
55000 Capital Outlay 19,187 0 1,200 1,200 1,200 1,236 1,273
TOTAL EXPENSES $2,809,593 $2,526,601 $3,369,766 $3,621,798 $4,315,466 $4,492,450 $4,662,185
ALLOCATED STAFFING SUMMARY
Officials/Administrative 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Professional 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Skilled/Craft 13.00 13.00 17.00 17.00 17.00 17.00 17.00
Service/Maintenance 1.00 1.00 1.00 1.00 1.00 1.00 1.00
TOTAL POSITIONS 15.00 15.00 19.00 19.00 19.00 19.00 19.00
that produces methane gas which generates electricity to run plant equipment.
discharging to the Missouri River. The plant utilizes a sludge digestion process
DESCRIPTION OF SERVICES
The Missouri River Plant provides secondary treatment to 38 mgd, serving the
Missouri River Watershed in western St. Louis County. The plant's secondary
process includes an activated sludge process and UV for disinfection before
215
Meramec Watershed Treatment Plants
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $2,646,965 $2,870,683 $2,942,368 $2,948,923 $2,922,307 $3,015,030 $3,092,777
52000 Supplies 904,550 640,506 873,618 960,064 973,329 1,002,529 1,032,605
53000 Usage 1,732,085 1,989,384 2,058,235 2,033,518 2,134,476 2,249,632 2,371,056
54000 Contractual Services 1,439,627 892,901 1,355,651 1,263,538 1,530,414 1,599,283 1,671,250
55000 Capital Outlay (655)501,118 0 6,618 565,500 582,465 599,938
TOTAL EXPENSES $6,722,572 $6,894,592 $7,229,872 $7,212,661 $8,126,026 $8,448,939 $8,767,626
ALLOCATED STAFFING SUMMARY
Officials/Administrative 2.00 3.00 3.00 3.00 3.00 3.00 3.00
Professional 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Skilled/Craft 25.00 24.00 24.00 24.00 23.00 23.00 23.00
Service/Maintenance 2.00 2.00 2.00 2.00 2.00 2.00 2.00
TOTAL POSITIONS 31.00 31.00 31.00 31.00 30.00 30.00 30.00
average 34 mgd with full secondary treatment and disinfection. Sludge at all plants
is thickened and dewatered using belt filter presses and disposed of at landfills.
DESCRIPTION OF SERVICES
The Meramec Watershed is served by three wastewater treatment plants: Grand
Glaize, Fenton and Lower Meramec which handle the flow produced throughout
south and southwestern St. Louis County. Grand Glaize Treatment Plant serves as
the centralized operation center for the three plants. Collectively the plants treat on
216
Pump Stations
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $5,350,454 $6,087,808 $6,082,511 $6,105,268 $6,429,804 $6,690,898 $6,861,277
52000 Supplies 1,750,321 1,020,539 1,351,347 1,327,113 2,586,227 3,284,672 3,383,168
53000 Usage 2,790,179 3,295,552 3,052,832 2,993,917 3,169,328 3,341,733 3,520,588
54000 Contractual Services 2,427,058 2,002,793 2,306,060 2,971,287 2,856,887 2,985,446 3,119,792
55000 Capital Outlay 0 593,787 288,750 341,913 45,940 47,318 48,738
TOTAL EXPENSES $12,318,012 $13,000,479 $13,081,500 $13,739,498 $15,088,186 $16,350,067 $16,933,563
ALLOCATED STAFFING SUMMARY
Officials/Administrative 5.00 5.00 5.00 5.00 6.00 6.00 6.00
Professional 0.00 1.00 3.00 3.00 7.00 7.00 7.00
Technical 0.00 3.00 3.00 3.00 0.00 0.00 0.00
Administrative Support 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Skilled/Craft 44.00 47.00 47.00 47.00 48.00 48.00 48.00
Service/Maintenance 8.00 2.00 2.00 2.00 3.00 3.00 3.00
TOTAL POSITIONS 57.00 58.00 60.00 60.00 64.00 64.00 64.00
The Pump Station Division operates and maintains 42 flood protection stations, 25 major interceptor
stations, and over 200 county pump stations. This Division maintains a District-wide computerized
alarm system which monitors the 275 unmanned pump stations on a continuous basis. The Pump
Station Division is responsible for the Bissell Point Overflow Regulation System, the Lemay
Overflow Regulation System, and protecting the City of St. Louis during periods of high river stage.
These automated systems prevent sewage from entering waterways as the river's elevations rise
above the level of the sewer system. Additionally the Pump Station Division provides technical
support services to the District providing temporary flow monitoring services, monitoring rain gauges
and monitoring overflow points within the sewer system. This service includes operating over 350
temporary monitors that provide flow data to help understand and solve system maintenance
problems and provide better engineering solutions.
DESCRIPTION OF SERVICES
217
Bissell Pump Station
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $1,212,186 $1,422,611 $1,344,364 $1,341,533 $1,384,252 $1,421,105 $1,456,909
52000 Supplies 598,846 127,128 392,205 269,049 281,666 290,116 298,820
53000 Usage 331,887 375,378 354,858 358,229 377,803 397,768 418,806
54000 Contractual Services 847,430 198,936 400,539 670,521 805,162 841,394 879,257
55000 Capital Outlay 0 300,338 210,000 208,583 0 0 0
TOTAL EXPENSES $2,990,349 $2,424,391 $2,701,966 $2,847,915 $2,848,883 $2,950,383 $3,053,792
ALLOCATED STAFFING SUMMARY
Officials/Administrative 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Professional 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Skilled/Craft 11.00 11.00 12.00 12.00 12.00 12.00 12.00
Service/Maintenance 1.00 1.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 13.00 13.00 13.00 13.00 13.00 13.00 13.00
Personnel in FY11 was included in Pump Stations; separated for FY12 and forward.
218
Lemay Pump Station
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $1,417,652 $1,572,454 $1,576,740 $1,564,512 $1,590,457 $1,634,861 $1,676,807
52000 Supplies 248,133 120,439 282,942 181,967 387,671 399,301 411,280
53000 Usage 1,654,425 2,066,026 1,847,902 1,771,583 1,939,848 2,045,546 2,157,027
54000 Contractual Services 359,144 157,323 290,699 427,994 440,365 460,182 480,890
55000 Capital Outlay 0 83,337 0 0 0 0 0
TOTAL EXPENSES $3,679,354 $3,999,579 $3,998,283 $3,946,056 $4,358,341 $4,539,890 $4,726,004
ALLOCATED STAFFING SUMMARY
Officials/Administrative 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Professional 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Skilled/Craft 14.00 12.00 12.00 12.00 12.00 12.00 12.00
Service/Maintenance 0.00 2.00 2.00 2.00 2.00 2.00 2.00
TOTAL POSITIONS 15.00 15.00 15.00 15.00 15.00 15.00 15.00
Personnel in FY11 was included in Pump Stations; separated for FY12 and forward.
219
County Pump Stations
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $1,222,351 $1,404,661 $1,349,460 $1,406,542 $1,359,063 $1,397,772 $1,433,428
52000 Supplies 608,967 491,761 468,669 646,965 524,521 540,257 556,464
53000 Usage 756,048 801,879 793,971 799,913 791,473 833,617 878,037
54000 Contractual Services 683,580 832,065 565,601 956,697 580,192 606,300 633,584
55000 Capital Outlay 0 47,362 45,000 106,580 10,000 10,300 10,609
TOTAL EXPENSES $3,270,946 $3,577,728 $3,222,701 $3,916,697 $3,265,249 $3,388,246 $3,512,122
ALLOCATED STAFFING SUMMARY
Officials/Administrative 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Professional 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Technical 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Administrative Support 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Skilled/Craft 12.00 12.00 12.00 12.00 12.00 12.00 12.00
Service/Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00
TOTAL POSITIONS 13.00 13.00 13.00 13.00 13.00 13.00 13.00
Personnel in FY11 was included in Pump Stations; separated for FY12 and forward.
220
Technical Services
FY12 FY13 FY14 FY14 FY15 FY16 FY17
EXPENDITURE SUMMARY Actual Actual Budget Forecast Budget Projected Projected
51000 Personnel Services $1,498,265 $1,688,082 $1,811,947 $1,792,681 $2,096,032 $2,237,160 $2,294,133
52000 Supplies 294,375 281,211 207,531 229,132 1,392,369 2,054,998 2,116,604
53000 Usage 47,819 52,269 56,101 64,192 60,204 64,802 66,718
54000 Contractual Services 536,904 814,469 1,049,221 916,075 1,031,168 1,077,570 1,126,061
55000 Capital Outlay 0 162,750 33,750 26,750 35,940 37,018 38,129
TOTAL EXPENSES $2,377,363 $2,998,781 $3,158,550 $3,028,830 $4,615,713 $5,471,548 $5,641,645
ALLOCATED STAFFING SUMMARY
Officials/Administrative 2.00 2.00 2.00 2.00 3.00 3.00 3.00
Professional 1.00 2.00 3.00 3.00 7.00 7.00 7.00
Technical 2.00 3.00 3.00 3.00 0.00 0.00 0.00
Administrative Support 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Skilled/Craft 10.00 11.00 11.00 11.00 12.00 12.00 12.00
Service/Maintenance 5.00 0.00 0.00 0.00 1.00 1.00 1.00
TOTAL POSITIONS 20.00 18.00 19.00 19.00 23.00 23.00 23.00
Personnel in FY11 was included in Pump Stations; separated for FY12 and forward.
221
Metropolitan St. Louis Sewer District
Fiscal Year 2015 General Fund Budget and Two Year Projection
Operations Department
Actual Actual Budget Forecast Budget Projected Projected
Expense Object FY 2012 FY 2013 FY 2014 FY 2014 FY 2015 FY 2016 FY 2017
51010 Salaries & Wages $ 31,126,785 $ 32,556,646 $ 34,504,302 $ 34,214,184 $ 35,476,844 $ 36,205,039 $ 36,933,149
51020 Overtime 2,323,343 2,722,886 2,226,926 2,393,409 2,354,264 2,401,350 2,449,377
51030 Compensatory Pay Accrual 0 1,580 0 143 0 0 0
51060 Worker's Compensation Pay 46,347 22,863 0 5,159 0 0 0
51100 Emp Service & Incentive Awards 0 0 1,850 254 0 0 0
51120 Membership & Licensing Fees 66,911 128,422 133,789 149,467 140,863 144,933 149,277
51130 Education Assistance Program 0 0 0 0 0 16 17
51210 FICA Taxes 2,458,862 2,610,931 2,798,462 2,729,179 2,892,806 2,708,147 2,762,617
51220 Group Insurance 4,187,136 4,984,771 5,133,135 4,908,771 5,376,249 6,311,563 6,673,263
51230 Pension Contribution 6,194,646 6,871,813 7,392,599 7,377,225 7,145,337 7,377,136 7,612,354
51234 EAP 8,468 8,640 0 4,528 0 0 0
51510 Temporary Help 49,532 0 0 0 0 0 0
Subtotal 51000 Personnel Services $ 46,462,029 $ 49,908,551 $ 52,191,063 $ 51,782,318 $ 53,386,363 $ 55,148,184 $ 56,580,053
52010 Fuels,Lubricants,Gases
52020 Motor Vehicle Parts & Equip
52030 Machinery & Equipment Parts
52040 Machinery & Equipment - Non -Ca
52050 Construction & Bldg Supplies
52070 Hardware
52080 Hose Supplies
52090 Electrical Supplies
52100 Instrument Supplies
52110 Chemical Supplies
52120 Laboratory Supplies
52150 Plumbing Supplies
52160 Paint Supplies
52170 Safety Supplies
52220 Janitorial Supplies
52240 Hand Tools
52280 Uniforms
52300 Safety Footwear
$ 1,516,392 $ 1,569,337 $ 1,480,852 $ 1,530,447 $ 1,675,174 $ 1,725,429 $ 1,777,192
288,147 341,895 321,750 367,073 357,650 368,380 379,431
3,935,123 3,032,051 3,369,403 3,326,666 3,484,831 1 3,589,376 3,697,057
357,163 (121,976) 53,200 100,326 471,700 485,851 500,427
2,191,625 1,995,924 2,241,668 2,343,987 2,286,367 2,354,958 2,425,607
113,335 101,910 106,619 108,240 112,722 116,104 119,587
181,071 231,369 186,420 264,235 258,104 265,847 273,823
1,107,520 510,183 779,869 717,801 996,234 1 1,026,121 1,056,905
376,659 542,446 534,311 599,931 1,648,194 2,315,640 2,385,109
1,266,431 1,360,794 2,930,117 2,984,821 3,860,192 3,975,998 4,095,278
6,059 8,534 14,500 5,535 7,800 8,034 8,275
549,576 355,134 453,100 512,149 537,896 554,033 570,654
30,451 43,404 48,675 55,735 56,434 58,127 59,871
321,239 266,924 276,022 295,892 277,554 285,880 294,457
141,775 118,529 124,754 113,586 121,849 125,504 129,270
291,519 240,099 285,446 293,046 256,916 264,623 272,562
242,317 235,068 283,917 261,240 287,395 298,585 307,316
88,582 112,931 110,400 127,792 114,400 118,838 122,579
222